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STANDARDS for Delivering HR/OD Interventions

PHILIPPINES AUSTRALIA HUMAN RESOURCE

AND ORGANISATIONAL DEVELOPMENT FACILITY (PAHRODF)

as of June 2015

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This document was written and developed, taking into consideration the requirements of Request for Tender

(RFT), Design Specification and Sub-Contractor Agreement, to guide PAHRODF Learning Service

Providers (LSP) in developing technical proposals and implementing HR/OD interventions.

LSPs are encouraged to visit the PAHRODF website and/or consult the HR Adviser for changes/revisions in

this document. (2015)

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CONTENTS

PAHRODF PHILOSOPHY AND APPROACH 7

HRODF’s definition of OD 9Workplace Learning Practices 9Coaching approaches 10 International and Philippines HR/OD Expertise Exchange 13Engaging Young Professionals 13Gender in HROD Interventions 15Other Cross-Cutting Themes 16

· Anti-corruption 16· Social Inclusion 17

The Action Plans: REAP and SAP 18Monitoring and Evaluation 20

ADMIN AND LOGISTICS 23

Basic Information 25Travel and Transportation 29Accommodation* (Residential activities) 32Payment of Stipends* 33Venue and Location 34Insurance* 35Medical cover* (for International Program Only) 35Information on Local environment (either in the

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Philippines or Australia/other countries) 36Social Program and activities, pastoral care 37

OPENING/CLOSING CEREMONY 39

Attendance of Partners in HR/OD Interventions 41

HR/OD INTERVENTION CONDUCT 42

Office Space at the Partner Organisation 45Work Placements, Visits, benchmarking 45Resources and Clerical Support 46HR/OD intervention Review 47

PUBLICITY AND RECOGNITION 49

REPORTING FORMS AND PROCEDURES SUB 55

Activity Completion Responsibilities 57

PAHRODF PHILOSOPHY &

APPROACH

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HRODF’S WORKING

DEFINITION OF OD (ORGANISATION DEVELOPMENT)

OD is fundamentally a targeted and results-based change management process to

steer organizations towards optimal performance and enhanced capacity to learn.

It is the organizational assessment process that lends credence to the design and

execution of OD interventions.

Change management is required in all OD interventions. Its features and processes

are mainstreamed in the design and implementation of OD interventions. HRODF

believes that the process is as important as achieving the desired workplace

development objectives (WDO) of the intervention. One of the elements of the

OD framework of HRODF is change readiness. The success of the implementation

of these interventions is anchored on managing the journey from the current state

to the desired state of the organization.

Workplace Learning and Performance (WLP)

HRODF uses a workplace learning and performance (WLP) approach in support

of developing capacities and competencies within the targeted organisations in the

Philippines.

The principles and practices of Workplace Learning and Performance include the

following:

OD

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• WLP is applied to create immediate application for the explicit benefit

of the organization. Learning activities become successful ONLY when

pre-defined outputs are produced and used to improve the organisation’s

capacity

• WLP methodologies are aligned to the everyday work environment of the

organisation via the application of real work scenarios and problem solving.

• Workplace learning designs requires that the participants and their

supervisors take an active role in planning the achievement of agreed

workplace development objectives (WDO). The WDO is a hierarchy of

objectives that builds on the development of individual competencies to

contribute to organisational outcome and development impact.

• WLP requires clear and equivocal motivation of the participants to

ensure commitment for the transfer of learning to the workplace. For

this to succeed, the support and commitment of management through

the supervisors of the participants must be present. The supervisors can

facilitate learning and create the enabling environment for the successful

transfer of learning on the job and its contribution to the desired

organisational outcomes.

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Coaching Approaches

HRODF acknowledges coaching as an effective Workplace Learning approach -

hence it is recommended and applied in most of its HRODF interventions.

Coaching is used to enable the participants and work units perform their new

competencies and improve capacities respectively. This creates a non-threatening

environment for the participants to practice their newly acquired competencies.

According to Timothy Gallwey, the essence of coaching is “unlocking people’s

potential to maximize their own performance.“

Below are some key concepts to consider when using coaching and mentoring

methodologies in the context of HRODF intervention.

LSPs are asked to read carefully the requirements of the Design Spec-ification and/or Terms of Reference for the specific application of the

coaching and mentoring activities to be developed.

• Coaching approaches do not include formal classroom training. It focuses

on learning rather than teaching.

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• Coaching is not the same as consulting wherein the nominated technical

expert is expected to produce the required output. HRODF coaches are

meant to assist the participants apply their learning (as presented in earlier

formal teaching and learning components) as they develop and produce

the required workplace outputs. These outputs provide concrete evidence

of learning application in the workplace.

• Coaches are not just subject-matter specialists. They should have coaching

skills, particularly interpersonal and process skills. They are expected

to have good understanding and background on change management

because the HRODF intervention also includes the development and/or

refinements of business processes. This entails changes in the paradigm,

culture and practices of the organisation.

• Coaching requires carefully planned processes and content as well as

clear objectives (this is indicated through a suggested timetable or

work program that details the desired outcome, tasks and activities and

strategies, timetable, and responsible coach). HRODF expects that the

management of partner organisations or supervisors of the participants

and the participants themselves agree to the overall work program. This

entails orientation sessions prior to its implementation.

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• Coaching is always conducted in the workplace. The aim is to help create

buy-in, ownership, and support from line management and/or key

stakeholders within the partner organisation.

• Full time coaches are expected to be mobilised. Proposed coaches must

have appropriate technical, process and people skills.

• HRODF recognises that coaching practices fall along a continuum, i.e.,

at the commencement of a learning engagement, “coaching” to achieve a

specific output will be the core objective.

