5211

Public Disclosure Authorized

A Case Study
Community and Livelihood Center
Barangay Lagundi, Kiamba, Sarangani
Mindanao
Public Disclosure Authorized

Prepared by:

Ms. Eva K. Tan

Ms. Sheila Marie Acquiatan
from
Institute for Autonomy and Governance
October 1, 2009

Mindanao Trust Fund-Reconstruction and Development Program

This case study was prepared by the Institute for Autonomy and Governance (located in the Notre
Dame University, Cotabato City Campus) under the team leadership of Atty. Benedicto Bacani
for the MTF Secretariat, World Bank as part of the “Bridging and Communicating BDA to
Mindanao Peace and Development Stakeholders” Project. The findings, interpretations, and
conclusions expressed here are those of the authors and staff of IAG and BDA and do not reflect
the views of the MTF Development Partners, the Board of Executive Directors of the World Bank
or the governments they represent.
 A Case Study
Community and Livelihood Center
Barangay Lagundi, Kiamba, Sarangani

Institute for Autonomy and Governance

and

Bangsamoro Development Agency

 Table of Contents
ABSTRACT

A. INTRODUCTION
Background 1
Research Methodology 1

B. THE COMMUNITY OF LAGUNDI

Project Location 2
Land Use Map 3
Barangay History 4
Demographic Characteristics 5
Socio-Economic Profile 6
Poverty Situation 7

C. THE MTF-RDP PROJECT

Pre-BDA Implementation Activities 8
Preliminary Activities of BDA Implementation 11
Training in Values Transformation 13
Community Investment Planning 14
Sub-Project Proposal Preparation 15
Sub-Project Implementation 16
Comparison of BDA Implemented Project with Other Projects 18
Project Impact 19

D. SUCCESSES AND CHALLENGES 21

E. LESSONS LEARNED 25

F. CONCLUSIONS AND RECOMMENDATIONS 26

ANNEXES
 List of Abbreviations
BDA Bangsamoro Development Agency
BDP Barangay Development Plan
CBMS Community Based Monitoring System
CIP Community Investment Plan
FGD Focused Group Discussion
GSC General Santos City
IAG Institute for Autonomy and Governance
LGU Local Government Unit (MLGU for municipal; BLGU for
barangay)
LACDO Lagundi Community Development Organization
MDF Municipal Development Facilitator
ME Municipal Engineer
MILF Moro Islamic Liberation Front
MNLF Moro National Liberation Front
MOA Memorandum of Agreement
MTF-RDP Mindanao Trust Fund – Reconstruction and Development Program
MRL Muslim Religious Leader
MPDO Municipal Planning and Development Office
MPDC Municipal Planning and Development Coordinator
NGO Non-Government Organization
PIO Public Information Officer
PO People’s Organization
SPCPD Southern Philippines Council for Peace and Development
VTT Values Transformation Training
ABSTRACT

This case study chronicles a depressed Muslim community’s efforts to change not
only its stagnant economy but also the social attitudes that stunt its development. It
examines how the Bangsamoro Development Agency is fulfilling its mandate as a
development arm of the Moro Islamic Liberation Front through the Mindanao Trust
Fund-Reconstruction and Development Program, a program funded through a multi-
donor trust fund.

The stigma of Lagundi as a “hot spot” persists today. Although its reputation as a
Bangsamoro rebel stronghold dates back during the period of martial law in the early 70s
and the armed conflict between the Philippine government and the Moro National
Liberation Front, current residents of Kiamba Municipality still refer to the Purok (which
is now the project site) as the “Baybay Slaughter” area. A number of atrocities were
allegedly committed against its Muslim residents. Key informants talk about houses
burned, fishing vessels destroyed, crops burned, which caused massive evacuation of
residents in 1974 and again in 1976. In 2000, massive displacements took place again
when the military established a detachment in nearby Barangay Kling while the MILF
deployed their troops in Lagundi.

The implementation of the community selected sub-project, Community

Livelihood Training Center, by the community members is by many measures considered
a success. The People’s Organization, set up to implement the project, was initially
looked down by many and in the end proved its worth far beyond its own barangay. In
the process of implementation, the community became empowered through strong
participation in managing the sub-project. It also built confidence in the individuals and
rekindled trust among its members, and brought the various ethnic and religious groups
together through its values transformation training and team effort in the construction of
the community center.

This is also a story of strong collaboration among the community, the

Bangsamoro Development Agency and Local Government units in rebuilding the
community.

Many challenges still remain but this is the start of many small steps to peace and
development in Laguindi.
A Case Study 1

INTRODUCTION

Background
This case study chronicles a depressed Muslim community’s efforts to change not
only its stagnant economy but also the social attitudes that stunt its development. It
examines how the Bangsamoro Development Agency (BDA) is fulfilling its mandate as a
development arm of the Moro Islamic Liberation Front (MILF) through the Mindanao
Trust Fund-Reconstruction and Development Program (MTF-RDP), a program funded
through a multi-donor trust fund.1

Lagundi is a sample area, among several others, identified by the Central Office
of the Bangsamoro Development Agency for a case study. It is a barangay of Kiamba, a
municipality of the province of Sarangani. At the turn of the millennium, when the
government under President Joseph Ejercito Estrada waged an all out war against the
Moro Islamic Liberation Front (MILF), some areas known as MILF lairs were bombed
by the military. One of these areas is Barangay Lagundi.

The stigma of Lagundi as a “hot spot” persists today. Although its reputation as a
Bangsamoro rebel stronghold dates back during the period of martial law and the armed
conflict between the Philippine government and the Moro National Liberation Front
(MNLF), current residents of Kiamba still refer to the Purok (which is now the project
site) as the “Baybay Slaughter” area. A number of atrocities were allegedly committed
against its Muslim residents. Key informants talk about houses burned, fishing vessels
destroyed, crops burned, which caused massive evacuation of residents in 1974 and again
in 1976. In 2000, massive displacements took place again when the military established a
detachment in nearby Barangay Kling while the MILF deployed their troops in Lagundi.

This dark period in the barangay history qualified the area as a recipient of the
Mindanao Trust Fund–Reconstruction and Development Program. Through its
comprehensive program of values transformation, grassroots planning, and the
construction of a Community and Livelihood Training Center, the BDA played a key role
in transforming the community to be self reliant and developmental in outlook.

Research Methodology
The methodology of this case study is the collection of qualitative data from
primary sources, supported by references from secondary data. Eight key informants
were interviewed for the study, and four focused group discussions were conducted.

The key informants were as follows:

 Jose R. Huliganga – Barangay Chair of Lagundi, Kiamba

1
The Mindanao Trust Fund is a multi-donor facility supported by the following development partners:
Australia, Canada, European Union, New Zealand, Sweden, United States, and the World Bank.
  Abdulatip C. Udda – MILF Municipal Chairperson for Kiamba
 Jamalol Elementary School Teaching Staff (4 teachers)
 Mustapha Alipulo – Muslim Religious Leader
 Nasser Jamalol – Barangay Kagawad (council member)

Ten (10) representatives from each of the following sectors participated in the four (4)
Focused Group Discussions (FGDs):
 Women’s group of prospective beneficiaries
 Men’s group of prospective beneficiaries
 Implementers and members of the PO
 Formal and traditional leaders

Due to the absence of a barangay profile, the researchers had to put together information
from primary sources to serve as background data for the barangay.

