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Job Description

Portfolio management

1. Provide technical inputs in the setting of portfolio growth and quality standards and targets

2. Contribute to ensuring portfolio quality are within set standard and/or target

Credit Evaluation

1. Evaluate loan and deposit applications, the partners’ financial condition, credit worthiness and risks

2. Evaluate project proposals based on approved 3BL criteria and indicators

3. Appraise offered loan security and/or ensure property appraisal by licensed appraisers

4. Contact partners and other relevant informants and conduct field visits to validate information in the project application and gather additional requirements

5. Analyze risk and recommend project for approval or disapproval


1. Provide technical inputs in the regular 3BL monitoring of existing projects

2. Identify “red flags” / early signs of problem loan accounts and recommend measures to address the problems to prevent further deterioration

Risk Management

1. Identify potential and actual risks to FSSI investments

2. Conduct regular review of operational and compliance risks of assigned accounts

3. Conduct regular review of credit risk classification of assigned accounts

4. Recommend and implement timely and effective remedial measures

Perform other related tasks that may be assigned from time to time.

Qualification Requirements


College degree preferably with background in Economics, Banking, Finance Business Management and Accounting


At least three (3) years working experience in related fields; has experience working on social enterprises, microfinance, cooperatives, gender and social inclusion, and projects that contribute to attaining the sustainable development goals

Required Skills             

Planning, research, economic analysis, market analysis, financial analysis, feasibility study, environmental assessment, social impact assessment, property appraisal, documentation, accounting, credit operation, remedial management, collection, IT skills

Interested applicants may tender an application letter addressed to the HR and Administration Manager with their curriculum vitae and submit to:

The HR and Administration Unit
Foundation for a Sustainable Society, Inc.
46-E Eugenio Lopez Street corner Samar Avenue
South Triangle, Quezon City

Deadline for submission of application is 27 March 2020. FSSI will reply to shortlisted applicants only.


What's New in FSSI


Directly in charge of the Foundation’s financial resources for operations: governance bodies (General Assembly, Board of Trustees and committees), management and secretariat (FSSI management and staff), and general administration.

The Finance Manager is responsible for accounting and internal control of the Foundation’s assets and real properties (including resources acquired from its development financing operations), commercial portfolio, and cash resources and account maintenance.

Key Result Areas

1. Budgeting/ Budget Monitoring

2. Accounting and Internal Control

3. Monitoring of Investments & Performance of Fund Managers of the Commercial Portfolio

4. Custodianship

5. External Audit

6. Monitoring of Financial Assets Acquired and Accounts Recovery

7. Unit Administration

8. General Coordination and/ or BOT/ Committee Secretariat

Qualification Requirements


Bachelor’s degree in Accounting and a Certified Public Accountant


At least 5 years experience in comptrollership, treasury/ cash management, investments and credit management in a supervisory capacity.

Competencies Required

Technical Competencies

Proficient in the use of utilizing software applications on numbers processing and spreadsheets software 

Working knowledge of banking, labour and taxation laws and rules, accounting principles; current economic market conditions;

Accounting and bookkeeping principles and practices;

Fund management and budgeting skills

Financial analysis, monitoring and evaluation

Project Management Skills

Cost – Benefit Analysis Skills

Partnership Building and Networking Skills

Proficient in the use of MS Office applications

Interested applicants may tender an application letter addressed to the HR and Administration Manager with their curriculum vitae and submit to:

The HR and Administration Unit
Foundation for a Sustainable Society, Inc.
46-E Eugenio Lopez Street corner Samar Avenue
South Triangle, Quezon City

Deadline for submission of application is 03 April 2020. FSSI will reply to shortlisted applicants only.


What's New in FSSI

In view of the implementation of the community quarantine in NCR due to COVID-19, the Foundation for a Sustainable Society Inc. (FSSI) will observe an alternative work scheme to ensure the safety and welfare of our staff and their families and, at the same time, maintain basic office operations to continue to serve our social enterprise partners.