• It is advantageous for coaches to be part of the previous HR/OD

intervention components so that relationships between participants and

coaches have been built earlier, at the same time, seamless transition from

the formal sessions to the coaching component is facilitated.

• Finally, assessment of process, progress and its effectiveness is made

regularly and immediate feedback provided to the participants and

supervisors and/or management.

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PARTNeRSHIP PHILOSOPHY

• The LSP represents PAHRODF in dealing with the Facility’s partner

organisations during the implementation of HR/OD interventions. The

LSP should maintain the professional image of the Facility and take heed

of its obligations and responsibilities as stipulated in the subcontractor

agreement.

• The LSP and its intervention management team should represent them-

selves as HRODF LSPs and refrain from using their own brand/identity

and from marketing their respective commercial products/concerns/ser-

vices for the duration of the intervention. Please refer to the PAHRODF

standards for Publicity and Recognition outlined in this document.

HRODFHRODF

HI! We’re from HRODF!

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International and Philippines HROD Expertise Exchange

HRODF actively seeks to support exchanges of expertise between international

and Philippines LSPs. LSPs are encouraged to explore ways in which such exchanges

can be incorporated in the technical tenders.

Engaging Young Professionals

HRODF seeks to support the engagement of apprentice or interns from graduating

students of HR/OD field of studies and young professionals in the implementation

of HR/OD interventions. This serves as opportunity to prepare these students/

professionals in embarking in HR/OD-related careers (particularly in the public

sector) and increasing number of practitioners along HR/OD field of studies.

HRODF embraces the philosophy and principles of GAD. The Philippine and

Australian Governments emphasized that gender equality is essential to reducing

poverty and increasing the effectiveness of aid. Gender equality is a critical

development goal in its own right.

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HRODF-funded interventions are designed and

implemented to ensure that participants are not just

empowered to do their work effectively and contribute

to their organizations’ priority program thrusts,

but they should also have the gender sensitivity

and perspective to promote gender equality in the

workplace. Gender equality means that women and

men enjoy the same status. This also means that

women and men have equal conditions for realising

their full human rights and potential to contribute

to national, political, economic, social and cultural

development, and to benefit from the results. Gender

equality is therefore the equal valuing by society of

both the similarities and differences between women

and men, and the varying roles that they play.

Gender in HR/OD Interventions

Gender refers to the socially prescribed roles and

responsibilities given to men, women, boys and girls.

Differing gender roles result in disparities in: rights

and entitlements; access to and control over resources

and decision making at the household, community and

national level; poverty levels; and the experience of

stigma and discrimination.

HRODF-funded

interventions are seen as

vehicles to build gender

awareness and sensitivity

in the partner organisation.

It is important that GAD

principles and practices

are included in the

implementation of HR/

OD Intervention. Further,

it aims to strengthen

GAD focal point/unit of

the partner organisation.

GAD Focal Points in

the public sector were

created “to push for,

coordinate and monitor

activities that promote

gender responsiveness

in government policies,

programs and projects.”

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Gender mainstreaming and social inclusion is a strategy for considering and

addressing the different needs, perspectives and experiences of women, men,

people with a disability, ethnic minorities and other socially excluded people in all

aspects of program and policy assessment, design, implementation and evaluation

Gender mainstreaming, particularly in government is aimed at ensuring that needs

and concerns of men and women in the bureaucracy are met in order for them to

become gender sensitive workers, and help ensure that their programs and projects

address specific gender issues and needs of their clientele.

The use of nonsexist language is part of building gender friendly organisations in

our partner organisation. Language conditions the minds. The deliberate use of

nonsexist language in the HR/OD interventions and in the written outputs of the

participants helps promote a more gender friendly training and gender sensitive

documents. example of this is the use of “he” and “she” and not just the latter

for brevity’s sake. This will help distinguish women and avoid subsuming

their person-hood.

CRITICAL MASS

Critical mass refers to the state an intervention must reach in order to ensure its

progress, acceleration and self-sustainability. Among other things, its elements

include the number and strategic influence of stakeholders that have bought into

the intervention. Its importance to the Facility is evidenced by the inclusion of

Critical Mass among PAHRODF’s pillars of sustainability. PAHRODF also defines

critical mass as ensuring that different levels of the organisation are targeted for

engagement and competency development.

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Other Cross-Cutting Themes

ANTI-CORRuPTION

The Facility is one in recognizing that “corruption is damaging development

prospects and inhibits economic growth.” As well, corruption weakens institutions

(whether private or public) and makes states vulnerable to crisis. Hence HRODF

subscribes to DFAT’s overall goal for development policy on anti-corruption, i.e.,

assisting in bringing about sustainable reduction in corrupt behavior for the purpose

of improving economic and social development.

Given this, anti-corruption action elements and principles will be integrated in its

HR/OD interventions and other support endeavors for partner institutions. Aimed

at nurturing an environment of integrity and accountability and in disabling the

conditions for corruption to prosper, the elements include building constituencies

for anti-corruption reforms, reducing opportunities for corruption, and changing

incentives for corrupt behaviors.

In HR/OD interventions, these action elements can be applied in a number of

ways. Depending on its applicability, this can be done through aligning HR/OD

intervention outputs with organisation’s commitment relative to anti-corruption;

ensuring that re-entry action plans support the institutionalisation of anti-corrup-

tion mechanisms; promotion of transparency in processes and reporting; simplifying

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procedures and regulations; strengthening special bodies and councils by optimising

participation of civil society organizations and the private sector in its operations.

The purposive and continuous initiatives in addressing corruption will contribute in

improved governance enabling institutions to deliver effectively technical and social

services as well as its regulatory functions. It is important to note that these efforts

have to be driven internally.

