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TABLE OF CONTENTS
Executive Summary ------------------------------------------------------------------ i
I. Subproject Description ----------------------------------------------------------- 1
1. Purpose/ Objectives
2. Subproject Scope and Dimension
II. Subproject Implementation --------------------------------------------------- 18
1. Organizations for Implementing
Subproject
2. Implementation Period
3. Subproject Cost
4. Comments on Performance of
AO, AP, PO, M&E, and Infra Contractors
5. Other Matters Relating to
Subproject Implementation
III. Action taken by the AO, AP, and PO Relating
To Recommendation(s) ------------------------------------------------------- 33
1. Recommendations made by the SUSIMO
2. Action Taken and Results
IV. Initial Operation and Maintenance
Of the Subproject Facilities ------------------------------------------------- 35
1. Present Condition of Facilities
2. Organization for Operation and Maintenance
3. Annual Budget or Actual Expenditure
For Operation and Maintenance (by year)
4. Maintenance Method
V. Benefits Derived from the Project -------------------------------------------- 45
1. Indirect Effects
VI. Conclusions and Recommendations -------------------------------------------- 47
LIST OF TABLES:
Table 1: Trainings Attended by the Peoples Organization --------------------- 49
Table 2: Subproject Performance ----------------------------------------------- 50
Table 3: Subproject Site Management Office Equipment --------------------- 51
Table 4: Trainings Attended by the SUSIMO ----------------------------------52
Table 5a: Tilapia Production Livelihood Project----------------------------------53
Table 5b: Sari-Sari Store Livelihood Project------------------------------------54
Table 5c: Mushroom Culture Livelihood Project----------------------------------55
Table 6: Subproject Status Report---------------------------------------------56
Table 7: Community Organizing Cost Estimate Per Activity -------------------57
Table 8a: Cost Estimate for Agroforestry Per Activity -------------------------58
Table 8b: Cost Estimate for Bamboo Plantation Per Activity------------------- 59
Table 8c: Cost Estimate for Rattan Plantation Per Activity---------------------60
Table 8d: Cost Estimate for Tree Plantation / Reforestation Per Activity-----61
Table 9: Monitoring and Evaluation Cost Estimate Per Activity---------------62
Table 9: Road Rehabilitation Infrastructure Project--------------------------63
Table 10: Annual Work and Financial Plan ---------------------------------------64
ANNEXES:
1. Organizational Charts
1a. ENATI (CO Contractor)------------------------------------------------ 68
1b. BDAKAI (PO)------------------------------------------------------------69
1c. FRENDS, Inc. (M&E Contractor) ---------------------------------------70
1d. SUSIMO-----------------------------------------------------------------71
1e. Brostan Construction and Development (Infra Contractor) ----------72
2. Pictures---------------------------------------------------------------------------73
3. CSD Accomplishment Map-------------------------------------------------------76
LIST OF ACRONYMS
AO – Assisting Organization
AP – Assisting Professional
BDAKAI - Biagen ti Dumayop Ken Aglawlaw a kabakiran, Inc
BFAD – Bureau of Food and Drugs
BOT – Board of Trustees
CBFM – Community-based Forest Management
CBFMA – Community-based Forest Management Agreement
CBFMP – Community-based Forest Management Program
CBL – Constitution and By-Laws
CENRO – Community Environment and Natural Resources Office(r)
CO – Community Organizing
CRMF – Community Resource Management Framework
CSD – Comprehensive Site Development
DAO – Department Administrative Order
DA – Department of Agriculture
DAR – Department of Agrarian Reform
DENR – Department of Environment and Natural Resources
DMADAI - Dumayop Magat Agroforest Development Association
ECC – Environmental Compliance Certificate
ENATI - Environment Neighborhood Association of Technologist, Inc.
EO – Executive Order
FGD – Focus Group Discussion
FRENDS - Friends of the Environment for Development and Sustainability Inc.
FSP – Forestry Sector Project
GIS – Geographic Information System
GPS – Global Positioning Satellite System
ICM – Inspection Chart Mapping
IEC – Information, Education, Campaign
IGP – Income Generating Project
IPBA – Institutional Project Benefit Assessment
IPR – Individual Property Rights
ISTaf – Infrastructure Subproject Task Force
JBIC – Japan Bank for International Cooperation
LGU – Local Government Unit
M & E – Monitoring and Evaluation
MC – Memorandum Circular
MOA – Memorandum of Agreement
NFDO – National Forestation Development Office
NGO – Non-government Organization
NVSIT – Nueva Vizcaya Institute of Technology
OIDCI – Orient Integrated Development Consultant, Inc.
OISCA – Organization of Industrial, Spiritual, Cultural Advancement
PCAO – Provincial Cooperative Affairs Office
PENRO – Provincial Environment and Natural Resources Office (r)
PO – Peoples Organization
PMC – Project Management Cost
PMO – Project Management Office
RF – Retention Fee
SMO – Subproject Site Management Officer
SMP – Survey, Mapping, and Planning
SUSIMO – Subproject Site Management Office
TA – Technical Assistance
TOR – Term of Reference
UPS – Uninterrupted Power Supply
VBU – Validation and Billing Unit
WFP – Work and Financial Plan
i
EXECUTIVE SUMMARY
The Community- Based Forest Management Program (CBFMP) revolutionized
forest development and rehabilitation efforts of the government when it was
institutionalized in 1995 by virtue of Executive Order No. 263.
Before the adoption of the CBFM approach, the sole motivating factor of
contract reforestation awardees was primarily financial gains. With the
implementation of the Forestry Sector Project ( FSP ) using CBFM as its main
strategy to rehabilitate the upland ecosystem, it empowered beneficiary
communities economically, socially, technically and politically while transforming
them into environmentally responsible managers. The tenurial right to develop
subproject sites alongside the various inputs from the Subproject deepened their
commitment to collaborate with other stakeholders in the implementation of these
subprojects.
The Dumayop Watershed Subproject is at the southeastern side of the
municipality of Bagabag and northeastern side of the municipality of Quezon, both
within the province of Nueva Vizcaya. It is one of the three sub watersheds within
the Magat Watershed Reserve which supports one of the biggest dams in
Southeast Asia, the Magat Hydroelectric Dam. The other two are Lamut
Watershed and Mayoyao Watershed.
The Magat Watershed Reserve however is in a critical condition but cannot
remain to be so because of its significance to economic centers of both Region 2
and the Cordillera Administrative Region ( CAR ) including the agricultural areas.
The development of the Dumayop Watershed would be of tremendous help in
upgrading the water resources of Magat Watershed Reserve. In the process of
improving the environmental condition within the sub watershed, the Dumayop
Subproject also envisions the transformation of the local communities into an
empowered group, responsible forest managers and self-reliant people capable of
sustaining their economic growth.
Of the targeted 2,973.00 hectares for development, only 1, 710.23
hectares with only a weighted average survival rate of 59.34% were accomplished
by the People’s Organization, BDAKAI. The Comprehensive Site Development (CSD)
had a low turnout due to PO organizational problems as well as resistance of
residents to participate because of misconceptions about the Project compounded
by shortage of seedlings and forest fires and other technical problems.
ii
The reduction of target area; updating of costs per Memorandum Circular
2000-19; reduction of FSP project cost nationwide plus non-payment for
unaccomplished activities and non-release of the retention fund subsequently
brought down the plantation development cost from PHP46, 392, 299 to
PHP31, 153,240.65.
As far as benefits is concerned, involvement in CSD and infrastructure
activities raised the gross annual income of the households from PHP13, 500 to PHP
27, 001.00 giving the residents the opportunity to improve their houses, buy
appliances or to indulge in little luxuries they have not enjoyed before the
implementation of the project.
The 2.4 –kilometer farm-to-market road and the two culverts on the other
hand gave them ease in mobility and in transporting farm products to the market.
It is however the awarding of the CBFMA that will pave the way for future
undertakings. It has accorded them also the immeasurable gift of a sense of
ownership over the land thereby drawing forth from them the commitment for the
Project.
1
SUBPROJECT COMPLETION REPORT
OF
DUMAYOP WATERSHED SUBPROJECT
Forestry Sector Project
Loan Agreement No. PH-P 135
I. Subproject Description
The Dumayop Watershed
Subproject is geographically
located at the southeastern side
of the municipality of Bagabag
and northeastern side of the
municipality of Quezon, both
within the province of Nueva
Vizcaya. It is more specifically
located within the coordinates
16° 29’ to 16° 34’ latitude and
121° 15’ to 121° 23’ longitude. It has a total area of 3,870 hectares
covered with CBFMA of which about 1,710.24 hectares was developed
under the CSD component of the FSP implementation. It is composed of
three (3) parcels. Parcel 1 covers the cluster Sitios of Sinalang,
Burburnay, Dyayan, and Totong of barangay Bonifacio; Diffuncian of
barangay Calaocan, within the Municipality of Quezon, Nueva Vizcaya.
Parcel II are Sitios Dumayop, Amballo South of barangay Baretbet, and
Tawi-tawi of barangay Pogonsino, municipality of Bagabag. Parcel III is
within Sitio Tabban, Pogonsino, of Bagabag, Nueva Vizcaya. All parcels are
accessible through Maharlika highway from Solano to Bagabag. They are
traversed by existing barangays roads. These roads are maintained and
improved by the joint effort of the LGU of the municipalities of Bagabag
and Quezon through the networking and linkaging effort of the People’s
Organization (BDAKAI) and concerned DENR offices.
1. Purpose/Objectives
A) Original (at the time of appraisal)
2
1. General Objective
To improve the socio-economic conditions of the sub-watershed’s
Indigenous Cultural Communities (ICC) by generating alternative
livelihood opportunities through a community-based watershed
rehabilitation approach involving forestation and agro-forestation
strategies while at the same time, enhancing the environment and
enriching the biodiversity of the natural forest.
2. Specific Objectives
a. To transform the local communities into empowered entities
with the capability to manage the watershed resources for
self-help and self-reliance;
b. To reforest a total of 2,398.00 hectares of open and denuded
areas of the watershed for protection purposes;
c. To establish a total of 290.00 hectares of agro-forestry area
for fruit and fuel wood production as major sources of
community income;
d. To establish a total area of 10.00 hectares of vegetative soil
erosion control measures in the form of bamboo clumps along
stream banks;
e. To establish 275.00 hectares of rattan plantation within the
existing secondary forest; and
f. To improve the biodiversity of the remaining old growth forest
and second growth forest through enrichment planting or
other forms of assisted natural regeneration techniques.
B) Modification
a. Modified purpose/objectives
Some modifications were made on the specific objectives,
specifically in the target area for development.
a. To reforest a total of 1,263.98 hectares of open and denuded
areas of the watershed for protection purposes;
b. To establish a total of 116.25 hectares of agroforestry area
for fruit and fuelwood production as major sources of
community income; and
c. To establish 320.00 hectares of rattan plantation within the
existing secondary forest.
3
b. Reasons for the modification
Decrease in the protection (reforestation) and agroforestry target areas for development
The frequent fire occurrences in the area made the PO to
concentrate more in the replanting activity instead of establishing
new plantations. This was also one of the reasons why the PO
requested the DENR to change some of the reforestation species
from Narra, Mahogany and Japanese acacia to pure Gmelina
species, considering that Gmelina is a fire resistant species.
