Evaluation of the Rural Democratization and Development (RDD) Program of the Philippine Network of Rural Development Institutes (PhilNet-RDI)

July 2002 June 2005 1.0 1.1 INTRODUCTION Background of the Study

Since it started operations in 1997, the Philippine Network of Rural Development Institutes, Inc. (PhilNet-RDI) has undertaken two external evaluations. The first evaluation was done in June-September 1998 wherein the extent, effectiveness and initial results of the implementation of its core programs from 1997 to 1998 were assessed. The evaluation also reviewed the different levels of task, function, and authorities of the Management Structure. The second evaluation covered the period 1999 to 2001. It determined concrete outputs and effects of the organizations development intervention. Gender aspect of the intervention was also given attention. Results of the evaluation served as inputs in the formulation of the ten-year strategic plan (2003-2012) by the network. Now on its third year of implementation of its strategic plan, PhilNet-RDI deemed it necessary to assess what it has done and accomplished in relation to its objectives of empowering its partner communities and how PhilNet-RDI as a distinct organization has actually contributed to the creation of a more positive policy environment that allows for the wider civil society participation in socio-political processes and institutions where reforms are formulated and translated into concrete and tangible policies. Specifically, the evaluation examined the extent to which PhilNet-RDI has adopted the recommendations from the 2002 Evaluation by Barrameda, et.al. and I/C Consult, which include improving networks structure, systems and procedures and addressing sustainability issues 1.2 Objectives of the Evaluation The general objective of the empowerment evaluation is not simply to empirically determine PhilNet-RDIs program's worth but to develop skills needed for ongoing selfassessment, so that evaluation itself is institutionalized and made sustainable at the program level. As such, evaluation becomes a means of achieving organizational strength and renewal, effectively turning the classic definition of evaluationan object of interest is compared against a standard of acceptability--on its head." Specifically, the evaluation seeks to determine and consolidate the results and outcome of RDD program strategy implementation in the past three years. The extent of adoption of the 2002 Evaluation shall be given emphasis in the assessment. To obtain a clearer picture of the networks initiatives, there shall be three levels of analysis: 1) Community /

PO level; 2) Member-Organization level (RDI) and 3) Secretariat (National and Regional) level. There are different set of objectives for each level of analysis. For the community, the objectives are to: (1) Determine the gains and capabilities of (selected) communities/organizations/formations in the following areas of concern: a. b. c. d. MRSP

Status of RDD program implementation Claim-taking engagements on asset reform and delivery of basic services Initiatives on adoption of environment-friendly technologies in production Policy and public advocacy engagements on specific policies affecting their communities e. Social capital building efforts on local governance f. Gender-mainstreaming (2) Assess the sustainability of development interventions within CDCs/ADCs in AFI Communities Identify sustainability concerns of MRSP organizations

(3)

(4) Draw out indicators in determining the level of sustainability of MRSP organizations that maybe used by the network in assessing and monitoring the status of these groups The objectives for the RDI level of analysis are to: (1) Assess implementation of RDD components or adoption of RDD framework by the RDIs at the community level, focusing on the following areas: a. b. c. d. e. f. g. Strategy in RDD program service delivery Strategy in gender mainstreaming Staff capability Planning, budgeting, monitoring and evaluation systems Program Management Relations with the Regional Secretariat/National Secretariat Financial Sustainability

(2) Analyze level of sustainability of RDD development interventions initiated by RDIs. Meanwhile, for the Regional/National Secretariat level of analysis, the objectives of the evaluation are to: (1) Identify and assess the effectiveness of interventions undertaken by the Regional and National Secretariats to improve the networks capacity and competency to deliver or implement RDD programs and address sustainability issues within the network.

(2) Determine and assess the networks gains in promoting RDD agenda to other ARRDD players. (3) Draw recommendations on how the networks interventions can be made more relevant and effective in bringing about concrete results in the area of rural development. 1.3 Methodology Given the time and budget constraints, the evaluation covered selected partnerorganizations and RDIs. While site-specific evaluation may not provide a complete picture of the networks cumulative accomplishments for the period being evaluated, the information generated are valuable in illustrating how RDD programs were implemented at the community level by select RDIs. The information in this study was derived from the following sources: a. Sources of Data 1. Key informants from the Secretariat (National and Regional). 2. Key informants from the RDIs. 3. Key informants from the communities (e.g. CDCs or ADCs) or partner-POs that participated or benefited as partners of the network. 4. Documents of the network including organizational papers, program plan of actions, evaluation reports and other documents relevant to the study. b. Site Selection In this study, site selection was purposive with bias on sites that have on-going RDD programs since the study is focused on assessing the results of such intervention. The list of RDIs to be included in the study was provided by the national secretariat. Selection of communities or organizations to be visited was left to the RDIs. c. The Analytical Framework The evaluation employed the basic Input-Process-Output Framework which also establishes the link of effects to impact. The resulting analysis provides an assessment of impact to the external and internal environment. In assessing the external environment, the following areas will be looked into: a) legitimacy of the support extended by the stakeholders to the organization; b) suitability of the organization in carrying out its task, and c) effectiveness of the organization in carrying out its task. In assessing the internal environment, focus will be on: a) efficiency of resource utilization by the organization in delivering the required outputs, and b) ability of the organization to adapt to the intervening factors in the environment (flexibility).

In analyzing the program effects at the area/community, the evaluation emphasizes on what the program has contributed so far towards the realization of its 10-Year Strategic Plan in line with the Mission and Vision of the PhilNet-RDI. d. Evaluation Process The evaluation will involve the following phases: 1. Preparation of evaluation instruments or tools by the Evaluation Team to be reviewed and finalized together with the National Secretariat and Consulting Board. Data gathering and field evaluation through focused group discussions (FGDs) in selected sites. Analysis of data gathered, writing of report and formulation of initial findings and recommendations Presentation to the consulting board to provide deeper analysis of evaluation findings. Presentation of draft report at the national level. Preparation of final report.

2. 3. 4. 5. 6.

e. Scope and Limitation The evaluation mainly contains primary data gathered from focused group discussions thus, provides a description of the status of program implementation in sites covered by the evaluation. This means that evaluation results may not be representative of the networks entire accomplishments in RDD program, particularly PSED where the bulk of the networks accomplishments is found in Iloilo and Oriental Negros, both of which were not included in the evaluation. Actual field evaluation in 11 provinces was conducted in 3-4 weeks, covering 22 partner organizations. Limitations were met in assessing institutional capacities of RDIs and impact of local advocacy initiatives from PhilNet-RDIs partners and stakeholders. At the national level, impact of national advocacy initiatives was validated from stakeholders/partners although limited to few individuals only.

2.0 FINDINGS

The Rural Democratization and Development (RDD) Framework was conceptualized as PhilNet-RDIs response in addressing the multi-faceted problems that marginalized rural sectors confront on the ground. RDD work is a way to provide social and infrastructure services, organize economic activity and resource management, improve governance, enhance security, and empowerment of MRSPs. It is anchored on several major concerns, namely: basic asset and market reforms; agricultural diversification and sustainable production; rural industries and enterprise development; agricultural and basic community services; social infrastructure building and local governance.1 The framework builds on PhilNet-RDIs view that marginal rural sector and peoples or MRSPS and their organizations are productive assets and active players in the whole development process. Given clear rules of the game, access to information, and appropriate support, the MRSPs, working in partnership with demand-responsive support organizations and service providers, including local government units, the private sector, NGOs, and government agencies, can effectively organize to provide goods and services that meet their needs and priorities. To PhilNet-RDI, the MRSPs are the motive force behind the concretization and realization of the ultimate goal of RDD work. At the same timePhilNet-RDI adopts a multi-stakeholdership approach to rural development in cognizance of the reality that the business, government and civil society are three key players need to be reckoned with. Based from PhilNet-RDIs Area Development Manual, the defined scale of RDD intervention should cover 9-12 contiguous barangays (15-30% critical mass of a given resource) spanning two to three municipalities. During its Area Development Conference in November 2003, PhilNet-RDI maintained the 9-12 contiguous barangays as the RDD scope and agreed that critical mass is defined as 20% using the Paretto Principle. 2 Over the years, RDD implementation by PhilNet-RDI has been sharpened and honed by ground level experiences of RDIs which added substance to the concepts presented in the Area Development Manual. From goal setting and strategy clarification stage for the period 1997 to mid-1999, PhilNet-RDI moved to RDI strengthening from mid-1999 to 2001. The 2002 Evaluation affirmed PhilNet-RDIs strategic intervention as consistent with what it sought to contribute towards the realization of rural development. Despite its limitations and weaknesses, PhilNet-RDI remains fundamentally on-track in approaching area development work. Since the inception o f their area development plan in 1997, PhilNet stays focused in mainstreaming rural democratization and development initiatives of marginalized rural sectors on the ground.

1 2

2003 Annual Report. Paretto Principle says that the 20% of the organization can be responsible for the rest 80%.

2.1 Areas Covered by the Evaluation To assess and analyze the results and effectiveness of RDD implementation at the community level, a field evaluation was conducted focusing on the status of MRSP organizations being central to the RDD framework that aims to work towards the broadest possible participation and of balanced development of the marginalized rural sectors. From the 16 provinces where PhilNet-RDI operates, eleven (11) of these were covered in the evaluation involving 8 RDIs and 2 service areas in Luzon. A total of 19 POs/Coops and 4 federations were evaluated (Table 1) representing 8.5% and 28.57% of the total POs/Coops and federations assisted by PhilNet-RDI.
No. of Evaluation No. of POs/Coops sites Federations 142 13.38% 10 Evaluation sites 40%

Excluding NIRD, PRDCI, Alterdev & Hope for Change areas All PhilNet-RDI areas

222

8.5%

14

28.57%

2.2 Results of RDD Program Implementation 2.2.1 ASSET AND MARKET REFORM The PhilNet-RDI in its 10-Year Strategic Plan aims to facilitate MRSPs greater access and control over productive assets and other resources. As of end 2003, the Network has facilitated the installation and or take-over of a total of 1,302.11 hectares by 1,101 farmer beneficiaries3. Panay and Leyte have the most number of hectares distributed, 32% and 22% respectively. Leyte has the most number of farmer beneficiaries at 25%, followed by Panay, 24%. AR accomplishment for 2004 as reported in the Annual Report was the installation of 618 farmer beneficiaries in 11 landholdings with an aggregated area of 530 hectares located in the provinces of Oriental Negros, Negros Occidental,Bohol, Iloilo and Leyte. This includes the Cui Estate in Barangay Kauswagan,Trinidad, Bohol covering 200 hectares for 100 ARBs4. In areas covered by the field evaluation particulary Leyte and Cebu, various constraints were seen in defending the gains of agrarian reform. Difficulties and challenges in post installation include continued harassment by the landowners, lack of basic services, low productivity, among others.

3 4

2003 Annual Report. Based from the interview with BIRD, there were 90 ARBs in 100 has. and installation and distribution took place in 2003.

Nevertheless, there are valuable gains from these experiences highlighting the continuing efforts of the farmers to secure and upgrade their tenurial status over the lands they till through claims-taking by the community organizations. Aside from land tenure, PhilNet-RDI aims to improve access, ownership and control of MRSPs to other resources such as capital and coastal resources and initiate reforms in the market in the countryside. a. Highlights of AR Implementation

The Task Force Sugarland Project brought DAR and PhilNet-RDI together to assist the ARBs in 1995. Various trainings on organizational development, farming technologies, leadership, advocacy and paralegal development were provided to the ARBs. Continuing struggle to secure land tenurial status of MRSPs In Cebu, 15 of the 22 farmer beneficiaries of Barangay Lamintak, Medellin are still awaiting their installation after 12 years of land struggle while the 7 farmer beneficiaries who were previously installed encountered various forms of harassment even after installation. Also in Cebu, the 34 agrarian reform beneficiaries of Sitio Catap, Barangay Banlot, Municipality of Sibonga are facing ejection after losing to legal battle which took almost 15 years since their installation. Similarly in Barangay Labrador, Ormoc City, 11 of the 35 farmer beneficiaries have not yet been installed. Five of those installed have legal cases filed against them perceived to be the landowners effort to harass them. However, one farmer beneficiary demonstrated a major breakthrough in the struggle to secure his land ownership when he filed a case against his former landowner for ordering to uproot/destroy almost 2 hectares of land planted with banana, coconut, among others and for denying the farmers entry to their farmlands for 3 months. The case has been decided in favor of the farmer by DARAB Regional but is currently under appeal in DARAB National by the landowner. In Barangay Sabang-bao, Ormoc City, the slow agrarian implementation in the community is primarily caused by the strong resistance of the landowner as well as the lack of support by the CLOA holders and unreadiness by the farmers to pursue the cause. Out of the 30 names submitted to DAR for inclusion in the agrarian program, only two were given CLOA of the 20 individuals awarded with CLOA. The rest were reportedly not farmers or even members in the community. ` Claim-taking Initiatives Through the collective efforts of the MRSP organizations and with assistance by the RDIs, basic support services were accessed from LGUs and private institutions. In Barangay Lamintak, Medellin, Cebu, among those accessed were

Multi-Purpose Building by Cong. Montemayor; 2 Jetmatic Pump for their water system (KKS) and a pig dispersal project from the municipal office endorsed by the Barangay Council. In Barangay Banlot, Sibonga, support services accessed include the pavement of a 5-km road (some parts were concretized) by DAR in 1992 amounting to about P2 M; installation of a centralized potable water distribution system by the Central Visayas Water Sanitation Project in 1994; a reservoir to provide irrigation by Cong. Gullas amounting to about P6 M, a solar electrification project by the San Carlos Seminary. Other gains reported by the national office was a two million worth of project in the form of corn mill, hybid vegetable production, farm to market roads, and electricity) to partner PO in Barangay Pinupugasan, Escalante, Negros Oriental and the distribution of sacks of fertilizer to partner POs in Ormoc, Leyte.5 However in Barangay Malingin, Bogo, farmer beneficiaries have to put up with the lack of access to potable water affecting the communitys hygiene. Toilets are commonly absent in the households. Community members buy water P5/gallon. With a consumption of an average of 8 gallons a day, every household spends around P40 for their daily water consumption. To address this issue, the barangay has sought the support of the Provincial Engineering Office to conduct a water survey in the area. The request has not been acted upon yet. Effects/Impact in the Farmers Economic Condition The farmers of Barangay Lamintak, Cebu attested that their condition has relatively improved, now that they own the land they till. Prior to their installation, they lived on a barely subsistence level and were heavily indebted even before the start of planting/harvest season where they worked and earned their keep as tenants. Now, they get to plant the crops they want where they also get their food for consumption. They may not have the surplus money to support other needs such as sending their children to college but they are at least able to provide food for the family. As tenants, farmers only had work during planting and harvest season where they earned P80 if their status was regular and P56 if casual. That time, they could hardly send their children to high school. Upon their installation, farmer beneficiaries of Barangay Malingin, Bogo and Barangay Banlot, Sibonga initiated crop diversification with the assistance of CERD and DA who also provided seeds support. In Bogo, the 21 hectares of land covered by the agrarian reform program used to be planted with sugarcane alone
5

