pcia field guide - oct2007

Mainstreaming Peace and Conflict Impact Assessment (PCIA)

A Feld Guide

Programme de soutien aux gouvernements locaux

in Local Governance

Mainstreaming Peace and Conflict Impact Assessment (PCIA)

A Field Guide ACT for Peace Programme

in Local Governance Processes

Produced by LGSPA and GOP-UN MDP ACT for Peace Programme for field- testing purposes; 2007 i

PREFACE

This is more than a field guide. It is a story of how people who seek peace have come together in different

capacities and roles to challenge the way they think and do their work in conflict-prone communities. It

started in 2003 when, building on experiences of looking at peace and conflict impact of initiatives in Sri

Lanka, Kenneth Bush of the International Development Research Center, offered a process that would

enable peacebuilders to do their work differently. A series of LGSP II-supported workshops were conducted

to systematically introduce the PCIA process to peace institutions and programs in the Philippines-- the first

was held at Marco Polo Hotel in Davao City on January 14-17, 2003 and the second at Eden Nature Park,

Davao City on June 14-17, 2003. After these workshops which brought together civil society, government

officials and donor agencies, Ken Bush left with casual remark: “if you find it (PCIA) useful, use it; if not,

discard it”.

From the seeding ground in Marco Polo and Eden, community-based and LGU-led efforts to try PCIA in their

respective areas of influence have grown. It took off from the re-echo seminar conducted by Sindaw Ko

Kalilintad for its fourteen (14) area leaders with resources pooled in from project savings of their partner-

NGO, the CO Multiversity. From there, more leaders were trained and a manual was produced with the

support of The Asia Foundation. Community projects within the peace zones were appraised and enhanced

using the process suggested in PCIA. A three-year community-based peacebuilding program of the CO

Multiversity was developed using the five PCIA impact areas as its focus or peace lens and has significantly

woven both development and peace concerns in their current work in Mindanao.

In 2005, twelve (12) LGU facilitators were carefully selected and trained to lead hands-on PCIA processes in

seven (7) provinces in ARMM. The GoP-UN MDP ACT for Peace Program, through the ARMM-Area

Management Office, saw the strategic importance of the process and judiciously allocated program

resources for this pioneering effort.

These and other NGO-led efforts to mainstream PCIA have signaled the need to consolidate on-the-ground

learnings and practical approaches into a user-friendly guide for present and would-be facilitators of PCIA.

Starting with the LGU as primary user, this field guide has thus been developed to respond to the need to

build LGU capacities in peacebuilding, which the LGSPA and ACT for Peace seek to address collaboratively.

It is envisioned that the fruit of the independent but interconnected efforts of the NGOs, individuals and

government agencies mentioned above will continue to be shared and enjoyed by those who find this

process not only useful but, more importantly, meaningful as they continue to create the impact in our

communities and society that we all envision: peace by peaceful means.

Produced by LGSPA and GOP-UN MDP ACT for Peace Programme for field-testing purposes; 2007 ii

ACKNOWLEDGEMENTS

This field guide is a result of collaboration and convergence among individuals and institutions that have

been at the forefront peacebuilding and local governance in Mindanao.

Acknowledgement goes first of all to the community leaders and local government officials who have blazed

the trail in integrating peace and conflict impact assessment into their work. The Sindaw ko Kalilintad, an

alliance of peace advocates in Central Mindanao, is especially recognized for taking the initial steps towards

PCIA mainstreaming in their peace zone initiatives.

Journeying with them is the Community Organizers’ Multiversity which, together with the resource persons

of the first PCIA workshop in 2003, pooled their resources and expertise to build the capacities of local

communities in peace and conflict impact assessment as a process.

Support institutions and programs such as the Local Government Support Program-II (LGSP-II) and the Local

Governance Support Program in ARMM (LGSPA), GoP-UN MDP ACT for Peace Programme, National

Democratic Institute (NDI), and the Office of the Presidential Adviser on the Peace Process (OPAPP) have

been providing the necessary assistance to make the PCIA activities happen since the first workshop held in

Eden Nature Park up to the most recent Roundtable Discussion some four (4) years later.

The ACT for Peace (ARMM office)-trained facilitators on PCIA were the second batch of community

facilitators who provided key inputs into the enhancement of the PCIA process based on the hands-on PCIA

that they undertook among seven (7) ARMM LGUs and academic institutions involved in peace work.

Other NGOs and government agencies such as the DILG, Minland, Assisi Development Foundation, Institute

of Peace and Development in MSU-Marawi and MSU-Maguindanao joined the growing momentum for PCIA

as they sent their representatives to two major activities, the Roundtable Discussion and Writeshop held in

February and May 2007 respectively, which led to the drafting of this guidebook.

Of course, special acknowledgement goes to Kenneth Bush, Myn Garcia and Madett Gardiola who worked

together under the LGSP-II and paved the way for all the current initiatives through their pioneering effort to

introduce PCIA to peace advocates in Mindanao.

Produced by LGSPA and GOP-UN MDP ACT for Peace Programme for field-testing purposes; 2007 iii

TABLE OF CONTENTS

INTRODUCTION ………………………………………………………………………..……………………………… 1

CHAPTER 1: THE IMPERATIVES FOR MEASURING PEACE AND

CONFLICT IMPACT IN LOCAL GOVERNANCE …………………………………..………………… 3

CHAPTER 2: THE ROLE OF LOCAL GOVERNMENTS IN PEACE WORK ………………..…….………….….… 11

CHAPTER 3: MAINSTREAMING PCIA IN LOCAL GOVERNANCE PROCESSES …………..…………………. 15

CHAPTER 4: HOW TO MAKE INTERNAL PROCESS IN LOCAL GOVERNANCE

MORE PEACE AND CONFLICT-SENSITIVE……………………………….………………………… 17

A. Performance Management ………………………………………………………………………….. 17

B. Policy Development …………………………………………………………………………………….. 18

C. Operationalization of Local Special Bodies (LSBs) .……………………………………….. 20

D. Barangay Justice System .…………………………………….…………………………..…………. 21

CHAPTER 5: HOW TO MAKE INTERVENTIONS MORE PEACE AND CONFLICT SENSITIVE …………..…. 25

A. Local Development Planning/Executive and Legislative Agenda …………………. 25

B. Capacity Development ………………………………………………………………………………. 29

C. Service Delivery……………………………………………………………………………………………. 30

D. Integrated Area Community Public Safety Program……………………………………. 36

E. Emergency Response………………………………………………………………………………….. 39

CHAPTER 6: HOW TO USE THE FIELD GUIDE ……………………………………………………………….. 43

Annexes:

ANNEX A: FIELD TESTING GUIDE FOR PCIA FACILITATORS ……………………………………………….. 45

ANNEX B: SESSION GUIDE FOR COP/PCIA ORIENTATION ……………………………………………….. 49

BIBLIOGRAPHY ………………………….……………………………………………………………………………… 59

Produced by LGSPA and GOP-UN MDP ACT for Peace Programme for field-testing purposes; 2007 1

INTRODUCTION

The field guide has been written for the use of LGUs, local functionaries and local elected officials as the

primary target audience. Support institutions who engage LGUs will also find the field guide useful in

improving the effectiveness of their initiatives in the areas of capacity development, project

implementation, and evaluation.

The specific purpose for which this guide has been produced are as follows:

• To equip users with know-how on strategies for awareness raising and integrating Culture of Peace

and Peace and Conflict Impact Assessment (PCIA) in local governance processes

• To generate interest and commitment on the use of PCIA as a guide for project implementation

processes

• To provide guidelines on how to strengthen capacity of LGUs using PCIA in local governance

processes

Chapter 1 of the field guide opens with The Imperatives for Measuring Peace and Conflict Impact, which

provides the context, and reasons why PCIA is important for LGUs. It also explains the basic principles, key

areas for assessment and steps in conducting PCIA culled out from the Hands-on PCIA primer developed by

Kenneth Bush who pioneered the PCIA process in Sri Lanka, Sierra Leone and Bosnia.

Chapter 2 focuses on The Role of LGUs in Peace Work where the mandates for LGUs are spelled out together

with more specific goals and strategies for peace outlined in the National Peace Plan. This is supposed to set

the tone for the subsequent topics of the field guide on mainstreaming and local governance processes

where PCIA can be integrated.

Mainstreaming PCIA in Local Governance Processes can be found in Chapter 3 which defines the parameters

for mainstreaming and suggests areas where this can happen. Challenges to mainstreaming which had been

identified by the participants of the PCIA roundtable discussion are also presented in this section.

Chapters 4 and 5 present the two main strategies or approaches for mainstreaming which are awareness

raising and application where respective LGU processes are described in terms of their function, importance

to peace work, steps involved and the measurable results which can be attained through PCIA. Key

questions or indicators are also listed which can be used to assess the specific local governance process for

its potential and actual peace and conflict impact.

Chapter 6 wraps up the field guide with recommended steps for field-testing and describes the key people

who should be involved in the activities outlined.


Chapter 1:

IMPERATIVES FOR MEASURING THE PEACE AND CONFLICT IMPACT

IN LOCAL GOVERNANCE

LGUs play a crucial role in peace work with mandates emanating from the Comprehensive Peace Plan of the

national government and the LGU mandate in maintaining peace and order. As they perform key roles

related to efforts to address the root causes of conflict, LGUs undertake processes for internal management

and strengthening as well as provide services address the needs of their constituents which can impact on

the peace and conflict situation positively or negatively.

Anticipating, monitoring and measuring the impact of these processes are important in enabling LGUs to

play their roles in peace work more effectively. Skills in peace and conflict impact assessment are thus

necessary for LGUs to ensure that their work in delivering services, facilitating local economic development,

pursuing infrastructure development among others promotes peace and prevents conflicts. A fundamental

requirement in this, however, is developing the awareness of LGUs on the significance of their role in peace

beyond the traditional mindset of “peace and order” to a more holistic framework of a culture of peace.

What is Peace and Conflict Impact Assessment (PCIA)?

PCIA Primer, by Kenneth Bush, June 2006

PCIA is a means of anticipating, monitoring, and evaluating the ways in which an intervention may affect or

has affected the dynamics of peace or conflict in a conflict-prone region.

PCIA is a process, similar to Gender Analysis and Environmental Impact Assessment, which helps identify and

understand the impact of an initiative on peace or conflict. PCIA can be used in a broad range of conflict-

prone settings, i.e. places where there is a risk that non-violent conflict may turn, or return, to violence. PCIA

must be integrated into every stage of the project cycle - design, implementation and evaluation - if it is to

help us in our work.

PCIA is an extremely important and useful process that will help you ensure that the initiatives you are

working on do not aggravate violent conflict and, as far as possible, contribute to building peace within and

between communities

Where should you "do" PCIA?

PCIA should certainly be integrated into initiatives located in areas of militarized violence. However, they

should also apply to initiatives in a far wider range of conflict-prone settings – that is, places where there is a

risk that non-violent conflict may turn (or return) to violence. This includes areas:

� where the control over, or use of, territory or resources is disputed;

� where the socio-economic gap between groups is increasing; or


� where unemployment is rising while living standards and human security are declining.

In each of these examples, violence and bloodshed may not have occurred. However, the likelihood that

violence may occur is significant – especially if the tools for resolving conflict non-violently are weak or

absent (e.g., where the political and legal systems have collapsed or become corrupt). In these settings,

PCIA is essential.

When should you "do" PCIA?

