Why JCI Manila Is Setting Its Sights on PCNC Accreditation

At the Chairmen & Commissioners’ Bootcamp and Induction, held on Wednesday, January 7, 2026, Carlo Chen-Delantar delivered a talk that stood out not because it promised more projects, but because it challenged the organization to do things right, with discipline, clarity, and intention.

Speaking as the 2025 JCI Manila Executive Treasurer, Carlo reframed the role of finance in the organization. Rather than a reactive function that steps in only when funds are needed, he positioned finance as a strategic backbone that enables sustainability, credibility, and long-term impact.

Drawing from his experience across two very different worlds, the NGO sector through Waves for Water and the venture capital space through Gobi Partners, Carlo challenged the audience to rethink how JCI Manila plans, raises funds, and governs itself, especially within the realities of a one-year leadership cycle.

From Experience to Intention

Carlo shared how his work with Waves for Water, an organization focused on expanding access to clean water, exposed him early to the realities of governance, transparency, and fiscal accountability. On the other end of the spectrum, his exposure to Gobi Partners, a venture capital firm scaling startups across Asia, sharpened his understanding of efficiency, data-driven decision-making, and operational discipline.

These two perspectives shaped a clear intention. It was to bring NGO discipline and VC rigor into the heart of JCI Manila, so the chapter can grow sustainably year after year.

Understanding the Real Role of the Executive Treasurer

One of the most important clarifications in Carlo’s talk addressed a long-standing misconception. The Executive Treasurer is not the finance head of individual projects, not solely liable for project finances, and not the default source of funds.

Instead, the role is defined by stewardship. The Executive Treasurer serves as the custodian of chapter funds, the main chapter fundraiser, a partner to auditors, and a core member of the Secretariat responsible for internal chapter operations alongside the Secretary General.

When finance is misunderstood, it becomes a bottleneck. When it is understood properly, it becomes an enabler.

One Year to Lead, Many Years to Build

Carlo openly acknowledged one of JCI’s greatest strengths and challenges, leadership turnover every year. While this keeps the organization dynamic, it also creates risk. Data gets lost, systems reset, and lessons are relearned.

He identified recurring pain points that must be addressed intentionally. These include the lack of consolidated data, inconsistent financial practices, the pressure of short-term leadership, and the long-term consequences of financial sustainability on Secretariat operations and organizational credibility.

With only one year to lead, Carlo asked, can each Board still elevate the organization by standing on the shoulders of those before them?

The Importance of Data and Structure

At the center of Carlo’s framework was data. Without understanding total projects, average spend, annual operating expenses, and collection rates, decision-making becomes reactive instead of strategic.

Finance, programs, and governance function as interconnected pillars. One cannot be strengthened without the others. Learning from past Boards and Executive Treasurers is not optional. It is essential if JCI Manila wants to avoid repeating the same structural challenges year after year.

Making the Ask Make Sense

Carlo then walked the audience through the anatomy of a proper fundraising deck. Every proposal must follow a clear flow: mission, vision, programs, partners, and only then the ask. Skipping steps weakens credibility. The ask must never come before clarity.

He outlined common fundraising vehicles such as galas, charity auctions, fun runs, sponsorships, adopt-a-project packages, and CSR partnerships. He also emphasized a critical reminder. Effort does not always equal funds. More activities do not automatically lead to better results. Understanding balance, return, and sustainability matters more than doing everything.

A key highlight was his breakdown of donor profiles. Corporate, government, and individual donors operate with different motivations and expectations. Treating all donors the same, Carlo warned, is a costly mistake.

Governance, Sustainability, and the PCNC Direction

Carlo grounded the discussion in a sobering statistic. Only 0.67 percent of registered NGOs in the Philippines are PCNC-accredited. Out of more than 64,000 NGOs nationwide, only a small fraction meet the rigorous standards of governance, transparency, and fiscal responsibility required for accreditation.

JCI Manila is not yet PCNC-accredited, but Carlo framed this reality not as a shortcoming, but as a clear direction.

For him, PCNC accreditation represents institutional maturity. It demands clean processes, disciplined financial systems, credible reporting, and governance structures that endure beyond any single Board or presidency.

Why JCI Manila Should Aim for PCNC Accreditation

Aiming for PCNC accreditation is not about labels or prestige. It is about building systems that last.

In a chapter where leadership changes annually, PCNC-aligned practices introduce continuity. Documented policies, audited financials, and consistent reporting ensure that progress does not reset each year, allowing every Board to build on the work of those before them.

It also elevates fundraising from ad-hoc efforts to strategic partnerships. By moving toward accreditation, JCI Manila positions itself as a credible and investable partner for corporations, institutions, and government agencies.

Most importantly, aiming for PCNC accreditation is an investment in long-term sustainability. It ensures that impact today does not come at the expense of stability tomorrow.

PCNC accreditation, in this sense, is not an endpoint. It is a north star that challenges JCI Manila to continuously elevate how it governs, plans, and sustains itself.

Raising the Standard

Carlo closed his talk with grounded reminders that resonated across roles. Savings create flexibility. Planning leads to savings. Learning from past Boards prevents costly repetition. Strong sponsorship and membership packages are built through clarity, not desperation.

Every project, he stressed, must be investable, clear in purpose, measurable in impact, and executable in reality. Funding follows trust, and trust is built through discipline.

Carlo Chen-Delantar’s talk at the Chairmen & Commissioners’ Bootcamp and Induction was not about raising more money. It was about raising the standard of how JCI Manila plans, asks, governs, and sustains itself.

In a chapter driven by energy and ambition, his message served as a timely reminder.
Long-term impact is built not only by strong leaders, but by strong systems that allow leadership to thrive year after year.