SOCIAL INCLuSION

Social exclusion describes a process whereby certain groups in society are systemat-

ically excluded from opportunities that are open to others.

Groups can be discriminated against on the basis of their sex, age, caste, clan,

descent, disability, ethnic background, HIV or other health status, migrant status,

religion, sexual orientation, social status, where they live, or other social identity.

Social Inclusion means ensuring that socially excluded people have equal conditions

for realising their full human rights and potential to contribute to national, political,

economic, social and cultural development, and to benefit from the results.

HR/OD interventions will be responsive to the needs of participants with varying

social background, people with disabilities and other groups indicated above.

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The Action Plans -REAP and SAP

All HRODF interventions require the development of an Action Plan as a mech-

anism for assisting the participants and process owners implement, institutionalize

and mainstream outputs/outcomes. There are two types of action plans, namely, the

Re-entry Action Plan (REAP) and the Sustainability Action Plan (SAP).

The first is the Re-entry Plan (REAP) that will be used when

improvement in competency level is targeted. This is a mechanism

to apply their learning gained and use specific outputs produced.

The ReAP is developed by each of the participants. In exceptional

cases, ReAPs may also be formulated by group of participants who

belong to the same target unit accountable in delivering the service

or function.

The LSP should ensure that the individual REAPs complement each other. The development of the REAPs is expected to involve the super-visors of the participants to ensure support in its implementation and

alignment to the unit/office’s priority objectives.

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This alignment is envisaged to contribute to the

achievement of the WDO – expected organizational

outcomes. ReAPs are developed within the duration of

the LSP assistance but will be implemented after the

LSP engagement.

The second type of Action Plan

is the Sustainable Action Plan

(SAP). It focuses on the institu-

tionalisation of the improved tar-

geted organisational capacities and

outcomes for effective service delivery, e.g., improved

processes, policies, systems. The SAP is a group/unit’s

responsibility and should be developed with the process

owner/s. Sustainability elements, such as budget,

authority, engagement, etc. will facilitate the success of

implementation of the SAP. Further, change manage-

ment principles and practices should be included in

the SAP.

It is emphasized that comments and approval of man-

agement must be done before the finalization of the

The ReAPs and SAPs will

be developed and written by

intervention participants.

LSPs provide guidance for

its development and helps

the participants to discuss

with top management any

significant considerations

that are of importance to

the ReAP/SAP. These

plans are undertaken as the

intervention progresses and

not in the last two days of

the HR/OD intervention.

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Action Plans. This means presentation, consultation and feedback sessions on the

Action Plans should be included in the LSP’s design of the HR/OD intervention.

Participants should be given sufficient time during the intervention to make the

refinements based on results of these feedback sessions. LSP is responsible for

ensuring that revisions from the feedback are encoded in the web. A printed copy

of the ReAPs and SAP/s must be signed by the process owner/s and by senior

management.

Further details of the ReAP are shown in later section of HR/OD

Design Specification.

Monitoring and Evaluation

The HRODF M & e framework (MeF) is aligned with Australia-Philippines State-

ment of Commitment (SOC) and the partner organisations’ Workplace Develop-

ment Objectives (WDO). Performance indicators, targets, baseline and actual

performance data will be established with DFAT and partner organisations.

HRODF MeF presents a system that captures effective and efficient delivery of

HR/OD interventions and its impact on improvements in program service delivery,

organisational capacities and individual competencies. Yearly and cumulative assess-

ment of the performance of different stakeholders provides snapshots of:

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1 HR/OD interventions that lead to successful capacity changes and

generates improvements in program service delivery;

2 Trends in the journey towards organisational excellence;

3 Gains and pains towards improving organisational capacities;

4 Quality of engagement of partner organisations that leads to successful

capacity changes;

5 Possible implications on future agenda of introducing HROD reforms in

the Philippine bureaucracy

Baseline and post intervention measures will be determined and agreed upon with

partners. Reliability of data will be established using triangulated data collection

methods. M and e teams, composed of the partner organisation’s sponsor, process

owner and HR representative, will be trained on the HRODF MeF, process and

tools. external evaluators may also be tapped to conduct mid-term and end-of-en-

gagement evaluation to validate organisation’s self-assessment.

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The yearly and cumulative assessment of the performance of different stakehold-

ers will provide HRODF the basis for planning, systematically identifying lessons

learned across organisations and continuously improving its processes towards the

attainment of its goal and objectives.

The LSP is expected to design and implement a project management M&E for the duration of the implementation of the HR/OD intervention. This is part of the monitoring aspect of the HRODF MEF. Various methodologies in monitoring the progress of the implementation of the HR/OD interven-

tion (in the context of the WDO) are expected to be used by the LSP. The LSP is expected to involve the M&E person/team of the

partner organization.

The LSP is required to assign an independent M&E Specialist who will report to the M&E Adviser of PAHRODF and who will form part of the PAHRODF M&E team for the duration of the intervention. The LSP is required to set aside at least 10% of project cost to monitoring and eval-uation, excluding the professional fees of the M&E officer. The RFT will

provide explicit requirements for the LSP to meet these conditions.

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SuB-CONTRACTOR AGReeMeNT

The LSP will provide the services on the terms stipulated in the sub-contractor

agreement.

LSPs are expected to maintain a professional work ethic and to conduct itself in a

professional manner towards PAHRODF clients and staff members, and maintain

high technical standards.

The LSP shall at all times maintain full, true, separate and up-to-date accounts and

records in relation to the Services and the Service Fees. These records should be

kept in a manner that permits them to be conveniently and properly audited. In ad-

dition, the accounts and records must be provided immediately upon the request of

Coffey International Development for inspection. Refer to draft contract included

in all Tender documents.

