BIBLIOGRAPHY PETER T. DUMAGUING, October 2006, An Assessment of the...
BIBLIOGRAPHY
PETER T. DUMAGUING, October 2006, An Assessment of the Agrarian
Reform Impact Barangay / Community Program in Gadang, Kapangan, Benguet.
Benguet State University, La Trinidad, Benguet.
Adviser: Julia A. Solimen, Ph. D.
ABSTRACT
This study determined the percentage share in training costs per agency
involved in the convergent ARIBA training component; the direct training costs per
participant per day; the training cost-saving efficiency per convergent agency; and
compared the level of development of pilot ARIBA / ARC Gadang, generally, in terms
of the CARP implementation from 2000 to 2005 and the Key Result Areas during the
same period.
The results showed that the convergent Agrarian Reform Impact Barangay
training showed that DAR-CAR had the highest training cost percentage share of 67.3%
in the amount of P1,391,200.00 and a savings of P675,000.00 while ATI-NTC and
NORLU had a 20.1%(P415,600.00) and 12.6%(P259,400.00) training costs percentage
shares respectively.
DAR-CAR, ATI-NTC and NORLU had cost-saving efficiency ratings of 32.6%,
79.89% and 87.45% respectively.
The direct training costs per participant per day is only P369.78 which is almost
four times less than the government’s standard of P1,200.00 per participant per day.
The Agrarian Reform Impact Barangay / Agrarian Reform Community Gadang
showed progressive growth from a lower medium level of development(level 2) in 1997,
medium level of development(level 3) in 2000, higher medium level of
development(level 4) in 2001 and 2004 and peaked to a high level of development(level
5) in 2003 and 2005, registering a sustainable rural development index(SRDI) ratings of
63.97% in 2000, 72.85% in 2001, 82.24% in 2002, 79.24% in 2003, 69.91% in 2004 and
75.27% in 2005.
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TABLE OF CONTENTS
Page
Bibliography ……………………………………………………………. i
Abstract ………………………………………………………………... i
Table of Contents
……………………………………………………. iii
INTRODUCTION
Background of the Study
……………………………………. 1
Statement of the Problem
……………………………………. 4
Objectives of the Study
……………………………………. 5
Importance of the Study
……………………………………. 6
Scope and Delimitations of the Study ……………………………. 7
REVIEW OF LITERATURE
Rural Development
……………………………………………. 9
Area-focused convergence and sustainable Rural Development ….… 11
ARIBA/ARC Dev’t key result areas and Rural Development……….. 32
Human Resource Development(HRD) and Rural Development ……. 34
METHODOLOGY
Locale, Time and Respondents of the Study
…………………… 37
Data Gathering Procedure
…………………………………… 38
The Research Instrument
…………………………………… 39
Data Analysis
…………………………………………………... 39
Theoretical/Conceptual Framework
……………………………. 42
RESULT AND DISCUSSION
Percentage share in training cost per agency………………………... 43
Training costs per participant per day ……………………………… 45
Cost-saving efficiency per agency …………………………………. 45
Other validated effects of the training ……………………………… 47
iii
Level of development………………………………………………… 50
Development level along primary key result areas...………………… 54
Development level along secondary key result area………….….…… 58
Other Development growth factors …………………………………… 67
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary ……………………………………………………………… 71
Conclusions …………………………………………………………… 73
Recommendations …………………………………………………….. 74
ANNEXES A – E …………………………………………………………. 75
FIGURES 1 – 3b …………………………………………………………. 107
LITERATURE CITED ……………………………………………………. 112
APPENDICES ……………………………………………………………. 114
BIOGRAPHICAL SKETCH ……………………………………………… 118
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INTRODUCTION
Background of the Study
In January 1992, the Agrarian Reform Impact Barangay (ARIBA)
Training and Development project was conceptualized, presented and approved
by three cooperating agencies, namely: the Department of Agrarian Reform-
Cordillera Administrative Region(DAR-CAR) as the lead agency, the Agriculture
Training Institute-National Training Center(ATI-NTC) in CAR and the Northern
Luzon Cooperative Development Center (NORLU-CEDEC or NORLU).
DAR-CAR and ATI-NTC are government institutions while NORLU is a
non-government organization, specifically a secondary cooperative organization,
extending technical assistance to primary cooperatives in Northern Luzon.
The project was mainly intended as a “convergent” and “area-focused”
project to save on cost for the government and to test the proposed concept as a
strategic framework for rural development in a pilot agrarian barangay or
community.
The training aspect was the main component while the barangay or
community development aspect is the secondary component of the project. This
was intended to be so because of the inherent work nature of the project’s main
proponent, the Information and Education Division of the Department of Agrarian
Reform – Cordillera Administrative Region(IED, DAR-CAR) which conducts
trainings & leaves to the trainees the community development aspect.
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The three convergent agencies trained development facilitators to facilitate
development in their agrarian reform barangay or community. These government
field workers were subjected to a series of live-in “classroom” trainings at the
ATI-NTC on the following topics: “Cooperative trainors’ training” for twelve(12)
training days; “Training for trainors on Basic Cooperative Bookkeeping and
Accounting” for 120 training hours; “Strategic Development Planning
Workshop(SDPW) Trainors’ Training” and “Project Development and
Management Training” for 96 training hours; and “Cooperative Trainors’
Training on Policy Formulation and Auditing” for eight(8) training days. There
were also orientation and assessment sessions conducted to advocate on the
proposed project beside these trainings.
