Capacity Building Programs for Philippine Local Special Bodies

Vigilance to Volunteerism:

Program for Intensifying Peoples’ Engagement in Local Governance

(V2V PIPELOG) Component 2: LSB Strengthening

Inventory Report on Capacity-Building Programs and Training Modules for Local Special Bodies

Rachel S. Aquino

Consultant for Component 2

Submitted to

Philippine Partnership for the Development of Human Resources in Rural Areas (PHILDHRRA)

Local Government Academy/Department of Interior and Local Government (LGA/DILG)

FIRST DRAFT, FOR COMMENTS. NOT FOR DISTRIBUTION.

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TABLE OF CONTENTS

Page

I. Background 2

II. Inventory of Training and Capacity-Building Programs for

Local Governments and Local Special Bodies 3

1.0 Canadian International Development Agency (CIDA) 3

1.1 The Philippines-Canada Local Governance Support Programme

1.2 Philippines-Canada Local Governance Support Program

in ARMM (LGSPA)

1.3. The Federation of Canadian Municipalities Municipal

Development Program

1.4 Canada Philippines Partnership Project for Good Urban Governance 7

1.5 Public Sector Capacity Building for Governance and

Social Development Program

2.0 The Asia Foundation: Transparent Accountable Governance 8

3.0 AusAID 9

3.1. Technical Assistance to Physical Planning (TAPP)

3.2 Philippines Australia Governance Facility (PAGF)

3.3. The Philippines Australia Technical Support for Agrarian Reform and Rural

Development (PATSARRD)

3.4. Philippine Australia Local Sustainability Program (PALS)

3.5. Philippines-Australia Human Resource Development Facility (PAHRDF)

4. 0 World Bank 11

4.1 Philippines-ARMM Social Fund Projects

4.2 Kalahi-CIDSS

4.3 Laguna de Bay Institutional Strengthening and Community

Participation (LISCOP)

5.0 European Union 13

5.1 Technical Assistance for the Health Sector Policy Programme

5.2 Mindanao Health Sector Policy Support Programme

6. 0 United States Agency for International Development 15

6.1 Strengthening Local Governance for Health (HealthGov)

6.2 USAID/National Democratic Institute. Citizen Policing

6.3 Education Quality and Access for Learning and Livelihood Skills

Phase 2 (EQUALLS2) /Synergeia Foundation

7.0 Selected other International Funder: Swiss Association for International

Cooperation (Helvetas) 18


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Page

III. Inventory of Training Modules on the Four LGC-Mandated Local Special Bodies 22

1.0 LOCAL DEVELOPMENT COUNCIL 22

1.1 LGSP: Reclaiming Public Life Through Local Special Bodies:

Operationalizing the Local Development Council

1.2 LGSPA: Barangay Governance and Planning Field Guide for

ARMM Communities

1.3 LGSPA: A Manual on the Local Planning Process: Formulating

the CDP-ELA in ARMM

2.0 LOCAL HEALTH BOARDS 23

2.1 Mindanao Health Sector Policy Support Programme

2.2 HealthGov: Orientation Workshops on Health Sector Reform for NGOs and Civil

Society Organizations

2.3 LGSP: Reclaiming Public Life Through Local Special Bodies: Operationalizing the

Local Health Board

2.4 InWent. District Health Management Tools

3.0 LOCAL SCHOOL BOARDS 25

3.1 LGSP: Reclaiming Public Life Through Local Special Bodies.

Operationalizing the Local School Board

3.2 Synergeia and City Government of Naga: Reinventing the

Local School Board

4. 0 LOCAL PEACE AND ORDER COUNCILS 26

4.1. Local Government Academy. Laying the Foundation for Peace and

Development: an Alliance Building Workshop

4.2. Local Government Academy: Professionalizing the Barangay

Safety Officers (Tanods) program 4.3 Department of Interior and Local Government. Training Manual:

Training Workshop on Strengthening Barangay Peace and Order Committees

4.4 Local Governance Support Programme. Reclaiming Public Life Through

Local Special Bodies

4. 5. National Democratic Institute: Community Policing

Annex A: Some Examples of Successful Local Special Bodies Delivering Effective Services 30

References 32


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I. Background

The V2V PIPELOG project aims to help improve the state of local governance by integrating civil

society organizations participation in local government processes and promoting CSOs’ active

engagement in local governance.

Its expected results are: i) develop a knowledge map of CSOs in local governance; ii) strengthen

capacities of CSOs on how to engage with local government units and find other venues for participation

through policy discussions and development ; iii)improve access of CSOs in local governance through

policy reforms and local special bodies; iv) promote CSOs and citizens’ volunteerism by participating in

immersion programs and providing technical assistance; v) develop a performance evaluation and

feedback mechanism to help government assess LGU performance; and vi) strengthen government-civil

society organization partnerships.

Component 2 is envisioned to address the gaps and the irregularities in the full implementation of the

LGC, specifically on integrating CSOs’ participation in local government process and system and in

support to the advocacy of the administration for a more transparent, accountable and participatory

governance. It is being envisioned that this set of activities will be crucial in the effective mobilization of

CSOs in maximizing the opportunities provided by the Local Government Code and in harnessing the

potential of the various Local Special Bodies in providing the avenues not only for the citizens and their

representatives to participate but also in laying the ground for a much improved delivery of basic services

in the community.

This consultancy is expected to have the following outputs: a) Inventory of training programs and

related capacity-building interventions developed for the strengthening of local special bodies in the last

six years (2004-2010); b) Developed a set of customized modules for the strengthening of LSBs; c) Pilot-

tested and validated the training program in two regions (Regions V and IX) in coordination with the

DILG Regional Offices and concerned CSO networks in these regions; d) Recommendations in the

formulation of the Communication Plan and IEC Materials ; and e) Final version of the training modules

including a proposed framework for delivery/implementation of the training program.

This Inventory Report is in compliance with item a above. The report covers an inventory of training

and capacity-building programs for local special bodies, focusing on three LSBs: the Local Health Board

(LHB), the Local School Board (LScB); and the Local Peace and Order Council (LPOC).


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II. Inventory of Training and Capacity-Building Programs for Local Governments and

Local Special Bodies

1. Canadian International Development Agency (CIDA)

1.1 The Philippines-Canada Local Governance Support Program (LGSP)

The LGSP was a capacity development program funded by CIDA. It started in 1991 to support

the government’s policies on devolution by strengthening local governance in the areas of management,

service delivery, mobilization of resources, and participatory governance. Phase I of LGSP was instituted

from 1991 to 1999 with a C$22.4 million grant; Phase II continued the work until August 2006 with a

C$34.8 million grant. LGSP I and II supported 205 LGUs (175 municipalities, 11 cities and 18 provinces

across Mindanao, and in Western Visayas).

Direct work with LGUs ended in December 2004. Since then, LGSP has focused on sustaining

and institutionalizing results at the national level with DILG and the Leagues, particularly related to local

planning, policy development, replication of exemplary practices, institutionalizing LGPMS, DILG local

resource centres, and DILG organizational development. The LGSP uses a staged approach in its capacity

building programs.

Stage 1 is the Development of Consensus. Stakeholders are assisted in assessing their CD needs

until a consensus is reached on organizational development priorities and a plan for change. A baseline

capacity survey (i.e. National Performance Measurement System)1 enables the participants to identify

strengths and weaknesses of the LGUs using indicators in performance areas such as fiscal management

and participatory planning. Thereafter, stakeholders are guided to arrive at a consensus on capacity gaps

that need to be prioritized. The Local Chief Executive participates in the “Local Chief Executive

Development Management Program” along with his peers to strengthen skills leading to the development

of an Executive Legislative Agenda (ELA). It is a three-year action program that identifies the

development priorities of an LGU and translates them into programs and activities. The ELA is developed

through participatory planning process. Although it is an output, the ELA is a means to develop

participatory governance.

Stage 2 is Strengthening. Capacity strengthening activities are undertaken to reinforce capacity

building activities. For cost effectiveness, LGUs are clustered into groups of peers that share similar

priorities. They participate in workshops, conferences and seminars that build information and develop

skills on areas that they prioritize such as resource generation and environmental management. These

workshops are also opportunities for guided peer-to-peer technical exchanges and study tours.

Stage 3 is Application. This is the learn-by-doing phase. Partners are assisted in the application

of their new skills to improve program implementation. Local Resource Partners (LRPs) serve as

“mentors” and “on-site coaches” to provide on-going support in problem solving and decision making.

Although the focus of mentoring may differ from one LGU to another, there is a standard TOR for

coaches that defines their responsibilities and how mentoring will be conducted. The LGSP has developed

a template on interventions and methodologies that are appropriate relative to capacity needs.

The LGSP assists project implementation by facilitating discussion of issues, linking LGUs with

other partners, and in some areas, assisting LGUs in mobilizing and leveraging resources to enable a

1 1 This has spun off into the Local Governance Performance Measurement System (LGPMS) that

is managed by the Bureau of Local Government Supervision of the DILG.


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project to take off. The impact of programs is evaluated by identifying outcomes such as the formulation

of a revenue plan, increasing collection efficiency, and expansion of the tax base.

Stage 4 is Institutionalization. Individuals and organizations were assisted to institutionalize

new processes as well as to internalize the process of capacity development. Structures and processes

were improved towards efficiency: improving physical layout of offices, using the one stop shop concept,

streamlining procedures, introduction of new technologies, and development of policies and systems to

support the change process. The steps to improve the processes were documented into manuals and were

developed into knowledge products that were disseminated among LGUs. The “How To” materials

included formulating an ELA, Records Management, Enhancing Participation, and Organizing

Workshops. LGSP partnered with Leagues, DILG and other agencies to disseminate best practices.