Increase in the rattan plantation target areas for development
The El Niño phenomenon/long drought in Northern Luzon in 1997,
1998 and 2000 made the PO to concentrate more in the
establishment and maintenance activities on rattan plantation This
contributed to the increase in the establishment of rattan
plantation.
Said problems led the PO to modify the Work and Financial Plan
based on their pace to cope up with the time given by the lending
institution.
2. Subproject Scope and Dimension
A. Comparison of Original and Actual Scope & Dimensions
a.1. Please check: There has been (revision and/or modification
or no revision and/or modification) of the Subproject scope
and dimensions.
a.2. If “revision and/or modification”, please complete the Table.
Items
Original Scope &
Dimensions
Revised/Modified
(Actual)
1. REFORESTATION/
WATERSHED/CBFM
A. Survey Mapping and
Planning (SMP)
(BY ADMIN)
N/A N/A
4
B. Community Organizing
(CO)1
Two-year contract
duration:
2,973.00 hectares
(April 1997 to March
1999)
Conducted within the
contract duration:
2,973.00 hectares
(April 1997to March
1999)
IEC activities IEC activities
Assistance to CSD
activities
Provided technical
training on nursery
operations and
plantation
establishment;
continuing
assistance and
supervision of
participatory
implementation of
CSD activities
Assistance on
Networking and
Linkage
Leveling-off with
the DENR, Local
Government Units
(LGUs) officials
and other
concerned and key
leaders in the
project site
Negotiation with
the (NVSIT) on
training and
implementation of
livelihood
projects;
negotiation with
the DA and LGUs
on animal dispersal
program and road
network
construction.
5
Organizational
Development and
Capacity Building
Management
capability/rapport
building; validation
of secondary data;
federation of
small organization;
training needs
assessment/develo
pment design
preparation;
Assistance on
Livelihood Project
Identification and
Implementation
Establishment of
mushroom
production for
three (3)
barangays, six (6)
fish cages with
tilapia fingerlings,
and sari-sari store
C. Comprehensive Site
Development (CSD)
Four (4) years
duration:
2,973.00 hectares
(July 1997- July
2001)
Six (6) years
duration:
1,710.25 hectares
(July 1997 – June
2003)
1. SOIL EROSION
CONTROL
a. Infrastructure
b. Trail and Footpath
c. Plantation
2. VEGETATIVE
MEASURES2
a. Agroforestry 290.00 hectares 116.25 hectares
b. Assisted Natural
Regeneration
c. Enrichment Planting
d. Tree Plantation
d.1. Bamboo 10.00 hectares 10.00 hectares
d.2. Rattan 275.00 hectares 320.00 hectares
d.3. Mangrove
d.4. Plantation
Species/
Reforestation
2,398.00 hectares 1,264.00 hectares
6
e. Timber Stand
Improvement
3. INVENTORY
RESIDUAL FOREST
4. INCOME
ENHANCEMENT
PROJECT
5. INFRASTRUCTURE
a. bunkhouse
b. lookout tower
c. footpath
d. fireline
e. graded trail
f. others (water
system)
3 units
3 units
none
89 km
none
none
3 units
4 units
5.31 km
26.61 km
7.89 km
1 unit
D. MAJOR
INFRASTRUCTURE
a. Rehabilitation of
Farm-to-market
road
NONE
2.35 kilometers
E. Monitoring & Evaluation (M
& E)
1. Physical Validation
Year 1
Year 2
Year 3
Inspection Chart
Mapping (ICM)
Conducted in three
(3) passes: 1,710.23
hectares
January 2000 –Dec.
2000 (807.00
hectares)
Nov. 2001 –Dec. 2001
(1,235.00 hectares)
January 2003– March
2003 (1,710.23
hectares)
Verification of
boundaries,
monuments, and
block corner posts
Seedling
production
inventory analysis
7
Survival Counting
with 20% sampling
intensity, including
mapping of
developed areas
Height and
diameter
measurement,
assessment of
overall
health/appearance
Inspection of
physical
infrastructure
2. Institutional and
Project Benefit Assessment
Year 1
Year 2
Conducted in two (2)
passes: 1,710.23
hectares
October 2001 –
December 2001
November 2002 –
January 2002
Assessment on the
overall
development of
the PO
Assessment on the
capability of the
PO to pursue
sustainable
resource
management and
sustain its
livelihood
initiatives
8
Identification of
various
issues/problems/c
onstraints related
to the
development and
strengthening of
the PO and the
relevant support
systems
Identification of
immediate
benefits of the
project and
evidences that
would indicate the
intermediate and
long-term socio-
economic and
environmental
impacts.
2. Subproject Site Management
Office (SUSIMO)
NONE
Equipment provided to this
Office:3
3 units Binocular
1 set Computer
Desktop with
printer
2 units GPS
2 units Steel tape
1 Lettering set
1 unit UPS 500VA
1 GIS (maptitude)
software
4 Steel Cabinets
2 units Handheld
Radio
1 unit Base Radio
4 units Brunton
Compass
9
4 units Abney Hand
Level
3 Motorcycles
(SUZUKI 125)
1 Utility Vehicle
(KIA Crosstruck)
1 unit Forester’s
Transit
1 unit Manual
Typewriter
1 unit Planimeter
1 unit Generator
10 tables and
chairs
1 unit rain gauge
3 units grass
cutters
2 units tape
recorder
2 units Diameter
tape
3 units camera
1 unit calculator
1 unit Petromax
4 units Flashlights
1 unit Drafting
table
From the regional
office: 1 unit
NISSAN pathfinder
vehicle
From ADB Fund: 1
unit KIA Ceres
From Infra
Engineer: Site
Engr’s Office,
Office table, sala
set & water system
10
Researches conducted:
Training attended by the
SUSIMO personnel:4
NONE
Enhancement
Training for DENR
Project Managers on
CBFM Projects (with
Practicum in FSP
Watershed
Subprojects)
National
Coordinators
Conference
Orientation Course
of SUSIMO Staff
of Watershed
Subproject Sites
Financial
Management
Bookkeeping
FSP reorientation,
assessment &
SUSIMO Action
planning workshop
GIS Training for
SUSIMO
Re-orientation
course on FSP
implementers
Phase-Out/In
Planning Workshop
FSP Assessment and
Planning
Runo Craft Training
Program
Others:
Subproject Site
Management Office
(SUSIMO) building:
and Infrastructure
Engineer’s office 1Please refer to Table 1 for the details of training attended by the POs 2Table 2 shows details of the subproject performance in terms of area planted 3Table 3 shows details of the equipment provided to the SUSIMO 4Please refer to Table 4 for the training attended by the SUSIMO Staff
B. Reasons for Revision/Modification of scope and Dimensions
11
b.1. Where there has been “revision/modification” of the Subproject
scope and dimensions.
Please choose the reason(s) from the following list and check.
Revision of the superior plan (e.g. sector development plan, etc.)
Revision of the supply-and-demand estimate
Large fluctuation in the Subproject cost
Substantial revision of design due to the unforeseeable physical
condition at the time of the original design (e.g. poor soil
condition, etc.)
Natural disaster/unseasonable weather
Unusual circumstances beyond the control of the Executing
Agency
Structural and organizational problems of the agencies concerned
(e.g. lack of staff, inadequate coordination with other agencies,
etc.)
Availability of funds (e.g. lack of funds, use of contingency,
fluctuation of the exchange rate, etc.)
Unrealistic initial plan/Technical problems
Procurement problems
Performance of contractor/supplier
Performance of consultant
Change in construction period
Others
b.2. Detailed statement of reasons
Revision of the superior plan
On Monitoring and Evaluation
ICM has been the tool used by the DENR in the evaluation of
forest development activities since 1989. A hundred percent
counting of seedlings planted on sites is being done on this
method. But under this Loan Agreement wherein hundreds and
thousands of hectares of forestlands are being developed,
application of ICM was found to be impractical.
In order to efficiently verify, monitor actual accomplishments of
the subproject, provide independent analysis, and provide valuable
inputs and recommendations for policy formulation and project
planning, the Memorandum Circular No. 99-17 entitled Guidelines
on the Conduct of Monitoring and Evaluation of Forestry Sector
Project under Loan II on June 02, 1999 was formulated and
approved by the higher management and the DENR Secretary,
12
respectively. This Circular was used as guide in the monitoring and
evaluation of subproject accomplishments by an NGO in lieu of the
old method, the ICM.
Substantial revision of design due to the unforeseeable physical condition at the time of the original design (CSD Component)
Some reforestation species do not thrive well on some areas
within the subproject. With this, the PO passed a resolution
to change the reforestation species to pure Gmelina.
Spacing used in mango plantation under agroforestry
component was changed from 8 x 8 meters to 10 x 10 meters.
This is to allow wider space for tree crown formation.
Some PO members particularly in Sitio Diffuncian were
hesitant to accept mango as their agroforestry crop.
According to them, mango is very hard to manage during its
flowering time. They prefer citrus instead.
Natural Disaster/Unreasonable Weather (CSD Component)
The long drought in 1997, 1998 and 2000 contributed to the
reduction of the total target area to be established by the PO. Series
of revisions of CSD contract and WFP were conducted to cope with
the remaining period set by the funding institution.
Performance of the Contractor/Supplier (CSD Component)
The performance of the PO in the CSD was slow during the early
implementation of the project because of series of the problems that
were encountered, specifically on financial matters. This had
contributed also to the reduction of target areas for establishment.
It took a lot of time coming up with strategies in the implementation
of project plan due to lack of knowledge by majority of PO members.
Others
Lingering doubts by the PO on the CBFM Program
Some PO members were hesitant to participate in the
implementation of the project due to inadequate information and
proper awareness on the concept of CBFM program.
Inclusion of Major Infrastructure Development Project
Improvement of the living standard of the beneficiary
communities is considered as the key for sustainable management
13
of forest resources. As an additional support for the communities
in developing their existing and alternative livelihood projects
under the FSP, the rehabilitation and construction of
infrastructures that are most directly linked to promoting
livelihood of the communities was included as a major project
component.
Creation of SUSIMO
Pursuant to DAO 93-16 entitled “The Guidelines in the
Implementation of the FSP”, DAO 96-29, “Rules and Regulations
for the Implementation of EO 263, otherwise known as the CBFM
strategy and to further improve FSP implementation in terms of
supervision and provision of assistances to the participating
community, the SUSIMO was created and institutionalized by
virtue of DAO 2000-65.
C. Contribution of Subproject to Relevant (Sub) Sector(s)
c.1. (Sub) Sector(s) to which the Subproject belongs
Electric Power and Gas Irrigation and Flood Control
(Multi purpose) Dams Irrigation
Power plants Flood Control
Transmission lines
Distribution systems Transportation
Gas Roads
Others Railways
Bridges
Telecommunication Airport
Telecommunications Ports
Broadcasting Marine transportation
Others
Agriculture, Forestry & Fisheries Mining and
Agriculture and Forestry Manufacturing
Fisheries Mining
Manufacturing
Social Services
Water Supply
Sewerage
Education
Health
Tourism
Others (employment and economic opportunities)
c.2. Original (At the time of appraisal/Planned)
14
Item Description
1. Social preparation and
development
Majority of the PO members claimed
that Tax Declaration issued by the
Municipal Assessors Office is already
enough proof of ownership over the
land they occupied and cultivated.