After every classroom training, the development facilitator – trainee went
back to his/her agrarian barangay or community and do hands-on work, applying
what he/she learned from the training, covering a period of one year for
both “classroom” and “on-the-job” trainings.
After the one-year training, the development facilitator is expected to
continue the development work in the agrarian reform barangay or community,
using the ARIBA training and development project framework, to facilitate the
development of the area under the Comprehensive Agrarian Reform
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Program(CARP) which is expected to be completed by the end of calendar year
2008 under Republic Act 6657 as amended.
The Department of Agrarian Reform – Cordillera Administrative Region
(DAR-CAR), through its Information and Education Division (IED), had been
single-handedly conducting trainings for its personnel which had not only been
costly but also not directly linked to community development.
After some soul searching, the Chief of the DAR-CAR Information and
Education Division conceptualized the “Agrarian Reform Impact
Barangay(ARIBA) Training and Development Project”, featuring not only the
principle of convergence but also “a direct link of the training to an ‘area-focused’
rural development application”, specifically in a pilot agrarian reform barangay
or community.
After the training component of the project was completed, not any
assessment was made to really discover whether its intended aim to cost-save was
accomplished and whether such a development concept or strategy was useful, if
at all.
The study will not only fill-up this data gap but also discover the
efficiency of such a convergent training and, to a certain extent, the effectiveness
of the development framework.
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Statement of the Problem
Government and Non-Government Organizations have common training
and development agenda but, most often than not, they individually conduct their
own trainings duplicating each other’s program, thus making it costly for each
institution.
Furthermore, Government usually planned trainings for their personnel
based on the so-called training needs assessment of personnel which were based
on their answers to questionnaires floated to them.
Many of these trainings which the personnel believed to be needed by
them are often not directly related to their jobs and much more to the “community
development bottom line” but for personal staff development only.
Human resource development trainings, especially in government, should
be job - related or development project – related.
There is a need for convergence in order to avoid duplication and waste
and to ensure efficiency. This will ensure more savings for development projects
that will make a difference in people’s lives, the community and the country.
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The study sought answers to the following questions:
1. To what extent did each convergent agency contribute to the resources
of the ARIBA training program?
2. How much is the cost per trainee?
3. What is the annual level of development of Gadang?
Objectives of the Study
The study, in general, assessed the efficiency and effectiveness of the ARIBA
training and development project.
Specifically, the study determined:
1. The percentage share in training cost per agency involved in the
convergent ARIBA training component;
2. The direct training costs per participant per day and the training cost-
saving efficiency per convergent agency;
3. The level of development of pilot ARIBA / ARC Gadang,
Kapangan, Benguet in the last six(6) years of CARP
Implementation (2000-2005) and along the Key Result Areas (KRA)
across the last six(6) years of CARP implementation.
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Importance of the Study
The Agrarian Reform Impact Barangay (ARIBA) training and
development project was mainly conceptualized to facilitate convergence of
training resources and to pilot the concept as a key strategy for rural development
in an “area-focused barangay or community”.
The measurement of the level of development in the pilot agrarian reform
impact Barangay supplied some information needed for development actors to
formulate and develop new and more responsive development concepts and
strategies applicable not only to the pilot ARIBA / ARC Gadang,
Kapangan in the Cordillera Administrative Region(CAR) but also to other
barangays in CAR and other regions of the Country.
Furthermore, the proven efficiency of convergent human resource
development trainings which encouraged pooling of scarce resources and
avoiding duplication of similar trainings will challenge policy makers both in the
government and the non-government organizations to conceptualize similar
convergent training and development strategies and systems to ensure efficiency
in government & non-government training programs & projects, common to both.
The results and recommendations also provided useful information as
feedback to the ARIBA training and development project proponents and other
concerned institutions which may serve as bases for future development planning.
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Scope and Delimitations of the Study
The Agrarian Reform Impact Barangay / Community (ARIBA / ARC)
program referred to the training program and the development program of
the project. The assessment dwelt only on the training costs and level of
development.
The study focused on the cost-saving efficiency of the training component of
the ARIBA training and development project and a case study of the annual
development levels of pilot ARIBA / ARC Gadang, Kapangan, Benguet.
Further, the study involved only the Department of Agrarian Reform(DAR),
the Agricultural Training Institute-National Training Center(ATI-NTC) and the
Northern Luzon Cooperative Development Center (NORLU-CEDEC) in the
Cordillera Administrative Region which participated during the project planning
and the implementation of the training component of the project.
Due to the short duration needed in the research, other aspects of the project
shall be considered in future studies especially at the end of the Comprehensive
Agrarian Reform Program(CARP) in 2008.
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REVIEW OF LITERATURE
Agenda 21, the global plan of action for implementing sustainable
development states that “the major objective of sustainable agriculture and rural
development is to increase food production in a sustainable way and enhance food
security. This will involve education initiatives…utilization of economic
incentives and the development of appropriate and new technologies; employment
and income generation to alleviate poverty; and natural resource management and
environmental protection”.
Consistent with this, the Philippine Government strongly advocates
sustainable development anchored on growth with social equity and measured by:
a reduction in poverty especially in the rural areas; an improvement in the
distribution of income; strengthened institutions; increased private sector
involvement; and sound environment and natural resources management
In line with the government’s thrust, the Comprehensive Agrarian Reform
Program (CARP) has been implemented as one of the major rural development
programs to empower rural households through security of land tenure and ensure
their equitable access to support services and sustained income opportunities
(Guardian and Erfe, 2006).
