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Community and Livelihood Center Barangay Lagundi, Kiamba, Sarangani

Mindanao

Prepared by:

Ms. Eva K. Tan Ms. Sheila Marie Acquiatan

from Institute for Autonomy and Governance

October 1, 2009

Mindanao Trust Fund-Reconstruction and Development Program

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

A Case Study Community and Livelihood Center Barangay Lagundi, Kiamba, Sarangani

Institute for Autonomy and Governance

and

Bangsamoro Development Agency

Table of Contents

ABSTRACT A. INTRODUCTION

Background 1 Research Methodology 1

B. THE COMMUNITY OF LAGUNDI

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

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

D. SUCCESSES AND CHALLENGES 21 E. LESSONS LEARNED 25 F. CONCLUSIONS AND RECOMMENDATIONS 26 ANNEXES

List of Abbreviations

BDA Bangsamoro Development Agency BDP Barangay Development Plan CBMS Community Based Monitoring System CIP Community Investment Plan FGD Focused Group Discussion GSC General Santos City IAG Institute for Autonomy and Governance LGU Local Government Unit (MLGU for municipal; BLGU for

barangay) LACDO Lagundi Community Development Organization MDF Municipal Development Facilitator ME Municipal Engineer MILF Moro Islamic Liberation Front MNLF Moro National Liberation Front MOA Memorandum of Agreement MTF-RDP Mindanao Trust Fund – Reconstruction and Development Program MRL Muslim Religious Leader MPDO Municipal Planning and Development Office MPDC Municipal Planning and Development Coordinator NGO Non-Government Organization PIO Public Information Officer PO People’s Organization SPCPD Southern Philippines Council for Peace and Development VTT Values Transformation Training

ABSTRACT

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

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

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

This is also a story of strong collaboration among the community, the Bangsamoro Development Agency and Local Government units in rebuilding the community.

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

A Case Study 1

INTRODUCTION Background

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

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

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

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

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

Jose R. Huliganga – Barangay Chair of Lagundi, Kiamba

1 The Mindanao Trust Fund is a multi-donor facility supported by the following development partners: Australia, Canada, European Union, New Zealand, Sweden, United States, and the World Bank.

2 Community and Livelihood Center

Abdulatip C. Udda – MILF Municipal Chairperson for Kiamba Jamalol Elementary School Teaching Staff (4 teachers) Mustapha Alipulo – Muslim Religious Leader Nasser Jamalol – Barangay Kagawad (council member)

Ten (10) representatives from each of the following sectors participated in the four (4) Focused Group Discussions (FGDs):

Women’s group of prospective beneficiaries Men’s group of prospective beneficiaries Implementers and members of the PO Formal and traditional leaders

Due to the absence of a barangay profile, the researchers had to put together information from primary sources to serve as background data for the barangay. Four key areas were the focus of the case study:

The type of programs and projects implemented by BDA in the identified communities

The process of implementation of the projects Successes and challenges of the programs/projects Lessons learned from the projects

In the course of the research, the local people in the community assisted the researchers in the preparatory activities and in the collection of data. THE COMMUNITY OF LAGUNDI Project Location

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

The type of soil found is silty, clay loam. The Kling River passes by the barangay on its way to the Celebes Sea. The major agricultural crop is coconut (150 hectares), and in some areas, corn and palay are planted. The barangay is also ideal for fruit trees. Copra (from coconut) is its chief agricultural product followed by durian, mango, banana fruits, and nipa (leaves of the nipa plant used as roofing material). Farmers supplement their income with fishing activities. The barangay has potential for tourism since its shoreline is considered the best in the area for development into a beach resort.

A Case Study 3

LAND USE MAP OF BARANGAY LAGUNDI


Barangay History

Before the 1920’s, the present area of Lagundi was under the barangay called “Kaling”. The residents of Kaling are from the T’boli and Sangil tribes. Some Americans arrived in Sitio Lumit headed by a Mr. Rudes. They coordinated with the natives to stay in Lumit, particularly with the head of the T’boli, Datu Maligang, and the head of the Sangil, Datu Tabalao, who own Lumit. Mr. Rudes planted rubber and coconut and hired the natives in his plantation. The natives were also allowed to get coconuts for their oil needs.