Notes on Advocacy by the National Secretariat.

but is now planted with various crops such as corn, vegetables, coconut and banana. Production though is enough for domestic consumption only. Corn used to be main crop planted in Barangay Banlot, Sibonga but over time, farmers learned and adopted the production of fruit bearing trees such as mango and vegetable crops. A nursery of fruit bearing trees was established through linkage with other agencies. Since they acquired their land, farmers of Barangay Malingin have relatively improved their condition as shown in the improvement of their housing condition. In the past two years, farmers were able to generate surplus from their income in sugarcane because of favorable prices averaging P980/bag. Income from sugarcane was used to build concrete houses, buy appliances and send their children to college, in contrast from their condition before as farm workers wherein houses were small, made of nipa and without flooring. As farm workers, they earned only P45-50/day. Children who helped in the farm were paid P30-35/day, depending on their size/height. Meanwhile in Barangay Banlot, Sibonga, life is still difficult for the farmer beneficiaries whose resources were spent in pursuing their legal case. The loan from CERD amounting to P20,000 was not repaid mainly because farmers are spending for legal costs, among these are P1,500 per hearing by the lawyer, P150/page of a motion. Around P100K is estimated to have been used up for legal support. Their lack of tenurial security prevents the farmers from borrowing, thus affecting their capacity to improve their production, the result of which is low yield or productivity. They resort to borrow money from middlemen and are forced to sell their produce to these middlemen who offers lower farm gate price. Consequently, families could hardly send their children to college. Only the beneficiaries of scholarship programs in the community have made it to college. With the nearest high school being 10 kms. away from the barangay, some students are discouraged from completing their secondary education. b. Highlights of Interventions in Coastal Areas PhilNet-RDI aims to improve access and control of municipal waters by small fisherfolks translated into local ordinances limiting number of incursions of commercial fishers into municipal waters, reduced number of illegal fishing activities, among others. The CBCRMP experience in Polillo, Quezon for a time demonstrated success in PhilNetRDIs effort to reform control and ownership of coastal resources. With the support of CBCRM advocates in Sangguniang Bayan, major gains were attained within the period 2003 to January 2005 in pushing for the CBCRM agenda at the municipal level.

Concretely, these gains were the passage of the Unified Fishery Ordinance; approval of Municipal Ordinances declaring fish sanctuaries in four barangays; passage of the Codified Municipal Ordinances for the protection and development of the eco-system and natural resources, and the establishment of the Municipal Fisheries and Aquatic Resources Management Council. 6 These initiatives however were not sustained based on the findings of the field evaluation. Recent developments involving major decisions made by the Municipal Mayor caused disorientation among leaders of the peoples organization which eventually weakened their position in pushing for coastal management reforms in the LGU. In Samar, initiatives by the Trowel Development Foundation, Inc. (TDFI) on CBCRM resulted to the establishment and installation of Close and Open Season in Lalaguna Bay which covers three barangays namely San Juan, San Isidro and Maravilla in the Municipality of Lavezares. During Close Season which falls on March 1- May 31, fishing activities are prohibited until the start of Open Season which falls on June 1-February 28. This program was supported with municipal ordinance and joint inter-barangay ordinance from the three barangays, with active participation from the Barangay Bantay-Dagat, associations of fisherfolk and womens associations, LGU and other agencies like DABFAR. Other gains include the installation of a Fish Sanctuary in Barangay Barobaybay and the formation of Bantay-Dagat groups in the 9 coastal communities of Lavezares which are active in the campaign to eliminate illegal fishing activities. c. Access to Rural Financing

Improving access and control to production capital (cash) is PhilNet-RDIs objective in 10 years, indicated by the number of households with access to production capital, reduction in interest rates from informal sources, increased amount of CBUs and number of MRSP-managed S&C programs. Results of the field evaluation of the 19 POs/Coops reveal the following: Savings mobilization not yet initiated in most MRSPs. Of the organizations visited, only Bayanihan MPCI in Talibon, Bohol has installed a Members Savings Operations (MSO) Program with the assistance of LBP. Total amount of savings mobilized is P808,319. It follows the Coop Pesos Standards in monitoring its financial performance. The KARBEMPCO in Sultan Kudarat is still in the process of installing its MSO Program, also with assistance from LBP. Some coops, e.g. LANFABA have forced savings through loan retention but amount generated from this scheme is relatively minimal.
6

See Annex C, LGU Engagements in Polillo, Quezon.

10

Low capital build-up. Except for the two cooperatives in Sultan Kudarat that own and manage a plantation, most of the coops have low CBU. On one hand, NAMMPRA has demonstrated capacity to generate CBU, with a total of P100,000 from a membership of 38 since it was registered in 2000. It was in fact able to construct its own office building using internal funds. The Bayanihan MPCI has the highest CBU from the 6 coops presented in the table below (excluding KARBEMPCO & MAPARBEMPCO), which is expected having been operational for 11 years now. Table 2. Accounting of CBU of (Select) POs/Coops
Coops NAMMPRA BLUFA Sabangbao MPC Boroc-Ipil MPC BMPCI Pubaneca San Miguel FDC KARBEMPCO MARBEMPCO Location Cebu Leyte Leyte Leyte Bohol Davao del Norte Davao del Norte Sultan Kudarat Sultan Kudarat Total Share Capital P 100,000.00 14,017.00 44,301.44 366,467.00 P167,000 4,957,615.16 2,223,677.99 Total Membership 38 80 48 77 395 52 73 413 296 Ave. Share Capital/ Member P 2,631.50 175.21 575.34 927.76 3,211.53 12,000.00 7,512.00

Lack of access to agricultural loan affecting productivity and adoption of farm technologies. Except for Boroc Ipil MPC in Leyte which could provide a production loan of P50,000 at the most, all the other POs/Coops could only provide a loan of P500-P3,000 which is insufficient to meet production requirements of the members. Add to this is the small capital available limiting the number of beneficiaries to a few. This situation compels the farmers to borrow from traders especially in areas where there is no other source of credit at all. Table 3. Available Production Capital for POs/Coops
Coops LANFABA NAMMPRA Burok-Ipil Location Cebu Cebu Leyte Program Fertilizer loan P3K/ borrower P1,000/ member Production loan for corn & suga\rcane P15K P50K Fertilizer loan Rice production P500P1,000 Production loan Fertilizer loan Source of Credit DSWD (30K) and CERD (60K) CERD (P110K)

CCDC (P100K)

BLUFA Bayanihan MPCI PUMAS

Leyte Leyte Bohol

BIARSP (P200K) BIARSP (P110K)

11

2.2.2

SOCIAL INFRASTRUCTURE BUILDING & STRENGTHENING (SIBS) PROGRAM

The SIBS component focuses on consciousness building and strengthening/capacitating of partner POs and cooperatives to implement projects towards developing communities through provision of basic support services by concerned government agencies, access to capital, facilities and resources for production. The SIBS is considered the core strategy in setting up the requirements towards the desired impact level that expectedly will be felt by numbers of people within a certain range of area. AFI community may mean a sitio or estate/commercial farm or barangay. a. SIBS Strategies

Based from PhilNets RDI Area Development Manual, strategies in SIBS implementation are: Household-Based Organizing. This is an approach applied to enlist the active participation of individuals of households productive activities. Triad and cluster formations were employed in monitoring status of gender-mainstreaming efforts of the Network at the household level. Formation of Community Development Councils (CDCs). The CDC is defined as an organization of all organizations in the community, composed of representatives from clusters, sectors and organizations in a barangay. CDC would serve as a development council and formulates the community development plan that includes social, economic and responsible governance, and agricultural development concerns. To be able to mainstream its CDP, it should actively pursue recognition in the Barangay Development Council while at the same time, it should facilitate actual community governance. Officers and/or members are trained as local community organizers or development facilitators and future members of the LGU and Special Bodies. Formation of Area Development Council (ADC). A group of CDCs can be transformed as ADCs covering 3-12 barangays in one municipality only when CDCs have been duly recognized as members of the BDC; when the CDPs are mainstreamed in the BDP, and when the CDCs have shown organizational maturity as reflected in sustained engagement in community dialogues, claimtaking at the local level, and self-organizational management. Organizing Lead Peoples Organization. In areas where prevailing conditions do not facilitate the immediate establishment of development councils, PhilNet-RDI shall direct its intervention with an existing organization, either a PO or cooperative, or establish a new formation if there is none. The manual provides that cooperatives are strongly suggested as the lead organizations since rural development endeavor by PhilNet-RDI would be heavy on the economic

12

aspect. However, this doesnt discount that dynamic POs could also become lead organizations. b. Highlights of SIBS Implementation vs. Strategic Plan by PhilNet-RDI

The 10-Year Strategic Plan of PhilNet-RDI for the SIBS component provides for an empowered movement of MRSPs and RDD advocates that are gaining and expanding grounds in the agrarian reform and rural development arena at local, national and international level. Highlights of evaluation on the SIBS component are presented below along with the intermediate goals of PhilNet-RDI: Formation and strengthening of MRSPs organizations and in enhancing their collective capacities for further enhancement of RDD objectives and concerns at local, national and international levels. This should be reflected in the core of men and women who are credible, gender responsive, capable of managing and expanding the organization, and establishing links and alliances and engaging the government for claimtaking of resources. As of July 2005, the total number of POs/Coops and federations organized or assisted by PhilNet-RDI has reached 222 and 14, respectively. Of the 19 POs/Coops evaluated, 12 were organized within the period 1992-1999. One PO was organized as early as 1987. Table 4. Profile of POs/Coops covered by the Evaluation
Name of Organization LANFABA NAMMPRA KAHIL MPC Sabangbao MPCI BIARBMPC BLUFA Bayanihan MPCI PUMAS PUBANECA SMRFDC NPFO SVFDO SKB Tabunan Talahid MSFA UKARBECCO KARBEMPCO MARBEMPCO CAMDA AACDA BRAMO NNFARC DUSTOCARFF Location Cebu Cebu Cebu Leyte Leyte Leyte Bohol Bohol Davao del Norte Davao del Norte Davao del Norte Davao del Norte Samar Biliran Biliran Davao del Norte Sultan Kudarat Sultan Kudarat Sultan Kudarat Biliran Biliran Leyte Negros Occ. Davao del Norte Nature PO PO Coop Coop Coop PO Coop PO Coop PO PO PO PO CDC CDC PO Coop Coop Coop Federation Federation Federation Federation Federation Year Established 1995 1995 1998 1996 1996 1998 1993 1987 1998 1995 1996 1999 2004 2004 2004 2004 2000 1999 2000 2005 2004 1998 1992 Not yet registered

13

In assessing the performance of the POs/Coops/Federations in relation to their capacity to manage, expand and sustain the organizations, tentative indicators were formulated focusing mainly on the rate of participation/involvement by the leaders and members. Financial indicators measuring loan delinquency and increase in capitalization are included since most of the POs (e.g. LANFABA, NAMMPRA, BLUFA and PUMAS) as well as the CDCs/ADCs in Biliran organized and assisted by RDI-Leyte, are implementing credit or micro-lending projects. a) Most of the POs/Coops organized in 1990s (1993-1998) are considered critical or struggling Table 5. Level of Sustainability of POs/Coops
Level of Devt by the POs/Coops/Federations Membership Critical Inactive members (60% up) No increase in membership Inactive leaders (60% up) Struggling Inactive members (50% up) Rate of increase per year is less than 10% Inactive leaders (50% up) Consolidation Active members (not less than 40%) Rate of increase is at least 15% per year Active leaders (at least 60%) Relative capacity to manage projects Rate of increase is at least 10% Growing Active members (not less than 30%) Rate of increase is at least 20% Active leaders (at least 70%) With basic management/ leadership skills Rate of increase is at least 15%

Leadership

Capitalization

On-going projects

No increase in capitalization or Rate of increase per year is less than 5% No on-going projects High delinquency rate KAHIL NNFARC MSFA PESAMAKPO SMRFDC SVFDO NPFO

Rate of increase per year is less than 10%

At least 1 project being implemented Delinquency rate of 50% up LANFABA NAMMPRA Sabang-bao MPC BIARBMPCI BRAMO PUBANECA UKARBECCO PUMAS DUSTOCARFF

At least 2 projects Delinquency rate of not more than 40% CAMDA Tabunan CDC AACDA Talahid CDC BMPCI
SKB (formation)

POs/Coops/Federations

At least 3 projects implemented Delinquency rate of not more than 30% KARBEMPCO MARBEMPCO

14

b) Gains in local engagements in the form of resources accessed for and support services and policies influenced supporting RDD agenda In Alitagtag, Batangas, the Sangguniang Bayan allocated an amount of P400,000 for an irrigation project identified from Barangay Planning Workshops facilitated by the PhilNet-RDI resulting to the formulation of a Municipal Development Plan and the 2005 Annual Investment Plan. PhilNet-RDIs role as a partner by the LGU in the formulation and implementation of the Municipal Development Plan was backed by a municipal resolution. Micro-enterprise projects and support services were accessed by MRSP organizations from different government institutions such as DA, DSWD, LGU, etc.7 One organization that was able to lobby and access various support services was BIARBMPCI in Leyte. Support services included potable water system from the city government, farm to market roads and electricity. For its micro-enterprise projects, it was also able to access resources from the City Cooperative Development Council for fertilizer assistance and farm tractor from DA. In Biliran, barangay development projects initiated by the CDCs/ADC established by the RDI Leyte were supported by the Barangay Development Councils which provided at least 20% of their Barangay Development Fund. At the same time, the Municipal Council of Almeria, Biliran allocated counterpart funds for barangay projects identified in the 5-Year Integrated Resource Management Plan formulated and adopted by the municipality resulting from the barangay planning workshops facilitated by RDI-Leyte. These projects include water system, farm to market roads, provision of farm inputs, barangay health and school building. 8 Counterpart was also provided by the Municipal Government of Lavezares, Samar in the implementation of the CLAM Project, as well as by the Barangay Development Councils in areas covered by the project.9 The installation of a level 2 water system covering Barangays Cagay and Duguan in Sibonga, Cebu was realized with the support of the Barangay Council which provided a counterpart of P127,000 and 30% of the labor cost together with the Municipal Mayors counterpart of P100,000 to add to the P828,000 grant by the Japan Embassy. It initially targeted 100 household beneficiaries but the project which has reached level 3 is now serving 180 households. In Davao del Norte, a municipal ordinance was adopted prohibiting the burning of rice straw in two municipalities where the area focused intervention of DPRDI is located. Also in Davao, only PUBANECA among the coops interviewed has active participation in the Municipal Cooperative Development Council (MCDC).

