SEARSOLIN OD WORKSHOP Documentation Report

[Type the document subtitle]

This document contains highlight as well as the process of the SEARSOLIN OD Workshop and learning exercise for the proposed re-invention of SEARSOLIN.

8/3/2013 1

Executive Summary The second SEARSOLIN Organizational Development Workshop provided the learning and knowledge building exercise with the following objectives:

1. Re-articulate the Vision and Mission of the Institute 2. Recommend relevant programs of study and training offerings; 3. Identify the necessary resources (e.g. teachers, trainers, formators, staff, learning resources, facilities, etc) required for the successful implementation of these redesigned programs; and 4. Propose administrative arrangements by which XU can provide these required resources in ways that SEARSOLIN becomes integrated with XUs structures and systems.
The invited resource person and facilitators have helped processed these objectives into meaningful activities aided with their experiences of doing social development work in Asia and as well as in Europe as well as business models that have enriched the discussions and workshops into as well as the sharing their insights and learning points of the present trends and challenges of doing social development work in the context of Asia and beyond. Major Highlights 1. The present SEARSOLIN Vision and Mission statement has been re-defined to respond to the various challenges and present landscape of doing social development work in Asia and to the rest of the world; 2. The proposed business model generation framework has identified dynamic and innovative techniques in identifying SEARSOLINs resources as well as its position in the intensely competitive arena and has lead to redesign the institutes business model; 3. Identified new program offerings through thematic courses as well as its various components in the course and service offerings; and 4. Re-design the strategically and conscientiously the structural arrangement of SEARSOLIN vis-vis the university and its external factors that may provide a more efficient and cost-effective facilitation of its operations. Recommendations: 1. Provide the mechanism for resources generation in the structural, operational, human resources support for the re-invention of SEARSOLIN; 2. Adapt the structural arrangements proposed by the committee; 3. Compose a ad-hoc technical committee that can serve as a think-tank in collaboration with the Executive Director of SEARSOLIN for its operational and administrative needs; 4. . 5. .

Process Documentation Report for SEARSOLIN Organizational Development Workshop

Preliminaries A. Recap The workshop started with a reflection on the video entitled Look at the World by John Milford Rutter. The Facilitator then provided a quick recap of the highlights of previous workshop which has provided an opportunity for the committee members and participants to:

RE-live the rich history and celebrate the valuable accomplishments of SEARSOLIN through the valuable experiences and insights gained in and through the friendship, companionship and professional dealings with its founder, Fr William Masterson of the invited resource persons: Bishop Antonio Ledesma SJ, Mr Roberto Ansaldo and Dr Anselmo Mercado 1; Challenge the present status quo and pursue various paths and ways for SEARSOLIN to respond to the greater needs of effectively addressing the present external demands of forming rural development workers that is 21st Century in orientation but while at the same time grounded and contextualized in the values and orientation of the Institute s re-vitalized vision, mission, values and directions; Harnessing the Institutes internal human and organizational resources in order to revitalize the internal linkages within the university structure that in the process define the parameters of continued social development engagement in the Asia Pacific Region and the world over through its present affiliations and networks; and Tap the alumni, partners, intended clients and students, funding agencies and other possible sources to gather valuable inputs for a more collaborative and process-oriented feedback on the present organizational development process of SEARSOLIN.
B. Input from the Resource Person Raquel Polestico presented SEARSOLIN Re-envisioning. Her presentation has four main parts: a. Remembering Fr Masterson She started her sharing by acknowledging that it was in 1964 that SEARSOLIN was founded by Fr Masterson, SJ. She added that the main reason of its founding was for Xavier Universitys College of Agriculture to share its development experience with other countries. She further added that the initial funding source for the institute was from
1

Please see the attached document on Executive Process Documentation Report on Workshop 1.

Process Documentation Report for SEARSOLIN Organizational Development Workshop

MISEREOR, Masterson Family, DANCHURCHAID, German Agro-Action, and Lewis Foundation. And that SEARSOLINs conception was modeled after COADY International Institute in Canada. b. Bri ef His tor ica l Re vie w i. Executive Directors. She recalled the leaders of the Institute who have made the Institute what it is today in this order: 1. 1974 Fr. William F. Masterson, S.J., founder and first director of SEARSOLIN & College of Agriculture, Xavier University. He was awarded prestigious MAGSAYSAY AWARD for International Understanding. 2. 1984 Fr. Antonio J. Ledesma, S.J. SEARSOLINs 2nd director (1984-1993) and Dean/Director of the College of Agriculture Complex (1984-1996) 3. 1993 - Dr. Anselmo Mercado, staff since 1964 and Director in 1993 and very active in the cooperative movement 4. 2005 - Fr. Nilo, Labra, S.J. 5. 2010 - Fr. Rene Tacastacas, S.J. ii. SEARSOLINERs Profile She then presented the present profile of the institute as follows:

Process Documentation Report for SEARSOLIN Organizational Development Workshop

iii. Distribution by Sub-Regional Areas from 1964 to 2011, total of 2,085 SEARSOLINERS:

iv. Gender Distribution from 1964 to 2011:

v. Religious Affiliations:

Process Documentation Report for SEARSOLIN Organizational Development Workshop

vi. Organizational Affiliations from 1964 to 2011

vii. Personal Roles from 1964 to 2004

viii. Nature of work SEARSOLINERs from 1964 to 2011

Process Documentation Report for SEARSOLIN Organizational Development Workshop

ix. Target Communities

x. xi.

xii. Analysis of the Development Action Plans

xiii. Evaluations Done on the SEARSOLIN Program 1. 1985 Ist Review & Evaluation of SEARSOLINs Program Conducted by CENDHRRA Positive findings of its roles & impact 2. 1996 2nd Review & Evaluation of SEARSOLIN program, done by an (evaluation and visioning team reformulated & renewed SEARSOLINs Vision Mission, Strategies and Programs) 3. 2011 - Evaluation commissioned by Ecumenical Scholarship Program for participants from Myanmar, Cambodia, Laos, Vietnam, Timor Leste

Process Documentation Report for SEARSOLIN Organizational Development Workshop

xiv. SEARSOLIN After Twenty-One Years: An Evaluation 1985. Highlights of the evaluation are as follows: a. Background of the evaluation: 1. Conducted by the Center for Development of Human Resources in Rural Asia (CENDRA) by Josepth Francia, Ngo Huy Liem, Edgardo Valenzuela, Angelita Ledesma 2. Looked at the Training Programs, Sponsors, Assessment of Resources, Relevance of SEARSOLIN in the Asian Region 3. Framework: Objectives Training Program Effects on the Trainees-Impact on Development 4. Took Seven Months to Finish (February to August 1985) b. SEARSOLIN Profile: 1. SEARSOLIN was an idea the time of which has come (Economic Growth and Increased Production through Community Development) 2. Very much influenced by COADY International Institute in the beginning 3. A course on Agricultural Extension was taught by the Israreli Team 4. It was the force of Fr Mastersons personality and ideas that influenced the early participants of SEARSOLIN 5. The establishment of a Just Social Order was Fr Mastersons Impossible Dream c. Areas of Growth: 1. There is a need to follow-up the SEARSOLINERs after they graduate for its long term goal 2. Distinguish Social Leadership to include organizational management, technical, Advocates, Value-Forming Subjects, etc. 3. Go beyond XU College of Agriculture for teaching and context 4. Root its analysis and program on the basis of Asian setting 5. SEARSOLINERS work in Program/Project Planning, Supervision, Training and Education, Cooperatives should be incorporated in the program offerings 6. SEARSOLINERS shifted work to be more in development-related jobs (Community Development, Adult Education, Agricultural Extension, Less in Government work d. Notable Expressed Needs, Program Re-orientation and Affirmations 1. In the latter part, there was decreased attention to Cooperatives and Community Organizing because of Martial Law Years (1972 1985) 2. 86% of the SEARSOLINERS affirmed the relevance of SEARSOLIN Program 3. Perceived most relevant to participants from Africa, South Asia, Southeast Asia 4. Contributes more to in understanding of development issues, technical skills, and improved management skills and in increasing motivation to be a leader 5. Recommended in-house counsellor to assist in value-formation of individual and group leadership

