Strategic plan for Halad Uma alang sa Nasud (HAUMAN), Inc. /
Philip James C. Ceriales
- 2022
- 118 leaves
Thesis (Master in Management) -- University of the Philippines Mindanao, July 2022
Established in 1988, Halad Uma Alang sa Nasud (HAUMAN), Inc. is a nonprofit organization based in Midsayap, Cotabato. The organization delivers its programs and services on early childhood development, education, disaster risk reduction and management and youth skills and development, packaged as Core Program Models covering the provinces of Cotabato, South Cotabato, Saranggani and Maguindanao. HAUMAN estimates it reach of an average of 57,000 individuals annually, majority are children and youth aging 0 to 24 years. This document was guided by the Modified Fred David?s Strategic Management Model Integrating S Sustainable Development Goals (SDGs)and Capacity Building Framework for external and internal environment analyses. The 2030 Agenda for Sustainable development (United nations [UN], 2015), adopted by all UN Member States in 2015, provide a shared blueprint towards ending poverty and other deprivations and underscore the most relevant global socio-economic issues besetting the less developed economies. While it Manual of Operations, HAUMAN conducts in a participatory process their newly Organizational Capacity Assessment using a methodology inspired by the Capacity Assessment Tool (CAT) of the United States Agency for International Development (USAID), the CAT was developed for four objectives: (1) allow Civil Society Organizations (CSOs) to assess their organizations against specific capacity building areas, defined standards and metrics: (2) identify organizational development gaps: (3) establish the basis for developing organization-specific capacity building plans; and (4) lay the ground for monitoring and evaluating the development of organizations against the stages of organizational development for over time. Desk review, secondary data, and accounts from key informant interviews and consultations facilitated the conduct of Modified Fred David?s Strategic Management Model. The conduct of these analyses led to decide on issues being focused in this strategic management process, which include: 1) The insufficiency of general funding for organizational capacity development due to limited Acquisition of grants with Negotiated Indirect Cost Rate Agreement and limited income generating and resource mobilization capacities, 2) Limited Organizational capacity for strategic management process to develop business processes for executive management program and services and finance and administrative management and achieve concurrence of components projects and alignment to organizational objectives, 3) Capacity gaps to design and deliver programs and services on emerging development segments such as gender and other areas of specialization for child protection and disaster preparedness. To address the focused issues, broad strategies actionable plans and monitoring and control mechanisms are in place for the next five years until 2027 for HAUMAN to arrive with the following strategic objectives: 1) strengthen and deliver programs to improve the lives of marginalized children and their families who experienced and at risk of hazards and disasters, and experiencing exclusion and violence due to their gender, cultural, educational and poverty situation.