7 8

Annex A, Table 6. Notes from National Secretariat. 9 Annex E.

15

Greater participation of MRSPs in local governance through the formation and strengthening of community and area development councils and in improving their capacities towards judicious utilization, management and sustainable development of local resources. In AFI areas in Bohol, Community Development Plans (CDPs) were formulated by CDCs as a result of the PRAs facilitated by BIRD. Presentation of CDPs was attended by LGUs and line agencies. The CDP in Barangay San Isidro, a recipient of BIARSP, served as input in the latters problem identification of its area of operations. 10 On one hand, no ADC has been formed. District-wide intervention is carried out by KASAMA KA. In Biliran, CDCs formed by RDI-Leyte in the Municipalities of Cabugcayan and Almeria have been active in barangay development projects with support by their respective Barangay Development Councils. These initiatives have resulted to the formation of ADCs in the two municipalities. Incidentally, both ADCs are evolving into an organization with a semblance of a cooperative since they are implementing and manage micro-enterprise projects while at the same are soliciting capital build-up from individual and group members.11 The strategy employed in Biliran varies from the one applied by DPRDI in Davao del Norte (as well as in Bohol and Cebu) where the function of both CDCs and ADCs are confined to influencing barangay and municipal budget and programs towards rural development activities. Meanwhile, CERD of Cebu initiated the organization of Barangay Council for the Protection of Children (BCPC) in Barangays Basak, Cagay and Catap in the Municipality of Sibonga and the Municipal Council for the Welfare of the Children (MCWC). Consequently, BCPCs were formed in the 25 barangays of throughout the municipality in 2004. In Sitio Catap, the BCPC was active in monitoring domestic violence in the neighborhood. It initiated the campaign of prohibiting children from gambling. As an active member of the MCWC in Sibonga, CERD pushed for a resolution against child labor to children aging less than 15 years.

c. Assessment The strengths of assisted organizations are generally observed in their capacity to access support services and engage the barangay councils through planning and policy formulation processes. Their weakness lies in internal capital mobilization and managing or sustaining enterprises. The relative success of plantation coops can be attributed to the presence of capability-building support prior to the beneficiaries take-over and convergence of support by the different institutions. Self-reliance was also demonstrated by some groups in particular PUBANECA that has managed to acquire additional farm equipment and expand its services utilizing its own resources
10 11

Annex F. Annex G.

16

thereby increasing the farmers access to farm equipment resulting to efficient production activities. To sustain the gains of this coop, upgrading of capacities and systems are needed and CBU and savings mobilization schemes must be in place.

2.2.3 PRODUCTIVITY SYSTEMS ENHANCEMENT AND DEVELOPMENT (PSED) a. Overview

PSED intervention is geared towards the attainment of food security and sufficiency in assisted communities through the promotion of sustainable agriculture. Agricultural diversification and sustainable production systems development are employed as approaches that are expected to reduce production cost, improve yield, improve soil fertility and provide nutritious and safe food for consumption. 12 Among the sustainable agriculture technologies and related practices that were popularized by the Network and adopted by MRSPs communities include Masipag Rice Technology (MRT) and System Rice Intensification (SRI) in rice farming communities, Low External Input Sustainable Agriculture or LEISA in sugarcane-growing and ricefarming communities, organic corn production, integrated and diversified farming sytems, Bio-intensive Gardening (BIG), and utilization of animal waste and crop residues by households that raised livestock in their backyards.13 The 2004 Annual Report cited that there was an increase on the number of farmer cooperators (adopting) sustainable agriculture technologies, although there are still some doing it in trial basis especially on rice cultivation. In summary, accomplishments by the Networks on SA popularization and adoption are as follows: Table 7. Summary of PSED Accomplishments in 2004
Rice Production MRT Prodn Mass Production Verification Trial Total SRI LEISA Visayas HHs 414 3 7 424 26 (M 24, F2) 424 (M 222, F 202) Has. 46.15 0.20 .40 46.75 1.20 321.40 HHs 405 145 135 685 33 675 Mindanao Has.

12 13

2004 Year-End Assessment Report by Philnet-RDI-Visayas 2004 Annual Report.

17

Sugarcane Production Trash Farming LEISA Intercropping Corn Production Organic LEISA Vegetable Production BIG Organic Farming (Commercial) LEISA (commercial)

Male

Female

Total 539 646 88 Total 54 115 Total 388 11

602 64 Male 41 70 Male

44 24 Female 13 32 Female

Area Covered (Ha.) 97.50 576.10 19.34 Area Covered (Ha.) 87.84 92.24 Area Covered (Ha.) 15.1 4.65 148.81

209

124

333

IDFS Inland Fishponds Utilization of Animal Wastes & Crop Residues

Visayas Mindanao 130 HHs 814 HHs 5 FCs 67 FCs 96 Hhs maintained 36 community-based vermin houses 14 Hhs maintained 36 individual verminculture facilities

The bulk of the production of rice, sugarcane and vegetables using SA technologies in Visayas come from Oriental Negros or areas covered by NIRD. For rice production in both organic and LEISA, NIRD covers 77% and 95% respectively of total area covered by PhilNet-RDI in Visayas. It has also the highest number of area coverage of sugarcane production using LEISA at 74%.14 The table below does not include areas covered by PRDCI as this was not reflected in the 2004 Annual Report of Visayas. Table 8. Area Covered by SA Technology-Adoption in Visayas SA Technology 1. Rice Organic 2. Rice LEISA Location NIRD NIRD NCRDD BIRD NIRD NCRDD NIRD NCRDD BIRD Area (Has) Covered as of 2004 35.55 304.40 8.41 7.11 429.00 73.90 33.28 13.23 21.50 %
vis-vis total production by PhilNet-RDI

3. Sugarcane- LEISA 4. Vegetables LEISA 5. Corn LEISA

77.03 94.71 2.61 2.21 74.46 12.82 22.36 14.34 23.30

14

2004 Visayas Year-End Assessment Report.

18

Lastly, of the 496 farmer cooperators of MRT in Visayas15, 50% come from Kanlaon in Oriental Negros, followed by Iloilo with 22% or 112; Trinidad, Bohol with 18.5% or 92 and Escalante, Negros Occidental with 7.8% or 39. b. Status of PSED Implementation in Selected Areas

From the tables presented above, it can be derived that PhilNet-RDI areas in Visayas covered by the field evaluation are not major contributors to the Networks PSED accomplishments, except for NCRDD which has shown relative success using LEISA in rice, sugarcane and corn production, followed by BIRD. (The non-inclusion of information on the status and accomplishments of SA adoption per RDI in Mindanao is due to the unavailability of latest consolidated report from Mindanao). The field evaluation in selected areas provided information on the current status of PSED implementation by the RDIs. 1. PSED Implementation in Cebu

Table 9. Highlights of PSED Implementation in Cebu

Barangay/Municipality Banlot, Sibonga SA Technology Vegetable SA Adoption 4 FCs Demo farm set-up (First harvest generated an income of P20,000) Farmers tried organic fertilizers by using vermicast. They are currently into vermicast production Constraints weak presence or support from DA lack of ready supply of organic fertilizer Under normal conditions, gross income that can be earned from rice production is P15,000 per hectare per cycle. On the second cropping, income is much lower because production is rainfed.

Lamintak, Medellin

Utilization of Animal Wastes & Crop Residues

Livestock

CERD provided 15 heads of carabao as loan at an interest of 5% per month. Pig dispersal project from DA

15

496 FCs from 424 Households.

19

PSED implementation in 2004 slowed down apparently due to CERDs prioritization of the water system project in Sibonga whose construction was delayed in 2003 as a result of staff turn-over. CERD had to double time to ensure the projects implementation within the contracted period; otherwise the funder would recall the project. Aside from loan assistance, CERD provides technical trainings and assists in facilitating access of seeds from DA. DA does not provide training because of its bias towards chemical fertilizers. To address the problem of lack of ready supply of organic fertilizer, CERD is exploring the viability of vermicast production on a commercial scale. It has so far invested P50,000 which was mainly used to purchase 300 bags of chicken dung and materials for 10 modular boxes. Income generated so far is lower than its potential, unless it is operated on a larger scale.

2.

PSED Implementation in Leyte Table 10. Highlights of PSED Implementation in Leyte

Barangay/Municipality SA Technology Sabangbao, Ormoc City MRT BIG Burok-Ipil, Ormoc City LEISA in Sugarcane LEISA in corn Labrador, Ormoc City LEISA (rice) SA Adoption 1 adopter 4 adopters 10 FCs on trial basis 5 FCs on trial basis 5 FC on trial basis (5001,000 sqm) 5 farmers have increased the area utilized from 500 sqm to has. Constraints lack of ready supply of organic fertilizers

First harvest produced lower yield Produce is for consumption only; farmers cant increase area because they dont own the land

The lack of ready supply of organic fertilizer is one factor affecting the adoption of sustainable agriculture. The lone supplier of organic fertilizer in Ormoc City stopped its operations in the area for lack of demand that time. As a result, farmers have to source their organic fertilizer from Dumaguete City.

20

Still, there is a growing recognition of the viability of distributing organic fertilizer in the area. The sharp increase of prices of chemical fertilizers, now amounting to P800/bag, will soon drive the farmers to use organic fertilizers which amount to only P240/bag. On the other hand, the adoption of MRT is faced with a serious competition from government programs that provide a packaged support to the farmers for hybrid rice. In line with the priority of the Municipal Government of Almeria in Biliran Province to push rice under DOTs One Town, One Product Program, the LGU offers a Plant Now, Pay Later Scheme to the farmers with an incentive of free seeds if production is successful. In case of damage to crops brought by the long drought, farmers are provided with insurance support. The DA has reportedly entered into a contract with a multi-national corporation which explains its intensified campaign for hybrid rice. 3. PSED Implementation in Bohol Table 11. Highlights of PSED Implementation in Bohol
Barangay/Municipality Barangay San Roque, Talibon SA Technology MRT SA Adoption 15 FCs utilizing an average of .6 has Constraints/Status not sustained because farmers reverted to hybrid rice Not sustained due to low yield

Barangay Kauswagan, Trinidad

MRT

Communal farm by PUMAS for 2 cropping cycle

Through the encouragement by the Municipal Government of Trinidad and a financial support payable in 10 years, some farmers have started planting oil palm trees (135 trees per hectare). In Barangay San Roque, Talibon, some farmers have tried planting oil palm trees but because of an issue in pricing, some were discouraged from sustaining the activity. With regard to sustainable production systems, initiatives did not produce significant gains for reasons attributed to the farmers attitude and mainly because of absence or lack of capitalization. Initially, there were around 15 farmers per barangay that attempted to adopt MRT, utilizing at least 500 sqm of their land but this was not sustained in the next cropping season and instead went back to planting hybrid varieties. Apparently, only areas with PACAP support have been able to sustain MRT Production. Of the 5 AFI areas in 2 municipalities, 2 receive support from PACAP namely Barangays Kauswagan and San Isidro in the Municipality of

21

Trinidad. The table above however shows that MRT adoption in Barangay Kauswagan did not also prosper despite financial support for the communal farm. BIRDs interventions are in the form of technical and monitoring assistance in crop production and livestock projects. Financial assistance was made possible by mobilizing LGU and resource institutions e.g. PACAP. Livestock projects include swine fattening, goat dispersal and Kabir production. 4. PSED Implementation in Negros Occidental

Table 12. Highlights of PSED Implementation in Negros Occidental

Barangay/Municipality Pinapugasan, Escalante SA Technology MRT BIG SA Adoption 10 FCs 33 FCs (Rural Women Organization) Collective farm covering .20 has (Malasaging Lakanon MPC 2 FCs allocating 200 sqm Constraints/Status Water source not maximized though capable of irrigating 320 hectares; located in a private land and its owner does not approve of developing the water source. The road used to be impassable but after lobbying with the LGU and submitting resolutions, the LGU finally took action to improve the road.

Commercial vegetable production Inland Fishery Vermin Composting LEISA in sugarcane Livestock

3 areas 2 FCs (.50 has & .75 has) 1 ha. farm (joint venture by coop and NCRDD) swine-fattening & carabao dispersal projects Introduced in the community 2 FCs One allotted .5 has & 2 has. Demo farm (vegetables, rice & banana planted; goatraising)

Binaguiohan, Escalante City

sustained; profit sharing of 70-30 for coop and NCRDD

Barangay Dian-ay, Escalante City

IDFS

need for marketing support for organic vegetables

Maquiling, Sagay City

Commercial vegetable production IDFS

Rice production for domestic consumption only

22

NCRDD promotes crop diversification and sustainable farming in its assisted communities which are mainly sugarcane areas. Technologies being promoted are MRT, Bio-Intensive Gardening, Inland Fishery, Contour Farming and LEISA Sugarcane Production. It also developed 25 local agri-techs in the four barangays. The collective farm by Malasaging Lakanon MPC in Barangay Pinapugasan, Escalante City was established in cooperation with NRCDD and DA. The DA provided technical assistance and seeds support as loan amounting to P2,380.00 while NCRDD provided technical support in the production or utilization of organic fertilizers. The farm earned about P400 after 60-90 days excluding the produce used for domestic consumption. Meanwhile, the joint venture between NCRDD and Lauyan Small Farmers MPC in Barangay Binaguiohan, Escalante City was initiated in 2002 and continued up to present involving a 1 ha. sugarcane demofarm where LEISA technology is applied. The NCRDD provided the capital while the coop provided labor as its counterpart. Profit sharing was 70-30 for the coop and NCRDD respectively. On the first year, income was only breakeven and on the second year a net income of about P20,000 was realized, 30% of which or P7,000 was earned by NCRDD. With two FCs engaged in commercial production of vegetables, NCRDD recognizes the need for marketing support. Incidentally, it finds stiff competition in the presence of one land owner who produces organic vegetables that have already passed standards and supplies organic vegetables in malls. Findings Lesser production costs since farmers are encouraged to grow their own seeds. Crop diversification taught the farmers the principle of starting small wherein investment requirement is less and can even be accessed from other sources for free. BIG has been proved to be economically viable (in 3 pilot areas) when produced commercially and at the same time ensures food security in the households. The DA is also supportive on initiatives promoting BIG. The high cost of chemical fertilizers presented as an opportunity for the promotion of crop diversification using organic fertilizers.