Four key areas were the focus of the case study:

 The type of programs and projects implemented by BDA in the identified
communities
 The process of implementation of the projects
 Successes and challenges of the programs/projects
 Lessons learned from the projects

In the course of the research, the local people in the community assisted the researchers
in the preparatory activities and in the collection of data.

THE COMMUNITY OF LAGUNDI

Project Location
Barangay Lagundi is a wing shaped barangay located along the National Highway
(General Santos City to Kiamba). It is bounded on the east by Barangay Kling, on the
west by Barangay Datu Dani, on the north by Barangay Gasi, and on the south by the
Celebes Sea. It comprises an area of 287 hectares, 200 of which is agricultural land, and
80 hectares of open grassland. The rest of its topography is coastal. The barangay is 13
kilometers from the town proper of Kiamba and is divided into 7 puroks or sitio
(hamlets). It is accessible by land and sea transport.

The type of soil found is silty, clay loam. The Kling River passes by the barangay
on its way to the Celebes Sea. The major agricultural crop is coconut (150 hectares), and
in some areas, corn and palay are planted. The barangay is also ideal for fruit trees. Copra
(from coconut) is its chief agricultural product followed by durian, mango, banana fruits,
and nipa (leaves of the nipa plant used as roofing material). Farmers supplement their
income with fishing activities. The barangay has potential for tourism since its shoreline
is considered the best in the area for development into a beach resort.
LAND USE MAP OF BARANGAY LAGUNDI
Barangay History
Before the 1920’s, the present area of Lagundi was under the barangay called
“Kaling”. The residents of Kaling are from the T’boli and Sangil tribes. Some Americans
arrived in Sitio Lumit headed by a Mr. Rudes. They coordinated with the natives to stay
in Lumit, particularly with the head of the T’boli, Datu Maligang, and the head of the
Sangil, Datu Tabalao, who own Lumit. Mr. Rudes planted rubber and coconut and hired
the natives in his plantation. The natives were also allowed to get coconuts for their
oil needs.

However, in 1930, sitio Lumit was faced with property ownership problems
which led to the moving out of some residents. These residents established Sitio Lagundi.
This sitio was called Lagundi because there are many Lagundi plants in the area. Sitio
Lumit, on the other hand, became the present day Kling Plantation in Barangay Kling.

Lagundi is remembered as a peaceful area in the early 1960s. Muslims and

Christians then lived in unity and harmony. This unity was broken in 1970 when some
Ilonggo residents joined the Ilaga group (Christian vigilante group) in reaction to the
growing presence of the MNLF. The security situation in the area deteriorated when
Martial Law was declared in 1972.

In 1972, Lagundi was one of the theaters of war between the MNLF and the
Philippine military. Most Muslim residents evacuated to the Poblacion of Kiamba. The
Datu during this time was Datu Inso Sinsuat. In 1974, some Muslim residents returned
to Lagundi. The barangay captain during this time was Inoc Adam. In 1976, the area
suffered twin disasters: a massive earthquake and the continuing armed conflicts between
the MNLF and the AFP. Massive evacuation again took place among the Moros of
Lagundi. Many of their houses and fishing boats including the mosques were burned.

In 1978, another wave of Muslim evacuees returned to Lagundi. As a full pledged

barangay, the Kapitan del Baryo then was Jesus Gadia. He was replaced by Emiliana
Dani in 1987. Ambolodto Dani became the new Barangay Chairman in 1993 and was
successively followed by Alfredo Macabayao in 1995 and Odin Adam in 1997. Odin
Adam died in 1999 and was replaced by Jose Huliganga, the present Barangay Chairman.

The year 1996 was significant because of the Peace Agreement between the
MNLF and the national government. The MNLF rebels all over Mindanao laid down
their arms and were assisted in the reconstruction and development of MNLF
communities by the Southern Philippines Council for Peace and Development (SPCPD),
that implemented the multi-donor assisted program. However, some of the secessionists
were not satisfied with the provisions of the peace agreement and formed another rebel
group called the MILF. As a result, the barangay is presently composed of a diverse
population, with loyalties to different power groups.

Another earthquake took place in 2000 which caused the receding of the shore
and evacuation of residents. After a few months, President Joseph Estrada declared an all
out war against the MILF who in turn declared an all-out Jihad against the government.
Lagundi was again adversely affected by armed conflicts when the MILF deployed troops
in the area while the military converted the Kling National High School as a bivouac
(camp). Under current President Gloria Macapagal Arroyo, the government and MILF
have been negotiating since 2002 to peacefully settle the decades-old armed conflict.

In 2003, the BDA began to organize the community in Lagundi which culminated
in the establishment of the Lagundi Community Development Organization (LACDO).
The MTF-RDP program for Lagundi was approved and launched on December 20, 2007.

Demographic Characteristics
The total population of Lagundi as of 2007 is 2,077 with 411 households (as per
survey done by the BDA). This population is distributed in 7 puroks and broken down as
follows:

Table 1: Distribution of Population by Ethnic Affiliation

Puroks HH Population Ethnic Affiliation

Purok 1 37 171 98% Cebuano, 1% Ilongo, 1% Ilocano
Purok 2 54 259 97% Cebuano, 1% Ilongo, 1% Ilocano, 1%
Boholano
Purok 3 45 292 98% Cebuano, 1% Ilocano, 1% Maguindanaon
Purok 4 71 242 95% Cebuano, 2% Maguindanaon , 1%
Ilocano, 1% Leyteno, 1% Ilongo
Purok 5 65 292 90% Cebuano, 4% Sangil, 3% Maguindanaon,
1% Ilocano, 2% Others
Purok 6 72 436 96% Maguindanaon, 3% Sangil, 1% Tiboli
Purok 7 67 385 98% Maguindanaon, 1% Sangil, 1% Tiboli
Total 411 2077

In general, the population is broken down in terms of ethnic origin into:

 Maguindanao 40%
 Cebuano 30%
 Sangil 15%
 T’boli 10%
 Others 5%

Maguindanao and Sangil are both Bangsamoro tribes with Islam as their religion.
Tibolis are Lumads (indigenous people), while most of the Cebuanos and other tribes are
Christians. The demographic survey of the barangay also showed that there are 22
professionals and 14 skilled workers among the population of Lagundi.

As shown in the population distribution in the puroks, although the Bangsamoro

Tribes are in the majority, they are concentrated in Purok 6 and 7. Those staying in other
puroks married Christians or Lumads. The families resulting from these intermarriages
are still identified as Muslims because the religion of the father is most often followed.
The children study together in the elementary school, but many Muslim families also
send their children to madrasahs for religious studies, in addition to the formal school.

Socio-Economic Profile
The barangay has the minimum infrastructure support system for its socio-
economic activities. In Purok 1, the Barangay Center has a barangay hall, a barangay
health station, and a multi-purpose stage. Under construction is an activity center situated
right on the beach but still within the Barangay Center. It also has a Kasfallah, a multi-
purpose hall used for meetings by the residents. In front of the Barangay Center is the
Kling National High School, which although located within the vicinity of Lagundi,
belongs to Barangay Kling. In addition to the complete Elementary School, the barangay
also has a Day Care Center, and now with BDA support, a Livelihood Training Center.
The barangay is supplied with electricity from SOCOTECO II company. Its source of
potable water supply is from hand pumps and surface water. There are two pristine
springs which residents claim are potential sources of bottled mineral water.

