SUSTAINABLE COMMUNITY DEVELOPMENT ORGANIZING … CO manual 2001version.pdfactivities of the individual households, the barangay officials, the Municipal Project Team, UDP and other

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SUSTAINABLE COMMUNITY DEVELOPMENT ORGANIZING MANUAL 2ND VERSION MS. ANAMI C. CANAG COMMUNITY ORGANIZING SPECIALIST APRIL 2001

_______________________________________________________________________________________ Prepared by Anami C. Canag, TA/Community Organising Specialist, UDP ALA 97/68

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INTRODUCTION __________________________________________________________________________________

The Upland Development Programme in Southern Mindanao (UDP) is a special project of the Department of Agriculture (DA) which is being supported by the European Union. This is a six-year successor programme of the Southern Mindanao Agricultural Programme (SMAP) which ended in 1997. Both Programmes are concerned with upland resource regeneration, particularly in the selected upland communities in Southern Mindanao where most farmer peasants continue to wallow in destitution.

UDP’s objectives are to develop and test replicable model for sustainable management of the natural resources in the uplands of Region XI and to enable upland communities to address their subsistence needs and to produce new marketable surpluses through sustainable market-led production.

The Programme has six major components, namely: Resource Management;

Sustainable Agriculture Development; Community Development, Institutional Development and Extension; Rural Financial Services; Agricultural Infrastructure Support; and Marketing and Enterprise Development. Each component has divergent techniques and approaches to contribute to the attainment of the Programme goal.

Basically, UDP relies on upland communities as the primary instrument of planned change. These are to become the basic units of action, its leaders and members as key actors in the community and natural resource regeneration process. Upland dwellers should not remain at the receiving end but should also be in the forefront catalyzing, implementing and managing the development process. To prepare the community for its role, individuals, groups and organisations should be educated, trained and developed to sustain the development and management of the community resources even after the Programme is phased out.

UDP believes that for this to materialize it has to design and test a community

development model that emphasizes the efficacy of recognizing that process and results are equally important. As such, it introduced the Sustainable Community Development Process (SCDP) as an integrating mechanism of all components activities for a holistic development of the uplands.

SCDP builds on the experiences of the SMAP Community Development

Process and intends to enrich the model by organizing and strengthening upland communities and community-based organizations, respectively. The application and testing of this process in, more or less, 480 watershed communities in Southern Philippines would provide rich and profound insights on community organizing in the upland and on sustainable development specifically in the areas of agriculture and resource management.


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PART 1: THE SUSTAINABLE COMMUNITY DEVELOPMENT PROCESS (SCDP) __________________________________________________________________________________ 1.1 What is SCDP?

SCDP is a process where community organizations are empowered to realize community goals and enabled to sustain the development and management of the upland resources.

The process adopts the community organizing’s iterative and cyclical steps of

problem identification, deciding on best solutions, action, reflection and back to action.

It adheres to the principles of participation, experiential or hands-on learning,

systematic and data-based decision-making and shared or democratic leadership. The empowerment process is deemed sustainable because it educates, informs

and raise the level of people’s awareness. Once consciousness level is elevated, they are conscienticized and motivated to act on short-term concerns or trust-building activities . Then they make long-term plans, get organized and execute their community plan to achieve desired goals. On the process, their organization is strengthened through enhancement of values, knowledge, skills, technology and access to credit and market. The organization is developed overtime, systems and structures are improved and institutionalized. Given this ample preparation, the organization is deemed ready to take on the responsibility of community management even without UDP’s support. 1.2 Phases of SCDP

The SCDP is divided into five (5) phases, more or less generic staging of activities within the Programme duration.

Pre-Entry and Entry/Integration Assessment and Planning Implementation, Monitoring and Evaluation Consolidation Exit


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UDP intends to introduce a variation to this universal phasing by adopting the

Community Organizing (CO) approaches in every phase of developing the watershed community. This would mean applying methods and processes of CO in the execution of programme concerns like agriculture, marketing, credit, infrastructure support and resource management. The community organising steps give flesh to each phases of the SCDP. Part II of this manual discusses the purposes and detailed activities for each step and likewise, specifying some guidelines for the Local Government Unit (LGU) Agricultural Technician (AT) who is tasked as the Community Organiser.

Although the CO process is presented in a step by step progression, actual

field situation may not necessarily follow strictly the sequence considering the complexity of the human dynamics. For example, Step 3: Community Immersion and Integration; and Step 4: Leadership Identification can be undertaken simultaneously by the AT upon entry in the community. While doing activities that leads to his/her integration with the community such as engaging in groups’ discussions, house to house visits and small talks, the AT can already run the sociogram and gets some idea on the existing leadership profile. In like manner, if the AT has been assigned to the community for quite a time and has established rapport and became familiar with the situation, he/she may skip steps 3 and 4 and go to step 5, which is community mobilisation. This is simply motivating the people to act on the most urgent needs or problems they had identified and collectively validated.

The estimated timetable is applicable to one barangay at an average of four (4)

sitios. The timeline for each step had considered the difficulty in synchronizing the activities of the individual households, the barangay officials, the Municipal Project Team, UDP and other concerned stakeholders.

The Sustainable Community Development Organising flow is, likewise, illustrated in Figure 4.

1.3 Component Activities by SCDP Phase

At various phases of SCDP, community organizing activities revolve around component activities. These activities by different management level include but are not necessarily limited to the following:


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MATRIX 1

SCDP : PHASES AND ORGANISING STEPS

SCDP Phase SCDO Steps Steps in Leadership and Organization Development

Estimated Duration

PHASE 1 Pre-entry

1. Preparatory Activities

4 weeks

2. Community Orientation/Information Education Campaign

Contact leaders Identification

3.Immersion/Preliminary Social Investigation

Existing and potential leaders Identification

Entry & Integration

4. Community Mobilization Core Group formation e.g. PRA team, SLG

4 weeks

1. Data Collection/organization

Core Group Training on PRA and data analysis

3 weeks

PHASE 2 Community Assessment 2. Community Profile Validation Community Facilitators

(CFs) Training on Planning

2 weeks

Community Watershed Planning

4. Sitio Development Planning -CFs assisting in planning - Organization of Upland Community Organization (UCO) - Some/all CFs subsumed in the UCO structure as officers/committee head or member

4 weeks

5. Cluster Land Use Planning - Formulation of Cluster Land Use Plan by UCO Officers - Organization of Upland Barangay Association (UBA)

2 weeks

6. CWP Review and Approval -Ratification of the CWP by General Assembly

2 weeks

7. Farm Planning -Formation of key commodity farmers group e.g. Coffee-growers group

4 weeks

8. Project Development and Approval

- Formation of Project Management Teams

12 weeks


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PHASE 3

Implementation, Monitoring and

Evaluation

9. CWP Implementation, Monitoring and Evaluation 10. Strengthening the Organisation

- Implementation of projects by UCO and UBA Work Committees and PMTs - Organization of FSC - Conduct of formal and informal training for UCO and UBA officers, work committees and PMTs -Representation of UCO/UBA to the BDCs/MDCs

3 - 4 years

PHASE 4 CONSOLIDATION

11. Alliance-building and Networking

- UCO/UBA/FSCs formed linkages with government, business and financing institutions, Non-government and Peoples Organizations for financial, technical and policy support

3 - 4 years

5. EXIT 12.Programme Evaluation and CWP Review/Updating

- Programme evaluation and review/updating of CWP by UCO/UBA

6 months


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1. Resource Management SCDP Phases ACTIVITIES PMO PPO MPO UBA UCO Community Pre-entry/Entry 1.Finalize watershed

selection criteria 2. Prepare MOA between UDP and LGU 3. Provide PPOs with topographic maps, if need be 4.Determine RM data sets/PRA tools for Sitio Profiling

1.Form validation team at provincial level 2. Prepare barangay and topo maps for the validation team 3. Spearhead site validation by provincial team 4. Refine 1st version of Sketch Map and prepare slope, elevation and soil map for the sitio

1.Recommends watershed communities 2. Provides Barangay maps to validation team 3. Gather secondary data on RM

1. Guide the validation team during site inspection 2. Draw Sitio Sketch Map

Assessment/Planning 1.Design and program Information and Education Campaign (IEC) on CBFM, CADC and Environmental issues with DENR

1. Coordinate field activities with DENR and MPO re IEC 2 Assist in the conduct of IEC 3. Orient the MPOs on the short-term

1. Coordinate and assist in the conduct of IEC 2. Facilitate the PO formation at the cluster level 3. Coordinate at the sitio level and

1. Attend IEC meetings and actively participate in EAC planning 2. Community decides on Interim PO structure and officers