23

5.

PSED Implementation in Davao del Norte

MRT Adoption As of February 2005, the total number of farmer cooperators who have mass produced is 115. DPRDI is confident that its target of 175 farmer cooperators this year will be realized since it has already recruited 140 farmer cooperators producing masipag rice on a trial basis within the period March to June. Rice Areas Covered by DPRDI Municipality Carmen BE Dujali Sto. Tomas No. of Barangays 3 4 4

To promote Masipag Rice Technology and recruit farmer cooperators, DPRDI provides training and technical assistance to at least 5 farmer cooperators per barangay in every cycle or cropping season. For the next cycle, the previous 5 farmer cooperators are expected to recruit 1 or more farmer cooperators. During trial stage, each farmer is provided with 2 tablespoon of Masipag seeds (cultivars) which are planted in a 1x3 meter area. Each household has 5 Masipag lines . The trial stage is followed by the verification stage wherein the most successful Masipag line is planted in a much larger area. The masipag rice produced is ninety nine percent (99%) organically grown. Organic inputs are locally developed using available materials. The 115 number of farmer cooperators is considered a significant number in the promotion of sustainable agriculture. DPRDI attributes the success of the promotion of sustainable agriculture to the technology which is effective in itself. Farmer cooperators realize and recognize the benefits from the technology. When mass produced, the potential income is high considering the low production costs and high demand of Masipag rice even in the local market. Secondly, constant monitoring of the farmers application of MRT is another important factor in ensuring the successful promotion of the technology. Hands-on assistance will motivate or compel the farmers to follow the meticulous planting techniques. The local farmer technicians (LFT) trained by DPRDI assist in field monitoring who are also developed as local scientist for the propagation of masipag lines. There are a total of 36 LFTs trained of which 9 are new. DPRDI through its farmer cooperators has developed about 120 Masipag lines.

24

Benefits from Masipag Rice Despite the economic benefits from banana production, DPRDI maintains that promoting sustainable agriculture through Masipag Rice has far more lasting benefits for the farmers, to mention: Provides healthy food to the community Protects environment High potential income when mass produced Lesser production cost In contrast, banana production is harmful to the environment due to the fact that it requires high amount of chemical fertilizers. It also affects water supply of rice farms since it requires large amount of water. On Household-Based Organizing Approach Farmer cooperators are organized using the household based approach. Clusters are formed and conduct regular meetings to follow-up adoption of technology. During the meetings, household members are involved to ensure that farming and domestic tasks are divided among them. The approach proved to be effective in improving family relations as shown by the improved communication between and among household members. Regular cluster meetings comprising of at least 5 households brought closeness among the household members. Similarly, households adoption of MRT has increased their capability to produce surplus, satisfying the needs of the family members and consequently reducing disagreements between husbands and wives. Threats to MRT Adoption/Promotion The intensive promotion of hybrid varieties continues to pose as a serious threat in the adoption of MRT. The Local Government of Dujali is in fact pushing for hybrid varieties. The Barangay Council of New Casay though has convinced and lobbied the LGU to maintain organic rice production in the area. One of the private companies that provide an attractive offer to the farmers is Sterling Agritech Inc., a Taiwanese-owned company that officers to lease the farmers land for 3 years or per cropping basis under a leasing fee of P85,000.00/hectare or P30,000/hectare, respectively. On top of it, farmers shall be hired as tenant/laborer. Furthermore, Sterling provides cash incentives if more than 30 sacks per hectare are harvested. There was one instance when a farmer exceeded his target harvest in two hectares and received P19,000.00 incentive in one cropping only. Nevertheless, some farmers are not interested on the scheme for the following reasons cited during the FGD:

25

They cannot plant any variety of plants under the agreement with Sterling To support their daily household consumption, they will be forced to borrow money Production cost of P1,300.00/half hectare in MRT is cheaper than the conventional practice of P3,000.00/half hectare In MRT, farmers have savings of 20 sacks per harvest; and lastly Farmers dont want to be a laborer/tenant in their own land

Constraints in MRT Adoption The lack of capital prevents farmers from adopting the technology, as well as the lack of access to credit for providential needs. Most of the farmers are beholden to the local traders/private individuals who provide the needed cash when most needed. The lack of marketing facility also discourages the farmers since despite the P1/kilo difference of MRT rice from the inorganic rice, they end up selling the MRT rice based on the market price set by the traders. In some occasions, farmers are left with no option but to sell their rice during rainy season which sells at P3/kilo lower than during dry season just to finance production requirements for the next planting season. Advocacy on MRT In its attempt to pursue advocacy on the protection of the rice industry, DPRDIs advocacy is in the form of lobbying the Local Chief Executives (LCE) to support the cause by zoning rice and banana areas. A Farmers Field Day was organized to signify the farmers call for the protection of the rice industry by zoning rice and banana areas. Resolutions by the peoples organizations were submitted to the Local Chief Executives of the municipalities covered by DPRDI which were considered for further study. Though the LCEs were reportedly supportive to the cause, no ordinance has been made to date.

6. Organic Production at the Banana Plantations In line with RC Mindanaos on-going assistance to a banana plantation covered by the agrarian reform program, organic production of banana is being explored and studied. The growing demand at the international market for organically grown bananas is another factor that calls the need to seriously look for available technology. Government and private institutions and planters associations are being tapped to provide technical assistance or information on how to proceed with the research.

26

c. Targets vs. Accomplishments To summarize the accomplishments based from the field evaluation in relation to the objectives and indicators set for the period 2003 2012: Table 13. PSED Targets vs. Accomplishments
Goal To facilitate MRSPs attainment of higher farm productivity and income while ensuring ecological balance through sustained and enhanced delivery of integrated services, improvement of local systems of farm and fishery production and processing, and upgrading of KSA in sustainable agriculture and community-based coastal resources management Intermediate Results 1. To facilitate access and control of MRSPs to suitable and improved planting materials, animal breeds and fishery broodstocks and other farm inputs OVIs # of cooperators (men and women) by specific SA/CBCRM technologies increased income through reduced production costs and or increased farm and fishery yield and reduced post harvest losses area in hectares covered by technology Remarks # of cooperators and area in hectares covered by SA technology adoption is presented in Table 13, based from the 2004 Annual Report

2. To facilitate access and control of MRSPs to farm equipment and facilities

3. To promote and popularize productivity-enhancing, costreducing, and ecologyfriendly technologies in farm and fishery production

# of men and women cooperators benefiting from dispersal activities # of seed banks (incl. breeding and selection) and plant nurseries established Volume of organic fertilizers & pesticides supplied and produced Diminished use of chemical fertilizers and pesticides # of units of pre and post harvest facilities acquired # of men and women farmers benefited by facilities # of men and women adopters and area coverage (IDFS) # of developed and popularized technologies on sustainable agriculture and community-based coastal resources

Propagation of masipag lines/ rice cultivars and/or local seeds Production and marketing of organic fertilizers Adoption of SA technologies results to reduction of chemical fertilizers Accessing of livestock projects from LGUs and other sources no data from the field evaluation

See Table 13; data not gender-segregated Developed and popularized technologies on SA per crop line e.g. Rice MRT, SRI, LEISA; BIG, IDFS, etc. Increased yield and

27

4. To help reduce post-harvest losses of farm and fishery products by introducing appropriate technologies for farm and fishery product handling, preservation and processing 5. To upgrade the knowledge, skills and attitude of MRSPs in sustainable agriculture and community-based coastal resources management

management Increased yield and reduced cost by technology # of men and women adopters of appropriate technologies for farm and fishery product handling, preservation and processing # of trained men and women # of training modules developed and produced

reduced cost by technologies based on testimonies and documentation16 no data from field evaluation

Training and development of LFTs in Negros Occidental by DPRDI to assist in field monitoring and propagation of masipag lines Various trainings on farm technologies provided by the RDIs

d.

Assessment

Only the Trowel Development Foundation, Inc. (TDFI) and the Project Office in Polillo, Quezon are involved in Coastal Resource Management. Initiatives in Polillo have not been sustained due to major disagreements with the LGU and the subsequent inactive involvement by the peoples organizations. On one hand, TDFIs initiatives on community-based coastal resource management are worth noting and thus, would require assistance in monitoring and technology development to enhance strategies and build replicable models on CBCRM. There are several reasons to explain the slow adoption of SA technologies by the farmers but the most compelling is measured in economic terms. The worsening economic condition, coupled by the long dry spell for instance in Bohol, forced the farmers to lease their land so they can provide their familys immediate needs. In Leyte and Davao del Norte, the governments attractive incentives for hybrid varieties is one of the hurdles RDIs have to contend with in their promotion of SA technologies. Another threat to rice production is the expansion of banana which is indeed financially viable compared to rice. Working on tight budget, all the RDIs have is to rely on the effectiveness of the technology itself to convince farmers to adopt the technology. With 115 farmer cooperators of masipag rice, establishing an organic rice marketing enterprise is now being eyed in Davao del Norte. This would require consolidation of

16

Case Studies on Rice Production, 2004 Year-End Assessment Report by Philnet-RDI-Visayas

28

existing organic rice producers, expansion to other areas in order to meet the required volume, fund mobilization and setting-up of viable marketing scheme or mechanism. Information on the effects of technology adoption is mainly derived from testimonies of farmer cooperators. The consolidated number of farmer cooperators of different SA technologies at various stages has so far reached 5,567 covering about 1,410.93 hectares17 based on the figures reported in 2004 Annual Report. Thus, it is high time to conduct an impact evaluation to establish the effects of technology adoption in the households reached by the PSED program. The impact evaluation will also track down the actual and current status of the individuals or households reported to have adopted the technology. This is important to validate the figures being reported because apparently, the networks monitoring system is focused on the number of farmer cooperators per farming technology introduced but lacking in describing the consequent changes of technology adoption over time. 18 The impact evaluation will also be useful in monitoring the PSE interventions on gender relation in production. Finally, establishing the viability of organic rice production thus its agricultural competitiveness now lies in producing the required volume to sustain an organic rice marketing enterprise. Alongside with this is the heightened advocacy to seek for government support to facilitate SA adoption by the farmers. Current reality however dictates that government support is dim and unpromising.

2.2.4. RURAL INDUSTRIALIZATION AND ENTERPRISE DEVELOPMENT (RIED) a. Overview

In its 10-Year Strategic Plan, the goal of PhilNet-RDIs Rural Industrialization and Enterprise Development Program is to help in augmenting income of MRSPs through promotion of diversified sources of livelihood and improvement of their capabilities in enterprise management and development. The objective will be carried out through accessing of capital for small-and medium-scale enterprises and capability-building and technical support on enterprise development and management. Highlights of Program Accomplishments, based from the 2004 Annual Report of PhilNet-RDI are as follows: Building up of financial capacities of MRSPs through internal savings mobilization and credit extension

17 18

Area coverage in Visayas only. Data on area coverage in Mindanao from the 2004 Annual Report. Interview with Mr. Romy Pacania, PBME Officer of RC Visayas.

29

 b.

Implementation and management of small-scale enterprises mostly by women Fund-accessing for agricultural production and enterprise development Systems installation in enterprise projects Trainings on Business Planning, Feasibility Study and Enterprise Development

Status of RIED Implementation in Selected Areas

The status of PhilNet-RDIs RIED program implementation will be assessed based on the enterprise income potential, the MRSPs improved management capability on enterprise development, amount of capital accessed by men and women, number of small-scale livelihood enterprises established, capital build-up and local funds raised, systems installation, among others. All these can be found in PhilNet-RDIs 10-Year Plan. In addition to MRSPs, the RDIs management capability was examined since they are also engaging in enterprise development to address their own sustainability. 1. Assessment of Enterprise Initiatives by MRSPs Building the MRSPs management capability on enterprise development Inability to comply with requirements by financing institutions, e.g. LBP. Coops cannot comply with LBPs 7 pillars of development among them, an audited financial statement for the last 3 years, CBU of at least P100,000 and membership of at least 200 members. Poor collection of loans. Table 14. Status of Loan Collection Coops
NAMMPRA LANFABA KAHIL Burok-Ipil MPCI

Status of Loan Collection

Loan delinquency due to the decline of prices of sugar Poor collection forced MFI to withdraw its operation in the area Farmers inability to pay due to intensified land struggle; CERD temporarily suspended its collection of P20K loan 50% are past due, aging for 5-6 years already; members unable to pay also due to losses from sugrarcane/corn farms Outstanding loan by members, 40 out of 48 members = P203,680 PAR Delinquency Rate is 40.85% (standard is 5%); Past due rate of 9.85% or estimated past due loans 30% (according to the officers) Member ARC coops have outstanding loans from LBP (P1.8 M -P2 M) Outstanding loan (livelihood for women)= P70,000.00

Sabangbao MPC Bayanihan MPCI

NNFARC UKARBEMPCO

30

Capital build-up and fund accessing Findings on the status of MRSPs capital build-up and funds accessed for production loan are mentioned in section 2.2.1 (Asset Reform Alternative Rural Financing). Additional information on MRSPs fund accessing initiatives are as follows: Available resources accessed and maximized for production and enterprise activities. The MRSPs are able to maximize resources available in government/private institutions to support agricultural production and enterprise development projects. Although these enterprises are generally small scale for instance livestock dispersal and consumer stores,19 these have provided extra income to household beneficiaries or have increased accessibility to basic household needs, respectively. Only KARBEMPCO and MARBEMPCO have managed to upgrade the level of their enterprises as indicated by the capitalization and scope of operations, mainly because of their increased capacity to generate higher income and put up equity. Limited access of credit for livelihood projects. Except in areas presented below, all the other coops have no credit support for livelihood projects. Funds accessed are insufficient to meet the demands for livelihood support by the members. Table 15. Available Capital for Livelihood Support Coops Sabangbao MPC AACDA Location Leyte Biliran Program Livelihood loan P1K P10K Micro-lending Source of Credit CDF (P130K) Investments from ADCs & share capital (P50K) CAPP-SIAD (P50K) CAPP-SIAD (60K)

Tabunan ADC Talahid MultiSectoral Org

Biliran Biliran

Micro-lending Micro-lending

In Samar, all the 18 associations in 9 coastal communities assisted by were granted livelihood fund assistance under the CLAM Project. The average amount of fund released to the 7 fisherfolk and womens associations in five barangays is P32,500.00 or a total of P226,500. About 70% of the amount was used to support

19

Table 6.

