WORKSHOP ACCOMPLISHMENT REPORT

Activity Conducted: DOCUMENTATION WORKSHOP: LAYING THE GROUNDWORK

FOR KNOWLEDGE MANAGEMENT AND LEARNING IN HDES

Date of Workshop : September 25, 29-30, 2017

Venue of Workshop: HDES Office, Red Cross Compound, Zamboanga City

Total No. of Participants: Six (6) No. of Males: 3 No. of Females: 3

I. BACKGROUND AND RATIONALE:

The successful implementation of the different programs and projects of the Human Development
and Empowerment Services (HDES) in Zamboanga City can be attained when clients, beneficiaries
and their concerned families and communities become empowered and agents of change of sexual
and reproductive health practices. Therefore, HDES projects need to have clear objectives that are
attainable and realistic within the given period of project implementation. Together with the
objectives, other success factors that contribute in program/project implementation are the
following:

a) Ownership of a project - different stakeholders take part in the decision making based on the
type of project;
b) Support and participation of the major stakeholders/interested parties is critical to ensure
the controlled development of the project;
c) Clear planning of the various management stages is essential to reduce the level of risk;
d) Communication among all interested parties with properly defined hierarchy within the
Project Management Team to help control the project and manage adverse events;
e) The right choice of people for the Team to ensure that the required skill set to deliver the
projects products is present;
f) Motivation of the parties involved in the project to foster better collaboration and hence a
greater awareness of each others responsibilities.

All the above elements therefore, are integrated in knowledge management (KM) which is defined
as the planning, organizing, motivating, and controlling of people, processes and systems in
the organization to ensure that its knowledge-related assets are improved and effectively
employed1. William King further explained that knowledge-related assets include knowledge in
the form of printed documents such as patents and manuals, knowledge stored in electronic
repositories such as a best-practices database, employees knowledge about the best way to do
their jobs, knowledge that is held by teams who have been working on focused problems and
knowledge that is embedded in the organizations products, processes and relationships.

1Knowledge Management and Organizational Learning William R. King Katz Graduate School of Business, University of
Pittsburgh wking115@yahoo.com
1|Page
 Among KM practitioners, the term knowledge means the capacity for effective action, which
includes information, belief and understanding of causalities that are useful for effective action.
Thus, information that is not actionable is not knowledge. Knowledge encompasses whatever helps
a knowledge worker do his or her job well2. The processes of KM involve knowledge acquisition,
creation, refinement, storage, transfer, sharing, and utilization. The KM function in the organization
operates these processes, develops methodologies and systems to support them, and motivates
people to participate in them.

Although the HDES has been implementing sexual and reproductive health programs and projects,
and was operational in the area for 19 years, the organization has yet to establish a knowledge
management system, or simply a monitoring and evaluation system, to improve its capacity to
understand what works and does not work in the above factors of organizational success by way of
collecting, analyzing and using evidence from both internal and external experiences. In fact, the
accomplishments of the organization has not been widely disseminated nor its processes shared
with other organizations. Thus, this documentation workshop was conducted among HDES
management and staff who can perform these KM processes individually and as an organizational
activity.

The long-term objective of knowledge management is the development of a dynamic and demand-
driven knowledge sharing activities for various stakeholders of the program through maximizing
human connections and networks for knowledge sharing on sexual and reproductive health
services in the city and region.

II. OBJECTIVES:

The 36-hour session activities was aimed to achieve the following:

1. Identified the different knowledge-related assets of the organization (e.g. reports, employees
knowledge about the best way to do their jobs, best practices database, etc.)
2. Identified and clearly documented the organizations processes & methodologies; while
appreciating the relationships of these processes; and
3. Drafted the knowledge management strategy of the organization to be reviewed by the various
stakeholders in the next project phase.

III. ACCOMPLISHMENTS:

2.1 Participants during the Workshop:

The 3-day documentation workshop was attended by six (6) HDES management and project staff
who committed themselves to attend the documentation-workshop despite the status of the
current project - which was already completed. This was due to their desire to put in place a

2 Monitoring and Evaluation in Knowledge Management for Development Serafin D. Talisayon

2|Page
 Knowledge Management system for the organization when HDES will have more programs and
projects to implement in the future.