Process Documentation Report for SEARSOLIN Organizational Development Workshop

e. 1. 2. 3.

Faculty members and resource persons Continue the practice of faculty development of SEARSOLIN Staff 75% of faculty from the Philippines, 25% Foreigner SEARSOLINERS should get a core faculty who come from SEARSOLINERS home countries 4. Intercultural exchanges among the participants and community be maximized Main Recommendations: Have a systematic design of programs based on the feedback from the trainees and current problems of development SEARSOLIN could be a Center of Practical Development, Research, Consultancies to enrich the training program and to keep its international character Financial sustainability can be ensured with the relevance of the programs and internal and diverse sources of incomes SEARSOLIN can pursue a development strategy that can require integration of actionresearch, management of projects, and financial self-reliance

f.
1. 2. 3. 4.

g. Credo of Development and Solidarity(Collectively written by SEARSOLINERs and others, SEARSOLIN Review Workshop, Taichung, Taiwan, April 18-14, 1994) I believe that people are the most important resource. I believe in God creating us in peace and solidarity. I believe that education is vital for development. I believe in working in solidarity with the poor. I strongly believe in the political and economic development of the people. I believe in doing together. I believe in changing society for a better future. I believe in people and their ability to form communities. I believe happiness lies in enriching others. I believe that impossible things can be done. I believe in nurturing the little seeds within us. I believe in SEARSOLIN and the SEARSOLINER. i. Developing Rural Social Leadership in Southeast Asia: An Evaluation of the SEARSOLINESP Scholarship for SLDT 2006-2011 by Ed Quitoriano 1. Objectives: 1. To capture outcomes of the project; 2. To track the progress of participants Development Action Plans (DAPs); 3. Document impacts on partners and projects and programs; 4. Document lessons learnt; and, 5. Put forward recommendations for possible reorientation and/or adaptation in future cooperation with ESP

Process Documentation Report for SEARSOLIN Organizational Development Workshop

2. Comparative Profile of SLDT Graduates: Attributes 1964-2011 2006-2011 (Overall) 2006-2011 Scholars ESP-MCC

Gender Occupation: Workers Community

30.9% Female 36.64%

44.0% female 28.7%

39.5% female 16.2%

Religious Affiliation Education

69.8% Christian 69% college graduate level 80% 43.25% 16.93% to

79% Christian 73% college graduate level 68.6% 53% 11% to

74.4% Christian 79% college graduate level 92.9% 55.8% 4.6% to

Age Group 20-40 yrs old Civil Status: Married Institutional Government Affiliation:

3. Southeast Asia SEARSOLINERS

SEARSOLINERS from Southeast Asia, 20062011 2 11 12 5
Cambodia Indonesia

ESP & MCC Scholars 2006-2011

6
Cambodia East Timor Lao PDR

33 10

Lao PDR Myanmar Vietnam

5 23

Myanmar Vietnam

131

Philippines East Timor

4. Relevance (1) - Performance Rating: 1.45 - Strategic fit between SLDT and individual and organizational needs and enhancement of assets

Process Documentation Report for SEARSOLIN Organizational Development Workshop

10

In terms of ranking of what is most relevant to ESP scholars and sending organizations: Most relevant module: Modules 1, 4, 2 and 6. Among the four, Module 1 (Participator y Approaches to Development), Module 2 Social Entrepreneurship, Module 2 Sustainable Agriculture, Module 6 Monitoring and Evaluation) Second most relevant module: Modules 5, 3, 2 and 6. Module 5- Peace and Development, Module 3 Cooperatives Third most relevant module: All modules and DAP (Development Action Plan) 5. Relevance (2) - Emergent Realities and Needs: 1. Climate change and environment 2. Research methods and data analysis 3. Human rights and human trafficking 4. Migration 5. Disaster reduction and community-based disaster preparedness 6. Value chain 7. Gender 8. Microfinance 9. Financial management 6. Effectiveness (Performance Rating: 1.66) 1. Effective utilization of the SLDT by the scholars and sending organizations 2. ESP scholars able to transfer acquired knowledge and skills to staff of their organizations and to radiate to communities; ESP scholars/SLDT graduates have shown capacity to reproduce rural social leaders in various disciplines 3. DAPs: generally not implemented as designed but are integrated into organizational agendas and developed into project proposals. Samples presented in the evaluation workshop show high level of financial resource generation and enhancement of development initiatives in communities 4. SLDT utilization: ESP scholars gain broad knowledge and skills but generally select specific knowledge and skills according to their designations and assignments and personal preferences

Process Documentation Report for SEARSOLIN Organizational Development Workshop

11

7. Sustainability Rating: 1. At SEARSOLIN level: historical evidence shows high level of sustainability but vulnerable to declines in foreign scholarships; but the asset base is solid and could be harnessed to increase the sustainability rate 2. At scholar and partner level: multiplier and radiation effects indicate high level of sustainability especially in the social, ecological and financial dimensions.

8. Impact Performance Rating: 1.72 1. Stakeholder perceptions (based on survey results) suggest positive impacts of the SLDT but hard to measure in the evaluation exercise 2. Likelihood of confusing outcome level results with impacts

Process Documentation Report for SEARSOLIN Organizational Development Workshop

12

3. 4.