Exposure to demonstration sites and pilot projects were also part of its replication strategy. The CD

program supports the processes of change in an individual, in institutions, and in the enabling

environment. LGU officials, their staff and community leaders participate in training programs.

Capabilities of local resource partners, NGOs, and business groups were developed to enable them to

participate in and support the reform process. The organization of systems and processes strengthened the

LGU as an institution. LGSP worked with leagues and national government agencies to enhance their

capacities in: coordination and facilitation of local government agendas; supporting capacity building

programs of LGUs, policy advocacy and participatory governance.

LGSP used adult learning methods to support capacities of LGUs or the direct application of new

skills to learning situations. Since learning were iterative, LGSP provided on-going support through

mentoring and coaching. Project officers and Local Resource Partners (LRPs) engaged LGU officials and

personnel in regular dialogues to discuss implementation problems and alternatives to address them. The

other tools to facilitate learning were : guided peer-to-peer technical exchanges, structured study visits

with follow-ups, provision of resource kits, manuals and guides, and partnering LGUs with other

stakeholders, peers, donors, national government agencies, and the private sector.

LGSP sums its major lessons from its capacity-development (CD) programs:

1. Sustainable CD requires local ownership. It must be responsive to self-assessed needs and

should not be imposed.

2. External support for CD requires a strategic and comprehensive approach based on analysis at

the system, organization and individual levels.

3. Investing in those who deliver CD assistance ensures quality and consistency. Capacitated

service providers ensure support to LGUs beyond the life of the donor-assisted program.

4. Adult learning methods, learning and on-site coaching are usually more effective than

traditional large group training sessions with an “expert-trainer”

5. Peer-to-peer learning and technical exchanges are effective capacity development mechanisms.

6. Local partnerships are equally important. There is value in building alliances

among groups of local governments with common concerns and interests.

7. Enhancing the enabling environment is critical for institutionalization, replication

and sustainability.

8. For sharing information and replicating exemplary practices, national and

regional-level mechanisms are necessary.

9. Projects and partners should take cultural diversity into consideration in planning

and implementing CD activities.

10. LGUs must be assisted in coordinating CD support from various agents and

Innovative Feature: Peer-to-Peer Learning Approach to Replication. A guidebook was produced

(Learning From Peers for Good Governance: A Guidebook on Establishing a Program for Replicating


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Exemplary Practices for Local Government) which provides a viable, structured peer-to-peer coaching

and learning methodology in replicating local government best practices that is based on the experiences

of the Kaakbay Program2, an exchange and learning program between and among LGUs.

Replication Tool 1: Guidelines to Documenting Exemplary Practice

Replication Tool 2: Facilitator’s Guide to the Peer-to-Peer Learning Workshop

Replication Tool 3: Replication Workplan Template

1.2 Philippines-Canada Local Governance Support Program in ARMM (LGSPA, 2005-2010)3

LGSPA supported capacity development for all 105 LGUs in ARMM, select departments of the

ARRM Regional Government, and LGU leagues from 2005 to 2010. It built on the LGSP capacity

building frameworks, methodologies and lessons learned. The program also collaborated closely with the

World Bank’s ARMM Social Fund Project. LGPSA was an C$18.0 million grant. LGSPA assisted the

barangays of ARMM in village governance, primarily focused on the formulation of barangay

development plans (BDPs). Support through LGSPA mobilized municipal officials in the formulation of

BDPs, and strengthened the capacities of barangay development councils and peoples organizations in

participatory methods of barangay planning. IN a baseline capacity survey conducted by LGSPA in 005,

the municipal LGUs expressed the need for enhancement of their knowledge and competencies in the

different areas of planning, and the need to be aware and to promote participatory governance at all

levels. The program responded to the need for capacity-building not only in short and long term planning

for LGUs at the municipal and barangay levels, but also in participatory data collection, resource

mobilization, proposal preparation, project implementation, and monitoring of projects.

The promotion of barangay development planning in ARMM by LGSPA was expanded further

through a partnership with the ARMM Social Fund Project (ASFP), and the Community Development

Assistance Project (CDA). The CDA, implemented by the Department of Social Welfare and

Development in ARMM, encouraged its partner barangays to formulate a plan to enable them to access

funds from ASFP. This became the basis for a partnership between LGSPA, ASFP, and DSWD. As a

result, more than 300 barangays benefited from the CDA.

Among the relevant knowledge products produced under this funding facility are:

1. “A Field Guide: Barangay Governance and Planning for ARMM Communities”. This is a

5-module facilitators’ resource to developing governance capacities at the barangay level. This field

guide builds on previous barangay development planning guides, such as those developed by The

Local Government Academy (undated), The Asia Foundation’s Transparent Accountable

Governance Program (2005), The Philippines-Australia Local Sustainability Program (PALS, 2006),

and the Institute for Politics and Governance (2007).

2. “Manual on the Local Development Planning Process. Focus on the Comprehensive

Development Plan – Executive Legislative Agenda (CDP-ELA)”, Revised Ed 2008.

2 Kaakbay is a pilot replication implemented by the League of Municipalities of the Philippines, the League of Cities

of the Philippines, the DILG, and the LGSP 3 Preface to A Field Guide: Barangay Governance and Planning for ARMM Communities, by Rachel Aquino-

Elogada. CIDA. 2009


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1.3. The Federation of Canadian Municipalities4 Municipal Development Program

The MDP (2002-07) sought to increase the capacity of municipal governments to address local

issues around social development, environmental sustainability, and economic well-being, improve the

policy and management environment in which municipalities operate, and strengthen the regional and

multilateral networks that support municipalities. The core of the program was partnerships and

exchanges between Canadian and overseas municipalities including national association of municipal

government. MDP’s program in the Philippines (C$300,000), supported partnerships between: The

Provincial Authority of Bohol and Portage La Prairie to implement a strategic planning project in four

pilot municipalities to improve municipal capacity for corporate planning and the budgeting process; Sta

Maria and Olongapo with Milton and Windsor to improve their capacity to manage solid waste; San

Fernando and Langley to enhance capacity for land use planning and emergency services.

The program also engaged in dialogue with the League of Cities and the League of Municipalities

to strengthen local capacity to manage internal operations, address social development, environment and

economic issues affecting local governments and to engage in policy dialogue with national government

agencies.

Capacity building was carried out in four phases: diagnosis and consensus; development of

knowledge and skills; development of systems, tools, and procedures; and incorporation of new skills and

systems into day to day operations to create sustainable improvements. The CD program for each LGU is

collaboratively designed by a Canadian city and Philippine partner and within a two year period and used

the following activities:

1. Needs analysis through baseline surveys

2. Technical exchange missions in Canada and in the Philippines to learn best practices

3. Workshops and support activities

4. Replication of results

1.4 Canada Philippines Partnership Project for Good Urban Governance

Through this project (C$1.6M), the Canadian Urban Institute supported decentralization and

empowerment of communities in Western Visayas. Assistance began in 1994 and ended in 2006. The

Metropolitan Iloilo Initiative assisted five local governments to pursue inter-municipal cooperation,

regional planning, growth management and improvements to regional service delivery through the metro

Iloilo Development Council. The Guimaras Economic Initiative developed capacities of provincial and

municipal governments for economic development and poverty reduction, as well as sustain earlier

environmental protection undertakings. The Malay Local Social Service Delivery Enhancement Initiative

assists the municipality to improve the delivery of health services for disadvantaged groups.

1.5 Public Sector Capacity Building for Governance and Social Development Program

In the Philippines, this program of the Institute of Public Administration of Canada, partners the

Government of the Province of Manitoba with the Local Government Academy to strengthen capacity of

selected local officials and functionaries of the provinces of Samar and Benguet and targeted LGUs,

provincial officers of the Leagues, and DILG Region VIII and CAR.

4 The Federation of Canadian Municipalities Program (FCM) is the national association of municipal governments

in Canada. FCM’s international programming is funded by CIDA.


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2. 0 The Asia Foundation: Transparent Accountable Governance

The “Transparent and Accountable Governance Project (TAG) was implemented by the Asia

Foundation with a US$10.5 million grant from the USAID from September 1999 to 2007. TAG aimed to

build civil society and private sector constituencies for a counter-corruption reform agenda targeting

economic growth and poverty reduction. TAG focused initially on agencies of the national government.

The project extended to the city and municipal levels in Mindanao through the promotion of

accountability and transparency in governance.

TAG worked with 16 cities (60 percent of the cities in Mindanao) (Butuan, Dipolog, Panabo,

Oroquieta, Ozamis, Zamboanga, Malaybalay, Tacurong, Koronadal, Iligan, Marawi, Cotobato, Surigao,

General Santos, Samal, Dapitan). Its city-level activities are conducted in partnership with LCP, academic

institutions, the Mindanao Business Council, NGO networks and LRPs. Its municipal engagement is with

76 municipalities in ARMM and neighboring conflict-affected areas.

Procedural Reform Agenda of Mindanao Cities. Reforms were targeted to enable city

governments to restructure services to improve efficiency, decrease the costs of doing business, and

encourage investments. The CD program started with consultations with major stakeholders on priority

reforms. A Mindanao Mayors’ Meeting was held in April 2005 where Mayors drafted a covenant that

commits them to the development and implementation of TAG Action Plans. Assessment studies are

conducted to determine the required technical assistance. Technical consultants were engaged by the LCP

to assist the city in developing a reform agenda. The agenda included the formulation of a work plan and

conduct of participatory workshops.

Making Cities Work. The project enabled city governments to improve business processes and

procedures in business registration and licensing (with special attention to small enterprises.) It also

enabled the private sector to advocate policies that provide better support services to business. The

implementing partner was the Ateneo School of Government which selected participating cities. The

criteria include the presence of a local business association that can co-manage the project and the

willingness of the LGU to coshare project costs. Assessment studies and the organization of technical

working groups were undertaken to determine the technical assistance package to be provided to the city

government.