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

Lagundi is remembered as a peaceful area in the early 1960s. Muslims and Christians then lived in unity and harmony. This unity was broken in 1970 when some Ilonggo residents joined the Ilaga group (Christian vigilante group) in reaction to the growing presence of the MNLF. The security situation in the area deteriorated when Martial Law was declared in 1972.

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

In 1978, another wave of Muslim evacuees returned to Lagundi. As a full pledged barangay, the Kapitan del Baryo then was Jesus Gadia. He was replaced by Emiliana Dani in 1987. Ambolodto Dani became the new Barangay Chairman in 1993 and was successively followed by Alfredo Macabayao in 1995 and Odin Adam in 1997. Odin Adam died in 1999 and was replaced by Jose Huliganga, the present Barangay Chairman.

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

Another earthquake took place in 2000 which caused the receding of the shore and evacuation of residents. After a few months, President Joseph Estrada declared an all

A Case Study 5

out war against the MILF who in turn declared an all-out Jihad against the government. Lagundi was again adversely affected by armed conflicts when the MILF deployed troops in the area while the military converted the Kling National High School as a bivouac (camp). Under current President Gloria Macapagal Arroyo, the government and MILF have been negotiating since 2002 to peacefully settle the decades-old armed conflict.

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

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

Table 1: Distribution of Population by Ethnic Affiliation

Puroks HH Population Ethnic Affiliation Purok 1 37 171 98% Cebuano, 1% Ilongo, 1% Ilocano Purok 2 54 259 97% Cebuano, 1% Ilongo, 1% Ilocano, 1%

Boholano Purok 3 45 292 98% Cebuano, 1% Ilocano, 1% Maguindanaon Purok 4 71 242 95% Cebuano, 2% Maguindanaon , 1%

Ilocano, 1% Leyteno, 1% Ilongo Purok 5 65 292 90% Cebuano, 4% Sangil, 3% Maguindanaon,

1% Ilocano, 2% Others Purok 6 72 436 96% Maguindanaon, 3% Sangil, 1% Tiboli Purok 7 67 385 98% Maguindanaon, 1% Sangil, 1% Tiboli

Total 411 2077

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

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

Maguindanao and Sangil are both Bangsamoro tribes with Islam as their religion.

Tibolis are Lumads (indigenous people), while most of the Cebuanos and other tribes are Christians. The demographic survey of the barangay also showed that there are 22 professionals and 14 skilled workers among the population of Lagundi.

As shown in the population distribution in the puroks, although the Bangsamoro Tribes are in the majority, they are concentrated in Purok 6 and 7. Those staying in other


puroks married Christians or Lumads. The families resulting from these intermarriages are still identified as Muslims because the religion of the father is most often followed. The children study together in the elementary school, but many Muslim families also send their children to madrasahs for religious studies, in addition to the formal school. Socio-Economic Profile

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

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

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

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

As seen from the land use map, there are 4 mosques, one Catholic chapel, and one Protestant church” in the barangay. A number of houses are found along the highway.

A Case Study 7

The center of barangay activities is still in Purok 1 where the offices of barangay officials and the health station are found.

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

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

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

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

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

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

In education, there are children aged 6-12 (elementary school age) who are not in school. Approximately 25% of boys and 19% of girls in that age group do not attend school. The proportion of out-of-school youths increased in the age group 13-16 years old


(high school age). Despite the presence of the Kling National High School, 42.7% of males and 33.3% of females are not attending school. This is due to extreme poverty, especially in Purok 6 and 7 which are predominantly populated by Muslim residents. There are still fees to be paid when enrolled in the government highschool. As a result, the barangay has a large group of out-of-school youth while at the same time employment options are limited.

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

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

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

Table 2: Pre-BDA Implementation Projects

Development Projects Implementing/Donor Agency

Electrification of Purok 7 Barangay LGU Water System (not functional) Municipal LGU Public market (destroyed by earthquake) Municipal LGU Sea Wall Municipal LGU Basketball Court Provincial Govt. Solar Dryer Municipal LGU

A Case Study 9

Development Projects Implementing/Donor Agency

Farm to Market Road in Purok 6 Municipal LGU Goat dispersal Municipal LGU Madrasah Provincial Govt. Corn Dispersal Provincial Govt. Sari-Sari stores SPCPD Fish nets and boats SPCPD Seeds and fruit bearing trees Dept. of Agriculture Livelihood for Women (WINDS) Dept of Social Welfare & Development Bigasan ng Bayan National Govt. Mosques Kuwait Aid Barangay Hall and Health Center UNDP Act for Peace Trainings on farming and agro-forestry UNDP Act for Peace Provision of fishing gears/facilities UNDP Act for Peace Day Care Center Datu Jamalol (private individual)

The above mentioned projects were initiated by donors with counterpart funding

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

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

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

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


In the absence of the barangay profile, the research team cannot ascertain if the above projects are the only ones implemented in the barangay.

