Resource Mobilization and Network Sustainability

As to Resource mobilization and network sustainability, the liquidity of the network can be attributed to the projects it has developed and implemented which sustained its operations up to present. The network through the secretariat was able to generate a total of 4.5 million  endowment fund for the year.

Members continued to help the network sustained through sharing of costs in the conduct of regional assembly and cluster meetings, of which 50% of the cost in the regional assembly was shouldered by members. On a yearly basis, members paid their dues which for the year, around 90% of members have paid their annual dues. A total of seven members continued to raise their service fees as part of their sustainability mechanisms of their respective organizations.

Network Development and Management

The secretariat structure has been set-up with 2 regular core staff (RC & FO), 1 contractual secretariat staff (MDO) and 8 project staff for the caraga SIAD project and 1 volunteer staff assisting in the finance and administrative work of the secretariat. Staff meetings both at the secretariat and project level were regularly conducted. Annual assessment and planning were conducted on the 1st quarter of 2007. While staff development, was done on a project-based level and based on project needs.

Around 70% of the members attended the 43rd Regional Assembly held at Marco Polo Hotel in Davao city. On the other hand, cluster meetings were conducted to Davao, Caraga and Northern Mindanao clusters only. The other two clusters have met on their own and discussed developments and updates of their clusters. While the RBOT was able to conduct 3 quarterly meetings for the year and passed resolutions on how the network can best deliver its expected output through its working arm, the secretariat.

In the network assessment conducted prior to the regional assembly, the RBOT gained positive evaluation from the members as they were assessed to have impressive leadership, however it was recommended also that they need to reach out to members. As for the members,  members have been observed to have commitments and sincerity and they have the capacity to implement programs and projects given their various expertise. In the over-all they were evaluated as good performing members and few were no longer donor dependent. However, they need to strengthen their clusters and generate more inter-cluster activities that can nurture and enhance relationships and avoid competitions. As to the secretariat, the members assessed the secretariat to have good performance for the year despite the limited manpower, and were rated as commendable. To make the secretariat more effective in their service delivery to members, it was recommended that the secretariat should improve its visibility to other clusters and develop an inter-cluster program that enhances & motivates active participation of members. Also, the secretariat should help in packaging best Practices of members like SIAD .

The year was an important year as the network elected its new set of RBOT during the 43rd Regional Assembly. Four out of six RBOT members were maintained, while two new members have been elected to the RBOT. Aside from the new set of RBOT, PhilDHRRA Mindanao also gained its leadership in the Network as one of the elected RBOT was appointed as the new national chairman of PhilDHRRA network.

It was also the year when the network has come to its  final stages in the implementation of the current  (2003-2008) PhilDHRRA Strategic Plan. The network has been undergoing an initial process of formulating the next 2009-2013) Strategic Plan which has been done through reviewing and revisiting the current strategic plan to be able to establish broad directions for the next five years.

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