31

hog-raising projects, 10% for consumer store operations and the rest for fishing equipment and fish vending.20 Financial Systems Installation Non-compliance to Coop Standard Chart of Accounts. Since most coops are relatively operating at a small scale (e.g. capitalization, outreach of services, etc.) and their resources easily managed hence, their financial systems are generally simple. Only three coops are noted to follow the SCA, namely Bayanihan MPC, KARBEMPCO and MARBEMPCO. Small coops expressed need for further trainings on bookkeeping and financial management.

Marketing and trading of agricultural produce and farm inputs Marketing and trading projects have been initiated in some areas, basically as an offshoot of the production activities in the communities. In line with this, below is a presentation of the marketing and trading activities initiated in the assisted communities. Banana Marketing/Trading by NAMMPRA (Cebu) Since most of its 38 members produce banana, the association deemed it necessary to provide marketing support which was initiated sometime in May 2005. The group buys banana from its members with an agreement it bananas of poor quality would be returned. Income derived from the activity is very minimal with a profit margin of at least P20 for every 100 pcs of banana. Labor costs and other miscellaneous expensed are not yet accounted. To raise its income from the activity, the group aims to consolidate and market 1,000 pcs of banana twice a month, with an expected gross income of P1,500.00. Net profit will be divided equally among the organization, enterprise officer and the member who supplied the product. Marketing of Masipag Rice by DUSTOCARFF (Davao del Norte) The fourteen (14) partner POs/Coops assisted by DPRDI in Davao del Norte were formed into a federation called Dujali, Sto. Tomas, Carmen Farmers Federation (DUSTOCARFF). Its main objective is to create a marketing arm for the masipag rice farmer producers and to commend better price. It is also envisioned to acquire modern rice production facilities and the leading organic rice business center in Davao del Norte.21
20 21

TDFI Terminal Narrative Report, January 31, 2004. DPRDIs Mid-Year Narrative Report, July 19, 2005

32

Still on a conceptualization/planning stage, DUSTOCARFF has yet to finalize its registration with CDA and work on compliance of its requirements among this is to register as primary coops or as a federation of cooperatives, it has yet to gather member coops (and convert its existing POs to coops) and gather sufficient capital from its member POs hopefully by August 2005. No actual transaction has been undertaken by the DUSTOCARFF, the federation being in its organizing stage itself. So far, DPRDIs initiatives are limited to identifying and coordinating potential markets. It is also in the process of identifying the member POs/Coops capacity to supply the required volume of the market, its initial step being the conduct of a Harvest Festival in May 2005 to showcase the different masipag lines and gather the support of the LGU in the production of masipag rice in their area of jurisdiction. DPRDI envisions DUSTOCARFF as the grain center that provides technology and marketing support to the rice farmers. At the right time, DUSTOCARFF could also expand its services to include provision of pre-post harvest facilities. Part of its advocacy is to protect rice farmers and the rice industry considering the threat posed by the expansion of banana plantation. Some of the 14 member-POs of DUSTOCARFF are currently working on their conversion as coops. Incidentally, most of them are struggling stage, with membership ranging from 15-50. Most of them have yet to pay their subscribed share capital of P1,5000 to the federation. Issues related in DUSTOCARFF: Unclear identity. Its registration with CDA is pending until its nature has identified. CDA is recommending to the federation to serve as a primary coop since there are already two existing federation (secondary coops) in the province and the policy only provides for one secondary coop in each province. Discussions are still ongoing within the federation. Capital requirements. DPRDI perceives that full operations to achieve the federations intended purpose will require capital funds amounting to P15M. As of now, DPRDI explores the possibility of mobilizing available resources within its existing networks and partners including the DA. DPRDIs time-table for DUSTOCARFF to be fully operational is 15 years. Wait and see attitude by the farmers. Lack of track record by DPRDI to implement large scale enterprise (and even on small-medium scale enterprises) Threat of rapid expansion of banana industry. The success of Masipag rice marketing lies on the availability of sufficient supply. There is always a

33

possibility of farmers moving to banana production given its (perceived) high income potential (table below), compared to Masipag Rice which is P48,000/cyle or P96,000/year at its maximum. Projected Income from Banana Production Price of Banana $ 2.40/box Production per hectare/ year 4,000 boxes/hectare Projected income per hectare $9,600 Projected income in P (1:55) P528,000.00 Development Cost of P500,000 is loaned to the farmers by banana traders 2. a. RDI-Initiated/Managed Enterprise Projects Micro-lending Projects To address the problem of lack of access to credit by their assisted communities, RDIs engaged in micro-lending projects with varied results. Table 16. Status of Micro-lending Projects by RDIs

RDI CERD *

DPRDI

NCRDD

Scheme/Mechanics Production loan to POs/Coops payable for 6 months with 1% interest/retention Production loan amounting to P6K-P7K payable in 4-6 mos. of next cropping Micro-credit: capital of P30K from PhilNet-RDI

Remarks Refer to table below

49 FCs availed as of June 30, 2005 Unpaid by the farmers; NCRDD continues to follow-up collection, hoping to at least get the principal back while the coops get the interest payments. Part of the interest earned was utilized in supporting the kids camping fees in 2004. The project was not sustained when the beneficiaries were demolished. EPIP vows not implement any similar undertaking but rather will refer assisted communities to other institutions more capable of providing micro-finance services

EPIP

Micro-credit extended to a group of mothers of Eco-Kids in Naga City with an initial capital of P5000

34

Table 17. Receivables by CERD from POs/Coops As of June 2005 Outstanding Loan from CERD Sibonga Federations of Peoples Organization KAHIL MPC P 13,933.00 BAKASI 16,000.00 DPASS 13,074.33 CAMUPCO 108,630.21 BIBMPC 136,000.00 Sub-total 287,637.54
Association of Sugar Cooperative for Agrarian Reform

Name of POs/Coops

LANFABA LUFA MAFA NAMMPRA CCBA Sub-total Total

P 257,385.50 28, 100.00 79,000.00 128,889.00 7,500.00 500,875.00 P 788,512.54

Meanwhile, RDI-Leyte is exploring the possibility of establishing a mechanism for Rural Financial Intermediation. Initially, RDI sees it as a consortium of RDI, BRAMO and other development-oriented individuals or organizations. It will mainly be a profit-oriented undertaking that also provides services to peoples organizations in the form of marketing, productivity support, health and insurance.22 On one hand, RDI-Leytes lack of track record and/or competence to venture into such undertaking is recognized b. Production and Marketing of Agricultural Produce and Farm Inputs 1. Organic Fertilizer Production and Marketing With the growing demand for organic fertilizer in the area, its production has been identified as a potentially viable business. In line with this, NCRDD entered into a joint venture with the Visayas Regional Center, NIRD and National Office of PhilNet-RDI on organic fertilizer production. The RC acquired a property in

22

Interview with Josefa Pizon, Executive Director of RDI-Leyte.

35

Barangay Bato, Sagay City covering 1256 sqm. NCRDD on its part supervises the project. In 2004, the project sold about 800 bags of organic fertilizer, just enough to supply the requirements within the project areas. Each bag was sold at P200 or a total gross sales of P160,000.00. In 2005, about 506 bags were sold. No profits have been shared yet among the investors since systems are still being installed. Part of the projects expansion plan was to engage the Northern Negros Federation of Agrarian Reform Cooperatives (NNFARC) to become the distributor of the organic fertilizers. To date, production is maintained at a minimal scale, pending for the issuance of a license to operate and manufacture the said organic fertilizer. Its current production level is limited to meet the fertilizer requirements of the federations members. NCRDD plans to introduce muscovado production to the farmers. An exposure in Antique was made to orient the farmers. NCRDD aims to establish small production centers (village size) in the communities. A request for (old) molino has been forwarded to the Philippine Carabao Center. NCRDD also attempted to provide loans for livestock projects but due to limited funds, only selected few were accommodated, at least one household per cycle. 2. Vermicast Production In view of the unavailability of ready supply of organic fertilizer resulting to nonadoption of sustainable agriculture technologies, CERD is exploring commercial scale vermicast production. It has so far invested P50,000 which was used to purchase 300 bags of chicken dung and materials for 10 modular boxes. Income being generated is still lower than its potential, unless it is operated on a larger scale. To upgrade the current level of operations, CERD submitted proposal to FFSI amounting to P1.3 M including a hauling truck that will serve the farmers. Part of the fund support is a recoverable grant. If approved, the Executive Director will directly manage the enterprise in its initial stage of operation. It will also address CERDs financial sustainability concerns. The success of the project is dependent on the availability of raw material which is waste or biomass. If poultry owners start to invest in similar undertaking, this is viewed to significantly affect the operations. Hence, CERD is wary not to disclose its formula on vermicast production. Role of Assisted Organizations

36

Aside from being the target direct consumer/user of organic fertilizers, CERD views that its assisted organizations will be involved in marketing and distribution of organic fertilizers and other agricultural products. Association of Sugar Cooperatives for Agrarian Reform (ASUCAR): composed of 12 organizations in Bogo and Medellin. Sibonga Federation of Peoples Organizations: composed of 11 organizations in Sibonga. To materialize its plan to venture into marketing projects, CERD first has to deal with its weak point, which is the lack of established network in marketing.

3. Alternative Venture Center by DPRDI DPRDI views that its long-term sustainability may be addressed by engaging in a business activity, hence the formation of a separate entity called the Alternative Venture Center, in 2004 with an initial capital of P100T from Oxfam Great Britain. Additional capital was generated from farmers who invested in the center. The capital funds were used as production loan to rice farmers. So far, 54 individuals have borrowed money from the center. Though intended as a business entity, DPRDI maintains that the nature of the business is provision of service to the farmers. A staff is assigned to oversee its operations and collection is so far efficient. 4. Integrated Social Enterprise Development Services (ISEDS) The project is a collaboration between RC Mindanao and Unlad-Kabayan. The plan is to engage in business activities designed to help the farmers such as food processing, organic fertilizer production, livestock production, marketing and market matching. It also involves setting-up a training resource center that caters to rural entrepreneurs, migrant workers and provides lending, credit and consultancy services. Unlad Kabayan constructed the resource center and acquired a food processing equipment scheduled for delivery in September. The lot serves as RCs counterpart.

37

c. Targets vs. Accomplishments Table 18. RIED Targets vs. Accomplishments

Goal To help in augmenting income of MRSPs through promotion of diversified sources of livelihood and improvement of their capabilities in enterprise management and development OVIs Increased employment and income of MRSPs Improved management capability of MRSPs for enterprise development Remarks Enterprise projects are generally small, hence could not significantly contribute in generating employment. Nevertheless, they have provided extra income to the beneficiaries Some MRSPs manage to sustain their enterprises See table

Intermediate Results 1. To promote small and medium scale enterprises (1.5M-50M capitalization) by facilitating access for start-up capital that complements the equity contribution of MRSPs

2. To provide technical support for enterprise development 3. To establish mechanisms to provide for the long-term capital requirements for small and medium enterprises

4. To upgrade the knowledge, skills and attitude of MRSPs on enterprise management and development

Amount of capital accessed by men and women # of small-scale livelihood enterprises established with equity contribution of men and women of at least 15% # of FS and business plans prepared for MRSP organizations Capital build-up and local funds raised Funds raised from outside Systems installed Capital build-up and local funds raised Funds raised from outside Systems installed # of trained men and women # of training modules developed and produced

Continuous technical assistance by RDIs to MRSPs Capital generation mechanisms installed in some MRSPs Funds for enterprise projects accessed

Trainings on Business Planning, Feasibility Study, Enterprise Development conducted

38

2.2.5 GENDER AND DEVELOPMENT The Networks efforts in gender mainstreaming and the subsequent results of these efforts are presented and discussed thoroughly in the Gender Audit Report on PhilNetRDI prepared by Wise Act, which covers the National and Regional Secretariats, select RDIs and their respective partner-communities. This section of the report simply provides additional data on gender-related issues and concerns gathered from the field evaluation. HBO approach as an effective strategy in improving gender relations The approach is being employed by DPRDI and CERD in select communities in Davao del Norte and Cebu, respectively and based from the discussion with the partnercommunities, the approach has proven to be effective in improving family relations. This is seen in the improved communication among household members through the regular cluster meetings. Each cluster is composed of at least 5 households and their constant meetings brought them closer, providing support to each other. In Barangays Boroc and Labrador, Leyte, the approach was piloted in 30 households who were beneficiaries of a livelihood support. Relations between and among household members improved as indicated by the complementation of their tasks. Based on the individuals testimonies, there were positive changes observed in households, e.g. husbands help in household tasks after farming, husband/wife and children help each other in farmwork and in managing their livelihood projects. In selected households in Biliran, household members were required to attend an orientation on the livelihood/enterprise project awarded to them followed by a householdbased farm or enterprise planning. Household-based planning facilitates task analysis and monitoring on the performance of their designated tasks. While improved gender relations and synergy within a family is observed during surprise house visits, CERD views that it still lacks system or mechanism to measure observed changes specifically attitudinal or behavioral changes which could serve as sound basis in establishing improved gender relations as an effect/impact of gender mainstreaming efforts. The lack of resources by RDIs also limit monitoring activities, hence observed changes are not adequately documented or measured. In Bogo, Medellin, there are only 2 CDF to cover 525 households (1:262); NCRDD- 2:169, while DPRDI has no staff to handle the SIBS component. Minimal participation of women in MRSP organizations Women participation in MRSP organizations is minimal as seen on the composition of leaders and members of several MRSPs such as LANFABA in Cebu, BLUFA in Leyte, PUMAS in Bohol, PUBANECA and MSFA in Davao del Norte, and the plantation coops

39

in Sultan Kudarat. The relative strong showing of women in other organizations was facilitated by the coops expansion to non-ARBs in other barangays such as the case of Bayanihan Multi-Purpose Cooperative in Bohol. In NAMMPRA(Cebu) and Sabangbao MPC (Leyte), women outnumber men and consequently are involved in the organizations management mainly because they were originally representatives of their respective husbands who couldnt participate in the groups activities. Table 19. Rate of Participation of Women in Organizations
At least 20% women members & leaders LANFABA NNFARC PUMAS PUBANECA MSFA KARBEMPCO MARBEMPCO UKARBECCO NPFO At least 30% women members & leaders BLUFA At least 40% women members & leaders BIARBMPC At least 50% Women members & leaders NAMMPRA Sabang-bao MPC BMPCI SKB (Samar) SVFDO SMRFDC

Accordingly, PhilNet-RDIs gender mainstreaming efforts are directed in HBO approach and not in organizational structures or activities, since most of the members of the POs/Coops are ARBs hence, are mostly men. Nevertheless, women participation at the organizational level still has to be examined given the networks goal under the SIBS component which provides for formation of core of men and women that are credible, gender responsive, capable of managing and expanding the organization. Limited participation by women in community affairs One of the results from the Gender Audit Gap conducted by the PhilNet-RDI in 100 households from four barangays presented in the 2004 Annual Reported was women are more involved in community roles like beautification and cleanliness drive, health and nutrition, and literacy campaigns while men indulged in political and economic affairs. The above is best illustrated in the case of a CDC in Tabunan, Almeria, Biliran. The CDC officers, most of whom are male, perceived that gender integration is being pursued by allocating a GAD budget of P2,500 a year which was used for gender activities such as cleanliness drive. This is an improvement from the previous years wherein GAD budget was utilized to activities not related to GAD, according to the male officers of Tabunan CDC.