The results of the 2005 Business Permit Renewal Study served as an input to the project. The

survey is undertaken annually and determined the number of steps to renew a business permit, the number

of forms and signatories required for each step, transparency in the computation of fees, among others.

The results of the survey were used to benchmark the progress made by pilot cities in process

simplification.

Public Service Excellence, Ethics and Accountability Program (PSEEAP) aimed to establish

the values of public service excellence, ethics and accountability. The program was composed of six

modules that run from six to eight months: service vision and values, service audit, service improvements,

celebrating accomplishments, basic customer service skills, and public service and accountability.3 . The

workshops were facilitated by university-based foundations and NGOs to elicit the participation of local

government employees in improving transparency in operations and the quality of service delivery. The

employees identified specific transactions in LGU offices that can be improved, e.g. issuance of mayor’s

permit, registration of birth, payment of real property tax, and application for permits. They then

formulated action plans to correct observed inefficiencies. Follow-up workshops were conducted to assess

the extent of implementation of these action plans.


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Local Development Planning and Budgeting. From 2002 to 2005, the Asia Foundation

provided technical assistance to 57 municipalities and 583 barangays in Mindanao on development

planning and budgeting. The CD program involved capacity building on team building, group facilitation

methods, data gathering and analysis, and formulation of plans and budgets. The CD culminated in the

development of barangay and municipal development plans.

The project included a training of trainers who assisted the municipal officials in training

barangay officials who were not covered by the project. The project trained about 360 workshop

facilitators.

Building Capacities of the Muslim leagues. The Foundation provided institutional funding and

technical assistance for the setting up of a secretariat that will support staff and capacity building of the

Muslim League of Cities, Municipalities and Communities of the Philippines (MLCMCP). The CD

program provided a two-day orientation on the ethics and accountability program, study tour and cross

visits, newsletter and the development of a web based database system. There were also two to five days

workshops on resource mobilization, networking, and technical writing.

Public Governance Scorecard Strategy. The project was implemented in selected cities to

equip city administrators and heads of people’s councils to initiate and pursue a public governance

improvement program. At the end of the training-workshop, the participants were expected to identify

benchmarks of good governance and responsible citizenship, propose a breakthrough strategy to promote

good governance, develop a plan of action to how to deepen involvement of stakeholders in the PSG

process. The cities that participate in the PSG project are: San Fernando, Calbayog, Tagbilaran, Naga,

Samal, Surigao, Marikina, Iloilo, and Cebu.

3.0 AusAID’S Programs

3.1. Technical Assistance to Physical Planning (TAPP)

The project assisted 77 provincial land use committees to refine and improve the processes and

outputs of physical planning and land use decisions through technical and training assistance. The project

developed manuals and databases such as:

• Refined regional and physical framework planning guidelines

• Refined regional physical framework plans

• Prescribed processes and procedures for integrating physical planning at all levels

• Draft provincial physical framework plans

• Learning materials for a provincial physical framework plan training program

The major lesson from the project was the clear evidence that learning-with work or the off- the

job/on-the-job training approach of the type undertaken by the TAPP project is an appropriate approach to

be considered in other similar bilateral projects.

3.2 Philippines Australia Governance Facility (PAGF)

The facility was intended to provide responsive and effective support for governance at national,

regional and local levels. The CD program was carried out in different LGUs (Goa, Camarines Sur,

Provinces of Agusan del Sur, Albay, Camarines Sur, Northern Samar, Misamis Oriental, Naga City,

Gingoog City. The project developed the following relevant manuals:


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• Naga City Peoples’ Council (NCPC) training modules for basic and specialized courses for the

basic sectors- the module consists of means to strengthen participation of non-government organizations

and peoples’ organizations in governance: leadership and communication, local government planning and

budgeting, local administration and governance, documentation and recording, organizational

management, simple accounting for non-accountants and advocacy

• Planning and Monitoring framework-Operational planning and monitoring manual—an

operation guideline that sets out detailed procedural requirements for interdepartmental operation

planning and monitoring for the whole provincial planning process. It also covers procedural guidelines in

conducting meetings, planning, budgeting, and monitoring and other coordination mechanisms. Gave

performance indicators and schedules, timelines and guidelines in monitoring report preparation. It was

developed in partnership with the province of Northern Samar.

• A manual on the local development administration performance—a set of indicators to measure

local development administration in the Philippines in the areas of participatory governance, delivery of

basic services, role of local legislative bodies in local governance, participation of NGOs in local special

bodies, participation of NGOs in local special bodies. The manual provided for a workshop and is

produced in diskette form. The project was implemented in partnership with DAP and was called the

Local Development Administration Measurement System (LDAMS)

• Guidelines on strategic planning in urban areas—use of strategic planning process in the

preparation and revision of comprehensive land use plans and other strategic urban area issues.

• Different manuals on community-based health management programs in partnership with

Agusan del Sur: managing community-based health programs, financial management of foreign aid funds,

operations of the provincial health resource center, MIS for an RHU, various manuals for BHWs, e.g.

early case detection and treatment

The project also produced a report on an Analysis of the provisions of the LGC on peoples’

participation in local development councils, experiences on peoples’ participation and an action agenda.

3.3. The Philippines Australia Technical Support for Agrarian Reform and Rural Development

(PATSARRD) 2003-2006

This assisted the DAR and LGUs in involving farmer beneficiaries into the development planning

processes and was carried out in Agusan del Sur, Bohol, Northern Samar, Surigao del Norte, Misamis

Occidental, and Aklan with an Australian grant of A$10.0 million. Their participation was a way to

facilitate delivery of support services, improve efficiency in resource allocation and demonstrate means to

improve access of rural poor to improved technology, markets and micro finance. The project

developed the following materials:

• Participatory area planning manual

• Resource mobilization and networking

• Convergence: PATSARRD Experience (a monogram)

The project was considered highly successful with respect to developing participatory planning

process.

3.4. Philippine Australia Local Sustainability Program (PALS) 2004-2009

PALS 1 was undertaken with an Australian grant of A$12.0 million from 1999 to 2004. It piloted

an integrated approach to community-based development in six municipalities in Misamis Occidental.

The project has been extended in May 2004. PALS 2 included the remaining eight municipalities in the

province. The program aimed to build the capacity of the LGUs to better plan, implement and manage

sustainable activities to improve the livelihood of the rural poor. It attempted to address key constraints:

lack of community participation in planning, weak community planning processes, poor access to basic


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water supply and sanitation services, unsustainable natural resource use and management practices, and

disparities among vulnerable groups.

The strengthening activities during the first years focused on preparatory reviews and the conduct

of assessments of provincial and municipal development plans. Modules and databases were developed

on formulating barangay development plans and barangay profiles, how to conduct household surveys,

and assess coastal resources.

It noted the limited ongoing capacity of LGU officials to monitor Phase 1 supported projects and

that resource constraints have constrained local staff in undertaking field activities. Turnover in LGU

counterparts have had a negative impact on project implementation.

3.5. Philippines-Australia Human Resource Development Facility (PAHRDF) 2004-2009

The facility aimed to achieve sustainable and equitable development in the Philippines by

providing long-term scholarships and short-term specialized training to improve governance and

management of key public and private institutions. It brought a new approach to structured HRD

interventions by focusing more on the specific HR needs of key institutions. The focus of the program is

on economic governance, rural development, security and stability with special emphasis on southern

Philippines (Bohol, Northern Samar, Misamis Occidental, Agusan del Sur, and Surigao del Norte.)

Institutions are profiled against a set of criteria before partnering agreements are developed. The

Australian grant was A$59.6 million. The HRD solution was expected to support the needs of the

institutions rather than adopting a standard format of short-course customized training. For instance,

programs may include training or other activities in third world counties. Increased emphasis was

be placed on utilizing local service providers, particularly those that are Mindanao-based.

Some of the examples of the CD programs are as follows:

Bohol

• Short-term (five days) on integrated management of the HRMD function

• Mentoring on HRMD plan development and installation, enhancement

• Ten-day course on social marketing and ID development

• Assistance to a Local Resource Partner to develop a curriculum for masters or diploma course

on integrated rural planning

• Modular course on development planning

• Mentoring and consultancy assistance on the preparation of the Master Development Plan

• Two-days session on fundamentals of economics and market analysis

4. World Bank

4.1 Philippines-ARMM Social Fund Projects

The goals of the project were to reduce poverty and provide support mechanisms for the

promotion of peace in the conflict-affected areas in ARMM. Part of the project’s objective is improving

local governance and institutional capacities with a focus on improved transparency and accountability in

the allocation and management of public resources by participating communities, LGUs and ARMM

regional government. The project is intended to be community-driven through improved partnerships and

multiple mechanisms such as quick response methods. POs will receive on a demand basis technical and

financial assistance so they may efficiently implement subprojects addressing their priority socio-

economic needs. The approach will involve community contracting and various accountability

mechanisms to ensure efficient and transparent use of funds.


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The project has a component US8.80 million that supports project management, institutional

strengthening and enhanced governance. This component initiated processes towards improving service

delivery, transparency and accountability. The component supported the cross-cutting theme of good

governance in all the sub-project components. Cross-visits were organized to expose ARMM and LGU

officials to best practices in local governance and public service delivery in other regions. Project

management assistance were implemented through “learning by doing” and in-service training.

Information requirements and gaps were assessed and a social marketing campaign were

conducted.

CIDA-LGSP- assisted communities were given priority to receive assistance. The project targeted

20 percent of ARMM barangay but all municipalities were eligible to participate in accordance with the

project’s selection criteria.