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

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

A Case Study 11

The Barangay Chairman was therefore pleasantly surprised when he received the invitation to grace the turnover ceremony of the Community and Livelihood Center. He could not believe that the People’s Organization was able to finish the project in record time (45 days). Preliminary Activities of BDA Implementation

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

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

- follows up directly with the POs in his/her area; - collects data and information from POs for submission to RMO; - provides feedback on quality of activities; - can be consulted by POs or beneficiary groups for assistance during sub-

project implementation; - monitors sub-project progress; - provides information of BDA activities to interested parties; - keeps documentation of all project-related activities in his/her area.

Community mobilization was started by Bangsamoro Development Agency in

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

There were originally 25 members of the organization, 22 men and 3 women. This was later expanded to 30 members to promote gender equity, and cultural solidarity. The additional members were 3 Christian women, 1 Muslim woman, and 1 Christian man. With the entry of 4 Christians, the PO was no longer an exclusive Muslim organization composed mainly by men. It also counts among its members representatives of various tribes present in the barangay – the Sangil, and the T’boli. At the time of the research study, there were 25 active members, 6 women and 19 men.

In all these preparations, the MDF played a very important role. The MDF (Jamil Udda) was formerly the secretary of the LACDO. He was asked by BDA to be the MDF when the MTF project started. His background as a development catalyst prepared him for this role.


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

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

When the PO was formally recognized, the members were given training in Values Transformation by BDA. The participants in the FGD conducted by the research team consider the Values Training as the most important intervention that was given to them by the BDA. The training further strengthened their organization and prepared them to be development catalysts.

Members of the PO (LACDO) as they discussed the process of implementing the sub-project with the research team. The president is shown at the far right (in white t-shirt) writing his thoughts on a meta card.

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Training in Values Transformation

The training on values transformation (VTT) came up due to “increasing adherence to un-Islamic ethics and morality among many Bangsamoro in conflict-affected areas across Mindanao; and the distorted or declining practice of Islamic values in all aspects of a Bangsamoro life”. (It has been generally observed that many Muslims are drinking alcohol, smoking, and are involved in corrupt practices.) Based on this rationale, the goal of the training is to “establish a pool of BDA Catalysts with enhanced knowledge, appreciation, and practice of Islamic values that will help them in serving the Bangsamoro communities more effectively and efficiently”. This training is provided by BDA in all its project areas.

The VTT was presented to participants using action-oriented and participant-centered methods incorporating adult learning principles. The modules enabled the participants to prepare practical guidelines in applying universal values in development. Some of these values are:

Submission (to Allah) Sincerity, honesty, and truthfulness Transparency Humility Patience and perseverance Knowledge Selflessness Charity and kindness Justice, fairness, and equity Sense of responsibility and accountability Piety Peace

The module thus moved further than just identifying and clarifying values. It

identified the community development processes or phases where these values can be applied. These are:

Taking care of and sustaining infrastructure/economic projects and other

form of investments in the community Preserving the natural resources of the community Dealing with developmental partners in the area Maintaining harmonious relations with and among community members

(peace building aspect)

The BDA therefore prepared its development catalysts to be the personification of values in higher stages of development. The modules used in VTT are not only applicable to Muslims, but to other religions as well. Christians who were aware of the VTT are interested to be participants as well, since the values involved are positive universal values. It is of general knowledge that projects provided to developing communities


suffer neglect and deterioration because the communities were not prepared for its sustainability. Providing the right attitude and values in this aspect ensures that development will be pushed further to higher levels. Community Investment Planning The approval of the MTF-RDP block grant started the project activities of LACDO in December 2007. First, they formulated their Community Investment Plan (CIP) for the project. It should be noted that the CIP of Lagundi took the needs of all the Puroks into consideration, unlike in the past consultations when only the barangay officials were involved in the planning process. However, prioritizing the needs of the puroks resulted to the same needs surfacing in each of the Purok. The Community Investment Plan for the Barangay have almost the same needs (training center, market building, drainage canal) for each of the Purok. Women were actively involved in the identification of needs for the CIP.