Prior to mobilization, the LSP will submit to PAHRODF copies of consulting

agreement/contract for associate partner and including all of its nominated team

members including the scope of work, level of effort agreed with each of the nomi-

nated team members and associated professional fees for each.

ADMIN &LOGISTICS

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ADMIN AND LOGISTICS

Provision of administrative and logistic arrangements is the responsibility of the LSP.

The provision will cover the whole duration of implementing the HR/OD intervention

(from pre-activities, opening, actual delivery of the intervention to closing). The LSP

shall coordinate with the partner organisation’s designated point person. A full, true

and up-to-date accounts, official receipts and records in relation to administrative

and logistics must be maintained by the LSP for audit by PAHRODF.

Basic Information

The LSP is expected to:

• Read and understand the Sub-contractor agreement, PAHRODF

Standards for Delivering HR/OD Interventions, Request for Tender (RFT)

including the Design Specification in developing the technical and financial

proposal for HR/OD interventions

• Produce and submit Critical Incidents or exception Report to outline items

that may veer away from agreed requirements of the Intervention Design

Specification Profile or its submitted Technical Proposal

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• Report to PAHRODF (through concerned HRODF Adviser) of the

name, roles and responsibility and contact details of Team Leader and

Project Manager. Specifically, report to PAHRODF instances when a

member of its team is unable to discharge its functions/responsibilities for

the duration of the intervention. Seek PAHRODF written approval of any

replacements in its team.

• Assign a Project Manager in its nominated team. The LSP owner including

the Managing Director or its equivalent cannot serve as a Project Manager/

Team Leader of an intervention.

• Circulate letters of invites to the Head of the Partner Organisation and

the nominated participants. The LSP will consult with the HR Adviser on

the timings for circulating letters of invites to partner organization prior to

finalising mobilisation activities for the HR/OD intervention.

• engage key stakeholders in the partner organisations to have more in-depth

understanding of the organisation’s priority thrusts and culture. Fit the

orientation materials accordingly.

• Conduct briefing to partner organisation and participants (and provide

orientation materials at least a week prior to the start of the HR/OD

intervention). This must include HR/OD design, workplace development

objectives, methodology, timetable, venues, and accommodation and

transport details. DFAT and HRODF will be provided at least 30 minutes

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for briefing on the objectives of the Facility on the first day of the HROD

intervention implementation.

• Submit to HR Adviser concerned a list and profile of participants per

component and upload the list in the PAHRODF website

<<website navigation guide and folder links will be provided to the LSP during

mobilisation>>

• Give a two-week notice to PAHRODF for activities to give ample time

for the different parties to clear their calendars (e.g., closing and opening

ceremonies, presentations). This must be done where top management

of the partner organisation will be present (Secretary/ Undersecretary).

When their presence is confirmed, invites should be sent to representa-

tives from DFAT and HRODF two weeks in advance. LSP should consult

with HR Adviser for information and details of people from DFAT to be

invited.

• Accredit individual Subject Matter experts as HRODF individual LSP

before contract is finalized.

• Arrange with the partner organisation a work station for the team leader

and coaches. The LSP, particularly the Team Leader, must hold office with-

in the partner organization for the entire duration of the HR/OD inter-

vention or as required in the Design Specification and contract. The LSP’s

Team Leader must establish his/her presence and availability, especially

for constant coaching, updating and management of top management

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and process owners in the process of change interventions. Continuing

presence is needed to:

o undertake regular monitoring and management of client impres-

sions, intervention effects and issues

o Solicit feedback from clients with regard their learning experi-

ences in the process of activity roll-out

o Provide coaching to target cohort

o establish client confidence on the LSP because of the Team

Leader’s availability

o ensure buy-in, ownership and engagement of key stakeholders in

the partner organization

o ensure alignment and harmonization of HR/OD interventions

toexisting government systems and practices

• Share the outputs and conduct of the intervention to PAHRODF and its

partner organization particularly in similar interventions in a knowledge

sharing event. This is to be coordinated with the PAHRODF M&e Adviser

at the conclusion of the HR/OD intervention.

• Abide by intellectual property responsibilities as outlined in item 12 of the

sub-contractor agreement

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1 *For International Travel

Travel and Transportation

LSPs are explicitly responsible for all components of domestic and international

travel arrangements – sea, air and land, including airport transfers. In Australia/

other countries, LSPs will likewise arrange and provide land/tram/train for approved

program activities (including that of social/cultural activities) and air transport

when moving between states. Costs for transport will be part of the LSP’s financial

proposal for the activity.

The following considerations should be taken into account for the planning of trans-

port arrangements:

• Participant’s needs, safety and comfort (arrangements must be made with

reputable air, sea and land transport companies);

• The ability of the participant to engage in the learning activity will not be

compromised; and

• Priority should be given to most appropriate and direct transport route

(overnight stays and breaks in schedule should be limited). When arranging

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flight bookings for the conduct of the intervention, participants shall be

booked on economy class for domestic and/ or international travels.

• For trips to Australia/other countries1. Visa fees must be included in the

proposed tender budget. The LSP will also be responsible for visa appli-

cations of participants. Visa application forms may be downloaded from

embassy website of respective countries to be visited.

All costs related to domestic travel and terminal fees will be provided by the Learn-

ing Service Provider. This also includes any accommodation, meals costs before and

after the Australia component, and while in transit for the trip to and from their

place of origin.