The health situation is well taken care of by the health station in Purok I which
also covers two other neighboring barangays. A rural health midwife of the Municipality
of Kiamba visits the center regularly every Tuesday, Wednesday, and Friday. She is
assisted by four (4) barangay health workers plus 2 traditional birth attendants who are
provided with honoraria by the barangay. The health center has a barangay nutrition
scholar, and a barangay sanitary inspector. The center has facilities for maternal care. The
health workers, in an interview, said that the common diseases in the area are diarrhea,
cough, and colds.

According to barangay records, the literacy rate in the area is high – with 90% of
the population literate and only 10% illiterate. This data still has to be validated due to
the latest government’s Community-Based Monitoring System (CBMS) findings that a
large number of school age children are not in school. The formal education system has
one elementary school opened in 2000 named Hadji Abdulgafar Jamalol Memorial
Elementary School. There are 286 pupils enrolled in the 2008-2009 school year. The
school has 7 teachers and 7 classrooms. The ratio of teacher to classroom is 1:2 while the
ratio of teacher to pupils is 1:66.

Right across the main highway from the elementary school is the Day Care Center
of the barangay. There is one day care teacher for the center. In the project site at Purok
7, there is one madrasah that handles Grades 1 to 6 using the Arabic educational system.
There are 4 Ustadzes (religious teachers) who give their services to the madrasah on a
voluntary basis.

As seen from the land use map, there are 4 mosques, one Catholic chapel, and one
Protestant church” in the barangay. A number of houses are found along the highway.
The center of barangay activities is still in Purok 1 where the offices of barangay officials
and the health station are found.

Despite the apparent abundance of natural resources in the area, there are few
support facilities for economic activities.

The roads constructed from the highway to the shore are few and poorly
maintained. Few farmers engage in fishing as an alternative livelihood. Mention was
made during the FGD of a public market which was destroyed by a strong earthquake
sometime in 2005. This market building was put up by the municipal government
(MLGU) in 2003 and located in Purok 5. Even before the earthquake, the market was not
heavily patronized by the barangay due to its distance from the highway (around 100
meters away). Thus, sellers still go from house to house to sell their wares.

The FGD also mentioned a number of training and assistance for livelihood from
the Department of Social Welfare and Development. Due to the lack of social
preparation, the livelihood assistance from the SPCPD even became a source of conflict
among the MNLF beneficiaries. The cooperative organized for this purpose failed to
sustain the project. The boats and fishing paraphernalia were later sold. The reasons for
the failure may be due to mismanagement of the project (there was no training given on
project management) and lack of transparency in its operations. There was also no
marketing assistance given so that the cooperative could sustain its operations.

Poverty Situation
The CBMS currently undertaken by the Municipal Planning and Development
Office (MPDO) shows that Lagundi is one of the depressed communities in the
municipality of Kiamba. The CBMS (see Annex 1) has not been completed as of the
study, but the trend has been established from 5 of the 7 puroks covered.

The general poverty picture shows that the proportion of households with income
below the poverty threshold is 57.3% or more than half of the total households in the
barangay. However, only 5.5% of households experienced food shortage. This may be
due to the availability of marine resources, which are free to fishing households. The
CBMS also showed that 2.3% are living in makeshift houses, and only 3.8% are
squatters.

The health situation is satisfactory, with maternal care effectively provided for.
There are no mothers who died of pregnancy related causes, and only 1.4% of children in
the age group 0-5 years died. However, there is a 7.4% incidence of malnutrition in this
age group. Only 9.3% of households have no access to safe water, but a large percentage
38.7% do not have access to sanitary toilet facilities.

In education, there are children aged 6-12 (elementary school age) who are not in
school. Approximately 25% of boys and 19% of girls in that age group do not attend
school. The proportion of out-of-school youths increased in the age group 13-16 years old
(high school age). Despite the presence of the Kling National High School, 42.7% of
males and 33.3% of females are not attending school. This is due to extreme poverty,
especially in Purok 6 and 7 which are predominantly populated by Muslim residents.
There are still fees to be paid when enrolled in the government highschool. As a result,
the barangay has a large group of out-of-school youth while at the same time employment
options are limited.

The CBMS indicates that there are several points of concern in the barangay. The
incidence of malnutrition and non-access to safe water may be low, but requires attention
especially since the residents complain that the color of potable water is slowly turning
brown. Poverty also explains the high prevalence of children and youths who are out-of-
school. Alleviating poverty through the provision of livelihood skills, and changing the
attitude towards education however can remedy these problems. This is where
development catalysts such as the People’s Organization may be of assistance. The
Community and Livelihood Center is strategically located to respond to this need.

THE MTF-RDP PROJECT

The MTF-RDP project in Lagundi differed from other development projects
because it is community driven where people are fully involved in all aspects of their
own development. It starts with inclusive, participatory planning of community
development plans that prioritize local needs, and preparation of sub-project proposals
that addressed one of these needs. It required a community organization that is multi-
sectoral and trained on proper financial management, procurement of goods, construction
of small infrastructure, and operation and maintenance. The program also promotes
gender equity and peace in this conflict affected community. BDA only starts engaging in
communities after an Memorandum of Agreement (MOA) with the respective LGU is
signed, ensuring full LGU support.

Pre-BDA Implementation Activities

As an opening activity during the conduct of the Focused Group Discussions, the
participants were asked to identify projects, which were implemented in the
barangay/community. The following list of projects implemented during the last 10 years
came up based on the recall of participants of the four FGDs:

Table 2: Pre-BDA Implementation Projects

Development Projects Implementing/Donor Agency

Electrification of Purok 7 Barangay LGU
Water System (not functional) Municipal LGU
Public market (destroyed by earthquake) Municipal LGU
Sea Wall Municipal LGU
Basketball Court Provincial Govt.
Solar Dryer Municipal LGU
 Development Projects Implementing/Donor Agency
Farm to Market Road in Purok 6 Municipal LGU
Goat dispersal Municipal LGU
Madrasah Provincial Govt.
Corn Dispersal Provincial Govt.
Sari-Sari stores SPCPD
Fish nets and boats SPCPD
Seeds and fruit bearing trees Dept. of Agriculture
Livelihood for Women (WINDS) Dept of Social Welfare & Development
Bigasan ng Bayan National Govt.
Mosques Kuwait Aid
Barangay Hall and Health Center UNDP Act for Peace
Trainings on farming and agro-forestry UNDP Act for Peace
Provision of fishing gears/facilities UNDP Act for Peace
Day Care Center Datu Jamalol (private individual)

The above mentioned projects were initiated by donors with counterpart funding
from local governments at all levels. Although these may have been identified through a
process of consultation in the barangay, the absence of a Barangay Development Plan
may have influenced to some extent the prioritization of the projects. When asked how
these projects benefited them, the consensus was that some were really of help, but others
were not. Most of the projects were not sustained at all, especially the livelihood projects.
In the case of infra projects such as the public market and the water system, both were
destroyed by the earthquake and can no longer be repaired.

The first FGD, which was composed of women, were highly critical of the
projects that specifically targeted women beneficiaries. They did not see any change in
the beneficiaries of the sari-sari stores and the WINDS project, which provided small
credit.

The activities were sustained only for the short term. The Muslim women who
were beneficiaries of the Sari-Sari Stores were successful at the start, but eventually
failed because many of the loans of customers were not paid. As one participant said
“Kahit ano ang gawin mo, kung mahina ang kabuhayan, wala rin nangyayari”– referring
to the prevailing poverty in the barangay area which serves as their market. But the PO
officers had the opinion that the beneficiaries were not well prepared to manage and
sustain the project.