4.2 Kalahi-CIDSS

The five-year project empowered communities through enhanced participation in barangay

governance and involvement in the design, implementation and management of development activities

that reduce poverty. This goal was pursued through: empowerment of communities based on facilitated

participatory planning, implementation and management of local development activities. Formal and

informal institutions in local governance are strengthened to become more inclusive, accountable, and

effective. Communities will be engaged in a demand-driven process of problem solving by consultations

that match needs with limited resources.

The components of the project included: community block grants to the barangay that will be

used for community investment activities. Implementation support were given to facilitate barangay

planning, implementation and maintenance of assets and investments.

The municipalities monitored and handled problem solving at monthly interbarangay assembly

meetings, provided technical services on request, supported community investments through

complementary municipal development planning, and audit accounting reports. The following manuals

have been prepared:

• Community Organizing

• Community Infrastructure

• Community Livelihood

• Kalahi-CIDSS Project Financial System

• Community-Based Financial System

• Monitoring and Evaluation

• Training and Capacity Building

• Human Resources and Staffing

The comprehensive facilitation process aimed at ensuring inclusive participation by the poor,

indigenous groups, men, women, and youth in the planning process.

The implementation support consisted of the following:

1. Social Mobilization and Community Organizing—project will recruit and train community

facilitators in each region to undertake info dissemination at the community level, mobilize and support

community volunteers regarding participation in project planning and implementation. Community

facilitators will liaise with municipalities and consultants and facilitate inter-barangay forums. They were

provided training on development planning and management, conflict resolution, intra-and inter-barangay

mediation, quality reviews, poverty assessments.


14

2. Capacity building for LGU communities----training were provided on project planning,

contracting, construction supervision, O and M, bookkeeping and financial management to barangay

development councils. Training were provided to technical staff to support barangay level activities

regarding assessment of technical feasibility of projects, project design and management,

and monitoring.

3. Monitoring and Evaluation—this involved participatory monitoring by communities on self-

defined indicators, internal monitoring of inputs, process and outputs. Baseline data for impact

monitoring were established during project implementation.

The project covered one-fourth of all municipalities in provinces where the incidence of poverty

is above the national average of 33.7 percent or 5,378 barangay in 193 municipalities in 40 provinces.

4.3 Laguna de Bay Institutional Strengthening and Community Participation (LISCOP), 2003-2009

The project assisted the Laguna Lake development Authority (LLDA), LGUs and other

stakeholders improve the environmental quality of the Laguna de Bay watershed. The project had two

components: 1) support demand-driven investments that will improve the watershed environmental

quality. Selection and prioritization were based on the results of a participatory micro-watershed-based

planning and identification process. The identified interventions were implemented by multiple LGUs

with each LGU borrowing for a sub-project within its jurisdiction. LGUs were required to earmark a

portion of their IRA for operation and maintenance. The LGUs were required to reimburse LLDA the

costs of doing the feasibility studies in the event that it decides not to proceed with the sub-project. 2)

capacity building for LLDA, LGUs River councils and watershed stakeholders on environmental, social,

technical, financial and managerial aspects of watershed management. The project strengthened LGUs

capacity and provided financing to undertake environmental planning and investments. The process were

integrated and institutionalized as part of the local development planning and programs of the LGUs,

thereby influencing other related sectoral plans and policies.

The project further developed River councils into an advisory consultative and coordinative

multi-stakeholder body for micro-watershed environmental issues. This were done through the micro-

watershed planning framework that will include all LGUs in the micro-watershed. Additionally,

implementation of programs of actions were done by multiple LGUs to ensure a coordinated approach

that can address the interjurisdictional micro-watershed issues.

The project also provided an organized structure to involve civil society in environmental

planning and management. Once this planning and implementation process was institutionalized into the

LGU development planning, the River Councils were seen to serve as a permanent forum for LGUs to

discuss environmental issues and to plan needed interventions.

5. European Union

5.1 Technical Assistance for the Health Sector Policy Programme ( 2005- 2008)

The European Union supported local health reform under Fourmula One for Health between and

among local government personnel, Centers for Health Development staff and representatives in LGU,

local health reform implementation coordinators (LRICs) and technical consultants. While the Local

Government Code of 1991 provides genuine and meaningful authority to local governments giving them

more power, authority, responsibilities and resources on health services delivery, the Code however,

initiated the fragmentation of the delivery of health services to the people on the public sector end. Before

the devolution, the Department of Health was the financial and administrative authority over the entire

health system. The exceptions to this were the chartered cities. After 1991 the health system operationally


15

was divided into the municipal/city, province and the DOH administrations. Each body exercises financial

and administrative authority over their respective areas. The DOH maintains its role as the steward of

health of the country.

Fourmula One for Health ws the implementation framework for health sector reforms. It applies

to the entire health sector and is designed to implement critical health interventions and programs,

projects, activities at the national and local level as a single package backed by effective management

infrastructure and financing arrangement. The policy supports for sector reform are guided by Health

Sector Reform Agenda (HSRA) and National Objectives for Health (NOH), the Sector Wide Approach

for Health (SWAp), and the Sector Development Approach for Health (SDAH). The Fourmula One for

Health synthesizes all of these policies.

The Province-wide Investment Plan for Health (PIPH) is the key instrument in forging the DOH-

LGU cooperation for health, woven around the Fourmula One for Health and defines common goals. The

speed of the delivery of health packages/srvices is moderated by standards, regulations and national laws.

It is powered by PhilHealth claims of reimbursements, internally generated funds like local taxes, user

fees and economic enterprise. From the national government financial support is through the internal

revenue allotment (IRA), DOH regular budget, DOH counterpart to EC grant, national government

subsidy for PhilHealth premium, foreign grants and loans.

The Inter-Local Health Zone (ILHZ) was used as an innovative approach to the disparate and

fragmented health system. The Local Government Code provides that “local government units may,

through appropriate ordinances, group themselves, consolidate or coordinate their efforts, services and

purposes commonly beneficial to them.” Section 33 – LGC 1991.

This intervention resulted to, among others, a Manual for Health Reform Coordination. This

manual aimed to promote a common understanding of local health reform under Fourmula One for Health

between and among local government personnel, Center for Health Development (CHD) staff and

representatives in LGU as well as local health reform implementation coordinators (LRICs) and in the

long term technical consultants. The manual can be used by the LRICs, DOH representatives assigned in

the provinces, cities, municipalities, any member of CHD, and technical consultants. It consists of three

(3) major sections: Contextualizing Health Sector Reform, Implementing Health Sector Reform, and

Coordinating the Health Sector Reform Implementation.

5.2 Mindanao Health Sector Policy Support Programme (2009- ongoing (2012?))

In 2009, the Mindanao Health Sector Policy Support Programme (MHSPSP) commissioned a

capacity assessment of the Local Health Boards covering 250 municipalities, of which only 41 exhibited

characteristics of a “moderate level of capacity”. The study recommended conducting capacity-building

in the areas of governance, policy-development, government financial system, public health monitoring

and evaluation, and networking and social marketing,

Accordingly, the MHSPSP designed a set of modules covering : 1) values and governance for

health; 2) public finance management and procurement; 3) monitoring and evaluation and health services

planning; and 4) community engagement and advocacy in local health boards (CEAL). The modules

were integrated into one course named “Advocating Health, Empowerment, and Attitude Change for

Development (AHEAD) Course. Ten local health boards (5 each from ARMM and non-ARMM regions)

were selected to participate in the pilot course, based on their having been ranked as “top performing

LHBs” from each province.


16

The objective of the intervention was to assist the Local Health Boards attain a level of capacity

and functionality that will enable them to maintain and/or gain the political commitment to improve and

sustain local health services. The recommendations for the content and methodology of capacity

enhancement program for the LHBs include:

A. Strengthening the LHB on the following five core functional capacities:

a. Policy Development

b. Organizational Management

c. Systems Development

B. Skills enhancement on:

a. Writing policies, guidelines, resolutions, protocols

b. Analyzing and interpreting health data and using them in decision-making

c. Visioning

d. Managing health information

e. Planning and developing applicable capacities

f. Identifying indicators vis-à-vis monitoring and evaluation

g. Resource Management and Mobilization

h. Networking

i. Social Marketing

j. Understanding the government financial system and budget cycle and relating them

to planning

The course was implemented over a four-week period from August-September 2010. A total of

44 members from 9 municipalities and 1 city completed the course. Each LHB was composed of the

following: Mayor, Municipal Health Officer, representatives of peoples organizations or non-government

organizations, Chairman of the Committee on Health of the Sangguniang Bayan, and a representative

from the Department of Health

The course was designed with built-in tools to assess the learning at the beginning, middle, and

end of the course. Participants were required to present a simple Action Plan at the end of each module to

demonstrate application of the skills and knowledge acquired under each module. The Action Plans

served as barometers by which the trainers gauged the participants’ appreciation and understanding of the

skills and knowledge at the end of each module.

While the course evaluation indicated that course objectives were met and rated highly by the

participants, and that the greatest achievement was the transformation of a group of learners into a

“community of practitioners of good governance in Local Health Boards and municipalities”, the

challenge is on mechanisms for replication, and ensure the sustainability of commitment and

application of the graduates of the course to apply acquired knowledge, skills and attitudes from the

course.

6. 0 United States Agency for International Development

6.1 Strengthening Local Governance for Health (HealthGov) 2006-2011

LGUs’ capability to manage and finance service delivery still needs strengthening in many areas,

including information systems and reporting, procurement and logistics as well as management of human

resources and finances. Financial resources for health services are often inadequate. Emigration of health

professionals significantly impacts service quality. Emerging and reemerging infectious diseases vie for

attention from an already overextended public health sector. The Strengthening Local Governance for

Health Project (HealthGov) is a comprehensive response that will strategically take on the Department of


17

Health’s (DOH) FOURmula ONE framework for health sector reform as a window of opportunity to

address these challenges.