Table 3: Community Investment Plan, 2008-2010 Barangay Lagundi, Kiamba, Sarangani

Program/ Project

Benefi-ciaries (HH)

Estimated Cost

MLGU 10%

BLGU 3%

PO 2%

MTF-RDP

Implemen-tation Period

PUROK 1 Training Center 411 850,000 85,000 25,500 17,000 722,500 2008

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

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


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

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


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

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

PUROK 4

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

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

A Case Study 15

Program/ Project

Benefi-ciaries (HH)

Estimated Cost

MLGU 10%

BLGU 3%

PO 2%

MTF-RDP

Implemen-tation Period

Market Building 411 HH 700,000 70,000 21,000 14,000 595,000 2010


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

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


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

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


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

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

Sub-Project Proposal Preparation

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

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


operated, and managed the project after having received relevant training from the BDA Regional Management Office.

Table 4: Budget for the Sub-Project Install-ment

Description Date

PlanneMTF-RDP

MLGU BLGU LACDO TOTAL

1st Project start up (normally 50% of sub-project budget) 5/01/08 237,737 75,000 15,570 10,380 338,687

2nd Normally 40% of sub-project budget – when PO and RMO certify that 80% of 1st installment has been spent and conditions met

253,490 9,060 5,031 3,354 270,935

3rd Normally 10% of sub-project budget. For contractor, can be requested after PO and RMO certify that the sub-project is completed. For community, if all of 1st installment and 80% of 2nd installment are utilized

67,502 250 0 0 67,752

When informed by the MDF that the project has been approved by the MTF for

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

Sub-Project Implementation

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

A Case Study 17

Front view of the completed Community and Livelihood Center

Side view of the completed Community and Livelihood Center

The training room which was used for the FGD. The tables were recycled wood and owned by the center, but the chairs are owned by the municipal government and loaned only for the turn over ceremony.


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

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

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

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

BDA Project Other Projects

More time spent on social preparation and community mobilization

Less time spent on social preparation

Training on values transformation for all Values transformation training only for a few

PO trained on project implementation No training on project implementation for PO since LGUs and government agencies implemented the project

Project implemented by the PO, not by LGU Project implemented by a contractor or BLGU

Skilled labor came from the community Skilled labor from outside the community

A Case Study 19

BDA Project Other Projects

Volunteer work from beneficiaries required No required volunteer work on project

Lot or project site donated Project site bought by donor agency

Counterpart of BLGU is 5%; MLGU is 10%; PO is 2%

Counterpart of BLGU is 5%; MLGU is 10%; no counterpart from POs

MOA between BDA and LGU signed before start of implementation

MOA between LGU and funding agency signed before start of implementation.

Technical cooperation between LGU technical team and the PO team

PO team not involved. Technical cooperation between LGU and contractors

Funds downloaded directly to PO account. PO in charge of finance

Funds managed by LGU, NGO or funding agencies

Project Impact

The process adopted by BDA in implementing the project – the community driven development approach – was well appreciated by the stakeholders. The process, from the start to the project completion, had the following impact. 1. Social Preparation

The social preparation undertaken prepared the community for the change being introduced by the project. The process of undertaking a survey made the implementers more aware of their community and encouraged them to maintain a record of community data and statistics. The municipal officials, and the beneficiaries who were invited to the orientation understood their role and contributions to the project. The beneficiaries were made to understand that the project was meant to improve their status in life. Involving them in identifying the sub-project made them appreciate and look forward to its implementation. 2. Training on Values Transformation

The training on values transformation made the participants identify the values that will help them in the process of development. They understood through the VTT that the practice of universal values will help them in their quest for peace, not only within themselves, but in their relations with their fellowmen. The impact of the training on the participants made them wish that other members of the barangay be given the opportunity to undergo the same training. 3. Training on Project Management

The training of the PO officers and members in financial management, bookkeeping, procurement, safeguards, gender, monitoring and evaluation prepared them for the implementation of the sub-project. The training on bookkeeping in particular helped them understand proper procedures in recording their financial transactions, which


made them aware that transparency and accountability must be practiced in project implementation. In other projects, the LGU or the NGO handles the funds and the beneficiaries only waited for the project to be finished. The training heightened their awareness of their duty to monitor the implementation of projects in their area to avoid the corruption experienced in previous project implementation. 4. PO Participation in Project Implementation

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

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

The PO members provided volunteer labor for the subproject implementation. This made the stakeholders value more the project because they have given a part of themselves in doing volunteer work.