The other FGDs were more explicit in their assessment. For most respondents,
some of the projects were successful while others were failures. The latter failed because
the beneficiaries went bankrupt- “nalubog sa utang”. The respondents were more critical
of the SPCPD projects which they felt failed because of corruption among the leaders and
implementers. In a community like Lagundi, not only being very diverse, but also having
loyalties to different power groups, any development project will have to face a situation
that might be looked favourably upon by one group, but being rejected by another.
 In the absence of the barangay profile, the research team cannot ascertain if the
above projects are the only ones implemented in the barangay.

It is possible that there were more projects not known to the participants. As
expressed by the women in the first FGD, they feel that they were being discriminated in
the implementation of development projects because they have low levels of education.
There were Muslim women beneficiaries of the past projects, such as the SPCPD
projects, but these were specifically for MNLF communities. Since development
assistance is coursed through the organizations, the FGD participants who were most
likely not members, were not informed. There are women organizations in Lagundi, but
majority of its members are Christians. This is probably the reason why LACDO initially
recruited only Muslim women to be members, to provide more opportunities for them.
LACDO membership eventually became multi-ethnic and multi-religious.

The same indifferent attitude was observed of the Barangay Chairman when
asked why he did not participate actively in the implementation of the MTF-RDP project.
He explained that there was another peace project that needed his attention – the
Barangay Hall and the Health Station funded by the UNDP Act for Peace – for which he
also had to provide time and counterpart funds. However, he admitted during the key
informant interview, that the LACDO is a little known People’s Organization based in the
predominantly Muslim Puroks 6 and 7, and he had misgivings in their ability to
implement a project. The LACDO president himself admits that he cannot blame people
for not believing in their ability to implement, because they were just a bunch of
unemployed persons – “mga tambay” – who have no track record and no skills.
Government and donor agencies usually want to be sure of the success of their projects,
and trusting funds to the LACDO was considered a gamble.
 The Barangay Chairman was therefore pleasantly surprised when he received the
invitation to grace the turnover ceremony of the Community and Livelihood Center. He
could not believe that the People’s Organization was able to finish the project in record
time (45 days).

Preliminary Activities of BDA Implementation

An interview with the BDA Municipal Development Facilitator (MDF) of the
area, Jamil Udda, provided details on the preliminary activities of the project. Jam is a
very active and idealistic young man. He saw to it that the process went according to
plans. His coordination with the government officials produced good results, as they were
very cooperative. The exception he said was the Barangay Chairman who was apparently
focused on other things.

An MDF provides a valuable link between the BDA regional management office
and the communities. The tasks of an MDF also encompass the following:

- follows up directly with the POs in his/her area;

- collects data and information from POs for submission to RMO;
- provides feedback on quality of activities;
- can be consulted by POs or beneficiary groups for assistance during sub-
project implementation;
- monitors sub-project progress;
- provides information of BDA activities to interested parties;
- keeps documentation of all project-related activities in his/her area.

Community mobilization was started by Bangsamoro Development Agency in

early 2007. In the absence of a prepared barangay profile, a Social Survey was conducted
to get to know the community better. After a series of consultations, the community was
asked to organize a People’s Organization (PO) and have the name registered with the
Department of Labor and Employment. The PO was named Lagundi Community
Development Organization or LACDO.

There were originally 25 members of the organization, 22 men and 3 women.

This was later expanded to 30 members to promote gender equity, and cultural solidarity.
The additional members were 3 Christian women, 1 Muslim woman, and 1 Christian
man. With the entry of 4 Christians, the PO was no longer an exclusive Muslim
organization composed mainly by men. It also counts among its members representatives
of various tribes present in the barangay – the Sangil, and the T’boli. At the time of the
research study, there were 25 active members, 6 women and 19 men.

In all these preparations, the MDF played a very important role. The MDF (Jamil
Udda) was formerly the secretary of the LACDO. He was asked by BDA to be the MDF
when the MTF project started. His background
as a development catalyst prepared him for this role.
 Members of the PO (LACDO) as they discussed the process of implementing the sub-
project with the research team. The president is shown at the far right (in white t-shirt)
writing his thoughts on a meta card.

The PO President, Solaiman Calolong or “Prez” is a 32 year old farmer and

resident of the community who completed high school (Philippine formal education) and
Grade 6 in Arabic education. He has attended leadership training conducted by both the
MILF and the local government. He was formerly president of the Agency for Youth
Affairs of the MILF, and was an active member of the Nursabab (Shining Youth) of the
government. Many of the male members of the LACDO are still single because it is
difficult for them to find regular employment. They were unanimous in saying that they
cannot support a family at this time. Their volunteer work with the project is “added
value” to them because they learned a lot from the activities conducted, especially the
implementation of the project.

When the PO was formally recognized, the members were given training in
Values Transformation by BDA. The participants in the FGD conducted by the research
team consider the Values Training as the most important intervention that was given to
them by the BDA. The training further strengthened their organization and prepared them
to be development catalysts.
Training in Values Transformation
The training on values transformation (VTT) came up due to “increasing
adherence to un-Islamic ethics and morality among many Bangsamoro in conflict-
affected areas across Mindanao; and the distorted or declining practice of Islamic values
in all aspects of a Bangsamoro life”. (It has been generally observed that many Muslims
are drinking alcohol, smoking, and are involved in corrupt practices.) Based on this
rationale, the goal of the training is to “establish a pool of BDA Catalysts with enhanced
knowledge, appreciation, and practice of Islamic values that will help them in serving the
Bangsamoro communities more effectively and efficiently”. This training is provided by
BDA in all its project areas.

The VTT was presented to participants using action-oriented and participant-

centered methods incorporating adult learning principles. The modules enabled the
participants to prepare practical guidelines in applying universal values in development.
Some of these values are:
 Submission (to Allah)
 Sincerity, honesty, and truthfulness
 Transparency
 Humility
 Patience and perseverance
 Knowledge
 Selflessness
 Charity and kindness
 Justice, fairness, and equity
 Sense of responsibility and accountability
 Piety
 Peace

The module thus moved further than just identifying and clarifying values. It
identified the community development processes or phases where these values can be
applied. These are:

 Taking care of and sustaining infrastructure/economic projects and other

form of investments in the community
 Preserving the natural resources of the community
 Dealing with developmental partners in the area
 Maintaining harmonious relations with and among community members
(peace building aspect)

The BDA therefore prepared its development catalysts to be the personification of

values in higher stages of development. The modules used in VTT are not only applicable
to Muslims, but to other religions as well. Christians who were aware of the VTT are
interested to be participants as well, since the values involved are positive universal
values. It is of general knowledge that projects provided to developing communities
suffer neglect and deterioration because the communities were not prepared for its
sustainability. Providing the right attitude and values in this aspect ensures that
development will be pushed further to higher levels.

Community Investment Planning

The approval of the MTF-RDP block grant started the project activities of LACDO in
December 2007. First, they formulated their Community Investment Plan (CIP) for the
project. It should be noted that the CIP of Lagundi took the needs of all the Puroks into
consideration, unlike in the past consultations when only the barangay officials were
involved in the planning process. However, prioritizing the needs of the puroks resulted
to the same needs surfacing in each of the Purok. The Community Investment Plan for
the Barangay have almost the same needs (training center, market building, drainage
canal) for each of the Purok. Women were actively involved in the identification of needs
for the CIP.

