Post-Marcos era
ADMU was trying to create a path relevant to the struggle against oppression. “The campus was trying to define the [(right) kind of] formation for students.” Ateneo wanted to ground the heightened social awareness of the 70’s in the newly freed society.
Basic Orientation Seminar Kit: Modules for seminar programs, values within Ignatian Spirituality
LTP
2-year program for “competent” Freshmen students that had a program focused on skills, values, and spirituality
Handled by one of OSA’s Project Officers
Graduates were “farmed” (sent) out to become Sanggu Officers, COA Officers, Organization Officers, or Student Trainers (PEERS)
Project Officer pinpoints 20-30 graduates to become PEERS who then sustain LTP
“Did not believe in LTP”
OSA established systems and procedures under Mr. Leland dela Cruz
OSA was very reactive - Organizations approached OSA, and OSA prepared seminars/modules
ADSA: how can OSA manage organizations if OSA doesn’t know the organization’s conditions?
Accreditation System was introduced to have a clear idea of organization’s state
PEERS [No true identity yet]
Attend all organization meetings and give OSA feedback
Utilized process documentation - “Official Documentor,” but did not have a full grasp of the whole process
Aim was to make organizations better through HR - Realizes that HR is part of OD
Not an organization under COA - Arm of OAS
Gave OD trainings or team-buildings
“GD Factory” - Had a giant GD book that they’d just pull activities out of
Did GDs in OrSem
No diagnosis or contextualization
OSA would get people from STRAINS to help them in Formsems, Evsems, run evaluations
PEERS was in a tiny office right beside OSA/Always in Colayco Pavilion
PEERS sat in the Accreditation to take note of improvement to be made in organizations, and eventually to formulate interventions: Seminars, meetings
Partnered with COA to handle OD, but there was talk about changing the organization structure/cluster system of COA and OSA was letting go of PEERS as an arm - Posed the question of whether or not it should close down
PEERS realized that what COA and OSA were offering were only a small part of what PEERS did - Became two-pronged:
Community of Enthusiasts - Gathered people who were interest in the art of OD
Provided services
Focus on Community Organizing
We went to different areas: fisherfolks, organized their community: OD provided us with tools, we suggested who to set up their cooperatives (basic orientation, basic organizational setup, how to go about processes, how to elect a leader)
That’s probably how DepEd started working with us: they saw us working in communities
We diagnosed, if they needed financial management training, we outsourced
We partnered with CORD, they would give us speakers
We tied up with SOA orgs and they would ask Strains to go to their communities to help setup their orgs or check up on their orgs (structures, vision-mission)
Not necessarily Youth-Oriented: Mothers, fisherfolk, urban poor - Focus on nation-building
OSA wanted PEERS to focus on a particular sector: YOUTH
You couldn’t apply to the organization - You were invited
Only got Freshmen as newbies
Not yet a flat structure, still had “President and “Vice-President”
Re-alignment of the operational structures and system to the vision
Base Products Development
Saw the need for CHANGE: Interventions with clients are ineffective, members’ competency level was low, members clamoured for the need of rethinking the current processes
Identified Problem Areas: Fixed Team Structure, inefficient training program, full customization for every intervention, non-research based products, lack of integration with other Ateneo institutions
Key Elements: Membership levels, Ad Hoc teams for client engagements, Community Building Team (CBTLs), Product Development, Market and Climate Survey
CLOSED DOOR POLICY:
Formation of Special Teams: HR, R&D, CliRel
Formation of Product Teams: Vision and Strategy, Structures and Processes, People and Group Processes, Leadership, Diagnosis
Focus on developing the competencies of the members and training everyone in OD
Super serious, up or out: Had quizzes on OD, and if you failed/weren’t performing, you would be kicked out
Half of the new members (20/40) were cut off by the middle of the year
No engagements
No fielding of people/departments, but there was the S6
S7: 2 HR Heads, TRD is known as “R&D”
Vision-Mission
Vision: The Ateneo Student Trainers, imbued with Ignatian values, aims to be an effective team in the field of Organization Development. Ultimately, we want to create, through our service, a more humane society by helping form person who will concretely live out the same Ignatian values.
STRAINS Vision Tree
Mission: To serve as Organization Development Consultants to Ateneo and non-Ateneo groups and organizations to help train, develop, and strengthen their knowledge, skills, and attitudes towards attaining an integrated non-academic formation.
Critical Elements:
Excellent Service to Clients
Effective Membership Development
STRAINS decided to be the main OD arm of COA - Didn’t want to be an organization because of the accreditation process and because of the lack of manpower
Helped COA in setting up processes and programs to offer (ex. Quarterly OrgHealth Survey for all COA Orgs for accreditation)
Each org and athletics council had one or two strains personnel to help them with their YES report, evaluation tools, OD process, diagnosis)
Seniors graduated, we tried to recruit new people, but because of the confusion of the identity we couldn’t market the org for what it was
Forming of the CBTLs, still trying to keep the members into the organization
Competency, HR, then TRandD
Train, keep them, then have them echo it to the other members
No concept of departments but the CBTLs (point-person) were under the HR
Tasked with keeping the group cohesive and encourage them to attend every activity the org has
Rationale: outside of their academic life, they have a home to go to
Formation of LCLS and Development of Products
Hard to have engagements without knowing what to do, needed an initial diagnosis
Products delivered a differential diagnosis
Needed a cookbook in a way, was the primary source, skeletal frame
Would dry-run every part of the product via the Product Team
The products were a string of SLEs designed to learn what the goal was
60% of work was allocated into Product Development
Trained the entire organization in Conflict Management
COA Arm, but for just one year
TD was being created and Strains was made into that
Finalizing of the Products
More processes more systems so the organization would function properly
Became S7: ERH
Became an accredited organization
Start of Mentorship Program
Vision changed to “Youth and youth-oriented organizations”
Change in Core Values: From Obsolescence to Sustainability
Start of IPMs
The ERH also held the position of COA VP ORD (transition from being a COA arm)
No ExReps
Only ExRel engagement was DepEd NLSTGO
E-Team Deployment (Wanted Blasts) - Deployment to engagements was done through manual sign-ups (using folders placed on the table in the room)
Started SSP (Structured Strategic Planning) Forms
TRD
Start of the JC Specializations
Started the OCC Product
OD Article of the Week
Learning Circle Sessions
Book Reports for LCLs (Weekly)
Meet the Presidents started
Marketing efforts
CEP Amendment
Start of S-Report (now C-Report)
Start of Frontliner Feedback
Start of Content Workshop
Name Change (STRAINS to CODE)
Start of Faci Workshop as a part of AP Training
Start of IPM Alerts, MIMT (Offline Excel Sheet)
FinLog
First FLCs (2 members would switch roles between Finance and Logistics every semester)
STRAINS shirt
Start of internal fundraisers
Start of Goals Monitoring Form
First RiB Participation
Learning Circle Sessions were stopped
Mock Engagements
Content Database
CODE Website
Start of OD on Overdrive
Start of C-Teams, IDF, and PIES