CD 141 Actors in Governance and Understanding OD 2013

8/10/2019 CD 141 Actors in Governance and Understanding OD 2013

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THE ACTORS IN A GOVERNANCE SYSTEM

STATE

GOVERNMENT

CIVIL

SOCIETY

PRIVATE

SECTOR


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The Executive,

Legislative and

Judiciary system

Maintain law,

order & security of the

state

Public policy &

Program thrust

CIVIL

SOCIETY

PRIVATE

SECTOR

STATE

GOVERNMENT


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STATE

GOVERNMENT

CIVILSOCIETY

Small/Medium/LargeEnterprises

Multinational

corporations

Private-ownedBusiness Enterprises

Financial & Credit

Institutions

Produce goods &deliver services

Create means of

livelihood (jobs)

PRIVATE

SECTOR


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STATE

GOVERNMENT

PRIVATE

SECTOR

They are the NGOs,POs, Cooperative

Sector, Professional ,

Associations,

Religious Groups &Academe

They are mobilize

groups of citizens,participate in

economic, social &

political activities

CIVIL

SOCIETY


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CIVIL SOCIETY

The Civil Society encompasses not only

the number of organizations that non-

government and addressing the generalwelfare. The sub-components of civil

society maybe classified according to the

basic sectors of peoples organization, the

NGO including the academe and the

church, and cooperatives.


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PEOPLES ORGANIZATION

Peoples Organization (PO) refers to the

independent community and/or class basedassociations established to protect and

advance the interest of specific causes or

sectors. In relation to the land, they may be

classified as follows: peasants, fisherfolk,urban poor, youth & women sector.


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NGO

Non-government Organization (NGO) refers

to non-profit voluntary organizations that are

committed to the task of socio-economicdevelopment and established primarily for

service providers. Such service may involve

assisting citizens or POs in various ways as

by community organizing and institutionbuilding, training or providing credit

assistance.


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COOPERATIVES

Cooperatives- as defined by the Cooperative

Code (RA 6938 , 1990; RA 9520, 2008 amendment)

is duly registered associations of persons,with a common bond of interest, who have

voluntarily joined together to achieve a lawful

common social and economic end, making

equitable contribution to the capital required

and accepting a fair share of the risk and

benefits of undertaking


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CIVIC CLUBS

Civic Clubs & Associationsare PO or

NGO formations among civil society, that is,those who could afford to promote the

general welfare, but generally who do not

conduct community organizing work. Their

primary role is to promote education amongtheir members and for other groups.


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CD 141-

COMMUNITY ORGANIZING 2

Topic:

Understanding Peoples

Organization


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Are you a member? Or your

kins/kiths member of Organizations?

What are these organizations?


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Do you consider these organizations are

people based? If yes, what makes thempeople-based organizations?


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People-based organizations are ..

Initiated by the people

Community Oriented

Organized by the people

Leaders selected by

members

Reflect the aspiration

of people

Owned and managed

by the people

themselves

Can be depended uponin time of need

Protect the interest of

the members

Provide services to

members

Leaders and members participate in decisionmaking


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Peoples Organization refers to a group of people

united by common purposed and aspirations and

performing certain tasks and responsibilities.

Peoples Organization refers to s group of people

united by common purposed and aspirations,

operating within a structure, and performing

tasks and responsibilities towards a common

objective.


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Fishermens/Farmers Groups

Associations

Cooperatives

Small Rural Enterprise

Federations

Existing organizations in the community

Other peoples organizations include

sectoral groups of women, youth and/or

aggrupation based on common interest


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Existing Organization in the Community

Fishermens/FarmersGroups are informal sector

groupings bound by common interest.

Associations are non-stock, non-profit groups

with a functional set of officers. They are

organized by various purposes, mostly socio-

economic activities.

Small Rural Enterprise are groups primarily

organized to pursue business activities with

minimum capitalization.


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Existing Organization in the Community

Cooperatives are voluntary organization of people

who have agreed to pool their resources to

undertake an economic enterprise. It is managed

and controlled democratically.

Federations are associations or cooperatives

joined together to serve the common interest ofmember groups.


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Nature and Characteristics of PO

1) Peoples Organizations are started and

organized on the basis of common feltneeds.

A group of fisherman organized themselves into

cooperative so that they can avail of low-interestloans to finance their fishnets and bancas.


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2) Peoples Organizations have

indigenous leaders. They are selected bythe people or they eventually emerge as

leaders.

The organization leaders come from the community. After a

continuous education program, a regular member may

eventually become an officer and possibly a president.