Ideally, PCIA should be undertaken at all stages of a project, programme or initiative. However, it may be

used for different purposes at different stages of an initiative:

How can a development initiative have a peacebuilding or conflict-creating impact?

Imagine a municipal water project that seeks to improve access to clean water in an area where there have

been tensions between communities.

We could say that this initiative has had a positive peacebuilding impact if:

� it helped to bring members of the communities together because of their shared interest in clean

water and the benefits this has for public health and general quality of life

� it created the communication channels and opportunities for diverse members of different

communities to work together on issues beyond water management

� it increased inclusion and participation of both women and men from violence-affected groups in

decision making at the community level on issues they consider a priority

� professional or interpersonal relationships began to grow across community lines and perhaps

encouraged communities to work together in other areas of activity

That same water project could have a conflict-creating impact if, for example, one community starts to think

that the other community is benefiting more than its own -- or worse, if it believes that the other

PHASE OF

INITIATIVE How is PCIA used? Objective

PRE-INITIATIVE

Planning Tool for Initiative Design,

and Formulation

Anticipating/ "guesstimating" future

impacts; "Building in" conflict prevention/

peacebuilding mechanisms

IN-INITIATIVE Performance Monitoring and

Management tool

Monitoring Immediate Impacts

POST-INITIATIVE

Strategic Planning for future phases

Evaluation, Institutional Learning


community will benefit by "stealing" its water. Or, conflict may be created (or worsened) if some members

of the population are excluded from decision-making, participation, and so on (women, marginalized social,

economic, ethnic, linguistic, religious, cultural groups).

How should we integrate peace and conflict issues into our work in conflict-prone

areas?

Peace and Conflict Impact Assessment is different from the way planning, monitoring, and "evaluation" is

usually done, because it focuses on impacts far beyond the stated outputs, outcomes, goals and objectives

of an initiative or programme. It looks for impacts on the peace and conflict environment – in areas that an

initiative may not have been designed to affect. We need to "read between the lines" of what is happening

or has happened.

PCIA tries to learn from the successes and failures of efforts to mainstream" gender and environment into

our work. Until we developed the tools to see and to measure the impact of our development work on

women, girls and the environment, all we had were short, disconnected, stories of how a particular

intervention seemed to have an impact. We did not have the full story; we did not have a larger

understanding that could help those of us working in the field. For example, someone might have a story of

how an initiative increased household access to clean water, but removed the opportunity for women to

socialize, mobilize, and organize around the community well.

How does PCIA differ from Conflict Analysis?

Conflict analysis is done to understand the dynamics, stages and manifestations of conflict; the design of an

intervention is then based on this understanding. PCIA, on the other hand, helps one determine what

impact the project or intervention will create – peace or conflict – in the community that already has an

existing conflict.

What principles are used in PCIA?

PCIA is not about introducing or imposing foreign or abstract peacebuilding techniques, it is about

identifying, supporting, and most importantly, systematizing existing peace and conflict-sensitive practices

that have grown from very specific conditions (social, political, economic, military, organizational, and so

on).

PCIA is a process -- not a tool. While some people would like a "PCIA Tool Kit" that can be applied

everywhere to fix everything, PCIA will not make a difference unless it challenges and changes the way we

do our work in conflict zones. We may not have to do different work, but will have to do our work

differently. PCIA challenges us all to fundamentally rethink all of our work in areas prone to violent conflict.

PCIA helps us to understand the specific rather than the general. "We know a lot of things to be true about

social violence, we just don't know when they will be true." (James Rule) PCIA help us to see, and to


understand, when, why, and how a particular factor, in a particular situation, is likely to contribute to peace,

or violent conflict. For example, many believe that poverty leads to violent conflict. However, when we

look closely at different cases, we see that sometimes it appears related, and sometimes it does not. Peace

and Conflict Impact Assessment helps to identify and understand when, why, and how poverty may

contribute to violent conflict, for example, when a collective sense of injustice, indignity, and hopelessness is

added to conditions of impoverishment. As importantly, PCIA helps us to make the changes to our

initiatives to improve the likelihood that they achieve both their developmental impacts and peacebuilding

impacts. Indeed, often reaching development goals is dependent on positive peacebuilding impact.

PCIA is not static. PCIA is an on-going and dynamic approach taken before, during, and after a particular

intervention in a conflict-prone region.

PCIA Needs to be transparent, shared, and People-Centered. The real experts of PCIA are the women, men,

girls and boys living in conflict zones. If they are not centrally involved in peace and conflict analysis and

interpretation, then the exercise will fail, or worse, will disempower communities – that is, it will remove

them from decisions that fundamentally affect their lives. If a community does not believe a PCIA is genuine

or legitimate; if they believe that it is not in their interests; if they believe that it will be used for force

unwanted initiatives or decisions on them; then they are completely justified in rejecting the process and its

outcomes. PCIA is too important to leave in the hands of so-called "experts." As a colleague in Mindanao

put it, "don't rely on documents, live in the community."

It is all about ownership, control, and capacity. Undertaking PCIA is a sensitive, and potentially conflict-

generating, exercise – and this is when it is done properly! This underscores the importance of building on

existing networks of trust and communication. However, to ensure that any PCIA initiative will have a

positive peacebuilding and developmental impact, it only needs to be able to answer “yes” to the following

two questions:

(1) Is the initiative increasing the capacities of participants – particularly those on the

ground to (a) identify the real and potential peace and conflict impacts of an

intervention; and (b) formulate and implement their own solutions non-violently

and effectively?

(2) Is the initiative built on a partnership that leads towards the genuine ownership

by partners on the ground?

Building peace includes "un-building" the structures of violence. Just as the removal of the structures of

violence does not automatically bring peace, neither does the simple adding (or strengthening) of peace

capacities automatically stop violence. For this reason, peacebuilders must strategically consider how to

unbuild the structures of violence as well as to build the capacities for peace – otherwise they risk seeing

their hard work washed away in the next flood of violence.

Neither development nor peacebuilding on its own will magically create peace. Development and

peacebuilding activities can make important positive contributions to peace and unity (or they can increase


existing tensions). However, on their own they will not create peace. Full, genuine, and lasting peace

requires substantive and on-going efforts by a wide range of actors (local, national, regional, international)

in a broad range of activities (military, trade, development and humanitarian assistance, diplomatic, and so

on).

Haste makes waste – PCIA takes time. Despite the time pressures that always affect the planning and

implementation of a project or initiative, there needs to be time for genuine dialogue, learning and capacity-

building. A rushed PCIA is a doubtful PCIA.

What are the steps in doing PCIA?

STEP 1: Assessing the Environment

The first step is to look at the environment with which you are dealing and establish whether it is conflict-

prone. There are two important reasons why you need to be able to tell whether or not an area is conflict-

prone:

1) PCIA is required only in conflict-prone areas: it would be burdensome, unnecessary and possibly

counter-productive to apply PCIA to every project, program or initiative. The ability to tell the

difference between a conflict-prone and a non-conflict-prone area (or more and less conflict-prone

areas) allows you to decide when and where PCIA is necessary.

2) Different types of conflicts have different patterns, intensities, and impacts. The ability to analyze

conflicts is essential for anticipating and responding to possible impacts on a project or initiative.

How to tell you are in conflict-prone setting – before it is too late?

� Violent – usually militarized –

conflict is taking place, or has

taken place (conflict zones, post-

conflict settings, transitional

settings)

� Competition over scarce

resources (such as: water,

agricultural land, and fish; grazing

lands; access to education, public

employment, or housing)

� Absence of effective conflict

management and resolution

mechanisms

� More than one group claims the

right to have, govern, or use the

same piece of land

� Competition or disagreement

over the allocation of the

benefits of newly discovered

resources (oil, diamonds,

strategic minerals, etc.)

� Unresolved socio-economic

tensions (e.g., workers vs.

plantation owners; laborers vs.

land owners; unemployed vs.

corrupt government officials

� A feeling by a group (or groups)

that they have been "wronged"

or exploited, and, possibly, the

presence of a leader who is

trying to use this feeling to fight

for "justice." Or, the absence of

a leader able to harness dissent

constructively.


Risk & Opportunity Assessment

Focus �� Impact of Peace & Conflict

Environment on an initiative

STEP 2: Risk and Opportunity Assessment

Now that you have mapped the peace and conflict geography

of the space around an initiative, the next step is to undertake

a Risk and Opportunity Assessment. This will help you to

better understand how the specific peace and conflict

environment may affect a project or initiative.

Before starting an initiative or project we need to decide whether it makes sense to try to work in a

particular conflict environment, i.e., is there enough room to work in the area, or are the levels of

risk/violence too high and peace opportunities too low? Is the initiative appropriate – that is, does it have

the right ingredients for success (personnel, operating procedures, peace and conflict sensitivities? What

needs to be done to reduce the chance of failure of an initiative cause by conflict?) To answer these

questions, we need to do a basic Risk and Opportunity Assessment of the ways in which the conflict may

hinder a proposed initiative and to determine whether (and how) existing or newly-emerging peace

capacities and resources may help it.

While Risk and Opportunity Assessment needs to be undertaken before starting an initiative or project, it

should be repeated throughout the life of an initiative. Because both the peace and conflict environment

and the initiative itself will change over time, it is important that we monitor the on-going feasibility and

appropriateness of the initiative throughout its life.

There may be cases where the risks are too high – and the opportunities are too low – to proceed with a

project. If this is the finding of the assessment, then it would be a useful exercise to determine what

specific requirements or conditions would need to be in place (or what would need to change) before you

would rethink about launching the project.

Step 3, 4 and 5: Pre-, In, Post Project Assessment

Having analysed ways in which the peace or conflict environment might affect a proposed initiative, the next

task is to assess how the proposed initiative may affect peace or conflict both in the immediate area in

which it will be working and beyond.

To be useful PCIA should be applied at every stage of the project cycle. You will notice that the same analysis

is applied to each stages of an initiative:

Pre-initiative PCIA. This application involves looking for the potential peace and/ or conflict impact of

an initiative before an initiative begins, during the design and planning stage.

In-initiative PCIA. This application involves looking for peace and/ or conflict impact while an initiative

is underway, during initiative implementation. At this stage you are monitoring immediate impacts,

both formally and informally, and making changes to initiative design and direction as necessary.


Post-initiative PCIA. The final application involves looking for the peace and/ or conflict impact after

an initiative has been completed. PCIA should be integrated into formal initiative evaluations, though

an assessment can be done outside of the evaluation process as well.

What are the Benefits of PCIA?

PCIA is an extremely important and useful process that will help you ensure that the initiatives you are

working on do not aggravate violent conflict and, as far as possible, contribute to building peace within and

between communities.

Some organizations like the Sindaw Ko Kalilintad for example have been able to enhance their project

designs through the introduction of strategies that can help mitigate potential conflict and promote more

peace. Perhaps the clearest manifestation of its benefit is when a community based organization was able

to put on hold the implementation of projects which were assessed to be conflict-creating.

What are some of the challenges and limitations to doing PCIA?

In advocating for the use of PCIA, the challenge lies in mobilizing the LGU, generating commitment and buy-

in from various stakeholders, identifying who should and can initiate the process, and building champions

In building the capacity of LGUs for PCIA, there is a need to: a) simplify technical jargon into more user

friendly terms; b) gain more experiential grounding and application; c) sustain and further develop coaches;

d) identify ways to meaningfully and strategically integrate the application of PCIA in key LGU processes and;

d) ensure that Culture of Peace is factored into the process.