2.2 Processes and Activities:

Day 01 - Preparatory Phase

The first day of the workshop was used to primarily discuss the importance of knowledge
management, especially for the local
NGO-HDES. Through a participatory
exchange, the RP/Facilitator
encouraged all the participants to
share their existing ideas about
knowledge management (KM) which
reflected the limited understanding
they have of KM. Thus, the workshop
objectives were discussed to set the
scope and levelled off the entire 3-day
documentation workshop session.

The following were the essential inputs briefly and discussed in simple terms by the RP/Facilitator
who made sure that examples were
given in relation to the HDES projects
and organizational activities. Aside from
the definition, the facilitator also used
the local language to further discuss the
examples and terms. (Please refer to the
Annex A for the PPT used in Day 01).

Another important input was the

definition of knowledge management.
Most of what they thought of KM at the
outset is encompassed in the given
definition.

It was emphasized therefore, that the

different elements of knowledge
management has to be in place for KM to
be fully set-up in the organization.

KM was then related to organizational

learning. It is through KM that
organizations are able to achieve the

3|Page
 following:

acquire or create useful knowledge

make available knowledge at a time
and place needed by user
achieve maximum effective use of
knowledge for better performance

The RP/Facilitator proceeded to discuss

about the Knowledge Assets based on
Baldridges definition and then the
sources of knowledge in the HDES
organization.

Given the diverse types of knowledge

assets, the group agreed to focus only
on the following aspects:

Know how
Rules
Manual
Digitally documented knowledge
Consultation
Online expert advice

For the workshop on the initial listing of knowledge assets of the HDES organization, it was agreed
that based on the actual available program and project documents, the participants worked on the
Know How of the following processes only:

1. Reactivation of Barangay Council for the Protection of Children (BCPC)

2. Policy lobbying on service delivery on Adolescent Sexual Reproductive Health (ASRH)
among minors
3. Advocacy at the community level among YKP
4. HIV counselling and referral for testing
5. Capacity building on Learning Group Session (LGS) among HDES staff and Pes
6. Using peer education for advocacy
7. Proxy Consent among minors
8. Initial engagement among tribal and religious leader on ASRH program acceptance
9. Networking and Collaboration on ASRH project implementation
10. Capacity to do in-house research on community based health and nutrition

The participants were given at least an hour to go through their existing documents to review the
10 identified processes or know how before they were asked to prioritize which of the 10 are
important or significant to the HDES organization, programs and future projects. Using the template

4|Page
 where characteristics of each of the 10 know how were examined or verified, the group decided
to do this through plenary session. The outputs are presented in the table below:

Table 1. Determination of Characteristics of the Identified Knowledge Assets (Know How) of HDES
Organization
Characteristics
Knowledge Assets
Know How Value Complexity Transfer Individualiza Cost
Perishability Transferability
determination of product mode tion structure

Reactivation of Barangay Failed to IEC, One- Expensive

Council for the monitor re- on-one
1
Protection of Children activated
(BCPC) BCPC
Policy lobbying on service Interactive Interaction Expensive
delivery on Adolescent between the
2 Sexual Reproductive seeker and
Health (ASRH) among user
minors
guided by Interactive Interaction Expensive
Advocacy at the
existing between the
3 community level among
module seeker and
YKP
user
Continuous following Interactive Interaction Not
and not time certain between the expensive
HIV counselling and constraint guidelines seeker and
4
referral for testing and
user
confidentiali
ty
Capacity building on Time x Acquired Expensive
Learning Group Session independent and
5 interactive
(LGS) among HDES staff
and PE's
Time Complex Acquired Expensive
Using peer education for
6 independent and
advocacy
interactive
high Continuous x Highly Both x Very
Proxy Consent among complex expensive
7
minors (least priority) due to
legality
Initial engagement among Acquired Interaction Expensive
tribal and religious leader and between the
8 continuous seeker and
on ASRH program
acceptance user
Independent Acquired Interaction Not
Networking and
and between the expensive
9 Collaboration on ASRH
interactive seeker and
project implementation
user
Capacity to do in-house Independent Interactive Interaction Expensive
research on community / time between the
10
based health and dependent seeker and
nutrition user

Based on the above outputs of the plenary session, the participants agreed to further identify the
data and information related to the Know how, including the identification of data sources
whether these are internal or external sources. The group was given at least 2 more days to
prepare the list per know how or process that were prioritized based on the characteristics.