Health Gov’s aim is to strengthen LGU commitment to health and capacity to provide, finance,

and manage quality health services sustainably, particularly family planning, maternal and child health,

tuberculosis, HIV/AIDS and other infectious diseases such as avian influenza, malaria, and severe acute

respiratory syndrome (SARS) . Components include:

Strengthening key LGU management systems to sustain delivery of selected health

services

Improving and expanding LGU financing for key health services

Improving service provider performance

Increasing advocacy on service delivery and financing

HealthGov helps build local capacity to manage and finance health systems and services in over 500

LGUs in 23 provinces spread across 3 major areas in the country: Luzon, Visayas, and non-ARMM

Mindanao. It assists LGUs to develop sustainable relationships with 1) their constituents to improve the

quality and accessibility of health services, and 2) local technical assistance providers that will help build

LGU capacity and knowledge. To accomplish its goal, HealthGov works with DOH, USAID-supported

projects, and other stakeholders. HealthGov is managed by RTI Philippines in partnership with

JHPIEGO, the Centre for Development and Population Activities (CEDPA), the Philippines NGO

Council for Population, Health, and Welfare (PNGOC), and Orient Integrated Development Consultants,

Inc. (OIDCI). Started in October 2006, the program will run through September 2011.

6.2 USAID/National Democratic Institute. Citizen Policing (2003-2005)

The National Democratic Institute (NDI), with support from USAID, conducted a pilot-program

on citizen policing to promote good governance and enhance community-police relations in the

Autonomous Region of Muslim Mindanao. NDI worked with 5 municipalities and over 100 barangays to

increase local capacity to address community safety problems and develop policing models. NDI

facilitated the formation of citizen-police working groups on capacity-building programs to help address

local peace and order problems.

NDI worked with Municipal Peace and Order Councils (MPOCs) in conducting public safety

assessments, and workshops to draft Integrated Area Community Safety Plans (IA/CSP). During the

project’s Phase I (2003-2004), NDI selected North Upi, Sultan Kudarat,and Sultan Mastura , communities

with a mix of Christian, Muslim and lumad populations and are beset with a mix of local public safety

issues from petty crimes to armed conflict between government forces and rebel groups. Community

needs assessments were conducted which yielded peace and order issues as well as clarification of roles

between various law enforcement agencies and the citizenry. Upon validation of the range of peace and

order issues, community action plans were formulated, which served as the blueprint for the work of

community police action teams working within clusters of barangays. Phase II ( 2004-2005) of the project

saw the addition of Bariria and Guindulungan of Maguindanao Province, the replication of capacity-

building activities, as well as the implementation of IA/CPSPs.

Capacity building activities included the conduct of a series of facilitated community discussions

(talakayan) , organizational development assistance to the PNP, and training for core team members on

topics such as community-based policing, lakbay aral for COPS, and on crafting public safety plans.

Traditional modes of conflict resolution were also covered in several discussion for a and capacity-

building activities.


18

Indicators of the project’s successes are the following:

MPOCs in pilot sites model replicable community policing practices through public

safety citizen-police core teams;

mproved capacities of police units in the pilot sites to promote community-oriented

systems in the context of effective crime or disorder response and community policing;

Greater support from the regional and provincial agencies to strengthen the community

policing modeling and replication process; and

Increased access by pilot and non-pilot sites to information on principles of community

policing; replicable practices and lessons learned in administering public safety

Key Lessons on capacity building:

Most police in the region are interested in being perceived as members of a credible security force.

Working with the Regional Police and the Philippine Public Safety College to enhance training curricula

and to decentralize training in key areas related to community policing (hard and soft skills) is a critical

part of force development as well as the government’s ability to maintain stability in the region.

There will always be environments where implementing activities that bear on how power is distributed

within a community, particularly as respecting security, cannot easily take place. Two of such

communities backed out of the project at the end of Year One. In these instances, the increased

participation of community residents began to threaten the ability of powerful mayors to stifle public

discussion about local corruption or repression. The program demonstrated that success in mobilizing

community residents to participate in governance of peace and order, which, though essential to

establishing effective community policing, too severely challenged the status quo. The experience

suggests that some care must be exercised when implementing programs in municipalities with strong

mayors afraid of losing their power base. The team’s success in one municipality suggests that an entry

point into closed, hierarchical municipalities can be non-criminal public safety threats such as those

presented by a traffic condition.

6.3 Education Quality and Access for Learning and Livelihood Skills Phase 2 (EQUALLS2)

/Synergeia Foundation (2006-2011). EQuALLS2 assists the Philippine government in improving

education in Mindanao. The project offers a core set of interventions aimed at increasing access to quality

education for elementary school children and relevant learning and livelihood skills training for out-of-

school youth. The EQuALLS2 project is implemented in partnership with international and local

organizations that specialize in education and youth development in Mindanao. Project interventions are

delivered in partnership with the Department of Education (DepED) and DepED in the Autonomous

Region in Muslim Mindanao (ARMM), together with local government units and education stakeholders

in the community.

One of the relevant set of activities under Equalls is on Building the capacity of key stakeholder

organizations To help decrease conflict and develop the Mindanao workforce, EQuALLS2 works

to build the capacity of a wide range of stakeholder organizations, making them more responsive

to the educational needs of the youth. The project works with: local parent/teacher/community

associations; municipal governments; local school boards;local, regional, and national NGOS; and

national and regional partnerships. The project also helps the Department of Education at the national,

regional, district, and school levels, including the Bureau of Alternative Education, in strengthening their

capacities for management and administration.

EQuALLS2 uses an institutional building process that includes formal and informal training,

internships and mentorships, on-the-job training, and small-scale organization development grants. By


19

strengthening the capacity of the organizations, EQuALLS2 aims to maintain educational improvements

after the project’s completion and ensure that institution-building strategies are both successful and

sustainable to employ youth now and in the future.

7.0 Selected other International Funder: Helvetas (Swiss Association for International Cooperation)

(2002-2006)

Since 1981, Helvetas has, through provincial/national NGOs, supported community development

programmes in the field of natural resource management (sustainable agriculture and coastal resource

management, livelihoods/marketing, advocacy) and through the promotion of the rights and capacities of

indigenous minorities. In 2002, Helvetas initiated a new programme for governance and rural

empowerment support services (PROGRESS). The country’s law on decentralisation lends support to

Helvetas’ policy to work on local governance. The policy was to support the enforcement of the LGC.

The programme worked in two of the most impoverished provinces of the Philippines: Palawan with a

population of approximately 800,000 people living on 14’900 km2, and Northern Samar with a

population of about 500’000 people living on 4’000 km2. The approach was to build partnerships

between local governments and civil society organizations with the aim of strengthening the

decentralisation programme and thus providing effective public services to rural communities.

Helvetas policy focuses on both elected local government units and local civil society

organisations, to jointly plan and implement basic infrastructure development projects. The intervention

strengthens input as well as output functions. On the one hand, Helvetas supports local government units

to develop participatory strategic development plans at barangay level and to integrate them into

municipal levels. On the other hand, Helvetas helps local development councils and local government

units to plan, implement and monitor/control infrastructure projects in collaboration with civil society

representatives. The Institute of Politics and Governance (IPG)16 was mandated by Helvetas to develop

the capacities of local government units and civil society organisations. The IPG has conducted:

training on decentralization and democratic participation, focusing on the provisions

of the LGC as well as the rights and duties of local governments and their constituents;

training on barangay development planning through participatory rural appraisal

(BDP-PRA). Local government units conducted PRAs and formulated a strategy and

five-year development and annual investment/operations plans which were presented to

the barangay council for approval. Barangay development plans are integrated into

municipal development plans, thereby formalising bottom-up participatory planning. In

both provinces, Helvetas facilitated pledging sessions at which the municipal strategic

plans were presented to public, provincial and national representatives. Investors and

donors were invited to pledge funds for the implementation of municipal plans.

Project selection and implementation NGOs and local government units jointly proposed a

project to a Project Selection and Management Board (PSMB) in order to qualify for PROGRESS support

These provincial development councils, which were foreseen by the law but were in reality not functional

and had to be (re)-activated, comprise in each province three government representatives from the

provincial government, the league of mayors and barangay captains17, and two representatives from civil

society (one NGO based in the province and the IPG). Hence, these PSMBs ensured a multi-society sector

selection of projects. The selection criteria – jointly developed by the PSMB members – bear witness to

their willingness to collaborate in support of the applying communities/ NGOs in the fields of livelihood

promotion, delivery of basic services and natural resources management. Helvetas signed a tripartite

agreement with the local government unit and the civil society organisation. At the start, Helvetas had

clarified to all partners (local government units and civil society organisations) that large physical

infrastructure projects were not eligible in PROGRESS. This for two reasons: a) to minimise exposure to

corrupt practices since most of the physical infrastructure projects are the main sources of corruption in


20

government, and b) in order to increase the number of benefiting barangays/municipalities within the

restricted project budget frame.

Results obtained were: a) Multi-society sector partnerships established as a transversal theme in

project cycle management (from project identification to project selection and through to project

implementation) have led to enhanced trust and a decrease in misconceptions and ideological

antagonism.b) Costs of basic infrastructure projects have been reduced significantly. c) Small-scale

projects have contributed to the improvement of livelihoods and basic services in the project areas. Since

2002, a total of 80 small-scale projects have been jointly planned and implemented by local government

units and civil society organisations with co-financing by Helvetas. Projects comprise income-generating

facilities (coastal resource management, irrigation schemes) and social infrastructure (solid waste

management, drinking water and sanitation schemes). d) The activation or re-activation of local

development councils have contributed to local good governance within the legal framework. In the

project area, local development councils had not been functional before programme initiation. The

programme contributed to the (re-) activation of a total of 117 barangay development councils and five

municipal development councils in Palawan – respectively 156 barangay development councils and four

municipal development councils in Northern Samar. The participation of civil society representatives in

local development councils has increased from an initial situation (before PROGRESS) with usually only

one civil society representative to 50 percent to 70 percent. The practical experience gained through joint

project planning and implementation has led to a clarification of roles and duties, and participatory

development planning has enhanced transparency and responsiveness to local needs. e) Vertical

integration of participatory village development planning into municipal development plans has

been institutionalised. Fiveyear barangay development plans have been integrated into municipal

development plans. Through vertical integration, the municipal development plan is a means for

institutionalising greater people’s participation in local governance, making development more responsive

to citizens’ needs and priorities. The experiences in Samar province have led the Regional Office of the

Department of Interior and Local Government (DILG) to order to all its officers in all provinces and

municipalities in the region to employ the BDP-PRA methodology in the preparation of village plans and

budgets and for the integration of these plans into municipal development plans.