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3) Peoples Organizations are owned and

managed by the people themselves.

An association or cooperative was organized and financed

solely by capital share contributions made by the members.

The stock certificates are proof of their ownership.


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4) Peoples Organizations protect the

interest of their members.

As a cooperative policy, the organization serves

first the credit needs of members before it lends

to non-members. It may however, do so

simultaneously, provided non-members are

charges higher interest rates.


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5) Peoples Organizations have strong

community orientation.

As soon as the members are served, they expand

the services to include other sectors in the

community. They also engaged in other

worthwhile activities- tree planting or sponsoring

socio-cultural activities e.g. sports festival for

OSY.


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CD 141-

COMMUNITY ORGANIZING 2

Topic:

INTRODUCTION TO

ORGANIZATIONAL

DEVELOPMENT

Aisah G. Minukon


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ORGANIZATIONAL

DEVELOPMENT

A system wide of application of

behavioral science knowledge to theplanned development, improvement,

and reinforcement of the strategies,

structures, and process that lead to

effectiveness.


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ORGANIZATIONAL

DEVELOPMENT

A system wide of application of

behavioral science knowledge to theplanned development, improvement,

and reinforcement of the strategies,

structures, and process that lead to

effectiveness.


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ORGANIZATIONAL DEVELOPMENT

(Features)

1) OD applies to the strategy, structure and

processes of an entire system, such as an

organization, a single plant of a multi firm, or a

department or work group.

A change program aimed at modifying an

organizations strategy. It might include changes

both in the grouping of people to perform tasks(structure) and in methods of communicating and

solving problems (process) to support the changes

in strategy.


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2) OD is based on behavioral science

knowledge and practice, including micro

concepts such as leadership, group

dynamics, and work design, and macroapproaches, such as strategy, organization

design, and international relations.


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3) OD is concerned with managing planned change, butnot in the formal sense typically associated with

management consulting or technological innovation,

which tend to be programmatic and expert driven

approaches to change.

OD is more an adaptive process for planning and

implementing change than a blue print for how thingsshould be done. It involves planning to diagnose and

solve organizational problems, but such plans are

flexible and often revised as new information is gathered

about the progress of the change program.


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4) OD involves both the creation and the

subsequent reinforcement of change. It moves

beyond the initial efforts to implement a change

program to a longer-term concern for stabilizingand institutionalizing new activities within the

organization.


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5) OD is oriented to improving organizational

effectiveness.

Assumptions:

a) An effective organization is able to solve its own

problems and focus its attention and resources on achieving

key goals.

b) An effective organization has both high performance,

including financial returns, quality products and services,

high productivity, and continuous improvement, and a high

quality of work life.


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GENERAL MODEL OF PLANNED CHANGE

ENTERING &

CONTRACTING DIAGNOSING PLANNING ANDIMPLEMENTING

CHANGE

EVALUATING AND

INSTITUTIONALIZING

CHANGE


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ENTERING &


CHANGE

EVALUATING AND

INSTITUTIONALIZING

CHANGE

An events where managers decide whether they

want to engage change further in a planned

change program and to commit resources to such

a process.

This involves gathering initial data to understand

the problem facing the organization or the

positive opportunities for inquiry.

-Contract spells out for future change activities,

the resources that will be committed to the

process and how OD practitioners and

organizations will be involved.


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ENTERING &


CHANGE

EVALUATING AND

INSTITUTIONALIZING

CHANGE

In this stage, the client system is carefully

studies. Diagnosis can focus on understandingorganizational problems, including their

causes and consequences, or in identifying the

organizations positive attributes e.g. SWOT,

PO time line.

Gathering, analyzing and feeding back data

are the central activities in diagnosis.


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ENTERING &


CHANGE

EVALUATING AND

INSTITUTIONALIZING

CHANGE

In this stage, organization members and

practitioners jointly plan and implementinterventions. They design interventions to

achieve the organizations vision or goals and

make action plans to implement them.

Organizational Development Intervention

(ODI) is a sequence of activities, actions, and

events intended to help an organization

improve its performance and effectiveness.


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ENTERING &

CONTRACTING DIAGNOSINGPLANNING AND

IMPLEMENTING

CHANGE

EVALUATING AND

INSTITUTIONALIZING

CHANGE

The final stage in planned change

involves evaluating the effects of theintervention and managing the

institutionalization of successful change

program.

Feedback to organization members

about the interventions results provides

information whether the changes should

be continued, modified or suspended.