40

Lack of preparation or training for women to manage micro- enterprise projects Successful attempts on micro-enterprise projects managed by women, such as the women organizations in Samar, was facilitated by their exposure to capability-building support. Livelihood traning and access to credit alone will not guarantee the success of an enterprise. The women of PUBANECA in Davao del Norte claimed that providing them access to credit following the livelihood trainings such as meat processing, stuffed toy making, slipper making, etc. conducted by DA would have encouraged them to apply what they learned. However, access to credit and livelihood trainings do not automatically transform women into becoming entrepreneurial. In Northern Negros, the presence of several micro-finance institutions does not necessarily help the women improve their condition. Women simply borrow loans from one institution just to pay their loans in another institution. As a result, women just end up indebted. Economic difficulties force women to look for alternative income generating activities due to hard times Because of economic difficulties, household female members are forced to provide domestic labor to support their families needs. This holds true in Northern Negros and Bohol. In Trinidad, Bohol, women and children look for odd jobs or offer services as domestic helper during dry/off season just to support their daily needs. Institutional Gaps CERD believes that staff need further deepening of gender orientation to internalize gender integration in all aspects of program implementation. Add to this is the absence of a gender officer to pursue gender mainstreaming, aside from the fact that staff turnover also prevents CERD from moving the gender mainstreaming efforts to the next level. Monitoring through house visits and cluster meetings is taxing on the part of the staff that a pool of volunteers was set-up by RDI-Leyte to assist in monitoring. Meanwhile, RDI-SK admitted its inadequacy in developing practical approaches in gender mainstreaming because the staff is still in the process of internalizing the framework, though they are unified on the concept and principle of GM. No one among them is knowledgeable on how to go about GM in actual program operations.

41

3.0

Organizational Management

This section of the report attempts to examine the role and contribution of each implementing unit of the PhilNet-RDI namely the RDIs, Regional Secretariat and National Secretariat in generating the networks gains and accomplishments as a result of RDD program implementation in the past three years. 3.1 RDD Implementation by RDIs All the RDIs covered by the evaluation namely CERD, BIRD, RDI Leyte, NCRDD, DPRDI and RDI-SK trace their roots to PPI. They were established as separate entities when PPI ended its rural development program in 1996. a) Overview of RDIs

CERD
Area of Operations Partners Municipalites of Sibonga, Medellin and Bogo, Cebu ICCO Christian Aid LTI: installation of farmers, lobbying/advocacy SIBS: PO formation Lack of competence of staff to supervise consolidation of organizations* High turnover of staff Low salary Lack of standard system/policy in hiring Limited staff development Lack of institutional funds Review of Operational Manual, e.g. hiring, performance appraisal, etc. Staff development to deepen understanding and application of RDD strategy

Competencies Organizational Concerns

Requirements

Planned Projects

Expansion of Vermicast Production

The lack of competence by the staff to supervise consolidation of organizations is manifested in their inability to upgrade the status of the assisted organizations and advance the level of interventions.23This is supported by the fact that only three of the fourteen (14) assisted organizations in Cebu have evolved into a cooperative. The eleven (11) associations have minimal capital generation since it is not instituted or required among its members thus, economic services are likewise minimal.

23

Interview with Rico Sienes, CERD Executive Director.

42

RDI Leyte
Area of Operations Partners Competencies Areas for Improvement Municipality of Ormoc, Leyte Muniicipalities of Almeria and Cabucgayan, Biliran ICCO CAPP-SIAD (ADAF New Zealand Aid) LTI: organizing, lobbying/advocacy SIBS: PO formation, ADC/CDC formation Lack of skilled personnel in enterprise development Lack of internalization & operationalization of PSED agenda (though most staff are agriculture graduates) Expansion in coastal areas (CAPP-SIAD) Capability-Building Program for Leaders

Planned Projects

BIRD Bohol
Area of Operations Partners Municipalities of Trinidad, Talibon, Alicia and Bilar ICCO PACAP Coalition work with NGOs/POs, line agencies, e.g. Bohol Alliance of NGO Network (BANGON) & Bohol Initiators for Sustainable Agriculture and Development (BISAD); CDC formation; PSED (LEISA in rice and corn) no budget for most of its activities and simply maximizes government resources

Competencies

Areas for Improvement Planned Projects

NCRDD
Area of Operations Partners Competencies Areas for Improvement Municipality of Escalante and Sagay City, Negros Occidental ICCO PSED Project development not carried out (for lack of staff); ED cant focus on project development because of his involvement in actual operations Funding Partnership with TFM on PSED (exploratory stage)

Requirements Planned Projects

43

DPRDI
Area of Operations Partners Municipalities of Talaingod, Kapalang, Carmen, BE Dujali and Sto. Tomas, Davao del Norte ICCO Oxfam Great Britain (IP Program) PSED: MRT promotion/adoption Marketing of MRT/organic rice Expansion in rice areas Project in watershed areas

Competencies Areas for Improvement Planned Projects

DPRDI has 12 staff with one volunteer grouped as program teams are and assigned in upland, lowland and MINSSAD areas. Yet, there is no staff assigned in the SIBS program and as a result, the PSED and Enterprise Development Staff perform the SIBS tasks.In terms of capability, the staff are mostly skilled and capable of performing multi-tasks.24 Staff development program is being developed by the HRD officer. With the increasing demand of its operations, DPRDI wish to add 1 staff each for the following program components: SIBS, PSE and Enterprise Development. The need for additional staff in PSE is brought by the increase in number of farmer cooperators and the need to intensify the promotion of MRT. To date, DPRDI has a total of 255 farmer cooperators. It hopes to maintain a staff-FC ratio of 1:50. RDI-SK
Competencies LTI: organizing, advocacy Cooperative Organizing Networking/collaboration with LGUs Set indicators/criteria for phase-put Watershed Management Upland IDFS Agro-Forestry

Areas for Improvement Planned Projects

RDI-SK has been involved in rice and oil palm area in 1997. The following year, ICCO became its major partner (through Philnet). Also in the same year, RDI entered in a partnership with DAR involving the plantation area. For two years, 1998-2000, DAR financed two casuals based in RDI.

24

44

Short contracts for Trainings and Seminar obtained by RDI-SK:

Period Partners

2000 2001 2000 2002

2003 2005

ADB Mindanao Rural Development Program funded by World Bank in partnership with DA. (This project introduced RDI to the LGU). STARCM covering 7 ARCs in 6 municipalities

In plantation areas, it works with several players such as LBP, CDA, STARCM and others. Trainings are coordinated and discussed by these players since processes and frameworks differ among them. Trainings are mostly funded by the coops themselves. Staff Composition & Area of Operations Its structure evolves depending on availability of funds. Team composition used to be by funding but this has changed to territorial when the office reorganized its structure. It has 16 staff, 5 are female, 11 are male. Area/Team Rice Area STCol # of Staff 3 3 Areas Covered Lambayog ARCs (4 barangays) 2 Municipalities (Pres. Quirino, Columbia 4 barangays 3 Municipalties 7 barangays 2 Municipalities 6 barangays

Plantation & Esperanza Upland

3 4

Each staff has basic skills in organizing and institutional development. All staff undergo trainings to get familiarize on other skills and knowledge necessary in assisting the communities such as financial recording, farm productivity, etc. There are two agriculturists handling PSED Program (e.g. fishpond project with DA). The office tries to maximize the skills of the two while at the same time, tap the expertise of other specialists. b) Assessing the Level of Sustainability of RDD Interventions

Sustainability of interventions is indeed a common problem among the RDIs particularly in the area of organizational and enterprise development. For one, enterprise initiatives by MRSP organizations with the exemption of the two plantation coops in Sultan Kudarat, are still at the inception stage, if not needing to be revived. Although there are programs or policies supported by the LGU, the sustainability of

45

LGU support has yet to be established. Gains in PSED need to be reinforced to be viable. Gender mainstreaming has just been introduced. Similarly, RDIs are struggling with their own sustainability issues even for those RDIs who have demonstrated capacity to access project funds. Their limited capacity to manage certain RDD programs and develop innovations based on current trends in development work is another major issue. On the other hand, the RDIs prudent use of resources relative to the output generated from their interventions and the staffs unquestionable commitment to development work are truly commendable and deserving of affirmation. Assessment of Sustainability of Development Interventions Securing AR gains. While PhilNet-RDI has established its strength and track record in facilitating the physical installation of the beneficiaries and organizing them to have control over the management of the lands they till, there remains a need to intensify and sustain follow-up of cases, institutionalized dialogues, localized pickets and other mass mobilizations aimed at compelling DAR officials to hasten the resolution of cases lodged in their offices and distribute the required CLOAs (e.g. Cebu and Leyte). Claims-taking and LGU engagements. Claims-taking efforts of MRSP organizations for basic agricultural services ranging from seeds, capital, farm to market roads have produced positive results in some areas. Still, more communities are in need of support services for agricultural productivity enhancement. Engagements at the local level have gained ground by influencing planning processes of barangay development councils through CDC formation. To influence policy formulation in support of RDD agenda, the level of engagement has to be intensified and policy agenda sharpened. PO/Coop formations. Partner organizations of PhilNet-RDI are instrumental in advancing the RDD agenda at the ground/community level. Similarly, sustaining these initiatives will depend on the leaders and members continued support and commitment as well as their capacity to manage and implement RDD-related programs. Enterprise Initiatives. Generally, enterprise initiatives are micro in scale. Scaling up to establish their viability and ensure their sustainability would require intensified support in financing, technical and management. Sustaining PSED Gains. The adoption of farmer-cooperators of SA technologies particularly organic rice has proven the effectiveness of the technologies in terms of enhancing farm productivity and food sufficiency of households. Improving agricultural competitiveness however is another matter, given the many factors

46

preventing the farmers from full adoption of organic rice technology, both internal and external. Gender mainstreaming. The HBO approach is one innovative strategy initiated by PhilNet-RDI in GM as reflected in improved relations among household members. But at the organizational level, GM interventions have to be initiated and/or enhanced through policies or programs directed towards improving women participation and involvement. 3.2. Interventions by RCs to improve the networks capacity and competency in RDD implementation and address sustainability issues a. Luzon Regional Center The Luzon Regional Center was established only in September 2004, as a result of a recommendation from the Three-Year Strategic Plan formulated by the Luzon Team following a Planning Workshop by PhilNet-RDI and KASAMA KA Luzon. Shortly after the Boards approval of setting-up the Luzon Regional Center, two project development officers were hired whose main tasks are to seek funding support for identified projects that shall serve as the focus of Luzons operations in the coming years. At present, the regional center is confined to partial implementation of RDD Program in selected areas which provided opportunities for PhilNet-RDIs presence such as in Polillo Quezon , Alitagtag Batangas (Annex D),Malig Isabela, Real Infanta and Libon, Camarines Norte. In Malig, Isabela, PhilNet-RDI conducted BDP-PRA in five barangays. The establishment of peoples organization in each participating barangay that would later become part of the Barangay Development Council is being worked at. Its partnership with the LGU of Malig, Isabela facilitated the implementation of a Relief and Rehabilitation Project by the Regional Center which was a result of a major typhoon that hit several parts of the Luzon Region. Two areas included in the project are Real, Infanta and Libon, Albay. In an effort to initiate the implementation of RDD components, the regional center has embarked on organizing coconut farmers in Libon. Luzon Structure/ Set-up Given the limited staff and resources to sustain initiatives at the ground level, PhilNet-RDI-Luzon and KASAMAKA Luzon agreed to combine their efforts implementing RDD components in areas with PhilNet-RDIs presence. In their agreement, KASAMAKA Luzon would undertake the operational activities at the ground level while PhilNet-RDI would provide the techno-support to the KASAMA

47

KA Luzon COs and MRSP core leaders in all aspects of RDD as well as in project development work.25 The idea of the set-up was to form a community team, KASAMAKA Luzon included, to perform RDD work with techno-support from the Secretariat. Strong coordination will be maintained with the Capability-Building Unit of PhilNet-RDI which is also expected provide the necessary support to Luzon operations together with other secretariat staff from the advocacy unit and marketing unit. In the meantime, the Luzon RC will focus on project development and fund sourcing for identified potential project areas such Alitagtag Batangas for an Eco-Tourism Project and a decorticating coir project that will cover coconut areas in Libon and Polillo. Assessment Examining closely the experiences in Alitagtag, Batangas and Polillo Quezon, it can be inferred that the above set-up was not consistently applied. KASAMAKA Luzon is struggling with its own issues and limitations thus, failed to meet expectations in as far as initiating RDD implementation in these areas is concerned. At the same time, local CO/or volunteer are relatively new to RDD work and will be requiring much needed guidance and techno-support from either KASAMAKA or PhilNet-RDI. Apparently, tactics between KASAMAKA and the local CO/volunteer are not held regularly. Other staff support such as trainings on RDD-related topics are evidently lacking. b. Visayas Regional Center As a secretariat, the Visayas Regional Center provides assistance to RDIs and partner-organizations/cooperatives in organizational development, institutionbuilding, project development and monitoring of RDD implementation by the RDIs. The RC also assists RDIs in the identification of possible fund sources and facilitates bilateral projects between donors and RDIs. Among the projects facilitated by the RC Visayas are the CAPP-SIAD Project of RDI-Leyte and the PACAP Project of BIRD. The RC is also involved in the management and implementation of a consortium project on CBCRM in Samar called Isla-Coral, in partnership with Trowel Development Foundation, Inc. (TDFI) and other NGOs in the province. The organic fertilizer production and marketing project in Negros Occidental is being supported by RC in partnership with NCRDD and NIRD. AR initiatives by RDIs and partner organizations are complemented by the RC in the form of technical assistance in policy advocacy, claims-taking, dialoguing with DAR officials at the regional and national offices and trainings on paralegal development and advocacy/networking.