We will continue to assess the situation and make adjustments as needed. For urgent concerns, you may reach us at (+632) 8928 8422 or at

Thank you for your cooperation and keep safe!



Happy new year, everyone!

The start of any year offers us a chance to look back at what we have done in the past year, and to plan for, and look forward to, a fresh start. For FSSI, we are marking the beginning of our Strategic Plan for 2020 to 2024.

In this new medium term plan, we are shifting our focus from geographic- to commodity-based value chains so that we will not be limited only to priority areas, but will instead optimize opportunities from various sectors. Based on their potential for growth and improved outcome, and the presence and involvement of FSSI’s partner social enterprises, members and groups already working on the value chain, we have decided to focus on organic vegetables, cacao, bamboo, and renewable energy. While focusing on these four, we will remain responsive to proposed projects in other value chains.

Our new strategic plan also calls for more initiative in exploring the use of equity investments, in addition to loans, to support selected social enterprises, both those in the start-up and in the growth stages.

As we act on our strategic plans, we recognize the value of multi-sectoral partnerships. Related to this, one of the articles in this newsletter summarizes the lessons of Grow Asia in developing inclusive business in agriculture, such as the importance of building effective working groups which have a good mix of stakeholders (farmers’ groups and co-ops, agri-business, NGOs, government and others). There are also updates on programs of the Department of Agriculture (DA) that aim to support farmers, fishers and agri-entrepreneurs, and especially the youth. We are also sharing here some information on the latest Civil Society Organization Sustainability Index (CSOSI) for the Philippines.

This index looks at the status of the civil society sector based on seven dimensions: legal environment, organizational capacity, financial viability, advocacy, service provision, sectoral infrastructure, and public image.

Rounding up this issue of our newsletter, we also have articles on the relief assistance for Mindanao earthquake victims, which was undertaken by the Mindanao Coalition of Development NGO Networks (MINCODE) and Kapwa Upliftment Foundation, Inc. (KUFI), with support from FSSI, and on recent FSSI institutional events. At the start of the year, we usually greet each other “Manigong bagong taon!” which is commonly translated to “Prosperous new year!” Another translation of “manigo” is to be able to attain what one hopes for, which is very appropriate for us now with our new strategic plan.

So, here’s wishing all of us ‘Manigong bagong taon!’


FSSI updates its logo as its celebrates its 25th anniversary this 2020

Strategic Plan for 2020 to 2024

The Board of Trustees has approved FSSI’s new vision, mission, core values, priority value chains, and strategic goals and objectives for 2020 to 2024. Learning from the lessons of our strategic plan for 2017 to 2019, we are now shifting our focus from geographic- to commodity-based value chains. With the new strategy, value chain development will not be limited only to priority areas but will instead optimize opportunities from various sectors.

Four commodities were chosen based on their potential for growth, improved outcome, presence and involvement of FSSI’s SE partners and members or groups already working on the value chain that we can tap or work with: organic vegetables, cacao, bamboo, and renewable energy. 

With the reassessment of our value chain focus, we also re-evaluated and simplified our vision and mission for brevity and clarity. Our core values were narrowed down to four from six but with the essential characteristics of the former core values still maintained.

VISION: Empowered communities upholding social justice, respecting integrity of creation, and realizing fullness of life

MISSION: To provide social investments to enterprises through the triple bottom line (3BL) strategy


STEWARDSHIP FSSI is committed to exercise responsible management over the resources entrusted to us, taking into full account the interests of society, future generations, and all species. We also promote biodiversity conservation and the protection of the environment.  Sustainability will always guide us in the work that we do.

INCLUSIVITY We recognize the dignity and human rights of all persons regardless of sex, gender,   culture, faith, ethnicity, age, social status or other attributes. FSSI believes in providing equitable treatment and opportunities to all in their access to and control over resources, decision-making and the benefits of development.  FSSI endeavors to facilitate access particularly for the marginalized to increase their capacities and fulfil their potential.