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2. Coordinate with CID/SIDE tactical approaches on PO formation 3. Design and program Perimeter Survey 4. Provide guidelines on GPS recordings post processing of data and maps 5. Follow through with SEC the POs registration and with DENR the issuance of tenurial instruments 6.Prepare physical profiles of targeted sites based on validation results to serve as inputs to PRA 7. Prepare training design/schedule on Land Use Planning 8. Design/program RM communal or

approaches to PO formation 4. Coordinate and facilitate the conduct of perimeter survey with DENR and MPO 5. Collaborate with Survey team in the data processing and maps preparation thru GIS 6. Oversee the installation of monuments 7. Facilitate submission of application papers for tenurial instrument to DENR and for PO registration to SEC 8. Add on to PMO-compiled profile other maps and physical data at PPO for distribution to MPO

assist in the conduct of perimeter survey 4. Coordinate the monuments installation 5 Facilitate the completion of SEC registration requirements 6. Compile and review secondary data and profile of sitio prior to PRA 7. MPT actively participate in Land Use Planning 8.. Facilitate the PRA of biophysical resources at the sitio level 9. Facilitate the conduct of Community Watershed Planning 10 Facilitate the implementation of

1. Implements trust-building

1. Implements trust-building

3. Community leaders and volunteer assist in perimeter survey and installation of monuments 4. PO officers fill out the application forms for SEC registration 5. Prepares the ff.: - Sketch Map (

2nd version) - Resource Map - Existing Land

Use Map 6. Initiates the implementation of trust-building projects through “bayanihan” 7 Actively participate in Community Land Use Planning


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trust-building projects e.g.: - Tree Planting

along boundary lines and river banks

- Communal nurseries

- SWC measures 9. Reviews CWP (Land Use Plan 10. Reviews CWP (Land Use Plan

9. Facilitate the conduct of Land Use Planning for MPTs at the provincial level 10. Oversee the PRA of biophysical resources 11. Assist in the conduct of Community Watershed Planning 12.Oversee the conduct of trust-building projects 13. Assist in Project proposal preparation 14.Reviews CWP (Land Use Plan 14. Review Project Proposals

trust-building projects 11..Reviews CWP (Land Use Plan) 12.Facilitate the preparation and review of project proposals

projects at the cluster level 2. Prepares project proposal for communal projects at the cluster level

projects at the sitio level 2. Prepares project proposal for communal projects and facilitate individual projects at the sitio level

Implementation/ M & E

1. Monitor project implementation 2. Provide operational guidelines on land use and forest management

1. Monitor project implementation 2. Operationalize technical guidelines for the MPOs 3. Coordinate and link POs with

1 Oversee project implementation 2. Assist POs in linkage development and resource mobilization

1. Implement cluster Land Use Plan 2. Link with resource institutions for technical and

1. Implement Sitio Land Use Plan both communal and individual projects 2. Link with

1. Actively implements RM projects as contained in their respective CWPs


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preparation thru GIS 3. Coordinate with resource institutions for possible POs networking 4. Formulate guidelines for multi-sectoral environmental impact assessment 5. Conduct technical training program-wide or by PPO for RM concerns 6. Draft guidelines for: - RM component review and evaluation - Land Use Plan Updating and Management

resource institutions 4. Operationalize EIA 5. Facilitate technical training for MPTs and POs on RM concerns 6. Conduct training workshop on Land Use Plan Updating and Management for MPTs

3. Actively participate in RM trainings conducted by UDP 4. Conduct Training on Land Use Plan Updating and Management

financial assistance 3. Actively participate in RM trainings conducted by UDP 4. Conduct Cluster Land Use Plan Review and Updating

resource institutions for technical and financial assistance 3. Actively participate in RM trainings conducted by UDP 4. Conduct Sitio Land Use Plan Updating

Consolidation Facilitate resource institutions and UBAs program or project tie-ups program-wide

Facilitate resource institutions and UBAs program or project tie-ups at the provincial level

Facilitate formulation and implementation of LGU’s Resource Management Plan of the LGUs

Resource Management Committee of UBA spearheads linkaging with other resource

Resource Management Committee of UCO spearheads linkaging with other resource

Actively implements programs and projects of other support institutions


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institutions institutions Exit 1. Spearhead

program-wide review of RM components

1.Facilitate the province-wide review and evaluation of RM components

1. Facilitate the community-level review and evaluation of RM components

1. Resource Management committee at cluster level review and evaluate their programs and projects 2. Prepare Resource Management Plan at cluster level

1. Resource Management committee at sitio level reviews and evaluates their programs and projects 2. Prepare Resource Management Plan at sitio level

MARKETING AND ENTERPRISE DEVELOPMENT SCDP Phases PMO PPO MPO UCO UBA Community Pre-entry/Entry 1.Prepare MED

primer/briefing material 2. Identify marketing data sets and PRA tools for sitio profiling 3. Include in sociogram the key actor in marketing

1. Orient LGUs on MED 2. Construct Commodity Flow upon site visit

1. Recruit MPT member with marketing skill 2. Gather secondary data on marketing 3. Brief Barangay Council and Sitios on MED, if need be 4. Identify/probe key players in business/marketing in community

1. Provide info on commodity flow and key players in marketing and business within community


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Assessment/Planning 1.Prepare Market Situationer or Commodity Profile 2. Monitor the marketing plan in CWP 3. Identify areas for staff and beneficiary training 4. Design AMIS/ other marketing support activities 5. Improve or quantify MED OVIs 6. Review of project and component document 7. Prepare enterprise diagnostic tools and marketing tools 8. Prepare enterprise development manuals 9. Prepare market research instruments 10. Design tools in evaluating AMIS 11. Prepare component framework 12. Prepare commodity profiles & project prototypes 13. Undertake

1. Hands-on training of MPTs/MSOs on: - data collection and analysis for MED - id of projects and service/commercial center 2. Review Marketing plan in CWP 3. Assessments on existing enterprises 4. Research and disseminate updated market technology 5. Periodic scanning of market environment 6. Assist in the preparation of marketing and/or business plans for individual and group enterprises 7. Provide inputs in market/business planning with the communities 8.

1. Hands-on Training of Core Groups on: - data

collection and analysis

- id of project for marketing

2. Assist farmers in identifying market-led products 3. Review CWP

1 Provide and collect marketing information for Sitio Profile 2. Formulate CWP incorporating marketing plan 3. Organize Marketing Committee


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business development assessments

Implementation/ M & E

1. Facilitate conduct of observation tours and MED-related training 2. Orient PPOs on community-based AMIS concept and operation guidelines 3.Monitor / provide interventions on marketing of on and off-farm projects 4. Organise product development, market linkage and promotion activities 5. Develop and establish marketing information database 6. Train PPO staff in the operation & maintenance of marketing database 7.

1. Facilitate the conduct of PPO level MED-related training 2. Install and operationalize community-based AMIS at provincial and municipal levels 3.Monitor/provide interventions on marketing of on and off-farm projects 4. Conduct marketing related training programs to the LGUs 5. Facilitate market linkage and market matching activities 6. Train LGU staff in the operation & maintenance of marketing database 7. Organise LGU staff training including study tours & cross-visits

1.Facilitate the conduct of community level MED-related training 2. Install and operationalize community-based AMIS at community level 3.Monitor/provide interventions on marketing of on and off-farm projects

1. Marketing Committee assist in MED-related training 2. Disseminate market info to farmers 3. Implements marketing projects

1. Marketing Committee assist in MED-related training 2. Disseminate market info to farmers 3. Implements marketing projects

1. Participate actively in MED-related training 2.provide regular marketing information to members

Consolidation Exit


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PART I

THE COMMUNITY ORGANISING (CO)

CONCEPTUAL FRAMEWORK 1.1 CO Defined Community Organising is both a method and a process applied and engaged into by the Community Organising (CO) Worker and the upland community organisation, respectively. In the context of UDP. method refers to the various interventions of the Local Government Unit (LGU) Agricultural Technician (AT) to help individuals, groups and organisations to engage in collective actions to solve community problems in a participatory manner. This entails immersion in the community, personally studying and identifying the problems, planning the tasks/interventions and mobilising the community towards a common development goal consistent with UDP purpose. As a process, it refers to the community’s progressive cycle of identifying, clarifying and prioritising needs and problems, formulating alternative solutions, deciding on the best option, organising for collective action, implementation, monitoring, evaluation and reflection on experiences. 1.2. Objectives

The primary aims of CO in upland communities are to organize people to become partners in UDP implementation and eventually, to empower them. Particularly, CO aims to:

2.1 forge a strong partnership between the community and the supporting institutions 2.2 transform behavioral patterns and attitudes of individuals and groups into more productive and collaborative outlooks 2.3 educate, conscientisize and motivate people to take actions for the improvement of their situation 2.4 improve or develop their capability to effect and manage changes in their community

1.3 The Client System

Client refers to the 480 target upland communities located in the upper portion of microwatersheds where majority of the resident is engaged in subsistence farming and resource-based livelihood. 1.4 The CO Model


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Essentially, UDP is designed for the development of upland or watershed communities. As a community development programme, it has specific approaches, techniques and methodologies to achieve the programme’s goal. One of these approaches is Community Organising,thus illustrating the use of CO as a mean to achieve the UDP purpose.

CO practitioners had identified several approaches to organising and one of these approach is project-based. This means making use of community development projects such as UDP as entry point to people empowerment. Hence, the UDP CO model is a mean to achieve both the UDP goal and the empowerment of watershed communities and organisations in the long term.