Table 3: Community Investment Plan, 2008-2010

Barangay Lagundi, Kiamba, Sarangani

Benefi- Implemen-
Program/ Estimated MLGU BLGU PO MTF-
ciaries tation
Project Cost 10% 3% 2% RDP
(HH) Period
PUROK 1
Training Center 411 850,000 85,000 25,500 17,000 722,500 2008

Drainage Canal 37 200,000 20,000 6,000 4,000 170,000 2009

Market Building 411 800,000 80,000 24,000 16,000 680,000 2010

PUROK 2
Training Center 411 700,000 70,000 21,000 14,000 595,000 2008

Market Building 411 600,000 60,000 18,000 12,000 510,000 2009

Drainage Canal 54 300,000 30,000 9,000 6,000 255,000 2010

PUROK 3
Training Center 411 700,000 70,000 21,000 14,000 595,000 2008

Drainage Canal 240 1M 100,000 30,000 20,000 850,000 2009

Market Building 411 500,000 50,000 15,000 10,000 425,000 2010

PUROK 4
Drainage Canal 50 300,000 30,000 9,000 6,000 255,000 2008

Training Center 411 800,000 80,000 24,000 16,000 680,000 2009

 Benefi- Implemen-
Program/ Estimated MLGU BLGU PO MTF-
ciaries tation
Project Cost 10% 3% 2% RDP
(HH) Period
Market Building 411 HH 700,000 70,000 21,000 14,000 595,000 2010

PUROK 5
Training Center 411 700,000 70,000 21,000 14,000 595,000 2008

Market Building 411 600,000 60,000 18,000 12,000 510,000 2009

Drainage Canal 200 300,000 30,000 9,000 6,000 255,000 2010

PUROK 6
Training Center 411 750,000 75,000 22,500 15,000 637,000 2008

Market Building 411 800,000 80,000 24,000 16,000 680,000 2009

Communal Toilet 50 350,000 35,000 10,500 7,000 297,500 2010

PUROK 7
Training Center 411 800,000 80,000 24,000 16,000 680,000 2008

Literacy Program 37 50,000 5,000 1,500 1,000 42,500 2009

Market Building 411 800,000 80,000 24,000 16,000 680,000 2010

Sub-Project Proposal Preparation

The MTF-RDP approved the first sub-project as reflected in the Community
Development Plan of LACDO. This was the Community and Livelihood Training Center
in Purok 7 with planned construction starting date of May 1, 2008 and planned
completion date of June 30, 2008. The approved budget for the project was PhP
677,374.50 of which PhP558,729.50 would be shouldered by the MTF. The additional
amount was to be the counterpart funding of the Municipal LGU (10%), the Barangay
LGU (3%), and the People’s Organization (2%). The counterpart funding was not
necessarily in cash. As in the PO’s contribution, the 2% was in kind.

The proposal describes the sub-project as the construction of one (1) unit
Community and Livelihood Center (with a size of 102.4 sq.m.) in Purok 7, Lagundi,
Kiamba, Sarangani. The project aims to address the need to develop the resources of this
Bangsamoro Community by providing a venue conducive, and convenient to the conduct
of capacity-building activities like seminars, training, symposia, technology
demonstration, conference, non-formal education (literacy) and other cultural activities
that enrich its customs and traditions as a heritage. All 411 HH population of the
barangay will have access to the training center that was to be constructed (and is
finished by now) in a 308 sq.m. lot donated by Abdulatip Udda, a community resident,
LACDO officer, and MILF Municipal Chairman for Kiamba. The LACDO implemented,
operated, and managed the project after having received relevant training from the BDA
Regional Management Office.

Table 4: Budget for the Sub-Project

Install Date MTF-

Description MLGU BLGU LACDO TOTAL
-ment Planne RDP
1st Project start up (normally
50% of sub-project budget) 5/01/08 237,737 75,000 15,570 10,380 338,687

2nd Normally 40% of sub-project

budget – when PO and RMO
certify that 80% of 1st 253,490 9,060 5,031 3,354 270,935
installment has been spent
and conditions met

3rd Normally 10% of sub-project

budget. For contractor, can
be requested after PO and
RMO certify that the sub-
project is completed. For 67,502 250 0 0 67,752
community, if all of 1st
installment and 80% of 2nd
installment are utilized

When informed by the MDF that the project has been approved by the MTF for
implementation, Kiamba Municipal Mayor Rommel Falgui ordered his MPDC and ME to
provide assistance to the PO. Thus, there was smooth coordination between the LGU and
the PO in the project implementation. To prepare the PO for the project implementation,
they were trained by BDA on bookkeeping, procurement, finance, monitoring and
evaluation.

Sub-Project Implementation
As stated in their proposal, the implementation of the project started in May 2008.
Skilled workers were hired from the municipality, and the members of the PO
volunteered their labor in cementing and carrying gravel and sand. The engineer assigned
by the Office of the Municipal Engineer regularly supervised the construction. By the end
of June, the project would have been completed if not for the delay in the release of the
3rd tranche. The MTF funds were not given directly to the BDA but were administered
by a Trust Fund Recipient, an accredited NGO. It was not expecting some of the BDA
projects to be finished in record time (the estimated 45 days). Thus, when requests for
fund releases came in unexpectedly, the NGO experienced problems in their funds flow,
which caused the delay. However, during the survey period, the project had been
completed and turned over to LACDO. The turnover ceremony was attended by LGU
officials from the barangay and municipality, BDA and World Bank officials.
Front view of the completed Community and Livelihood Center

Side view of the

completed Community
and Livelihood Center

The training room which

was used for the FGD.
The tables were recycled
wood and owned by the
center, but the chairs are
owned by the municipal
government and loaned
only for the turn over
ceremony.
 The delay in fund releases caused problems in the payment of skilled workers,
and in the procurement of materials for the project. According to the MDF, they were
thankful for the credit line extended by hardware stores in General Santos City. They
were allowed to buy materials on credit, payable upon release of funds. It was also
difficult for them to procure needed supply that was not indicated in the project plans, but
the municipality was always ready to provide (the amount for this is not very significant).
Keeping within the budget with the continued increase in prices of construction materials
was also a problem. The cost of the project increased from the approved PhP 677,374.50
to approximately PhP 800,000.00 with the additional amount provided by the
municipality and the volunteer work of the PO members. Inflation was not the only
reason for this. The lag time between the submission of the cost estimates and the release
of funds is at least one month; and the subsequent delays in fund releases already affected
the original price. They are also aware that purchases on credit means higher prices.

The final result of the LACDO’s efforts was a multi-purpose training center of
high quality equipped with a training room, kitchen, office, and separate toilets for men
and women. The toilets and kitchen are tiled, and a modern electric water pump supplies
water. The survey team from IAG was the first satisfied customers of the center, having
used it for two days as a venue for the Focused Group Discussions. The PO president
wished that more paying customers will come to use the training center so that they can
generate funds to buy equipments. The training room needs a blackboard and chairs (just
the minimum requirements for a training center), and the office needs a desk, a computer,
and a printer.

Comparison of BDA Implemented Project with other Projects

Despite the problems met during the sub-project Implementation, the PO
members and FGD participants are satisfied with the process. From the FGDs, the
participants on the BDA project and the previous projects implemented in the barangay
made the following comparison (see Table 5 below).