The lot for the project site was part of the counterpart of the beneficiaries. The

project required that this should be donated. In the case of Lagundi, an officer of the PO willingly donated the lot as his contribution to the realization of the project. In other projects, the lot is acquired through purchase by the donor agency, which caused a large reduction in the project fund. 5. Participation of LGUs

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

A Case Study 21

SUCCESSES and CHALLENGES Successes The implementation of the LACDO’s Community Livelihood Training Center project is by many measures considered a success. The following are the indicators: 1. Community participation and empowerment

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

• It employed the services of a dedicated local person, the MDF, as the POs

connection to the BDA Regional Office and the Local Government Units. The MDF was one of the volunteer community workers when the BDA started, and now works full time for the project.

• Adequate social preparation and consultations were made as the first steps in

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

• The Peoples Organization resulting from the social preparations became the

implementer of the project. This produced community ownership of the Center. The community willingly contributed their share (as in the donation for the lot) and their volunteer work as the PO counterpart.

• The Peoples Organization was empowered by BDA to manage and sustain its own

affairs. Working in coordination with the local governments, they became aware of what is due them as citizens. They took the initiative to push the LGUs to contribute their share in project implementation.

• Although most of the time the women were still given the traditional roles of

cooking and providing food during the implementation period, they have expressed interest in participating in development efforts, particularly when the trainings in the Community Learning Center will be in full swing. The chair of the education committee is a woman, and women are assigned to oversee the maintenance of the building. Unfortunately, there were no other professionals (aside from the retired teacher) or highly educated women among the members who can be tapped to do more challenging roles during project implementation.


2. Enhancing social capital and inclusiveness

• The training on Values Transformation allowed the community to identify and practice universal values, which contributes to a more peaceful and developmental outlook in life. This assured the continuing contribution of the community to the project for its sustainability. Taking care of and sustaining infrastructure/economic projects and other form of investments in the community were values that were identified during the training.

• The VTT proved to be especially helpful in an area like Lagundi which is situated

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

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

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

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

• BDA did not create an additional layer of bureaucracy. Instead, it used existing

LGU personnel such as the Municipal Engineer and the skilled carpenters, and the Peoples’ Organization. There was a transfer of construction technology between the LGU personnel and the PO members which is equivalent to sending the PO members for training.

3. Good governance

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

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

LACDO as the implementing agency. But the role of other coordinating agencies

A Case Study 23

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

• The barangay chairman had a change of heart because of the project. He admitted

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

• Due to the project, the community was able to establish and write down its history

and profile. Although this is in the process of formulation by the municipality, it provided data which can be incorporated in the barangay profile.

4. Advantages to the beneficiaries

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

• As provided for in the sub-project proposal, the Community Livelihood Training Center will be the venue for community members to be trained in various livelihood skills. This is very important in a community where unemployment is high due to the absence of livelihood opportunities. The project already has established the credibility of the members. In a short time, the trainings will hopefully increase income and improve their chances of being employed.


Challenges Despite the successes, there were challenges that the stakeholders still have to hurdle. These are as follows. 1. Perceived marginalization of community members

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

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

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

• The tables are turned when analyzing the membership of the PO. From the start,

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

2. A challenge to leadership

• The president of LACDO confessed that despite the many training he has attended, he learned that “hindi madali ang humawak ng tao” (“it is not easy to handle people”). He had to pray to Allah to help him, especially when some volunteers demanded that all members of LACDO contribute equal labor to the project. He said he is aware that the older members cannot put in as much time and effort compared to the younger ones, in the same way that women members should not be required to provide the work that men do. This led to a lengthy discussion among the members, which was eventually solved. However, his past trainings helped him a lot, particularly the VTT, when faced with problems such as this. His next challenge is to lead the process in deciding how to convince people to use the Community Center. According to him, there is already a written policy on the use of the center which has to be validated by the community. The Community Center is open to being used in weddings, meetings, trainings, and other cultural celebrations of Muslims and Christians alike. The rental for its use may cover catering, stage preparations, and decoration. Funds derived from such activities will be used for the maintenance of the center and for future projects.