5|Page
 Day 02 Workshop Proper

The 2nd day of the workshop emphasized on

the importance of understanding the
Knowledge Management Framework, purpose
of KM, particularly among the development
practitioners, for organizational learning, and
knowledge management in the organization.

The KM process model was also discussed

and how knowledge is captured and
transferred through teams. Each of the KM Processes was explained by the RP/Facilitator to ensure
that these are recognized by the participants in the KM framework.

6|Page
 The inventory of Monitoring and Evaluation Tools in Knowledge Management was then shared. This
was highly
appreciated
as
participants,
particularly
the Program
Director
and Project
Manager
saw the
importance
of setting
up, at the
outset, the
Monitoring
& Evaluation
for the next project.

Thereafter, the workshop for the creation of process flowcharts followed. Each group of two (2)
participants worked on the following:

1. Initial Engagement among Tribal and Religious Leaders

2. Service Delivery Process Flow for Minors (Proxy Consent for minors)
3. Advocacy at the Community Level among YKP
4. Networking and Collaboration for ASRH
5. Reactivation of BCPC
6. Policy Compliance Monitoring

To help them during the process, the participants made use of their list of knowledge assets and
sources of data & information as they worked on the different process flowcharts, using a template
(with example) shared by the RP/Facilitator. (See examples of process workflow in Annex D). The
outputs were presented for review, suggestions and recommendations both by the RP/Facilitator
and the group.

The final process workflows will be shared to the HDES as soon as this is further enhanced by the
RP/Facilitator. The outputs below are presented in a different template for easier preparation and
presentation during the workshop proper because of limitation of time.

7|Page
 Table 2. Process Flowchart for Initial Engagement Among Tribal and Religious Leaders
Person
Timeline Process/Output Documents
Responsible
Stakeholders mapping to identify tribal and HDES focal Assessment report; minutes
religious leaders of meeting; criteria and
1 week Sending of communication letter with selection of tribal and
identified tribal and religious leaders religious leaders; consultation
meeting report (previous
meeting conducted)
Courtesy call with BLGU and tribal and HDES and
15 days religious leaders stakeholders Copies of received letters

Planning and preparation for consultation

1 week meeting HDES Staff Dialogue session design
- Draft forum dialogue session
Project
Director &
1 day Consultation meeting per agency Discussion points
Project
Manager
Forum/Dialogue with Tribal and Religious Project Forum/Dialogue program;
leaders Director & attendance sheets; profile of
3 days
- Commitment of support and Project participants; draft of
capacity building need Manager Commitment of support
Planning and preparation for capacity Approved proposal and
AO/Staff
building need budget
Capability building on ASRH
Project Approved capability building
- Output/Action Plan
Director & plan and budget; draft
1 day - Memorandum of understanding
Project memorandum of
between HDES and tribal and
Manager understanding
religious leaders
Indefinite Monitoring and Evaluation M&E Staff Action plan

Table 3. Process Flowchart for Service Delivery for Minors (Proxy Consent for minors)
Timeline Process/Output Person Responsible Documents
HDES-CSO Level
30-45 mins Client profiling
HIV/STI Counselor
/Social Worker/ Approved Guidebook on
Education and Counseling
Peer Educator HIV/STI Counselling
30 mins Risk Assessment Client's profile form
Approved IEC program
10 mins Introduce HIV/ STI services
materials
Parents, social
15mins (with Pre-Test worker, HIV Consent form; referral form
legal guardian)
Counselor
1/2 day (social
worker will go Secure Consent from DSWD or CSO
Social worker Approved protocols
to the residence (signed consent)
of client)
Refer client to RHWC for testing and HIV Counselor,
30 mins Counseling parents, Social HIV form A
- Result of HIV/STI test Worker, Medical

8|Page
 Technologist
45 mins to 1 Counselor, Social
Post-test
hr Worker
If positive, refer to treatment hub
if negative, discuss window period;
Counselor, Social Approved protocols and
30 mins advice client to come back for repeat
Worker guidelines
test
1/2 day (social HACT physician,
worker will go Refer to treatment hub with baseline
Counselor, SW, Consent form
to the residence test and introduce to support group
of client) parents