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ORGANIZATIONAL

DIAGNOSIS


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ORGANIZATIONAL

DIAGNOSIS

It is based upon behavioral science theory forpublicly entering a human system, collecting,

validating data about human experiences with

that system, and feeding that information back to

the system to promote increased understandingof the system by its members (Alderfer, 1981).

Organizational Diagnosis is a process.


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ORGANIZATIONAL DIAGNOSIS

OD is not the mere fact finding or the prescription

system. Rather it is a process based upon behavioral

science theory for publicly entering a human system,

collecting valid data about human experiences with

that system, collecting valid data about humanexperiences with that system, and feeding that

information back to the system to promote increased

understanding of the system by its members. Its

purpose is to establish a widely sharedunderstanding of a system and based upon that

understanding to determine whether change is

desirable.


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TOOLS TO BE USED

SWOTthe process of identifying the strengths,weaknesses, opportunities, threats of the organization.

PO TIME LINE- a tool that will assess the situation of

major peoples organization in the Barangay by recalling

from its founding up to the present and identifying out itsgrowth and deterioration.

PO LOCATOR MAP- a tool that will help locate the

presence of major peoples organization within the

barangay. PO MATRIX RATING- a tool that will rate and identify

the specific strengths and weaknesses of every PO in the

barangay.


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TOOLS TO BE USED

1) PO LOCATOR MAP

The objective is to locate the presence of

major peoples organization within the

barangay.

Mechanics: Draw the aerial view map ofthe barangay showing the location of P0s in

the barangay.


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i. ENTERING AND CONTRACTING

ii. DIAGNOSING ORGANIZATIONS

iii. DIAGNOSING GROUPS AND JOBS

iv. COLLECTING AND ANALYZING DIAGNOSTIC

INFORMATION

v. FEEDING BACK DIAGNOSTIC INFORMATION

vi. DESIGNING INTERVENTIONS

vii. LEADING AND MANAGING CHANGE

viii. EVALUATING AND INSTITUTIONALIZING

ORGANIZATION DEVELOPMENT


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PHASE I. ENTERING AND CONTRACTING

Entering and contracting are the initial steps in

OD process. They involve defining in a

preliminary manner the organizations problems

or opportunities for development and establishing

a collaborative relationship between the OP

practitioner and members of the client system

about how to work on the issues.

Entering and contracting set the initial parameters

for carrying out the subsequent phases of OD.


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PHASE II. DIAGNOSING ORGANIZATIONS

Diagnosis is the process of assessing the functioning of the

organization, department, group, or job to discover the

sources of problems and areas for improvement.

Diagnosis involves collecting pertinent information about

current operations, analyzing those data, and drawing

conclusions for potential change and improvement.

Effective diagnosis provides the systematic understanding

of the organizations needed to design appropriate

interventions.

Diagnosis is the process of understanding how the

organization is currently functioning, and it provides the

information necessary to design interventions..


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PHASE III. DIAGNOSING GROUPS AND JOBS

Diagnostic models associated with groups and individuals

were described and applied. Diagnostic models includes

include the input, design component (transformation

processes), and output dimensions needed to understand

groups and individual jobs.

Group diagnostic models take the organizations design as

the primary input; examine goal clarity, task structure,

group composition, performance norms, group functioning

as the key design components.

Diagnostic models associated with groups and individuals

were described and applied. Diagnostic models includes

include the input, design component (transformation

processes), and output dimensions needed to understand

groups and individual jobs.

Salient points in the diagnosis are individual job,organization design, group design, and charactericts of

each job.


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PHASE IV. COLLECTING AND ANALYZING

DIAGNOSTIC INFORMATION

Methods of data collections include:

questionnaire, interviews, observation and

unobtrusive measures.

Methods of analysis include qualitative

techniques, such as content and force-field

analysis, and quantitative techniques, using of

statistical measurement such as determination of

mean, standard deviation, correlation coefficient,


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SLE on Change

Mechanics:

1. Look for a partner preferably in the same height

2. Look with each other. At the count of 3,2,1 turn

back to back with you partner.

3. Listen and follow instructions from the facilitator

a) Change 3 things in yourself

b) Face your partner and guess the 3

changes made

c) repeat until the 3rd round

4) Processing

CD 141 Community Organizing 2


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SLE on Change

Processing

a) What do you feel when you are told to change?

b) Who resist change? Why?

c) What were your insights/learning/realization about the

activity? About changing things you do not like or

about changing things you are hopeful for?



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2. People specializing in fields related to OD.