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We are in the search for appropriate approaches, strategies and lessons
derived from experiences from rural development projects (FAO-
UN/AusAID/DAR, June 2006). Such a search for appropriate rural development
strategies needs the sharing of development experiences and other development
initiatives.
It is for this reason that the Agrarian Reform Impact Barangay (ARIBA) /
Community (ARC) Training and Development Project is being assessed in order
to share this rural development project experience.
Rural Development
Rural development projects are change interventions to achieve a desired
socio-economic state or planned change (Librero, 1978). He further added that
development is in people and its objectives are addressed to people and carried
out by the people.
Development is for the people and by the people (Villegas, 1992). He said
any vision which neglects the principle that development is for man and not man
for development sees the process only as a cold, logical and efficient
organizational technique without bearing on human values except material
growth.
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The ultimate goal of any development program or project is to uplift the
quality of life of the people especially the poor farmers (Estrada, 1991). He said
that in order to attain this goal, a sustained agricultural development to accelerate
the economic growth, thus improving the socio-economic welfare of the rural
people must take place.
Development is the sustained capacity to achieve a better life that is long
and of higher quality where the higher quality of life involves the capacity “to be”
educated, healthy, etc. and the capacity “to do” productive and satisfying
work(UNFPA-POPCOM-NCRFW, undated).
The World Commission of Environment and Development (WCED, 1987)
defined sustainable development as “…the development that meets the needs of
the present without compromising the ability of the future generations to meet
their own needs”.
The essence of sustainable development is the harmonious integration of a
sound and viable economy, responsible governance, social cohesion and harmony
and ecological integrity to ensure that development is a life-enhancing process.
It is a development that ensures the continuity of life-giving and life-
saving resources and guarantees inter-generational equity(NCIP/UNDP, October
2004).
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The General Assembly of the United Nations states that the ultimate
purpose of development is to provide increasing opportunities to all people for a
better life (MECS, Region II).
Area-focused convergence and sustainable rural development
A key approach or strategy to accelerate and ensure rural sustainable
development is an area-focused convergent project such as the ARIBA / ARC
training and development strategy.
The Agrarian Reform Impact Barangay(ARIBA) strategy was introduced
in January 1992 which was later on expanded to cover a barangay or more which
was called the Agrarian Reform Community(ARC) strategy in 1993.
A similar approach to rural development which the Philippine government
has adopted in 1995 is the “Minimum Basic Needs (MBN) approach to improved
quality of life”(DILG-LGA, 1997). This strategy is backed by a policy on
convergence through Proclamation No. 548, dated 6 March 1995 and
Administrative Order No. 194, dated 30 May 1995. entitled “Providing for the
adoption of the social reform agenda convergence policy and its
operationalization and for other purposes”. Entitled “Approving a policy on
convergence and its operationalization through the coordinated action of the
agencies’ technical action officers”, Proclamation No. 548 declared the adoption
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of policies on convergence of flagship programs and projects. Section 3 of the
proclamation declared that the “MBN approach to improved quality of life shall
be adopted as the strategy for convergence”. Section 4 of the same proclamation
also declared that the process of convergence shall provide for multilevel,
multisectoral, and inter-agency coordination and consultation.
Entitled “Providing for the adoption of the social reform agenda
convergence policy and its operationalization and for other purposes”,
Adminisistrative Order No. 194 reiterated the use of the MBN approach as a
strategy for convergence; enjoins all national government agencies and local
government units to take immediate steps to implement the Social Reform
Agenda(SRA) convergence policy; and ensures periodic monitoring every six
months to better respond to changing conditions.
The MBN approach is a strategy of prioritizing primary requirements to
ensure that the basic needs for survival, security from physical harm, and enabling
needs of the individual, family and community are attended to.
Prioritization is based on the degree to which a family meets its basic
needs, and these basic needs are measured by 33 agreed upon indicators (see
Annex A).
The degree to which a Filipino family achieves its MBNs serves to
measure its quality of life. If the family is unable to meet its MBN on a sustained
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basis, then the family is considered to be deprived of these basic needs and
therefore in a state of poverty. Those who have the highest levels of deprivation
are targeted for priority assistance.
The indicators or standards in each MBN must be present in the Filipino
family in order to say that the family has met a particular basic need. How each
family fares on each of these indicators provides the basic information inputs for
the MBN approach.
The major objectives of the MBN approach are to foster community
participation and empowerment by engaging the individual/family/community to
participate actively in local decision making and in setting targets for basic
service delivery; to facilitate management by using MBN information as basis for
situational analysis, planning, implementation, and monitoring and
evaluation(SAPIME); to provide government a gauge for determining and
responding to priority local requirements; to foster equity by giving priority
attention to those who fall below MBN standards; to promote convergence of
efforts among different sectors, agencies, and institutions by providing a basis for
integrated planning and service delivery; and to maximize the use of resources to
serve common targets through convergent area-based management.
All MBN activities and directions will be based on information generated
from the Community-Based Information System(CBIS). As a management tool,
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it can be used to provide the data inputs for situational analysis, planning, project
identification, and monitoring and evaluation. As it is community-based and
community managed, it fosters community participation and accountability. It
establishes a basis for targeting families needing priority action and attention.
Since it is used across sectors and geographical areas, it standardizes information
and enables different development actors to converge their resources and focus on
a single set of targets for service interventions.