The Programme will develop and test the Community and Institution Development Model which is two-pronged: the first, toward building communities and organisation; and the second, toward institutional strengthening and co-optation, for a more focused upland development interventions. Figure 1 illustrates the interaction of the major stakeholders, the envisaged interventions and the expected results of the dynamics.

As shown, the AT is the immediate Change Agent whose position at the centre denotes his/her brokering function i.e. between the community and the support institutions and his/her catalytic role in the development of capabilities of communities and institutions.


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FIGURE 1

THE COMMUNITY AND INSTITUTION DEVELOPMENT

MODEL

WATERSHED COMMUNITY

CHANGE AGENT (AT)

SUPPPORT INSTITUTIONS

• DEVELOPED WATERSHED COMMUNITIES

• STRENGTHENED

COMMUNITY ORGANISATIONS

• ESTABLISHED

NETWORK AND ALLIANCE WITH LOCAL ORGANISATIONS AND SUPPORT

INSTITUTIONS

• ESTABLISHED AND STRENGTHENED COLLABORATIONS OF INTERAGENCY COUNCILS

• INTEGRATED

COMMUNITY PLANS/PROJECTS IN SUPPORT INSTITUTIONS’ PLANS/BUDGET


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NOTE: SUPPORT INSTITUTIONS include but not limited to the following:

1. Local Government Unit (Provincial) 2. Partner Financing Institution (PFI) 3. National Government Agencies (NGAs) such as DENR, NCIP, DAR, DTI, PCA etc. 4. Non-Government Organizations 5. Academic and Research Institutions such as State Colleges/Universities 6. Private Corporations or Business Institutions

Further, as a change agent s/he introduces the UDP interventions into the

community and engages people into collective activities, by which process they develop systematic and participatory skills in problem solving, decision-making, implementing and organisation development. CO interventions are focused on organisation and leadership development to ensure the sustainable management of the watershed resources.

Other community needs and concerns not within the purview of UDP shall be

responded to by seeking external assistance. The Change Agent shall work with support institutions to tap resources and create enabling situations and skills for both the upland communities and the staff of these institutions. At the local level, this mean more training (both hands-on and formal) for the LGU personnel on areas pertinent to upland development Sustainable structures at the locality shall also be set-up to strengthen the alliance, linkaging and networking with assisting agencies and institutions in terms of funding, technical assistance, policy support and lobbying.

The expected results at the community level are: the development of

watershed communities; the strengthening of community organisations; and the establishment of network and alliance with other local groups and support institutions.

At the support institution level, it is envisioned that the post-UDP period will

usher in strengthened inter-agency councils and a more pronounced and resolute commitment to upland development by partner institutions in terms of upland plans/projects/budgets.

Support Institutions consist of the Provincial Government, the national

government agencies, particularly, the Department of Environment and Natural Resources (DENR) and the National Commission for Indigenous People (NCIP), partner financing institutions, non-government organisations, academic and research institutions and other private organisations which have interest and commitment to enable watershed communities.

1.5 The Organisation Framework

All Programme interventions will operate within the context of the UDP

Organisation Framework that focuses on three systems, namely; the client system, the support system and the facilitating system. Figure 2 illustrates this development triad.

1.5.1 THE CLIENT SYSTEM


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Watershed communities and the attendant individual, groups and people’s organisations residing therein are both the beneficiaries and implementing partners of UDP. Strong and stable partnership, however, has to withstand the test of time and mettle as the community goes through the three stages of community organising, namely, the awakening, empowering and restructuring stages. This will be discussed in detail in Section 1.6 of this report. The common interest of the client system is to achieve some changes or improvement in social institutions, relationships, economic, environmental, socio-cultural and political condition.

1.5.2 THE FACILITATING SYSTEM

This system intends to facilitate the creation of enabling situation and structures in the community. Change Facilitators are composed of the Upland Development Programme (UDP), the Municipal Government and the Barangay Government. UDP as the Sponsoring or assisting agency, induces changes in the community with the introduction of its programme activities. Thus far, there are six major components that have to be integrated and synchronised at the community level. These are Community Development, Institutional Development and Extension; Resource Management; Sustainable Agricultural Development; Marketing and Enterprise Development; Rural Financial Services and Agricultural Infrastructure Support. UDP has three levels of management, the Project Management Office based in Davao City, the Provincial Project Offices in Davao del Sur, Sarangani, South Cotabato, Davao Oriental and Compostela Valley provinces and the Municipal Project Offices in the 30 target municipalities.


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FIGURE 2

THE ORGANISATION FRAMEWORK

UDP PROGRAMS

Community/Inst. Dev. & Ext. Resource Management Sustainable Agricultural Dev. Rural Financial Services Marketing & Ent. Dev. Agricultural Infrastructure

LEGEND: UDP - Upland Development Programme BG - Barangay Government MG - Municipal Government PFI - Partner Financing Institution NGO - Non-Government Organisation PS - Private Sector NGA - National Government Agencies ARI - Academic and Research Institutes PG - Provincial Government

The development process in the community will be facilitated by the Municipal Government through the Municipal Project Team (MPT) and with the assistance of the Barangay Government. The ATs are the designated change agents in the community who in turn train and develop Community Facilitators (CFs) to assist him/her in CO works.

1.5.3 THE SUPPORT SYSTEM

The system is meant to reinforce the UDP and the LGU efforts in developing upland communities during and post-UDP. The support system ensures the continuity of the development initiatives through the application of replicable

COMMUNITY ORGANISATION GROUPS


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models generated through the Programme’s experiences. The support system shall be provided by institutions or service agencies operating in the locality and with mandates to provide assistance to the uplands. The identified agencies may include but should not be limited to the Provincial Government, the National Line Agencies, particularly the DENR and NCIP, the Non-Government Organisations, the Partner Financing Institutions, the Academic and Research Institutes and private sector. The Programme will enhance the capabilities of these institutions for them to be able to help the upland communities formulate and implement resource management plans. The effectiveness of creating Inter-agency Councils composed of representatives from the aforementioned entities shall be explored. Vital linkages and networking will be initiated and strengthened to sustain upland development Partnership of the support agencies and the upland communities shall likewise be promoted and institutionalised. Collaborative, coordinative and synergistic approaches are deemed necessary to draw out support from these institutions in the form of budget allocation for strategic upland programmes, projects, sound policy environment, enhanced extension services and advocacy on pertinent issues and concerns.

1.6 THE COMMUNITY ORGANISING STAGES

UDP’s implementation shall employ Community Organising which has to go

through the three stages i.e. the awakening stage, the empowerment stage and the restructuring stage (Figure 3). Each stages are depicted by these situations:

1.6.1 AWAKENING STAGE This is characterised by the community’s low level of collective

consciousness about the situation they are in. Outlook in life would vary from resignation to one’s fate, skepticism and wariness about government’s intentions, feeling of neglect and indifference. Others are concentrating on their day to day survival and unaware of their collective plight as a community. Nevertheless, in remote areas where government’s services are absent or nil, entry of new programme are met by the locals with enthusiasm but their capacity to meet the challenges of development is weak.

Intervention in this stage focuses on education, awareness or consciousness-

raising and sensitizing the people. It aims to heighten the community’s collective consciousness about the issues, problems and needs. It also addresses the resistance and indifference to change as well as the resignation to fate. Moreover, the intervention capitalizes on the people’s interest as a positive jump off point for empowerment.


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1.6.2 EMPOWERMENT STAGE

Mobilisation and community-building starts in this stage. Power is being distributed and shared among the people. Decision-making and constructive critiquing are popularised, issue-based conflict resolution are promoted and participatory planing, implementation and evaluation are being practised and institutionalised.

1.6.3 RESTRUCTURING STAGE This stage involves the establishment of a new order through the installation

of people-based systems and structures, organisational


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FIGURE 3

COMMUNITY ORGANISING STAGES

SET-UP/INSTALL PEOPLE- BASED SYSTEMS AND STRUCTURES

- DISTRIBUTE POWER - ORGANISATIONAL DEV.

THROUGH COLLECTIVE LEADERSHIP - LEADERSHIP DEV. • ADDRESS PEOPLE’S

RESISTANCE TO CHANGE • HEIGHTEN COMMUNITY’S

CONSCIOUSNESS ABOUT THEIR SITUATION

• POPULARISE DECISION-MAKING,

CONFLICT RESOLUTION AND PROBLEM SOLVING

• MOTIVATE PEOPLE INTO ACTION

• PARTICIPATORY PLANNING, IMPLEMENTATION AND EVALUATION OF PROJECTS

development, alliance-building and networking for funding and technical support including conducive policy environment.

The final stage aims to transform the community organisations into effective and self-sustaining managers of their own resources.

1.7 ROLES OF THE CO WORKER

By assuming the role of a CO worker, the AT has multiple roles and as such, s/he is a very crucial point person in the community development process. S/he becomes a generalist and by order of task priorities, the AT empowers the community and the community-based organisation by doing the following intervention roles:

Catalyst - S/he catalyses change by motivating people to be open to Change through education, awareness-raising and

conscientisation. S/he serves as model both in words and in deed.


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Planner - S/he analyses and defines the community problem, its scope and

dimensions and develop alternative solutions. Then she leads the people into the participatory planning process and in effect got her analysis of the community either validated or negated.

