LEAD-StRONG

The Reina Federation as it starts the implementation of LEAD STrONG Project, has able to train four (4) Key Board of Trustees (BOTs) who already took the lead in administering the Organizational Capacity Assessment of its three member Parents Associations (PAs). They already completed the Training of Trainers for the complete module of LEAD STrONG.

Compared to last year’s assessment result, it is a positive news that for FY17, the federation increased its performance rating from 4.26 to 4.72. Its highest capacity building areas this year are Strategic Planning and Management and Governance with 5.5 and 5.27 scores. More so, its lowest area last year, which is Resource Mobilization, also increased from 2.50 to 3.83, although it remained to be the weakest area of the organization. Further, the PDIMME and Financial Management aspects were also increased.

It is noticeable, however, that the Admin and Personnel Management area’s rating was decreased by 1 point this year from 5.92 last year, it is now 4.92. The over-all assessment equivalent for the federation is “Expanding”

For the federation’s Governance and Leadership aspect, the top items to be prioritized are: (1) BOT’s need to lead in the planning and implementation; (2) Completion of the long-term sustainability plan; and (3) Fulfilment of the SEC requirements.

The assessment only indicates that there is an urgency and need to establish a capacity building plan for the board and prepare a succession plan in anticipation of changes in the organization, especially disaffiliation from ChildFund. Such observation is also reflective of the 2016 assessment where it suggests that it is high time for the BOTs to focus their attention to lead the organization in planning, implementing and monitoring of its long-term goal.

For the Strategic Planning and Management, it was found out that despite the existence of VMG and M&E system of the organization, BOTs are still yet to fully understand these important things in the implementation of the organization’s programs and projects. Meanwhile, in the area of PDIMME, one problem identified, which is also connected to the M&E system discussed above, is the not clearly communicated M&E plan. It is also observed that there is no ownership on the part of the partners and stakeholders. And since REINA is located in a disaster-prone area, the organization need to work out on integrating DRR in all its future projects/programs.

Several items were discussed for the Resource Development and Mobilization, wherein absence of a resource mobilization plan scored the lowest. As a result, ChildFund remains the sole source of fund of the federation. It is suggested that they include diversified sources of funds in their sustainability plan.

Still connected with the concerns on the resource mobilization and sustainability plan are problems identified under the Admin and Personnel Management area. In case of disaffiliation with ChildFund, the federation is not yet prepared in ensuring its staffing requirements. There is also a need, both for the staff and BOTs, to be oriented or refreshed on certain admin policies on topics of grievance, communication flow and safety of staff.

Under the Financial Management, series of reorientations on related policies are recommended, especially for the newly elected BOTs. There are also necessary BIR and bank documents that need to be settled for the remaining months of FY 17. There is also a need to assign separate persons in tasks that require check and balance to prevent possible finance findings.

Moreover, the federation need to make a regular conduct of internal audit to prevent occurrence of finance problems and to ensure that findings are acted upon on a timely manner. And, still related to sustainability plan is the need for the organization to make its own 3-year strategic plan. Based on these priorities, the federation is left with a challenge to level-up by addressing its gaps and focus on crafting its independent sustainability plan,