Purpose, Audience, Overview of the model

Title

ID Model for Bangko Sentral ng Pilipinas Educational Scholarship Scholars.

Introduction

The Bangko Sentral ng Pilipinas (BSP) is proud to be one of the best government agencies in the Philippines. In fact, according to the Makati Business Club, the BSP has been the top performing Philippine Government Agency in its surveys in 2006 and 2007. The Management of the bank gives credit to the high level of competency of its manpower for its continued success. To further improve the excellence of its workforce, the BSP created the Bangko Sentral ng Pilipinas Educational Scholarship and Training Program (BEST).

The BEST aims to provide funding and technical support to qualified employees to pursue graduate and post-graduate courses in locally and internationally well-known schools. All BEST scholars are required and obligated to return to their respective departments for an x number of years as specified in their scholarship contracts and apply what they have learned in their respective areas of work.

Purpose

Since 2004 the BSP has funded 41 local and international scholarships. Out of the 41 scholarships granted, 36 are international and 5 are local. There have been 30 graduates from the program and all of them have returned to their respective departments and offices. I have heard a lot of grumblings and complaints from returning scholars concerning their experience and expectations once they return from their studies. There are also some apprehensions and concern from colleagues of the scholars that took over the work of the scholar while he was away. These problems according to the scholars have prevented them from fully utilizing their newfound knowledge and thereby, lowering the quality of the work output.

The purpose of my model then is to further scrutinize and analyze if there is a problem prevailing in the bank that hinders the BSP BEST program and its scholars from its desired result of further improving work competency and quality output. Depending on the outcome of the analysis and assuming that there is a gap between the desired outcomes and the actual outcomes, my model will design, develop, implement and evaluate a training that will address the problem.

Intended Audience

The Audience will be made up of the system and subsystems in the organization of the BSP. The BSP is a big bureaucratic government institution that is made up of almost 5,000 employees. The intended audience of the model are as follows:

1.) The Monetary Board of the BSP (policy making body of the bank, which is composed of 7 members, including the Governor of the Central Bank) - has the power to approve and cancel any program being implemented by the bank.

2.) The Human Resource Sector – made up by the Deputy Governor (head of the sector) and Managing Director –sector that handles the implementation of the BEST program and human resource development.

3.) All Deputy Governors down to the respective Directors of the different sectors and departments from where the scholars come from.

4.) The Scholars that have benefitted from the BEST program

5.) Colleagues of the scholars in his division/ department

Overview of the Model

The model is based on Dick and Carey’s ADDIE model. While the former has a linear structure, my model will have a circular direction. The circular direction will enhance the interdependability of the components with each other and bring out the feedback and revision element of the model. It will also highlight the importance of the Analysis component, which will set the general tone and motion of the model and ensure that if anything goes wrong with the process, it will go back to the analysis stage. The prevailing environment and problem of the organization will originate from this stage and is deemed to affect and influence how the other components will be prepared and initiated. The other components are design, development, implementation and evaluation. There will be a review between the stages, called formative evaluation and will act as a checkpoint if each stage is aligned with the other parts of the model. How to solve the problem should be the general focus of each stage. The pyramid in the middle symbolizes the GAP, where the most important reasons why there is a problem will be placed. The model is an adaptive model, which can be applied to other government agencies.

The BSP, like most government institutions in the Philippines have many layers of authority figures, rules, systems and sub-systems. It is a big bureaucratic organization and problems that arise within the organization are very hard to pinpoint. This is the reason why my model will have a substantive analysis stage. I created a sub model for the analysis component, which I call the Analysis Filter Model (AFM). This model will help track the different elements that are needed to discover what is causing the gap between the current performances of the returning BEST scholars from their desired output.