Advocate – S/he pursues the cause of the disadvantaged upland population to

improve their condition and to increase their power in the control and access to community resources. The CO worker is committed to attain this goal in conjunction with others in the community who shares this goal through organised actions.

Implementor/Facilitator – S/he understands the plan s/he is implementing, assesses, taps and mobilises resources, sets priorities in accomplishing tasks, manages time, gathers and communicates information, coordinates, persuades and stimulates people into action.

S/he facilitates community development processes in order to get the

tasks done

Enabler –S/he develops people’s capabilities to identify,

verbalise and prioritise their needs/problems and work out solution to overcome these.

S/he acts a trainor by bringing changes in individuals, groups and organisations’ attitudes, behaviour, knowledge and skills through capacity-building interventions

1.8 THE SUSTAINABLE COMMUNITY DEVELOPMENT PROCESS (SCDP)

SCDP provides the framework for UDP to implement its programme. The

process applies mass-based, participatory, systematic and experiential learning, democratic leadership and community organising approaches.

The Community Organising builds on the the five phases of the SCDP, namely:

1. Pre-Entry and Entry Phase 2. Community Assessment and Planning Phase 3. Implementation, Monitoring and Evaluation 4. Consolidation Phase 5. Exit Phase


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FIGURE 4

SUSTAINABLE COMMUNITY DEVELOPMENT

ORGANISING FLOW DIAGRAM

PART II

OPERATIONAL

GUIDELINES

2.1 OBJECTIVE This operation manual is an initial attempt to develop a field guide in actualising the Sustainable Community Development Process (SCDP) in the upland communities. The intention is to evolve, test and fine-tune a replicable model of Community Organising for sustainable upland development. Specifically, the manual shall address the need of the following individuals and institutions to enhance their capabilities in community organising: 1. the LGU Agricultural Technicians (ATs) assigned in UDP communities 2. the Upland Development Loan Fund (UDLF) Field Officers tasked to organise the Savings and Loan Groups (SLGs) 3. the Local Government Units (LGUs) tasked to replicate UDP interventions in non-UDP sites; 4. partner organisations such as the Department of Environment and Natural Resources (DENR) and the National Commission for the Indigenous People (NCIP) and other support institutions during and post UDP implementation

1 2

3b 5b

6

8b

9

5a4

4b

3

7

8


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As of this writing, about 117 sitios were already covered by the ATs whose

preliminary experiences served as the bases of some inputs herein. It is hoped that as soon as the programme comes into full cycle of SCDP in the first barangays, this operational guideline will be improved and made more replicable. Meanwhile, it will serve well the next batch of barangays to be guided by this manual that outlines the purpose, suggested activities, methodology, expected results, basic guidelines, tools and models and estimated duration of each step. Observers of this process are also encouraged to note down their experiences and feedback to the UDP management.


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SUSTAINABLE COMMUNITY DEVELOPMENT ORGANISING (SCDO) STEPS

STEP 1

PRE-ENTRY 1. PURPOSE: To orient and mobilise the municipal and barangay government units for the pre-implementation works 2. SUGGESTED ACTIVITIES: 2.1 LGU Orientation Meeting to discuss the following:

• Upland Development Programme (UDP) • Criteria for selection of watershed communities • Process of site selection and validation • Memorandum of Agreement (MOA) • Organisation of Municipal Project Team (MPT) • Establishment of a Municipal Project Office (MPO)

2.2 Watershed community selection and recommendation by LGU 2.3 Site validation by LGU, UDP and DENR 2.4 Organisational Meeting of the Municipal Project Team with this suggested composition: Team Leader (TL) - preferably. the MAO or the MPDC

Members: • Agricultural Technicians (AT) • MPDC, if not chosen as team leader • MAO, if not chosen as team leader • Municipal Engineer • Municipal Assessor • others deemed necessary and important

2.5 Action Planning by MPT 2.6 Priming/informing Barangay Officials 2.7 Gathering of available secondary data

• Socio-Economic Profile or related data of Barangay/Sitio


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• Barangay Development Plan • CBFM Plan • other pertinent data • Maps ( Barangay map, Parcellary Map from DENR/

Assessor, Land Classification Map, General Land Use Map, etc.)

3. METHODOLOGY: ACTIVITY METHODOLOGY 1 Consultation Meeting 2 Site Scoring based on UDP-established criteria 3 Ocular inspection 4 Organisation/orientation meeting on roles and responsibilities 5. Activity Planning Workshop

6. Personalised or group orientation, distribute info materials/leaflets on UDP and schedule of entry

7. secondary data gathering 4. EXPECTED RESULTS: 4.1 LGU oriented on UDP 4.2 UDP sites validated 4.3 MOA between LGU and UDP executed 4.4 Executive Order creating MPT passed 4.5 MPT organised and oriented 4.6 MPT Action Plan 4.7 Barangay officials informed/notified 4.8 Secondary data/maps gathered 5. BASIC GUIDELINES: 5.1. MPTs should be familiar with : 5.1.1 Criteria for watershed community selection so he can answer queries on non-selection of other sitios 5.1.2 MOA Content 5.1.3 Process of site selection 5.2. MPT must keep the SB, MDC, and other pertinent bodies, agencies, officials and employees informed of the UDP program

5.3. Process observation and documentation should already start this early. Technician Activity Report (TAR) should be complied.


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6. ESTIMATED DURATION: 6 Weeks


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STEP 2

COMMUNITY

ENTRY 1. PURPOSE: To orient the community about the programme, elicit their support and acceptance and establish AT’s presence in the area. 2. SUGGESTED ACTIVITIES: 2.1 Orientation of the Barangay Council/officials 2.2 Orientation of the Tribal Council, if there is one 2.3 Conduct of Barangay Assembly (preferable, if getting the majority of the residents to attend is not difficult) 2.4 Conduct of Sitio Assembly 2.5 Settling-in of the AT 3. METHODOLOGY: Activity Methodology 1, 2, 3 and 4 Orientation Meetings 4. EXPECTED RESULTS: 4.1 Barangay Council/officials, Tribal Council, Barangay/Sitio residents oriented on UDP 4.2 Barangay Council Resolution of Support/Acceptance 4.3 Sitio Certificate od Programme Support 5. BASIC GUIDELINES: 5.1 Orientation of Barangay Council should always culminate with the passing of resolution of Acceptance or Support to the UDP 5.2 Barangay support to the Programme may include working space, tables, chairs, legwork, enjoining cooperation of sitio leaders, information dissemination and ensuring safety of ATs/MPTs, UDP personnel and other partner agencies within the community.

5.3 Sitio Assembly should be able to generate Certificate of


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Programme Support as a form of social contract with the community 5.4 Only those who attended the Sitio Assembly are to sign the Certificate of Programme Support preferably crafted by the people themselves in vernacular and fully understood and agreed upon by the signatories.

5.5 To gain support and avoid antagonising influential figures, AT/MPT should recognize all local authorities in the community by conducting courtesy calls, introducing onelself, the programme and orienting the leaders’ on their role in the development process 5.6 The AT who chooses to stay in the area should settle for a modest accommodation, one that is accessible to the ordinary people 5.7 AT must be low key or low profile always. 6. ESTIMATED DURATION: 2 Weeks


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STEP 3

INTEGRATION/ IMMERSION

1. PURPOSES: To understand the community’s culture and gain acceptance by identifying oneself with the people; To conduct preliminary assessment of the issues and concerns of the community 2. SUGGESTED ACTIVITIES: 2.1 Conduct house visits, as many as practicable 2.2 Participate in small group discussions 2.3 Mingle with the people: play, eat, work and sleep in their houses 2.4 Study secondary data 2.5 Conduct informal interview among individual and groups on issues and concerns within and outside the community 3. METHODOLOGY: Activity Methodology 1 House-to-house visitation 2. individual and group discussion 3. interpersonal relation 4. review of secondary data

5. unstructured individual or group interview

4. EXPECTED RESULTS: 4.1 AT accepted by community as evidenced by number of friends/acquaintances made, smooth interpersonal relationship and good working rapport with local leaders 4.2 Reflection paper on preliminary assessment of community issues and concerns 5. BASIC GUIDELINES: 5.1 AT should respect the community people especially the poor


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while at the same time conducts himself/herself in a respectable manner. 5.2 AT should not project a superior image, instead should be

humble, friendly and approachable to develop community rapport 5.3 AT should be observant and sensitive to the environment to

analyse situation properly and intervene effectively. 5.4 AT should adjust his/her lifestyle to suit the cultural

environment. 5.5 Although the AT works on the acceptance of the people, s/he should also be mindful also of personal safety/security. Thus, s/he has to be aware and vigilant of the dangers in the environment e.g., food poisoning, kidnapping/hostaging, presence of rebels, tribal vendetta killing (pangayao) and other criminality 5.6. Preliminary social investigation or the act of identifying a community issue which could serve as a rallying point for community mobilisation can be done already in this stage 6. ESTIMATED DURATION: 2 Weeks