Lack of clear baselines in the external economic, social, political and ecological settings make it difficult to determine impacts DAPs integrated into organizational agendas and developed as projects are still ongoing. Impacts could not yet be determined

9. Multiplier Effect 1. Per capita scholarship cost is around USD 10,000 but scholars have shown capacity to multiply and radiate results of up to 30 times in financial resource generation and continuous time in human capital formation 2. Human capital formation at organizational and community levels tend to be geometric in multiplication 10. Success Factor Steering 1. Two layer managerial hierarchy 2. Directional guidance by the XSF Board 3. Lean but efficient core structure around SLDT 4. Proximity of resource persons within the XU system 5. Clear allocation of roles and tasks 11. Success Factor: Strategy 1. Effectiveness of SLDT as strategy for developing rural social leadership 2. Pooling of resources for SLDT delivery 3. Needs improvement in financial resource mobilization strategy 4. KM strategy needs to be more explicit and needs to harness ICT 12. Success Factor: Processes 1. Strategic decision making processes at level of XSF Board 2. Operational processes at level of SEARSOLIN management 3. Efficient sequencing of activities and outputs in the SLDT

Process Documentation Report for SEARSOLIN Organizational Development Workshop

13

4. Some flaws in strategic planning (especially in documentation and dissemination of results) 13. Success Factor: Cooperation 1. Positive collaboration within the XU system 2. Effective collaboration with around 50 experts for the SLDT modules 3. Strategic linkages with national and international organizations 4. Under-studied collaboration with local governments and local dioceses 14. Success Factor: Learning and Innovation 1. Modular approach to SLDT 2. Paradigm shift from DCBA to ABCD 3. Need more joint learning exercises with SEARSOLINERS and partner organizations 4. Scholars innovations in DAP implementation (various modalities) 15. Conclusion a. Successful project b. Strong sense of ownership by stakeholders c. High performance rating (overall and specific to relevance, efficiency, effectiveness, sustainability and impact) d. Overall rating and specific ratings for relevance, efficiency, effectiveness and sustainability supported by quantitative and qualitative evidence e. High rating of impact based on perceptions of stakeholders but need further examination using appropriate impact evaluation methodology across a wide area and long timeline f. High return on scholarship investments with multiplier effects of up to 30 times of the financial cost per capita g. Most outcomes are still unquantifiable for lack of documentation and M&E system h. Need to strengthen regional and in-country environmental analysis and baselines as reference for impact assessments 16. Overall Recommendations: a. Joint lesson learning exercises with partners and SEARSOLINERs b. Optimization of SEARSOLINERS in the region c. Inter-operable M&E d. Inclusivity; broaden outreach to potential rural social leaders from other religious backgrounds 17. Recommendations for SEARSOLIN a. Document and inform stakeholders of the 2008 strategic plan b. Develop in-country trainings in cooperation with SEARSOLINERS and sending organizations c. Mobilize ICT for communications and education d. SLDT modules: continuous updating e. Assess and learn lessons from previous DAPs

Process Documentation Report for SEARSOLIN Organizational Development Workshop

14

f. market segmentation g. Financial health: broaden income streams; review HR and salary structure h. M&E and lesson learning 18. Recommendation for Sending Organizations a. Contribute to analysis of outcomes of the SLDT as a whole and the DAPs in particular b. Maintain partnership with SEARSOLIN for continuous lesson learning and mutual support c. Explicit policy on gender 19. Quo Vadis SEARSOLIN (Future?) a. The harvest is great, the laborers are few. Continuing program for Human Resource Development (formation of leaders for Asia and other developing countries) b. Advocacy role in poverty alleviation, urban and rural development, food security, social justice, people empowerment & community organizing, the ABCD approach, active support for the Cooperativism c. Partnership with other Organization d. Trainings in other countries e. Sustainability issues/concerns (financial, organizational, etc) 20. Linkages and Networking a. ASIAN NGO COALITION (ANGOC), AsiaDHRRA, APPROTECH ASIA b. ACCU c. GLOBAL VILLAGE ENERGY PARTNERSHIP Action Research on the Asset-Based Community Development Approach (ABCD) with Coady Institute assisted by: DR.ANSELMO MERCADO,RACHEL POLESTICO, VIC TAGUPA, LUTHER LABITAD, and AMY PATRIARCA

Process Documentation Report for SEARSOLIN Organizational Development Workshop

15

Process Documentation Report for SEARSOLIN Organizational Development Workshop

16

Discussion points on Ms Rachels Presentation: It was acknowledged that Ms Rachels presentation was a providential in her postponed of her presentation because of schedule overlaps during the first workshop on Celebrating Milestones. It was also affirmed that her presentation of SEARSOLIN is comprehensive enough to provide a leveling-off among the participants of the workshop.

Process Documentation Report for SEARSOLIN Organizational Development Workshop

17

II. Workshop on Business Model

The workshop then continued with the introduction of the two main facilitators, namely, Dr Christina Liamzon and Tony Quizon. Dr Liamzon started the session by presenting some points to leveling off expectations given the revised program flow of the proposed OD Workshop of SEARSOLIN. She started her input by acknowledging the wealth of materials that have been sources of information and knowledge of the institute through resource materials, valuable input of Rachel Polesticos presentation specially on the impact study and the proposed recommendations for SEARSOLIN, as well as acknowledging some limitations on scope and breadth of other materials that may help shed light on the various challenges and areas of growth that may be looked into in the process and other sources of information such as: - Inputs from the alumni, partners, funding agencies, partners and networks of the institute; - Inputs on the present trends and challenges of doing social development work in Asia; - Move from the wealth of the institutes to the inputs of coming forward considering the various trends in the Asian region; - SWOT Analysis of Mr Ansaldo; - Input from ideas of the committee; - Inputs from other stakeholders: alumni, donors who have given to SEARSOLIN, commenting on what they can contribute to the evolution of SEARSOLIN; - Partners in other ateneos; and - Other potential sources of information that can help provide substantial feedback in the Organizational Development Process in 20 years down the line to help process the short term, long term projections of the planning exercise. She then urged the committee to consider the aforementioned ideas in mobilizing the proposed strategy in order to lead the group towards the formulation of the business model that could be the interim, be the curiicula of the course until we have a bigger picture of the formation and training courses and SEARSOLIN could be doing, for a organization, research or whatever that may be. She further challenged and urged members of the committee to be fluid or flexible in the various exercises that the facilitators may propose to better enhance the felt synergy and collaborative spirit that is pervading among members of the committee. She then shared her experience of the fruitful experience of using the book written by Alexander Osterwalder and Yves Pigneur entitled Business Model Generation. This was very helpful to her when she was using this as a tool for her social entrepreneurship engagement with the overseas Filipino

Process Documentation Report for SEARSOLIN Organizational Development Workshop

18

workers in Europe. She presented an excerpt from the book on Generating New Business Model Ideas, which states: 1. Need for a creative process to generate a large number of business model ideas and successfully isolating the best one process called ideation. 2. One challenge in doing this: to ignore the status quo and suspend concerns over operational issues 3. Business model innovation is not about looking at the past at his indicates little about what is possible in terms of future business models; it is not about looking to competitors as business model innovation is not about copying but about creating new mechanisms to create value. aims to deign original models that meet unsatisfied, new or hidden customer needs. 4. Ideation has two main phases: ideas generation where quantity matters and synthesis, where ideas are discussed, combined and narrowed down to small number of viable options. General Approach: 1. Team composition a. from diverse units b. of different ages c. with different areas of expertise d. of different levels of seniority e. with mixture of experiences f. from different cultural backgrounds 2. Immersion a. ideally team should go thru immersion phase: general research, studying customers, scrutinizing new technologies, assessing existing business models 3. Expanding a. what innovations can we imagine for each business model building block? quantity not quality; generate ideas rather than critique too early 4. Criteria selection a. what are the most important criteria for prioritizing our business model ideas? 5. Prototyping a. what does the complete business model for each shortlisted idea look like? Design attitude: If you freeze an idea too quickly, you fall in love with it. If you refine it too quickly, you become attached to it and it becomes very hard to keep exploring, to keep looking for better. (J. Glymph, Gehry Partners)

5.