Table 5: Comparison of BDA Project with other Projects in the Barangay

BDA Project Other Projects

More time spent on social preparation and Less time spent on social preparation
community mobilization
Training on values transformation for all Values transformation training only for a few

PO trained on project implementation No training on project implementation for PO

since LGUs and government agencies
implemented the project
Project implemented by the PO, not by LGU Project implemented by a contractor or BLGU

Skilled labor came from the community Skilled labor from outside the community
 BDA Project Other Projects
Volunteer work from beneficiaries required No required volunteer work on project

Lot or project site donated Project site bought by donor agency

Counterpart of BLGU is 5%; MLGU is 10%;
PO is 2%
MOA between BDA and LGU signed before
start of implementation
Technical cooperation between LGU
technical team and the PO team
Funds downloaded directly to PO account.
PO in charge of finance
Counterpart of BLGU is 5%; MLGU is 10%;
no counterpart from POs
MOA between LGU and funding agency
signed before start of implementation.
PO team not involved. Technical cooperation
between LGU and contractors
Funds managed by LGU, NGO or funding
agencies

Project Impact
The process adopted by BDA in implementing the project – the community driven
development approach – was well appreciated by the stakeholders. The process, from the
start to the project completion, had the following impact.

1. Social Preparation
The social preparation undertaken prepared the community for the change being
introduced by the project. The process of undertaking a survey made the implementers
more aware of their community and encouraged them to maintain a record of community
data and statistics. The municipal officials, and the beneficiaries who were invited to the
orientation understood their role and contributions to the project. The beneficiaries were
made to understand that the project was meant to improve their status in life. Involving
them in identifying the sub-project made them appreciate and look forward to its
implementation.

2. Training on Values Transformation

The training on values transformation made the participants identify the values
that will help them in the process of development. They understood through the VTT that
the practice of universal values will help them in their quest for peace, not only within
themselves, but in their relations with their fellowmen. The impact of the training on the
participants made them wish that other members of the barangay be given the opportunity
to undergo the same training.

3. Training on Project Management

The training of the PO officers and members in financial management,
bookkeeping, procurement, safeguards, gender, monitoring and evaluation prepared them
for the implementation of the sub-project. The training on bookkeeping in particular
helped them understand proper procedures in recording their financial transactions, which
made them aware that transparency and accountability must be practiced in project
implementation. In other projects, the LGU or the NGO handles the funds and the
beneficiaries only waited for the project to be finished. The training heightened their
awareness of their duty to monitor the implementation of projects in their area to avoid
the corruption experienced in previous project implementation.

4. PO Participation in Project Implementation

The PO was made to implement the project, not the LGU or other contractors.
This made the PO feel that they are trusted enough to handle funds and implement
projects on their own. This element of trust is one aspect of the project that the PO valued
most. The PO is quite diverse; the members are from all the ethnic groups present in the
village; there are men and women, Muslim and Christian. The smooth operation and
implementation of the project showed that a mixed PO is very successful.

The skilled labor to put up the construction also came from the community. This
has increased income within the community to some extent, and served as practicum for
some laborers who were hoping to be recognized for their skills but were never given the
opportunity.

The PO members provided volunteer labor for the subproject implementation.

This made the stakeholders value more the project because they have given a part of
themselves in doing volunteer work.

The lot for the project site was part of the counterpart of the beneficiaries. The
project required that this should be donated. In the case of Lagundi, an officer of the PO
willingly donated the lot as his contribution to the realization of the project. In other
projects, the lot is acquired through purchase by the donor agency, which caused a large
reduction in the project fund.

5. Participation of LGUs
The local government units provided their counterpart in the project. BDA
secured their cooperation in writing (undersigning of an MOA). In the case of the BDA
project in Lagundi, the counterpart contribution consists not only of funds and general
staff time, but also of inputs by the Municipal Engineer and the Municipal Multi-Sectoral
Committee. Not all barangay officials completely fulfilled their role in project
implementation, but the Municipal LGU was all-out in providing assistance to the PO in
implementing the project. As a result, the project was finished in record time (45 days)
which surprised the LGUs and the stakeholders. The impact of this is to build trust
between and among the Provincial, Municipal, Barangay local governments, the PO and
community stakeholders.
SUCCESSES and CHALLENGES

Successes
The implementation of the LACDO’s Community Livelihood Training Center project is
by many measures considered a success. The following are the indicators:

1. Community participation and empowerment

• The project ensured the commitment of local government and reaffirm legality of
activities by signing a Memorandum of Agreement between BDA and LGU.

• It employed the services of a dedicated local person, the MDF, as the POs
connection to the BDA Regional Office and the Local Government Units. The
MDF was one of the volunteer community workers when the BDA started, and
now works full time for the project.

• Adequate social preparation and consultations were made as the first steps in
project implementation. This made the project community-driven and the
community was highly mobilized as an integral part of the project. Previous
development projects were observed to be lacking in social preparation, as seen in
projects implemented by the SPCPD.

• The Peoples Organization resulting from the social preparations became the
implementer of the project. This produced community ownership of the Center.
The community willingly contributed their share (as in the donation for the lot)
and their volunteer work as the PO counterpart.

• The Peoples Organization was empowered by BDA to manage and sustain its own
affairs. Working in coordination with the local governments, they became aware
of what is due them as citizens. They took the initiative to push the LGUs to
contribute their share in project implementation.

• Although most of the time the women were still given the traditional roles of
cooking and providing food during the implementation period, they have
expressed interest in participating in development efforts, particularly when the
trainings in the Community Learning Center will be in full swing. The chair of the
education committee is a woman, and women are assigned to oversee the
maintenance of the building. Unfortunately, there were no other professionals
(aside from the retired teacher) or highly educated women among the members
who can be tapped to do more challenging roles during project implementation.
2. Enhancing social capital and inclusiveness
• The training on Values Transformation allowed the community to identify and
practice universal values, which contributes to a more peaceful and
developmental outlook in life. This assured the continuing contribution of the
community to the project for its sustainability. Taking care of and sustaining
infrastructure/economic projects and other form of investments in the community
were values that were identified during the training.

• The VTT proved to be especially helpful in an area like Lagundi which is situated
in a mixed Christian-Muslim municipality. The Christian workers hired during the
implementation of the sub-project had a change in attitude towards the members
of the PO (LACDO) and the Muslim community as a whole. Their bias against
Muslims was proven wrong by LACDO. They felt secured to the extent that they
preferred to spend their nights at the community center rather than return home
every day.

• The trainings on project implementation and management provided by BDA

encouraged teamwork among the people involved in the project. It also prepared
the LACDO officers to make crucial decisions in each step of the process. This
made the project implementation more efficient and transparent, particularly in
mobilizing resources. Training was relevant to the PO members, because it was
followed up by real implementation, where the training was needed to be used.

• The membership of the PO includes all ethnic groups in the area—Maguindanao,

Sangils, Tiboli, and the Christian migrants. It is also working for the increased
participation of women as shown by its efforts to increase women membership
from three to six (as of the study period). The scheduled functional literacy-cum-
livelihood training for women under the BDA program will further maximize the
contribution of barangay women in its development.

• BDA did not create an additional layer of bureaucracy. Instead, it used existing
LGU personnel such as the Municipal Engineer and the skilled carpenters, and the
Peoples’ Organization. There was a transfer of construction technology between
the LGU personnel and the PO members which is equivalent to sending the PO
members for training.