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STEP 4

LEADERSHIP

IDENTIFICATION 1. PURPOSE: To systematically conduct first level of identification/screening of existing and potential community leaders who will be trained and developed to facilitate the change process and manage the community’s natural resource. 2. SUGGESTED ACTIVITIES: 2.1 MPT prepares and constructs a Modified Key Leader Behavior Matrix 2.2 AT observes, identifies and lists down formal and informal leaders using the Modified Key Leader Behavior Matrix 2.3 Conduct house visits to interview adult respondents on preferred community leaders 2.4 Make a sociogram to determine leadership pattern 2.5 Compare and analyse the outcome of the sociogram and the Modified Key Leader Behavior Matrix 2.6 Come up with initial leadership development intervention plan to train community leaders as change facilitators and alter-ego of the AT 2.7 Work on the support and cooperation of the key persons and leader by involving them immediately in initial programme activities 3. METHODOLOGY: Activity Methodology

1. Group Discussion and Consensus Agreement 2. Participant Observation 3. Informal Interview 4. Data Analysis based on outcome of sociogram and behaviour matrix 5. Group discussion/intervention planning 6. Hands-on training 4. EXPECTED RESULTS:


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4.1 Leaders identified based on the outcome of Sociogram and Modified Key Leader Behavior Matrix 4.2 Initial Leadership Intervention Plan 5. BASIC GUIDELINES: 5.1 Some of the qualities/criteria in the selection of a leader: 5.1.1 living in the community 5.1.2 respected and influential 5.1.3 aware and critical of community issues and concerns 5.1.4 open to changes 5.1.5 can spare time 5.1.6 can communicate 5.1.7 able to listen 5.1.8 believes in participation 5.2 Community leaders are identified during the community immersion, integration and mobilisation stage. However, those who have latent leadership potential shall not be precluded in the enlistment when they emerge later. 5.3 Training needs of the leaders will surface by using the tools. This should be inputted into the Leadership Intervention Plan. 6. ESTIMATED DURATION: 2 Weeks 7. TOOLS:

Recommended tools to be used are Sociogram and Key Leader Behaviour Matrix. PROCEDURE: A. Sociogram 1. Conduct house visits to interview adult respondents on leadership profile. ( The total respondents shall not be less than 25 persons or 20% of the total population, whichever is higher. If the community consists of few households, it is advisable to interview all household heads/members. Equal gender representation should be observed). Discreetly ask each respondent to give the name of the person/s in the community whom s/he:

1.1 approaches when there is a problem in the community 1.2 trusts to manage or lead a community project

MATRIX 2 PREFERRED COMMUNITY LEADER

NAME OF RESPONDENTS

PERSON/S APPROACHED ON COMMUNITY PROBLEMS

PERSON/S TRUSTED TO MANAGE A COMMUNITY PROJECT


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1. Antonio L. Jose M. Letty R.

Lucrecia O.

2. Jose M. Bonifacio C. Panfilo J. 3. Letty R. Bonifacio C. Jose M. 4. Nemesia T. Jose M. Panfilo J. 5. Panfilo J. Jose M. Letty R. 6. Lucrecia O. Jose M. Letty R. . . . 25. Bonifacio C.

Letty R.

Panfilo J.

2. After getting all the responses, draw a sociogram. 3. Analyse the sociogram and identify the key persons, opinion leaders and deviants/isolates 4. Refrain from showing the sociogram to the community residents to avoid raising negative feelings of rejection, denial and embarrassment, among others. 5. Work on the key persons and opinion leaders as revealed by the sociogram by getting their support, training them as change facilitators to become the alter ego of the AT. ANALYSING THE SOCIOGRAM: 1. Who are the key persons (KP)? (Key person is the star in the sociogram, the

person approached by most people; an obvious leader)

1.1 Who consults them? Why? 1.2 How many consult them? 1.3 What are the leadership values and motivations of these key persons?

2. Who are the opinion leaders (OP)? (Opinion Leader is the one approached by the

key person and is therefore the person behind the the KP’s opinion and ideas.)

2.1 Which of the key persons consult them? 2.2 What are the values and motivations of these opinion leaders?

3. Who are never or hardly approached, and are therefore, not vital to the

mobilisation of the community (e.g. they would not make the best persons to be trained as Community Facilitators even if they volunteer themselves since they are not perceived as credible. However, the spirit of volunteerism should be welcomed as soon as it shows.) Why?

3.1 What are the values and motivations of these isolates?


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FIGURE 5

SOCIOGRAM

B. Modified Key Leader Behavior Matrix This Matrix is an observational aid to identify barangay key leaders by way of recording observed behavior based on the desired key leader characteristics agreed upon by the MPT. Procedure: 1. MPT agrees on at least 5 observable desired characteristics of community key leaders. Example:

• can express verbally and non-verbally • initiator of activities, interactions/discussions • listener • harmonizer/pacifier • coordinator

2. Construct a Modified Key Leader Behavior Matrix, as shown below: 3. During community-wide meetings, each MPT should closely observe the identified community leaders and others not identified but shows the agreed desired characteristics 4. Write down the names under the Names of Key Leaders column 5. Rate the person based on the indicated scale of 1-5 (1-poor, 5- excellent) and enter rating in appropriate column 6. Add all the ratings for each person and write the sum under the Total Score column 7. Add all data taken by other MPT members and determine the strong and weak points of each leader 8. Come up with initial leadership development intervention plan


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MATRIX 3

SAMPLE MODIFIED KEY LEADER BEHAVIOR MATRIX

Name of Sitio : San Miguel, Panabo, Davao Date : 18 July 2000 Occasion : Sitio Assembly Observed by : Vicente Cruz

NAMES OF KEY PERSONS AND OPINION LEADERS

DESIRED KEY LEADERS CHARACTERISTICS TS

can express verbally and non-verbally

initiator of activities and inter-actions

listener pacifier/ harmonizer

Coordinator

1. Wenceslao 4 4 4 2 3 2. Thelmo 5 4 4 3 3 3. Salvador 4 4 4 5 4 4. Constancio 4 4 4 5 5 5. Teresita 5 5 3 2 4 6. Ofelia 4 4 5 4 3 7. Soledad 4 3 3 4 4

Scale: 5 – Excellent 4 - Very Good 3 – Good 2 – Satisfactory 1 - Poor


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STEP 5

COMMUNITY

MOBILISATION 1. PURPOSE: To mobilise the community for start-up activity 2. SUGGESTED ACTIVITIES: 2.1 Conduct groundworking of identified community concern within the purview of UDP 2.2 Prepare for a community-wide meeting 2.3 Conduct a community-wide meeting

• explain the purpose of the meeting • validate the common concerns • discuss the need to conduct a rapid but • participatory community study • identify the tasks in conducting the • Participatory Resource (Rapid) Appraisal • (PRA) • Ask volunteers among identified leaders and • non-leaders to do the tasks. (These will • constitute action teams or core groups for • specific community undertaking) • Make mobilisation/work plan

3. METHODOLOGY: Activity Methodology 1 House to house consultation 2 Community Assembly 4. EXPECTED RESULTS:

4.1 Mobilisation Plan 4.2 Validation of community felt need/concerns

5. BASIC GUIDELINES: 5.1 Groundworking should be directed toward motivating people to


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start mobilising for UDP 5.2 Perceptions and sentiments on community concern should be generated individually (preferably, by making house calls if deemed practical) while collective validation of this concern should be articulated by the residents during the community assembly. 5.3 Involve and allow community leaders to spearhead community mobilisation e.g. getting them to do the legwork for the community-wide meeting, disseminate information and persuading residents to get involved 6. ESTIMATED DURATION: 2 Weeks


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STEP 6

CORE GROUP FORMATION

AND TRAINING 1.PURPOSE: To set up interim working structure and facilitate pre,implementation activities and conduct second level of screening/identification of community leaders. 2. SUGGESTED ACTIVITIES: 2.1 Identify tasks to be done in PRA 2.2 Create core group/work committees/action teams e.g. PRA Team 1 - responsible for Agro-ecological survey which entail validation of community sketch map and doing the transect walks and map 2.3 Assign leader per core group 2.4 Clarify roles and responsibilities of leader and core group members 2.5 Activity planning by each core group to map out details of PRA and individual assignments 2.6 Hands-on training on PRA and shared-decision-making 2.7 Conduct group meeting to assess the progress of the tasks and to develop team relationship 2.8 Assess both leaders and members in terms of result delivery, dedication to work and ability to stimulate community interest in the activity 2.9 Identify who among the leaders and members are qualified to become Community Facilitators (CF). (These are people who, after series of community activities, are observed to be reliable and performers). 2.10 Skills Training for CFs on data validation, facilitation, planning. Environmental awareness campaign and other capabilities 3. METHODOLOGY: Activity Methodology 1-5 Activity Planning 6 Hands-on application of PRA tools 7 Group Meeting/Assessment 8-9 Participant Observation


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4. EXPECTED RESULTS: 4.1 Formation of Core Groups or Action Teams for PRA

4.2 Core Group trained hands-on on PRA techniques 4.3 Team work developed among members of the Core Group 4.4 Identified potential Community Facilitators based on actual performance

5. BASIC GUIDELINES: 5.1. Promote experiential learning process among the core group members through hands-on of PRA techniques and tools 5.2. Encourage democratic leadership style through shared decision- making 6. ESTIMATED DURATION: 8 Weeks