Business Model Environment: Context, Design Drivers and Constraints

6. 7.

Developing a good understanding of your organizations environment helps you conceive stronger, more competitive business models. 4 areas that should be mapped out in the environment: o market forces: market issues (identifies key issues driving and transforming your market from customer and other perspectives) market segments (identifies the major market segments, describes their attractiveness, and seeks to spot new segments) needs and demands (outlines market needs and analyzes how well they are served)

Process Documentation Report for SEARSOLIN Organizational Development Workshop

19

switching costs (describes elements related to customer switching business to competitors) revenue attractiveness (identifies elements related to revenue attractiveness and pricing power) industry forces: competitors (identifies incumbent competitors and their relative strengths) new entrants (identifies new insurgent players and determines whether they compete with a business model different from yours) substitute products and services (describes potential substitutes for your offers, including those from other markets and industries) suppliers and other value chain actors (describes the key value chain incumbents in your market and spots new, emerging players) stakeholders (specifies which actors may influence your organization and business model) key trends: technology trends (identifies technology trends that could threaten your business model-or enable to to evolve or improve) regulatory trends (describes regulations and regulatory trends that influence your business model) societal and cultural trends (identifies major societal trends that may influence your business model) socioeconomic trends (outlines major socioeconomic trends relevant to your business model) macro-economic forces: global conditions capital markets economic infrastructure (describes the economic infrastructure of the market in which your business operates

Another Material that she presented was the: The 9 Building Blocks for a Business Model which was taken from the same resource material: Defining a business model describes the rationale of how an organization creates, delivers and captures value. The nine blocks cover the four main areas of a business: customers (clients), offer, infrastructure and financial viability. The business model is like a blueprint for a strategy to be implemented through organizational structures, processes and systems. These building blocks are found in the Business Model Canvas which works best when printed out on a large surface so groups of people can jointly can work on inputting into the canvas. It is a hands-on tool that fosters understanding, discussion, creativity and analysis. 1. Customer Segments (CS) this building block defines the different groups or people or organizations an enterprise aims to reach and serve. Customer or client groups represent separate segments if: a. their needs require and justify a distinct offer b. they are reached thru different distribution channels c. they require different types of relationships

Process Documentation Report for SEARSOLIN Organizational Development Workshop

20

d. they have substantially different profitabilities e. they are willing to pay for different aspects of the offer Key questions: For whom are we creating value? Who are our most important customers/clients? 2. Value Propositions (VP) this building block describes the bundle of products and services that create value for a specific Customer Segment. A VP creates value for a CS thru a distinct mix of elements catering to that segments needs. Values may be quantitative (e.g., price, speed of service) or qualitative (e.g., design, customer experience) Key questions: What value do we deliver to the customer/client? Which one of our clients problems are we helping to solve? Which client needs are we satisfying? 3. Channels (CH) this building block describes how a company/organization communicates with and reaches its CS to deliver a VP. Five channel phases: a. Awareness - how to raise awareness about our companys products and services b. Evaluation how do we help clients evaluate our organizations VP c. Purchase - how do we allow clients to purchase specific products and services d. Delivery how do we deliver a VP to clients e. After sales how do we promote post-purchase client support? 4. Customer Relationships (CR) this building block describes the type of relationships a company establishes with specific CS. Key questions: What type of relationship does each of our CS expect us to establish and maintain with them? Which ones have we established? How costly are they? How are they integrated with the rest of our business model? 5. Revenue Streams (RS) this building block represents the cash a company generates from each CS (costs must be subtracted from revenues to create earnings). Key questions: For what value are our clients really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each RS contribute to overall revenues? 6. Key Resources (KR) this building block describes the most important assets required to make a business model work. KR can be physical, financial, intellectual or human. Key questions: What Key Resources do our VP require? Our Distribution Channels? Customer Relationships? Revenue Streams? 7. Key Activities (KA) this building block describes the most important things a company must do to make its business model work. Key questions: What Key Activities do our VP require? Our Distribution Channels? Customer Relationships? Revenue Streams? 8. Key Partnerships (KP) this building block describes the network of suppliers and partners that make the business model work. We can distinguish four different types of partnerships: a. Strategic alliances between non competitors b. Competition: strategic partnerships between competitors c. Joint ventures to develop new businesses d. Buyer-supplier relationships to assure reliable supplies Key questions: Who are our KPs? Who are our key suppliers? Which KR are we acquiring from partners? Which KA do partners perform? 9. Cost Structure (CS) this building block describes all costs incurred to operate a business model.

Process Documentation Report for SEARSOLIN Organizational Development Workshop

21

Key questions: What are the most important costs inherent in our business model? Which KRs are most expensive? Which KAs are most expensive? After Dr Tina presented her input on the proposed business model as basis for initial discussions and then will follow through another round of revalidation using the same model so as further diversify and clarify and allow other sources of information to further define the niche of the institute, identifying the sources, defining social rural leader, enriching programs, envision a graduate of the institute since this will help define modules, programs, training, identify qualities of the 21st century of SEARSOLIN. INPUT on South-East Asia Rural Leadership Trends Tony Quizon started to define the geographic added that it is important to define first the business model rather than jumping into the curricula offerings, it is important to define first to define who the social rural leader is as foundation of any discussion on the workshop. His presentation was entilted, Some perspectives on Rural Developmentm in the South East Asia context and the task of building new leadership. He started by providing the basic characteristic of Southeast Asia in three key elements:
1.

2.

3.

High Biodiversity. 11 countries of Southeast Asia is composed of main lands and islands, with flora & fauna diversity in a tropical setting and is considered second largest in the world in rainforest. High ethnic and cultural diversity, that 40% of its population are Muslim, and the rest are Buddhists, Christians, Hindus and Animists, is one of the most ethnically diverse regions, highest Indigenous Peoples populations and has layers of identity and historical roots. Disaster and risk areas; severity of Climate Change impacts. SEA is situated at a tropical rainbelt and tectonic plates with Vietnam cited as one of the rising new examples of Climate Change Adaptation and risk reduction strategies.

He also pointed out that colonization plays a very vital role in the rich historical background of Southeast Asia which according to him has three unifying features, namely: the dominance of European maritime power, imposition of commercial economy based on international trade; and total domination in last 100 years, 1850s-1950s in tune with the industrial revolution in Europe. He also noted that the three periods of European colonization were vital to Southeast Asias historical evolution, as follows: a. the age of expansion, 1498 to 1750, b. the age of conquest, 1750-1858, and the c. the age of empire, 1858 to 1914. He added that independent states have flourished only after 1950s which was rather consequential to the degree at which these states were totally independent and sovereign in orientation and that the structural adjustments and reforms have begun on in the 1980s and concerns and challenges of adapting to the trends of globalization was revolutionized in the 1990s and have since then changed the socio-economic-political-cultural and environmental paradigms and governance of the Southeast Asian countries.