To settle this misconception, the
community residents covered by the
subproject will be first developed and
organized into capable entity that will
lead in the management of the
watershed resources in their
respective areas, on a sustainable
basis.
2. Project Site Development
A total of 2,973 hectares of
forestland will be developed through
reforestation, agroforestry, rattan,
and bamboo components. If entirely
planted, the area will be covered with
3,018,240 trees (gmelina, mahogany,
Acacia auriculiformis, narra, rattan
species, and bamboo species). Even if
only 50% of these will survive, there
would still be a continuous closing of
canopy that would eventually increase
biomass production, the absorptive
capacity and retentivity of the ground
and hold more water. There would be
sustained supply of water for
irrigation purposes, thus will help
improve farm productivity.
3. Environmental and economic
benefits
The rehabilitation/restoration of
denuded areas by the PO will minimize,
if not control destructive activities
like agro-cultivation on steep areas,
gathering of forest-based materials
that lead to flash floods and erosions.
Further, it will enhance the ecological
habitat of the remaining wildlife in the
area and the surrounding communities.
15
Water yield and quality will improve
and will support the irrigation and
domestic needs of the downstream
communities. The increase in water
discharge from the Magat River and
its tributaries will increase the Magat
Hydroelectric Power generation
capacity.
More employment in the area will be
generated and the prevailing household
income will be increased. This will come
from the implementation of CSD
activities, sales of agroforestry crops,
and livelihood projects like bamboo and
rattan crafts, broom making, livestock
raising and consumer stores.
c.3. Present situation and outlook for the future
Item Description
1. The community
The BDAKAI was organized in 1997
with a total of 500 now 209 active
members.
During the five-year project
implementation, several training and
seminars were given to the PO like
nursery operation, plantation
establishment, financial management,
membership seminar, environmental
orientation, among many others that
enhanced their technical and
16
2. Issuance of tenurial
instrument
administrative capabilities, Knowledge
on this has been their tool in
accomplishing targets and activities
stipulated in the CSD contract.
However, the CO failed to institute
the needed transformation of the PO.
The PO still cannot put their acts
together; reason enough that they
failed to claim the retention fund from
the DENR. Even so, with continuous
supervision and provision of necessary
assistances by the DENR, the
organization will be further
strengthened and capacitated to be a
more effective and efficient
“managers” of the subproject.
The CBFMA was awarded to the
People’s Organization last February 18,
2002. The area covered by the said
agreement is 3,780.056 hectares, of
which 1,710.23 hectares is the total
CSD plantation of the PO.
Consequently, the CRMF was prepared
and affirmed by the CENRO,
Bayombong last December 2, 2002
indicating the plans for the total
CBFMA area for twenty-five (25)
years.
The CBFMA is an opportunity of the
PO to negotiate for future
investments with interested groups
and individuals regarding business
concerns (livelihood undertakings that
are environment-friendly) that would
capitalize on the resources of the land.
The awarding of CBFMA erased the
doubts of the PO that persisted
strongly during the early stage of
subproject implementation. It will
satisfy the people’s clamor for
security and tenure over the land and
17
consequently ensure commitment and
active participation of the members in
pursuing the objectives of the
subprojects.
4. Employment and economic
opportunities
The participating communities from
the municipalities of Bagabag and
Quezon, Nueva Vizcaya were employed
on CSD and infrastructure
development activities. Considerable
amount were earned per household
participants. The on-going livelihood
projects of the People’s Organization
(Tilapia Production and Sari-sari
Store) provided an additional income
as well, directly benefiting the Store
Manager and the livelihood committee.
As of this time, very minimal profits
from both IGPs were accounted by the
organization. Assistance on networking
and linkage is being done by the
SUSIMO in order to improve the
profitability of Tilapia, strengthen the
capabilities of BDAKAI in terms of
livelihood operations, and identify and
operate a more stable income
generating projects that will likely
generate employment opportunities to
the community residents.
5. Infrastructure Project a. Infrastructure in CSD – These
infrastructures include three (3)
bunkhouses; four (4) lookout towers;
graded trail; and footpath. There is
also 1 unit water system with tank to
supply the water needs of the
SUSIMO. These facilities are
appropriate for continued activities
within the plantations after the
termination of the funding support.
However, the PO needs to generate
funds for the repair of these facilities
to sustain their services.
b. Farm-to-market road – A 2.4 km
18
road, bridge and two (2) culverts were
rehabilitated and constructed,
respectively. These provide
opportunities for further improvement
of the living condition of the residents.
Transport businesses are beginning to
operate in the site.
A MOA between the DENR and the
concerned LGU was prepared and
signed to ensure continuous service of
the rehabilitated road and constructed
bridge.
These facilities will inevitably ease
subproject operations (forest management
through CBFMA and existing and to be implemented livelihood projects of the
BDAKAI) for another 25 to 50 years.
II. Subproject Implementation
1. Organizations for Implementing Subproject
Function in the Name of Organization Reasons for
Subproject
Implementation
(1) Original (2) Changed Change
1. Assisting
Organization
for CO
2. Assisting
Professional
(AP)
3. People’s
Organization
(PO)
4. M & E
contractor
Environment Neighborhood
Association of Technologist, Inc.
(ENATI)
Forester Lydia N. Avedaño
Dumayop Magat Agroforest
Development Association
(DMADAI)
Friends of the Environment for
Development and Sustainability
Inc. (FRENDS)
Biagen ti
Dumayop Ken
Aglawlaw a
kabakiran,
Inc.(BDAKAI)
The Term
DMADAI
has a
negative
connotatio
n in
Ilocano
dialect
19
5. Infrastructure
Contractor
Brostan Construction & Dev’t
Please state:
1.1 Reasons for the change
The change involves the name of the PO. The original name DMADAI
was substituted with BDAKAI because it has a negative connotation
in Ilocano dialect.
1.2 Problems arising, counter measures adopted and results.
PROBLEM
COUNTER
MEASURE
ADOPTED
RESULT
On CO component:
1. Non-conduct of
activities per TOR
of the contracted
NGO/Insufficient
knowledge of the
deployed staff
CBFMP re-
orientation was
conducted for the
AO.
DENR personnel
assigned in the
subproject
provided assistance
in the conduct of
CO. They assumed
some of the
activities that
should be
undertaken by the
NGO.
Enough knowledge and
understanding was
acquired by the AO on
the later part of CO.
Necessary activities
like training were given
to the residents of
Bagabag and Quezon,
Nueva Vizcaya.
Deployed AP:
1. Personal
misunderstanding
between the AP
and the close family
member of PO
chairman.
2. Insufficient
assistance was
Series of meetings
and dialogue
between the
parties involved
were conducted.
The SUSIMO
initiated the
Reconciliation was tried
several times but to no
avail.
PCAO training was not
pursued due to lack of
20
provided by the AP
on the networking
and linkage for
livelihood
operations of the
BDAKAI; More focus
was given on the
CSD concerns of
the organization.
linkage of PO
primarily to PCAO.
The SUSIMO is
continuously
seeking for
training/financial
assistance from
other institutions
like DAR, among
others.
funds on part of the PO
to support expenses
for the activity. As of
today, no training or
financial assistances
are provided to
BDAKAI by any
institutions.
On CSD component (PO as the contractor)
1. Low literacy of the
PO members
2. Inefficient system
of salary
distribution by the
PO official to PO
laborers
3. PO counterparts to
SUSIMO were not
religiously
functioning. The PO
did not undertake
proper monitoring
and inspection,
maintenance and
protection activities.
IEC regarding the
project, using
techniques that are
suitable to the
level of
understanding by
the communities
was continuously
conducted.
A system was
installed whereby
DENR-SUSIMO
co-manages the PO
funds.
SUSIMO worked
on the activation of
the counterparts.
Awareness of the PO
members about the
project was enhanced
and can be observed by
their articulateness
during meetings, house
visits, and other
informal gatherings.
There were no overpaid
and underpaid laborers.
Receivables were
gradually paid. The
member through
internal arrangment
paid previous
overpayments back.
Most members did not
cooperate that
resulted to very low
survival rate of the
plantations.
Cooperation was only
achieved during the
later part of year
2003, in which, the PO
still unable to achieve
the required survival
rate as basis in the
release of the RF for
the subproject.
21
On M&E component
1. M&E passes
were not done
per schedule
because of the
replanting
activity of the
PO.
SUSIMO closely
supervised the
activities of the PO
and assisted in the
procurement of
necessary planting
materials to avoid
further delay.
The activity was
conducted and
replanted areas were
considered/counted on
the evaluation phase.
On the Infrastructure Development
1. Slow pace at the
early stage of
project
implementation
2. The contractor
was reluctant to
comply with the
required ECC
because the
proponent
reflected on the
said certificate
was the DENR.
3. There were
unforeseen
additional works
identified while in
the course of
construction.
It was anticipated
by the ISTaf that
the pacing of the
contractor would
create a delay.
Closed monitoring
and supervision was
undertaken.
DENR regional
office negotiated
with the contractor
to comply through a
MOA.
DENR requested
for the download of
additional funds
thru variation
orders.
The project was
accomplished though
delayed by 25-calendar
day due to typhoon
“EGAY”.
The MOA was prepared
and approved. Terms
and condition of ECC
were complied.
Additional works were
accomplished and paid.
1.3 The latest organization chart (or equivalent) for the implementation
of the Subproject is ( attached or not available).
22
The latest organizational charts of AO, PO, M & E contractor,
SUSIMO, and Infrastructure contractor are attached as Annexes
1a, 1b, 1c, 1d, and 1e respectively.
1.4 If the organizational chart (or equivalent) is not available, please
state the reason.
2. Implementation Period
A. Comparison of Original Schedule and Actual Period
Please fill in the following blanks with actual period for each item.
ITEM
ORIGINAL
SCHEDULE
ACTUAL PERIOD
1. Contract of AO for CO
2. Contract of PO for CSD
3. 3. Contract of NGO for M&E
4. Contract of Infrastructure
Component
Completion (completion
of
Subproject)
April 1997 – March
1999
July 1997 – July 2001
January 2000 –
March 2003
September 2002 –
June 2003
December 2000
April 1997 – March 1999
July 1997 – June 2003
Janaury 2000 – March
2003
September 2002 – June
2003
June 2003
Please refer to Table 6 for the subproject status report.
Notes: Completion of the Subproject was defined as ( completion ceremony or
final disbursement or other than the above. (Completion of CSD activities per latest revised contract).
The completion date was scheduled for December 2000 (at the time of
appraisal) and is indicated (thus ) in the above Table.
B. Reasons for Delay or Early Completion
b.1. In case of delay or early completion, please choose the reason(s)
from the following list and check.
23
Change in scope/dimensions
Natural disaster/Unseasonable weather (e.g. earthquake, typhoon,
etc.)
Shortage of funds/Fluctuation of the exchange rate
Problems in procurement
Inflation
Unusual circumstances beyond the control of the Executing
Agency
Structural and organizational problems of the agencies concerned
(e.g. lack of staff, inadequate coordination with other agencies,
etc.)
Legislative matters
Unrealistic initial plan/Technical problems
Performance of contractor/supplier
Performance of consultant
Others
b.2. Reasons and background for delay or early completion
Natural disaster/Unseasonable weather
On CSD contract
The subproject experienced long drought in 1997, 1998 and 2000.