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STEP 7

COMMUNITY DIAGNOSIS

1. PURPOSE: To learn about and analyse the agro-ecological, socio-economic and politico-cultural situation in the watershed community in a systematic manner. 2. SUGGESTED ACTIVITIES: 2.1 Data gathering using selected PRA techniques 2.2 Agro-ecological zone/land use assessment 2.3 Data organisation 2.4 Data analysis 2.5 Data presentation and validation with community 2.6 Community Diagnostic Workshop 2.6.1 Problem Identification and Analysis 2.6.2 Problem Prioritisation 3. METHODOLOGY: Activity Methodology

1-2 Participatory Rapid Appraisal 3-4 Quantitative and qualitative analysis 5 Validation and Diagnostic Workshop 4. EXPECTED OUTPUT: 4.1 Sitio Profile 4.2 List of Identified and prioritised community problems 5. BASIC GUIDELINES: 5.1 Develop and select PRA tools that is most applicable, simple, easy to execute and not time-consuming. 5.2 As much as possible, CFs should be the one to execute the PRA tools under the close supervision of the AT. 5.3 The community participation in information-giving and diagnosis should at all times be stimulated and sustained


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6. ESTIMATED DURATION: 4 WEEKS


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STEP 8

COMMUNITY WATERSHED

PLANNING

1. PURPOSE: To formulate a 5-Year Community Watershed Plan (CWP) using the watershed and participatory planning approaches. 2. SUGGESTED ACTIVITIES: 2.1 Sitio Planning Workshop 2.1.1 Vision-setting 2.1.2 Goal/Objective Setting 2.1.3 Strategy Formulation 2.1.4 Project Identification/Prioritisation 2.1.5 Monitoring and Evaluation Planning 2.1 6 Organisational Arrangement 2.1.7 Sitio Annual Plan 2.2 Cluster Planning Workshop

2.2.1 Identification of common land use problems/ concerns and conflicts or disagreements across watershed 2.2.2 Objective-setting 2.2.3 Strategy formulation (Agreements/Resolutions) 2.2.4 Cluster Projects/Activities 2.2.5 Cluster Monitoring and Evaluation Plan 2.2.6 Cluster Annual Plan] 2.2.7 Organisational Arrangement

2.3 CWP Review and Approval

3. METHODOLOGY: Activity Methodology 1-2 Planning Workshop 3 Panel review and deliberation 4. EXPECTED RESULT:


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4.1 Community Watershed Plan approved for implementation • Sitio Development Plan (5-year) • Cluster Development Plan (5-year)

5.BASIC GUIDELINES: 5.1 Community Facilitators should undergo training on diagnosis and planning prior to CWP formulation 5.2 Initially, if the competency level is zero, AT should spearhead the planning activities and eventually transfer the skills to the CFs through hands-on application 5.3 Promotion of participatory planning approaches must be sustained by the AT and the CFs 5.4 Planning tools, instructions and documentation should be understandable, simple and translated mostly into visuals 5.5 Plan document should be user-friendly i.e. translated into vernacular for easier grasp of the community residents. MPO should package the plan into English for reference of the LGUs, Support Institutions and other assisting Agencies. 6. ESTIMATED DURATION: 6 Weeks


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STEP 9

FARM PLANNING

1. PURPOSE: To facilitate the formulation of individual farm plans consistent with the CWP. 2. SUGGESTED ACTIVITIES: 2.1 Train CFs on how to segment and organise farmers and how to facilitate Farm Planning

2.2 Identify and organise Farmers Group in each sitio 2.3 Conduct Farm Planning Workshop 2.4 Farm Plan Review and Approval

3. METHODOLOGY: Activity Methodology 1 Training Workshop

2 Wealth Ranking to segment farmers 3 Planning Workshop 4 Panel review and deliberation 4. EXPECTED RESULTS: 4.1 Trained the CFs on Farmer segmentation, organisation and Farm Planning

4.2 Segmented and organised Farmers Group 4.3 Individual Farm Plan approved for funding and implementation

5. BASIC GUIDELINES:

5.1 Farmers Group may be subsumed under the umbrella of the Community Watershed Organisation (CWO) explained in detail in Step 12. 5.2 Farm Plan should be based on Sitio Land Use Plan or Agro- Ecological Zones


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6. ESTIMATED DURATION: 1 Week


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STEP 10

PROJECT

DEVELOPMENT AND APPROVAL

1. PURPOSE: To develop project proposals identified in CWP and Farm Plans. 2. SUGGESTED ACTIVITIES: 2.1 Train the CFs on how to develop the project design with the project proponents 2.2 Develop the project design with the proponents

2.3 Packaging of the proposal by the MPO 2.4 Project review and approval

3. METHODOLOGY: Activity Methodology 1 Training Workshop 2 Planning Workshop 3 Documentation.formatting and packaging 4 Panel review and deliberation 4. EXPECTED RESULTS: 4.1 Communal Project Proposals approved for funding/implementation

4.3 Sub-group/Individual Project Proposals approved for funding/implementation

5. BASIC GUIDELINES: 5.1 Project development or proposal-making with the CFs and the proponent should only emphasize the information-giving, the decision-making and the solution-finding aspects. Inputs to the proposal requiring technical skills should be supplied by the MPO and the support institutions.


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6. ESTIMATED DURATION: 12 WEEKS


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STEP 11

LEADERSHIP

DEVELOPMENT

1. PURPOSE:

To train and develop community leaders for collective leadership and to sustain community development process.

2. SUGGESTED ACTIVITIES:

2.1 Hands-on Training 2.2 Formal Training

Some areas for training: • Leadership • Communication • Problem-solving • Conflict management • Decision-making • Negotiation • Participatory planning

2.3 Study Tour 3. METHODOLOGY:

Activity Methodology 1 Actual field application

2 Classroom Training 3 Exposure Trips

4. EXPECTED RESULT:

4.1 Trained and developed Community Facilitators in all sitios to be capable of effecting sustainable community development.



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5.1 Leadership Training and Development should be a sustained effort to develop the competencies of the Community Facilitators in all aspect of the development process.

5.2 Meritorious rewards, incentives and recognition should be an integral part of Leadership development process

6. ESTIMATED DURATION: 3 YEARS


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STEP 12

ORGANISE

THE COMMUNITY

1. PURPOSE:

To organise and develop community-based organisation that will implement the Community Watershed Plan (CWP) and eventually manage the watershed resources in a sustainable manner.

2. SUGGESTED ACTIVITIES:

2.1 Draft a proposed interim organisational structure with roles and responsibilities of officers and members based on the suggested organisation arrangement during the Sitio Planning Workshop

2.2 Conduct a Community meeting to discuss and approve the organisational structure and to elect the officers

2.3 Select a committee to draft the constitution and by-laws 2.4 Ratification of the Constitution and By-laws by the General Assembly 2.5 Registration of the organisation with the appropriate body to obtain legal

personality 2.6 Regular conduct of Team-building interventions to attain task goal (CWP)

and process goal (empowerment) 3. METHODOLOGY:

Activity Methodology 2.1, 2.3, 2.5 Committee work 2.2, 2.4 Community Assembly

2.6 Team-building/development 4. EXPECTED RESULTS:

4.1 Registered Community Watershed Organisation (CWO) 4.2 Team cohesiveness apparent in the CWO


5.1 Prior to organising, check if the people feel the need to organise themselves to take on bigger responsibilities for the community

5.2 Allow people to decide whether to:


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• Tap existing organisation • Restructure existing organisation • Expand existing organisation • Merge existing organisations • Create a new one

5.3 Initial structure should be simple allowing for a General Assembly, Council of Leaders, Executive Committee and Working Committees (Core Groups maybe subsumed here)

5.4 There should be three levels of organizational heirarchy, namely; • Sitio Watershed Organisations • Cluster (Barangay) Federation of Watershed Organisation • Municipal Confederation of Watershed Organisation

Multi-level networking of CWOs will give them more clout and bargaining power in the development arena.

5.5 A sitio may come up with a unique oranisation structure but it should be called Community Watershed Organisation (CWO) and should bear the name of the sitio e.g. Kefyawe CWO. In like manner, the federation at the barangay and confederation at the municipal levels should bear the name of the barangay and municipality, respectively.

6. ESTIMATED DURATION: 4 Weeks 7. PROPOSED INTERIM ORGANISATION MODELS

For interim structures, the communities may build on the proposed models to develop their CWOs that is more effective and efficient. The Sitio Watershed Organisation Structure Model (Figure 6) and the Cluster Watershed Organisation Structure Model (Figure 7) illustrates a team-oriented structure instead of the traditional hierarchical structure. Figure 8 shows the levels of networking from the sitio to the municipal level.

The suggested composition and functions of the bodies/officer comprising the proposed interim structures are as follows:

ORGANISATION BODIES/OFFICERS

COMPOSITION FUNCTION

1. Sitio CWO: General Assembly All household heads Ratifies and participate in

the making and execution of all plans, policies and rules for the development of the sitio.