In mainstreaming PCIA, it is important to be able to harness mechanisms (such as MPOC, LT, LSB/LDC, ELA)

for integration of peace and conflict impact assessment, sustain PCIA process and integrate PCIA into donor

processes for project development and appraisal.

Philippine Experience in Broad Strokes

In 2002, partners and key institutions working around peace issues were brought together in an LGSP II-

supported workshop where PCIA was introduced by Kenneth Bush who started working on the PCIA concept

and process in 1998 under the auspices of the International Development Resource Center (IDRC) based in

Canada.

The seeds that were planted then took root in two main fields: a) community based initiatives where PCIA

was used as a means to assess organizational projects of the a Central Mindanao Alliance of Peace

Advocates called the Sindaw Ko Kalilintad; and, b) LGU-led projects in which ACT for Peace-trained

facilitators introduced the process in a series of PCIA workshops.


The learnings from field experiences were consolidated and summarized in a roundtable discussion held in

February 2007 which also became the springboard for a continuing convergence of major programs such as

the LGSPA, ACT for Peace Program, Conflict Prevention and Peacebuilding Program, National Democratic

Institute and the Office of the Presidential Adviser on the Peace Process.

Recognizing the challenges of mobilizing LGUs for peace work and specifically for PCIA, a smaller group of

practitioners and facilitators were convened in a three-day writeshop to level off on basic concepts,

principles and processes of PCIA in the context of local governance processes. The results of the writeshop

have come in the form of this field guide which is envisioned to strengthen the role and involvement of LGUs

in peace work through mainstreaming of PCIA processes in local governance.


Chapter 2:

THE ROLE OF LOCAL GOVERNMENTS IN PEACE WORK

National Mandate

Executive Order No. 3 entitled “ Defining Policy and Administrative Structure for Government’s Peace

Efforts” provides the framework for the implementation, coordination, monitoring and integration of all

government peace initiatives in the pursuit of a just and lasting peace in the country. Signed by President

Gloria Macapagal Arroyo on February 28, 2001, the EO mandates the Office of the Presidential Adviser on

the Peace Process (OPAPP) to coordinate and implement the “Six Paths to Peace” which outlines the six

components of the comprehensive peace agenda defined by the National Unification Commission (NUC) as a

result of a series of consultations held in 1992 and 1993.

The six paths include: a) social, economic and political reforms; b) consensus building; c) peace talks with

different groups; d) reconciliation; e) protection of civilians and de-escalation of conflict including the

recognition of peace zones and protection of human rights; and, f) building and nurturing of a climate

conducive to peace.

These are concretized into five (5) goals in Chapter 14 entitled “ National Harmony: The Peace Process” of

the Medium-Term Philippine Development Program 2010 as follows:

National Peace Plan

1. Completion of comprehensive peace agreements with rebel groups resulting in cessation of

armed hostilities by 2010

2. Completion of implementation of all final peace agreements signed since 1986

3. Implementation of an enhanced and integrated reintegration, rehabilitation and amnesty

program to mainstream former rebels into society

4. Rehabilitation, development and healing of conflict-affected areas; and,

5. Strengthening the peace constituency and citizens; participation in the peace process

Goals and Action Plans

Local Government Units play key roles in the achievement of these goals as the administration has

identified in a peace plan comprising two major strategies of: a) peacemaking and peacekeeping; and, b)

peacebuilding and conflict prevention.

Strategies Action Plans and Role of LGUs

a. Peacemaking and

peacekeeping

1. Continuation of peace talks and conclusion of final peace agreements with each

of the rebel groups


Strategies Action Plans and Role of LGUs

• Conduct of confidence building measures, adoption of interim or humanitarian

ceasefire mechanisms, and negotiations on the substantive agenda constituting

reforms to address the roots of armed conflict

2. Complementary measures to minimize the level of violence arising from armed

conflict

• Support for grassroots peacekeeping initiatives including the community

declaration of peace zones and other spaces for peace, citizens’ campaigns for

and monitoring of ceasefire agreements and localized peace talks

• Tapping of traditional and indigenous mechanisms for conflict settlement

• Informal education to promote nonviolent means of conflict resolution

3. Full implementation of existing final peace Agreements

• Support for the full implementation of RA 9054 or the new Organic Act for an

expanded ARMM

• Provision of livelihood/ direct development assistance to unserved MNLF state

commands and Bangsamoro women’s cooperatives

4. Implementation of an enhanced and integrated reintegration, rehabilitation and

amnesty program to mainstream former rebels into society

• LGUs taking the lead role in the reintegration program in their own localities

under the coordination of the Amnesty and Reintegration Commission (ARC)

1. Rehabilitation and development of conflict areas

• Delivery of core shelter units and immediate livelihood assistance for displaced

families

• Infrastructure and basic services for conflict affected communities

2. Catch up development program for ARMM and affirmative action agenda for

Muslims

• Completion of devolution of national agencies to the ARMM

• Budget reform to enhance fiscal autonomy

• Completion of infrastructure for inter-connectivity of ARMM-constituent

provinces and city

• Catch up plan for health and education to raise the Human Development Index

• Filling up of all vacancies and support for effective operation of shari’ah courts

• Land tenure improvement for actual occupants

• Enhanced agricultural productivity program

• Support for the implementation of the ARMM Special Economic Zone Act of

2003

• Holding of peaceful, orderly and meaningful elections in the ARMM in

accordance with RA 9333

b. Peacebuilding and

Conflict Prevention

3. Conduct of healing and reconciliation programs in conflict affected communities

• Conduct of community based interfaith and intercultural peace education and

advocacy campaigns, trauma counseling and rehabilitative services for

displaced families especially women and children victims of armed conflict

• Holding of community rituals and traditional practices for cleansing, healing

and reconciliation


In the accomplishment of these goals and action plans, LGUs would be able to play their roles better through

the use of impact assessment processes which can help them gauge the potential peace and conflict impact

of their interventions in peacemaking, peacekeeping, conflict prevention and peacebuilding.

The capacity to anticipate and identify peace and conflict impact can help make the LGU processes more

effective and contribute more meaningfully to the peace process at whatever level of intervention and

engagement. As such, peace and conflict impact assessment should be built into the mainstream of LGU

processes which have a direct and indirect bearing on peace.


Chapter 3:

MAINSTREAMING PCIA IN LOCAL GOVERNANCE PROCESSES

What is mainstreaming?

According to the LGSP-II Mainstreaming Toolkit, in any society or organization, there is a “mainstream”

where choices are considered and decisions are made which affect the economic, political and social

position, and options, of the citizens of that society or organization.

Mainstreaming is a strategy to ensure that concerns related to a specific issue or theme are considered

within this central decision making area. It is an approach to governance that makes mainstreamed

considerations a part of planning, budgeting and program formulation.

Mainstreaming contributes to more responsive government and better service provision because it takes

into account special issues, such as impact assessment in this case, that “cut across” various government

departments and impacts on all sectors. It is a long process that takes place in many fronts, requiring

changes in awareness, attitudes, policies, plans and programs

The end goal of mainstreaming is to ensure that initiatives to address cross cutting issues have been woven

into the fabric of society in a way that contributes to sustainable development

Why is PCIA important to good governance?

Government policies and programs affect the peace and conflict situation in an area as outlined in Chapter

II. Thus, the LGU has a strategic role to play in creating an environment of peace and unity within and

between different communities.

LGU activities have a strong potential to positively contribute to peace. For example, local government can

create opportunities for constituents to cooperate and form linkages and productive relationships in pursuit

of LGU-driven projects and programs like delivery of health services, clean water or waste management. On

the other hand, LGU projects can inadvertently create conflict by increasing competition for scarce

resources or increasing inequities in service delivery.

PCIA will enable the LGU to anticipate, monitor and evaluate the impact of their interventions on peace and

conflict.

What are the main challenges to integrating PCIA in LG processes?

In a recent roundtable discussion held among PCIA practitioners, some challenges faced in their efforts to

integrate PCIA in LG processes were identified as follows:


• Insufficient understanding of the concepts of peace work beyond the traditional mindset of peace,

equating it with peace and order and policing

• The usual assumption that development automatically brings peace, which leads to the lack of

continuous attention to building a culture of peace and addressing the root causes of conflict

• Lack or absence of technical skills, resources or authority for conflict resolution or to integrate peace

and conflict considerations into local legislation and development programs

• LGU initiatives themselves can contribute to conflict

• Political dynamics brought about by patronage politics as well as incompatible goals, interests and

processes traditional leadership and elected officials

• Maximizing the role of the Municipal Peace and Order Councils (MPDO) in peace work


Chapter 4:

HOW TO MAKE INTERNAL PROCESSES IN LOCAL GOVERNANCE

MORE PEACE AND CONFLICT-SENSITIVE: Awareness Raising Approach

An Awareness Raising Approach involves changing mindsets, attitudes and developing the commitment of

the LGUs to peace as measured through the peace and conflict impact assessment lens. The strategy is

directed towards those who are involved in policy and decision making such as LCEs, legislative bodies and,

in the case of project implementation, the MPDCs.

LG Processes where PCIA can be mainstreamed

a. Policy Development

b. Operationalization of Local Special Bodies (LSBs)

c. Barangay Justice System (Katarungang Pambarangay)

A. Performance Management

This section focuses on a specific aspect of Performance Management which is the Local Governance

Performance Management System (LGPMS) as an internet–based self evaluation tool in assessing LGU

performance. LGPMS serves as a guide in identifying the strengths and weaknesses of the LGU service

delivery system. It can also be used as a management tool in the project implementation cycle. It is

composed of series of structured questionnaire divided into five performance areas (Governance,

Administration, Social Services, Economic Administration and Economic Development) and distributed along

17 service areas with 107 indicators.

LGPMS is an important tool and is used in prioritizing programs, projects and activities that will be outlined

in the Executive and Legislative Agenda which is the basis for determining projects that will be funded by

the 20% Development Fund under the Internal Revenue Allotment of the LGU.

In the processes involved, in LGPMS a potential conflict that may arise is how agencies are dealt with and

the reliability of data. Thus, it is important to subject this process to PCIA in order to mitigate possible

conflict that may arise. Likewise, if the LGPMS goes through a PCIA process, it can help ensure the

transparency, accountability and participation in decision making among respective agencies and personnel

which can, in turn, contribute to the success of LGU operations.

Steps involved in LGPMS

Convening the

LGPMS Team

Tasking/

Date setting Data Gathering

Validation

and Data encoding

SLGR Preparation


Observable Results and Key Questions to Ask

Step What can result from PCIA

mainstreaming Key Questions to ask

1. Convene LGPMS

Team

2. Tasking, date

setting

3. Data Gathering

4. Validation and

Data encoding

5. SLGR Preparation

� Willingness of concerned

agencies to accept

responsibility for data

gathering

� Reliable data are generated

and used as a basis for policy

formulation and local

development planning

� More effective validation

process

� Stronger sense of ownership

and consensus on the data

and report

� Appreciation of the LGPMS

process as an effective tool

for self assessment such that

issues/ weaknesses that are

identified will be addressed

at different levels

� Concrete steps taken by LGU

which manifest how it is able

to promote rights and

responsibilities and the other

principles of Culture of Peace

� What processes/ mechanisms are in

place that help the LGU/ agencies

appreciate LGPMS and their role in

data gathering and validation?

� What potential conflict (issues and

problems) can arise from the process of

gathering and validation of data?

� What mechanisms should be in place in

gathering data so that potential conflict

is avoided?