It is necessary that the participants are:

• Provided with details of bus, tram and train travel and explain how fare

system operates – multi trips, etc.*

• Shown examples of timetables and advise where timetables can be ob-

tained*

On arrival of participants in point of destination (airport/transport depot),

the LSP will:

• ensure participants are met and transfers to their accommodation are

provided

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• Arrange for a brief orientation and tour of accommodation and cover of

immediate requirements

• An informal welcome in the form of a home visit/local venue can be

useful*

• Briefing on Australian/local culture and mannerisms*

• Briefing on safety and security in Australia/other countries*

• Advise Philippines embassy or State Consulate re arrival of Participants, if

appropriate*

• Advise participants on local money, ATM machines, credit cards, post

office*

• Departure Details – the LSP will facilitate arrangements for the return of

the participants. The following will be done:

o Confirm booking with airlines

o Provide budget for the shipment of training and reference mate-

rials of the participants (i.e., Australia to participants’ work base)

o Discuss with participants transport/uplift arrangement. Provide

information on returning home including concerns/problems that

may be encountered; schedule, expectations and administrative

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support of the succeeding coaching/mentoring component (if

applicable).

o Provide accommodation and meal provisions in case participants

need to stay overnight while waiting for next available flight to

respective work/home base.

o Monitor and confirm departure to concerned HRODF Adviser/

Associate via email

Accommodation*

(Residential activities)

Accommodation arrangements for residential activities must be considered with

great care. A well thought-of accommodation for residential activities includes con-

sideration for cleanliness and tidiness, secure and safe environment, help support

to help participants during emergencies. Gauging the most appropriate accommo-

dation and venue for residential activities is undertaken dutifully by the LSP noting

PAHRODF’s constant requirement for a very good “learning” environment

for participants.

Details of accommodation must be included in the technical proposal.

• Arrange suitable and safe residential accommodation. The minimum

requirements include:

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o provision of safety deposit boxes

o ONLY single / twin share hotel style

o for in Australia/other countries - serviced apartment is preferred

o separate male and female toilets / bathrooms

• LSPs must get clearance with HR Adviser in selecting venues for out-of-

town activities.

• Safter & Security: Formally brief the participants about safety and securi-

ty measures, assistance and facilities available to them. This briefing must

be done before the activity starts. Important safety and security reminders

and information must be visibly posted inside activity venue and hand-out

materials provided to participants. Important points to note:

o Preventive measures to health and security issues

o First Aid and emergency response to health issues

o existing and accessible health and security facilities

o emergency response to disasters and calamities (e.g., earthquake,

fire) and violence (e.g., robbery, terrorism)

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Payment of Stipends*

• Stipends/per diems are provided for international benchmarking activities.

The LSP will:

o Advise HRODF Adviser of stipend payment schedule and details

o Administer payment of stipends (to be paid one week in advance

only, at the beginning of each week, NOT distributed in total at

the beginning of the program)

• For in-Australia component: A stipend of at least AuD 100.00 per day

will be paid to participant/s when he/she is paying for meals and incidentals

during training.

• For other countries: Advice on rates of stipends will be provided in the

RFT

• For in-Philippines activities, participants should be provided with full-

board meals if it is a residential component; meals only for non-residen-

tial component. This also includes meals during travel to and from point

of origin. Cost of meal per participant/person should be equivalent to

these rates (i.e., Breakfast - PhP300.00; Lunch-PhP700.00; Dinner-

PhP500.00). A no cash-out basis should be enforced.

• Rates and number for living expenses are for PARTICIPANTS only; con-

sultants costs should be separated

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Venue and Location

Appropriate venues for the HR/OD intervention components must be arranged

and information disseminated to the partner organization and participants.

• Selection of venues and arrangement shall consider appropriateness to the

nature of activities as aforementioned, but shall not be perceived as lavish.

• Venues must be conducive to learning with amenities required for the

conduct of the HR/OD intervention. This will include suitable training

rooms (appropriate size for number of participants), break out rooms

(when necessary), working tables, internet connection, etc.

• In residential activities, venues must be safe and secured. It is ideal that

venues be located adjacent to the accommodation units or in venues with

appropriate lodging facilities. When venues are distant from the accom-

modation (or workplace), transport are to be provided by the LSP for easy

access and transfers.

Arrangements for necessary catering should be done.

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Insurance

• Travel insurance will be provided for international travels.

• Group travel insurance shall be provided for local trips of participants

Medical Cover* (for international program only)

• A briefing on cover provided - health insurance and travel insurance as well

as general health and welfare will be done.

Information on Local Environment (either in the Philippines or Australia/other countries)

The LSP will take up with the participants the following:

• Discuss local environment (i.e., conditions, settings, features)

• If possible invite a former participant to make a presentation or video of

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previous participants on completion of the course – tips and on what they

enjoyed/difficulties they may have had/what they would have done differ-

ently (appropriate for international training)

• Discuss similarities/differences with Australia (for HR/OD intervention

activities in Australia

• Advise on restaurants (in particular Muslim halal restaurants)

• Advise on places of worship (churches, mosques, temples)

• Provide information on sporting/recreation facilities; where to shop for-

food (in particular Asian grocery and halal meat shops), clothing and other

personal requirements

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Social Program and Activities, Pastoral Care

The LSP will ensure the following during the implementation of the

HR/OD intervention:

• Provision of a regular social/cultural program other than the formal open-

ing and closing programs. In case of extreme sports/activities, this should

require clearance from the HRODF.

• Regular get-togethers of group to evaluate/discuss learning, problems and

other concerns

• Information on how to handle a ‘crisis’ situation - who to call, including

provision of numbers, for police, crisis care. The information must be in

written form so as the participants can use as a reference (LSP’s internal

Risk Management protocol)

• In case of crisis/emergency situation, the first point of contact is the as-

signed HR/OD Adviser and the point person of the partner organisation.