Council of Leaders Include elected, appointed and civic leaders. Minimum of 5, maximum of 10. May consist of the

Formulate and review plans, policies and other pertinent guidelines of the sitio CWO


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ff.: • Sitio Leader • Tribal

leader/councilman • Women leader • Religious leader • School official • Youth leader • Farmer leader

Executive Committee • Chairperson • Vice-chairperson • Secretary • Treasurer

Administer the implementation of the Community Watershed Plan (CWP)

Working Committee/Core Group

• Core Group Leaders • 5 - 7 members

Oversee and coordinate group projects and activities

2. Cluster CWO: Cluster Coordinating Committee

Composed of all EXCOM Members of each sitio

Coordinates the execution and implementation of the cluster-wide activities

Cluster Council of Leaders 2 representatives from each sitio Council of Leaders

Formulate and review plans, policies and other guidelines pertaining to cluster operation

Core Group Coordinator (CGC)

Leader of same core group in all sitios e.g from among the 4 leaders of 4 SLGs from 4 sitios, a coordinator is chosen as the Core Group Coordinator.

Coordinates and oversee the implementation of the core group activities and projects cluster-wide

Cluster Coordinator From among the Cluster Coordinating Committee Members, a Cluster Coordinator is chosen. S/he maybe the Committee Chairperson or Vice-Chair.

Coordinates the operation of all Core Groups in relation to cluster-wide projects and activities.


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WC/ CG

WC/CG

WC/CG

WC/CG

WC/CG

FIGURE 6

SITIO WATERSHED ORGANISATION STRUCTURE

GENERAL COUNCIL OF ASSEMBLY LEADERS

EXECUTIVE

COMMITTEE (EXCOM) LEGEND: WC/CG - Working Committee/Core Group


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FIGURE 7

CLUSTER WATERSHED ORGANISATION STRUCTURE

CLUSTER COUNCIL OF COORDINATING LEADERS COMMITTEE (4 SITIOS)

LEGEND: CGC - Core Group Coordinator Note: Aside from Core Groups/Working Committees formed to conduct PRA, Community

validation, perimeter survey, other sectoral groups that will emerge later like SLGs, Farmers Group, Women Group, IPs Group and Infra Group will be considered as additional Core Groups.


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COMMUNITY WATERSHED ORGANISATION (CWO)

MULTI-LEVEL NETWORK


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STEP 13

COMMUNITY WATERSHED PLAN IMPLEMENTATION,

MONITORING & EVALUATION

1. PURPOSE: To implement the Community Watershed Plan by engaging the community into collective actions. 2.SUGGESTED ACTIVITIES: 2.1 Project Mobilisation (Activity Planning by Core Group) 2.2 Communal Project Implementation 2.3 Individual Project Implementation 2.4 Project Monitoring 2.5 Project Evaluation 3. METHODOLOGY: Activity Methodology 2.1 Group Activity Planning 2.2 Labor “Sweat” Equity/Bayanihan

2.3 Group Supervision 2.4-2.5 Group cliniquing and replanning

4. EXPECTED RESULTS: 4.1 Communal and individual projects implemented 4.2 All projects monitored and evaluated 4.3 Updated CWP 5. BASIC GUIDELINES; During implementation of projects, empower the people by distributing power through:

5.1 Shared decision-making 5.2 Participatory planning, implementation, monitoring and evaluation


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5.3 Participatory resolution of issues and conflicts 5.4 Team building to achieve task goal needed to complete the project and process goal to build community

6. ESTIMATED DURATION: 5 Years


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STEP 14

STRENGTHEN

THE COMMUNITY ORGANISATION

1. PURPOSE: To develop and evolve an efficient, effective, proactive and sustainable management model of Community Watershed Organisation (CWO). 2.SUGGESTED ACTIVITIES: Activities will be geared toward full-blown organisation development and leadership development: 2.1 Strategic Planning

Vision Mission Goals/Objectives Strategies Projects

2.2 Install organisation management systems/structures 2.3 Teambuilding/development 2.4 Regular Activity Planning, Monitoring and Evaluation 2.5 Reflection/Insight sharing 2.6 Continuing leadership and skills training (formal and hands-on) 3. METHODOLOGY: Activity Methodology 2.1 Planning-workshop 2.2 Experimentation/Fine-tuning of systems 2.3 Teambuilding exercises

2.4-2.5 Task Analysis, writing/sharing reflection, cliniquing

2.6 Classroom and hands-on training 4. EXPECTED RESULTS: 4.1 CWO Strategic Plan


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4.2 Tested and workable organisation systems/structures 4.3 Strong and effective teamwork 4.4 Trained and committed core of leaders 5. BASIC GUIDELINES: 5.1 Recognise that organisation has its highs and lows. Don’t get discouraged when the going gets rough. 5.2 CWO Strategic Plan is for organisation development; CWP is for community development 6. ESTIMATED DURATION: 5 Years


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STEP 15

ALLIANCE-BUILDING

AND NETWORKING

1 PURPOSE: To enable the CWO to develop strategic alliances with other community-based organisations, support institutions and assisting agencies for mutual cooperation. 2. SUGGESTED ACTIVITIES: 2.1 Federation of the of Community Watershed Organisation at the barangay and municipal levels 2.2 Work for the representation of the CWO into the Barangay Development Council (BDC) and Municipal development Council (MDC) 2.3 Work for the incorporation of the CWP into the Barangay Development Plan (BDP), Community-Based Forest Management (CBFM) Plan, if within CBFM area, Municipal Comprehensive Development Plan (MCDP) and Provincial Development Plan (PDP). 2.4 Tap and work with support institutions such as the Partner Financing Institutions, national government agencies, provincial government, local cooperatives, Non-Government Orgnisations, business sector, academic and research institutions as implementation partners. 2.5 Attend donor’s forum, trade fairs and other linkage activities 3. METHODOLOGY: Activity Methodology 2.1 Organisation Meeting 2,2 Lobbying/coordination 2.3 Coordination with concerned LGUs 2.4 Visit offices, invite them to see the community and attend community meetings 4. EXPECTED RESULTS:

4.1 Network of Community Watershed Organisations from Sitio to Municipal Levels


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4.2 CWOs represented in the Barangay Development Councils (BDC) and Municipal Development Councils (MDC)

4.3 CWP incorporated into the BDP, CBFM Plan, MCDP and PDP. 4.4 CWO working closely with support institutions and other partner

agencies. 5. BASIC GUIDELINES: 5.1 The CWO may opt to confederate inter-province or intra- province 5.2 The more extensive the network, the more advantageous for the CWO in terms of financial, technical, material/input assistance and policy support. 6. ESTIMATED DURATION: 5 Years


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STEP 16

TURN-OVER

AND EXIT

1. PURPOSE: To transfer the responsibility of watershed management to the Community Watershed Organisation. 2.SUGGESTED ACTIVITIES: 2.1 Evaluation/assessment of CWO growth and development 2,2 CWP Assessment and Updating 2.3 UDP,LGU and CWO Feedback Session 2,5 Turn-over Ceremony 3. METHODOLOGY: Activity Methodology 1 Evaluation survey 2 Planning Workshop 3 Feedback Session 4. Turn-over Ceremony 4. EXPECTED RESULTS: 4.1 CWO growth and development assessed 4.2 CWP updated 4.3 Strength and weaknesses of CWO, UDP and LGU fedback 4.4 Responsibility to manage the watershed’s natural resource formally turned-over to the community through the CWO. 5. BASIC GUIDELINE: 5.1 Involve the support institutions in pre-exit activities for them to carry on the support activities for the communities. 6. ESTIMATED DURATION: 6 Months


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INTERVENTION

MODELS One of the critical aspects in the development of community-based organisation is the development of the interlocking groups within the organisation. This is based on the assumption that much of the tasks are accomplished through team effort. Work-team culture significantly exerts influence on the individual’s behavior and it is very crucial to create an effective team for the individual member to function effectively. In strengthening Community Watershed Organisations, team-building is one of the organisational development interventions that is given emphasis. The goal of this intervention is to improve and increase effectiveness of various teams within the organisation. 1. TYPE OF TEAMS

1.1 Family group - an intact, permanent work team composed of the officers and members

1.2 Special teams - composed of ad hoc groups such as start-up core groups, working committees, task forces and action teams that are formed for specific

activities

2. TEAM-BUILDING FOCUS AREAS: 2.1 Diagnosis - conduct of diagnostic meeting to critique general critique of the group performance, taking stock of “where we are going” and “how are we doing” and surfacing problems of the group. 2,2 Task Accomplishment - problem-solving, decision-making. role clarification, goal setting, resource utilisation etc. 2.3 Team Relationship - building and maintaining effective interpersonal relationships, including leader-member relationship and peer relationship 2.4 Team and Organisation Processes - understanding and managing group processes and culture especially communications, task allocation and decision-making


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INTERVENTION MODEL 1: GROUP DIAGNOSTIC MEETING PURPOSE: To assess the general performance of the group and to surface problems for the group to work on. PROCEDURE: 1. The AT and the group leader discuss the idea and the need for a diagnostic meeting 2. If there is a genuine need, the leader test the group for their reactions by asking the following questions: 2.1 What problems do we have that we should work on? 2.2 How are we doing in regard to our assigned tasks? 2.3 What opportunities should we be taking advantage of? 2.4 What are we doing right or wrong? 3. If the group decides to conduct the diagnostic meeting, they assemble for half-day to diagnose the group performance using any of the following methods: 3.1 a total group discussion involving everyone making individual contributions to the total assemblage 3.2 Sub-grouping for a more intensive discussion, then back to plenary 3.3 Pairing of two individuals who interview each other or discuss their ideas with each other and report back to the big group.

