STANDARDS

STANDARDS
for Delivering HR/OD Interventions
as of June 2015
PHILIPPINES AUSTRALIA HUMAN RESOURCE
AND ORGANISATIONAL DEVELOPMENT FACILITY (PAHRODF)
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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 9
Workplace Learning Practices 9
Coaching approaches 10
International and Philippines HR/OD Expertise Exchange 13
Engaging Young Professionals 13
Gender in HROD Interventions 15
Other Cross-Cutting Themes 16
· Anti-corruption 16
· Social Inclusion 17
The Action Plans: REAP and SAP 18
Monitoring and Evaluation 20
ADMIN AND LOGISTICS 23
Basic Information 25
Travel and Transportation 29
Accommodation* (Residential activities) 32
Payment of Stipends* 33
Venue and Location 34
Insurance* 35
Medical cover* (for International Program Only) 35
Information on Local environment (either in the
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Philippines or Australia/other countries) 36
Social 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 45
Work Placements, Visits, benchmarking 45
Resources and Clerical Support 46
HR/OD intervention Review 47
PUBLICITY AND RECOGNITION 49
REPORTING FORMS AND PROCEDURES SUB 55
Activity Completion Responsibilities 57
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PAHRODF
PHILOSOPHY &
APPROACH

OD
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:
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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 Specification
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 themselves
as HRODF LSPs and refrain from using their own brand/identity
and from marketing their respective commercial products/concerns/services
for the duration of the intervention. Please refer to the PAHRODF
standards for Publicity and Recognition outlined in this document.
HI!
We’re from HRODF!
HRODF
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,
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.”
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.
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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-corruption
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 systematically
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 mechanism
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 supervisors
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 institutionalisation
of the improved targeted
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 management
principles and practices should be included in
the SAP.
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.
It is emphasized that comments and approval of management
must be done before the finalization of the
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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 Statement
of Commitment (SOC) and the partner organisations’ Workplace Development
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 assessment
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-engagement
evaluation to validate organisation’s self-assessment.
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The yearly and cumulative assessment of the performance of different stakeholders
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 intervention
(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 evaluation,
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 addition,
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 nominated
team members and associated professional fees for each.
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ADMIN &
LOGISTICS

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
• 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 representatives
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 within
the partner organization for the entire duration of the HR/OD intervention
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:
oo
Undertake regular monitoring and management of client impressions,
intervention effects and issues
oo
Solicit feedback from clients with regard their learning experiences
in the process of activity roll-out
oo
oo
Provide coaching to target cohort
Establish client confidence on the LSP because of the Team
Leader’s availability
oo
Ensure buy-in, ownership and engagement of key stakeholders in
the partner organization
oo
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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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 transport
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
1 *For International Travel
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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 countries 1 . Visa fees must be included in the
proposed tender budget. The LSP will also be responsible for visa applications
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 Learning
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 obtained*
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:
oo
oo
Confirm booking with airlines
Provide budget for the shipment of training and reference materials
of the participants (i.e., Australia to participants’ work base)
oo
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).
oo
Provide accommodation and meal provisions in case participants
need to stay overnight while waiting for next available flight to
respective work/home base.
oo
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 consideration
for cleanliness and tidiness, secure and safe environment, help support
to help participants during emergencies. Gauging the most appropriate accommodation
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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oo
oo
oo
oo
provision of safety deposit boxes
ONLY single / twin share hotel style
for in Australia/other countries - serviced apartment is preferred
separate male and female toilets / bathrooms
• LSPs must get clearance with HR Adviser in selecting venues for out-oftown
activities.
• Safter & Security: Formally brief the participants about safety and security
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:
oo
oo
oo
oo
Preventive measures to health and security issues
First Aid and emergency response to health issues
Existing and accessible health and security facilities
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:
oo
oo
Advise HRODF Adviser of stipend payment schedule and details
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 fullboard
meals if it is a residential component; meals only for non-residential
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; consultants
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 accommodation
(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 differently
(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 forfood
(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 opening
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 assigned
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 intervention
42

OPENING/
CLOSING
CEREMONY

OPENING/CLOSING
CEREMONY
The LSP will ensure that the following tasks are performed by their team:
• Invite DFAT, Facility Coordinating committee (FCC), partner organization,
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.
45

Attendance of Partners
in HR/OD Interventions
• Engage partner organisations in supporting the LSP implement the standards
for attendance
• Issue Certificates of Completion for participants who have completed participation
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 Certificates
of Appearance for dates of training that will serve as supporting
paper for their respective office audit.
Sample of Certificate of Completion
46

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
47

48
PAHRODF Pull-Out Banners

HR/OD
INTERVENTION
CONDUCT

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
51

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 participants
are available to them, particularly when given individual assignments,
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 partner
organisation through the Facility. The LSP will be responsible for any
shipment of these items to the partner organization.
52