Process Documentation Report for SEARSOLIN Organizational Development Workshop

22

Another unique trend in Southeast Asia, he noted was its high economic growth with GDP growth in the ASEAN six (Indonesia, Malaysia, Philippines, Singapore, Thailand, and Vietnam) in 2010 at 7.6% and is expected to reach an average of 5.6% in 2012-2016 with China as main trading partners of ASEAN: USD 178B in 2009 and an Foreign Direct Investment (FDI) as main driver of its economy with USD 74B in FDIs in 2010. (Source: WEF website) While all is well with Southeast Asia, he also presented unique challenges of transition countries, with the following characteristics: opening market, but not of political space noting human rights violations, growing restrictions. He cites Cambodia as an example stating of the need to secure permits to enter into communities to do social development work. Ethnic conflict among communities are also a challenge as well as massive landgrabs and resource extractions as a result of the foreign direct investment activities and the prevailing weak institutions in addressing good governance issues. He presented the following data to illustrate his claims:

Process Documentation Report for SEARSOLIN Organizational Development Workshop

23

Process Documentation Report for SEARSOLIN Organizational Development Workshop

24

He then asserted that to configure the term rural was a contribution to the following elements, namely: 1. That it is a resource-based economies where peoples livelihoods are primarily in agriculture, although in some areas the economu may be based on mining, forestry or tourism; 2. Provider of food, industrial crops, timber, minerals and environmental services; 3. Link to culture and history as its basic roots; and 4. Rural livelihood in nature. He cited Robert Chambers as basis of defining the strategy for rural development, saying: Rural Development is a strategy to enable a specific group of people, poor rural women and men, to gain for themselves and their children more of what they want and need It involves helping the poorest among those who seek a livelihood in the rural areas to demand and control more of the benefits of rural development The group includes small scale farmers, tenants, and the landless. The reality of rural poverty is a major concern to contend with according to him, since, he asserts that the uneven and non-inclusive development has been observed in the existing economies, facilities and services are commonly inadequately, setting the past policies of using agriculture to service has been insufficiently characterized. And in the case of the Philippines, he said that chronic poverty among farmers and fisher folks are a given reality not to mention the needs of our indigenous peoples and that most are along poverty line, so the focus now, he said that is on risk and vulnerability, livelihood rights mapping, etc. noteworthy to mention in his discussion is the poverty incidence being highest among fishermen and farmers at 414 percent and 36.7 percent in 2009, the poverty incidence was pegged at 26.5 percent according to the data from NSCB, 2009/ Manila Times, 06/30/13 that he presented. He then transported his discussion to a global understanding of the world population in these illustrations:

Process Documentation Report for SEARSOLIN Organizational Development Workshop

25

Process Documentation Report for SEARSOLIN Organizational Development Workshop

26

Process Documentation Report for SEARSOLIN Organizational Development Workshop

27

He then proposed the following assertions on the meaning and connotation of the social context of an institute as well as providing the scope of challenging the foundations of an institution that is oriented to social development context as follows:

He ended his presentation by identifying the positive nature of SEARSOLIN being in Mindanao, and in the Philippine context asserting: the comparative advantage of the English proficiency among local, open-learning environment of an academic institutions, existing areas of actual field experience and has built local champions of doing rural social leadership, grounded understanding and awareness of the Southeast Asia context, existing linkages and accessibility of funds and grants, challenge of doing land and resource reforms and can take a more substantial engagement of the realities of out-migration.

Workshop on: Vision-Mission Goal Re-visit Vision-Mission Statement SEARSOLIN is a Catholic, Jesuit, Filipino and an Asian Leadership Institute that aspires for a just social order, dedicated to the holistic formation of leaders to work for social development in the context of diversity and tradition of developing countries.

Discussion on the present Vision-Mission-Goal statement of SEARSOLIN as well as other concerns and issues were raised. The need to look at SEARSOLIN timeline: 1964-2012 is crucial in terms of providing a holistic understanding for the planning exercise. Main points of the discussion were:
1.

Linkages:

Process Documentation Report for SEARSOLIN Organizational Development Workshop

28

2. 3.

4. 5.

6. 7. 8. 9. 10. 11.

Link with Xavier University Vision has to be re-evaluated Review Catholic, Jesuit in its vision-mission statement Question of Can Catholic, Jesuit, Filipino be removed in the Vision-Mission statement (Is this covered by holistic formation?) To focus on mission part to make it more specific to SEARSOLIN Define Goals and Objectives o Premier Asian Leadership Institute can this be part of the Mission Statement Need to define competitive advantage Change tradition (Culture?) Existing vision can be decoded o Who are we? o What is the vision? (Considering the context of the Just social order component of the present V-M-G statement.) o Mission develop leaders o Context of what is being addressed--diversity Emphasize diversity Tradition empowerment? Vision (What we want): Premier Asian Institute Mission: Form leaders Does Social Development cover everything? Empowerment? Transformation? Change? Towards becoming an Institute that learns

o o o

As proposed and discussed, the re-formulated Vision-Mission Statement of SEARSOLIN states: Vision-Mission Statement SEARSOLIN is the Premier Asian Leadership Institute that aspires for social justice, dedicated to the holistic formation of leaders helping to empower the poor for social development in the context of diversity and cultures of developing countries.

Process Documentation Report for SEARSOLIN Organizational Development Workshop

29

Business Model Exercise Given the various points of discussions presented above, Dr Liamzon, then asked the committee to go through the exercise using the proposed matrix on The 9 Building Blocks for a Business Model:
Key Activities (KA) Fieldwork Apprenticeship Training seminars Modular seminars Visits and exposures Hands on exercises Model-building Lectures Workshops Key Partners (KP) Funding Agencies Field Practitioners Academic Faculty Government Agencies NGOs networks and affilitiates Friends of Fr Masterson Church-based funding institutions Scholarships Paying students Regional networks Partners Funders Building and Land Training facilities Farm for sustainable agriculture Resource persons Alumni associations Reputation Xavier University XU College of Agriculture Travel & Visa Cost Board and lodging of the students Security and language translations Maintenance cost (staff) Tuition and fees Transportation Tuition to pay for resource Cura personalis Personalized care and attention Keeping informal ties with graduates Professional delivery of services Cut-off after session after training Organized pleasure They expect continued support Government staff development agencies Church-based Development students NGO / Civil Society Workers

Key Resources (KR)

Cost Structure (CS)

Customer relationships (CR)

Customer Segments (CS)

Process Documentation Report for SEARSOLIN Organizational Development Workshop

30

Value Proposition (VP)

Development Workers Academe Government Church Community leaders in Southeast Asia Filipino Leaders Southeast Asian Leaders Value formation through exposure, reflection, engagement Community life through sharing and common activities Models for rural trainings Training on 7 modules DAP implementation Modularized training theory / practicum Multi-disciplinary Social/value formation Training-lectures-exposures 6-month training program Skills development Innovative strategies Religious and cultural tolerance Certificate courses Diploma courses Residential Training Church-based organizations Informal networks Best practices In-country trainings and conferences Alumni Partners Communications through alumni associations Website Facebook Emails Word of mouth Referrals by alumni Network of funders Communication through the partner organizations Follow-ip through visits Publication of newsletter Sale of Knowledge Products like books, photocopying services Income from use of facilties Overhead for project implementation management Tuition (scholarships) Government CDA, CDF Donor-driven (Scholarships) Board and Lodging including walk-ins Funding agencies Endowment Fund Donations from Alumni Fr Masterson Fund Individual funding