25

2004 Annual Report of PhilNet-RDI.

48

To consolidate and strengthen AR advocacy, the RC Visayas initiated the creation of Task Force Visayas composed of local paralegals and leaders from partnerorganizations. Its accomplishments include the distribution of 150 hectares from different haciendas in 3 years and 1000 hectares in Kanlaon City. The formulation of a standard monitoring tool is attributed to the initiatives of RC Visayas which introduced the tool to PhilNet-RDI. This was later adopted by the RDI members after it was modified to suit the RDIs needs. Based on its experience, the tool has improved monitoring and reporting system within Visayas. Coordination is relatively smooth in Visayas. Aside from the Annual Drawing of Learnings at the national level, Visayas RDIs hold its own version of drawing of learnings. Quarterly RCED meetings are made possible through counterparting by the RDIs. With most of its members engaging in enterprise development, RC sees the need to build its capability in providing technical assistance in managing enterprise initiatives and in setting-up marketing mechanisms for the RDIs marketing projects. c. Mindanao Regional Center 1. Project Management The RCM is currently involved in the implementation of the REMADE Project 26 which aims to set-up the necessary mechanisms for direct marketing of banana (cavendish) in areas covered by CARP. At the end of 3 years, it is expected to build a farm business machinery that will market the farmers produce directly and participate at the industry level while at the same time, provide social services to the community. Initially, the concept, drawn by the farmers themselves, involves a corporate multistakeholdership/joint venture of POs, coops, progressive individuals and organizations. Under the corporate joint venture scheme, the RDIs are encouraged to take part as investors or stakeholders. This is far from being realized at this point since discussions among RDIs are still on a conceptualization level. Current initiatives are confined to capability building, system installation and productivity systems enhancement, preparation of market study, conduct of market analysis, negotiations for niche-marketing or with fair-trade groups. The PSED Program is involved in a continuous research geared towards finding the right technology where the use of petrochemical inputs is reduced and consequently, the production costs as well.

26

Refroming Markets and Assets for the Development and Empowerment of Farm Workers in Commercial Farms in Davao del Norte and Compostela Valley (REMADE)

49

To assist RCM in the technical aspect of managing a banana plantation, it is working in partnership with a private group, Antonio Lacson Javellana Consultancy Group (ALJ), which is an expert in banana plantation management as well in the advocacy for commercial farms. However, ALJs track record When it comes to demonstrating the effectiveness of lower chemical inputs in relation to increasing production, ALJ has established it only with lakatan variety and not with Cavendish. The RC sought the assistance of Mr. Rey Magbanua of RDI-SK to help RC in building the coops capacity in managing the plantation based on RDI-SKs success in the oil palm plantation project in Sultan Kudarat. Issues and Concerns Setting-up the corporate joint venture is dependent on the coops capacities and capacitating the coops is an enormous task for the RC now. The four coops in post LAD are apparently not prepared in managing the plantation when it was finally turned over to them. Upon assuming control of the plantation, farmers started to change in terms of their attitude towards work. They no longer wanted to work hard and everybody wanted to work at the office. Insufficient production capacity by the existing communities. Current production capacity is less than 10% of export requirements which is 2,900 has. Total production is only 3,500 boxes/hectare/year at ____ hectares whereas a refrigerated van should be filled with 1,400 boxes per delivery. Expansion to other coops may be necessary to attain the needed production requirements Lack of needed capital requirements.

2. Enterprise Development To consolidate the emerging enterprise development initiatives of the partners, a Mindanao Enterprise Committee was formed composed of representatives from RDIs that have on-going enterprise initiatives in their respective area of operations. These are Hope for Change and RDI-SK, together with the RC. The committee aims to provide support in capability-building activities for enterprise development. Meanwhile, the RC seeks the support of ALJ who has the pool of experts on enterprise development. 3. Advocacy The RCs initiatives on banana plantation in collaboration with DAR, LBP and other institutions are viewed its major gain in AR advocacy. It contributed in the formulation of AO 9 which pertains to the recognition of Implementing Rules and

50

Regulations (IRR) on CARP Implementation in Commercial Farms. The policy was an affirmation that leaseback arrangement is the last engagement that farmer beneficiaries should consider as an option. 4. Project Development/Monitoring & Evaluation The secretariat still plays a major role in facilitating the consolidation of the network. Its role is also to provide support in project development and PBME. Now that the RDIs are into enterprise development, RC support should come in the form of market matching, capability-building, capital generation. Hence, RC now sees the need to have an Enterprise Development Officer. A Mindanao-wide proposal is being developed. RCED meetings used to be held quarterly but for budgetary considerations, meetings will now be held every 6 months. Monitoring reports are submitted by RDI to RC quarterly and RC submits reports to national every 6 months. Submission of reports however is usually not strictly followed by the RDIs. In 2004, a standardized monitoring tool was approved by the RDIs. The RC and the RDIs are in the process of establishing baseline data and verifying the figures being reported by the RDIs. Some RDIs have not fully adopted the tool. 5. Institutional Sustainability In an attempt to address its sustainability, the RC invested in a 1.2 has. property in Toril which is a potentially productive area that can be planted with mango trees and constructed with a fishpond, among other possible business projects (semi-industrial). However to date, the property is a non-performing asset, the reason why it lent the property to KASAMA KA for the time-being.

3.3 Assessing PhilNet-RDIs Measures vis--vis 2002 Recommendations This evaluation was conducted not only to assess the extent by which PhilNet-RDI has produced the intended results it aims to address but also to institutionalize selfassessment by the network as a means to achieve organizational strength and renewal. In line with this, it is viewed necessary to review the recommendations from the last external evaluation (2002) and discuss the measures adopted by PhilNet-RDI in response to these. Listed below are the recommendations from the 2002 External Evaluation (italics) and PhilNet-RDIs corresponding measures: Community Level

51

1.

With the desired AFI scope as planning area, define clearly the program phasing, key indicators and calibration of the AD interventions toward bigger and broader undertakings for the MRSP. As of 2004, PhilNet-RDI has assisted a total of 222 POs/Coops and 14 federations with different level of capacity and form of interventions towards rural development, the most common of which is engaging the LGU on barangay development planning processes and basic services delivery. Some have set-up enterprises at varying degrees in their attempt to address productivity constraints of community members. However, the lack of clear indicators at every phase/stage or level of development of MRSPs make it difficult to evaluate the performance of each MRSP. This holds true in CDCs/ADCs whose nature, character and development tend to vary across RDIs. By setting the indicators that could serve as standards of performance, assessing the growth and development of MRSPs, as well as the quality of LGU engagement for CDCs/ADCs would be facilitated. The presence of clear indicators would also guide the RDIs on the required input to advance the level of development of the MRSPs being assisted and would be useful in defining RDIs role in relation to MRSPs eventual increased capacity to perform RDD tasks within their area of operations. In the identification of lead peoples organization in AFI areas, the Operational Manual of PhilNet-RDI strongly suggests to choose cooperatives since rural development endeavors are heavy on economic. In this regard, indicators of organizational development should include economic indicators to assess the coops sustainability. Furthermore, the section on coop organizing in the operational manual may have to be reviewed since it merely provides basic criteria in building a cooperative. Hence, it might be best to use the standard coop monitoring tool in assessing coop performance after all, coops now are measured against prevailing standards. Similarly, LGU engagement by the MRSPs/CDCs/ADCs should be guided with clear indicators in assessing the changes and developments made within a period of time.

2.

Efforts on gender mainstreaming directed at the RDI/Area level have to be accelerated. Gender mainstreaming is an on-going effort within the entire network. Since the network decided to engage in gender mainstreaming, there has been a conscious effort among the RDIs to carry out gender mainstreaming in its programs at all levels. In Visayas, a Gender Point Person was appointed in the Regional Center to supervise the GM efforts of the RDIs in the Visayas. Various GM trainings were conducted for the staff and partner-communities.

52

Still, gaps were seen based on the results of the gender audit by Wise Act. The audit reveals that gender integration seems to remain at the level of numbers of men and women targeted to participate in community activities as can be gleaned from indicators set (implementation plans). Indicators of attitudinal and behavioural changes are not manifested in reports. 27 3. Upgrade the competencies of both men and women community leaders. Several trainings were made available to partner organizations, particularly in areas with fund support (e.g. Samar, Biliran, Bohol and Sultan Kudarat). Those with no separate funds, RDIs had to rely on trainings provided by the network which were mostly related to specific concerns of each of the program components, namely SIBS, PSED, RIED and GM. Among the trainings conducted for SIBS and RIED are listed in the table below. Looking at the current status of most of the assisted POs/Coops, developing the leaders capability remains to be a major challenge even for the two relatively most advanced coops assisted by the network, namely KARBEMPCO and MARBEMPCO. Most (if not all) coops not capable to provide basic trainings (e.g. PMES) are still dependent on RDIs/DAR/LBP. What is seemingly lacking is a capability-building program or design based on the organizations specific needs identified through a Training Needs Analysis among the leaders/members. Internal/Organizational 4. Define as an organization the various ways of engaging the market/business sector as an essential component of its development strategy. The section on RIED of this report provides a description of the current initiatives by the RDIs to engage the market or supposedly advance to the next level their enterprise undertakings. On one hand, the status of small scale enterprises set-up at the local level are mostly struggling and/or presently hurdling sustainability issues. In this view, PhilNet-RDI should first assess the realities at the ground and address the different constraints before literally taking-off to the next level. Concretely, the idea of putting-up a Rural Financial Intermediation has been mentioned as PhilNet-RDIs mechanism to address the lack of access to production capital, and yet RDIs and partner-communities have no solid track record in managing micro-finance project. Add to this is the lack of capital to finance the scheme. The same limitation applies to the RDIs plan to venture into marketing when production is saddled with problems of inefficiency, lack of scale, among other constraints. 5. Practical approaches on the integration of the various components of area development on the ground.

27

Gender Audit Report prepared by Wise Act.

53

In its effort to sharpen and streamline the RDD framework, PhilNet-RDI has institutionalized drawing of lessons among RDIs through the Area Development Conference. Assessment and evaluation exercises are likewise held regularly both at the national and regional levels. While these exercises have been helpful in understanding the strategies employed by the RDIs, PhilNet-RDI has been observed not to draw out issues and learnings which when consolidated would be useful in defining concrete strategies in RDD implementation. In particular, resolutions made during the Area Development Conference in November 2003 pertaining to the formulation of standard indicators or RDD work (ladderized level of development), integration of Children/Youth Organizing or Children Sensitivity in the SIBS framework and the development of comprehensive capability building program for the partner organizations were not translated into concrete strategy paper or plan of action as a follow-up from the drawing of learnings exercise. 6. PhilNet-RDI and its partner RDIs have to explore various schemes and exert further efforts at filling gaps in funding requirement. Visayas RDIs, particularly CERD and NCRDD are responding to the challenge of creating schemes to mobilize or generate funds to sustain their operations. CERD is bent on establishing an enterprise in vermin cast production. NCRDD, in partnership with RC Visayas and the Northern Negros Federation of ARB Cooperatives (NNFARC), on organic fertilizer production. Both initiatives are still at their inception stage hence, several areas still need to be worked at for these enterprises to succeed. 7. Complete all baseline data with gender disaggregation in areas where projects are located to be able to substantiate comparative changes among partner organizations, communities and ultimately MRSP households. While it has been reported that baseline data is available in some areas, it would be good to note the quality of the baseline data gathered. The usability of the available baseline data depends on the level of impact the PhilNet-RDI would like to assess after a certain period of time. Based on its RDD framework, comparative changes among partner organizations, communities and ultimately MRSP households are the three main levels of impact that need to be measured. In this regard, baseline data with gender disaggregation should be seen at the level of partner organizations, communities and MRSP households as well. However, given the present realities of most RDIs which are basically constrained of human and financial resources, the conduct of a usable baseline data would prove to be too taxing on the part of the staff. At the least, RDI should establish first a baseline data of its partner organizations.

54

8.

Strict and effective implementation of the monitoring and information system within the whole network. Monitoring system has improved with the development of a standard monitoring tool and adopted by the RCs and RDIs. RC Visayas attested to the RDIs compliance of monitoring and reporting systems/schedules. In Mindanao, delays in submission of reports are experienced. The same is true in Luzon where some local CDFs are still adjusting to reporting requirements. One area for improvement seen in the present monitoring system is to include a mechanism that will allow comparison of changes or improvements among beneficiaries as result of program intervention. Secondly, the need to measure improvements in gender relations is another area that should be included in the monitoring system.

9.

Regularly evaluate the performance of the RDIs, analyzing the different factors that influence the results of project implementation. Assessment of performance of RDIs is done during RCED meetings conducted quarterly in Visayas and semestral in Mindanao. The meetings serve as venue to identify issues on RDD implementation and measures to address program concerns. The Annual Drawing of Learnings also brings the RDIs together to learn from the experiences of RDD work, both the successes and failures by other RDIs. However, the network does not apply the system of rating the performance of RDIs. The level of RDD implementation varies across RDIs, hence comparison of performance between RDIs is not practiced. There is no clear mechanism to address the non-delivery of RDD planned targets or commitments by RDIs. RDIs with no project funds from other sources rely only on the P25,000 mobility fund from the national to deliver their RDD targets in AFI areas. Obviously, the fund support is insufficient to deliver the planned targets. Though it is clear that the minimal fund support is intended as a start-up fund for RDIs hence should work doubly hard to access project funds, RDIs (e.g. BIRD, NCRDD and CERD) could barely perform this task as they are too involved in project implementation leaving them no room to focus on project development and fund accessing.

10.