A Case Study 25

• Since the sub-project only provided the infrastructure for the center, the PO had to

provide all the other necessities for the operation of the center. This includes a computer, printer, desk, and office supplies for the office. The training room already has tables but no chairs. The kitchen lacks the necessary equipments for cooking and dining. When the budget was approved, the PO thought the funds will be more than enough even for these necessities. They were proven wrong, and is said to still owe the municipality some amount that was used for the project. They are presently soliciting contributions from all sectors for funds.

3. Coordination and collaboration

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

LESSONS LEARNED

The BDA project in Lagundi was a learning experience for all—the implementers, the beneficiaries, and the research team doing the case study. The following lessons can be extracted from the case study. 1. Social preparation was a very important step in the process of introducing development interventions in Lagundi. In the case of the BDA design, orienting the stakeholders at different levels contributed much in the succeeding coordination activities. Lagundi is a very good example of how the municipal and provincial governments were oriented and prepared to assist the Peoples Organization in implementing the sub-project. Although the barangay officials, through their own choice, missed out in thein the beginning, the barangay chairman later learned a lesson in prejudging capabilities. 2. The successful coordination among the LACDO, the municipal government, and the provincial government was identified by the implementers as a positive factor in the early completion of the sub-project. Another positive factor is the trust given by businessmen in General Santos City, who were willing to provide materials on credit to the little known community organization. The research team views this as a successful experiment in improving Muslim-Christian relations, and in planting the seeds of peace and development. 3. The research team considers the leadership of the LACDO as a contributing factor to the success of the project. The officers worked full-time on the project, especially the PO President and the MDF. Their lack of knowledge on construction did not deter them from constantly consulting the skilled workers, particularly the Municipal Engineer and


the MPDC, who were there to supervise. As a result, the implementation became a learning experience for the group. 4. The interview of key informants showed that not all strategic sectors were invited to the project orientations. The elementary school teachers would have contributed a lot to the project, had they been provided with knowledge regarding the development efforts. At the time of the survey, this strategic sector (education) remained ignorant of the activities, and was therefore not yet receptive to changes being introduced. The involvement and awareness of majority of the barangay residents in the project would have bridged the gap between Muslims and Christians. Because the Community Center can be used for functional literacy-cum-livelihood activities, it is necessary to pay special attention to involving the education sector early on. 5. The BDA relied on the members of the Peoples Organization to function as development catalysts. In Lagundi, the LACDO members have adapted to their role of development catalysts. The values transformation training and the project management training helped them a lot in changing their paradigms of development. The research team witnessed how they tried to sustain the momentum started, despite the lack of community resources. 6. The values transformation training also had a profound effect on the PO members that they consider this as the most important intervention in their life as development catalysts. They were able to sharpen their ability to differentiate what is right and what is wrong in their way of life. They can now claim with confidence that they are better persons because of it.

CONCLUSIONS AND RECOMMENDATIONS

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

Much of BDA’s efforts were focused on how the development catalysts—the members of the people’s organization called Lagundi Community Development Organization—can maximize the assistance provided by the MTF-RDP in implementing a sub-project called the Community and Livelihood Training Center. The LACDO was able to finish construction within 45 days. This was made possible through the assistance of the municipal government and the provincial government. It is therefore a model of coordination among stakeholders who have given high priority to peace and development.

A Case Study 27

There is still a lot of work to be done to sustain what has been an impressive performance of the LACDO. The following are the recommendations of the research team. 1. The PO still require resources to purchase furniture and equipments to make the Community Center functional. It should therefore be assisted by BDA to come up with a plan for resource mobilization. 2. The Barangay Development Plan of Lagundi has not been finalized and will still undergo validation. This will be a good opportunity for the PO and the BLGU to reconcile the Community Investment Plan of the Puroks with the BDP. The process used in the formulation of the CIP differed from that of the BDP, making the results of the two documents different from each other. As shown by the FGD results, the PO members have better insights into barangay needs and aspirations based on the participatory nature of developing the CIP. The two documents should be reconciled with participatory governance as the guiding principle. 3. A more aggressive way to inform people in the barangay of the existence of the project and of the BDA should be undertaken. This can be done in coordination with the Barangay Chair who already swore to assist in the BDA project. Information will also change the old attitudes and stories prevailing among Christians regarding the Muslim community. The team suggests that social preparations be conducted before the implementation of the next sub-project to make it an ideal bridging project for the community. The PO already has plans to replicate the community development process – start with the municipal officials, go down to the barangay officials, then to the Purok leaders, and finally a barangay wide meeting to get feedback. 4. The BDA should give attention to the recommendations given by the FGD participants regarding proposed interventions and changes to bring about development in the community:

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

• Since only the POs were trained on VTT, the training should be given to more

people in the community, particularly the religious and traditional leaders who in turn can echo the training to their followers.