GOOD GOVERNANCE We demand, in all our dealings and in society, the practice of transparency, participation, integrity, and accountability. We strive to create an enabling environment for sustainable human development.

EXCELLENCE We set and demonstrate the highest standards in the performance of our duties and ensure continuing relevance, effectiveness and efficiency. FSSI commits to consistently seek out new and improved ways of partnering with and serving social enterprises and Philippine society.

Project Management Workshop 2020

With almost all of the units with full staff complement, FSSI in January 2020 held a project management workshop to review and enhance existing work processes. The workshop was facilitated by the Center for Humanitarian Learning and Innovation (CHLI) and identified areas for improvement for work efficiency.

Here are some of the suggestions discussed during the workshop:

1. Computerized project development and monitoring systems

2. Online banking and account with a different bank for faster and timely transactions with partner SEs

3. Automated document tracking system including all HR forms

4. Database for institutional knowledge

5. Creation of an occupational health and safety plan

6. Digitization of all finance documents for data security

While all of the resulting discussions were deemed important, FSSI staff evaluated those that need to be prioritized and programmed; urgent actions and persons responsible were identified. As an offshoot of the workshop, the Development Services, Knowledge Management, Advocacy and Communications (KMAC), and the Monitoring and Evaluation (M&E) units held another working session where they reviewed and established common understanding on processes in the delivery of FSSI’s development services and drafted standard work operating procedures.


(Photo by the Department of Agriculture-Agricultural Credit Policy Council)

The Department of Agriculture (DA) has launched two new loan programs aimed at addressing the needs of small farmers and fisherfolk and encouraging the youth to go into agriculture.

The Kapital Access for Young Agripreneurs (KAYA) Program will finance capital requirements of start-up or existing agri-based projects of young entrepreneurs and agri-fishery graduates who are 18-30 years old. KAYA offers up to P500,000 loan per borrower, payable in not more than five years at 0% interest, with a management fee of not more than 3.5%.

The Agri-Negosyo Program, meanwhile, will finance income-generating agri-fishery activities and working capital and/or fixed asset acquisition requirements of individuals/sole proprietors, partnerships, corporations, and cooperatives whose owners or members are marginal or small farmers and fisherfolk. Agriculture Secretary William Dar said the program will help individuals or enterprises that want to scale up their business. 

Under the program’s Micro Agri-Negosyo Loan facility, borrowers may loan up to P300,000 payable up to five years and channelled through the Agricultural Credit Policy Council’s lending conduits.  In the Small Agri-Negosyo Loan facility, borrowers can avail of loan amounting to P300,000 up to P15 million payable depending on the loan purpose and channelled through government financial institutions.

The two programs each have an allocation of Php 1 billion. For details on how to avail of loans, click here.  (Source: DA-ACPC)


Overall CSO Sustainability Index for the Philippines

The Philippine civil society sector continues to boast of highest level of sustainability in the Asian region compared with eight other counties covered in the 2018 Civil Society Organization Sustainability Index.

The Philippine CSO sector is strongest in terms of sectoral infrastructure and is weakest in terms of financial viability. While the sustainability score did not change notably in 2018, scores for the legal environment, advocacy, and public image dimensions all deteriorated.

The study looked at seven (7) dimensions to determine the sustainability of the civil society sector: Legal Environment, Organizational Capacity, Financial Viability, Advocacy, Service Provision, Sectoral Infrastructure and Public Image. A panel of experts working with CSOs were convened to rate the sustainability of the sector in these 7 dimensions, using a rating scale of 1-3 for ‘Sustainability Enhanced’, 3.1 to 5 for ‘Sustainability Evolving’ and 5.1 to 7 for ‘Sustainability Impeded.’  The CSO Sustainability Index methodology relies on CSO practitioners and researchers, who in each country form an expert panel to assess and rate these dimensions of CSO sustainability during the year. The Philippines’ rating for 2018 is 3.5, a further decline from its 2017 score of 3.4, and 3.3 from 2014 to 2016.