Some portions of the established plantations were razed by fire.
The PO concentrated more in the replanting activities rather than
establishing new plantations.
On Infrastructure contract
The termination of the Farm to Market Road was delayed by 25-
calendar day based on the contract due to typhoon “EGAY” that
hampered some of the activities during the implementation
process and the additional works unforeseen in the plan.
Structural and Organizational Problems of the Agencies Concerned (CSD Component) From year 1997 to 2000, there was insufficient number of DENR
personnel to monitor project implementation. It was only during the
last quarter of 2000 that the SUSIMO was institutionalized.
Despite the institutionalization and operation of the SUSIMO, there
was still insufficiency in the number of staff (only 1 technical
personnel was in-charge to the VBU of the SUSIMO). The bulk of
24
requests for inspection and validation cannot be efficiently done
alone. Aside from this, the weak management of the said office
contributed also to the slow pace of implementation.
Technical Problems The plantation species proposed to plant in the area was not suitable
or did not thrive well in the area. Considerable time was devoted for
the approval of request for a change in species (Narra, mangium, and
mahogany to Gmelina) and conduct of replanting (using Gmelina) on
poor portions of the subproject instead of establishing new
plantations per original schedule of CSD activities.
Performance of the Contractor (PO)
The performance of the PO in the CSD was very slow due to the
following reasons:
Mobilization fund was mishandled.
During the early stages of implementation, there was a
problem between the PO management and members regarding
financial matters.
There were factions among PO members that greatly affected
the decision-making process of the organization.
Some of the members were no longer interested to participate
in the CSD because of discontentment in the management
system.
Others (Doubts of the community residents) In the beginning, some community residents were hesitant to
participate in the project implementation because they thought that
the government would take their occupancy over their claims after
the CSD contract terminated.
C. Remedial Action Taken in Each Case of Delay
Natural disaster/Unseasonable weather
On CSD contract
The CSD contract was extended to give the PO enough time to
further develop and improve the established plantations. The
approved Work and Financial Plan was revised based on actual
accomplishments; maintenance and protection activities were
25
rescheduled and frequencies were increased. The DENR allowed
the BDAKAI to focus on rattan plantation establishment and
protection activities.
On Infrastructure contract
The infrastructure contractor, on the other hand was given 25
days extension to complete the activities stipulated in the
contract.
Structural and Organizational Problems of the Agencies Concerned (CSD Component) The regional office allowed some technical personnel to assist the
SUSIMO in the validation of the accomplishments of the PO; the
preparation of billings and other necessary documents.
Technical Problems Request for change of species was approved; the CSD contract and
WFP was extended and revised, respectively thus allowed the PO to
conduct intensive maintenance and protection activities on
established plantations.
Performance of the Contractor (PO)
Financial management of the PO was improved through the initiative
of the SUSIMO and the AP. They conducted frequent
dialogues/meetings with the PO members, explaining to them some
changes to address their sentiments. They introduced concept of
transparency, decided to pay accomplished activities of those who
have actually worked. They were given enough time to improve their
plantations through replanting of areas with low survival rate.
Others (Doubts of the community residents)
With the assistance of the Community Organizer, the Assisting
Professionals, and the SUSIMO staffs, intensive IEC giving emphasis
on the tenurial instrument to be awarded was conducted to eliminate
negative notions of the community regarding the project of the
DENR.
26
3. Subproject Cost
A. Comparison of Original Estimated Cost and Actual
Expenditure (by Component)
(Unit: in Mil peso)
Item Original Cost Actual Expenditures
Community
Organization
5.297033 5.252416
Comprehensive Site
Development
Monitoring
and Evaluation
Infrastructure Dev’t
46.392299
3.123044
11.843906
31.153241
3.109703
12.684670
Subproject
Coordinating Office
(SUSIMO)
TOTAL
1.827827
68.484109
1.486189
53.686219
Please refer to Tables 7-9 for details on cost of CO, CSD and M & E. List of Infra project/s with its corresponding cost is also attached as Table 10.
B. Reasons for Difference between Original Estimated Cost and Actual
Expenditure
b.1. If there is any difference between Table a.1 and Table a.2 in
Paragraph a, please choose the reason(s) from the following list
and check.
Increase in reconstruction cost arising from natural
disaster/unreasonable weather (e.g. earthquake, typhoon, etc.)
Increase or decrease arising from a change in construction
period
Increase or decrease arising from inflation
Increase or decrease arising from fluctuation in the exchange
rate
Increase or decrease arising from a change in the scope/work
volume of the Subproject
Decrease arising from keen competition in tender
Unusual circumstances beyond the control of the Executing
Agency
27
Unrealistic cost estimates/Technical problems
Others
b.2. Description of the detailed reason(s) and background
Increase or decrease arising from a change in the scope/work volume of the Subproject
On the Comprehensive Site Development Cost
The original WFP amounting to Php 46,392,299 which was based
on 2,973.00 hectares for development, has undergone series of
revisions due to the following: reduction of target areas for
establishment, updating of cost estimates of activities per MC
2000-19 entitled “Guidelines Governing the Updating of Cost
Estimates and Intensification of Plantation Maintenance and
Protection Activities for DENR-FSP Watershed Subprojects
under JBIC Funding”, and reduction of total project cost as a
result of the evaluation on the performance of FSP subprojects
nationwide. With this, the final project cost of the subproject
amounted to PhP 38,173,175.64. Unit cost per activity increased
but with the reduction of the target area (from 2,973.00 to
1,710.25 hectares), the total project cost eventually reduced also.
Non-payment of unaccomplished maintenance and protection
activities and the non-release of RF further decreased the actual
disbursement to PhP 31,153,240.65 only, including the tax. The
balance between the final revised cost and total disbursement
amounting to PhP 7,019,934.99 was reverted to the National
Treasury.
Variation cost on Infrastructure Development
The DENR-Region 2 has accepted the bidding amount of PhP
11,843,906.19 for the construction and completion of
Infrastructure Works for Dumayop Subproject. Based on actual
site conditions, As-Staked Cost and additional works to be done
(like rock excavation and additional 610 mm diameter RCPC)
cropped-up, thus additional amount of PhP 840,764.37 is needed
for the completion of the project. Variation Orders were then
facilitated to accommodate the abovementioned additional costs.
The total revised contract cost then, including the variation costs
amounted to PhP 12,684,670.68, which was fully disbursed upon
evaluation and review by ISTaf on the actual accomplishments of
the contractor.
28
Others
On Community Organizing Cost
The CO contractor failed to submit one (1) report hence,
corresponding amount was not disbursed. Said amount was
reverted then to the National Treasury.
On M & E Cost
The difference between the original cost and actual disbursement
was a result of the review and evaluation of the actual
accomplishments of FRENDS during the first pass covering
807.00 hectares and cost adjustments based on MC 2001-04 to
continue the remaining passes for the conduct of Physical
Validation and IPBA covering a total of 1,710.23 hectares.
C. Action taken in Case of Cost Overrun and Results
Cost overrun on Infrastructure components was addressed through
approval of supplemental contracts/variation orders upon review and
evaluation by the ISTaf.
D. Comparison of Original Estimated Expenditure and Actual
Expenditure (by Year)
Unit: (Mil peso)
Calendar Year Original Cost Actual Expenditures
1997
1998
1999
2000
2001
2002
2003
Total
17.343264
19.570090
10.288256
5.286982
1.366855
0.839937
13.788724
68.484109
12.063736
8.576363
3.411729
3.170480
4.435747
4.549091
17.479072
53.686219
Please refer to Table 11 for the details of the Annual Work and Financial Plan.
4. Comments on Performance of AO, AP, PO, M&E and Infrastructure
contractors.
Please describe the performance of each organization after checking the
item(s) in the relevant lists on which you have any comment.
29
A. Performance of Assisting Organizations & Assisting Professionals (if
any) Peoples Organizations, M&E and Infrastructure contractors
a.1. Overall performance Design
Contract administration Construction supervision
Expertise Staff qualifications
Coordinating ability Compliance with Contracts
Performance related to any other than the Subproject scope,
if any.
Others
a.2. Description
Overall Performance
1. Assisting Organization – The contractor’s performance and
output are said to be fair. During the bidding, skills and
competency of the working group presented were acceptable but
on the actual conduct of the activities, they were not able to
sufficiently capacitated/educated the organization, specifically on
the CBFM concept. Moreover, they failed to submit one document
report that toted up with their unsatisfactory performance.
2. Assisting Professional –The overall performance of the
Assisting Professional is satisfactory. During her stay in the
project site, she was able to coordinate with the Provincial
Cooperative Affairs office (PCAO) for Pre-membership Education
Seminar. She assisted in the formulation of IEC training plans
focusing on FSP’s, CBFM guidelines and the presentations of
feasibility study on Tilapia Production. She had developed and
implemented Capability Strengthening on project management.
She assisted also in the Forest Protection training conducted by
the SUSIMO.
3. People’s Organization – The over all performance of BDAKAI is
poor. It failed to accomplish the original target of 2,973.00
hectares. It only accomplished 1,710.23 hectares prior to the
extension period. Because of this, DENR no longer allowed more
planting during the extension but only allowed maintenance and
protection of what was already accomplished. Even then, the PO
still failed to effectively and appropriately maintain and protect
its plantations when survival rate was found out to be below the
minimum requirement of 80%.
4. M&E Contractor – The contractor has satisfactorily carried out
validation of plantations and assessment of institutional and
30
subproject benefits. Corresponding recommendations for further
improvement of the established plantations and the organization
were presented to the SUSIMO and BDAKAI.
5. Infrastructure Contractor- Despite the impassability of the
site prior to the construction and the occurrence of typhoon on
the later part, the contractor satisfactorily completed the
rehabilitation of a 2.35-kilometer farm-to-market road though
delayed by 25-calendar days.
Expertise
1. Assisting Professional- The Assisting Professional is a Forester.
She has shared her technical knowledge and experiences on CSD
activities to the PO but less in community activities like
networking and linkage for livelihood activity strengthening, among
others.
2. People’s Organization- It is one thing to say that there may be
individual skills that were developed during the course of
implementing the subproject but it is another to say that the PO
has a collective skill. The PO has not yet reached a stage where it
can implement a worthwhile activity, be it land development or
entrepreneurial, without close external managerial/technical
assistances. For instance, in the pursuit of its physical target in
CSD, the collaboration of DENR, the AO, and AP failed to develop
within the PO the working attitude that could accomplish the goal
in plantation establishment. Even in a lighter activity of
maintenance and protection, the PO still had not given enough that
could improve the survival rate of the plantations.
The PO had its strength and weaknesses. Their local techniques
and knowledge have been used in some way as a strategy in
determining the suitable/profitable crops in the area. There are
some aspects that need improvement to include organizational
development, financial management and livelihood development.
3. M & E Contractor- The President is a science Professor with
AB, MS and PhD degree expert in Community Development and
Financial Management, five of her staff are registered
Professional Forester with different field of specializations like
Socio-Economic, Forestry, Watershed Enterprise Development and
Agroforestry. They have shared their knowledge and skills during
the conduct of validation and assessment.
31
Others
Assisting Professional- The AP provided finances to some PO
members to facilitate field activities with condition that it would
be returned once the billing is released. Field activities,
specifically replanting was indeed facilitated.
