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Southeast Asia Regional Senior Leadership Program
DAY 4
Phnom Penh, CambodiaJune 8-12th, 2015
Today’s ScheduleTime Activity
8:30-9:30 Governance: Stewarding Resources
9:30-10:30 Strategic Problem Solving: Evaluation
10:30-10:45 Tea and Coffee Break
10:45-12:00 Work Session 3: Evaluation
12:00-13:30 Lunch• 12:00-12:30 Viet Nam working lunch on CRPD
13:30-14:30 Interpersonal Conflict Styles in the Workplace
14:30-14:45 Tea and Coffee Break
14:45-16:15 Work Session 4: Presentation Preparation
16:15-16:30 Daily Check-in
Guest Panel Tomorrow
• H.E. SEM Sokha, Secretary of State, Cambodian Ministry of Social Affairs, Veterans and Youth Rehabilitation
• Mr. Ngin Saorath, Executive Director of the Cambodian Disabled People's Organisation.
• Ms. Kheng Sisary, Cambodia School of Prosthetics and Orthotics, Director
Governance:Stewarding Resources
Rex WongJune 2015
Case Discussion
• There is a long wait list of clients waiting for orthosis fitting. A technician’s father just recently fell and injured his arm and needs an orthosis.
• The technician want you to give his father an appointment without putting him on the wait list.
What are the problems?What would you do?
Case Discussion
• You are the director of a national DPO. The MOH has invited your staff to participate in a health system reform workshop. But your staff did not feel confident that they have enough technical knowledge on health reform. Also, you won’t have sufficient budget.
What are the problems?What would you do?
Set shared direction
Steward resources
Governance Practices
Cultivate accountability
Engage stakeholders
Steward resources
What kind of resources does your organization/workplace have?
• Staff • Finance• Materials• Technology • Others
What does “stewarding” these resources mean?
Steward resources
Use the resources you have to achieve the greatest impact possible.
How to steward resources?
• Act ethically and expect the same from your staff
• Report on how resources are used
• Invest in the development of talented staff
• Measure performance
Can you share an example from your experience how you used the following resources to achieve the greatest impact? • Staff • Finance• Materials• Technology • Others
Was it easy to do?
Stewarding resources: challenges
• Reporting• Measurement of performance• Developing staff• Seeking/investing in improvements
Summary of Governance Practices
Cultivate accountability
• Set an example of responsible behavior • Practice openness and transparency• Provide a forum for feedback• Develop a culture of responsiveness
Engage stakeholders
• Include and empower relevant voices• Promote equal participation• Proactively seek input• Build alliances and networks• Show impact of input received
Set shared direction
• Create a common vision with stakeholders
• Engage conflict• Advocate for improvement• Role model key behaviors
Steward resources
• Act ethically and demand the same from your staff
• Report on resource use• Invest in development of staff• Measure performance
• Cultivate accountability• Engage stakeholders• Set shared direction• Steward resources
Governing
• Scan• Focus• Align/Mobilize• Inspire
Leading
• Plan• Organize• Implement• Monitor/Evaluate
Managing
Summary: Leading, Managing and Governing for Results
Improved work
climateStrategic resourceallocation
Strong management
systems
Inclusion of persons
with disabilities in society
Impact Increased
Service Access
Expanded Service Utilization
Better Quality
Lower Cost
• Cultivate accountability• Engage stakeholders• Set shared direction• Steward resources
Governing
• Scan• Focus• Align/Mobilize• Inspire
Leading
• Plan• Organize• Implement• Monitor/Evaluate
Managing
Summary: Leading, Managing and Governing for Results
Questions?
Strategic Problem Solving:Evaluation
Mayur M. Desai, PhD, MPHJune 2015
Outline
• What are good indicators?
• Process and outcome indicators
• Balancing measures
• Common pitfalls in evaluation
8 Steps of Strategic Problem Solving
1. Assess the Landscape and Define the Problem2. Envision the Future: Start with the End in Mind3. Set a SMART Objective4. Conduct a Root Cause Analysis5. Develop and Compare Possible Strategies6. Create an Implementation Plan7. Create an Evaluation Plan8. Implement and Monitor Progress
Good indicators are…
Valid:• Does the indicator actually measure what you want
to measure?
Reliable:• If conditions stay the same, will you get the same
result with repeated measurements?
Feasible:• Is it possible to measure the indicator that you are
proposing with the available systems and resources?
Process Indicators
• Did you do what you planned to do?
• Refer to your Gantt chart for key milestones and deliverables
• Examples:– Number of staff trained– Renovation completed– New policy written– Others?
Outcome Indicators
• Did you have the desired impact?
• Refer to your overall objective and related factors in your root cause analysis
• Examples:– Waiting time reduced– Patients more satisfied– Staff have better morale– Others?
Balancing Measures
Measures to ensure that your intervention does not have any unintended consequences
To ensure that your indicators are meaningful and realistic, be sure to specify:
• Who is the data for?