• LSP must have a First Aid kit during all phases of the HR/OD interven-

tion

OPENING/CLOSING

CEREMONY

45

OPENING/CLOSING CEREMONY

The LSP will ensure that the following tasks are performed by their team:

• Invite DFAT, Facility Coordinating committee (FCC), partner organiza-

tion, HRODF and other suitable guests.

For activities involving top management of the partner organization (Secretary, Undersecretary), a two-week notice must be given to DFAT

and HRODF.

• Venues and arrangement shall be descent and appropriate, but shall not be

perceived as lavish.

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Attendance of Partners in HR/OD Interventions

• engage partner organisations in supporting the LSP implement the stan-

dards for attendance

• Issue Certificates of Completion for participants who have completed par-

ticipation in all activities of the HR/OD intervention. This will be cosigned

by the Facility Director of HRODF and Head/Representative of Partner

Organisation. (Please refer to template)

• In instances where participants are not able to complete attendance in all

HR/OD activities, the certificate will only indicate attendance in specific

HR/OD activities

• When needed (especially for participants from government) – Issue Cer-

tificates of Appearance for dates of training that will serve as supporting

paper for their respective office audit.

Sample of Certificate of Completion

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Event Branding Checklist

• Backdrop with Australian Aid identifier and PAHRODF text

• Australian and Philippine flags

• Australian and Philippine anthems

• PAHRODF pull-up banners

Backdrop with Australian Aid identifier

Australian and Philippine* Flags

*Philippine flag must be on the observer-left position

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PAHRODF Pull-Out Banners

HR/ODINTERVENTION

CONDUCT

51

HR/OD INTERVENTION CONDUCT

Office Space at the Partner Organisation

LSP must arrange a space or room for the team leader and coaches. It is expected

that the team will hold office at the partner organization to manage the change

process.

Work Placements, Visits, Benchmarking

If work placements, benchmarking and observation visits to other organisations’

good practices are included in the HR/OD intervention, the LSP will:

• ensure schedule and structure for work placements/internships and study

visits are followed

• Arrange and brief on-site mentors/supervisors on the purpose of the visit -

specific outcomes to be achieved

• Process the learning activity together with the participants

• Monitor and report on achievement of work placement, benchmarking and

visits’ objectives

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Resources and Clerical Support

• The LSP shall be totally responsible for securing marketing collaterals

associated with the conduct of the HR/OD intervention regardless of

geographic location/venue of the intervention including shipment.

• Arrange for the provision of study room/area, equipment and library as

well as other learning resources necessary for the learning

• ensure clerical/administrative support is available for instructors and

participants

• ensure meal and snack breaks are agreed with the participants. Meals must

be provided for formal coaching and mentoring sessions.

• ensure that the supplies and materials essential to the learning of the par-

ticipants are available to them, particularly when given individual assign-

ments, which they will accomplish after the day’s session/activities.

• All equipment, books, reference and presentation materials procured and

used during the HR/OD implementation will be turned over to the part-

ner organisation through the Facility. The LSP will be responsible for any

shipment of these items to the partner organization.

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HR/OD intervention Assessment and Review

• Conduct a pre and post competency assessment focusing on the com-

petencies indicated in the Workplace Development Objectives (WDO)

and using a 4-point scale tool. The pre-assessment results will serve as

the baseline. The LSP will input the result in the online M and e system.

– <<website navigation guide and folder links will be provided to the LSP

during mobilisation>>

• ensure the provision for managing learning sessions, i.e., individual and

group reflections, drawing out significant insights/learning.

• Arrange for sessions at the end of each day/week to get feedback from

participants - problems/extra needs, etc.

• ensure availability of the Team Leader together with the activity facilita-

tor/Project Coordinator at all times to answer queries and deal with any

problems that may arise. Alert assigned HROD Adviser/Associate imme-

diately if a situation becomes unmanageable

• Develop and conduct session/training evaluation, particularly on the

performance of the nominated team (e.g., course leader, facilitator, M&

e specialist, resource persons, specialists, coaches and welfare coordina-

54

tor). The suggested evaluation criteria for the resource persons are in the

following areas: oral presentation, ability to generate participation, rapport

with participants, time management, managing learning process and thor-

oughness of inputs, content. The results will be consolidated, analysed and

included in the progress report and the completion report. This will also be

inputted into the online M and e system.

• Conduct a regular evaluation of the HR/OD intervention effectiveness

with client groups. The results will be consolidated, analysed and included

in the progress report and the completion report.

• Attend regular progress monitoring (with team leader) with HRODF

concerned Adviser.

Details of reports and other procedures are provided in the last section

of this document.

PUBLICITY &RECOGNITION

57

PUBLICITY &

RECOGNITION

“Branding is a key mechanism for enhancing the visibility

of the Australian Government’s international

development and aid initiatives. Correct branding maxi-

mises recognition of the development role played

by the Australian Government, alongside our broader

public diplomacy strategy.”

– Visibility and Recognition at Posts, Australian embassy Philippines

IMPORTAnCE OF VISIBILITy AnD RECOGnITIOn

• Supports diplomacy -

helps project a positive

image of Australia to

partner governments,

beneficiaries and other

donors, thus strength-

ening the aid program’s

contribution to wider

foreign policy objectives

• Supports transparency

- people can see where

and how the aid funds are

being spent

• Supports informed com-

munities - gives recipi-

ents the information they

need to play an active role

in their community and

hold the governments to

account

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How PAHRODF Applies the Australian Government’s Branding Guidelines

VISuAL

“As part of the integration of the aid program into the Australian Department of For-

eign Affairs and Trade (DFAT), the Australian Aid Identifier—used to brand and identi-

fy all Australian Government development activities overseas—has been updated.”

All HR/OD interventions funded by HRODF will use only the new Australian Aid

Identifier. The new identifier should only be used in three versions: white against

blue background, blue against white background, and black against white back-

ground.