Channels (CH)

Revenue Streams (RS)

Process Documentation Report for SEARSOLIN Organizational Development Workshop

31

Day 2: Preliminaries The second day started with a prayer and followed by a recap highlighting the significant accomplishments of the first day of workshop. Highlights include: 1. Thorough discussion and presentation of SEARSOLINs accomplishments, impact assessment of its years of existence on program implementation, formation value to its graduates, funding institutions inputs and recommendation, among other significant information provided by Rachel Polestico; 2. Greater perspective on the Asian Rural Leadership paradigm presented by Tony Quizon gave a fresh breath of what it means to do social development work vis--vis the macro and micro challenges of Southeast Asia in terms of its socio-economic-historical-cultural-environmentalgovernmental-political landscape of the present times; 3. Leveling-off of process and workshop flow given the rich materials of the proposed organizational development framework to be used in the workshop particularly using the business model generation shared by the two resources persons in the achievement of the workshop objectives; and 4. Revisited the existing Vision-Mission statement of SEARSOLIN and conscientiously retraced its origins, foundations, reasons for existence and related this to the changing landscape and signs of the diversity of factors and challenges for a more meaningful conduct of social development in this part of the world; 5. Learning exercises of in aid of undergoing the 9 building blocks of business model which has further clarified the existing Key Activities, Key Partners, Key Resources, Cost Structure, Cost relationships, Customer Segments, Value Propositions, Channels, Revenue Streams of SEARSOLIN as basis of tracing a new road map for its future engagements. The first day of workshop was a journey of exploring the frontiers of SEARSOLINs pathways of engagements that it be meaningful and will play a significant role in making a difference of its continued existence while still grounded on its roots and reasons for becoming Asias premier rural social development institute. B. Workshop on trend analysis The facilitator presented the importance of identifying the: 1. Key Trends: Regulatory, technology, societal and cultural and socio-economic trends relevant so as to provide foresight of internal and external challenges that may influence the organizational direction of the institute; 2. Market forces: Market segments, needs and demands, market issues, switching costs, revenue attractiveness; 3. Industry forces: suyppliers and other value chain actors, stakeholders, competitors, new entrants (insurgents) substitute products and services; and

Process Documentation Report for SEARSOLIN Organizational Development Workshop

32

4. Macro-Economic Forces: Economic infrastructure, commodities and other resources, capital markets, and global market conditions. The result of this exercise is shown below:

Trends (KEY TRENDS: Technologies, Regulations, Culture/Religion - Still: Context, Experience, - Public-Private - Multi-Media Reflection, Action and Partnership - Customized courses Evaluation (Ignatian - Corporate Investment - Open university Pedagogical Paradigm IPP) on Human Capital - Tailor-fit programs to address - Under the Social Development - Emergence of industry-based employment Framework Alternative Mode of needs and time-frame of study - Output-based/Development Learning specific to their levels and posts in Action Plan. Practicum) - Development work or the organization Outcomes community building - Empowered Citizens initiatives - Rising Middle Class - Good governance and - Field Practitioners decentralization - MA Degree - Collaborative learning - Short Courses - Executive program - Ladderized Course - Information and - Research-based engagements Communication Technology - Multidisciplinary - Interdisciplinary - Dialogical input practicum - Gender mainstreaming - Precision agriculture - GIS Application - Governance as platform of engagement Competitors / Comparators? INDUSTRY FORCES Competitors, Stakeholders, Others - Government Training Centers and Institutes ATI Balay Mindanao Xavier University o Courses: Regional and International SAIDI Levels IIRR o Education and Training COADY o Constituency Building PPI o Internship and Exchange Academe: Ateneo School of Governance o Sustainable Integrated area XU RSO Units development Asian Institute of Management o Conflict transformation Fundacio o Peace building

Process Documentation Report for SEARSOLIN Organizational Development Workshop

33

Asian Social Institute Manila International diploma for Community Organizing Workers MA and Undergrad Courses in SOcialk Work Research: Principles, Methods and Application Project Planning and Development Integrity of Creation workshops Mindanao Peace Building Institute Education and Training Research and Documentation Networking Government mandated training / workshops Development academies Mindanao Rural Baptist Center (Bansalam) Climate Change Academy (Albay) Center for Development Innovations Wageningen University CARD Institute MASSPECC NGO: PRRM, Canaan UPs Outreach Unit World Bank Institute

Bogor University Chiangmai University European University Scholarship Programs Short-term Leadership Courses Phildrra

Challenges: - Will we compete or cooperate? - There is a need to map-out similar Institutes, Courses in Mindanao - Map-out XU Offerings to check overlaps - Compare Institution courses, donors, cost Who is the Market? Market Potentials and Market Forces - Sectoral leaders - Educators for development - Focus in Asia and Other Developing nations - Development workers (NGOs, CSOs) - Graduate Students (specialized courses or practicum based) - Urban/Town Planners - Public Sector (Local and National) - Agents of change - Movers / innovators / transformers - Government Staff - Religious Persons

Graduate Students Government Offices CSO: Policy Makers GO - NGO: Development Workers Government Bureaucrats Field practitioners who need retread, degree Youth leaders (SBs) Media Practitioners Intellectual ACtivitists Institutional partnernships as learning-skill training provider

Process Documentation Report for SEARSOLIN Organizational Development Workshop

34

- Lay Pastoral Leaders - Famers - Fisher folks - Researchers working on an issue or theme Development Context Macro-Development Forces (Context in which you operate) - Land and Resource Conflicts - Transition Countries Issues - Bio-diversity - Globalization (Free Trades) - Climate change - The quest for meaning (in the urban jungle) - Management leadership institutes - Rights-based approaches - Disasters - Carrying capacity (footprint, hand print) - Agricultural transformation - Resource Management (energy, basic needs) - Supermarkets (Food Industry) - Urbanization - Funder-driven development programs and - Food security and volatility projects - Growth of regional trade and Foreign Direct - Development workers especially from Investments transition countries - Urbanization with a particular stress on - Rise of Modern Markets migration - Multi-Stakeholders Partnerships - Cultural integration - Green technology - Mindanao peace: a security context - Emergent economies - ASEAB / AFTA - Inclusive growth - BOOMING China - Increased participation of CSOs, private - Pease and development thru livelihoods groups in affairs of the state: Social promotion Accountability - Indigenous Peoples inclusion - Religion domination and conversion - Internally displaced persons in poor areas in - Brain gain / drain Mindanao - Back 2 back Small is Beautiful. - Growing gap between the rich and poor

Learning points: 1. The exercise identified key issues driving and transforming SEARSOLIN market from customer and offer perspectives and diversity into the uniqueness of its foundations; 2. It also identified the major market segments, describes the attractiveness of its unique offerings through its value propositions and wealth of experiences of doing social development work and most important sought its spot in possible venture to the new segments offered in the market place at large; 3. Identifying SEARSOLINs the needs of demands through the exercise as well outlines market needs and analyzes how well they can be served and tapped given the existing and unexplored resources of the institute given its long years of doing social development work; and 4. Identified elements related to revenue attractiveness and pricing power to address selfsustainability and accountability issues.