The strategies to operationalize the MBN approach are the following:
1. Local Information System(LIS). The installation of a local information system
is one of the strategies to operationalize the MBN approach. It aims to
enhance the information centers of the LGUs at all levels by involving the
community in gathering, analyzing and utilizing data about their MBNs. This
LGU-community partnership in monitoring and data banking is geared
towards community development and management;
2. Convergence. Involving local government units, national government
agencies, non-government organizations, private sector, and people’s
organizations in situation analysis, planning, implementation, monitoring and
evaluation (SAPIME) of programs, projects and activities;
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3. Community-Based Approach. Encouraging families to get organized and to
initiate and participate in SAPIME to promote empowerment and
sustainability.
4. Focused-Targetting. Jointly identifying and agreeing on a common set of
targets based on the MBNs.
5. Social Mobilization(SocMob). Convincing all sectors to support and
participate in MBN activities through policy advocacy, media channels, IEC
campaign, organizational linkages and community mobilization. SocMob is
required all throughout SAPIME;
6. Capability-Building. Improving the administrative and technical capabilities
of planners, implementers, monitors and evaluators, and of institutions to
manage MBN programs;
7. Resource Management. Exploring innovative resource management schemes
to deliver and sustain services to achieve the MBNs (see framework of the
MBN approach in figure 1).
In using the Community-Based Information System(CBIS), there are a
number of ways to analyze it. A simple listing of those needs per indicator which
were not met by the most number of families may indicate on a superficial level
the common problems and needs of the community. This simple list would enable
the community to determine priority areas for local action.
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For purposes of planning and project/program identification, the
community has to probe more deeply into the underlying causes for the non-
achievement of those needs per indicator to be able to identify effective courses of
action for MBN.
For purposes of monitoring and evaluating programs and projects to
determine whether they make an impact on the improvement of MBN
achievement in the community, the method of analysis would be to compare
MBN data over time.
When a community uses the CBIS, it has at least two sets/types of data to
work with:
1. Family-level data. This data provides a profile of each family in the
community.
2. Community-level data. This data which includes a resource inventory
provides a profile of the whole community.
The setting up of a community data board for both family-level data and
community-level data are encouraged to allow the members of the community to
monitor the progress of each family in terms of meeting their MBNs. Likewise, it
will allow service implementers to get an idea of which families to target for a
given service to efficiently program service delivery.
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The summary guidelines in implementing the MBN approach are the
following:
1. Organize/tap or reactivate existing municipal inter-agency technical working
group to serve as the MBN team. The core members include the MPDC,
MLGOO, MHO or midwife, MAO, MSWDO and DEP-ED Officer;
2. Plan and implement capability-building activities on the MBN approach;
3. At the barangay level, the MBN team should mobilize and train area-based
volunteers and existing people’s organizations as partners in implementing the
MBN approach;
4. Administer the MBN family checklist. Initially, the MBN team will assist the
community volunteers. Succeeding data-gathering should be managed by the
community;
5. Collate, summarize and analyze MBN data using simple tools. This will be
done by the community with assistance from the MBN team.
6. Present analysis to the punong barangay and sanggunian through an assembly;
7. Rank and prioritize needs to be addressed by the barangay and the
community;
8. Identify families/communities to be prioritized using the MBN masterlist;
9. Discuss activities, strategies and resources to address the MBNs;
10. Install the MBN data boards at the barangay and municipal levels;
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11. Indicate action points which the barangay/community may address, raise
concerns to appropriate entities and elevate issues to the next territorial unit if
necessary;
12. Incorporate programs/projects addressing substandard MBNs in the local
development plans, annual investment plans and annual executive budget;
13. Network with various sectors to augment resources to attain the MBNs;
14. Deliver corresponding services to identified targets; and,
15. Monitor the achievement of MBNs yearly, then proceed to step number 5.
Another convergent and area-focused government program is the
“Ancestral Domain Sustainable Development and Protection” inspired by the
Indigenous People’s Rights Act(IPRA) of 1997 or Republic Act(RA) 8371.
Phase 1 of the program is the social mobilization which includes the pre-
planning consultations, organization of the working group, and the preparation of
the working group’s work and financial plan.
Phase 2 is the data gathering and assessment. This phase includes
a) Determining the ancestral domain parameter (boundary definition of the
ancestral domain to delimit the specific area).; b) Development of the data
indicator system by the working group; c) Identification of data gaps based on the
data indicators and the existing data on the indigenous peoples (IPs) and
their ancestral domain to determine the data gaps that need primary research;
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d) Conduct of surveys to gather primary data in order to complete the baseline
information.; e) Assessment of data to determine the problems and needs of the
IPs and their ancestral domain to assess the underlying causes of such problems
and determine the probable solutions; and, f) Validation of data/information
and assessment. The outputs of the working group is presented to the community
members for validation and further inputs.
Phase 3 is the Indigenous Peoples/Ancestral Domain (IP/AD)
development framework formulation. This phase presents the IPs collective
vision, mission, goals and objectives, policies, strategies, and programs to address
the identified problems / needs of the IPs as the bases of the development
framework formulation by the community and further refined by the working
group in close coordination with the community elders/leaders. The final copy of
the framework is presented to the community for validation. A consultation
meeting with government & non-government agencies is conducted where the
agencies present their programs and projects in the area and IP/AD development
framework is presented for purposes of interfacing the framework with other
government policies and plans. During the consultation, targets for the IPs may be
negotiated with the concerned government and non-government agencies on their
existing programs and projects that are in consonance with the IP/AD
development framework for inclusion in the IP/AD community development plan.
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Phase 4 is the plan promotion or marketing.. During the interface session,
the IP council of elders/leaders start their plan promotion for the integration /
incorporation of the their plan to the Barangay, municipal, provincial, regional
and the Philippine Development Plans, They also submit their development
framework and plan to the planning officers of agencies for integration into the
agency’s plans.