� What methods should be utilized to

help ensure gathering and validation of

reliable data?

� What is coming out of the report that

may induce conflict (i.e. blaming,

defensiveness and loss of face)? What

measures can be done to mitigate

potential conflict?

� How should the SLGR be written so that

the language is sensitive, particularly

when the report tackles not so positive

results? How can we come up with

accurate reports that are not offensive?

B. Policy Development

Policy Development is a very crucial step in the LGU processes. The kind of services that the LGU delivers

emanate from the policies which are crafted on the basis of a systematic process of issue identification and

analysis up to policy formulation. These policies may originate from the executive and made legal through

the passage of a resolution/ordinance approving the project including the budgetary requirements by the

Legislative Branch.

Since resources are very scarce in the LGU, policy development should be done in such a way that conflict

among the policy makers and beneficiaries alike will be minimized. The policies that will be developed


should redound to the improved status and conditions of the constituents and environment. Policies that

are developed should also answer specific issues and needs of the populace and the environment.

Steps involved in Policy Development

Areas for Mainstreaming and Key Questions to Ask



1. Issue / Problem

identification

2. Research/ drafting

stage

3. Committee Hearing

4. Public Hearing

5. Plenary (Adoption of

Policy)

6. Implementation of

Policy

7. Monitoring and

Evaluation

� Strengthened participation and

representation of constituents and line

agencies being affected by the policy

� Contributed to increasing the

transparency, accountability and

appropriateness of public decision-

making

� Formulation of quality and consistent

policies

� Well informed and skilled lawmakers

who are able to craft peace-promoting

and conflict-sensitive policies through

an effective policy monitoring and

research process

� LGU demonstrates how it is able to

promote rights and responsibilities and

the other principles of Culture of Peace

� Who will be affected by the

policy being developed? How

will they be affected? In what

way can they be involved in the

process of policy development?

� What measures can be

adopted/ instituted to mitigate

potential conflict arising from

the policy?

� How will these policies be

implemented and monitored?

� How are the results of the

monitoring and research

process being fed back to the

lawmakers?

� Are the policies peace-

promoting or conflict-creating?

Issue / Problem

identification

Research Committee Hearing

Public Hearing

Monitoring and

Evaluation

Plenary

(Adoption of Policy) Implementation

of policy


C. Operationalization of Local Special Bodies (LSBs)

Organization/formation of the Local Special Bodies (LSBs) is mandated under RA 7160 known as the Local

Government Code of the 1991. One of the major functions of these bodies is policy advisory to the

Sangguniang Bayan. It is also mandated that the composition of LSBs should have Civil Society Organization

representative so that the concern of the latter will be heard.

Specific guidelines are provided in terms of how LSBs should be operationalized in a way that participation

from key sectors in the community is ensured. With more sectors able to participate in governance, there is

bound to be greater confidence among the constituents in their capacity to deal with peace and conflict

issues in a non-violent way. Participation in legitimate channels of authority also builds the credibility of the

governance system especially in communities where conflict has arisen from the failure of law and order.

Perhaps the most important benefit which this local governance process of operationalizing the LSBs can

achieve is the improvement of social communication between and among those who are in positions of

authority and those whom they have committed to serve as public servants. These include the unorganized

and organized groups of women, children, peasants, fisherfolks, elders, and others whose interests, if

addressed, could contribute to a more inclusive local peace process.

Organization/formation of the Local Special Bodies (LSBs) is mandated under RA 7160 known as the Local

Government Code of the 1991. One of the major functions of these bodies is policy advisory to the

Sangguniang Bayan. It is also mandated that the composition of LSBs should have Civil Society Organization

representative so that the concern of the latter will be heard.

Specific guidelines are provided in terms of how LSBs should be operationalized in a way that participation

from key sectors in the community is ensured. With more sectors able to participate in governance, there is

bound to be greater confidence among the constituents in their capacity to deal with peace and conflict

issues in a non-violent way. Participation in legitimate channels of authority also builds the credibility of the

governance system especially in communities where conflict has arisen from the failure of law and order.

Perhaps the most important benefit which this local governance process of operationalizing the LSBs can

achieve is the improvement of social communication between and among those who are in positions of

authority and those whom they have committed to serve as public servants. These include the unorganized

and organized groups of women, children, peasants, fisherfolks, elders, and others whose interests, if

addressed, could contribute to a more inclusive local peace process.

Organization/

Reconstitution of

LSBs

Reorientation

Conduct of

Regular meeting


Mainstreaming PCIA and Key Questions to Ask



1. Organization/

Reconstitution of

LSBs

2. Reorientation

3. Conduct of

Regular meeting

� Designation of appropriate CSO

representative to the appropriate LSBs

� More cohesive relationship and

effective communication between and

among the LSB members

� Effective participation of LSB members

� Enhanced LSB capacities to perform

their duties and responsibility

� Peace-promotive and conflict-

sensitive LSB members

� LGU demonstrates how it is able to

promote rights and responsibilities

and the other principles of Culture of

Peace

� How will the process ensure the

selection of appropriate CSO

(genuine and credible)

representatives?

� What are the strategies that will

promote cohesiveness among the

LSB members?

� How can these be supported by the

systems (e.g., financial/budget

allocation) of the LGU?

� How does the LGU ensure effective

participation of the LSB members?

� How is peace defined by LSB

members particularly that of the

MPOC?

� What measures are being

undertaken to develop the abilities

of LSB members for peace work?

D. Barangay Justice System (Katarungang Pambarangay)

The Katarungang Pambarangay or the Barangay Justice System, as an innovation of the Philippine Justice

system, provides the traditional mode of resolving disputes at the barangay level to achieve peace and

harmony within the community and to provide an accessible and effective form of justice for community

members. It provides for local disputes which fall under its jurisdiction to be resolved through mediation,

conciliation, or arbitration by the Lupong Tagapamayapa of which the Punong Barangay is the Chairman.

The essence of the Katarungang Pambarangay is the amicable settlement of disputes to arrive at peaceful

resolution of conflicts.

The disputants must arrive at a mutually gainful agreement to obtain a peaceful resolution of the dispute

and thus avoid litigation and elevation to the formal confines of the courts. The important consideration in

amicable settlement is the extent to which the parties are willing to compromise their respective claims

against each other within the limits imposed by law, morals, good customs, public order and public policy.

It is designed to achieve the following objectives: 1) to obtain a just, speedy and inexpensive settlement of

disputes at the barangay level; 2) to preserve Filipino culture and traditions concerning amicable settlement


of disputes; and, 3) to relieve the courts of docket congestion and thereby enhance the quality of justice

dispensed by them (Suarez, 1999).

Steps and Processes Involved

Mainstreaming PCIA in the Barangay Justice System and Key Questions to Ask


mainstreaming Key Questions to Ask

1. Filing of Complaint

2. Sending of Summon to

the other party

3. Mediation by the

Punong Barangay

4. If settlement failed,

submit the dispute to

the Pangkat for

conciliation

(mediation).

5. If not settled by

� Consensually generated

solutions arrived at through

the Brgy. Justice System

process

� Increase in confidence and

trust among people in the

Barangay Justice System

� Increase in number of cases

resolved through the Brgy.

Justice System

� Enhanced capacities of

mediators/ local conflict

� In addition to the usual procedures for

settling of disputes, what steps should

be taken by the mediator in order to

enable parties in conflict to arrive at

mutually satisfying solutions and

settlement?

� What principles and approaches

should be emphasized in laying the

ground rules so that both parties are

enjoined to adopt a principle-based

and mutually satisfying mediation

process?

Filing of Complaint

Issue Summons to the Parties

Mediation

KATARUNGANG PAMBARANGAY

PROCESS

Settlement no

Execution

yes

Constitute Pangkat

Conciliation

Settlement

yes

Execution

Arbitration

no

Certificate to

File Action

Arbitration Award

Execution



mainstreaming Key Questions to Ask

Pangkat, issue

certificate to file

action

6. At any stage of the

proceedings, the

disputants can agree

in writing to submit

their disputes for

arbitration and they

shall abide of the

award made by either

the lupon or pangkat

chair

7. If settlement is

reached either in

punong brgy./pangkat,

execute a settlement

agreement

resolution facilitators for a

more consensus building and

mutually gainful approach to

conflict resolution

� Recognition of the importance

of local conflict resolution

processes

� LGU demonstrates how it is

able to promote rights and

responsibilities, living with

justice and compassion and

the other principles of Culture

of Peace

� How can both parties be provided

with opportunities to articulate their

understanding of the conflict issues?

� What can be done to enable both

parties to surface their interests and

how they want these interests to be

addressed?

� What can be done to avoid parties

getting into positional bargaining and

instead be encouraged to explore

common interests and possible

options to resolve their conflict?

� Does the composition of the Lupon

represent the different disadvantaged

sectors?

� Does the process allow for enough

time for both parties to arrive at

consensually generated solutions?

� To what extent have both parties

engaged in healing and reconciliation

processes?

� Has there been a decrease or increase

in the recurrence of conflict between

parties? Are there parties who kept on

appearing before the Lupon either as

an accused or complainant?

� What knowledge and skills do the

mediators need to develop in order to

enhance the mediation process into a

more mutually satisfying one for

parties in conflict?

� What can be done to tap into the

traditional (formal and informal)

conflict resolution processes to

complement the barangay justice

system?


Chapter 5:

HOW TO MAKE INTERVENTIONS MORE PEACE AND CONFLICT-SENSITIVE:

Applying PCIA in Local Governance Processes

Application Strategies involves influencing processes, systems, procedures and mechanisms in local

governance in a way that LGU initiatives contribute positively to peace rather than further exacerbating

conflict dynamics. This involves a series of steps which lead to a decision on how the project/initiative can be

further improved or whether it should be implement-ed at all considering the potential impact on the peace

and conflict situation.

One approach could be to weave into the LG process particular steps in PCIA which can complement and

enhance it. Another would be to stimulate conflict-sensitive thinking by asking key questions focused on

impact areas such as: a) conflict management capacities; b) armed violence and sense of security; c)

political processes; d) economic processes; and, e) social empowerment.

LG Processes where PCIA can be mainstreamed

a. Local Development Planning/ ELA

b. Capacity Development

c. Delivery of Services and Facilities

d. Integrated Area and Community Public Safety Plan

e. Emergency Response

A. Local Development Planning And Executive Legislative Agenda

Local Development Planning is a major function of the LGU that entails

analyzing, identifying issues and concerns. The aim is to come up with priority programs to utilize LGU

resources that would bring about development to its constituents. The process of planning calls for the

participation of both internal and external stakeholders. In this manner they ensure quality and appropriate

plans for the municipality. Said plans are also provided with proposed budgetary allocations. Approval shall

be done by the Legislative Body after having been presented to them.

The LGU budget process undergoes several stages: department heads prepare budget proposals, and then

LFC consolidate and presents them on a budget hearing which will be approved by the Sanggunian through

passing and enacting ordinance on appropriation. When all this will be achieved, the budget is ready for

implementation or allocation.

A well prepared plan means appropriate, responsive and relevant interventions that would contribute

towards the building of positive peace. It will contribute to the dismantling of structural violence such as

poverty, diseases, unemployment, lack of adequate education and others. Equally important, the LGU will

be working towards the dismantling of the cycle of conflict caused by lack of development.