3. Good governance
• The PO training on project management, and the monitoring/evaluation
component integrated into the project structure and implementation enabled the
members to implement a project with transparency and accountability. Previous
projects became a source of corruption by leaders or implementers because the
beneficiaries were not aware of the process of implementation, and were unable to
monitor and evaluate.

• Finishing the sub-project implementation within 45 days may be credited to the

LACDO as the implementing agency. But the role of other coordinating agencies
 must also be recognized. Most important is the assistance given by the Municipal
officials to the project. The research team observed how the personnel at the
Municipal Hall (most of whom were Christians) cooperated with and assisted
MDF Jamil Udda. They tried their best to provide the data needed, although these
were not complete or updated. Jamil commented that this was the status of
coordination and collaboration with both the Municipal and the Provincial
governments. Even if the things he needed for the project were not readily
available, the people assigned tried their best to come up with alternative
solutions. As a result, the counterpart of the municipal government exceeded what
was stated in the sub-project design.

• The barangay chairman had a change of heart because of the project. He admitted
that he should have given more attention to the project since its implementation
brought honor to the barangay and to him as barangay chairman. He cited the fact
that the LACDO was a very little known group in the community, and yet they
were able to finish the project in record time. Other groups who had better track
record were not able to do this, according to him. He also cited the ability and
initiative of LACDO to finish the construction even without the third release of
funds (hindi ko kayang kumuhang materials on credit from General Santos City
hardwares), and how the Municipal and Provincial LGU were there to assist -
“Almost all the equipments of the LGU was at the project site”. He plans to give
assistance to the group by holding trainings at the Training Center in coordination
with the Mindanao State University.

• Due to the project, the community was able to establish and write down its history
and profile. Although this is in the process of formulation by the municipality, it
provided data which can be incorporated in the barangay profile.

4. Advantages to the beneficiaries

• During the implementation of the project, employment was generated through the
hiring of workers from the community.

• As provided for in the sub-project proposal, the Community Livelihood Training

Center will be the venue for community members to be trained in various
livelihood skills. This is very important in a community where unemployment is
high due to the absence of livelihood opportunities. The project already has
established the credibility of the members. In a short time, the trainings will
hopefully increase income and improve their chances of being employed.
Challenges
Despite the successes, there were challenges that the stakeholders still have to hurdle.
These are as follows.

1. Perceived marginalization of community members

• Purok 6 and 7 of Lagundi are locally known for its history of conflicts and
troubles. As discussed in the barangay profile, there were recorded killings and
salvaging during martial law, and the recent MNLF armed conflict. As a result,
there are members in the barangay who are still hesitant to work together with
residents of these predominantly Muslim puroks. Hopefully, the BDA project can
bridge this gap and bring together both Muslims and Christians in more activities.
As stated by another key informant (a religious leader), there is a need to build
trust so that harmonious relationship can be sustained within the barangay.

• A participant in the first FGD gave a different view of the perceived

marginalization of Muslims. She complained about the discrimination of Muslims
applying for jobs. Applicants are often asked of their willingness to remove their
veils or headscarf (tundong in the dialect) if ever they will be hired. Some
employers also inform applicants that the food prepared for employees are usually
with pork. As a result, few of them are employed in Christian establishments.

• The tables are turned when analyzing the membership of the PO. From the start,
the members were all Muslims, although there are Christian residents of the
barangay. Only a few Christians were invited to be members. Ideally, the PO
membership should correspond to the ethnic composition of the barangay. This
will encourage residents from other Puroks to patronize the Community Center.

2. A challenge to leadership
• The president of LACDO confessed that despite the many training he has
attended, he learned that “hindi madali ang humawak ng tao” (“it is not easy to
handle people”). He had to pray to Allah to help him, especially when some
volunteers demanded that all members of LACDO contribute equal labor to the
project. He said he is aware that the older members cannot put in as much time
and effort compared to the younger ones, in the same way that women members
should not be required to provide the work that men do. This led to a lengthy
discussion among the members, which was eventually solved. However, his past
trainings helped him a lot, particularly the VTT, when faced with problems such
as this. His next challenge is to lead the process in deciding how to convince
people to use the Community Center. According to him, there is already a written
policy on the use of the center which has to be validated by the community. The
Community Center is open to being used in weddings, meetings, trainings, and
other cultural celebrations of Muslims and Christians alike. The rental for its use
may cover catering, stage preparations, and decoration. Funds derived from such
activities will be used for the maintenance of the center and for future projects.
 • Since the sub-project only provided the infrastructure for the center, the PO had to
provide all the other necessities for the operation of the center. This includes a
computer, printer, desk, and office supplies for the office. The training room
already has tables but no chairs. The kitchen lacks the necessary equipments for
cooking and dining. When the budget was approved, the PO thought the funds
will be more than enough even for these necessities. They were proven wrong,
and is said to still owe the municipality some amount that was used for the
project. They are presently soliciting contributions from all sectors for funds.

3. Coordination and collaboration

• Although a mechanism for coordination and collaboration has been established
between the PO and the LGUs during project implementation, this has to be
sustained. The Community Investment Plan still has subprojects to be
implemented, all of which need the coordination and assistance of the barangay,
municipal, and provincial LGUs. There is also a need to reconcile the CIP once
the Barangay Development Plan is formulated.

LESSONS LEARNED
The BDA project in Lagundi was a learning experience for all—the implementers,
the beneficiaries, and the research team doing the case study. The following lessons can
be extracted from the case study.

1. Social preparation was a very important step in the process of introducing

development interventions in Lagundi. In the case of the BDA design, orienting the
stakeholders at different levels contributed much in the succeeding coordination
activities. Lagundi is a very good example of how the municipal and provincial
governments were oriented and prepared to assist the Peoples Organization in
implementing the sub-project. Although the barangay officials, through their own choice,
missed out in thein the beginning, the barangay chairman later learned a lesson in
prejudging capabilities.

2. The successful coordination among the LACDO, the municipal government, and
the provincial government was identified by the implementers as a positive factor in the
early completion of the sub-project. Another positive factor is the trust given by
businessmen in General Santos City, who were willing to provide materials on credit to
the little known community organization. The research team views this as a successful
experiment in improving Muslim-Christian relations, and in planting the seeds of peace
and development.

3. The research team considers the leadership of the LACDO as a contributing factor
to the success of the project. The officers worked full-time on the project, especially the
PO President and the MDF. Their lack of knowledge on construction did not deter them
from constantly consulting the skilled workers, particularly the Municipal Engineer and
the MPDC, who were there to supervise. As a result, the implementation became a
learning experience for the group.

4. The interview of key informants showed that not all strategic sectors were invited
to the project orientations. The elementary school teachers would have contributed a lot
to the project, had they been provided with knowledge regarding the development efforts.
At the time of the survey, this strategic sector (education) remained ignorant of the
activities, and was therefore not yet receptive to changes being introduced. The
involvement and awareness of majority of the barangay residents in the project would
have bridged the gap between Muslims and Christians. Because the Community Center
can be used for functional literacy-cum-livelihood activities, it is necessary to pay special
attention to involving the education sector early on.

5. The BDA relied on the members of the Peoples Organization to function as

development catalysts. In Lagundi, the LACDO members have adapted to their role of
development catalysts. The values transformation training and the project management
training helped them a lot in changing their paradigms of development. The research
team witnessed how they tried to sustain the momentum started, despite the lack of
community resources.

