DAR Assisted Organizations, Organizational Maturity, Strategic Plan
Lacaba, Lito D.
Alde, Teresita C.
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
CC BY-NC-SA 4.0
Creative Commons License: https://creativecommons.org/licenses/by-nc-sa/4.0/
This study aimed to determine the organizational maturity of the Department of Agrarian Reform (DAR)-assisted organizations in the province of Eastern Samar as inputs to municipal and Agrarian Reform Community (ARC)-based strategic development plan.
A descriptive-survey design was employed involving leaders and members of 41 existing Agrarian Reform Beneficiary (ARB) organizations in Eastern Samar. Focused-group discussions were made to elicit data that described the level of organizational maturity. These were validated through key informants who constituted tenMunicipal Agrarian Reform Officers (MARO), twenty-sixDevelopment Facilitators (DF), and representatives from community leaders.
Results of the study revealed the following: majority of the 41 organizations were Farmers’ Association or Irrigators’ Association (51.22%) and mostly (98.68%) registered by Cooperative Development Authority (CDA) (52.63%) or Department of Labor and Employment (DOLE) (31.58%) during the years 2000-2009.
They have written Vision, Mission Goals and Objectives (97.56%) with one to five members of the Board of Directors (BOD) (65.85%), eleven to fifteen committee members (48.78%) and one to five management staff (82.93%). However, a high percentage of managers (73.17%) and treasurers (63.41%) were not full-time.These organizations have less than fifty male members (87.80%) and female members (90.24%).
Most of ARB organizations have strategic plan (87.80%) and operational plan (80.49%) which were being implemented (70.73%), reviewed and updated (41.46%). They also have policy, systems and procedures which were being followed by a considerable number of officers and members.
However, only very few of its officers and members had attended basic and advanced trainings. In addition, a very limited Capital build-up (CBU) below Php50,000 was noted in 60.98% of the ARB organizations. Most of them (80.49%) have no savings generated from their undertakings.
As a whole, 65.85% of these ARB organizations evaluated obtained a very low maturity index below 57.33, which were classified Level I and interpreted “Low Level of Development”.
Further, regardless of ARC classification and types of ARB organizations, a comparable level of organizational maturity was noted.