Table 4. Process Flowchart of Advocacy at the Community Level among YKP

Timeline Process/Output Person Responsible Documents
Data form; CHO need
1 day Mapping of target area HDES Staff assessment; project guidelines
criteria;
Application form; terms of
Hiring and recruitment of staff for HDES Board
2 days reference;
peer education Members
credentials/qualifications
Orientation of HDES
OIC/Project Manager/ HDES policies; approved
1 day policies/protocols Administrative Officer project documents
- Contract
Hired Consultant or
3 days Training of staff & peer educators Approved Training Design
RP/Facilitator
Project orientation among HDES Program documents as
1/2 day Project Manager
stakeholders reference
Letter to barangay officials for
HDES staff
courtesy visits
Copy of letters to barangays
5 days Courtesy visit to target barangays HDES staff
Ask support for venue to Barangay
Officials
HDES staff
- Masterlist of ASRH from
Barangay
UNICEF Creating Connection Module Standard UNICEF Module
3 days Project
for Life Skill Session Creating Connection
1/2 day Interactive among teenage mothers Implementer/staff "Usap Tayo flip chart"
Medical mission Pre-test/ post-test
- Increased health seeking City Health Office/HDES
behaviour referral form
Outreach activities IPC forms

9|Page
 Table 5. Process Flowchart for Networking and Collaboration for ASRH
Timeline Process/Output Person Responsible Documents
Agency reports (to identify
1 day per Identifying/listing of organizations
Project Manager different agencies involved in
agency involve in ASRH
ASRH)
Agency visit
- Department of Health
- Commission on Population
- City Health Office
HDES staff assigned
- Department of Interior and Updated agency profile
per agency
Local Government
- City Social Work
- Department of Social Work
- WCPU
Orientation of present project and
Approved project and budget
3 days activities Project Manager
proposal
- Minutes of meeting
Plan for the upcoming project
implementation Approved proposal
1/2 day PD/PM
- Action Plan Operational plan of project
- Agenda Folder
Sending of letter to existing network/
3 days
accept invitation
Logistics and materials needed for
HDES staff
3-4 days orientation
Approved proposal
Administrative
Quotation for hotels and venues
Officer
Monitoring and Evaluation
Updating of lessons learned HDES staff
Report

Table 6. Process Flowchart of Reactivation of BCPC

Timeline Process/Output Person Responsible Documents
Executive Director;
Identification of target area & Community Health Approved proposal guidelines;
1-5 days
volunteers per area Outreach protocols; criteria
Worker/s;
Organize ten (10) barangay technical
working group
1-15 days - Barangay Technical Project implementer Guidelines; Protocols
Working Group
Orientation
Organize a multi-sectoral Project
Advisory Committee (PAC) for City
level
- National Government
Project Project
Offices
duration Implementer
- Local Government Units
- Non-Government
Organization
- Project stakeholders

10 | P a g e
 5 days per Formulate plan of action with PAC Project Action plan, minutes, data
barangay and BTWG Implementer and
stakeholders (CHO)
Implementation of Action plan Project
Project
-Integration of services for Implementer and Approved action plan
duration
children at barangay level stakeholders (CHO)
Project
Formulate and lobby for passage of
Indefinite Implementer and Draft ordinance
barangay ordinances
Barangay Officials
Project
Advocate citywide adoption &
Implementer,
implementation of newly enacted Barangay ordinance approved;
Indefinite Barangay officials,
barangay ordinance and/or action plan; data, resolution
champions &
resolutions
volunteers

Table 7. Process Workflow for Policy Compliance Monitoring

Timeline Process/Output Person Responsible Documents
1 month Identification of champions; medias ED, Project
advocates; volunteers Manager,
POCOMON officer
Project Regular, individual visit to champions
duration & advocates
Project Ordinance 234
Draft ordinances
duration
Project
Radyo Agong (Drama)
duration
Project
Media mileage
duration

Evidently, the participants were knowledgeable of the various procedures that they went through
during the implementation of the different project activities in the completed projects. Although for
some reason, these were not properly documented and thus, they had to reconstruct some of these
procedures and activities.

The following observations were noted during the review of the different processes and workflows:

Timelines were not precisely considered for each process/outputs, thus quality of outputs
was sometimes affected.
Most processes/outputs were not properly documented and activity reports were
required but, upon separation of staff from the HDES organization (which is affected by
project-based status), reports and documentation were not turned over to the
organization.
For each activity in the process flowchart, the person/s responsible was/were not
consciously identified based on her/his roles and responsibilities.
The documents needed for the proper implementation of process and activities were
often overlooked.