6. The values transformation training also had a profound effect on the PO members
that they consider this as the most important intervention in their life as development
catalysts. They were able to sharpen their ability to differentiate what is right and what is
wrong in their way of life. They can now claim with confidence that they are better
persons because of it.

CONCLUSIONS AND RECOMMENDATIONS

In conclusion, the Lagundi case study is a good example of the Bangsamoro
Development Agency’s efforts together with LGUs to transform a community to be self-
sustaining for eventual development. The setting is of particular importance because the
Municipality of Kiamba is an area where Muslims are a minority in a largely Christian
community, and where the beneficiaries of the project are poor, depressed, and
marginalized.

Much of BDA’s efforts were focused on how the development catalysts—the

members of the people’s organization called Lagundi Community Development
Organization—can maximize the assistance provided by the MTF-RDP in implementing
a sub-project called the Community and Livelihood Training Center. The LACDO was
able to finish construction within 45 days. This was made possible through the assistance
of the municipal government and the provincial government. It is therefore a model of
coordination among stakeholders who have given high priority to peace and
development.
 There is still a lot of work to be done to sustain what has been an impressive
performance of the LACDO. The following are the recommendations of the research
team.

1. The PO still require resources to purchase furniture and equipments to make the
Community Center functional. It should therefore be assisted by BDA to come up with a
plan for resource mobilization.

2. The Barangay Development Plan of Lagundi has not been finalized and will still
undergo validation. This will be a good opportunity for the PO and the BLGU to
reconcile the Community Investment Plan of the Puroks with the BDP. The process used
in the formulation of the CIP differed from that of the BDP, making the results of the two
documents different from each other. As shown by the FGD results, the PO members
have better insights into barangay needs and aspirations based on the participatory nature
of developing the CIP. The two documents should be reconciled with participatory
governance as the guiding principle.

3. A more aggressive way to inform people in the barangay of the existence of the
project and of the BDA should be undertaken. This can be done in coordination with the
Barangay Chair who already swore to assist in the BDA project. Information will also
change the old attitudes and stories prevailing among Christians regarding the Muslim
community. The team suggests that social preparations be conducted before the
implementation of the next sub-project to make it an ideal bridging project for the
community. The PO already has plans to replicate the community development process –
start with the municipal officials, go down to the barangay officials, then to the Purok
leaders, and finally a barangay wide meeting to get feedback.

4. The BDA should give attention to the recommendations given by the FGD
participants regarding proposed interventions and changes to bring about development in
the community:

• To hasten the achievement of peace and development, the FGDs recommended

the conduct of additional sessions on interfaith dialogue and symposiums on the
culture of peace. This will bring about the elimination of discrimination on
culture, religion, faith or belief which the residents feel still exists in the barangay.

• Since only the POs were trained on VTT, the training should be given to more
people in the community, particularly the religious and traditional leaders who in
turn can echo the training to their followers.

• Encourage other development agencies to adopt the community driven

development process of MTF-RDP/BDA. Adequate social preparation and
knowledge on the development project to be implemented is essential for the
beneficiaries in the community.
 • Focus future assistance to the barangay on the provision of basic social and
economic services, and the improvement of the political/cultural climate.

• Assist the Community and Livelihood Center to identify means for the provision
of computers and a sound system unit with microphone, chairs and ceiling fan,
kitchen wares and cooking equipments, refrigerator, and tiles for flooring of
training room.

5. Due to the difficulties experienced by the PO in managing the the impact of the
price escalation of material for the project, steps to prepare for eventual price increases
should be incorporated in the budget. One suggestion is to allow the POs to provide an
allowance (small percentage) for increase in prices. This should be part of the approved
amount for the purchase of materials. Another suggestion is for funds to be released on
time. There should be a more realistic projection of starting date and completion date for
implementation.

6. The LACDO should further expand the membership of the organization to include
more Christians and actively recruit more women from other puroks. Only with an
expanded membership can the activities of the PO be considered a bridging program for
development.
 Annex 1

Community Based Monitoring System

CBMS Statistics Simulator

(Partial results/ for Validation) Province:
CBMS Core Indicators, Barangay City/Municipality:
The 13+1 dimensions of poverty Barangay:

Households Population
Indicator Magnitude Proportion
Magnitude Proportion
Total Male Female Total Male Female
DEMOGRAPHY

Population 344 1579 809 770 100 51.2 48.8

Average household size 5

Children 0-5 years old 148 43.0 216 112 104 13.7 13.8 13.5

Children 6-12 years old 164 47.7 277 128 149 17.5 15.8 19.4

Members 13-16 years old 116 33.7 154 82 72 9.8 10.1 9.4

Members 6-16 years old 210 61.0 431 210 221 27.3 26.0 28.7
Members 10 years old and
344 100.0 1207 619 588 76.4 76.5 76.4
above
Members of the labor force 294 85.5 391 307 84 24.8 37.9 10.9
HEALTH AND NUTRITION
children 0-5 year old who 3 2.0 3 2 1 1.4 1.8 1.0
died
women who died due to 0 0.0 0 0.0
pregnancy related-causes
malnourished children 0-5 13 8.8 16 8 8 7.4 7.1 7.7
year old
HOUSING
households living in
8 2.3 33 22 11 2.1 2.7 1.4
makeshift housing
households who are
13 3.8 49 27 22 3.1 3.3 2.9
squatters
WATER AND SANITATION
households without access 32 9.3 146 77 69 9.2 9.5 9.0
to safe water
households without access 133 38.7 639 332 307 40.5 41.0 39.9
to sanitary toilet facility
BASIC EDUCATION
children 6-12 years old not 54 32.9 60 32 28 21.7 25.0 18.8
attending elementary
children 13-16 years old not 49 42.2 59 35 24 38.3 42.7 33.3
attending high school
children 6-16 years old not 45 21.4 61 36 25 14.2 17.1 11.3
attending school
30 Community and Livelihood Center

INCOME AND LIVELIHOOD

households with income 197 57.3 1003 519 484 63.5 64.2 62.9
below poverty threshold
households with income 150 43.6 797 413 384 50.5 51.1 49.9
below food threshold
households experienced 19 5.5 85 42 43 5.4 5.2 5.6
food shortage
Unemployed members of 3 1.0 3 3 0 0.8 1.0 0.0
the labor force
PEACE AND ORDER
Victims of crime 1 0.3 1 1 0 0.1 0.1 0.0
 Annex 2

The Barangay Council of Lagundi has the following officers for 2007-2010:

Chairman: Mr. Jose Huliganga Jr.

Kagawads: Mr. Nasser Jamalol
Ms. Adelina Galzote
Mr. Pastor Lucero Jr.
Mr. Joshua Capul
Mr. Solaiman Abdulfata
Mr. Bonifacio Dani
Mr. Jamir Taludsok
Treasurer: Mr. Virgilio Villaflores
Secretary: Mr. Excel Sales
SK Rep: Ms. Jobylin Elope

The officers of the organization are as follows:

President Mr. Solaiman Calolong

Vice President Mr. Mustapha Lim
Secretary Mr. Samsodin Paquil
Treasurer Mr. Abdulatip Udda
Auditor Mr. Buharie Ibrahim
Bookkeeper Mr. Nader Lim
PIO Mr. Hamza Udda

Committee Chairs:

Committee on Education: Mrs. Perla Lecena

Building Maintenance: Mrs. Sonia Villaflores
Sub-Project Planning: Mr. Abdulbasit Ibrahim
M and E: Mr. Abdulpata Paquil