Thesis (Master in Management) -- University of the Philippines Mindanao, April 2018

The Integrated Mindanaoans Association for the Natives (IMAN) was established for two decades (20 years) which focused on the provision of peace education and skills training, water system, and livelihood assistance. Its reputation was built through providing humanitarian and development works to the vulnerable communities of Maguindanao. The positive perspective as an organization was remarkably evident which served as an inspiration by some local and foreign funders. However, project funds were so limited and mostly in short-term basis. IMAN has been implementing multi-sectoral projects which included peacebuilding livelihood, environmental and basic education. Of the three project components introduced by IMAN, the Capacity-building and Livelihood had more tangible effects on the lives of the beneficiaries they served compared to Peace Building. In recognizing the plights of the marginalized people and communities in Maguindanao, IMAN aims to further build their image as development worker both in delivering tangible and intangible program services. The current strategy of IMAN?s interventions is strengthening the capacities of community-based organizations. Building off from the perception of the community that when an NGO enters a community, they will receive material things which is now contrary to how most development programs are being implemented. This perception implicates the acceptance and support of local government support and grassroots communities of IMAN?s projects. With various projects closing by 2016, the management opted to plan for the direction of the organization by recognizing the need to develop the vision for the future of the organization and then build a bridge between the current and desired states allocating needed resources including management of its human resources, evaluate the implementation of its projects and identify potential steps for program growth to address anticipated changes. Based on this evaluation and assessment, it is recommended that the management will focus on ensuring the organization thrives for the next five or more years. In doing so, the organization will focus on spending donor funds appropriately, staff should adhere to finance policies such as strict compliance to spending and liquidating for program activities. It will be the role of the Board of Trustee to create policies and enforce corresponding actions for failure to comply. The policies will be reflected in the Manual of Operations Procedures (MOP). As its core organizational competency and strength, he organization will focus on strengthening peace governance initiatives to generate more funds. Alternative income generating projects will also be identified. The organization can venture again into a possibility of being a cooperative for this purpose. Strategies that were recommended will increase and improve the capacity and competence of the staff and organization in general to build up its competitive advantage in the industry and further leverage with existing government projects for future donor funded grants.