Review and install a Human Resource Development Program. Specifically, the Network should pursue further the skills development matching and review the reward and compensation packages vis--vis the existing industry standards. The National Office through its Capability-Building Unit (CBU) provided skills enhancement trainings, exposures on enterprise development and support to formal studies as part of its staff development program. On one hand, staff from RDIs and regional/national secretariats have raised the issue on the lack of staff

55

development program which explains the staffs lack of skills in coopconsolidation and enterprise development and the lack of internalization of RDD framework especially among the young/new staff. Moreover, the National Advocacy Officers shared that each of them had attended only one training since they assumed advocacy work 3-4 years ago. The Coalition-Building Officer was even sent to a Business Planning Training which is obviously not related to his work. With regard to the staffs compensation packages, salary has not increased since Year 2000. Instead a mid-year bonus was granted to the staff to abate their financial difficulties. The low salary offered by the network vis--vis the existing industry standards had delayed the recruitment of technically skilled personnel in RC Mindanao, resulting to delay in project implementation. Other HRD concerns examined pertain to staff performance evaluation/appraisal and the organizational culture at the National Secretariat level. External Environment 11. Philnet-RDI needs to strengthen the management of advocacy work at the level of the National Office and improve services to the various regions and memberRDIs. To support and complement the local advocacies on the protection of the rice industry, the PhilNet-RDI at the national level continuously engaged the Department of Agriculture on this issue. Promotion of sustainable agriculture and the formulation of favourable policy guidelines to make credit available to the marginalized groups and food security were among the advocacy agenda pushed by the PhilNet-RDI in the National Agricultural and Fisheries Council (NAFC). However, no concrete actions have been made. Its consistent engagement in dialogues and consultations with DAR officials and filing of petitions, complaints and cases in concerned agencies, DARAB and regular courts earned PhilNet-RDI recognition by DAR that it was invited to become a member of the Technical Working Groups that would facilitate the Luzon ARRD Agenda Building Conference. Thereafter, PhilNet-RDI was officially recognized as a member of the High Impact Project Task Force that will monitor status of land distribution in high impact areas identified by the Task Force. Six of the target areas are assisted areas of PhilNet-RDI. Regular follow-up of cases with the legal division resulted in the installation of some beneficiaries in the sugarland of Negros and the actual partial distribution of the Marsman plantation in Davao del Norte. In Dumaguete, Negros Oriental, mass

56

actions were carried out demanding the ouster of the Provincial Agrarian Officer (PARO) for his involvement in a landholding scam and non-performance in installing the farmers. 12. Inclusion of legislative policy, particularly Congressional oversight and resource mobilization, among the strategies in advancing agrarian reform. The Legislative Advocacy Program of the National Office was set-up to strengthen the Networks policy advocacy by influencing policies that serve the interests and needs of the assisted communities. Efforts along this area include lobbying for the passage of the National Land Use Act; advocacy against the passage of the Farmland as Collateral Bill, and dialogues for additional fund allocation for the agrarian reform fund, provision of agricultural credit and infrastructure and basic support services to the rural communities.28 Public information campaigns were likewise undertaken to influence the passage of favourable policies through the MDG Rural Poverty Conferences and other fora. The PhilNet-RDI, together with KASAMA KA also engaged in the issue of coconut levy and defined their agenda on the usage of the contested coconut funds. On one hand, PhilNet-RDIs advocacy efforts are not known to its peers and funding partners who all agreed that the network has not been able to come up with its own policy agenda because of weak or lack of solid research anchored on local experiences. Its inability to extract issues from below and carry them to national weakens its position in the advocacy arena. 4.0 4.1 1. CONCLUSIONS AND RECOMMENDATIONS Findings and Conclusions The Area Focused Intervention (AFI) Strategy is found to be relatively effective at the barangay level wherein PhilNet-RDI demonstrated success in community organizing, cooperative-building household-based organizing, CDC formation and claim-taking initiatives. In consolidating the gains to the municipal level, PhilNetRDI experiences problem in sustaining its interventions through the municipal-level formations which are comprised of federations of small barangay organizations. These federations are mostly unable to generate the necessary equity from among its members and have limited capacity to implement and sustain economic programs. While the ADC formation in Biliran (e.g. CAMDA and AACDA) may have demonstrated success along this area, its sustainability has yet to be determined since both ADCs are still in their formation stage and have the advantage of capability-building support as well as financial support for its development projects.

28

Annex ____.

57

2.

Based on the implementation of the different program components of the RDD, the recognized strength is in the area of local engagements in the form of accessing and mobilizing resources for and influencing policies in support of RDD programs. Generally, assisted organizations are observed to have acquired or developed a capacity to access support services and engage the barangay councils through planning and policy formulation processes. Meanwhile, the recognized weakness of RDD implementation lies in building the capacity of assisted organizations to mobilize internal capital resources and manage or sustain enterprises. Success stories can be found in some areas such as the plantation coops which can be attributed to the presence of capability-building support prior to the beneficiaries take-over and convergence of support by the different institutions. Self-reliance was also demonstrated by some groups in particular PUBANECA that has managed to acquire additional farm equipment and expand its services utilizing its own resources thereby increasing the farmers access to farm equipment resulting to efficient production activities. Likewise, micro-credit and microenterprise experiences by barangay organizations in Biliran are worth noting, whose success can be attributed to the compliance on policies by the members and the active involvement of leaders. Current initiatives on savings mobilizations by the assisted organizations are found to be still inadequate to address the farmers need for farm credit services. Microlending programs merely augment household needs rather than support production requirements. While other organizations have managed to access funds from external sources, this remains insufficient to meet the members total demand for farm credit and as a result, farm productivity is affected in the absence of financing support. Adoption of sustainable agriculture technologies has shown positive results at the household level by addressing self-sufficiency and food security issues. However, based on the analysis of status of technology adoption, viability issues posed as a serious threat in the sustained adoption of technologies if remain unaddressed considering the economic predicament of households. Technology adoption, in particular organic rice production, has yet to adequately serve the long-term economic needs of the households. Marketing and trading projects initiated by both POs and RDIs generally fall within start-up phase characterized by small or erratic volume of production, minimal promotion and advertising, simple financial systems, limited distribution volume and break-even to minimal profitability, among others. These initiatives have contributed in providing additional source of income, however limited to the POs or RDIs. Advancing to the next level of enterprise development and potentially generate income and employment for the community may be attained only upon upscaling the production capacity, expanding to market as well as upgrading the management capability of the POs and RDIs which generally have experienced

3.

4.

5.

6.

58

inefficiencies and dismal performance of their previous economic activities or projects. 7. The marketing of organic rice in Davao del Norte with 115 producers is performed by the farmers federation. The strategy is built on a framework that the marginalized sector should have ownership and control over an enterprise that was set-up to benefit them in the first place. However, various experiences of POled/managed enterprise development have been proven to be ineffective especially when the PO has no capacity to generate or mobilize equity, consolidate its ranks and run the operations efficiently. Such is the case of the farmers federation (DUSTOCARFF) in Davao del Norte. In this view, a more efficient strategy in enterprise development such as the Devolutionary or Intermediation Strategy (Dacanay, 2004) may be more applicable especially when there is a need to provide immediate access to services/products among a critical mass of marginalized sector, in this case the organic rice producers who are consistently lured to shift to hybrid varieties because of immediate economic incentives, unless they see the economic value of their continued production of organic rice. Similarly, technology adoption will be facilitated if farmers see it for themselves the potential impact of organic rice production in their household income. Such strategies evolved in response to the reality that it takes time for the poor to build the confidence and develop their capacity to become owners and managers of an enterprise at the same time. 8. This evaluation recognizes the institutional strength of PhilNet-RDI in the following areas: a) openness to reflect on its experiences and enhance its processes based on new insights and learnings; b) earnest efforts in gender mainstreaming, and c) commitment to address institutional sustainability. Nevertheless, along side the credits are areas for further improvement. As a learning organization, PhilNetRDI is challenged to review its concepts and frameworks of rural development in view of the new discoveries and realizations of the networks impact in the community as well as the emerging trends in the environment. The RDIs loyalty and adherence to the vision and mission of the network on rural development remains a key factor in keeping the networks mandate on track. Also worth noting is RDIs prudent use of resources relative to the output generated and the staffs commitment to development work. Overall, the RDIs have demonstrated effectiveness in the areas of community organizing, advocacy and local engagement. However, RDIs share common weakness on enterprise development which may be addressed by seeking technical assistance or external help to improve capacities and strategies. Backstopping functions are performed by the secretariat (national/regional) particularly in the area of policy advocacy, monitoring and coordination. Of the three regional centers, the Visayas center has the most impressive performance in terms of fostering cooperation among RDIs. Meanwhile, policy advocacy support

9.

10.

59

extended by the national secretariat is observed to be inadequate in terms of generating the desired impact among its stakeholders hence, should be intensified.

4.2 Recommendations The evaluation mainly presented the results of the interventions by PhilNet-RDI, measured against the intended results based on its 10-Year Strategic Plan. By assessing the results after the first 3 years of implementation, the rate of success or failure by PhilNet-RDI to meet its targets in 10 years can be calculated. Based on the results of the evaluation, the evaluation team proposes the following in order to improve RDD strategies and enhance the feasibility of planned objectives and targets in the next 7 years: Community Level 1. Set indicators of sustainability of MRSPs and/or self-determining rural communities. There are substantial gains in the over-all effort of pushing for RDD agenda at varying degrees or level. Then again, sustainability of development interventions remains to be the ultimate test how far PhilNet-RDI has mainstreamed RDD agenda and established self-determining rural communities. Setting the indicators would set the pace of interventions or input by RDIs required to ensure the transfer of technology to the MRSPs. 2. Initiate consolidation or merger of small coops to attain economy of scale. Most of the MRSPs can be classified struggling, with small and inactive membership, weak management skills, low capitalization, etc. Advancing the intervention to the next level, e.g. enterprise development would be difficult without first addressing the basic organizational concerns which could be too taxing on the part of the RDIs considering the limited resources. But this should not limit PhilNet-RDI from exploring other strategies that are proven to be more efficient. For one, resuscitating struggling or dead organizations is no longer practical. Instead, consolidation of small organizations may be considered an option. This way, larger scale is attained and delivery of interventions will be relatively easier than working with small cooperatives spread in different areas. 3. To address lack of capital for production, build capability of coops to access credit from financing institutions and/or intensify savings mobilization for efficient delivery of credit services. PhilNet-RDI should focus in building internal resources of coops rather than creating a new scheme or structure (i.e. Rural Financing Intermediation) where risks are greater and the possibilities are nil since RDIs still have to establish their track record/competence and capital still has to be sourced from private entities. Savings mobilization by coops should be emphasized as a mechanism to generate loan capital at a least financial cost than external borrowings.

60

4. Develop capability-building program designed to upgrade competencies of coop leaders. Trainings should be directed towards improving the leaders capacity to manage the cooperative consistent with the indicators of sustainability. Developing local trainers will also ensure the transfer of technology to the cooperatives and lessen their dependence from other institutions to provide basic training needs of the members. Internal/Organizational 5. Build capability of KASAMA-Ka to take the lead in claims-taking, advocacy and coalition work. At the ground level, this means that coops should focus on economic activities while POs/CDCs/ADCs on claims-taking, advocacy and coalition work particularly during post-installation stage. This gives focus on the efforts of local organizations in pushing for RDD agenda. At the national level, the focus of assistance will be in building KASAMA KA track record in the advocacy arena, in parallel to PhilNet-RDIs rural development interventions. 6. Explore intermediation strategy in establishing marketing enterprises and not confine the strategy to a PO-managed enterprise. Such strategy is already being applied in organic fertilizer production and marketing wherein PhilNet-RDI assumes control and management of the enterprise. But in the case of organic rice in Davao del Norte for instance, marketing may be done by tapping existing marketing linkages, i.e. UMFI which has already established market outlets for organic rice. With 115 farmer cooperators to its credit (and more if FCs of NIRD and PRDCI are included), DPRDI should focus, through the DUSTOCARFF, on improving organic rice adoption so as to meet the required volume instead of building the marketing competence of the farmers federation which could take awhile considering its current status. All other possible options should be considered in order to sustain an organic rice marketing enterprise, without limiting to complete control and management by the peoples organizations (at this point) since previous experiences and current realities are not encouraging. 7. Conduct impact evaluation of PSED interventions, particularly MRT to establish its impact and effectiveness. Information on the effect of technology adoption is mainly derived from testimonies of farmer cooperators. The consolidated number of farmer cooperators of different SA technologies at various stages has so far reached 5,567 covering about 1,410.93 hectares29 based on the figures reported in 2004 Annual Report. Thus, it is high time to conduct an impact evaluation to establish the effects of technology adoption at the household level. The impact evaluation will also track down the actual and current status of the individuals or households reported to have adopted the technology and verify if SA adoption is sustained by the farmer cooperators. This is important to validate the figures being reported because apparently, the networks monitoring system is focused on the number of farmer cooperators per farming technology introduced but
29

Area coverage in Visayas only. Data on area coverage in Mindanao from the 2004 Annual Report.

61

lacking in describing the consequent changes of technology adoption over time. Finally, the impact evaluation will also be useful in monitoring the PSE interventions on gender relation in farm production. 8. Strengthen research base to provide in-depth analysis of issues complemented with regular projection or promotion of initiatives to partners and stakeholders. PhilNetRDI should capitalize on its local experiences by extracting local issues or agenda to be carried to the national policy arena supported with baseline research. Projection and promotion of initiatives is viewed necessary for PhilNet-RDI to gain recognition for its contribution in rural development work. 9. Upgrade competencies of staff in the area of enterprise development and management. In line with the current initiatives of some RDIs (e.g. CERD and NCRDD) to engage in enterprises that are designed to generate income for the institution, RDIs should seriously consider improving their networking skills being prerequisites in any entrepreneurial undertaking, particularly the Executive Director who would be at the helm of the project to ensure that the plan is realized. Inviting enterprise practitioners to assist in setting-up marketing projects would also promote exchange of ideas and transfer of technology to RDIs. 10. Monitor and evaluate performance of RDIs based on their contribution or valueadded to the network. The RDIs contribution or value-added to the network is largely determined from the RDD targets delivered. For some RDIs, institutional funds are provided to support their activities. As their accountability to the network, these RDIs should be required to generate their own funding as their institutional commitment to the network. This way, the Executive Director of the RDIs will be forced to prioritize fund sourcing and limit their hands on direct operations for the time being. After all, program targets will not be delivered without the corresponding fund support. Consequently, the RDIs satisfactory performance shall be the basis of determining or maintaining their membership to the network. The periodic evaluation of RDIs will also propel PhilNet-RDI to rationalize its area of operations on the basis of its geographic importance in relation to the attainment of the networks rural development agenda. 11. Undergo serious reflection and discernment on the organizations role, performance and niche as part of its continuing effort to upgrade and strengthen the institution. The lack of awareness by the peers and funding partners of PhilNetRDI of its advocacy initiatives challenged the network to look into its strategies in establishing its niche in the NGO community. Aside from examining the factors affecting how it builds its image as a network with rural development agenda, there are internal issues as well that PhilNet-RDI is called to draw out in a participatory process involving the staff from Regional Centers and National Office. Among the areas to look into are staff performance appraisal, staff development program and salary upgrading.

62

There is a growing clamor among the staff to review the networks compensation package and to seriously upgrade their competencies through a staff development program based on the results of the staffs TNA. Facilitation of career planning of each staff would be even more helpful so as to solicit their commitment and draw out necessary inputs to develop their effectiveness and efficiency. To effectively address these concerns, it would entail a serious reflection on the entire organization its direction, role, niche, strategies, etc. In short, only upon getting to the bottom of the issues will PhilNet-RDI be able to address other organizational matters. The core issues referred to are the networks distinct role in the advocacy arena and the sustainability of its area development interventions.

63