59

The Australian Government has several development programs in the Philippines.

To specifically identify PAHRODF as its program, the Facility’s program name can

be placed under or beside the Australian Aid Identifier. Note that the PAHRODF

program name is not a separate logo. PAHRODF doesn’t have its own logo.

PAHRODF Identifier Below Australian Aid Logo

PAHRODF Identifier Beside Australan Aid Logo

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CO-BRAnDInG WITH OTHER PARTnERS

The preferred option is to use the Australian Aid Identifier in matching size with the

logo of the partner(s).

If PAHRODF is main funder, the Australian Aid Identifier would usually go first –

placed on the left if layout is horizontal or on top if layout if vertical.

Horizontal Layout

Vertical Layout

61

TeXT

All HR/OD interventions should be referred to as “A

project funded by the Australian Government through

PAHRODF.” For example, “Strengthening CSC’s

PRIME-HRM is a project funded by the Australian Gov-

ernment through PAHRODF.”

For outputs of interventions developed by LSPs with

partner organisations, include an acknowledgement

text in the inside front cover: “This output is a product

of Strengthening CSC’s PRIME-HRM, an intervention

funded by the Australian Government through PAH-

RODF (2014).”

eXPeRIeNCeThe overall experience of our partners, intervention

participants, and stakeholders during the conduct of

an HR/OD intervention is part of branding. Through

proper visibility and recognition, PAHRODF interven-

tions and events will help acknowledge the Australian

Government’s work through the use of correct brand

identifier in all event collaterals, through a speech

delivered by partner, or through a press release, feature

story, infographic or video that documents and tells the

story of an HR/OD intervention.

IMPORTAnT REMInDERS:

• If there is a need to

acknowledge an entity

in text, “the Australian

Government” should be

used.

• Particular care should

be taken in using the

phrase “Australian aid”

or “the Australian aid

program” as the aid

program is now part

of DFAT and is not a

separate entity.

• AusAID is not to be used

in any instance as it no

longer exists.

62

Branding checklist during the conduct of an HR/OD intervention:

• event backdrop with Australian Aid Identifier (you may download sample

from the PAHRODF website)

• Australian and Philippine flags (during opening or closing ceremony)

o Facing the stage: The host country (Philippines) should be placed

on the left, and the Australian flag should be placed on the right.

It is recommended that the two flags go together.

o Flags must be of the same size.

• Australian and Philippine anthems (during opening or closing ceremony)

o Philippine national anthem will go first to be followed by the

Australian national anthem

• PAHRODF PowerPoint template (you may download template from the

PAHRODF website)

• PAHRODF pull-up banners (you may download ready-to-print materials

from the PAHRODF website)

• PAHRODF certificate of participation (you may download a template

from the PAHRODF website)

• PAHRODF workshop collaterals

o Only simple and usable items supportive of and related to the

HR/OD intervention are to be given to the participants. The

LSP will consult the HR Adviser on the items to be provided be-

fore mobilising the HR/OD intervention. Following the design

template developed by the Facility, the LSP is responsible for

the procurement of the following items (that each intervention

participant should have):

» Pens

» HRODF notebooks

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» HRODF seminar tote

bags

» ID lanyard

» uSB flash drive (to store

handouts/training mate-

rials)

o not Allowed

» No costly/fancy giveaways

such as planners, computer

bags, jackets, tumblers,

umbrella, t-shirts, and

gadgets

* Note: To maxi-

mize value for aid

money, prefer-

ence is given to

producing work-

shop collaterals.

You may also show PAHRODF videos during an event.

Please seek permission from PAHRODF’s KM officer

prior to use.

IMPORTAnT REMInDERS:

• During the imple-

mentation of HR/OD

interventions, the LSP

represents PAH-

RODF in dealing with

the Facility’s partner

organisations. During

this time, LSPs should

introduce themselves

as “PAHRODF’s

Learning Service Pro-

viders” instead of their

own corporate brand/

identity.

• LSPs should not

develop a business card

bearing the Australian

Aid Identifier, the Aus-

tralian Government’s

name, or PAHRODF’s

program name, for a

particular intervention.

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HOW PAHRODF TELLS ITS STORY

NeWS OR FeATuRe STORIeS

Prepare news or feature story for every important event/activity/result as agreed

with the HR Adviser (range from 500 to 800 words) and based on the following

story angles:

• event specific

o Details on what happened in an intervention including content of

a workshop, training or launch, number of participants, etc.

• Impact of intervention on CPOs and PSPs

o experience of individuals (e.g., how the intervention helped

individual perform his or her job better, challenges and lessons

learnt)

o Improvement in teams and in the organisation as a whole

• Impact of intervention on a larger scale

o Impact of partner organisations’ programs to communities

o Results or improvement in communities where partner organisa-

tion is serving

Drafts of stories should be cleared with the partner organisation and PAHRODF.

PAHRODF will seek approval of the final article with DFAT.

65

PHOTOS

• PAHRODF believes that every photo tells a story. Hence, it prefers a

photojournalistic approach in capturing HR/OD interventions.

• PAHRODF photos include documentation of events (opening and closing

ceremonies), conduct of interventions, and “before and after” photos that

will show how PAHRODF helped in the transformation of its partner

organisation.

• For documentation of events, Include a variety of shots including the

following:

o Key official delivering a speech

o Action shot of participants doing activities

o Group photo

• All photos submitted must be in high resolution (at least 1MB).

• All photos submitted to accompany feature stories should have photo

captions.

• All photos should have a written consent from the subject.

• If the subject is a child, a written consent must be signed by his or her

parent, guardian or teacher.

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INFOGRAPHICS• Infographics are visual representation of information or data. This is one of

the tools that PAHRODF uses to communicate its results story.