5. Other matters relating to Subproject Implementation
Please choose the item(s) from the following list on which you have any
comment, check it (them), and describe it (them) with measure and
results in (B) below.
A. Technical Financial Institutional Economic
Social/Distributional Others
B. Description
COMMENT MEASURES RESULT/REMARK Technical 1. CO was simultaneously
implemented with CSD
Fast tracking .of CO
activities to cope with the
CSD implementation
schedule.
The PO was organized
but not fully prepared
to handle project
implementation and
management when CSD
contract was awarded.
2. Insufficient assistance
on organizational,
financial, and livelihood
management of the
BDAKAI despite the
presence of AP and
SUSIMO.
Nationwide AP assessment
was initiated and
conducted by the PMO in
order to determine the
expertise needed of a
particular organization.
Transfer of APs per
assessment did not
materialized due to
insufficient remaining
time per APs’ contracts.
3. The PO experienced
shortage of seedlings
during the plantation
establishment
activities in 2001 and
the conduct of
replanting activity
from 2001 to 2003.
The PO resorted in buying
seedlings from other
private nurseries within
the province of nearby
locality with the
assistance of the AP.
A total of 1,710.23
hectares was
established out of the
2,973.00 original target.
Portions of plantations
were replanted.
4. Weak Organizational
Management System of
BDAKAI (bookkeeping,
Aside from the
institutionalization of
SUSIMO,
There was improvement
in the filing system;
bookkeeping and
32
recording, proper filing,
among others)
deployment/hiring of APs,
the PMO initiated and
provided further
assistance for
organizational
development through a
more intense PO
Milestone Assessment by
the DENR-NFDO
Technical Staffs. The
idea originated from the
SUSIMO and AP of
Mananga-Kutkot-Lusaran
Watershed Subproject in
Region 7, which was
modified and adopted
nationwide.
financial recording of
BDAKAI. A more
systematic organization
is now operating.
5. Feasible Livelihood
identification for
BDAKAI
The PMO deployed
consultants from the
DENR-NFDO TA and
conducted seminar and
identified feasible
livelihood projects in the
locality.
The activity was
conducted. Among the
feasible livelihood
projects identified are
Runo Trading, Antique
Furniture Making,
Tilapia Production, Sari-
Sari Store, and Cattle
Fattening. Prior to this
activity, Tilapia and
Sari-sari Store of the
BDAKAI were already
operating. No livelihood
projects materialized
with those identified by
the consultants because
of lack of capital and
disinterest of the
organization.
Others 1. Presence of breakaway
groups (factions) within
the organization (mainly
due to the existing
management system
that was being resisted
by others) during the
early implementation of
CSD (1999). This
FGD was conducted
involving all concerns
(DENR, AO, PO). Interim
Task Force was created.
Concerned DENR
Personnel advised the
Board members to meet
so as to review/amend
their CBL to resolve
problems occurring within
The organization was
re-organized and new
set of officers was then
installed. Factions were
little by little eliminated
and the organization
now is more united and
cooperative.
33
greatly affected
the performance of
the organization.
the organization. Site
Coordinator, some AO
officer, BOTs and
management staff of the
PO convened and reviewed
the CBL.
Amendment and
ratification of CBL was
undertaken.
III. Action Taken by the AOs, APs and POs relating to Recommendation(s)
1. Recommendation(s) made by SUSIMO
This article is ( applicable not applicable. There has been no
recommendation with regard to the Subproject).
RECOMMENDATIONS
OF THE SUSIMO
ACTION TAKEN RESULT/REMARK
By the AP By the PO 1. Conduct of IEC to
instill continuous
awareness of PO
members and the
people living within
and nearby areas
regarding the
objectives of the
project, as well as
the CBFMP
Assisted the
PO in the
conduct of
meetings/dialog
ues
Attended
dialogue/meetings
conducted by DENR
on CBFMA policies.
In cooperation with
the CENRO-CBFM
Officer,
meetings/dialogue
and home visits
were conducted.
Awareness of the
PO increased.
2. On the issue of some
illegal clearing
activities (kaingin in
sitio Tabban), PO
members were
advised to be vigilant.
(Not
contracted yet)
Notified the
kaingineros to
attend a dialogue
set by the office.
Coordinated and
prepared a MOA
with the occupants
for the illegal
activities to be
stopped and abide
with the goals of
the project and
the terms and
conditions set in
the CBFMA
A MOA was
prepared and
signed by the
concerned parties.
4. Creation of PO Fire Assisted the Coordinated and The PO Fire
34
Fighting Brigade for
patrolling activity.
The PO Fire Brigade
should stay in the
project site 24 hours
a day, 7 days a week
on a rotation basis,
especially during
summer, while other
members should be
watchful and ready
to help fire occurred.
PO in the
preparation and
finalization of
Fire Protection
Plan.
conducted
meetings on
patrolling scheme.
Asked and
solicited
assistance from
the LGU,
particularly in
Quezon side, to
disseminate the
imperatives of the
“Prevention of
Forest Fires.”
Brigade was
created and tasked
to stay on their
posts 24 hours a
day, on a rotation
basis throughout
the summer
months.
5. Encouraged the spirit
of “Bayanihan” among
members of the
organization to
facilitate the
achievement of any
undertakings of the
organization. This is
indispensable upon
termination of funding
from the Loan
institution.
Agreed and
assisted during
the
implementation.
BOT’s
participated in
replanting the
bamboo plantation
without a cost.
Active members
were encouraged
and served as
models in clearing
out voluntarily some
strategic footpaths.
6. Engaging in other
livelihood activities
like “runo” gathering
for Runo Craft.
(Contract was
already
terminated)
Coordinated and
participated in
meetings for the
conduct of training
and succeeding plans
for the pursuance of
the livelihood
project.
This has not
materialized. The
DAR is yet to set
the training
schedule.
8. Increase the CBU
contribution to 8%
Assisted during
the meetings
Disagreed but later
on cooperated.
8% is being
deducted every
payment period for
each member. The
CFDF increased but
not sustained.
9. Awarding of IPR
(agroforestry
component only) to
good standing
members. This will
give the holder special
rights to use, develop,
manage, and protect
an area within the
(Contract was
already
terminated)
Agreed and
coordinated with
the SUSIMO.
The PO is still
formulating the
guidelines on how
the applied piece of
land be managed and
protected by IPR
holder. A contract
will be made
between the PO
35
purview of the CBFMA
in accordance with the
development plan of
the subproject
Chairman and the
holder.
IV. Initial Operation and Maintenance of Subproject Facilities
1. Present Condition of Facilities
A. Please check: This article is ( applicable due to problem(s) or not
applicable. No particular problem has occurred since the initial
operation started). If there have been any problems, please check the
relevant space in the Table.
For the PO:
Item Status Initial
Operation Management Maintenance
1. 1 unit Weapon
Carrier
2. 1 unit Jeep
3. 2 units
Motorcycle
4. 3 units Power
Sprayer
5. 2 units
Typewriter
6. 1 unit Camera
7. 1 unit Filing
Cabinet
8. 1 Office table
9. 1 unit Motorola
base-radio
12. 3 units Hand-
held radios
unserviceable
serviceable
serviceable
serviceable
serviceable
unserviceable
serviceable
serviceable
serviceable
unserviceable
√ √ √ √ √ √
36
For the SUSIMO:
Item Status Initial
Operation Maintenance Management
1. KIA
2. Motorcycle
3. Power generator
4. Computer
5. Printer
6. UPS 500VA
7. GIS (maptitude
software)
8. GPS
9. Base radio
10. Handheld radios
11. Forester’s transit
12. Camera
13. Compass
14. Steel Cabinet
15. Typewriter
Serviceable
Serviceable
Serviceable
Serviceable
Serviceable
Serviceable
Serviceable
Serviceable
Serviceable
Serviceable
Serviceable
Serviceable
Serviceable
Serviceable
Serviceable
√
√
√
√
16. Steel tape
17. Diameter tape
18. Tape recorder
19. Planimeter
20. Rain gauge
21. Abney hand level
22. Binoculars
23. Calculators
24. Lettering guide set
25. Drafting table
26. Office tables and
chairs
27. Flashlights
28. Petromax
29. Grass cutters
30. Nissan pathfinder
31. Office building
Serviceable
Serviceable
Serviceable
Serviceable
Serviceable
Serviceable
Serviceable
Serviceable
Serviceable
Serviceable
Serviceable
Unserviceable
Unserviceable
Serviceable
Serviceable
Serviceable
√
√
√
B. Please check: The Problem(s) has arisen owing to the following
reason(s).
Technical Financial Institutional Economic
Social/Distributional Others
C. Description
37
For the PO:
Technical problem on maintenance
1. Weapon Carrier – over used and had a mechanical defect.
This was a second hand item bought last 1997.
2. Jeep – overused; clutch disc was repaired, batteries and
tires have been changed
3. Motorcycle – overused; power engine and machine were
damaged
4. Power Spray – piston ring was damaged due to frequent
using and has been changed
5. Camera – the shot button is not working anymore
6. Radios – batteries are not working and other units were
misplaced.
For the SUSIMO:
Technical problem on maintenance 1. KIA – filter, tires, buzzer were repaired
2. Motorcycle – sprocket and chain, piston and piston ring
were repaired
3. GPS – battery pack is not functioning
4. Camera – loose battery cover but is still functioning.
5. Calculator – destroyed and is not functioning
6. Flashlight – (made of plastic material) destroyed and is not
functioning.
7. Petromax – destroyed and is not functioning
D. Aspect of utilizing the Subproject facilities
For the PO:
Item Original Plan Actual Operation
1. Weapon Carrier
2. Jeep
3. Motorcycle
4. Power Sprayer
5. Typewriter
6. Camera
7. Filing Cabinet
8. Office table
9. Motorola base-radio
10. Hand-held radios
For PO use
For PO use
For PO use
For PO use
For PO use
For PO use
For PO use
For PO use
For PO use
For PO use
For PO use
For PO use
For PO use
For PO use
For PO use
For PO use
For PO use
For PO use
For PO use
For PO use
38
For the SUSIMO: Item Original Plan Actual Operation
1. KIA
2. Motorcycle
3. Power generator
4. Computer
5. Printer
6. UPS 500VA
7. GIS (maptitude
software)
8. GPS
9. Base radio
10. Handheld radios
11. Forester’s transit
12. Camera
13. Compass
14. Steel Cabinet
15. Typewriter
16. Steel tape
17. Diameter tape
18. Tape recorder
19. Planimeter
20. Rain gauge
21. Abney hand level
22. Binoculars
23. Calculators
24. Lettering guide set
25. Drafting table
26. Office tables and chairs
27. Flashlights
28. Petromax
29. Grass cutters
30. Nissan pathfinder
31. Office building
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
For SUSIMO use
2. Organization for Operation and Maintenance
A. Name of PO and SUSIMO
a.1. Please give the name of PO/SUSIMO and/or Body in charge of
O/M.
PO : BDAKAI, Dumayop, Baretbet, Bagabag, Nueva
Vizcaya
SUSIMO : Dumayop Watershed Subproject Site
Management Office, Bayombong, Nueva
Vizcaya
39
a.3. Please check:
The latest organization chart (or equivalent) for O/M of
the Subproject facilities is (attached or not available).