Lessons Learned include:

Tangible results are vital for the success of governance projects. Concrete projects from

joint project planning and implementation a) create trust between the collaborating civil

society organisations and local government units, and b) increase visibility for the “hard-to-

convince”.

Win-win-situation in partnerships. Jointly-set priorities, in which both civil society

organisations (membership increase) and government officials (the potential of re-election,

increased prestige) found their win, led to successful implementation.

Governance projects need long-term involvement with a clear strategy on how to phase

out support. In the Philippines case, two temporary (confidence-building) structures were

established, the PSMB and the PMC, to initiate multi-stakeholder partnerships. The PSMB

was intended to be transferred to the provincial development councils. To know if these

“kick-off” structures have contributed to institutionalising project activities would need

follow-up. Appropriate strategies need to be reflected upon early before phasing out.

In the context of phasing out a programme and/or as a donor like Helvetas withdraws,

pledging sessions are a means to diversify municipal funding. Donor funds are only

temporary schemes to stand in for insufficient internal revenue allotment or local revenue

collection.

Prerequisites for replication or scaling up are needed which include a) visibility of

project results, b) a strategy to institutionalise from the beginning project structures and

mechanisms into state structures, c) alliances with other donors and/or advocacy


21

with/lobbying of provincial and national level government tiers to integrate project activities

into larger decentralisation/ governance programmes, and d) sufficient project volume from

the start allowing leverage to vertically integrate local and municipal plans into

decentralisation structures or mechanisms.

Community-based organisations need to be strengthened at barangay level so they can

play their role as advocate of civil society interests. In the Philippines, civil society is still

fledging and will need further supportive measures and capacity building. NGOs working at

national or provincial level in the Philippines are mostly donor-funded and can only to a

limited extent advocate community interests at municipal and barangay level in the long term.

Provincial/national NGOs can provide technical assistance to people’s organisations at

barangay level.

Mutual control/transparent information reduce project costs. The PSMB and PMC are

set up as joint committees in which both governmental representatives and civil society

entities participate. These joint committees allow for mutual control and especially rigid cost

control mechanisms.

Clear definition and division of roles of society sectors strengthen trust and

collaboration. Clear agreements between partners contribute to a clarification of roles and

responsibilities.


22

III. Inventory of Training Modules on the Four LGC-Mandated Local Special Bodies

This inventory of training modules focuses on the following four local special bodies: 1) Local

Development Councils 2) Local Health Boards; 3) Local School Boards, and 4) Local Peace and Order

Councils. Various narrative reports, proceedings, training manuals, published modules, brochures,

pamphlets and online resources were perused to outline the contents of capacity-building training sessions

for these local special bodies.

1.0 LOCAL DEVELOPMENT COUNCIL

1.1 LGSP: Reclaiming Public Life Through Local Special Bodies: Module 1. Operationalizing the

Local Development Council (2004) . This is the first Module of this 5-module series on local special

bodies produced by LGSP. As with all the other modules, this is designed for a two-day training session

that ends with an Action Plan meant to operationalize the local special body.

Session 1: Overview of the Local Government Code, the Sustainable Integrated Area

Development Framework, and the Local Public Administration Cycle.

Session 2: The Local Development Council, Key Players and Scope of Responsibilities

Session 3: An assessment of the Local Development Council through SWOT Analysis

Session 4: Action Planning

Session 5: Wrap-up and Closing

1.2 LGSPA: Barangay Governance and Planning Field Guide for ARMM Communities (2009)

This facilitators’ guide adds to the above effort on barangay development planning by integrating

thematic areas of peace and human security, the inclusion of a module on Islamic Bridging Leadership,

the integration of cross-cutting themse of gender eaulity, poverty reduction, cultural integrity and

environmental sustainability, as well as a very conscious effort to identify interface points between

barangay and municipal development planning processes. It is also placed within the context of autonomy

in Muslim Mindanao.

Part I: Barangay Governance

Module 1 The Baranay and Local Governance

Module 2: Islamic Bridging Leadership

Module 3: Localizing Peace Building in ARMM

Part II: Barangay Development Planning

Module 4: Participatory Barangay Development Planning

Session 1: Principles and Concepts in Participatory Barangay Development

Planning

Session 2: Preparing to Plan: Overview of the Planning Road Map and the 12

Steps to Barangay Development Planning

Session 3: Starting to Plan

Session 4: Actual Planning (the 12 Steps)

Session 5: Adapting the Barangay Development Plan

Session 6: Packaging and Communicating the Results of the Barangay

Development Plan

Module 5: A Simple Approach to Managing Barangay Projects

Session 1: Project Management and the Project Life Cycle

Session 2: Preparing a Project Proposal

Session 3: Project Monitoring and Evaluation


23

1.3 LGSPA: A Manual on the Local Planning Process: Formulating the CDP-ELA in ARMM

(2009) . The barangay governance and planning field guide above and this manual are companion pieces

of very comprehensive coverage. They share the same distinction of proving interface points, the cross

cutting themes of poverty reduction, gender, culture,and environment espoused by LGSPA, and contexted

within Islamic governance and autonomy. The manual is said to represent the collective experience of 118

local governments supported by the LGSPA in crafting their CDP-ELA. Like it’s abovementioned

barangay counterpart manual, it contains a step-by-step guide on formulating the CDP-ELA The Manual

also supports the Rationalized Planning System advocated by the DILG. The Major Parts of the Manual

are:

Getting Started – the preliminary work for CDP-ELA formulation

Formulating the Plan

Plan Implementation

Advocating the Plan

Monitoring and Evaluation

2.0 LOCAL HEALTH BOARDS

2.1 Mindanao Health Sector Policy Support Programme. In 2009, the Mindanao Health Sector Policy

Support Programme (MHSPSP) commissioned a capacity assessment of the Local Health Boards

covering 250 municipalities, of which only 41 exhibited characteristics of a “moderate level of capacity”.

The study recommended conducting capacity-building in the areas of governance, policy-development,

government financial system, public health monitoring and evaluation, and networking and social

marketing,

Accordingly, the MHSPSP designed a set of modules covering : 1) values and governance for

health; 2) public finance management and procurement; 3) monitoring and evaluation and health services

planning; and 4) community engagement and advocacy in local health boards (CEAL). The modules

were integrated into one course named “Advocating Health, Empowerment, and Attitude Change for

Development (AHEAD) Course. Ten local health boards (5 each from ARMM and non-ARMM regions)

were selected to participate in the pilot course, based on their having been ranked as “top performing

LHBs” from each province.

The objective of the intervention was to assist the Local Health Boards attain a level of capacity

and functionality that will enable them to maintain and/or gain the political commitment to improve and

sustain local health services. The recommendations for the content and methodology of capacity

enhancement program for the LHBs include:

C. Strengthening the LHB on the following five core functional capacities:

a. Policy Development

b. Organizational Management

c. Systems Development

D. Skills enhancement on:

a. Writing policies, guidelines, resolutions, protocols

b. Analyzing and interpreting health data and using them in decision-making

c. Visioning

d. Managing health information

e. Planning and developing applicable capacities

f. Identifying indicators vis-à-vis monitoring and evaluation

g. Resource Management and Mobilization

h. Networking

i. Social Marketing


24

j. Understanding the government financial system and budget cycle and relating them

to planning

The course was implemented over a four-week period from August-September 2010. A total of

44 members from 9 municipalities and 1 city completed the course. Each LHB was composed of the

following: Mayor, Municipal Health Officer, representatives of peoples organizations or non-government

organizations, Chairman of the Committee on Health of the Sangguniang Bayan, and a representative

from the Department of Health

The course was designed with built-in tools to assess the learning at the beginning, middle, and

end of the course. Participants were required to present a simple Action Plan at the end of each module to

demonstrate application of the skills and knowledge acquired under each module. The Action Plans

served as barometers by which the trainers gauged the participants’ appreciation and understanding of the

skills and knowledge at the end of each module.

While the course evaluation indicated that course objectives were met and rated highly by the

participants, and that the greatest achievement was the transformation of a group of learners into a

“community of practitioners of good governance in Local Health Boards and municipalities”, the

challenge is on mechanisms for replication, and ensure the sustainability of commitment and

application of the graduates of the course to apply acquired knowledge, skills and attitudes from the

course.

2.2 HealthGov: Orientation Workshops on Health Sector Reform for NGOs and Civil Society

Organizations. A 2.5 day workshop meant for CSOs and LGUs to level off the understanding of the

Health Sector Reform and Formula One, understand the Provincial Health Situation, and identify

action points to strengthen LGU/NGO/CSO/Community partnership for health.