• A well-designed infographic can help simplify a complicated subject mat-

ter or turn an otherwise boring subject into an engaging experience.

• An HRODF infographic should tell the story about the intervention/as-

sistance. This captures the journey of the organisation/process owners in

achieving the objectives of the assistance.

• Infographics should be submitted in high-resolution image (300dpi that

can be printed in a tarpaulin later).

• It must adhere to the branding guidelines (logo of the Australian Aid Iden-

tifier prominent on the page).

VIDeOS

PAHRODF produces several types of videos to document and communicate its

results.

Note: Only royalty-free music should be used in all video productions.

Documentary

• This can be a case study of an intervention participant, intervention, or

partner organisation.

• LSPs may follow this guide in creating the story:

o establishing Context:

» What was the situation before (background, problem/

issue it hoped to address)

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o Initiating/Introducing the Change:

» How it addressed the problems/issues

» Challenges/risks and these are managed

o Recognising Victories:

» What are the initial results (i.e. is the problem

still there?)

» evidences of outputs

» Direct quotes from stakeholders

o Optimising Victories/Successes (if applicable)

» Support of leadership/top management

» Application of outputs

» Sustaining the gains

» Direct quotes from stakeholders

Event recap video

• This is usually a same-day-edit video that creatively captures the highlights

of an event. The video includes snippets of speeches, footage of activities

and short interviews/testimonials from participants.

Infographics video

• An explainer video that features animated infographics to explain PAH-

RODF concepts, data and results, or themes.

REPORTINGFORMS AND

PROCEDURES

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REPORTING FORMS ANDPROCEDURES

Activity CompletionResponsibilities

Learning Service Providers are required to provide the following:

• Knowledge Management and Communication Outputs

KM and Communications outputs should first be cleared and approved by

the Portfolio HRODF Adviser and Communications Officer as regards

content, messaging, format and quality. These outputs should tell the story

about the intervention, i.e. background, problem/issue it hoped to address,

how it addressed the problems/issues, what are the initial results (i.e. is the

problem still there?), evidences and direct quotes from stakeholders using

different formats: (Please refer to the RFT and Terms of Reference for

the specific requirements (list below) applicable to the intervention)

o Digital Infographic

o 2-minute high definition video - the video should give a sense of

the situation before and after the intervention and what hap-

pened in between

72

o 5 page knowledge product (please see template posted in PAH-

RODF website <<website navigation guide and folder links will be

provided to the LSP during mobilisation>> (non-negotiable)

o Images portfolio with at least 10 high resolution photographs

(shots should be of photo-journalistic quality) – the images

should give a sense of the situation before and after the interven-

tion and what happened in between (non-negotiable).

o 5 case studies (about the organization, about the organisation’s

beneficiaries (community), about the organisation’s beneficiaries

(individuals), about participants, about ReAP journey.

o Coffee table book/guide book/story book on the intervention, if

specified in the Design Specifications or TOR.

• HR/OD Intervention Completion Report

LSPs should use the HRODF Completion Report template. To be at-

tached in completion report as Annexes are the following:

o Actual HR intervention design (training and coaching designs)

implemented (assumes that changes were done as the interven-

tion was implemented)

o Team Directory - ALL team members engaged by the LSP in

the conduct of the HR Activity, including resource persons,

facilitators, etc. (highlight their respective roles and duration of

73

engagement including the evaluation of the participants on the

individual performance)

o Participants Directory - List of participants and contact details,

including the LSP’s pre and post intervention evaluation of their

competency, their ReAP titles, definition of milestones of every

ReAP (25%, 26%-50%, 51%-75%,76%-99% and 100%). This

should be submitted in MS excel format.

o Process and content documentation to be used in the develop-

ment of KM products

o Signed Action Plans (ReAP and SAP)of the participants (soft/

hard copy)

o Video and photo documentation

o List of outputs agreed upon in the design specs compared with

outputs finally delivered. explanation if there is any difference

between the two lists.

o Softcopy of the printed outputs - both in editable version and

Camera-ready version. The sign-off of the partner organisation

management on the outputs must be included in the submission.

o Design specifications based on any revision made after tendering.

o Certification that all consultants to be hired or have been hired

by the LSP are themselves, individual LSPs.

74

o updates on the implementation of the intervention using the

Facility’s M&e template.

o Report on critical/significant incidents. A Critical Incident Re-

port template may be used by the LSPs.

o Report on pre and post competency survey of the organization

using same tool

o Self- evaluation at the end of the HR/OD intervention

• Printed Outputs

o Provision of AT LeAST two printed copies of approved major

outputs (unless stated in the design specs to produce more

copies). The copies will be for HRODF and for the Partner

organization.

• Soft Copy of Outputs, Reports, Course Materials and Documentations

o Provide comprehensive set of soft copies of all outputs, reports,

course materials course materials provided during the course

(e.g., handouts, videos, powerpoint presentations, etc.)

o All files should be in eXTeRNAL DRIVe (high quality) using

print ready and editable formats with a clear navigation structure.

These files should be submitted within two weeks (2) of end of

course.

75

• Uploading of Files in the KM Portal

o For files/items that need to be uploaded in the HRODF KM

Portal, the LSP will be responsible in ensuring that the final

copies of the files are uploaded into the corresponding folders in

the website.

o It is the responsibility of the LSP to input the profiles of partic-

ipants in the website. The information will feed into the M&e

system of the facility. o For Re-entry Action Plans (ReAP), LSP

must ensure that these will be inputted in online forms by either

the participants or by the LSP.

o All signed ReAPs will also be uploaded by the LSP in the website.

Failure to complete the above tasks may delay the approval of

milestone payments.

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