While the ARIBA / ARC strategy, MBN strategy, PATSARRD strategy
and the ADSDP strategy are similar in that they used both the “convergence” and
“area-focused” approaches, they differ in the stakeholder’s participation in the
phases or processes of development from pre-planning, planning,
implementation, monitoring and evaluation (NCIP, 2004).
The NCIP’s Ancestral Domain Sustainable Development and
Protection(ADSDP), however, featured mainly the planning stage of the project
since it is still a new strategy of the government.
Planning is only as useful as its ability to reflect the needs of the people on
the ground. This can only be done if households are allowed to stand up and be
counted in planning for their future. The participatory area planning (PAP)
approach makes this possible. Since they can call the plan their own, they are
willing to contribute their time, skill, and money to make sure the projects of their
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own choosing get implemented and, in the end, become successful(Tumbali,
2006).
Another featured rural development project which carries a lot of weighty
rural development insights is the Philippines-Australia Technical Support for
Agrarian Reform and Rural Development (PATSARRD).
PATSARRD is seen as a microcosm of the global, national and donor
development agenda for area-focused communities. The PATSARRD project
engaged all concerned in the development process; enhanced the facilitation and
delivery of support services; mobilized development resources; and improved the
access by the rural households to more productive and efficient technologies,
markets and financial services((FAO-UN/AusAID/DAR, June 2006).
It was designed as a capacity building project to develop and strengthen
farmer beneficiaries, their households and their organizations and the institutions
providing support to the implementation of the comprehensive agrarian reform
program. The project’s crucial intervention lies in enhancing the roles of local
stakeholders in rural development by initiating and facilitating support from the
national government and donor community. The project recognizes the important
contributions of local government units(LGUs), national government line
agencies, and the private sector in planning and catalyzing support for rural
development. However, the LGUs and line agencies are generally not equipped
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institutionally and financially to undertake these responsibilities. The greater
involvement of the private sector also remains to be enhanced to complement the
services of the LGUs and government line agencies not only to provide more
efficient technologies and technical assistance but also to strengthen the links
between production (supply areas) and markets (demand areas). The all important
and urgent need to capacitate the farmer beneficiaries and their households has to
be addressed to ensure that they appropriately process and put to good use the
support provided by other stakeholders. Likewise, systems have to be put in place
to effectively manage and monitor development resources and ensure that gender
and environmental issues do not hinder rural development. These interrelated
requirements were considered in the choice and design of PATSARRD’s specific
interventions as presented in its development framework (see figure 2).
Activities start with the identification of constraints and needs of each
target community and the required interventions to address them. These are done
in a participatory manner through the Participatory Area Planning(PAP)
process(See Annex B). The process, in turn, produces the community
development plans that serve as the blueprints for development activities in the
area including other initiatives under the project.
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With the plan as basis, resources and support are mobilized under the
support services coordination and integration (SSCI) component using the KApit-
bisig LAban sa kaHIrapan(KALAHI) Farmers’ Center(KFC) approach to
implement specific projects for the communities. Specific interventions for
beneficiary development are also operationalized from the plan through the KFC
and directly under the project. Management and monitoring of projects and other
activities conducted under the project start from the project identification phase to
actual implementation until the phase out of support. PATSARRD’s phased
activities are intended to plan and design specific projects, minimize duplication,
and ensure the readiness of service providers and beneficiaries in undertaking and
receiving planned interventions. All these development principles, approaches,
practices and activities are envisioned to result in improved economic and social
conditions for the farmer beneficiary households (see Annex C).
The success of the project in achieving its objectives was traced to the
following: formulation of more responsive development plans that cater to farmer
needs and result in actual projects; changed development perspectives of
stakeholders; increased women participation rates in planning and project
activities; empowered ARB households resulting from participatory processes in
planning, access to technology, livelihood and enterprise development
opportunities and microfinance services; improved and coordinated delivery of
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
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24
support services to the ARCs; establishment of viable enterprise models with
market linkages; increased access to microfinance services of ARB households;
improved household incomes; strengthened development institutions resulting
from capacity building activities that are expected to sustain project gains;
increased gender and environmental awareness among planners, ARB households
and other stakeholders; and establishment of a responsive and fully operational
PMME.
Lessons were learned from the project in the following areas:
Common poverty alleviation thrusts – Development interventions have to
be attuned with current development thrusts to facilitate their acceptance and
implementation by the stakeholders. PATSARRD was designed to address the
same development gaps that the national government, donor agencies and LGUs
aimed to address. The thrust for poverty alleviation is similarly articulated in the
ARC development plans that were consensually prepared by the local
stakeholders. Thus, the cooperation of all concerned, including the target
beneficiaries, was easily obtained in the implementation of the project’s
interventions.
Localizing efforts – Development interventions need to be focused.
Focusing PATSARRD support on selected ARCs and priority activities gives the
project more mileage in achieving its objectives. In particular, by focusing on
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local resources development, PATSARRD is able to provide appropriate and
customized support and at the same time, draw the cooperation and contributions
of local stakeholders in project implementation thereby augmenting the project’s
own resources. This approach also recognizes the important role of the LGUs and
local stakeholders in the development process.