Day 1

Session 1: Health and Development (Workshop in small groups on concepts of health

and development, Lecture on Health and Development, 2 hours)

Key concepts: common indicators of Quality of Life; Development in terms of overall

health;

Session 2: Health Sector Framework and the Challenges of Health Sector Reform

(Lecture on introduction to Economics, Local Governance for Health, evidence-based

participatory decision-making; and Health Sector Reform and Fourmula One for Health;

4 hours)

Session 3: Understanding Health and the Development Situation in Luzon

(Lecture, 1 hr)

Session 4: Reflections and Insights (Structured reflection session. 30 min)

Day 2:

Session 5: Information on Investments for Health Sector Reform (2 hours)

Session 6a: Understanding HealthGov and Its Activities (30 min)

Session 6b: Building Partnerships for Health (1.5 hours)

Session 7: Engaging and Mobilizing CSOs/NGOs/Communities for HSRA (2 hours)

Key concepts: Local Government Code mandates; Executive Orders, Administrative

Orders; Resolutions

Session 8A: Workshop: Challenges of NGOs/CSOs Participation in HSRA (1 hour)

facilitating and hindering factors on CSO participation; presentation of Action Plans

Day 3


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Session 8B: Agreements, Next Steps, Commitment Setting (workshop and presentation

of Action Plans (2 hours)

2.3 LGSP: Reclaiming Public Life Through Local Special Bodies. Module 3: Operationalizing the

Local Health Board. A two-day workshop for local health board members. Expected outputs:

Reviewed salient features of the LGC

Understood SIAD Framework in Sustainable Development

Appreciated the local public administration cycle as the context of participating

in governance activities

Described the composition and functions of the LHB

Identified effective ways to manage LHB meetings and activities

Gained knowledge and confidence to participate in LHB

Day 1

Session 1: Overview of the Local Government Code, the Sustainable Integrated Area

Development Framework and the Local Public Administration Cycle (3hrs)

Session 2: The Local Health Board: Roles and Responsibilities (1.5 hours)

Session 3: Managing Local Health Board Meetings (1.5 hours)

Day2

Session 4: SWOT Analysis and Assessment of Local Health Board (3 hours)

Session 5: Developing a One Year Operational Plan (2.5 hours)

Session 6:Wrap-Up and Closing Program

2.4 InWent. District Health Management Tools (2003) , a four-weeks course which can be shortened to

select modules .The course structure and training methods not only allow for the enhancement of

knowledge, skills and attitudes, but also designed to be put into practice during supervisory work. Some

of the more relevant modules for possible replication for Local Health Boards are:

Module 1-3 : Introductory Course on Leadership

UNit 1: Basic Skills in Communication

Unit 2: Visualization/Facilitation

Unit 3: Leadership

Unit 4: Gender and Diversity in Management

Unit 5: Team Building and Team Work

Unit 7: Conflict Management

Module 4: Managing the District

Unit 1: Introduction to Community Health

Unit 2: The District Concept

Module 5: Situational Analysis of Health Problems and Health Services in the District

Unit 1: Introduction to Health Problems: Situational Analysis

Unit 2: Priority Setting

Unit 3: Introduction to Health Service Analysis

3..0 LOCAL SCHOOL BOARDS:

3.1 LGSP: Reclaiming Public Life Through Local Special Bodies. Module 2: Operationalizing the

Local School Board (LScB). A two-day training workshop for members of the Local School Board.

Session 1: Review of the Local Government Code, SIAD, and Local Public Administration

(1.5 hrs)

Session 2: The Local School Board (1.5 hours)

Session 3: Current Education Realities through SWOT Analysis (2 hours)


26

Session 4: Action Planning (3.5 hours)

Session 5: Wrap Up and Closing (1 hour)

3.2 Synergeia and City Government of Naga: Reinventing the Local School Board. The manual

produced under this project mainly contained the following major topics which can further be

systematized into a 2-3 day training workshop:

Topics:

1.Basic Education in the Philippines

2. Elements of Good Governance

3. Reinvention: Key Elements

Involving the Community

Using Resources Effectively

Improving School Board Operations

o Situational Analysis

o Planning and Implementation

o Monitoring and Evaluation

4. Good Governance

Progressive Perspective

Multisectoral Partnerships

Participation

Systematic Reform

Synergeia has also come up with a simple pamphlet meant to provide guidance to local

government units on Local School Board Reinvention Process, using a checklist of steps. These major

steps could be further broken down into stand alone training workshops, as needed.

4. 0 LOCAL PEACE AND ORDER COUNCILS:

4.1. “Laying the Foundation for Peace and Development: an Alliance Building Workshop”

(AUSAID)

The passage of AO 192 ordering a Humanitarian Offensive in Basilan, Sulu and other ARMM areas is a

package of government initiatives expected to result to comprehensive service delivery through a program

called Health, Education and Livelihood Progress (HELP) program. To this connection, the DILG

conducted an activity called “Laying the Foundation for Peace and Development: An Alliance Building

Workshop”, a 2-day workshop for 61 participants from Sulu and 47 participants from Basilan for Local

Chief Executives.

The program had 4 modules:

Module 1: Laying the Foundation for Effective and Efficient Transition highlighted

the state of local governance of the two provinces.

Module II: Bridging the Gap Between Government and People provides an

understanding of the thrusts and programs of the national government and the Autonomous

Regional Government Executive Agenda (AREA) for the province and define strategies on how

to link these national, regional and local intiatives.

Module III: Citizenship as Foundation of Good Governance worked on translation of

good citizenship values into concrete actions for achieving long lasting peace and development.

Module IV: Mobilizing Through Synergy built municipal and provincial development

agenda and facilitated the identification of development initiatives.


27

Some lessons learned out of these capacity-building efforts:

In some LGUs, Local Special Bodies exist in name only. The members do not meet on a

regular basis and were not very clear about the roles they were mandated to play LSB

governance capacities should be enhanced and mobilized.

There is a need to review and update presentation materials for accuracy particularly on

statistical data, not only to prevent confusion among participants, but also to serve as

basis for planning and decision-making.

Community participation in the promotion of a culture of peace should be encouraged

and enhanced through integration of peace education in literacy and continuing education

programs.

One venue of active participation is within the LGC provision for joint ventures and

cooperative agreements with CSOs and the private sector in the delivery of development

projects. One suggested innovation is to encourage OFWs to channel a portion of their

remittances to finance community development projects.

4.2. Local Government Academy: Professionalizing the Barangay Safety Officers (Tanods)

program (2002-2003)

This program is aimed to prepare barangay tanods in their task of being anti-crime advocates and

“crime-busters” in their communities. This is a collaborative action between the Philippine Public Safety

Collge Local Government Academy, National Police Commission, Philippine National Police, Bureau of

Fire Protection, Bureau of Jail Management and Penology, National Barangay Operations Office and

DILG regional and field offices. (Legal bases: Chapter 2 Sec 387 LGC; Chapter 4 Sec 391 No 16;

Chapter 4, Section 393 (d)).

The training program consisted of the following:

Phase I: Orientation Course. This was conducted through the Barangay Tanod Radyo Aralan.

Modules were aired through the “Sagot Ko Yan” radio program every Saturday. After the radio program,

a session is conducted to clarify questions and process learning, conducted by PNP station commander

and LGOO serving as coaches. An assessment (revalida) is conducted by representatives of the PPSC to

measure the level of knowledge of tanods. This runs for 4 Saturdays.

Phase II: Skills Training. This consisted of basic skills and skills enhancement training,

coordinated by Regional centers of PPSC. LGUs utilize the Patrol 117 ATOMM Team organized in every

city and municipality as the core of trainers. Private sector is also tapped through self-defense associations

and training institutions.

Module 1: Interpersonal Relations and Team Development Focuses on looking at

personal values and human relations, importance of teamwork in attaining community goals and

leading successful teams.

Module 2: Barangay Police Operations Outlines the basic barangay operations to

include patrolling and ronda operations, traffic direction and crowd control, basic radio

communication procedures, basic knowledge on citizen arrest, search and seizure. Also includes

intelligence and investigation, information gathering, reporting and monitoring.

Module 3: Basic Barangay Disaster Management and Emergency Response

Operations. Strategies in responding to various disasters and emergencies. Outlines the duties


28

and responsibilities of barangay public safety officers as fist responders in any emergencies,

including application of first aid.

4.3 Department of Interior and Local Government. Training Manual: Training Workshop on

Strengthening Barangay Peace and Order Committees (BPOCs, circa 2003)

o Module 1: The BPOC Mandates. Peace and Order Situationer; Organizational Duties

and Responsibilities of the BPOC, Operational Linkages and Relationship of BPOC with

other agencies (lecture-discussion, PNP&NAPOLCOM, 1.5 hours). Inputs on EO No

366, DILG Circular No 2002-02, LGC 1991 Chapter 4 No 16 Section 319)

o Module 2: Avenues to Strengthening the BPOCs. Workshop on areas of cooperation

and partnership. Mobilizing Community Participation in Maintaining Peace and Order

(Case Presentations, Technology of Participation method. DILG. 7 hours)

o Module 3: Formulation of a Barangay Public Safety Plan Format and mechanics of

preparing a BPSP. Monitoring, Evaluation and Reporting System of a functional BPOC.

(Lecture-Discussion, Workshop Exercise. NBOO. 5 hours).

4.4 Local Governance Support Programme. Reclaiming Public Life Through Local Special Bodies

Sourbook, (2004) a two-day training workshop module for POC members, which enhanced the

above DILG-produced Training Manual .

Session 1: Overview of the LGC, the Sustainable Integrated Area Development

Framework, and the Local Public Administration Cycle. (3 hours)

Reviews the salient provision of the LGC, highlighting the various

avenues for peoples participation in local governance, and underscores

the mandates of the LGU.

Tackles the concept of Sustainable Development as the overarching

development framework of the country. It relates the concept of SIAD as

an operationalizing principle of SD and related SIAD with the mandates

of the LGUs.

Reviews the general Local Public Administration (LPA) Cycle that

highlights the processes and venues for peoples participation.

Session 2: The Peace and Order Council (1 hour)

Compositions, functions, roles and responsibilities of the POC and its

legal mandates.