Steps Involved in Local Development Planning

The Rationalized Planning System (RPS) recommends four major steps to local planning:

LDP and Budgeting Process (realities described by the LGU participants)

Authorization

- Budget hearing

- Approval by the

Sanggunian

Review

- By the higher Sanggunian

Execution

- LCE

STEP TWO:

Gathering data on local realities specifically for

selected data or key local development indicators

STEP THREE:

Identifying gaps between “Vision” (Step 1) and “Reality” (Step 2)

that needs to be addressed by the comprehensive land use plan

(CLUP) or comprehensive development plan (CDP)-ELA

STEP FOUR:

Formulating goals, and objectives to address these gaps and

translating these goals and targets to concrete policies,

programs and projects

STEP FIVE onwards:

Executive and Legislative Agenda Formulation

STEP ONE:

Drafting a vision for the municipality or

province

Situational Analysis:

- Review of Plans

- Objective Setting

- Strategy formulation

- Review of Program

Structures

- Elevate municipality

projects to province

Budget Plan & Approval:

- Dep’t. heads submit budget

proposal

- LFC conducts budget hearing

- LFC consolidates budget into

LEP & BESF

Planning:

- Elevate provincial

projects to RO, NGA

- LFC prepares proj. briefs

to be financed by GF

- Budget call LFC computes

budget ceiling


How PCIA can be mainstreamed in LDP/ELA

LDP Process and BP PCIA Step

Applicable

Who Should

Participate and

Facilitate?

Key Questions

1. Drafting a vision for

the municipality or

province

MDC - Does the vision reflect an awareness of peace

values and aspirations?

- How does it describe the state of peace that is

desired?

2. Gathering data on

local realities

specifically for

selected data or key

local development

indicators

MDC

3. Identifying gaps

between “Vision”

(Step 1) and

“Reality” (Step 2)

that needs to be

addressed by the

comprehensive land

use plan (CLUP) or

comprehensive

development plan

(CDP).

Assessing the

conflict

environment

focusing on:

Nature and

sources of

conflict, Stage

of conflict,

Timeline,

Stakeholders

Mapping

(Onion Ring),

ABC Triangle,

Conflict Tree,

Pillars

MDC (Municipal

Development

Council)

- What are the types of conflict & stages of the

conflict being experienced in the area?

- Is there competition over resource: what kind of

resource, who are the groups interested to have

control of resource, how is the allocation of

benefits being done?

- Is there a conflict management and conflict

resolution mechanism in place?

4. Formulating goals,

and

objectives to

address these

gaps and

translating these

goals and targets to

concrete policies,

programs and

projects.

- ROA (what

are risks or

opportunities

existing in the

environment)

- MDC (Municipal

Development

Council)

Location

- What are the possible impacts of the location on

the proposed programs/ projects?

Timing

- How might the timing of the proposed project

affect its chances of success?

Political Factors

- How might the changing political context affect the

proposed programs/ projects?

Armed Conflict & Sense of Security

- What is the possible impact of armed conflict on

the proposed programs/ projects?

- What socio-economic factors might affect the

proposed programs/ projects?

- Is the project appropriate in terms of structure,

objectives, process and etc.?

- Are there other factors that might affect the

proposed programs/projects (e.g. national disaster,

environment fragility)


LDP Process and BP PCIA Step

Applicable

Who Should

Participate and

Facilitate?

Key Questions

3. Plan & Budget

Approval

a. finalization of

priority projects w/

budget by

MDC

b. submission to

legislative body

c. approval by

Sanggunian

- Peace &

Conflict Impact

Assessment

(on the

different area

per project)

- MDC (Municipal

Development

Council)

Key questions in relation related to the different

impact areas:

Conflict Management Capacities:

- Will the proposed programs/projects provide

opportunities for individuals/ groups to get

involved in responding to peace building efforts?

Armed conflict and sense of security

- Will the proposed programs/projects affect the

people’s sense of security positively or negatively?

how?

- Will the proposed programs/projects affect the

military/paramilitary/ criminal environment directly

/indirectly, positively/negatively? How?

- Will there be real improvements in the

political, economic, physical, food security among

men and women?

- How can benefits be more broadly or fairly

distributed?

Political structure & processes

- Will the proposed programs/projects help or

hinder the strengthening of

the relationship among stakeholders in the

municipality? How?

- Will the proposed programs/ projects have positive

or negative impact on the political structures and

processes?

- What will be the impact of the proposed

programs/ projects on the HR conditions within

the municipality?

Economic structure & Processes

- Will the proposed programs/ projects contribute to

or distract from efforts to reconstruct damaged

economic and social infra?

- Will the proposed programs/ projects address the

unequal distribution of

wealth?

Social Empowerment

- Will the proposed programs/projects create or

support equity and justice?

- Will the benefits of the proposed programs/ be

shared equitably by both genders?

- Will the proposed programs/ projects contribute to

positive communication or interaction?


B. Capacity Development

Capacity Development is a program intended towards the enhancement of the knowledge, skills and

attitude (KSA) of the LGU personnel. The Human Resource Management Office is in charge in the delivery of

this program.

Capacity Development becomes strategic if it is based on a strategic plan of an LGU such as a CDP or an ELA.

Any effort to improve LGU capacity should be geared towards contributing to the attainment of its

development objectives and goals.i

A Capacity Development Agenda outlines the capacity development strategies, programs and initiatives that

need to be undertaken to address identified organizational competency gaps, indicating the target groups,

specific approaches that are recommended, resources required and the timeline. For purposes of this

fieldguide, and to be able to demonstrate concretely how mainstreaming of PCIA can be done in this area,

this section will focus on the more specific capacity needs that are usually addressed through provision of

training interventions

Delivery of basic services has a direct impact in building confidence in the capacity and sincerity of the

LGU to address one of the causes of conflict in the communities. Measures that guarantee a higher success

rate in terms of service delivery should thus be instituted, including the development of LGU capacities

towards peace-oriented service delivery.

As the LGU personnel are the frontline of the delivery of basic services of the LGU, it is equally important for

the LGU to equip their staff with appropriate knowledge, skills and attitudes that will gear them towards

more effective service delivery. Peace promoting attitudes and conflict management capacities, for

example, are essential skills which can enhance the ability of the LGUs to connect service delivery with the

goals of peacebuilding. Harmonious relationship among the personnel can also be fostered with capacity

building strategies aimed at inculcating in them the principles of the Culture of Peace.

Steps involved in the Capacity Building Process (focused on Training Strategies)

Training Needs

Assessment

Design and/or Selection

of appropriate training

programs

Selection of

participants

Implementation of

training program

Monitoring and

evaluation


Observable Results of Mainstreaming PCIA and Key Questions to Ask

Step What can result from

PCIA mainstreaming Key Questions to ask

1. Training Needs

Assessment

2. Selection of

appropriate program

3. Selection of

Participants

4. Implementation of

program

5. Monitoring and

evaluation

� Less conflict among the

personnel

� More positive

communication/ interaction

among personnel

� More objective and

transparent processes of

selection and access to

training opportunities for the

personnel

� Increased capacities of the

personnel in identification

and transformation of

problems

� LGU demonstrates how it is

able to promote rights and

responsibilities and the other

principles of Culture of Peace

� Increased intra/interpersonal

relationships among the

personnel

� Is there an established Human Resource system

that supports the implementation of the capacity

development program?

� What tools are being used to identify the needs

for capacity development program?

� How does the LGU measure the relevance and

appropriateness of the training program?

� How does the CapDev Program support the HR

goals of the LGU?

� To what extent are the Culture of Peace

principles and goals integrated in the Cap Dev

Program?

� Are both men and women being benefited by the

HR Program?

� What are the criteria and mechanisms in selecting

participants for specific training opportunities?

� How will the CapDev Program develop more

peace-promoting attitudes and skills that the

personnel can apply in their work?

� Is there an established monitoring and evaluation

system to measure changes in behaviors resulting

from the application of their learnings?

C. Service Delivery

Section 16 of the Local Government Code states that “every Local Government Unit shall exercise the

powers expressly granted, those necessarily implied thereon, as well as powers necessary, appropriate, or

incidental for its efficient and effective governance, and those which are essential to the promotion of the

general welfare. Within their respective territorial jurisdictions, local government units shall ensure and

support, among other things, the preservation and enrichment of culture, promote health and safety,

enhance the right of the people to a balanced ecology, encourage and support the development of

appropriate and self-reliant scientific and technological capabilities, improve public morals, enhance

economic prosperity and social justice, promote full employment among their residents, maintain peace and

order, and preserve the comfort and convenience of their inhabitants. “

As such, LGUs are mandated to take the lead in the efficient and effective delivery of basic social services

for health, education, shelter, emergency relief in times of disasters, as well as provision of facilities, services


and infrastructure to support economic development to their respective constituents. Development

planning processes and Performance Management Systems are put in place to ensure that constituents and

other multi stakeholders are able to participate in the planning, implementation and monitoring / evaluation

of services and programs undertaken by the LGU.

Structural violence characterized, among other things, by the majority poor having no access to inadequate

social services especially provided by the government, has spawned not only human misery but also the

three decade- long insurgency problem and the quest for Bangsamoro self-determination.

The provision of social services to address the basic problems of food scarcity, homelessness, poverty to

name a few, restores people’s faith in governance processes and machineries and is counted as essential to

peacebuilding work.

However, because a large number of population do not have access to basic social services, the LGU could

encounter problems in project delivery. To encourage the LGU to undertake the PCIA in the process of

service delivery should be an advocacy aimed at helping LGUs further develop its capacity for conflict

prevention and peace building.

The steps herein describe the normal project cycle, where the LGU identifies its priority needs and usually

includes this in formulating its Executive and Legislative Agenda or in other planning processes. However,

sourcing of funds could come from its development fund of not less than 20% or from outside sources,

either ODA or from line agencies.

Steps in Service Delivery

Needs analysis

/ contained in

ELA

If disapproved

Project

Evaluation

Project Concept

Development /

Planning

Budget /

Appropriation

not less than

from 20%

Project

Implementation

Project Validation

if approved/

MOA signed/

Project Planning

Resource

Mobilization /

Proposal

Development and

Packaging


Mainstreaming PCIA in Service Delivery

Steps in

ServiceDelivery

Steps of PCIA

which can be used

Who will be

involved? facilitate? Key questions or indicators of impact

Pre-Project

Implementation

Meetings and

Consultations

- planning for

implementation to

include:

� review of project

documents and /

or MOA with

donor agency

(ies)

� project concept

validation

� identification of

personnel

involved

� activation of Bids

and Awards

Committee

� Assessing the

environment

� Risk and

Opportunity

Assessment

� Assessing

potential peace

and conflict

impacts during

project

validation of

proposal design,

target

beneficiaries,

implement-

tation structure

and budget

appropriation

MPDC, Municipal

Dev’t Council/

concern agencies;

or LCE and LGU;

concerned

function-aries as

may be identified

Socio – Economic

� How will the project impact on the peace and

development processes of the LGU?

� Will the project contribute to:

� social cohesion?

� support to development of people’s

organizations /CSOs/ private sector?

� developing trust and confidence of revolutionary

groups in government processes?

� Are women and men equally represented in the

planning processes?

� Will the emerging economic environment be

conducive to women’s empowerment or will it

rather reinforce economic marginalization and

increase women’s vulnerability?

� What measures are in place to ensure the

effective participation of other sectors and

stakeholders in the design of the project?

� What mechanisms and processes will ensure

that criteria for selection of beneficiaries is made

clear to all stakeholders?