Need for catalysts – To give development a push, there is a need for
catalysts. The DAR, through PATSARRD, provided the leadership and the
impetus in converging efforts at the local level to work towards the development
of the ARCs. PATSARRD has proven to be the agency’s catalyst in mobilizing
donor agencies, national government, LGUs, local institutions, non-government
organizations(NGOs) and private sector to provide resources and operationalize
projects in the target ARCs. With its team of experts, PATSARRD provided the
much needed technical expertise and guidance to the LGUs and local line
agencies in enhancing access of ARB households to support services, improved
technologies, income opportunities, markets and microfinance services, among
others. The presence of proficient LGU officials and ARB and cooperative leaders
also facilitated the implementation of development initiatives under the project.
Complementation
and
convergence – There are many reasons why
complementation and convergence efforts need to be pursued. Complementation
and convergence facilitate multi-stakeholder decisions and unified actions;
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foster harmonious relationships among various stakeholders that facilitate work to
be done; synchronize the delivery of services to intended beneficiaries and
minimize duplication of efforts; facilitate shared responsibilities and
accountabilities; augment resources and expand the scope of assistance and
extension of support to more beneficiaries which means resources are optimized;
induce prompt responses to problems; and facilitate more effective monitoring of
activities and provide checks and balances on actions undertaken by concerned
agencies and entities.
Holistic and phased interventions – The adoption of phased interventions
under PATSARRD ensures the thorough preparation of plans and design of
specific projects and the readiness of service providers and beneficiaries in
undertaking and receiving planned interventions respectively. The interventions
follow the phases of the project cycle which starts with project identification and
planning stage under the PAP. The KFC and BED interventions take off from the
plans formulated under the PAP and operationalize the projects identified therein
(implementation stage). The PMME activities complete the cycle. With the
integration of GAD and ENRM concerns in all stages of the cycle and adoption of
the sustainable development principles, PATSARRD implements holistic
interventions. These provide greater chances for sustainability of project gains.
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Flexibility of interventions – This allows more creativity and room for
adjustments. PATSARRD, being a grant assisted project, has more flexibility in
the design and implementation of its activities. Thus, interventions are more
innovative and provide enough leeway and time for interventions to be adapted,
understood and absorbed by those involved in the project. This also facilitated the
achievement of objectives far beyond the targets (107% over-all average
accomplishment against major targets in PATSARRD’s project framework).
Choosing the right partners – A major part of sustainability efforts is the
choice of the appropriate partners or institutions that are expected to continue the
work paved by the project. PATSARRD has endeavored to choose the right
partners for its activities not only to facilitate its work but also to ensure continued
assistance or linkages to assistance for the ARCs. Selection criteria for the choice
of interventions as well as project partners and cooperators were formulated under
the PMME towards this end. KFC partner agencies have also been carefully
selected to provide integrated services to the ARCs. Capable and committed
technology providers, private sector partners and entities who were willing to
share their knowledge and are practitioners in the field had also been tapped
under the BED to ensure the provision of appropriate and sustained assistance to
the beneficiaries.
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Handholding process/Coaching strategy – Capacity building provides the
foundation for the effective implementation of development activities and the key
to sustaining the gains from these interventions. Capacity building, however,
takes time and its effects are not easily discernible in the short run. Thus,
PATSARRD has adopted the hand-holding strategy to ensure that learning is a
fruitful process for its beneficiaries. Activities are mostly done “on-site”,
“one-on-one”, on the job-basis, in iterative manner and in several phases. While
this approach may be costly, the economic and social benefits far outweigh the
financial consideration. This has been true for PAP, KFC and BED interventions.
Demand and supply linkages – The provision of support achieves the
highest mileage where it is most needed. The supply of technical assistance and
other development support should appropriately match the demand for such
services. Customizing development assistance to the requirements and absorptive
capacity of the clientele is proven to be a more effective strategy in pursuing
growth in the ARCs.
Going an extra mile – Building the trust and confidence of development
partners is the spirit of PATSARRD interventions. By going an extra mile in
relating with the development partners, being patient and persistent in the pursuit
of shared principles and goals, and encouraging shared responsibilities, the project
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experts were able to provide the needed push to mobilize stakeholders’ support
and resources for the development of the target ARCs.
Replicability – The true measure of the success of a development
intervention is its expansion or upscaling, replication and adoption in similar
endeavors or in other areas. This, however, depends on many factors including its
scale, acceptability, cost and apparent impacts. These factors need to be
considered in the design of project interventions to ensure their wide application
and sustainability. The application of many of PATSARRD’s interventions has
gone beyond the confines of its target ARCs. The PAP, for instance, has been
adopted in the preparation of higher development plans such as the municipal
development plans and institutionalized in the planning processes of other
foreign-assisted projects(FAPs) of the DAR. ENRM concerns advocated by the
project have also transcended specific projects and territorial boundaries. A look
at these interventions shows that they are simple, small scale (not grand), relevant
and work for the best interest of the beneficiaries.
Bale (1999) aptly stated the following which summarizes the lessons
learned from development projects: “Rural development is a confluence of many
interventions, inter alia, the provision of social and physical infrastructure, the
provision of financial services…as well as the development of traditional rural
sectors such as agriculture and natural resources management.
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The conclusion is that programs to reduce rural poverty must be
comprehensive and must include the views of the poor and the actions of the local
communities, civil society groups, central and local government, bilateral and
multilateral donors acting in partnership…when rural development interventions
are taken holistically and extend beyond the traditional sectors, synergistic
outcomes are achieved”.
Like the featured development projects, the ARIBA training and
development project ensured the participation of the convergent agencies in the
training component which ensured the specific resource commitments of all
convergent development partners and facilitated the convergence of development
resources of participating agencies to the pilot barangay through an empowered
community which initiated the process of matching their development needs with
the public and private development agencies and institutions/businesses.
