Training and Education
The training of management and technical staff is crucial to the development of NEA and its ECs. Likewise, in order to create a sense of belonging for consumer members, NEA is looking at different education programs.
NEA created a compendium of development programs for all types of electrification workers and program professionals. Today, beneficiaries of these learning programs are trained in the latest electrification technologies, management systems, and business practices. For several years, NRECA also conducted seminars and on-the-job trainings in the USA for key personnel of NEA and ECs.
NEA entered into a partnership with the local academic sector, tapping the University of the Philippines- National Engineering Center, the Ateneo Graduate School of Business Center for Continuing Education, and several ECs, to enhance the delivery of training modules for their clients.
In Toledo City, the Cebu III Electric Cooperative, Inc. (CEBECO III) houses the People Development Academy as its training center on corporate culture development.
Bayanihan (Community) Concept
NEA built on the inherent spirit of community volunteerism to accomplish electrification projects. Together, members of the institution and its beneficiary villages worked together to erect poles, string wires, deliver materials, and clear passageways. To some extent, the voluntary assistance extended by rural volunteers could even be considered subsidies for start-up costs.
Compacts of Cooperation between the ECs through Task Force Kapatid (Brotherhood) have been institutionalized since the 80s to accomplish activities like the energization of hard-to-reach barangays and the immediate rehabilitation and restoration of dilapidated or devastated electric distribution lines. The Big Brother-Small Brother Scheme has likewise been applied to help poor performing ECs improve performance. These programs are anchored on the deeply-entrenched traditions of cooperation, unity, and concern among ECs under the leadership of NEA.
Quality Leadership and Collective Involvement
The magnitude of the program necessitated a tough and dedicated NEA leadership to meet the committed performance targets. As a government corporation, NEA is fortunate to have evolved into the organization it is today, thanks to the able minds that have helmed its development. The Administrator, with the support of the Board, plays a crucial role in leading and inspiring employees and EC personnel at the forefront of the REP. The success of the program can be attributed to the close collaboration of the NEA and the ECs in every undertaking.
Strategic Alliance with Stakeholders
NEA’s Multi-Sector Governance Coalition (MSGC) is a vital solidarity mechanism for the REP. The MSGC is composed of internal and external stakeholders that advise the organization on its societal responsiveness. The internal stakeholders represent every pay grade in the organization, while the external stakeholders are composed of 12 EC national associations. The MSGC is involved in the development, recommendation, and implementation of policies, plans, and programs pertaining to ECs.
Earlier this year, NEA employed a local civil society organization (CSO) to gauge the program’s impact indicators on the beneficiaries’ economic growth, poverty reduction, human development, and governance.