� Will the processes ensure prioritization of least

served and marginalized constituencies?

transpa-rency in selection? in fund appropriation

and work scheduling?

Timing

� Are there major activities that might be involved

in that can affect project implementation? (e.g.

elections, peace talks, eruption of violence, etc.)

� What are the factors (cultural, religious, political,

ethnic, gender bias) that may affect the

implementation of the project?

� How will local resources (financial and human) be

mobilized for the requirements of project

implementation?

� Will the project contribute to poverty reduction?

Will it contribute to increased income, generate

employment opportunities or increase

productivity especially those of “marginalized

sectors/communities?”


Steps in

ServiceDelivery

Steps of PCIA

which can be used

Who will be


� Is the project relevant to the condition of the

target community?

� How will the project be sustained such that

benefits accrue to more members of the

community?

Conflict Management Capabilities

� How can the project increase the capacity of

structures or individuals in the LGU esp. of the

target beneficiaries to manage peace and conflict

dynamics in the community?

� How will the project contribute to enriching, if

not installing, an LGU initiated and supported

mechanisms that keep track of violent conflicts?

Or contribute to their just resolutions?

Political structures and processes

� What specific policies or mandates does the

planned project/ program address?

� How can the project/ program strengthen

mutually beneficial relationships between the

LGU and community and CSOs including

members of revolutionary groups in the

community?

� What mechanisms are in place what would allow

for project policy enforcement?

� Will the emerging political system recognize and

protect women’s rights and interests? And will

women be enabled to influence and participate

in the political process?

Armed Conflict and Sense of Security

� Is the peace and order situation in the area

favorable for project implementation? Are there

perceived threats of military operations? Or

eruption of clan feuds? Or threats from lawless

elements?

� How might the level of “trust and confidence” of

the target communities in relation to LGU/

donor-initiated project assistance affect the

entry of the project in the area?

� What project strategies could be developed or

strengthened to raise the awareness and

activities of the community on human rights and

protection issues?


Steps in

ServiceDelivery

Steps of PCIA

which can be used

Who will be


During project

implementation

� conduct of

activities according

to workplan

� procurement of

materials or other

goods as the case

may be

LGU personnel or

from Line

Agency/iesas

designated by

project document

in the

Implementation

Structure and

Plans

Political Structures & Processes

� How is accountability and transparency practiced

among project implementers and stakeholders

especially when relating to beneficiaries and

donor agencies /partners?

� How does the project ensure effective

participation of partners and beneficiaries in the

different phases of the project?

� Will women be enabled to influence and

participate in the political process?

� What mechanisms ensure clear coordination

among staff, beneficiaries, principals & partners

during project implementation

� What can be done to avoid exploitation of the

project for partisan interests of elected officials?

� How does the changing political climate, (i.e.,

leadership changes) affect project

implementation?

Social Empowerment

� Does the project create avenues for social

cohesion such that people are able to participate

regardless of gender, belief, ethnic origins and

class?

� Does the project support gender & capacity

enhancement of both formal and informal

community structures such as the Barangay

Development Council, Katarungang Pambarangay

or others that are present in target

communities?

� Will women’s capacities and skills be recognized

and incorporated in the provision of social

services? Will they generate socio-economic

relationships that are advantageous to women?

� Does the project enable marginalized people to

have confidence in their ability to engage in

governance and economic activities?

Environment

� Do project activities contribute to greater

awareness of human responsibility to protect

specific eco-systems and the international

covenants to which the country is a signatoree

Economic processes

� Are there mechanisms in place to ensure

efficient and timely delivery of services to the


Steps in

ServiceDelivery

Steps of PCIA

which can be used

Who will be


target beneficiaries?

� What new skills and technologies were promoted

or enhanced by the project to warrant

application? Increased productivity?

Engagement in alternative gainful employment?

to enable beneficiary communities to transform

conflict ravaged and mainly rural economies to

develop?

Armed Conflict and Sense of Security

� Does the project seek to engage military

personnel in the implementation of planned

activities?

� Are other revolutionary forces present in the

area supportive of the project?

� What structures, policies and processes help in

addressing potential conflict areas during project

implementation that may come from any armed

group?

� Does the project have corresponding IEC

activities that could contribute to people’s

feeling of security?

Post project

implementation

monitoring

evaluation /

assessment

Benefi-ciaries /

Project Manage-

ment Structure /

Donor Agency

Socio-Economic

� What were the factors and processes that may

hinder or facilitate the smooth project

implementation?

� What social benefits will the project bring to the

community that will foster greater cohesion and

harmony?

� What new skills and technologies will be learned

and applied in the project to effect development

changes in the target conflict prone

communities?

� Will the emerging economic environment be

conducive to women’s empowerment or will it

rather reinforce economic marginalization and

increase women’s vulnerability?

� What the management system is in place that

would ensure project sustainability?

� Does this system promote transparency,

accountability, participation and project

ownership?

Political structures and processes

� How will local governance structures (such as the


Steps in

ServiceDelivery

Steps of PCIA

which can be used

Who will be


BDC, LT, BC, Inter-Agency Bodies, LSBs) be

enhanced because of engagement in project

implementation?


participate in the political process?

� Does the project allow for participation of other

stakeholders and sectors?

� What support will be generated by the LGU from

bilateral bodies and other agencies to expand

social services delivery and pave the way for

convergence of services?

� What processes will contribute to promoting

trust and confidence among beneficiary

communities in government?

� What potential tensions could erupt as a result of

the project, if any?

� What measures will be taken to avoid these

tensions?

D. Integrated Area and Community Public Safety Plan (IACPSP)

The Integrated Area/Community Public Safety Plan (IA/CPSP) is a document that contains the detailed

plans, programs, projects and activities which are designed for the primary objective of enhancing the role

of the local government units in fostering a safe, secure, peaceful and progressive community. This is

prepared by the local peace and order council (POC) which is created by law where issues and concerns on

peace, public safety are discussed.

A good and sound IA/CPSP springs from community-based consultations/assessments involving

representatives from all sectors. Participatory consultations and planning ensures the inclusion of the issues

of the different sectors and not just those of the few; the acceptance and ownership of the stakeholders of

the plan; and also the gathering of broad-based supporters for the plan.

IA/CPSP serves as guide for the local government units on what programs, projects and activities which

they can implement in their area as an answer to the peace and order problem, including public safety,

disaster, environmental protection and health and sanitation.


Steps in Preparing an IACPSP

Mainstreaming PCIA in IA CPSP

Components

Of IA/CPSP

Relevant

PCIA Steps

Who is

involved

Who

would

facilitate

Areas of

Assessment

Key Questions/Indicators of Measuring

Impact on Peace and Conflict

1. Community

Based Safety and

Security Assessment

a. Assessment of the

State of Peace &

Order in the

Locality

Step 1

Scanning the

Environment

POC

Members

DILG,

COP-

PCIA-

trained

CSO,

LGSP

Armed

Violence and

Security

b. Identification of

major problems

affecting peace

and order

Step 1

Scanning the

Environment

using the

Scanning

Assessment

and Response

Analysis

(SARA)

method

POC

Members

DILG,

COP-

PCIA-

trained

CSO,

LGSP

Aside from PRA and PSA tools which can

be used in assessing the local situation,

the National Democratic Institute has

developed a module focused on

identifying the community’s familiarity

on basic rights, community dynamics,

community profile, public safety

assessment and community peace

commitment building.

Using the PCIA lens would entail asking

the following questions:

What are the types of conflict being

experienced by the locality?

Is the control over, or use of territory or

resources being disputed?

Is the socio-economic gap between

groups is increasing?

Is the unemployment rising while living

standards and human security are

declining?

Does the IA/CPSP committee have

adequate representatives from

disadvantaged sectors?

Community-based

Safety and Security

Assessment

Assessment of the State

of Peace and Order in

the Locality

Resources and

Constraints

Strategies and

Interventions Implementation of

Programs, Projects and

Activities

Monitoring System

Identification of major

problems affecting peace

and order


Components

Of IA/CPSP

Relevant

PCIA Steps

Who is

involved

Who

would

facilitate

Areas of

Assessment



Location What are the possible impact of the

location on the proposed interventions?

What is happening in the peace and

conflict environment (related to

location) that may affect the

intervention?

Timing How might the timing of the proposed

intervention, affect its chances of

success? What is happening in the

peace and environment (relating to

timing) that may affect the

intervention?

2. Resources and

Constraints

Step 2

Risk and

Opportunity

Assessment

Political

Context

How might the changing political

context (environment) affect the

proposed intervention? What is

happening politically that may help or

hurt the intervention?

Military

Context

What is the possible impact of

militarized conflict on the proposed

intervention? What is happening in the

peace and conflict environment

militarily that may affect the

intervention?

Socio-

Economic

What socio-economic factors might

affect the proposed intervention? How?

What is happening in the peace and

conflict environment socio-economically

that may affect the intervention? Are

there any exclusionary barriers that

prevent inclusion and participation of a

certain category of populations?

Other factors Are these cultural beliefs and practices

that could undermine the role of

women in the implementation of the

project/ initiative?

Are there any other factors that might

affect the intervention? How might they

help or hurt?

4. Design of

Strategies and

Intervention

Step 3-5

(pre, in, post

PCIA)

POC

Members

DILG,

COP-

PCIA-

trained

CSO,

Conflict

Management

Capacities

? absence of violence in the area

? presence of IEC on the anti-crime

prevention efforts and public safety

? politicians without armed bodyguards

? presence of violence due to

competition for natural resources


Components

Of IA/CPSP

Relevant

PCIA Steps

Who is

involved

Who

would

facilitate

Areas of

Assessment



Militarized

violence and

human

security

? number of internally displaced

persons

? number of persons who are victims of

violence and human rights abuses

Political

structures

and

processes

? presence of organizations helping for

the attainment of peaceful

? Role and participation of women

Economic

structures

and

processes

? ratio of peace and order funds to

total annual appropriations

? decrease in income/increase of

unemployment in the locality

? increase number of new business

establishments

5. Programs,

Projects and

Activities

6. Monitoring

System

LGSP

Social

Empower-

ment

? number of school-age children who

are out of schools due to violence

? levels of tolerance/distrust within

cultural, social, ethnic, political,

religious organizations

? rejection of a gun culture/ militarized

culture

? increase budget allocation for health

and sanitation

? number of women availed maternal

and reproductive health care

? recognition and incorporation of

women’s capacities and skills in the

provision of services

E. Emergency Response

Section 17 of the Local Government Code states that Local Government Units shall endeavor to be self-

reliant and shall continue exercising the powers and discharging the duties and functions currently vested

upon them. They shall also discharge the functions and responsibilities of national agencies and offices

devolved to them pursuant to this Code. Local government units shall likewise exercise such other powers

and discharge such other functions and responsibilities as are necessary, appropriate, or incidental to

efficient and effective provision of the basic services and facilities. Among the services is social welfare

which include programs and projects for rebel returnees and evacuees; relief operations; and population

development services.


It is also the mandate of the Local Government Units to organize an Area Coordinating Center or a Disaster

Coordinating Center which, in times of emergency, is the responsible entity tasked to coordinate and

facilitate the management of relief operations, mobilize resources, and see to it that operations are

properly conducted and responsive to the needs and concerns of the evacuees.

As peace work is relative to development, responding to emergencies, if done in accordance with standards

can also empower people, eliminate fear and prejudices, and build people’s confidence so that they can be

active players in governance.