The ARIBA training and development concept also ensured that the
convergent agencies for the training component agree and own the development
concept prior to its implementation. It also made sure that the development
facilitator/s who will act as facilitator/s of development in the identified pilot
agrarian reform barangay or community are well trained both in the classroom as
well as in the community via “on-the-job” actual application of the classroom
learnings every after the major training.
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Likewise, the ARIBA development framework ensured that the
ARIBA/ARC pilot area’s folks participated by endorsing their ARIBA pilot area
technician to the ARIBA training and by actively involving themselves in the
planning stage, community work and development stage and the monitoring and
evaluation stage.
The Agrarian Reform Communities strategy was adopted by DAR in 1993
as its key operating strategy. These Agrarian Reform Communities serve as the
convergence of interventions by DAR, other government line agencies mandated
under Executive Order 406 as members of the CARP implementing Team,
partner non-government organizations and people’s organizations (DAR,
undated). Through the years, the strategy has evolved into an integrated
sustainable development approach focusing on six Key Result Areas(KRAs):
Land Tenure Improvement(LTI), Economic and Physical Infrastructure Support
Services(ECOPISS), Farm Productivity and Income(FPI), Basic Social
Services(BSS), Gender And Development(GAD), and Organizational
Maturity(OM).
“Towards a Viable Agrarian Reform Community” was developed to help
rural development partners, especially the field personnel of the DAR and other
government and non-government organizations, have a more in-depth
understanding of the ARIBA / ARC Level of Development Assessment (ALDA).
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The ALDA manual guides the ARIBA/ARC development partners in
determining the development trend or levels in their pilot community using the
established processes and step-by-step computations of the ALDA results (see
annex D).
This process is empowering because they could easily identify the
strengths and weaknesses of the agrarian reform community and the Agrarian
Reform Beneficiary(ARB) organization. Thus, the ARIBA/ARC folks and their
community’s development partners can identify, plan and implement appropriate
interventions for sustainable development.
ARIBA / ARC Development Key Result Areas(KRA) and Rural Development
“Towards a Viable Agrarian Reform Community” defines the following
Key Result Areas (DAR, Undated):
Land Tenure Improvement(LTI), the first KRA, refers to the land that a
community folk owns or cultivates. One’s land tenure is improved when DAR
gives him/her the title of the untitled land he/she possesses or tills which
recognizes legal ownership or the leasehold contract which recognizes him/her as
the cultivator of the land owned by somebody else.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
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Economic and Physical Infrastructure Support Services(ECOPISS), the
second KRA, refers to the provision of the needed physical infrastructure projects
(ie. farm to market road, bridge, irrigation, pre & post harvest facilities),
livelihood projects (ie. rural-based industries), credit services, and marketing
services to the pilot ARIBA / ARC.
Farm Productivity and Income (FPI), the third KRA, refers to the adoption
of appropriate farming technology, farm productivity and household income of
the Agrarian Reform Beneficiaries (ARBs).
Basic Social Services (BSS), the fourth KRA, refers to the access of the
ARB’s households to basic social services such as health, potable water, power
and education (ie. Elementary and high schools).
Gender And Development (GAD), the fifth KRA, refers to the women’s
access to land and services as well as participation in community development
programs and projects.
Organizational Maturity (OM), the sixth KRA, refers to the status of ARB
organizations in the aspects of organizational management, resource management,
social enterprise operations and alliance building.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
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Human Resource Development (HRD) and Rural Development
Sustainable rural development happens because of capable human
resources who facilitate and sustain rural development.
The ultimate aim of development is human development now and through
future generations (PA 21, Section 1.3, p. 12).
Librero (1978) opined that development is in people and are carried out by
the people. Development is for the people and by the people (Villegas, 1992).
The ARIBA series of classroom and on-the-job trainings were designed to
develop the DAR’s development facilitators who in turn facilitate ARIBA/ARC
human resources and other development resources for sustainable rural
development.
The 12-day initial ARIBA “Cooperative trainors’ training” featured
among others the modules on Community Organizing and Participatory Action
Research-Community Information Planning System(CO-PAR-CIPS) in order to
ensure that the pilot ARIBA/ARC folks shall actively participate in their
community’s social preparation; organizational building; capability & leadership
building; and enterprise development, alliance building and sustainability. It
further facilitates the gathering of quality data of the community’s socio-
economic profile with the people’s active participation through the community’s
research and planning teams.
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The second major ARIBA “Training for trainors on Basic Cooperative
Bookkeeping and Accounting” for 120 training hours is intended to ensure that
the community organization’s books are installed properly, including quality
financial statements.
The third major ARIBA “Strategic Development Planning
Workshop(SDPW) Trainors’ Training” and “Project Development and
Management Training” for 96 training hours is intended to ensure quality
community development plan formulation and project identification, proposal
preparation and project management.
The fourth major ARIBA “Cooperative Trainors’ Training on Policy
Formulation and Auditing” for eight(8) training days is intended to sustain
community leadership and financial purity through policies, standards/systems
and audits.
These trainings enabled the development facilitator at the ARIBA/ARC
level to mobilize community human and material resources toward a sustainable
rural development(see figures 3, 3a, and 3b).