The CSO Sustainability Index methodology was developed by the USAID and reports on the strength and overall viability of CSO sectors in more than 70 countries. In the Philippines, the Caucus of Development NGO Networks (CODE-NGO) has been commissioned since 2014 to produce the report.

You can view the summary here and download the full report here.


The Foundation for a Sustainable Society, Inc. (FSSI), in partnership with the Mindanao Coalition of Development NGO Networks (MINCODE) and Kapwa Upliftment Foundation, Inc. (KUFI), has delivered relief assistance to 1,500 earthquake stricken-families in the municipality of Makilala in North Cotabato.

In October 2019, a series of strong earthquakes struck the province of Cotabato and its vicinity. It started with a magnitude 6.3 quake on October 16, followed by a magnitude 6.6 quake on October 29, compounding the damage. A magnitude 6.5 tremor struck two days later. Twenty-three (23) people were reported killed while over 38,000 homes were destroyed, displacing thousands of families.

To support the relief efforts, FSSI donated Php 200,000 in November 2019 through its member MINCODE, which facilitated coordination among civil society organizations in Mindanao responding to the earthquake survivors. MINCODE worked with its member KUFI, a social development organization which has been working in Makilala in partnership with indigenous peoples communities and local governance units.

FSSI’s financial assistance enabled MINCODE and KUFI to provide hygiene kits for 1,500 families in six barangays in Makilala: Barangays Buhay, Buenavida, Batasan, Biangan (commonly referred as 4Bs), Malasila, and Old Bulatukan. The relief provided was based on the needs expressed by the affected families and the local Disaster Risk Reduction Office.

“FSSI stands ready to support the people of Mindanao, especially during emergency situations. But a lot more needs to be done to help the survivors of the earthquakes fully recover from the disaster. It would entail concerted effort from the government, the business sector and civil society groups in the region like MINCODE and KUFI,” said FSSI Executive Director Sixto Donato C. Macasaet.

A total of 569 households (32.66%) in the 4Bs are IPs living at the foot of Mt. Apo, with farms inside their ancestral domain. The quakes rendered the majority of their homes destroyed and unsafe, which forced them to stay at temporary shelters and evacuation sites. Landslides resulting from the tremors also devastated their farms and disrupted their livelihood.

The local government of Makilala has allowed the return of residents whose houses are not in identified high-risk zones. Temporary learning spaces have also been constructed in schools. However, KUFI’s Executive Director Alma dela Paz shared, many families continue to live in evacuation camps or makeshift tents awaiting for government support to rebuild their homes, farms, and lives.

Photos and data are from the narrative report submitted by MINCODE Executive Director Ms. Raizsa Mae Anayatin and Kapwa Upliftment Foundation, Inc. to FSSI. For questions or concerns, or donations to support the cause, please get in touch with us at or (+632) 8928 8671.


Barefoot Farmers’ Garden Freddie Ayawan is a supplier of the convent of the Religious of the Good Shepherd, a famous delicacies outlet in Baguio City

The Philippines has embraced the concept of inclusive business as an effective approach for large- and medium-size companies to provide more opportunities for the poor to participate in the growth process, particularly for the agriculture sector which has had dismal growth in the past decade.

As defined by the Food and Agriculture Organization of the United Nations (FAO), inclusive business models (IBMs) promote the integration of small holders into markets with the underlying principle that there are mutual benefits for poor farmers and the business community. The “inclusive” element relates to the constraints of linking commodity-dependent smallholders and small enterprises to markets, while the “business” element relates to mainstreaming business tools and private sector approaches into agricultural development. (FAO, 2015)

In its report released in 2019, Grow Asia distills its learnings from the multiple inclusive business value chains with which it has been involved. It also draws lessons from independent case studies of mature value chain projects in its network.