Emergency response of the Local Government Units is very crucial in peace work, as disasters can set back

development and increase vulnerability. However, if done with people’s involvement and if it is grounded in

uplifting human dignity it can also provide opportunities for development and decrease vulnerability.

The Local Government through the Area Coordinating Center and the Disaster Coordinating Center should

be responsive to the needs of the evacuees and displaced people.

Steps and Processes involved in Emergency Response

Mainstreaming PCIA in Emergency Response Processes

Steps in

Emergency Response

PCIA Steps which

can be applied

Who will be

involved/ facilitate Key questions on indicators of impact

1. Convene the

Disaster Coordinating

Council Conduct

(Rapid assessment of

the emergency

situations)

1. Assessing

the environment

2. Risk and

Opportunity

Assessment

Governor or Mayor

as the case maybe or

the Executive

Officer/Action Officer

Location:

� What is the nature of the disaster and its

location? How many are affected?

� Are there factors in the location which

could affect emergency response? (e.g.

accessibility, etc.)

� Is the affected community experiencing

some form of conflict? What type and what

stage is the conflict in? Who are involved in

the conflict?

Political, social, economic, military and

cultural context

� What factors in the political, economic,

Convene

DCC

Conduct

Rapid Assessment

Plan out

relief operations

Conduct of

relief operations

Post emergency

situation assessment


Steps in

Emergency Response

PCIA Steps which

can be applied

Who will be


military and socio-cultural context could

affect emergency response?

2. Delivery of

emergency relief

assistance

> procurement and

distribution,

evacuation center

management,

monitoring

Human Security

� Is the provision of emergency assistance

adequate, appropriate, given in a timely

manner, in good condition and according

to SPHERE standards? What mechanisms

are used to ensure this?

� What initiatives are being taken to

negotiate ceasefire and peace talks etc.

that could help restore a sense of security

among the residents?

� What preventive measures are in place?

� What specific rights of the IDPs are being

guaranteed in the emergency response

processes?

� What mechanisms are in place that can

help address violations of IDP rights?

� Are there protection measures for relief

workers?

� What mechanisms are in place to ensure

equitable distribution of relief assistance?

� Are women’s capacities and needs

considered in determining relief strategies

and resource allocation?

Conflict Resolution Management Capacities

� How does the ER processes ensure that the

conflicts among the IDPs are dealt with

effectively?

� What mechanisms are in place to facilitate

the resolution of conflicts?

� Who are involved in mediating these

conflicts? What knowledge, skills and

attitudes can the ER processes train them

to develop so that they can effectively deal

with conflict?

Social Empowerment

� How does the emergency assistance

promote people’s participation instead

of dependency ?


demonstrate respect for the human dignity

of the IDPs?


Steps in

Emergency Response

PCIA Steps which

can be applied

Who will be


� Are gender considerations factored into

planning and evacuations management?

� What is the level of participation of

community in the relief management?


promote awareness of the social and

political aspects of the peace process?

Political processes

� What is the level of response of local

government departments, line agencies in

the emergency situations?


processes ensure the development

emerging leaders or organizations?


participate in the political processes

3. Post Emergency

Situation Assessment

and Evaluation

Governor or Mayor

or the action officer

of the Disaster

Coordinating Center

Social Empowerment

� What is the level of participation of

stakeholders? Men? Women?

� How does the relief operations provide

avenues for interaction among and

between groups?

� How does the relief operations impact on

women and children?

� Was the relief operations done in a

manner that uplift human dignity?

Sense of Security

� Are the relief services appropriate?

Timely? In good condition and in

accordance with SPHERE standards?

� How does the emergency assistance ensure

the safety and security of the relief

workers?

� In what way does the emergency response

restore the individual’s sense of security?

� Does the emergency assistance provide

opportunities for people to develop their

capacity for emergency preparedness?

� To what extent are IDPs involved in efforts

to resolve the armed conflict situation? e.g.

through calls for cessation of hostilities


Chapter 6:

HOW TO USE THE FIELD GUIDE

The following steps are being recommended as a process, which the LGUs and support institutions can

adopt in introducing and utilizing the field guide:

1. Getting support from leadership

In order to get the support of the LCE for the mainstreaming of PCIA, there is a need to engage them from

the beginning. A simple courtesy call or an orientation meeting with the LCE can be a good opportunity to

present the following: a) context which the field guide seeks to address; b) benefits of mainstreaming PCIA

in LG processes; c) content and processes for mainstreaming outlined in the field guide; d) possible ways in

which the field guide could be utilized by the LGU; and, e) requirements for mainstreaming.

The commitment of the LCE can be firmed up formally with the signing of a Memorandum of Agreement

which or informally with an expression of consensus on the activities and schedule which the LGU will

undertake to start the process of mainstreaming.

2. Consensus Building on PCIA Mainstreaming

Previous experiences illustrate the need to anchor the PCIA process on a more comprehensive nderstanding

of peace and conflict frameworks. A session on Culture of Peace would thus be very useful at this point.

The session can happen in one day and will introduce the participants to the six major areas of

peacebuilding based on the framework developed by Swee Hin Toh*.

The Culture of Peace framework will lay the foundation for an orientation to Peace and Conflict Impact

Assessment (PCIA) which should focus on its background, principles, key concepts and processes. After the

participants have gained adequate information on PCIA, the LGU should be able to decide on the steps they

can jointly undertake to pilot test PCIA mainstreaming. The LGU can choose to focus on one (1) specific

Local Governance process where they think they will be able to demonstrate the mainstreaming initiative.

Having identified areas for mainstreaming, the pilot testing strategies and activities should be decided upon.

These should all be outlined in an action plan that they can monitor using methods, which can measure the

attainment of the observable results identified in the mainstreaming matrix.

It will help if a PCIA team is organized and given the task of ensuring that the plans are carried out in

accordance with the PCIA principles of transparency, participation, inclusiveness, etc.


3. Capacity Building on Mainstreaming PCIA

There is a need to demonstrate how PCIA could be integrated in the specific local governance processes

through a training intervention designed for the respective LGU department or unit which has been selected

for pilot testing. The participants of the department or unit will be trained to: a) assess the environment for

conflict issues and stakeholder interests; b) identify risks and opportunities in the environment which can

affect the peace initiative; c) assessing peace and conflict impact before, during and after the initiative has

been implemented. Similar to the orientation session described above, the foundation for this should be

the concepts and strategies spelled out in the Culture of Peace framework.

Focus on mainstreaming in the specific LG process will be sharpened through the use of key questions and

indicators to determine possible and actual impacts of the process on the stakeholders involved. These are

outlined in the PCIA mainstreaming matrix corresponding to the LG process being assessed. After the key

questions and indicators are considered, the participants will be able to come up with recommendations in

terms of how the specific LGU process can be further enhanced.

All these should lead to the participants’ commitment to follow through activities which will enable them to

take action on the recommended steps for improving the LGU process. These activities should be organized

into a coherent plan which can be monitored on the basis of observable results and expected outputs

outlined in the mainstreaming matrix. This means the development of a monitoring plan which the

participants should agree on.

4. Monitoring the application of PCIA in specific Local Governance processes

Monitoring of the mainstreaming steps and the results should be undertaken on the basis of the plans which

have been formulated. This requires an investment of time and energy in documentation and information

management.

The results of monitoring will be consolidated in a Learning Forum where the LGU participants should be

able to share what the mainstreaming process has enabled the LGU to achieve, the factors which facilitated

or hindered the achievement of targets, lessons learned from the mainstreaming efforts and

recommendations on how to further improve the PCIA mainstreaming field guide.


ANNEXES

Annex A:

FIELD-TESTING GUIDE FOR PCIA MAINSTREAMING

1. Background

The PCIA Field Guide is meant to be used by LGUs and support institutions who work to strengthen LGU

capacities. Being the result of a roundtable discussion and a writeshop, it has generated significant inputs

from field practitioners in the areas and strategies for mainstreaming PCIA. In order to further test the

viability and effectiveness of the process which have been articulated in the guide, field testing initiatives

should be undertaken by LGU partners.

Mainstreaming PCIA can help LGUs to develop more peace-oriented initiatives and processes which in the

long run can contribute to more effective governance. It can also help enhance relationships among

personnel and with the constituencies that they serve. As an important process, it needs to be introduced to

as many LGUs as possible so that a critical mass of peace practitioners can be developed and capacitated to

address to immediate and root causes of conflict particularly in the ARMM.

This guide for field testing hopes to outline the objectives, methods and specific steps that can be

undertaken by those who wish to make use of the PCIA Field Guide.

2. Objectives for Field Testing

The field testing activities are aimed at generating feedback on the extent to which the PCIA mainstreaming

processes outlined in the field guide are useful for the LGUs. It also seeks to generate recommendations on

how the PCIA mainstreaming processes can be further improved based on the actual experiences of LGUs.

Specifically, the following objectives are expected to be achieved:

a. to introduce PCIA based on an understanding of peace and conflict concepts and dynamics

which affect the development initiatives and projects in conflict-prone areas;

b. to generate LGU appreciation for the importance of PCIA as a means of strengthening the peace

impact of development initiatives and projects;

c. to demonstrate how PCIA can be mainstreamed in specific LGU processes identified by partner-

institutions; and,

d. to establish ways and mechanisms for monitoring mainstreaming efforts in the LGU.

3. Recommended Strategies and Steps


Strategy Activity Expected Outputs Timeframe

a. Courtesy Call with the CEO

� The partner-institution sets a meeting

with the CEO in order to explain the

objectives of the field testing and

generate support from the leadership to

convene an Orientation Session

� A copy of the PCIA field guide will be

provided for the reference of the CEO

and specific dates and venue for the

Orientation will be arranged. Logistical

preparations will also be agreed upon.

� Commitment from the LGU on

the PCIA mainstreaming

process generated and

formalized with a MOA

� Date, venue and logistics for

orientation session agree upon

2-3 hours

1. Consensus

Building

b. Orientation Session with LGU (with the

participation of the CEO, Administrative

Officer, SB representatives, Department

Heads and other key LGU personnel)

� Participants will be oriented to peace

and conflict theories which will be the

foundation for appreciating the Culture

of Peace framework as a way of

identifying peacebuilding strategies

based on the six paths or issues related

to peace

� PCIA will introduced as a process of

determining peace and conflict impacts

of LGU processes

� Towards the end of the orientation

session, participants will select one (1)

specific process where the LGU can

demonstrate mainstreaming of PCIA on

the basis of the following criteria:

- political will or support from the

department head

- support and cooperation from the

other personnel involved in the

respective LGU process

� To ensure that plans are monitored and

implemented according to the

objectives and expected outputs, a PCIA

team will be formed which will be

4 hours

4 hours


Strategy Activity Expected Outputs Timeframe

composed of at least 2-3 key personnel

in the department who can help

facilitate the recommended processes

for mainstreaming

a. Workshop on PCIA Mainstreaming

� Participants coming from the respective

departments involved in the LG process

which has been identified for

mainstreaming will be introduced to

COP and PCIA concepts and processes

� The LG Process will be reviewed on the

basis of PCIA questions outlined in the

matrix (refer to Chapter 4-5) pertaining

to that process.