OD practitioner refers to three sets of people:

A growing number of professionals in this related fields are

gaining experience and competence in OD, mainly throughworking with OD professionals on large scale projects and

through attending OD training sessions such as reward

system, organization design, total quality, information

technology, and business strategy.

Applying such special competence within OD-like process

can be considered as OD practitioners


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3. Increasing number of managers and

administrators who have gained competence in

OD and who apply it to their own work areas.

OD practitioner refers to three sets of people:

Studies and recent articles argue that OD applied bymanagers rather than OD professional is growing rapidly.

They suggest that faster pace of change affecting

organizations today is highlighting the centrality of

management in managing change. Consequently, OD must

become a general management skill.

Three sets of OD are blurring. A growing number of

managers have transferred, either temporarily and

permanently into the OD profession.


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OD ROLES

Internal Consultants are members of the organizationand often are located in human resources department.

External Consultants are not members of the client

organization; they typically work for a consulting firm, a

university, or themselves.

They may perform OD exclusively, or they may

combine it with other tasks, such as

compensation practices, training or laborrelations.

Organizations generally hire external consultants to provide

a particular expertise that is unavailable internally and to

bring different and potentially more objective perspective

into the organization development process.


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OD practitioner should have the following basic

skills and knowledge to be effective:

1. Intrapersonal Skills

The ability to inquire into oneself and it remains one of the

cornerstone skills in OD. Practitioners must have the

personal centering to know their own values, feelings, and

purposes as well as the integrity to behave responsibly in a

helping relationship with others.

Bob Tannenbuam, one of the founders of OD, argues

that self-knowledge is the most central ingredient in

OD practice and suggests that practitioners are

becoming too enamored with skills and techniques.


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Practitioners must create and maintain effective relationships

with individuals and groups within the organization and helpthem gain the competence necessary to solve their own

problems. This includes group dynamics, comparative

structural perspectives, and business functions as foundation

knowledge, and managing the consulting process and

facilitation as core skills.

Practitioners must establish trust and rapport with

organizational members so that they can share pertinent

information and work effectively together.

2. Interpersonal Skills


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The ability to manage the consulting process and the ability

to design interventions as core competencies that all OD

practitioners should possess.

3. General Consultation skills

OD starts with diagnosing an organization or department to

understand its current functioning and to discover areas for

further development.

OD practitioners need to know how to carry out an effective

diagnosis, at least at rudimentary level. They should know

how to engage organization members in diagnosis, how to

help them ask the right questions and how to collect and

analyze information.


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General knowledge of OD. They should have some

appreciation of planned change, the action research model, and

contemporary approaches to managing change. Be familiar

with rangeof available interventions and the need for

evaluating and institutionalizing change programs. OD

practitioners should understand their own role in the emerging

field of OD.

4. Organization Development Theory


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Make up ClassJune 4, 2013

Agenda:

1. Recap of CD 141 Summer Class

2. CD 141 Activities yet to be accomplished:a. CD 141 Final Exam

b. ODI classroom dry run

c. ODI: Level up Activity



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B. ODI classroomThings to consider:

1) Preparation

- Learning climate - Energizer/Ice Breaker

- Dry run (a practice run)

* a testing process where the effects of a possible failure

are intentionally mitigated.

-Size of group e.g. SLE. workshop- Introduction portion

- Conquering state fright

- Reduce public speaking

- Materials e.g. visual aid, LCD projector, name tag, etc.

CD 141

Community Organizing 2


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B. ODI classroom

Things to consider:

2) Actual

- Readiness and preparedness of facilitators and resource

persons

-Process

a. Context- Clarity, adaptability and

understandability of ODI to the learner

b. Content- Compatibility and Appropriateness of topics

c. Methodology- SLE activity and processing

CD 141


CD 141


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Learning Climate

Research has shown that the arrangement of a room has a

strong effect on the participation in a discussion. Those

who can see all the other faces are at an advantage and

those who can not are at disadvantage. If people are

setting in straight rows, it is very unlikely that a good

discussion will develop between them because they can

not see one anothers faces. Most questions and comments

will be directed to those facing the group.



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Learning Climate

Every effort should be made to enable the participants to sit

in one circle where everyone can see everyone elses face. It

the circle become so big that people cannot hear each other, it

is better to have a two concentric circles (horseshoes, if they

need to see something in the wall.)

Reference: Training for transformation Book 2. pp. 18-10

CD 141



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CD 141

Community Organizing 2Learning Climate on

Seating arrangement

By placing six or

eight oblong tables

end-to-end in U

shape, you can

enlarge the

conference table plan

to accommodate

more people. A

favored arrangement

by many workshop

leaders.