4. Share the data/information to the group. 5. Identify and classify the problems/issues in terms of themes. E.g.

5.1 skills/competence problem 5.2 resource problem 5.3 relationship problem 5.4 goal ambiguity problem 6. End the meeting with a decision for the next intervention step. It may call for a team building meeting to move from diagnostic data sharing to corrective action. GUIDELINES:


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The group diagnostic meeting permits a group to critique itself and to identify its strengths and problem areas, and it allows every one to participate in generating the necessary data. The data then form the basis for planning future actions. Such a meeting requires only minimal expenditure of time. Semiannual diagnostic meetings afford an excellent method for staying on top of the problems. A key secret to the success of a short diagnostic meeting is the realisation by all participants that the meeting is for the purpose of identifying problems, not solving problems. Taking action is a post meeting activity or an activity for subsequent team buildings


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INTERVENTION NO 2: GROUP-TEAM BUILDING MEETING PURPOSE: To improve the team’s effectiveness through better management of tasks demands, relationship demands, and group processes. PROCEDURE: 1. The idea of team-building session may be initiated by the group leader in consultation with the AT or by the members. 2. The AT usually interview the leader and each group member on the problems/obstacles preventing the group to perform better. 3. The AT categorises the problems and present to the group in a meeting 4. The group examines and discusses the issues and the underlying dynamics of the problems, then

• ranks them in terms of importance • identify alternative and the best solution • allocate the task and setting target dates • establish action steps to bring about changes

5. Follow-through meeting to check on the desired effects GUIDELINES: Significant variations of the team-building session entails devoting time to problem-solving method, planning and goal-setting methods, conflict resolution techniques and others, based on the need articulated by the group. Usually, team-building session revolves around problem-solving activities directed toward task accomplishment. A portion of the session is reserved to observing how the group solve its problems and to critiquing the group process. This way the team becomes more effective at both the task level and the process level. To build successful work teams1, observe the following: 1. Get the right people together for 2 A large block of uninterrupted time 3.To work on high priority problems or opportunities that 4. They have identified and worked on 5. In ways that are structured to enhance the likelihood of 6. Realistic solutions and action plans that are 7. Implemented enthusiastically and 8. Followed up to assess actual versus expected results.


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For safer, less likely to be resisted, and more appropriate in terms of the problems and opportunities identified by the group, team-building interventions should initially be tasked oriented rather than focused on interpersonal relations. Team-building occurs as a natural by-product of learning to solve problems in a group setting. When a team engages in problem-solving activities directed toward task accomplishment, the team members build something together. In effect, this develop a sense of camaraderie, cohesion, and esprit de corps.


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ANNEX 1

UDP PROJECT SITES (First Barangays)

PROVINCE

MUNICIPALITY BARA

NGAY SITIOS TECHNICIAN

DAVAO DEL SUR

Sta. Cruz Coronon Kibarangan Langan

John Arnel B. Dabon

Magsaysay Tagaytay Talusob Bakilid Upper Asbangilok Lamasnap

Eugenio T. Tumuran Jr.

Malalag Pitu Banayan Buntod Iyog Buntod Palang Balantakunon

Angelito C. Cabaobao

Malita Demoloc Kesongot Kesoksok Aglaungan

Matias J. Lucero

Don Marcelino Dalupan Konalom Lagasawan Miago Kalabonay

Paulo R. Legara

Jose Abad Santos

Caburan Big Sugong Lumbia Piglusongan Napnap/Anay

Misael P. Millana

SOUTH COTABATO

Tantangan Dumadalig El-naf Lower Matimus Upper Matimus

Prudencio T. Pellen

Tampakan Palo 19 Garciano Bong Lawaan Purok 3 Upper Balisan

Marilyn A. Exiomo

Tupi Kablon Glandang Latil Eil-blel Datal-ngisi

Warlito R. Lauron


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SARANGANI Glan Sufatubo Sangkayao Abgangbato Campao Patban

Alejandra H. Poncardas

Kiamba Maligang Malayo Kalagot Salyan Badyang

Marilyn B. Roque

Maasim Amsipit Tahakayo Kyumad Amsipit Proper

Jonathan Jamora

Maitum Zion Kalalang Lagandang Kefyawe Kambuakay

Jerry C. Bascuña

Malapatan Kinam Kitulag Kiampo Atlase Akbungkod

Abdul Nasser K. Suib

Malungon Upper Lumabat

Inumpaan Katipunan Pagalangan Tipak

Rolando D. Fernandez

COMPOSTELA VALLEY

Maragusan Pamintaran Cape/Butay Durian Magkawayan/New Sibunga Gmelina

Joemen B. Balico

New Bataan Andap Boston Pagsilaan Mamada Libuton

Antonio C. Ormega

Laak Kilagding Pig-ayonan Malig-ot Pigkamagan Tinublag

Cristopher L. Malayan

Maco Mapaang Purok 1 Purok 2 Purok 3 Purok 5

Lilibeth T. Paquibot

Mabini Cabuyuan Patawon Bonglas Pagsilaan Magpalusong

Bernabe T. Suico

Pantukan Napnapan Lantawan Pulang-lupa Tagpagara

Elpidio L. Nasong


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Piasusuan DAVAO ORIENTAL

Baganga (PENDING)

Mahanub Kasunugan Kaputian Macopa Bitoon Bisaya

Antonio de Joseph

Banaybanay Pintatagan Purok 2 Purok 7 Purok 8

Antolin B. Porlares

Caraga PM Sobrecarey

Palo 4 Poblacion Tagbanahao Binaton

Adelfa F. Matayab

Cateel Aragon Hulid Touwan Mowandan/Mahu Langyawan/ Pugad Ng Has

Roy C. Rendon

Lupon Don Mariano Marcos

Malig Alangilan Mangol San Jose

Antonio C. Alinton

Manay Del Pilar Bolinao-nao Calundan Anayuan Mahanub

Rosito Sandayan (replacement of Roselle Manatad)

Mati Sainz Cuabo Binagyuhan/Anislag Licop/Matugnao Magpikit

Noel G. Paramio

San Isidro Santo Rosario Dungga Haguimitan Waterfall Kabucanan

Jose H. dela Cruz

Tarragona Tubaon Ugbo Guibaan Maitum Madian

Jocelyn M. Allas

ANNEX 2


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ACRONYMS 1. UDP Upland Development Programme 2. DA Department of Agriculture 3. SMAP Southern Mindanao Agriculture Programme 4. CO Community Organising 5. LGU Local Government Unit 6. AT Agricultural Technician 7. PFI Partner Financing Institution 8. NGA National Government Agencies 9. DENR Department of Environment and Natural Resources 10. NCIP National Commission for Indigenous People 11. DAR Department of Agrarian Reform 12. DTI Department of Trade and Industry 13. PCA Philippine Coconut Authority 14. NGO Non-Government Organisation 15. A/RI Academic and Research Institutes 16. PS Private Sector 17. BG Barangay Government 18. MG Municipal Government 19. PG Provincial Government 20. SCDP Sustainable Community Development Process 21. SCDO Sustainable Community Development Organising 22. UDLF Upland Development Loan Fund 23. SLG Savings and Loan Group 24. MOA Memorandum of Agreement 25. MPT Municipal Project Team 26. MPO Municipal Project Office 27. TL Team Leader 28. MPDC Municipal Planning and Development Coordinator 29. MAO Municipal Agricultural Officer 30. CBFM Community-Based Forest Management 31. SB Sangguniang Bayan 32. MDC Municipal Development Council 33. TAR Technician Activity Report 34. KP Key Person 35. OP Opinion Person 36. PRA Participatory Resource (Rapid) Appraisal 37. CF Community Facilitator 38. CWP Community Watershed Plan 39. CGC Core Group Coordinator 40. IP Indigenous People 41. CG Core Group 42. CL Council of Leader 43. WC Working Committee 44. BDC Barangay Development Council 45. MCDP Municipal Comprehensive Development Plan 46. PDP Provincial Development Plan 47 CWO Community Watershed Organisation


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ANNEX 3

REFERENCES: 1. DA-PRISP, EU. 1998 Participatory Planning: Facilitator’s Handbook (English

Version) 2. SMAP Development Process for Participative Community-based Rural

Development Version 1, 1993 3. Training Package on Community Organising-Participatory Action Research,

Institute of Primary Health Care, Davao Medical Foundation, Second Edition, February 1996

4. Working with Communities, Marasigan, Hamili, Miclat and National Association for Social Work Education, Inc.

Documents

SUSTAINABLE COMMUNITY DEVELOPMENT ORGANIZING … CO manual 2001version.pdfactivities of the individual households, the barangay officials, the Municipal Project Team, UDP and other