� Recommendations on how the LG

process can be improved will be

generated from the participants

� Monitoring mechanisms on the actions

taken on the recommendations will be

agreed upon

� The results of the mainstreaming steps

will be documented for presentation in

the learning forum which will be

convened after all the participating

LGUs have undergone their processes

1 day

2. Capacity

Building

b. Learning Forum on PCIA Mainstreaming

experiences

� Participating LGUs will be convened to

enable them to share their experiences

and insights on their mainstreaming

efforts pertaining to specific LG

processes

� Recommendations on how to further

improve the field guide will be

generated and summarized

1 day


Annex B:

ORIENTATION SESSION ON PEACE AND CONFLICT IMPACT ASSESSMENT (PCIA) FOR LGUS

SESSION GUIDE FOR FACILITATORS

1. Rationale

Development players use many tools to monitor and evaluate the development impact of projects with the

use of such indicators as increased water access, agricultural production, public health, literacy and so on.

Yet, when a project is situated in a conflict-prone region such as ARMM, there are more than just

development impacts to consider. Projects such as these affect, and are affected by the dynamics of peace

and conflict within such regions. Thus, in order to ensure that they do not further exacerbate the conflicts in

the area but contribute to the overall goals of peacebuilding, there is a need to measure these impacts in a

comprehensive or systematic way.

Peace and Conflict Impact Assessment (PCIA) seeks to address this need for impact measurement in conflict-

prone areas. PCIA is a means of anticipating, monitoring and evaluating the ways in which an intervention

may affect or has affected the dynamics of peace or conflict in a conflict-prone region. It is a process, similar

to Gender Analysis and Environmental Impact Assessment, which helps identify and understand the impact

of an initiative on peace or conflict. It can be used in a broad range of conflict-settings, i.e., places where

there is a risk that non-violent conflict may turn, or return, to violence. PCIA must be integrated into every

stage of the project cycle- design, implementation and evaluation—if it is to help us in our work.

2. Objectives

The one-day Orientation Session on PCIA aims to enable LGUs to appreciate the importance of the process

in developing LGU capacities for peacebuilding. Specifically, at the end of the one-day orientation session,

participants are expected to be able to:

a. articulate their understanding of conflict and peace based on personal experiences and

theoretical frameworks

b. explain the different conceptions of peace and a framework for building a culture of peace

c. discuss the principles and guidelines for the use of PCIA

d. determine the need for PCIA based on an assessment of LGU processes that impact on peace

and conflict

e. identify ways in which PCIA can be mainstreamed in different LGU processes

Produced by LGSPA and GOP-UN MDP ACT for Peace Programme for field- testing purposes; 2007 50

3. Design

Schedule Session/Activity Process Materials Needed Expected Output

Day 1

1 hour

I. Welcome Rites

� Opening ritual

� Welcome Remarks

Opening Prayer

� With the principle of punctuality as a starting point,

participants will be asked to open the training with

prayers to be led by a Muslim, Christian and IP.

� Alternatively, an ecumenical prayer or song can be

used to open the training

Welcome Remarks

� Welcome remarks will be formally given by the

sponsoring organization

PowerPoint on

“Orientation Session”

At the end of the session,

participants should have:

II. Orientation Session

� Introductions and

sharing of objectives

� Program overview

Introduction “Colors of Peace”

� Each participant will be asked by the facilitator to

introduce him/herself by sharing their name,

designation and the color which for them represents

peace and why. They will also be requested to share

their expectations (15 mins.)

Program Overview

� The facilitator will present the objectives, methods

and activities that have been designed for the

orientation and relate these to the expectations of

the participants. S/he can identify expectations which

are beyond the training and which can perhaps be

addressed in other trainings. (15 mins.

for the participants:

- manila paper (half)

- fine-tipped

permanent markers

for facilitator:

manila paper

white board marker

masking tape

PowerPoint slides

Created a conducive

learning atmosphere with a

clarification of the

expectations, objectives,

content and methods of

the orientation workshop



2 hours

III. Understanding the

Dynamics of Conflict

� Definition of Conflict

� Experience of Conflict

and Peace

� Conflict concepts and

theories

Introduction

� The session will be introduced as a discussion in which

the participants are expected to be able to level off

on their understanding on basic concepts and

theories of conflict based on their own experiences

Definition of Conflict: “Word Association Relay”

� Participants will be asked to form two lines with

equal number of members each.

� Two manila papers will be posted on the front and

each group will line up before each manila paper

� Facilitator instructs the participants to write one

word, in turns, which they associate with the word

conflict. After each pax has finished writing, s/he

passes on the marker to the next person and goes to

the end of the line

� When the music stops, the writing of words will also

stop and the facilitator counts the number of

responses (should not repeat what others have

already written)

� The facilitator processes the words to come up with a

basic working definition of conflict

Understanding the Dynamics of Conflict: “Circles and

Triangles”

� Two lines will be formed with 15 members each. The

rest of the participants will form an outer circle and

act as observers

two whiteboards

whiteboard markers

(2)

permanent markers

(fine point) 1 each

participant

permanent markers

(broad tipped) 4

assorted colors

manila paper

masking tape

Manila paper with

grid of six horizontal

and six vertical

Articulated their

understanding of conflict

and peace based on

personal experiences and

theoretical frameworks



� The following instructions will be given:

1. This is an activity to enable us understand conflict

on a deeper level

2. Each group will gather valuables and invest them

in the activity

3. A shape will be assigned to each group (circle or

triangle)

4. The objective of the activity is for each group to be

able to form three lines of five shapes either

horizontally, vertically or diagonally

5. There will be three rounds and for each round, the

group representative will alternate with the other

group’s representative in marking the shape on

the grid posted on the board. The grid will have six

squares horizontally and six squares vertically.

6. For each round, the groups will be given two

minutes to plan their move. Representatives can

be changed at the start of each round if they wish

to do so

7. The principle of “touch move” applies

� Processing: the facilitator will process the experience

by asking the participants how they felt during each

round and generate their insights from the activity

� Discussion: The facilitator will lead the discussion on

Conflict Theories focusing on the following key

learning points:

- Conflict is neutral, not negative

columns

Two markers

Manila paper

Permanent Marker

Masking Tape

PowerPoint Slides

with definition of

Conflict



- Conflict is not a contest; its about problem solving

- When conflict becomes violent, it is destructive

- When conflict is transformed into stronger

relationships it is good

- There are different sources of conflict, namely:

community relation, interest, needs,

- The continuum of strategies for conflict resolution

include: peacemaking, peacekeeping and

peacebuilding

Reference Material:

Working With

Conflict, p.4-15

1 hour IV. Strategies for

Conflict Resolution

� Continuum of

strategies

� Conflict Resolution

Theories

� Culture of Peace

Framework

Introduction of Session

Continuum of Strategies for Conflict Resolution: “Pier

Stop”

� Three PIER stops will be set up with manila paper

indicating the following range of strategies each:

Peacemaking, Peacekeeping, and Peacebuilding

� Three groups will be formed using cut out puzzles that

they should form.

� Strategies will be defined as the means or ways in

which peace can be achieved or conflict can be

resolved.

� Participants will pretend they are in a boat ( to

symbolize the way to a goal) and assign a captain to

facilitate the discussion and a conductor to write the

responses on the “pier stop”

� The song “Bugsay” will be introduced

“Bugsay, bugsay, bugsay ngadto sa lawud

Ngadto sa gidamgo nga lawud (2x)

Ngadto sa, ngadto sa, ngadto sa gidamgo nga

Reference Material:

Colored cartolinas

Permanent marker

Pier stops

Peaceful Ways of

Dealing with Conflict,

p. 80-90

Identified processes which

promote win-win strategies

in conflict resolution



lawud (2X)”

� Participants will go around the pier stops, spend 5

minutes in each stop and write the different

strategies that they know which are related to

peacemaking, peacekeeping and peacebuilding. Each

strategy will be defined specifically

� When they get back to their original pier stops, they

will be asked to summarize the strategies listed and

present it in plenary

Synthesis and Inputs

� The facilitator provides inputs on the continuum of

strategies in peacebuilding focusing on:

a) Map of Peacebuilding

b) Nexus of Peacebuilding

� Key Learning Points:

- Peacebuilding is all- encompassing in our social

structures; it is connected to everything

PowerPoint Slides :

Understanding

Conflict

1 hour Lunch Break



1 ½ hrs.

V. Integrating Peace

and Development

� Introduction to Peace

and Conflict Impact

Assessment (PCIA)

Elements of Successful and Unsuccessful Peace

Initiatives: Group Work

� Form groups according to areas or those who are

familiar with the proposal they will be assessing.

� Let each group discuss their experience with projects

being implemented in their community. Each one will

share briefly (3 mins):

a. a project which you have experienced to be

successful

b. the impact it created on the community

c. 2-3 features which made it a success

� Creative presentations (poem or song: “ganito sila

noon, paano sila ngayon”) are done in plenary. (45

mins)

� While the participants are presenting, the facilitator

can already cull out the impact of the peace

initiatives and visualizing these on the board. The

column heading may be: Ganito sila noon, Ganito

sila ngayon, and Success factors.

� After all have presented, the facilitator shall go over

(read) and summarize the ideas drawn from the

presentations and link this to PCIA.

Variation to the grouping method and generating

experiences and ideas on elements of successful peace

initiatives:

� Participants will be asked to think of a sound that they

relate to peace.

Manila paper and

masking tapes

Permanent markers

Discussed the principles

and guidelines for the use

of PCIA



� While making their sound, they will go around and look

for four other people whose sound they relate to.

� They sit together and share their experiences of

peace programs that have been: a) successful and b)

unsuccessful

� After each one has shared they will come up with a

list of words that describe successful and

unsuccessful peace programs. They will they come up

with a group song or poem combining the key words

that they use to describe the features of a successful

and unsuccessful peace program. The song or poem

should be composed of at least 4 stanzas.

� They will write the song or poem on manila paper

and post it on the background while they present in

front of the big group

Synthesis

� The facilitator will cull out the key words describing

the principles of a successful peace program and

discuss PCIA concepts and principles

� Discussion Outline: (refer to PowerPoint)

- What is PCIA?

- Why PCIA?

- Difference between development indicators and

peace indicators

- When to do PCIA?

- Principles of PCIA

- Steps in doing PCIA

Reference Material:

PCIA Manual



1 1/2 hrs

VI. Mainstreaming PCIA

in Local Governance

Processes

� Awareness Raising

Presentation of LG Processes involved and key

questions to ask (refer to field guide)

Determined the need for

PCIA based on an assess-

ment of the LG processes

which impact on peace and

conflict

1 ½ hrs � Application in Local

Governance Processes Presentation of Local Governance Processes and Steps

in Applying PCIA (refer to field guide)

Identified ways in which

PCIA can be mainstreamed

in different LGu processes

1 hr VII. Planning for

Mainstreaming of PCIA

VIII. Closing

Produced by LGSPA and GOP-UN MDP ACT for Peace Programme for field testing purposes; 2007 59

BIBLIOGRAPHY

Bush, Kenneth. Hands-On Peace and Conflict Impact Assessment Manual. June 2006.

Bush, Kenneth. One-Page Primer on PCIA. June 2006.

Pelayo, Jenny. Post Activity Report, A Measure of Peace: Roundtable Discussion. LGSPA and ACT for Peace

Programme. February 2006.

Toh, Swee Hin. Towards a Culture of Peace. Walking the Path to Peace Kit. LGSP-II. May 2001

A Toolkit for Mainstreaming: Gender Equality, Environment, Peace and Unity, Poverty Reduction, and

Participatory Governance. LGSP-II. 2003.

pcia field guide - oct2007

Documents

peace programme

peace concerns

peace institutions

peace lens

peace zones

pcia useful

pcia impact areas

wouldbe facilitators