• Encourage other development agencies to adopt the community driven

development process of MTF-RDP/BDA. Adequate social preparation and knowledge on the development project to be implemented is essential for the beneficiaries in the community.


• Focus future assistance to the barangay on the provision of basic social and economic services, and the improvement of the political/cultural climate.

• Assist the Community and Livelihood Center to identify means for the provision

of computers and a sound system unit with microphone, chairs and ceiling fan, kitchen wares and cooking equipments, refrigerator, and tiles for flooring of training room.

5. Due to the difficulties experienced by the PO in managing the the impact of the price escalation of material for the project, steps to prepare for eventual price increases should be incorporated in the budget. One suggestion is to allow the POs to provide an allowance (small percentage) for increase in prices. This should be part of the approved amount for the purchase of materials. Another suggestion is for funds to be released on time. There should be a more realistic projection of starting date and completion date for implementation. 6. The LACDO should further expand the membership of the organization to include more Christians and actively recruit more women from other puroks. Only with an expanded membership can the activities of the PO be considered a bridging program for development.

A Case Study 29

Annex 1

Community Based Monitoring System CBMS Statistics Simulator (Partial results/ for Validation) Province: CBMS Core Indicators, Barangay City/Municipality: The 13+1 dimensions of poverty Barangay:

Indicator

Households Population

Magnitude Proportion Magnitude Proportion

Total Male Female Total Male Female

DEMOGRAPHY

Population 344 1579 809 770 100 51.2 48.8

Average household size 5

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

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

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

Members 6-16 years old 210 61.0 431 210 221 27.3 26.0 28.7

Members 10 years old and above

344 100.0 1207 619 588 76.4 76.5 76.4

Members of the labor force 294 85.5 391 307 84 24.8 37.9 10.9

HEALTH AND NUTRITION

children 0-5 year old who died

3 2.0 3 2 1 1.4 1.8 1.0

women who died due to pregnancy related-causes

0 0.0 0 0.0

malnourished children 0-5 year old

13 8.8 16 8 8 7.4 7.1 7.7

HOUSING

households living in makeshift housing

8 2.3 33 22 11 2.1 2.7 1.4

households who are squatters

13 3.8 49 27 22 3.1 3.3 2.9

WATER AND SANITATION

households without access to safe water

32 9.3 146 77 69 9.2 9.5 9.0

households without access to sanitary toilet facility

133 38.7 639 332 307 40.5 41.0 39.9

BASIC EDUCATION children 6-12 years old not attending elementary

54 32.9 60 32 28 21.7 25.0 18.8

children 13-16 years old not attending high school

49 42.2 59 35 24 38.3 42.7 33.3

children 6-16 years old not attending school

45 21.4 61 36 25 14.2 17.1 11.3


INCOME AND LIVELIHOOD households with income below poverty threshold

197 57.3 1003 519 484 63.5 64.2 62.9

households with income below food threshold

150 43.6 797 413 384 50.5 51.1 49.9

households experienced food shortage

19 5.5 85 42 43 5.4 5.2 5.6

Unemployed members of the labor force

3 1.0 3 3 0 0.8 1.0 0.0

PEACE AND ORDER

Victims of crime 1 0.3 1 1 0 0.1 0.1 0.0

A Case Study 31

Annex 2

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

Chairman: Mr. Jose Huliganga Jr. Kagawads: Mr. Nasser Jamalol

Ms. Adelina Galzote Mr. Pastor Lucero Jr. Mr. Joshua Capul Mr. Solaiman Abdulfata Mr. Bonifacio Dani Mr. Jamir Taludsok

Treasurer: Mr. Virgilio Villaflores Secretary: Mr. Excel Sales SK Rep: Ms. Jobylin Elope

The officers of the organization are as follows:

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

Committee Chairs: Committee on Education: Mrs. Perla Lecena Building Maintenance: Mrs. Sonia Villaflores Sub-Project Planning: Mr. Abdulbasit Ibrahim M and E: Mr. Abdulpata Paquil

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