HR/OD intervention
Assessment and Review
• Conduct a pre and post competency assessment focusing on the competencies
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.
–
• 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 facilitator/Project
Coordinator at all times to answer queries and deal with any
problems that may arise. Alert assigned HROD Adviser/Associate immediately
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-
53

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 thoroughness
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.
54

PUBLICITY &
RECOGNITION

PUBLICITY &
RECOGNITION
“Branding is a key mechanism for enhancing the visibility
of the Australian Government’s international
development and aid initiatives. Correct branding maximises
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 strengthening
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 communities
- gives recipients
the information they
need to play an active role
in their community and
hold the governments to
account
57

How PAHRODF Applies the
Australian Government’s
Branding Guidelines
VISUAL
“As part of the integration of the aid program into the Australian Department of Foreign
Affairs and Trade (DFAT), the Australian Aid Identifier—used to brand and identify
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 background.
58

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
59

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
60

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 Government
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).”
EXPERIENCE
The 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 interventions
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.
61

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)
oo
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.
oo
Flags must be of the same size.
• Australian and Philippine anthems (during opening or closing ceremony)
oo
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
oo
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 before
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
62

oo
»»
HRODF seminar tote
bags
»»
ID lanyard
»»
USB flash drive (to store
handouts/training materials)
Not Allowed
»»
No costly/fancy giveaways
such as planners, computer
bags, jackets, tumblers,
umbrella, t-shirts, and
gadgets
* Note: To maximize
value for aid
money, preference
is given to
producing workshop
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 implementation
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 Providers”
instead of their
own corporate brand/
identity.
• LSPs should not
develop a business card
bearing the Australian
Aid Identifier, the Australian
Government’s
name, or PAHRODF’s
program name, for a
particular intervention.
63

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
oo
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
oo
Experience of individuals (e.g., how the intervention helped
individual perform his or her job better, challenges and lessons
learnt)
oo
Improvement in teams and in the organisation as a whole
• Impact of intervention on a larger scale
oo
Impact of partner organisations’ programs to communities
oo
Results or improvement in communities where partner organisation
is serving
Drafts of stories should be cleared with the partner organisation and PAHRODF.
PAHRODF will seek approval of the final article with DFAT.
64

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:
oo
Key official delivering a speech
oo
Action shot of participants doing activities
oo
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.
65

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 matter
or turn an otherwise boring subject into an engaging experience.
• An HRODF infographic should tell the story about the intervention/assistance.
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 Identifier
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:
oo
Establishing Context:
»»
What was the situation before (background, problem/
issue it hoped to address)
66

oo
oo
oo
Initiating/Introducing the Change:
»»
How it addressed the problems/issues
»»
Challenges/risks and these are managed
Recognising Victories:
»»
What are the initial results (i.e. is the problem
still there?)
»»
Evidences of outputs
»»
Direct quotes from stakeholders
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.
67

REPORTING
FORMS AND
PROCEDURES

REPORTING FORMS AND
PROCEDURES
Activity Completion
Responsibilities
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)
oo
oo
Digital Infographic
2-minute high definition video - the video should give a sense of
the situation before and after the intervention and what happened
in between
71

oo
5 page knowledge product (please see template posted in PAH-
RODF website (non-negotiable)
oo
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 intervention
and what happened in between (non-negotiable).
oo
5 case studies (about the organization, about the organisation’s
beneficiaries (community), about the organisation’s beneficiaries
(individuals), about participants, about REAP journey.
oo
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 attached
in completion report as Annexes are the following:
oo
Actual HR intervention design (training and coaching designs)
implemented (assumes that changes were done as the intervention
was implemented)
oo
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
72

engagement including the evaluation of the participants on the
individual performance)
oo
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.
oo
Process and content documentation to be used in the development
of KM products
oo
Signed Action Plans (REAP and SAP)of the participants (soft/
hard copy)
oo
oo
Video and photo documentation
List of outputs agreed upon in the design specs compared with
outputs finally delivered. Explanation if there is any difference
between the two lists.
oo
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.
oo
oo
Design specifications based on any revision made after tendering.
Certification that all consultants to be hired or have been hired
by the LSP are themselves, individual LSPs.
73

oo
Updates on the implementation of the intervention using the
Facility’s M&E template.
oo
Report on critical/significant incidents. A Critical Incident Report
template may be used by the LSPs.
oo
Report on pre and post competency survey of the organization
using same tool
oo
Self- evaluation at the end of the HR/OD intervention
• Printed Outputs
oo
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
oo
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.)
oo
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.
74

• Uploading of Files in the KM Portal
oo
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.
oo
It is the responsibility of the LSP to input the profiles of participants
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.
oo
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.
75

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