Process Documentation Report for SEARSOLIN Organizational Development Workshop

35

Exercise on Identifying SEARSOLINs Niche The present Vision has been incorporated in the present exercise. The facilitator stressed that at this part of the workshop is aimed at identifying SEARSOLINs goals and objectives as basis for further discussion. Market forces analysis is crucial since determining will provide better understanding not only of the present trends of doing social rural leadership trainings and programs offering rather provide the institute and its stakeholder of its comparative advantage and harness further its potentials and areas of growth and not simply adjust to any given situations unprepared, he added.

Proposed Reformulated V-M SEARSOLIN is the Premier Asian Leadership Institute that aspires for social justice, dedicated to the holistic formation of leaders helping to empower the poor for social development in the context of diversity and cultures of developing countries.

Goals

Objectives

Value Propositions Products/Services

(as the Premier Rural Development Training Institute in Asia)

Customer Segments

Develop leaders with values Be the Center of Excellence / Premier Institute Link with universities/instit ute with Asian development realities (outreach / research)

Empowerment Competencies Values/formatio n transformation

Research Advocacy Monitoring and Evaluation Ladderized Programs Core training Programs (SLP_ MA Program Implementing DAP as SEARSOLIN 102 Diploma Courses Customized Trainings In-Country training Alumni Model Building

Philippines: Development Workers: Church, CSR, NGOs Government Organizational Development and Enterprise Migrants Graduate Students (Development Studies) Transition Counties of ASEAN where Rural Development Leaders may be more needed: Go where the greater need (and funding) is.: Myanmar Cambodia Laos Timor Leste Africa Pacific

Process Documentation Report for SEARSOLIN Organizational Development Workshop

36

Key Activities Knowledge Management : Case Studies Enhance cultural sensitivity (for faculty/work ers) Strengthen and expand Curriculum development and updating Joint training on key topics Joint Trainings / Research Other resources and income mobilization activities

Key Partners Partner with other agencies Centers of innovations and other universities in Southeast Asia Other Resource Persons

Revenue Stream Institutional Partnerships Tuition and other fees

Modules: Participatory Organizational and Project Management Sustainable Agriculture Project Monitoring and Evaluation Entrepreneurship and Cooperatives Formulation of Development Action Plan (DAP) Link farmers to Value Chain Feasibility Study Making (XU College of Agriculture) Environment (Marine Engineering) Governance and Peace Disaster-Risk Reduction Coordinating Unit for Advocacies Research, Grants, Press, College-based Research and Social Outreach Units

Main Concerns Rose: ii. iii. Validation questionnaire for the stakeholders will cover Southeast Asia. Target clients of the survey are alumni and partners of the institute. Given the proposed new themes, possibility of new funding partners can be explored.

Process Documentation Report for SEARSOLIN Organizational Development Workshop

37

iv. v.

vi.

The need to be accredited or bidding for projects and grants are areas that the institute must learn and explore. An observation was made that on programs and vision statements, emphasis was more on environment which has become the base of the present proposed engagements. This is due to the need to further incorporate the discussion on environment as an over-arching theme of the development agenda. Three concepts emerge that can substantiate the desired formation orientation of a SEARSOLIN graduate: 1. World changer through 2. Social Entrepreneurship which is not just limited to a task but in view of social responsibility manifesting the graduates vital role as World 3. Social leader for development.
changer Social Entrepreneur Social Leader

Synthesis of Day 2 - Workshop The second day of the workshop ended with a prayer with a spirit of consolation brought about by the collaborative spirit and synergy among participants in coming up with a clearer direction and defined areas of growth as well as enhancing its present dynamism towards a more responsive and dynamic institute in the coming years.

Day 3: Preliminaries The workshop started with a reflection points from Mary Stewart and followed by a recap presented by the facilitator highlighting the following points: 1. For SEARSOLIN to be competitive in the 21st century leadership institute, it has to make sense of todays environmental challenges as it might find itself to be outdated or even obsolete for the demands prescribe in the market today; 2. That improving its understanding about the future is not only necessary but is an imperative given the complexities, uncertainties, and potential disruptions inherent in the evolving business environment; 3. Thus the exercise of analyzing its environmental landscape and its niche has provided significant direction of its future as assumptions about how market forces, industry forces, key trends, and macroeconomic forces unfold has provided the design space to develop potential business model options or prototypes for the future; and

Process Documentation Report for SEARSOLIN Organizational Development Workshop

38

4. The task of the committee is to define the role of business model scenarios to forecast possibilities and make them happen. The third day is meant to provide the continued learning space to close certain gaps in the arrangements of structures where SEARSOLIN can effective manifest its mandate, vision, and sense of mission. Exercise on Developing Core Programs The committee members were asked to brainstorm on the core program offerings and the output are as follows: Course Local Governance Thematic Content - Campaign and Electoral Management - Policy Formulation - Greater Public Value - Effective Leadership and Management - ABCD - Community Organizing - Linking Disaster and Resiliency - MDGs - Leadership - Environment, Sustaianable Development - Risk-Sensitive Land Use Planning - Gender Women Participation - Environmental Accounting - Disaster Risk Management, Climate Change - Local Development Planning - Local Economic Development Values Content - Integrity - Transparency - Accountability - Gratitude and Love - Seeing God in all things - Participation - Wide Perspectives - Open-mindedness - the larger scheme of things (stars versus the constellations) Market Segment - Local government leaders from other countries - Local government officials - Local bureaucracy - Local executives and Government Workers - CSOs (NGOs, Academe) - Devolved National Government Agencies - NGO Workers - Progressive LGUs in Southeast Asian Countires - Graduate Student and Faculty

Process Documentation Report for SEARSOLIN Organizational Development Workshop

39

Social Entrepreneurship

- Systems Thinking - Innovation management - Value chain development - Product assessment - Market feasibility study - Business planning - Cooperativism - Production management - Financial management - Marketing management - Microfinance - Business policies - Organizing - What is social entrepreneurship? - Who is a social entrepreneur? - Financial literacy - Social responsibility - Business models - Value chain - ABCD - Product development - Market analysis - Community Based Risk Management; Climate Change Adaptation Models - Scenario Projections - CCA/DRR - Systems thinking - Globalization - Peace as development: participation, structure,

- Human dignity - Dignity of labor - Persistence and perseverance - Our of the box thinking - Flexibility - Thrift, savings - Farmer empowerment - Synergy - Chain cooperation - Negotiation - Ethics - ECO Empowerment - Collective Action - Trust - Accountability - Palabra de Honor - Product Quality Consciousness - Innovation/Creativity - Continuing Research - Innovativeness

Farmers and farm laborers NGO staff Government Staff Farmer Leaders Returning OFWs CSR Units

Resource Rights and Governance

- Social equity - Resource conservation Co-creation - Connectivity with nature/environment - Respect for IPs - Reconciliation with creation - Everyone as caretakers and stakeholders of resources

- Corporate Social Responsibility personnel - Agricultural corporations - Government: LGUs and Line Agencies - Indigenous leaders