Grow Asia notes building IBMs in agriculture is a long-term investment that requires sustained attention, often with the close coordination of multiple stakeholders. When done successfully, it is a powerful catalyst of rural transformation. However, it says creating an IBM and a strong supply chain in agriculture will often be a 4 to 8-year endeavor. Progress can be steady, and impact delivered at scale – but it is not immediate.

Here are the key lessons it outlined for working group partners in its Inclusive Business Roadmap:

1. Align Stakeholders  

  • For an effective delivery of IB, there must be representation from key stakeholders across the value chain, accountable leadership with clear roles and responsibilities of members.
  • Prior to investment, there must clarity of purpose and shared objectives. Stakeholders must align on the ‘what, why, and how’ and there must be common understanding of relevant industry information, trends and market data, agenda for action with strategic rationale, and agreement on structure, process, and means of action, which often includes small groups with discrete tasks.

2. Design the Model

  • A proven demand in the market is a must and prerequisite for any project. No demand, no business model. However, this is only half of the equation success. IBMs must deliver sustained incentives for all players along the value chain for economic sustainability.
  • Market requirements and linkages must be established upfront to support farmer groups to align their activities and ensure buyers clearly communicate their expectations.
  • Design access to finance for smallholder famers. In the pilot stages of an intervention, the lead company will usually provide loans to the farmers, but as the project scales up, it is often necessary to develop partnerships with financial institutions. Financial solutions need to be adapted to the business economics of the crop, farmer, and route-to-market.
  • Ensure that there are no constraints in the regulatory or policy environment that could create unmanageable risk for small-scale players. Policies can unintentionally create imbalanced risks for smaller-scale players. It’s important they are not over-exposed to market risks.

3. Build the Business

  • IB models often succeed when they result in sustained increases in on-farm productivity. This, in turn, leads to the lowering of unit costs, increasing volumes and the achievement of consistency in quality and sustainability. Most smallholder farmers are only achieving one-third of commercial yields, resulting in high unit costs and barriers to investment.
  • In nearly all instances, IB models with scaled impact and sustained profits have required the presence of a lead firm (either an upstream input supplier or downstream buyer) with a business interest in increasing on-farm productivity and sourcing agricultural products.
  • Non-profits, foundations, and governments can play a strong organizing and enabling role. In certain situations, they can play a strong role in organizing farmers and incubating and funding pre-commercial activities. They cannot, however, act as a substitute for a market player over the long-term.
  • No one solution fits all value chains. IB and/or conventional business models (or parts of the business model) can be replicated in similar market contexts. Product economics, market dynamics, and local social structures all factor into the IB solution. Ultimately, the functional efficiency of the solution, and the profit it generates, are more important than its form or structure.
  • When feasible, bring international standards testing to local markets. Locally available testing for international standards can create a platform for aspiring producers to meet the standards and compete with imported produce.

4. Execute, Measure and Scale

  • Begin small, with pilots in numerous locations, and with multiple farmer groups. Not every location or farmer relationship will work. Piloting in multiple locations with a variety of farms will widen the learning and mitigate start-up risk.
  • A high level of distrust between farmers and agribusinesses often exists, which can be a barrier to famer participation. The lack of trust exists for off-takers concerned about side-selling and growers in their relative disadvantage in negotiating fair prices. Trust can be built, or rebuilt, through sustained, face-to-face engagement over time. It can alternatively be substituted by using trusted, (generally) local intermediaries.
  • All business models have natural competitive boundaries and limits to scale by the finite size of the lead player’s market demand.
  • Explore ways to scale the IB model. From Grow Asia’s experience across the network, there are four Pathways to Scale: Institutionalization, Business mainstreaming, Replication, and Catalytic financing.

You can download the full report of Grow Asia here.

