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