1. POLICY AMENDMENTS AND APPLICATION - involves the concrete redefinition of the Mission Statement and Goals according to the personality and thoughts of the CPCFI originator and of what the CPCFI should be. This shall make the concept very clear to guide the formulation of policies and programs. An “ideological line” that serves as the “spirit of the moving bodies” must be invented so that every CPCFI personnel will work with a heart and dedication. Translated into concrete action, the CPCFI Mission by then becomes a BATTLECRY of every CPCFI officer and member that will trickle down to the beneficiaries and the entire CPCFI shall become a “gold chest” treasured by everybody.
The intended paradigm shift can only succeed upon expert manipulation over the “drivers” and on the factors involved. At present, the President had imported an able consultant that executes interventions as well, and the “war generals” are now put into position. The CPCFI engine room has now been established with its crew filling-in their posts gradually. These workforces must be sustained. A capital outlay for at least the 3-month costs in administrative services must be invested. The amount required in the actual situation at present should suffice sustenance of the present In-house Consultant-executive on a full time basis with at least 3 regular staff in the administration excluding the CEO (now the President) and the Cashier (the usual CPCFI Treasurer). A quality workforce in that set-up can assure the production of resources for the needs beyond.
2. ADMINISTRATIVE SYSTEM AND OPERATION - must include the process of capability building in the administrative workforce along with the regular operational routine. It shall be a working style of theory and practice in an upgrading cycle. This workforce must also have their “second-liner” that shall serve as their assisting staff. This is to assure replication of skilled manpower in the natural process of making work outputs. In this set-up, no work shall be dislocated in the absence of the principal staff; his second liner will take his place. Its major advantage is the institutionalization of the basic element of sustainability, the continuous supply of required skilled manpower. A check and balance mechanism must not be overlooked in the administrative system.
A program on Human Resources Development must be established. This shall be headed by a qualified executive that likewise assigned to oversee all the personnel and submit periodic report to the president. In the process, the HRD head, in close coordination with the guidance counselor, shall come up with a concrete program plan, devise methodologies and execute direct interventions in the process. These, however, shall be defined clearly in relation to the systematic flow of Institutional leadership from the top executive. The principle of professional accountability and mutual benefit must reinforce the values-motivated personnel. A compensation scheme that gives justice due to each and everyone shall be implemented without harming the budget security of the Institution. The scheme of compensation can be partly monetary and partly credit point of services freely rendered. All the labor must be fairly accounted for in a legal record system for future reward. In the actual set-up, a CPC-Family Multi-Purpose Cooperative can serve to legally account the personnel credit points. This will in return translated into funding grant for the CPCFI scholars and outreach beneficiaries. In this manner, the partly free services rendered by an employee are credited as his scholarship grant to a CPCFI beneficiary.
3. FUNDING REQUIREMENTS AND ITS GENERATION - have to address the priority areas of intervention with the amount vary according to the program thrusts required per se. Each identified areas must have its own proposal for funding either by grant or loan, however, if funds is not sufficient enough, it shall use from the general fund diverting some other appropriations that can be sacrificed until sufficiency is met.
Aside from the operating cost in basic programs, additional budget for the areas of intervention should be provided immediately to start the ball rolling. Deficiency of intervention budget will jeopardize the entire scheme and could be disastrous since every area of intervention is vital component part of the whole system. The complementing relation of each area is more complicated as command and control of its operations is based on different degree levels in terms of program thrusts or emphasis. Budget is very vital in the command and control because it is the prime variable used to navigate in every twist and turn of events
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