Horseshoe

The horseshoe is flexible, informal, and intimate. Each person has

a writing surface and good eye contact. It emphasizes the equal

status of all participants. The horseshoe is a good choice for

groups of us to 26 people.


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CD 141

Community Organizing 2Learning Climate

One circle/semi-circle

Two concentric circles

ODI recommended seating

arrangement

CD 141


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CD 141


Seating arrangement

Many workshops take

place in restaurants or

hotels where the meeting

room are set with round

tables, each seating about

eight people.

Banquet style can be conducive to a good learning climate, since the

audience is already seated in circles. They have likely introduced

themselves to one another and feel relaxed and comfortable. The situation

is made to order for small group discussions and other learning exercises.

Banquet style


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CD 141


Seating arrangement

Not recommended

type of seating

arrangement in ODI

Lecture Hall


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Introduction Portion

Most of us are a little unsure of ourselves, especially in a group of strangers. Peopleneed help in a new group to get to know other quickly so that they are no longer

strangers.

Left to themselves, most people will stick to the group they already know, so free

time, unstructured social evening, etc. at the beginning of a workshop do not help

people much to get to know one another.

Introductions, with a definite structure, are more helpful and the following

suggested exercises can be a step to start building trust.

1. Describe me

2. Who am !?

3. Introduction on the move

4. Group introduction

5. The journey of my life

Reference: Training for transformation Book 2. pp. 18-10

CD 141

C it O i i 2


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Size of Group

The majority of people find it difficult to speak in a big group

of strangers. Also there is usually not enough time for

everyone to speak. Therefore if everyone is to participate

actively, small groups are essential.

The majority of people find it difficult to listen attentively for

long periods. Therefore talks should be short and people

should be given an opportunity to discuss in small groups thepoints made,


CD 141

Comm nit Organi ing 2


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Size of group

2s or Pairsare useful for interviews, intimate sharing,

practicing some skills or a quiz buzz with ones neighbor to

stir a passive, sleepy group into action.


3sare very useful for getting everyone thinking andparticipating actively. One can be passive in a group of 5 but

this is hardly possible in a group of 3.

In testing out an idea, one is hesitant to present to the big

group. If two people think it is worthwhile, one might risk

saying it to the whole group.

CD 141



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4s, 5s and 6s. It add variety for sharing ideas and insights.

This can be a good size for a planning team or discussion of a

film or more complex situation. However the bigger group

gets the longer the discussion and the longer it will take tomake decisions.

6-12.This is a good size for sharing ideas when the group has

plenty of time, e.g. a regular study or discussion group. But

from this point view onwards, a group begins to need anappointed (or accepted) animator or leader. All members

should try to be sensitive to the needs of the group.

Size of group


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CD 141


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Conquering Stage Fright

2) Negative nervousness paralyzes. Its the knot in the pit of your

stomach, the sinking feeling. It makes your palms sweat, your throat and

lips dry. It freezes your face, gives your ideas a look of panic, makes your

heart feel as though it will burst.

Negative nervousness dulls the responses and perceptions, numbs the

judgment, turns the body into awkward, inept betrayer. It creates

overwhelming urge to run away.


Negative nervousness robs you of authority, effectiveness and poise when

you need the most.

Negative nervousness comes from feeling unprepared; from being afraid

youll flub your lines and look foolish and incompetent.

CD 141


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Seven ways to reduce Public Speaking Panic

1. If your nervous, dont mention it.Its not what the

audience came to hear. If you dont call attention to your

nervousness, they probably wont notice it.

2. Concentrate on appearing calm. Sit erect. Dont fidget

with your jewelry or shuffle your note cards. Notice

interesting things about the room youre in, the clothes

are wearing. By diverting your attention to you physical

surroundings, you take your mind off yourself.


CD 141


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3. Be cautious about what goes into your body.Eat lightly

though most people have little appetite before speaking, so this

is rarely a problem. Also, too much coffee will increase the

jitters-especially on a empty stomach.

4. Dont take tranquilizers, or any kind of medication that

promises to calm your nerves.

5. Physical exercise is a much better way you to reduce stress.Fifteen minutes before the activity. Rotate your shoulders and

neck to reduce muscle tension. Stretch your body; then bend

from the waist and go limp. (Do not, of course, do these

exercises at the podium.)


CD 141


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6.Just before you go on, take a deep breath from the lower

part of your chest. Inhale slowly, taking little sips of air.