Session 3: The POC Operational Manual (circa July 1997). Outlines and describes

the major contents of the POC Operations Manual Circa July n 1997

Session 4: Identifying Issues and Concerns on Peace, Security, and Order (2 hours).

Problem Tree Analysis of peace, security and order concerns in their communities.

Session 5: Action Planning (2 hours). Developing a one-year operational plan for the

POC, using a prepared template.

Session 6: Wrap-Up and Closing (30 minutes). Post-training test and Training

Evaluation.

4. 5. National Democratic Institute (2003-2005): Community Policing

4.5.1 Community Policing. A facilitators’ guide meant for use of MLGOOs, MPDCs, Chiefs of

Police, barangay leaders and CSO facilitators contained the key action steps in facilitating


29

Community Policing. A key portion of the guide was for a 4-day training workshop for no more

than 20 participants on Community Policing. Topics include:

I. Foundations of Community Policing (including historical background of community policing,

building partnerships)

II. Problem-Solving and Community Policing (including the discussion of the SARA Model-

Scanning, Analysis, Response and Assessment, and practical exercises.

Templates, Formats and Instruments for accomplishing the above tools were provided.

4.5.2 Community-Based Safety and Security Assessment Module. This is a two-day workshop

primarily for members of the MPOC. Contents include:

Session 1: Kwento ng Aking Barangay. A historical timeline of the barangay with

emphasis on peace (2 hours)

Session 2: Laws and Rights . National laws and basic rights of indigenous peoples,

women, children, human rights during police action, environmental laws (1 hour)

Session 3: Resource Mapping. Description of resources in the community (1.5 hours)

Session 4: Safety and Security Concerns of the Community. Safety and security

issues, conflicts in their barangays, with template (2 hours)

Session 5: Journey to Peace. Visioning for a peaceful community and how to get there

(1 hour)

It is important to note that these training sessions, while may be treated as stand alone

activities, would not have been as effective if occurring in a vacuum from other community-

police joint activities. Success of the training programs were predicated on other community

organizing, networking, exchange, consultations, and mass dissemination of information

materials.

More importantly, prior to the conduct of any capacity-building or partnership building

activities, an organizational assessment of the Philippine National Police to undertake community

policing was conducted in each of the municipalities covered. The study determined the current

efforts of the local PNP on community policing, identified factors that facilitate or hinder

community policing, assessed training needs, and recommended strategies for capacity-building.


30

Annex A: Some Examples of Successful Local Special Bodies Delivering Effective Services:

A. Local Development Planning Using Inter-LGU Cooperation

1. Metro Piestta, Cagayan5

In April 2002, six municipalities and one component city of the province of Cagayan 6organized

themselves into one metropolitan area aggrupation that is aimed at economic integration and serve as a

vehicle for regional growth and development. The purpose is to have cooperative undertakings that will

address common development needs and concerns and ultimately improve the welfare of the cluster’s

communities. The overall goal is to improve the quality of life of Metro Piestta residents , measured in

terms of attainment of sustainable development, more livelihood opportunities, better access to services,

and stable peace and order conditions.

2. Metro Naga Development Council (Metro Naga)

Metro Naga is composed of Naga City and 14 municipalities clustered around the city. The Metro Naga

Development Council was initiated by local government officials rather than imposed by the national

government. MNDC was created through a MOA among member LGUs and was later formalized in June

1993 by virtue of EO 102 issued by Pres Fidel Ramos.

MNDC is a venue for metro-wide planning and coordination to address challenges that concern all

members or cross-boundary problems that a single LGU cannot address. It also functions as a service

delivery mechanism.

The Metro Naga concept is better suited to the needs of highly urbanized cities like Metro Manila, Metro

Cebu or Metro Davao whose neighbors are also rapidly urbanizing. The MNDC’s development program

shows that the metropolitan concept is a viable option for fostering synergies fpr dynamic sub-national

growth. It is able to address the widening gaps between urban and rural development, create more robust

and diversified economies, and ultimately reduce poverty levels.

While Metro Naga started as an initiative of LGUs, NGOs and NGAs are members of the Council. NGOs

are able to temper the bias of elected officials for short-term projects that may compromise long term

development goals. They provide continuity to the partnerships despite the turnover of local officials

during election cycles, and assist in accessing resources.

B. Peace and Order

1. DILG and LGU of Oroquieta City, Misamis Occidental (Bantay sa Kahusay Ug Kalinaw or BKK)

In 2000, Oroquieta City’s LGU and City Peace and Order Council launched BKK in response to

the high crime incidence and armed conflict. The city Mayor who chairs the CPOC requested the DILG to

develop a conceptual and operational framework. The BKK was developed and endorsed to the

Sangguniang Panlungsod, which approved the concept and allocated funds for it. BKK placed the

barangay at the forefront of the fight against crime and ideology-based armed conflict.

5 Source: Stakeholders’ Consultative Conference of the Metro PIESTTA Cluster (Third On The Job Training Series,

August 20, 2003. 6 Penablanca, Iguig, Enrile, Solana, Tuao, Tuguegarao City, Amulung


31

2. Natularan Mu: Building Alliance for Peace- Strengthening the Inter-barangay Alliance for Community

Peace, Rido, and Land Conflict Settlement Resolution (source: Local Government Academy bound

pamphlet)

C. Education

1. Joint Systems Improvement in Education (Project Josie), Bulacan;

2. Reinventing the Local School Board, Naga City

D. Health

1. Synergy in Integrated Population, Health and Environemnt Programming. Conception, Tarlac

2. Inter-LGU-NGO Partnership in Health Care Delivery: Sta. Bayabas Inter-Local Health Zone, Negros

Oriental

3. Effective Partnership Towards an AIDS-Free Zamboanga City

4. Sustained Quality Maternal and Child Health Care Service of Mayoyao, Ifugao.


32

REFERENCES:

Amoguis, Filipino O. MNSA. Citizen Policing System.(undated, unpublished)

Amouyel, Alexandra. What is Human Security? Revue de Sécurité Humaine / Human Security Journal -

Issue 1 - April 2006

Aquino-Elogada, Rachel. A Field Guide: Barangay Governance and Planning for ARMM Communities.

Local Governance Support Programme in ARMM/Canadian International Development Agency. 2009

Facing Up to the Health Challenge. Service Delivery with Impact: Resource Books for Interior and Local

Government. Canadian International Development Agency. www.msh.org; www.doh.gov.ph

GRM International BV in Consortium with GRM International Grp Ltd., Saniplan GmBH, OIDCI and

CREDES. Report to the Delegation of the European Union in the Philippines. Technical Assistance to the

Mindanao Health Sector Policy Support Programme. Capacity Assessment of the Local Health Boards in

the MHSPSP-supported Provinces (DRAFT). 2010

GRM International BV in Consortium with GRM International Grp Ltd., Saniplan GmBH, OIDCI

CREDES. An Evaluation Report of the Implementation of the Local Health Board Training Program “

Advocating Health, Empowerment and Attitude Change for Development (AHEAD)Course (DRAFT

MANUSCRIPT FORMAT). Technical Assistance to the Mindanao Health Sector Policy Support

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HealthGov. Proceedings of Orientation Workshop on Health Sector Reform for Non-Government

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2007.

HealthGov. Proceedings of the Pangasinan Provincial Partnership Forum on Health Sector Reform.

President Hotel, Lingayen, Pangasinan. September 20-21, 2007.

InWent. District Health Management Tools. Dr. Barbara Loss-Quiroga (Ed.) Berlin, 2004.

Kaban Galing, Galing Pook Foundation, 1604 Jollibee Plaza, Emerald Ave, Pasig City Tel 6871347 to 48

www.galingpook.org

Magno, Francisco A, PhD. “Increasing Sectoral Influence of Civil Society Organizations”. Paper

delivered at the Local Governance Participation Fair, Mercure Grand Hotel, Davao City. 17-18 march

1999

Panadero, Auster. Harnessing Participatory Governance in Revitalizing Rural Communities. Paper

delivered on the occasion of the FAO Thematic Dialogues, SEAMEO Innotech Building, Quezon City.

January 10, 2006.

Paran, Julie Catherine. A Manual on the Local Planning Process. Formulating the CDP and ELA in

ARMM. Local Governance Support Programme in ARMM/CIDA

Paulino, Cecilia, MD, MPH. Final Report. Manual for Health Reform Coordination. Technical

Assistance to the Health Sector Policy Programme. 30 April 2008

http://www.msh.org/

http://www.doh.gov.ph/

http://www.galingpook.org/


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Philippines-Canada Local Governance Support Programme. Reclaiming Public Life Through Local

Special Bodies.. Batario, Red; Sevilla-Alvarez, Girlie and Perfecto, Connie (Eds). Module 1:

Operationalizing the Local Development Council. Module 2: Operationalizing the Local School Board.

Module 3: Operationalizing the Local Health Board. Module 4: Operationalizing the Peace and Order

Council. Center for Community Journalism and Development. Manila. 2004

Rodriguez, Agustin Martin G., PhD., “Legislated Participation: Local Democracy 10 Years After the

Code”, Institute for Politics and Governance. The Local Governance Policy Forum

Sharing Power for Development. Experiences in Local Governance and Decentralization, June 2007

Stakeholders’ Consultative Conference of the Metro PIESTTA (Penablanca, Iguig, Enrile, Solana, Tuao,

Tuguegarao City, Amulung) Cluster (Third On The Job Training Series, August 20, 2003.

Synergeia. How to Reinvent Your Local School Board. (Pamphlet, undated)

Synergeia. Reinventing the Local School Board: The Naga City Model. Manual (undated).

Capacity Building Programs for Philippine Local Special Bodies

Documents

local governments

local peace

local development council

local health boards

local government lgadilg

local school boards

local planning process

local special bodies