The latest organizational charts of the PO and SUSIMO
are attached as Annexes 1b and 1d, respectively.
a.2.If the organization chart (or equivalent) is not available, please
state the reason. (NOT APPLICABLE).
B. Number of staff/workers of the PO or Body for Operation and
Maintenance of Subproject Facilities.
BDAKAI : 11 (officers and members)
SUSIMO : 8 staff
C. Please check and explain the following.
c.1.The number of staff is currently (sufficient or
insufficient).
If “Insufficient”, please describe your estimate of the
optimum number of staff and your plan for providing them.
(NOT APPLICABLE).
c.2. Average employment period of the present staff
BDAKAI : 6 years
SUSIMO : 19 years
c.3.Availability of training program to promote the vocational
ability of the staff, its contents and expected effects.
(NONE)
There is no training program planned for the PO and SUSIMO.
2. Annual Budget or Actual Expenditure for Operation and Maintenance
(by Year)
A. Original Expected Expenditure
For the PO:
40
The PO is not practicing any budgetary planning on the operation and
maintenance of their subproject facilities, except for the CSD
infrastructure maintenance that are built-in in their approved WFP.
They allot certain amount for repair of equipment as the need arises.
For the SUSIMO: (Unit: Mil Pesos)
Item
Calendar year Maintenance Operation Total
2001 1. SUSIMOffice (office
supplies,
communication)
2. Vehicles (repair, gas and
oil lubricants for motor,
KIA, pathfinder,
petromax, and
generator)
2002 1. SUSIMOffice (office
supplies,
communication)
2. Vehicles (repair, gas and
oil lubricants for motor,
KIA, pathfinder,
petromax, and
generator)
2003 1. SUSIMOffice (office
supplies,
communication)
2. Vehicles (repair, gas and
oil lubricants for motor,
KIA, pathfinder,
petromax, and
generator)
TOTAL
0.195000
0.142687
0.262000
0.599687
0.162750
0.129250
0.208900
0.500900
0.357750
0.271937
0.4709
1.100587
41
B. Actual and Currently Expected Expenditure
For the PO: (Unit: Mil Pesos )
Item
Calendar year Maintenance Operation
Maintenance Operation
Total (for expanded portion)
2001 (PO Office actual expenditures) 1. PO office
(office
supplies,
communication,
electricity)
2. Repairs and
maintenance
(Weapon
carrier,
motorcycle,
jeep)
3. Others
(representation
meeting/confer
ences, taxes,
licenses, etc.
fees)
2002 (PO Office actual expenditures) 1. PO office
(office
supplies,
communication,
electricity)
2. Repairs and
maintenance
(Weapon carrier,
motorcycle,
jeep)
3. Others
(representati on,
meeting/confer
ences, taxes,
licenses, etc.
fees) TOTAL
0.065340
0.065340
0.006166
0.006166
0.006166
0.065340
0.071506
The PO actual expenditures data on the operation and maintenance of
their subproject facilities covering 1997 to 2000 and 2003 are not
42
available. Actual/regular expenses incurred for gasoline and regular
maintenance of motorcycle, jeep, and weapon carrier and expenditures on
office operations were not properly accounted.
For the SUSIMO: Item
Calendar year Maintenance Operation
Maintenance Operation Total
For expanded Portion
2001 1. SUSIMOffice
(office
supplies,
communication)
2. Vehicles
(repair, gas
and oil
lubricants for
motor,
KIA,
pathfinder
petromax, and
generator)
2002 1. SUSIMOffice
(office
supplies,
communication)
2. Vehicles
(repair, gas
and oil
lubricants for
motor,
KIA,
pathfinder,
petromax, and
generator)
2003 1. SUSIMOffice
(office
supplies,
communication)
2. Vehicles
0.188312
0.073352
0.312919
0.133500
0.085223
0.217767
0.321812 0.158575 0.530686
43
(repair, gas
and oil
lubricants for
motor,
KIA,
pathfinder,
petromax, and
generator)
TOTAL July –December 2003 1. SUSIMOffice
(office
supplies,
communication)
2. Repair, gas
and oil
lubricants
(for motor,
KIA,
pathfinder,
petromax, and
generator)
January-June 2004 1. SUSIMOffice
(office
supplies,
communication)
2. Repair, gas
and oil
lubricants
(for motor,
KIA,
pathfinder,
petromax, and
generator)
TOTAL
0.574583
0.43649
0.030000
0.030000
0.00440
0.020000
0.024400
1.011073 0.004400 0.050000
0.054400
44
Note: Actual and currently expected expenditure for expansion,
replacement or any other improvement purposes.
o Please describe the basis for the above estimate and your financing
plan for the same.
The SUSIMO Budgetary and Actual expenditures were based on
previous experiences of project operations implemented by the
agency. This is to facilitate overall subproject activities, specifically
to efficiently monitor and extend technical assistances to the
participating community and at the same time, minimize delay of
processing of payments for the community engaged in CSD activities.
Upon termination of the project, the responsibility of maintaining the
subproject facilities will be turned over to CENRO – Bayombong,
Nueva Vizcaya. All expenditures will be taken/charged to regular fund
of the said office.
The BDAKAI-PO expenditures, on the other hand were taken from
their PMC, which is 15% of the total project cost. Upon termination
of the project, all expenses will be taken from the income of existing
and operational livelihood projects of the BDAKAI, to include CSD
infrastructure maintenance.
4. Maintenance Method
Regular maintenance of the vehicles and motorcycles of the PO and
SUSIMO have been done to be able to prolong the life span of the
transport vehicles. Change oil, tune-up, and regular check-up of body
parts are being undertaken based on the requirements of the
vehicles.
For the PO: Kind of
Facility
Maintenance Method Frequency
1. Jeep Change oil, greasing
Change of tire
Battery
Quarterly
Semi-Annual
Annual
2. Weapon
carrier
Change oil, greasing
Change of tire
Battery
Quarterly
Semi-Annual
Annual
3. Motorcycle Change of oil, greasing,
Battery,
Sprocket
Quarterly
Semi-Annual
45
4. Power
Sprayer
Change of oil,
Change sparkplug
Piston Ring
Quarterly
Semi-Annual
Annual
For the SUSIMO: Kind of
Facility
Maintenance Method Frequency
1. KIA Change of tire
Change oil, greasing
Battery
Semi-Annual
Quarterly
Annual
2. Nissan
pathfinder
Change of tire
Change oil, greasing
Battery
Semi-Annual
Quarterly
Annual
3. Motorcycle Change of oil
Change tire, chain
Change sprocket,
Piston ring
Quarterly
Semi-Annual
Annual
4. Generator Change of oil Semi-Annual
5. Brush
cutter
Change blade, sparkplug Semi-Annual
V. Benefits derived from Subproject
Indirect Effects
Please choose and check the item(s), which are dealt with this Article by
you.
Technological transfer (e.g. application of technology used in the
Subproject to other similar projects and subprojects)
Employment creating (e.g. during construction, contribution to the
sector(s) after completion)
Income-raising (e.g. income of the residents in the region)
Other intended or unintended effects on the relevant sector(s)
and/or the region concerned
B. Please give details for each of the item(s) you checked.
Employment creating/Income Raising
The Subproject increased the income of the community through
employment generation during the CSD and major infrastructure
implementation. It created job opportunities not only to members of
the PO but also to adjacent communities who also participated. Before
46
the project, the gross annual income of the households involved in on-
farm activities was PhP 13,500.00. During the project, there was a
significant increase of PhP 27,001.00 or equivalent to about 200%.
As evidence of the increased income of the PO, some of them had
improved their houses, purchased appliances and others were able to
purchase rice fields. The livelihood-training program by the
subproject capacitated the PO members on how to handle and manage
simple Income Generating Projects for their benefits. The presence
of livelihood project of the PO also served as their immediate source
of income.
47
V. Conclusion and Recommendation
The course of implementation generally aimed at improving the socio-
economic conditions of the communities. With the direct involvement of
community residents to the subproject activities, considerable amount was
gained and invested in Tilapia and Sari-sari Store. Mango plantations were
established and are expected to bear fruits within the next five to ten
years. These will undeniably provide additional income to the BDAKAI
members, if properly managed and sustained.
The objective of rehabilitating the project site through reforestation,
agroforestry, rattan, and bamboo components was attained but due to
several factors encountered during the operation, the whole target area was
not accomplished.
The community was organized, technical assistances were provided, and
efforts were exerted in order to transform them into empowered entities
with the capability to manage the watershed resources. But with the present
condition of the BDAKAI, much is still needed.
Following are specific recommendations for further improvement of the
Dumayop Watershed Subproject and implementation of similar projects in
the future:
1. Community Organizing should be done prior to CSD and must be a
continuing activity;
2. CO contractor must be properly screened and selected based on
their track records and willingness to extend assistances even its
contract terminated;
3. Institutionalization of SUSIMO is necessary, however, staff to be
deployed must be properly selected, screened, and trained. They
must be experts and knowledgeable in Networking and Linkage for
livelihood operations, in community organizing and capable of
managing and implementing developmental projects/programs;
4. To get the support of other sectors, specifically LGUs, they
should have been involved at the very start of project
implementation;
5. Development of livelihood projects should have been given
emphasis within the duration of the project;
6. Regular election of BDAKAI/PO should be conducted per CBL;
7. The PO should be equipped with knowledge on financial
management before the start of CSD activities;
8. Continuous assistance for BDAKAI on organizational management
and development should be undertaken/provided by the DENR, for
organizational and livelihood enterprise strengthening; and
48
9. The established farm-to-market road should be monitored and
protected for use as access road of illegal logging activities.
FORESTRY SECTOR PROJECT
LOAN NO. PH-P 135
Table 1. TRAINING ATTENDED BY PEOPLES ORGANIZATION
TRAINING TRAINORS
NO. OF
PARTICI-
PANTS
INCLUSIVES
DATES
1. Training on Forest
Nursery operations and
Plantation establishment AO/ENATI 18 21-Jun-97
2. Training on Mushroom
Production AO/ENATI 13 22-Jun-97
3. Leadership and financial
Management Training AO/ENATI 12
June 24-25,
1997
4. Training on Fish
Production AO/ENATI 22 11-Nov-97
5. Paralegal training for
Community participants
in forestry laws and laws
on security of tenure in
public lands.