Grow Asia was established by the World Economic Forum, in collaboration with the ASEAN Secretariat, to bring together farmers, governments, the private sector, NGOs and other stakeholders in Southeast Asia to convene, facilitate and help scale inclusive agriculture value chains as well as multi-stakeholder sectoral coordination.


The Project Officer drives marketing and promotion of FSSI’s financial services among target social enterprises (SEs) and is responsible for market scanning and generating project leads, assisting potential partners in developing project applications consistent with FSSI’s triple bottom line criteria, reviewing loan applications for completeness and accuracy, monitoring project performance and working across functional units to support the growth of SE partners. 


A. Marketing

1. Conduct industry scanning to inform the development of marketing plans

2. Write and present marketing plans to FSSI management  

3. Deliver marketing activities that effectively generate project leads 

4. Leverage communication assets including FSSI’s website, social media, and events to promote understanding of FSSI’s financial services to potential partners  

5. Coordinate and analyze data from FSSI activities, partner databases and other sources to maximize reach and monitor outcomes of marketing efforts 

B. Project Development

1. Handle loan and deposit inquiries, ensuring thorough understanding of the project application process and requirements 

2. Gather required documents, ensuring that the project purpose and activities are well explained 

3. Validate information provided and scrutinize loan applications for adherence to FSSI’s triple bottom line criteria 

4. Write a substantive Triple Bottom-line assessment of the project application and endorse it for credit review

5. Consolidate and present project application reviews to FSSI management    

6. Ensure that partners’ concerns related to the application are handled in a professional manner at all times

7.  Assist partners in developing project monitoring plans 

8.  Ensure that the result of each project application is communicated clearly and expediently through official channels  

9.   Facilitate completion of loan documentation requirements upon project approval 

10.  Ensure that partners comply with project terms prior to release of funds

11.  Secure confirmation of project work plans, amortization schedules and reporting milestones  

C. Business development service

1. Conduct diagnosis of the organization and business operation of selected partners

2. Develop strategies and recommendations for business development

3. Provide advisory and other technical assistance to selected partners

4. Assist in the delivery of business development services by in-house and/or external service providers

D. Relationship Management 

1. Establish open communication lines and nurture pleasant working relationships with partners 

2. Facilitate and ensure complete documentation of project contracts and compliance to the terms and conditions of approved projects 

3. Conduct monthly check-ins via face-to-face meetings or phone calls to update on the partner’s project activities 

4. Write and transmit to partners the minutes of meetings or summaries of verbal agreements via email within 24 hours 

5. Facilitate drawdown requests and check releases efficiently 

6. Track and flag the amortization schedule to partners 

E. Project Monitoring and Reporting 

1. Monitor and report loan utilization 

2. Write and present project updates, reports and briefing papers  

3. Collate, analyze and report project data based on agreed monitoring and reporting plans 

4. Monitor critical projects and initiate/recommend interventions

5. Maintain and update project files including documentation (pictures and reports) of all partners 

F. Performs other related function as may be assigned from time to time 


EDUCATION: Bachelor’s degree preferably in Economics, Business, or Marketing 

EXPERIENCE: 5 years work experience in similar positions.  Background in project management, business operations or social enterprise development, development financing, monitoring and evaluation.  Familiarity with organizational development and cost management.  Proven competence in project planning, research, and development; Marketing; Monitoring and Evaluation, Client Service  

SKILLS: Strong communicator and connector, detail-oriented, very organized, calm, excellent presentation skills, team player, critical thinker and ability to manage parallel projects 

Starting rate: minimum of P 34,700 during probation

Interested applicants may tender an application letter addressed to the HR and Administration Manager, and together with their curriculum vitae submit to:

The HR and Administration Unit

Foundation for a Sustainable Society, Inc.

46-E Eugenio Lopez Street corner Samar Avenue

South Triangle, Quezon City

Deadline for submission of application is on January 10, 2020.