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

The subject of this paper is Mindanao Land Acquisition Housing and Development Foundation, Inc., a non-stock, non-profit organization operating for almost 30 years since 1989 to enable the assisted poor communities to overcome the impact of poverty, climate change and disaster risk through community governance and resiliency. MinLand started as development work as urban community organizer for the Community Mortgage Program in the most disadvantage group in slum and informal settlement areas in Davao City. However, the CMP was not responsive to the housing needs and affordability of the lowest 30% population thus MinLand shift its enabling role in community partnership through governance. The response-assistance of MinLand was financially supported by various international donors namely Misereor, Christian Aid, CordAid, ACF International and multi-donors from World Bank. Misereor, the long-term donor of MinLand, funded the Scaling Up Government and Resiliency (SUGAR) program which is he core program of the organization to lead the community along Davao Rover Watershed in mitigating risk of multiple disasters and poverty affectedness. MinLand is persistent in assisting the poorest communities in Region XI but the support from international donors are limited and time bound. In 2018, MinLand is expecting a decline in the donor funds thus the organization continues to seek funding assistance from more donors that will pursue its mission and goals. For this study, the conceptual framework of David (2011) was applied but also incorporating the balance scorecard of the organization in the assessment of the external and internal environment. An interview was conducted with the management key officers and staff pertaining to the operations and financial policies, systems and procedures to further assessed and identify the external and internal factors affecting the organization as a whole. In general, Mainland organization is taking advantage of the opportunities and able to reduce the impact of the identified threats. MinLand is also internally strong in spite of its weaknesses because it continues to provide relevant projects with the selected community partners. For this study, there are three identified strategies and they are as follows: (1) strengthening partnership and advocacy collaboration; (2) project development and diversification of fund sources, and (3) enhancing internal efficiency measures and control. The three strategies are equally relevant for implantation but the project development and diversifying fund sources is the first prioritized strategy of the organization in order to secure more funds to expand its services to poor communities and other new communities in the Davao Region. The project development and diversifying fund sources strategy can be done by the formation of the Project Development Team which is a focal unit who will oversee on tracking, scoping and writing a proposal for MinLand while there is still an existing project. In this strategy, the idea necessitates the help of the community partners, BLGU, CLGU and other government line agencies to complement with the existing projects or the upcoming project by contributing cash or in-kind. Substantial amount of fresh funds needs to be worked out by the project development team and the management through approved projects from large donors. The succeeding chapters further discussed the capacity of MinLand to evaluate the best opportunities, lessen the threats, take advantage on its strengths and reduce weaknesses by the implementing the recommend strategies to ensure sustainability of the organization. With these strategies, MinLand can be able to pursue its vision, mission and goals for the organization and in the assisted communities for the next five years.