Process Documentation Report for SEARSOLIN Organizational Development Workshop

40

enabling environment, etc Gender women rights Mediation of resource conflicts Natural cycling (renewal, extractions, conservation) Ecosystems-based landscape adaptation MDGs Mediation (boundary disputes, culture difference, etc) Community mapping systems IPRA as Model Rights and entitlements Asset Reform Sustainable resource management - Give us this day our daily bread - Preferential option for the poor - Faith (Food Always In The Home) - Human development principles - Total human development - Simplicity: not taking more than what needs and valuing of resources

Food Security (Sustainable Agriculture)

- Food production skills - IPM - Smallholder agriculture - Natural farming system - Agro forestry - Food security as human security - Laws and protocols - Value-chain for sustainable agriculture products - Producers and consumers linkage - Tenurial rights - Agricultural

Process Documentation Report for SEARSOLIN Organizational Development Workshop

41

Project Management, Monitoring and Evaluation (tools and skills) Partnership, Networking

investments Organizing Sustainable farming systems Value adding Access Guidelines on data gathering and analysis GIS, IT Tools Project proposal development Budget preparation and monitoring Strategic planning Budgeting Scoreboard Leadersip training Institutional learning Appreciative inquiry Farming models

- What development are we working for? - Research / project ethics - Transformational leadership

Learning Point: This exercise has facilitated an invigorated sense of identifying its program offerings to better suit the demands of the existing market but also acknowledge its rich networks and linkages that can help the institute re-orient itself towards its new vision and mission.

Exercise on Arrangements and Structural Orientation within Xavier University and composite units: Context: The present set-up of SEARSOLIN has been defined, and that it is under Xavier Science Foundation. XSF is not really part of Xavier University in terms of structure and as an institute but its directly under the president. Its only legal connection with Xavier University is because of its connection with the College of Agriculture. The challenge now is how should it be set up any where? The facilitator then discussed the difference between institution of replacement and institution of relationships. In terms of programs offerings for example, should it be included as part of the diploma course? Another concern that emerged is what part of the program offerings should be under the graduate school and which department should it be linked?

Process Documentation Report for SEARSOLIN Organizational Development Workshop

42

Dean Ravanera: SEARSOLIN is related to Xavier Unviersity since it is with the College of Agrilcture. It is its home-base, he said. That also reflectes in the programs that had been offered. It has opened up and included other colleges as the need arises. Administratively, SEARSOLIN is linked to the College of Agriculture but its technically under Xavier Science Foudnation. So if there are contracts and memorandums to be entered into, the Xavier Science Foundation will sign. But the financial sides: XSF functions as financial conduit. Whether the funds will be transferred to the university, thats something we will answer in the next workshop. What we can discuss now is AFTER. It could be under graduate school but given the varied themes that is being proposed now, then this is what should be discussed now. Dr Quiaoit made a comment saying that the proposed mechanism will work but not necessarily under the graduate program. The facilitator then challenge the committee members to see how the institute is operationalized before relationships are to be discussed and decided on. He cites as an example research and advocacy, he asks if the committee members envision a separate advocacy unit within the framework or not?, Is it a specialized function?, he quips. He stressed that the difference between SEARSOLIN from now on: in a way is that it is an outreachan extension within an extension. He said that SEARSOLIN should be treated as a separate institute. The question now he posed is under whose guidance is it then and what about staffing concerns? Dr Quaioit responded that SEARSOLIN must have its own set of staff. Fr Rene responded that at present, the staff is composed of the following: the deputy director, secretary, trainee, librarian, housekeeping, kitchen, support service. His main concern is how to redefine even the structure into the organization? The facilitator presented a scenario that if we will put flesh on this; we have to have a person who can deal with a team to push them. Say, if theres a partnership, there has to be a core who will relate to the partner. Were looking into a group of skeletal. Fr Rene proposed by saying that the skeletal might be composed of: one person/coordinator per theme, admin, and knowledge manager which includes the library, finance, facilities manager, A concern was raised by the facilitator on what might happen is that there will be a coordinator per module. But somebody has to see the entire module. Considering also the number if youre talking about many people. Fr Rene responded that it might be done through one core per theme, but there are customized training per group. So per each team there, there is really a coordinator: more of the content and expert (in house or outsource or partnered), training specialist: facilitator in terms of admin and logistics (permanent). Ms de la Rita made a comment that in a project, there should be project coordinator, admin asst, secretary and a cohort of say 30 people to make it viable.

Process Documentation Report for SEARSOLIN Organizational Development Workshop

43

Fr Rene stressed some considerations saying that the idea right now is to integrate SEARSOLIN to the university. This idea will strengthen the academic offerings of the university. One basic assumption on this is that programs and course offerings must be anchored in the university. Experts from the university must be tapped for its program and course implementation and offerings so in the process also strengthen the universitys course offerings as well. The facilitator affirmed the proposal saying that given the thematic orientation of the proposed program offerings, it might be a good strategy that the lead thematic specialist should come from the university. Fr Rene said in response that its not the RSO which comes in to set the direction of how SEARSOLIN should go as an institution in terms of its program and RSOs thematic areas. The facilitator asked for clarification whether is this oversight function or an operational function? He cites an example on hiring of staff. Fr Rene replied through a clarificatory question: since SEARSOLIN is not under the university, the Executive Director is the one who should set the directions? One clamor that is going to be put is the curriculum aspect in terms of how it is going to be run. Dean Ravanera said that thedirector should be the one responsible but in terms of content, the collegiate. Dr Quaioit added that the director will have a say on matters pertaining to operations, programs offerings, etc byt there should be a technical team of experts who will look into matters with the director for guidance. Dr Yasay said that the committee can recommend tot eh President that somewhat like a Quality Management Committee for SEARSOLIN can be formed to address this concern. Dr Quiait followed up a question saying, can the oversight already be the committee of SEARSOLIN? The facilitator said that part of the oversight committees task is to look into the course, thematic content, values content, market segment will be the ones to determine the number of hours, grade, etc and that the director, the oversight committee, acting on behalf of the president and then the training coordinators for: administration, Logistic and Finance can be formed.

Process Documentation Report for SEARSOLIN Organizational Development Workshop

44

The proposed SEARSOLIN Organizational Structure:

VP RSO

DIRECTOR

RESEARCH/ ADVOCACY/ KM

PROGRAM MANAGER

M&E

MARKETING

THEMATIC SPECIALIST

THEMATIC SPEACIALIST

THEMATIC SPECIALIST

THEMATIC SPECIALIST

THEMATIC SPECIALIST

UNIVERSITY UNIT

The committee was also asked to draw its proposed cost list as follows: Meeting Rooms Case/Seminar Rooms Conference Room Wifi Generator Non-handicapping Environment Elevators Ecumenical Rooms Dining Halls Library Rooms with individual CRs 2 types of rooms: short term long term Dormitories Recreation room/Fitness room Pantry per floor Computer room Computers Admin Offices Kiosks Breakout/workshop rooms for breakout sessions Secretariat room Spacious lounge Dirty kitchen (outdoor) Entertainment Room with musical instruments Play room Parking space (redesign)

Synthesis The third day of the workshop in a way closed the process of re-inventing SEARSOLIN through the various workshop objectives and even those that have not been covered and explored were instruments of further relegating the dynamism and bright future ahead of the institute as contained in this document.

Process Documentation Report for SEARSOLIN Organizational Development Workshop

45