AO/ENATI 113 3-Dec-97
6. Training on Forest
protection and fire
control
AO/ENATI 47 4-Dec-97
7. On site training on Basic
Cooperative Mgt. Course AO/ENATI 14 11-Mar-98
8. Reorientation seminar on
JBIC-FSP OIDCI 4
9. Phase In/Phase Out Plan
workshop for FSP
Implementers OIDICI 3
October 8-10,
2002
10. FSP assessment
Workshop
OIDICI 1 July, 2003
FORESTRY SECTOR PROJECT
LOAN NO. PH-P 135
Table 2. SUBPROJECT PERFORMANCE
Year Planted Component/Species
Planted Area Planted
Survival
(%)
*OVERALL
WASR
(%)
1997
Reforestation/Gmelina 561.3
Agroforestry/Mango 16
Bamboo 10
1998
Reforestation/Gmelina 81.9
Rattan 22.5
Agroforestry/Mango 14.5
1999
Reforestation/Gmelina 463.1
Rattan 48.2
Agroforestry/Mango 4.5
2000 Rattan 199.19
Reforestation/Gmelina 157.7
2001
Rattan 50.11
Agroforestry/Mango 81.25
TOTAL 1,710.25 59.34
*Result of final validation by the DENR composite team
Reforestation 50.09%
Agroforestry 94.21%
Rattan 84.86%
Bamboo 17.92%
59.34%
FORESTRY SECTOR PROJECT
LOAN NO. PH-P 135
Table 3. Subproject Site Management Office Equipment
ITEM Specifications Qty Date/year
procured Cost (PhP)
1. KIA Ceres KIA Crosstrak 4 x 4 1 Sept. 30, 2002 680,000.00
2. Power generator Engine, gasoline, GS 280,3.5 KVA 1 April 23, 2001 44,096.00
3. Computer w/
software
HP Brio PC Intel Pentium III
733 mhg
1 Feb. 20,2001 70,850.00
4. Printer Hp Deskjet model 840 C 1 April 27, 2001 5,811.52
5. UPS 500 VA Gamatronic Compact Model
520VA
1 April 15, 2001 5,720.00
6. GIS Software
(maptitude)
Comb software & geographic
data
1 March 28, 2001 44,460.00
7. GPS Global positioning Promark X 2 March 28, 2001 215,488.00
8. Handheld Radio
Transceiver
VHF, FM COM Model IC-F3GT 2 Jan. 12, 2001 29,933.20
9. Foresters transit Surveying compass, Ushikata,
model S-27
1 May 21, 2001 34,840.00
10. Manual typewriter Oliveti, 18 carriage May 15, 2001 -
11. Brunton compass Kataoke br., Model BCD-90 4 March 28, 2001 19,552.00
12. Steel/Nylon
Tape/Chain
Tajima Br. 2 April 23, 2001 2,700.00
13. Planimeter OSKK KOIZUMI Nov. 12, 2001 -
14. Abney hand level Model:OSK 17251 4 May 21, 2001 9,568.00
15. Rain gauge Digital rain wise 1 May 28, 2001 6,300.00
16. Lettering set (Leroy
Set)
Linemaster 2000 1 September 30,2
002
4,992.00
17. Steel cabinet Basteel 4 26,000.00
18. Binocular 7X50 Diastone made in Japan 3 12,168.00
19. Motorcycle XL 125 3 177,000.00
20. Water pump PEDROLLO 1 HP Dec. 4, 2001 -
21. Base Radio VHF, FM COM Model IC-F3GT 1 Jan. 12, 2001 64,789.92
22. Manual typewriter Oliveti, 18 carriage 1 March 28, 2001 8,309.00
23. Diameter tape 2 March 29, 2001 1,331.20
24. Planimeter OSKK KOIZUMI 1 7,800.00
25. Pick up Nissan 1 Borrowed from
PENRO
-
26. Calculator 1 2002 5,650.00
27. Drafting table 1 2002 -
28. Desks and chairs 10 2002 45,000.00
29. Flashlights 4 2002 -
30. Petromax 1 2002 -
31. Grasscutters 3 2002 38,400.00
32. Camera 3 2002 15,600.00
33. Tape recorder 2 2002 4,900.00
TOTAL 1,581,258.84
FORESTRY SECTOR PROJECT
LOAN NO. PH-P 135
Table 4. TRAININGS ATTENDED BY SUSIMO
TRAINING TRAINORS
NO. OF
PARTICI-
PANTS
INCLUSIVES
DATES
1. Enhancement Training for
DENR Project Managers on
Community-Based Forest
Management Projects (with
Practicum in FSP Watershed
Subprojects)
DENR-
NFDO/OIDCI 4 March 1, 1999
2. National Coordinators
Conference DENR-
NFDO/OIDCI 1 May 1, 2000
3. Orientation Course of
SUSIMO Staff of Watershed
Subproject Sites
DENR-
NFDO/OIDCI 5 Oct. 11-13, 2001
4. Financial Management and
Bookkeeping DENR-
NFDO/OIDCI
April 24-26,
2001
5. Geo-based Information
System (GIS) Training for
Subproject Site Management
Office Staff
DENR-
NFDO/OIDCI May 15-27, 2001
6. SUSIMO Re-orientation
Course DENR-
NFDO/OIDCI 8
Feb. 20-22,
2002
7. Phase-Out/Phase-In Planning
Workshop DENR-
NFDO/OIDCI 5 Oct. 8-12, 2002
8. Forestry Sector Project
Assessment and Planning DENR-
NFDO/OIDCI 2 May 16-18, 2003
9. Runo Craft Training Program
from Philippines Forestry
Sector Project (II) by OISCA
DENR-
NFDO/OIDCI 6 Oct. 5-15, 2003
FORESTRY SECTOR PROJECT
LOAN NO. PH-P 135
Table 5a. Tilapia Production Livelihood Project
Name of Livelihood Project : Tilapia Production
Implementor : BDAKAI (DMADAI)
No. of Beneficiaries : 236
Amount of investment : PhP 58,000.00
Date of Feasibility Study : Jun-02
Date started : Nov-02
Status : On-going
Net Income : not accounted
CFDF : PhP 110,700.00
Linkages Developed : Department of Agriculture, NVSIT,
BFAD and Private individuals
venturing on Tilapia Raising
FORESTRY SECTOR PROJECT
LOAN NO. PH-P 135
Table 5b. Sari-Sari Store Livelihood Project
Name of Livelihood Project : Sari-sari Store
Implementor : BDAKAI (Sitio Sinalang)
No. of Beneficiaries : 46
Amount of investment : PhP 2,500.00
Date of Feasibility Study : 1999
Date started : 1999
Status : On-going (Sitio Sinalang)
Net Income not accounted
CFDF : PhP 110,700.00
Linkages Developed : none
FORESTRY SECTOR PROJECT
LOAN NO. PH-P 135
Table 5c. Mushroom Culture Livelihood Project
Name of Livelihood Project : Mushroom Culture
Implementor : DMADAI
No. of Beneficiaries : 500
Amount of investment : PhP 2,000.00
Date of Feasibility Study : 1997
Date started : 1997
Status : Suspended (last for only four
months)
Net Income : not accounted
CFDF : PhP 110,700.00
Linkages Developed : NVSIT (training was provided)
FORESTRY SECTOR PROJECT
LOAN NO. PH-P 135
Table 6. Subproject Status Report
Region
NAME/
LOCATION OF
THE SUBPROJECT
PROJECT
AREA
(ha)
PROJECT COST
(Mil peso)
STATUS OF PROGRESS
(O:on going C:Completion)
SMP CO CSD M &
E
INFRA
II
DUMAYOP
WATERSHED
REHABILITATION
SUBPROJECT-
Southeastern side
of the municipality
of Bagabag and
northeastern side
of the municipality
of Quezon, Nueva
Vizcaya
1,710.23 52,200,030.12 C C C C C
FORESTRY SECTOR PROJECT
LOAN NO. PH-P 135
Table 7. Community Organizing Cost Estimate Per Activity
ACTIVITIES TARGET UNIT of
MEASURE
UNIT
COST TOTAL COST
1. Social Investigation
471,696.58
2. Information and
Education Campaign
196,958.21!
3. Documentation Process
955155.61
4. Identification of
possible CBFMA
89,601.78
5. Organizing Activities 1,539,949.28
6. Community Activities
1999,054.86
7. Contingency
TOTAL 2,973.00 Hectare 1,766.71 5,252,416.32
FORESTRY SECTOR PROJECT
LOAN NO. PH-P 135
Table 9a. Cost Estimate For Agroforestry Per Activity
MAJOR
ACTIVITY/ACTIVITY
TARGET
OUTPUT
Unit Of
Measure UNIT COST TOTAL COST
1. SEEDLING PRODUCTION 116.25 hectare 15,270.81 1,775,231.48
a. Nursery Site Preparation
b. Seeds/Planting Stock
c. Soil Collection
d. Bagging
e. Maintenance & Fertilizer
f. Tools and materials
SUB-TOTAL 1,775,231.48
2. PLANTATION
ESTABLISHMENT
116.25 hectare 2,065.81 240,150.09
a. Strip brushing/clearing
b. Staking /hole digging
c. Hauling/transport
d. Planting
SUB-TOTAL 240,150.09
3. MAINTENANCE &
PROTECTION
116.25 hectare 967.19 112,435.58
a. Ringweeding, cultivation,
fertilizer
19,129.89
b. Replanting (including
transport)
88,990.35
c. Patrol Works 4,315.35
SUB-TOTAL 112,435.58
4. ADMINISTRATION &
SUPERVISION
a. First and Second Year 16 65,389.86
b. Third Year 0 0.00
c. Fourth Year 35 16,944.75
d. Fifth Year 116.25 169,737.01
e. Sixth Year 116.25 8,800.87
f. Seventh Year 116.25 12,040.65
SUB-TOTAL 272,913.15
TOTAL 116.25 hectare 20,651.44 2,400,730.30
FORESTRY SECTOR PROJECT
LOAN NO. PH-P 135
Table 8b. COST ESTIMATE For Bamboo Plantation Per Activity
MAJOR ACTIVITY/
ACTIVITY
Unit Of
Measure
TARGET
OUTPUT Unit Cost TOTAL COST
1. SEEDLING PRODUCTION hectare 10.00 866.74 8,667.40
a. Gathering of cuttings
b. Soil Collection
c. Bagging of soil &
cuttings
d. Maintenance &
Fertilizer
SUB-TOTAL 8,667.40
2. PLANTATION
ESTABLISHMENT
hectare 10.00 1,282.54 12,825.38
a. Strip
brushing/clearing
b. Staking /hole digging
c. Planting
SUB-TOTAL 12,825.38
3. MAINTENANCE &
PROTECTION
hectare 10.00 1,742.76 17,427.57
a. Ringweeding,
cultivation,
fertilizer
494.38
b. Replanting 16,933.20
SUB-TOTAL 17,427.57
4. ADMINISTRATION &
SUPERVISION
a. First and Second Year hectare 10.00 349.79 3,497.95
b. Third Year - -
c. Fourth Year - -
d. Fifth Year hectare 10.00 5.66 56.65
e. Sixth Year - -
f. Seventh Year hectare 10.00 202.32 2,023.23
SUB-TOTAL 5,577.82
TOTAL hectare 10.00 4,449.82 44,498.18
FORESTRY SECTOR PROJECT
LOAN NO. PH-P 135
Table 8c. Cost Estimate For Rattan Plantation Per Activity
MAJOR ACTIVITY / ACTIVITY Unit Of
Measure
TARGET
OUTPUT
UNIT
COST TOTAL COST
1. SEEDLING PRODUCTION hectare 320 2,094.66 670,291.95
a. Nursery Site Preparation
b. Planting Stock
c. Soil Collection
d. Bagging of soil & seedling
e. Maintenance & Fertilizer
SUB-TOTAL 670,291.95
2. PLANTATION
ESTABLISHMENT
hectare 320 522.75 167,278.44