Exhale for as long as you can, as if your draining every bit of

air out of your body. Repeat.

7. If your anxiety was charted on a graph, you would

probably notice that it peaks at the beginning of your

presentation (or as you are being introduced.) So if you feel

your pulse racing or hear your voice quiver at first, dontpanic. Tell yourself-hang in there. It will pass. (And I will!)


CD 141


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More Mental Messages to boost your confidence

1. The audience is here because they are interested in my subject.They want to like me. They did not come here to watch me

fail.

2. I am well prepared. I may not have the last word on the issues,

but what I do have to say is carefully considered and welldocumented.

3. Im not planning to revolutionize anyone's way of thinking. If

a few people come away with some new ideas and feel better

about themselves and their options, then I have accomplished

something worthwhile.

4. Some people may disagree with me. Everyone is entitled to

his/her own opinion. You cant please everyone.



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More Mental Messages to boost your confidence

5. Some people may actually dislike me. How petty of them. I guess I canlive with it.

6. Even if this presentation doesnt go as well as Id hoped, I will be

better for having done it. If I make some mistakes,Ill know what to do

differently next time.

You gain something from every presentation you give. If it goes well, you

feel a notch more competent. If it doesnt, you decide, Ill know what to

avoid in the future! either way, its a learning experience.

Every learning experience, success or failure, bolsters your confidence.

Each presentation becomes a little easier. You may never get over feeling

nervous, but if you anticipate it, you can learn to control it.

Reference: Workshops and Seminars, Pat Roessle Materka.


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ODI on Campus

Formulation of group work plan for

ODI on campus

ODI with generic OD topics

RP can be selected among CD 141students with proper protocol and

incentives.

SLE must be clearly

conducted/integrated in every OD topic

Deadline: 1 day before the gradesubmission (registrar schedule)


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ODI Video Documentation

Level up attitude

Active involvement in theassigned committee

Learning level and pro-active

participation

Removal requirements:

Compilation of assigned topic

CO TIME: Level up OD

(A CD 141 Culmination Activity)


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Organizing a committee

A committee is a small group composed of an organizations

members who are either selected, elected or appointed, and who

share joint responsibility for decision and/or action on tasks assigned

to them.

Step 1: Before organizing a committee determine thefollowing:

Is there a definite and important task to be done for the

success of the activity?

Can it be done better by a group than by one individual?Are appropriate people available to serve in the propose task?


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Organizing a committee

Step 3. Define the following:

Purpose of the committee and its name

Detailed tasks or problems to be handles by the committee

Source and extent of the committees authority andresponsibility

Period or duration the committee is supposed to function

Tasks


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Hall preparation. Prepare seating arrangement, refreshments/food

location.Kami ang simula

Decoration. Responsible for stage designing and decoration.Borrowing of materials needed. Gephyro

Food. In charge in the preparation and serving of snacks and food.

Community Therapist

Documentation. Accountable in the recording of the events,capturing the scenarios and learning of the participants for video

and tarpaulin documentation.Prime movers

Program and certificates. Responsible in the designing and

distributing of program in advance. Prepare the certificates for the

RP and participants. Smile

Token. In charge in the making of the token for the activity. Vibra

Essence

Awards. Responsible in getting the list of awards and corresponding

design for the awards.

Tasks


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Budget. Determine the total contribution of the activity; follow-up

costing of all the committees and provision of budget.

Facilitation/Secretariat. Responsible for the reception and

registration; In charge for the energizers/ice breakers, pick up lines;

and determine for the hosts (male and female). Ai and Step Up

Invitation (RP) and visual aid. Responsible in looking and inviting

CD 141 student resource persons and preparation of their neededmaterials. Step Forward

Freedom wall and shop til u drop. Responsible in the designing of

the freedom wall and CO-OD concepts for shop til u drop.Altruist

Technical and sound system. In charge in learning the operationsound system for technical support. Knight-errants

Renovation. Make sure that the venue is clean and in order after the

activity conducted.-Endless

Tasks


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Hall preparation Kami ang simulaDecoration- Gephyro

Food- Community Therapist

Documentation- Prime movers

Program and certificates- Smile

Token- Vibra essenceAwards- Stars

Budget- The Bridge

Facilitation/Secretariat Ai and Step-up

Invitation (RP) and visual aid Step forward

Freedom wall and shop til u drop AltruistTechnical and sound system Knight-errant

Renovation Endless

Tasks Responsible group

Documents

CD 141 Actors in Governance and Understanding OD 2013