• How will it be used?
• What data do you want?
• When do you want it?
• Who will collect the data?
• Who will analyze and report the data?
• What resources and skills are needed to conduct the evaluation?
• To whom will the results be reported and in what form?
In addition, need to ask yourself:
• Are gender-specific and gender-relevant data being collected?
Common Pitfalls in Evaluation
• Having indicators that you cannot collect accurately or completely
• Having too many indicators
• Having indicators that are complex and difficult to communicate
• Having indicators that cause people to act in a way contrary to the best interest of the organization
So, the intervention worked! Now what?
• Maintain progress
• Imbed in organizational culture
• Scale up and/or disseminate, as appropriate
Summary
• Systematic approach to problem solving develops your capacity as a leader and manager
• A good problem statement adds clarity to the discussion
• Root cause analysis and strategy selection should be based on analysis
• Understanding and addressing resistance to change is a fundamental task of leadership
• Failure to scale up is often a failure to engage appropriately
Thank you.
Work Session 3: Evaluation 10:45-12:00
Instructions• Set both outcome and process indicators• Be concrete when setting indicators (what, how, by
whom, and when collected/analyzed)• Be realistic about what data can be collected and
analyzed• Indicators should be reported at Workshop 3 in
November and follow up in May 2016
Break10:30-10:45
Work Session 3: Evaluation
Lunch
Special Session on CRPD: Viet Nam
Interpersonal conflict styles in the workplace
Zahirah McNattJune 2015
Session overview
Explore our own behavior in relation to professional and personal conflicts or disagreements
Discuss your team experience over the past 3 months in relation to disagreements
Individual reflection
Think about a time when you experienced a disagreement within a team…
– What was the nature of the argument/disagreement?
– How did you feel?
What Statement Matches Most Closely to Your Style of Dealing
with Disagreement?
Styles of dealing with disagreements
Collaborating
Competing
Avoiding
Harmonizing
Compromising
1. When I find myself in an argument, I gather as much information as I can and keep the lines of communication open
2. I find conflicts challenging and exhilarating; I enjoy the battle of ideas and intelligence that usually follows
3. Being at odds with other people makes me feel uncomfortable and anxious
4. I may not get what I want but it’s a small price to pay for keeping the peace
5. I try to negotiate and adopt a give-and-take approach to problem situations
Unproductive conflict or disagreement
• Ignore, laugh away, smooth over, keep peace instead of unearth issues
• Frame differences in terms of right and wrong
• Associate opinions with people instead of the issues those people are representing
• Blame someone or something outside the team
Productive conflict or disagreement
• Remember shared goals
• Allow differences to surface and embrace them as opportunities for learning and creativity
• Use data for evaluating alternatives and making choices
• Adhere to your agreed upon norms of behavior
• Keep perspective (respect, humor)
Group exercise20 minutes
Think back to your individual reflection (a time when you experienced a disagreement).
1. Which style did you use in that situation? Why?2. How was the disagreement resolved?
Discuss your responses with a small group
42
Take home messages
Working in teams can be rewarding and challenging
Disagreement is a healthy and necessary aspect of teamwork
Healthy disagreement/debate results in great ideas, innovative solutions and positive relationships
Thank you
Work Session 4: Presentation Preparation14:45-16:15
Instructions• Finalize implementation and evaluation plan• Prepare presentation for Friday• Set clear activities and indicator for Workshop 3 in
November and follow up in May 2016
Strategic Problem Solving:Implementation and Evaluation Plans
[INSERT TEAM NAME]
Problem Statement
Only the problem statement should appear here
Objective
Only the objective should appear here
Primary Root Cause
• What is the primary root cause?
Root cause identification/ evidence
• How was primary root cause identified?
Selected Strategy
• What is the final strategy?
• How/why was it selected?
Implementation plan
• Include a draft Gantt Chart. Add one additional side as needed
Evaluation Plan Indicators
Indicator Description
Baseline measure: June 2015
Workshop 3 measure: Nov 2015
Follow up measure:May 2016
Target Measure:
Anticipated Challenges and Responses
• What are the challenges that you anticipate and how will you prevent/address these challenges?
Questions and Feedback
Work Session 4: Presentation Preparation
14:45-16:15
Break
14:30-14:45
Daily Check-in
Today’s ScheduleTime Activity
8:30-9:45 Leadership and Followership
9:45-10:00 Tea and Coffee Break
10:00-12:00 Team Presentations: Implementations and Evaluation Plans
12:00-13:30 Lunch• 12:00-12:30 Laos working lunch on CRPD
13:30-14:30 Guest Panel: Advocating for Disability Rights
14:30-15:15 Taking the week with you
15:15-15:45 Review, Next Steps, and Evaluation
13:45-16:00 Coffee and Tea Reception
Daily Check-in
Reminders:• Presentations to Nikole by 8:00am• Questions for Guest Panel• Follow the Conference of State Parties
activities
Translation and Interpretation Evaluation