11 | P a g e
 Day 03- Workshop Proper

After a brief management of learning activity where issues and doubts were raised by the
participants, the RP/Facilitator clarified and provided more information on the process workflows,
especially on how these may prove useful for the next project phase. The group appreciated the
importance of the process workflows in the implementation of future project activities, including
how it is related to the following organizational processes such as:

Staff recruitment
Performance plan and evaluation
Monitoring and evaluation of project activities (as an initial phase for the establishment of
Knowledge Management and Learning)

The RP/Facilitator shared with the group some of her experiences in quality management; ISO and
how the use of process flowcharts has helped improve organizational performance and contributed
to the attainment of project goals and objectives.

12 | P a g e
 The RP/Facilitator then proceeded to discuss about KM Strategy and development. Knowing that
this is just the very initial phase for
the organization, the group was led
to understand their status in
reference to KM. Thus, it was
critical for them to know the
essentials of KM systems. The
Roadmap to KM results showed
where the organization (HDES) is
in terms of KM and the group
agreed that they have started Stage

1
and is on the way to Stage 2.

She also discussed about KM

strategy to guide the group in how
to proceed to Stage 2. She further
discussed about how a good KM
strategy can help the organization in
the following aspects:

increase awareness and

understanding of KM in your
organization
articulate the business case
and identify potential benefits
gain senior management
commitment
attract resources for
implementation
communicate good KM
practice
give a clear, communicable
plan about where you are now,
where you want to go, and how to
plan to get there
give you a basis against
which to measure your progress

She then presented some good

practices in relation to Stages 1 & 2
in KM. (see the complete presentation
in Annex C)

The group then worked on their Action Plan as a way forward for KM in the HDES organization.
The outputs of the Workshop 3 are presented below:
13 | P a g e
 Workshop 3: Way Forward

KM Strategy Activities Timeline Person Responsible

Phase 1 Getting Started
Codification Sub-Strategy
1. Digitalization of existing knowledge PM/Health Care Service
a) Systems 6-12 months
repositories Provider
2. Develop and finalize the following
repeatable processes during the
implementation of the next HDES
PM/Health Care Service
b) Process project: 6-12 months
Provider
2.1 Stakeholders Forum in Support for
Adolescent Health Program Policy
2.2 Networking and Collaboration on ASRH
1. Consolidate all capacity building PM/Healthcare Service
c) Strategic 3-6 months
activities Provider
Personalization Sub-Strategy:
PM/Healthcare Service
a) Cartographic 1. Consolidate directories of networks 3 months
Provider
Phase 2 - Develop Strategy
1. Organized Steering Committee -
composed of 6 staff namely: Nash
a) Cross functional As soon as
Tiking, Hairun Lakibul, Mary Ann
steering team possible
Ocalinas, Jeffrey Somera, Riena
Adtoon & Nene Joy Ledesma
b) Develop KM 1. Consolidate all outputs of KM to be
Indefinite MLBF with AO
Strategy presented to HDES staff
1. Implementation of the following Included in
activities/processes as part of the the proposal
c) Pilot KM pilot KM strategies: and will
PD/PM
Strategies 1.1 Pulong-Pulong start as soon
1.2 Stakeholders Forum as project is
1.3 Networking & Collaboration approved
(Included in the proposal submitted for
d) Find Resources
funding)

In order for the Action Plan to be implemented, the group also made revisions on their upcoming
proposal and included Monitoring & Evaluation. The RP/Facilitator committed to present the
process workflows and consolidate the outputs of the KM workshop for presentation to HDES
upon an agreed schedule.

The workshop session ended on a positive note with the participants all looking forward to the next
HDES project they will implement and the many more opportunities they will tackle along
Adolescent Sexual and Reproductive Health. With all they have learned, the group intends to
seriously document their Lessons Learned and Best Practices on ASRH to share with other like-
minded ASRH service providers in the city of Zamboanga and the rest of the country.

14 | P a g e
 Figure 1 The group alternately worked and discussed together the Action Plan for the Knowledge
Management Strategy

15 | P a g e
 ANNEXES

KM and Learning
Day 01.pptx
Annex A: Day 01 Inputs -

KM and Learning
Day 02.pptx
Annex B: Day 02 Inputs -

KM and Learning
Day 03.pptx
Annex C: Day 03 Inputs -

Annex D: Example of Process Flowchart -

16 | P a g e