a. Strip brushing/clearing
b. Staking /hole digging
c. Hauling
d. Planting
SUB-TOTAL 167,278.44
3. MAINTENANCE & PROTECTION hectare 320 2,427.68 776,858.49
a. Ringweeding, cultivation,
fertilizer
51,293.42
b. Replanting 34,266.77
c. Patrol Works 691,298.30
SUB-TOTAL 776,858.49
4. ADMINISTRATION &
SUPERVISION
a. First and Second Year hectare 22.50 19,929.39 448,411.19
b. Third Year - - -
c. Fourth Year hectare 269.89 168.90 45,583.44
d. Fifth Year hectare 320.00 207.93 66,536.56
e. Sixth Year hectare 320.00 19.05 6,095.81
f. Seventh Year hectare 320.00 40.12 12,837.79
SUB-TOTAL 579,464.79
TOTAL hectare 320.00 6,855.92 2,193893.67
FORESTRY SECTOR PROJECT
LOAN NO. PH-P 135
Table 8d. Cost Estimate For Plantation / Reforestation Per Activity
MAJOR ACTIVITY /
ACTIVITY
Unit Of
Measure
TARGET
OUTPUT
UNIT
COST TOTAL COST
1. SEEDLING PRODUCTION hectare 1,264.00 7,514.44 9,498,249.44
a. Nursery Site Preparation
b. Seeds/Planting Stock
c. Soil Collection
d. Bagging
e. Maintenance & Fertilizer
SUB-TOTAL 9,498,249.44
2. PLANTATION ESTABLISHMENT hectare 1,264.00 2,376.35 3,003,703.17
a. Strip brushing/clearing
b. Staking /hole digging
c. Hauling/transport
c. Planting
SUB-TOTAL 3,003,703.17
3. MAINTENANCE & PROTECTION hectare 1,264.00 5,263.61 6,653,199.49
a. Ringweeding, cultivation,
fertilizer
5,985,068.65
b. Replanting(including transport) 623,034.64
c. Patrol Works 45,096.20
SUB-TOTAL 6,653,199.49
4. CSD Infrastructure 1,427,174.35
Bunkhouse unit 3.00 72,731.20 218,193.60
Look-out tower unit 4.00 10,075.00 40,300.00
Water system unit 1.00 65,000.00 65,000.00
Footpath km 5.31 4,604.31 24,448.88
Fireline km 26.61 28,012.05 745,400.67
Graded trail km 7.89 14,110.42 111,331.20
Access road 222,500.00
SUB-TOTAL 1,427,174.35
5. ADMINISTRATION &
SUPERVISION
a. First and Second Year hectare 643.20 5,216.34 3,355,149.75
b. Third Year hectare 1,106.30 571.69 632,462.95
c. Fourth Year hectare 1,106.30 408.97 452,438.45
d. Fifth Year hectare 1,264.00 122.70 155,088.34
e. Sixth Year hectare 1,264.00 231.92 293,150.31
f. Seventh Year hectare 1,264.00 233.55 295,206.03
SUB-TOTAL 5,183,495.82
TOTAL hectare 1,264.00 20,384.35 25,765,822.28
FORESTRY SECTOR PROJECT
LOAN NO. PH-P 135
Table 9. MONITORING and EVALUATION Cost Estimate Per Activity
ACTIVITIES Target
Output
Unit of
Measure
Unit Cost (for 3
passes) Total Cost
Physical Validation Component 1. Verification of Boundaries, TM
monuments and block corner post
1,710.23 ha 57.08 97,616.50
2. Seedling Production/ Inventory
Analysis
1,710.23 ha 71.80 122,788.80
3. Height and diameter measurement 1,710.23 ha 64.72 110,683.80
4. Other activities
e.g.
Inspection of Infrastructures &
other Support activities
(organization of validation team,
preparation of needed instrument,
equipment and materials, leveling-
off meeting with PO, AP, and
DENR/SUSIMO, preparation of
draft report, summary tables
documentation, presentation/
discussion of draft report to PO,
DENR, LGU and AP, finalization and
submission of report)
1,710.23
ha
374.98
641,307.68
II. Systematic Sampling (10%) 1,710.23 ha 998.29 1,707,305.96
5. Mobilization Fund
S U B T O T A L 2,679,702.74
Institutional and Project Benefit Assessment
1. Data Collection and preliminary
assessment
175,000.00
2. Formulation of findings and
recommendation
1,710.23 ha 26.31 45,000.00
3. Other activities (e.g. organization of
the team, leveling-off/meeting with PO,
SUSIMO, integration, preparation,
presentation, finalization and submission
of report to the DENR, LGU, PO)
1,710.23 ha 122.79 210,000.00
S U B T O T A L 430,000.00
III. Project Management Cost
GRAND TOTAL 1,710.23 hectare 1,818.30 3,109,702.74
FORESTRY SECTOR PROJECT
LOAN NO. PH-P 135
Table 10. Farm-to-market Road Rehabilitation Infrastructure Project
Infrastructure Project : Farm-to-market Road Rehabilitation Project
Location : Sitio Barako to Sitio Ay-ay, Dagupan,
Quezon, Nueva Vizcaya
Contractor : Brostan, Inc.
Contract Cost : PhP 12,684,670.40
Contract Duration : September 5, 2002 - June 1, 2003 plus 4
days
Effectivity of Notice to proceed : September 5, 2002
Expected Completion date : June 1, 2003
Revised Completion date : June 26, 2003
Date of MOA with LGU : October 3, 2003
Description of the Infra Project : The length of the road is 2,408.42 meters
graveled road with a width of 4 meters.
Structures are one (1) unit (24 m.) RCDG
bridge, two (2) units box culvert single and
double barrel, RCPC 115 L. meter and
grouted riprap with a volume of 2455 cubic
meters.
68
PROJECT MANAGER
Annex 1a
ORGANIZATIONAL CHART
(Environment Neighborhood Association Technologist
Incorporated (ENATI)) CO Contractor
Secretary
Computer Operator
Driver
Utility
Worker
Bookkeeper
Extension
Specialist
Asst.
Extensionis
t
Silviculture
Specialist
Coop/Livelihood
Specialist Social
Worker
Cherryly
n Z.
Gumaran
g
Extensio
n
Specialis
t
Asst.
Silviculturis
t
Asst. Coop /
Livelihood
Specialist
Asst.
Social
Worker
JOSE S. TAN
Administrative Officer
JOSE S. TAN
Administrative Officer
69
Annex 1b
Organizational Chart
Biagen ti Dumayop Ken Aglawlaw a Kabakiran, Inc.
(BDAKAI) PO Contractor
General Assembly
Board Of Trustees
Tawi-Tawi Dumayop Amballo
South Tabban
Sinalang Diffuncian Burburuay
PROJECT MANAGEMENT STAFF
Bookkeeper
PRESIDENT
VICE PRESIDENT
SECRETARY
TREASURER
Cartographer Driver Nursery
Aid
Utility
Worker
AUDITOR
70
Annex 1c
Organizational Chart
Friends of the Environment for Development and
Sustainability, Inc. (FRENDS) M&E Contractor
FREND
Non-government Organization
Department of
Environment and Natural
Resources (DENR)
Project Consultant
Project Manager
Survey &
Mapping
Team
Community
Extension
Team
Resources
Inventory
Team
71
Annex 1d
Organizational Chart
Subproject Site Management Office
(SUSIMO)
Site Management Officer
(SMO)
Head
Administrative
Support Unit
(ASU)
Community
Organizing &
Strengthening
Unit
(COSU)
Site Development &
Management Unit
Head
(SDMU)
Validation &
Billing Unit
(VBU)
ASU Staff
SDMU staff
SDMU staff
72
Annex 1e
Organizational Chart
Brostan Construction and Development Infra Contractor
Project Manager
Resident Engineer
Administrative
Officer
Safety
Officer
Equipment
Engineer
Materials
Engineer
Geodetic
Engineer
Construction Foreman
73
Community Organizing Activity
Plantation establishment activity by
the people’s organization
Maintenance activity by the
people’s organization
Mango seedlings ready for
planting
Gmelina seedlings being prepared
for bare root planting at the PO
office in Sitio Bagabag
74
Rattan plantation established by the PO
Gmelina plantation established by the PO’s which is
the refo component of the Subproject
75
A sari-sari store livelihood
project
PO Bunkhouse
Infrastructure component of the Dumayop Watershed
Rehabilitation Subproject
Concrete Bridge
Farm-to-Market Road Rehabilitation
Parcel 3a
Corner DISTANCE (meter)
1-2 S 5 ° 39 ' E 549.82
2-3 S 26 ° 47 ' E 263.97
3-4 S 56 ° 59 ' E 231.84
4-5 S 10 ° 35 ' E 508.79
5-6 S 34 ° 18 ' W 704.81
6-7 S 70 ° 27 ' W 541.15
7-8 N 50 ° 52 ' W 312.02
8-9 N 6 ° 42 ' E 290.47
9-10 N 6 ° 55 ' W 769.63
10-11 N 4 ° 19 ' E 366.22
11-12 S 66 ° 17 ' W 501.01
12-13 N 30 ° 47 ' W 146.73
13-14 N 39 ° 30 ' E 298.84
14-15 S 60 ° 57 ' E 44.26
15-16 N 43 ° 9 ' E 226.95
16-17 N 11 ° 27 ' E 59.02
17-18 N 77 ° 58 ' E 67.35
18-19 S 53 ° 35 ' E 118.84
19-20 N 2 ° 16 ' E 178.23
20-21 N 33 ° 45 ' E 740.15
21-1 S 27 ° 24 ' E 603.82
Reference point:
Corner 1: long-X 121 ° 15 ' 49 "
lat-Y 16 32 ' 36 "
BEARING
TECHNICAL DESCRIPTION
Dumayop Watershed Subproject
Parcel 3b
Corner DISTANCE (meter)
1-2 N 68 ° 38 ' E 346.73
2-3 N 47 ° 11 ' E 147.12
3-4 S 46 ° 16 ' E 438.09
4-5 S 4 ° 16 ' W 216.40
5-6 S 28 ° 8 ' W 230.54
6-1 N 51 ° 28 ' W 795.72
Reference point:
Corner 1: long-X 121 15 ' 59 "
lat-Y 16 32 ' 13 "
Parcel 3c
Corner DISTANCE (meter)
1-2 N 6 ° 18 ' W 203.50
2-3 N 77 ° 26 ' E 85.44
3-4 S 57 ° 58 ' E 826.84
4-5 N 40 ° 45 ' E 318.64
5-6 S 54 ° 43 ' E 211.52
6-7 N 22 ° 35 ' W 219.55
7-8 N 24 ° 3 ' E 297.56
8-9 S 52 ° 23 ' E 497.41
9-10 S 28 ° 4 ' W 208.79
10-11 S 18 ° 37 ' E 239.72
11-12 S 49 ° 46 ' W 399.52
12-13 N 57 ° 30 ' W 316.88
13-14 N 80 ° 24 ' W 403.16
14-15 S 9 ° 44 ' W 328.45
15-16 S 65 ° 11 ' W 251.42
16-1 N 20 ° 43 ' W 843.39
Reference point:
Corner 1: long-X 121 16 ' 17 "
lat-Y 16 32 ' 31 "
BEARING
BEARING
This Subproject Completed Report was produced by the
National Forestation Development Office (NFDO)
through the valuable assistance and contribution from the
DENR, Region II
PENRO, Bayombong
CENRO, Bayombong
and staff of the
Subproject Site Management Office (SUSIMO)-DUMAYOP