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The convergence of training resources, both human and material,
was part of the design in order to ensure efficiency and avoid duplication of the
trainings that the cooperating institutions and agencies conducted. The
design identified the following training variables for cost-saving
efficiency considerations: board & lodging, supplies & materials, resource
persons’ honoraria, and validation trips.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
METHODOLOGY
Locale, Time and Respondents of the Study
This short-term study which started 17 July 2006 till 28 October 2006
involved two national government agencies and one non-government organization
namely: the Department of Agrarian Reform-Cordillera Administrative
Region(DAR-CAR), Agriculture Training-Institute and the Northern Luzon
Cooperative Development Center (NORLU-CEDEC), all based in Baguio City.
These institutions converged their resources mainly for the ARIBA training
component.
To establish reliable data on the efficiency of the training component of
the project, a combination of gathering a financial report from the ARIBA
training staff and a “focused group or individual discussions” with the three
agencies’ representatives involved in the ARIBA training were conducted in
August and September 2006 to validate the financial report of the ARIBA training
staff and elicit other relevant information.
The study also looked into available reports and documents at the
municipal, provincial, regional and central offices of the Department of
Agrarian Reform to establish periodic levels of development of the pilot
ARIBA/ARC Gadang, for the last six to nine years.
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Data Gathering Procedure
A. ARIBA Training Component
The ARIBA training staff concerned provided the ARIBA training
financial report.
All three convergent agencies, namely: DAR-CAR, ATI-NTC and
NORLU through their representatives validated the ARIBA training staff
financial report and revealed other relevant factors that contributed to the
success of the training component of the ARIBA training and development
project.
B. ARIBA/ARC Gadang Development Component
A case study on the level of development of the area
which was based on the annual reports of the DAR Municipal, Provincial,
Regional and Central Offices was conducted. Available data were gathered
and validated from these offices as bases of development improvements and
growth of the area over time.
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The Research Instrument
A. ARIBA Training Component
“Focused group or individual discussion” sessions were used to
validate the ARIBA training financial report of the ARIBA training staff
and to elicit other relevant information which were not captured in the
financial report of the ARIBA training staff.
B. ARIBA/ARC Gadang Development Component
The official annual reports of the DAR Municipal, Provincial and
Regional and Central Offices were primarily utilized as a case study to
show the annual development levels of the area.
Data Analysis
A. ARIBA Training Component
The efficiency of the ARIBA training component was measured
by a) Costing the expense-share of each convergent agency per
training variable per agency & dividing these by the total costs multiplied
by 100 to get the agency percentage share; b) Dividing the direct training
costs by the number of trainees & training days to get the training cost per
participant per day and compared to the established government’s training
cost standard of P1,200.00 per participant per day;
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and, c) Subtracting the agency costs from the total costs to get the savings,
divided by the total training costs multiplied by 100 to get the training
cost-saving efficiency per training variable per convergent agency.
B. ARIBA/ARC Gadang Development Component
A case study was conducted based on the available periodic
official reports of the Department of Agrarian Reform to show the annual
development trends & levels along the primary key result areas of the
Land Tenure Improvement(LTI), Economic and Physical Infrastructure
Support Services(ECOPISS), Farm Productivity and Income(FPI), Basic
Social Services(BSS), Gender And Development(GAD) and
Organizational Maturity(OM). The annual reports of the DAR municipal,
provincial & regional offices were mainly used to validate the
development levels of ARIBA / ARC. Gadang, Kapangan, Benguet.
After gathering and validating, the data were organized per year
per Key Result Area(KRA) per sustainable rural development
index(SRDI) and the corresponding ARC Level of Development
Assessment(ALDA). The SRDI of ARIBA / ARC Gadang is compared,
generally, by year in the last nine years of CARP implementation (1997-
2005) and, specifically, along the Six KRAs across the last six years
of CARP implementation (2000 – 2005) to determine increasing or
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decreasing development growth rate. The trend of the development growth
rate is analyzed by SRDI, ALDA level and KRA per year to determine the
reasons for the increase or decrease in development growth rate.
To determine the KRA that contributed to the increase or decrease
in the development growth for the six year period, the average SRDI from
2000 to 2005 is computed per KRA.
To further determine the more precise factors for the increase or
decrease in the development growth, the average SRDI for the six year
period is computed per indicator under each KRA.
The higher the SRDI per KRA per year, the higher its contribution
to the development growth of the area.
Except for the GAD, the SRDI of all the development KRAs of
ARIBA / ARC Gadang, classified by DAR as a satellite ARC, were based
on the following DAR development level and threshold rating standards:
Level 1 or Low Level of Development
= Less than 57.33
Level 2 or Lower Medium Level of Development = 57.33 – 62.95
Level 3 or Medium Level of Development = 62.97 – 68.61
Level 4 or Higher Medium Level of Development = 68.62 – 74.29
Level 5 or High Level of Development
= Above 74.29
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The DAR’s standard SRDI threshold ratings for GAD are as follows:
Level 1
=
Less than 36.50
Level 2
=
36.50 – 44.65
Level 3
=
44.66 – 52.82
Level 4
=
52.83 – 60.97
Level 5
=
Above 60.97
Theoretical/Conceptual Framework
Independent Variables Moderate Variables Dependent Variables
Modules
Agency
Cost
implemented
Contribution on:
Efficiency
A. Board and
Lodging
B. Supplies and
materials
C. Resource
persons’
honoraria
CARP Dev’t
D. Validation trips
Key Result Areas:
LTI, ECOPISS,
ARIBA/ARC
FPI, BSS, GAD
Level of
and OM
Development
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
RESULTS AND DISCUSSION
Percentage share in training cost per agency
The convergent training project had a total costs of P2,066,200.00. Board
and lodging cost P1,664,000.00; Handouts, supplies and materials cost
P22,000.00; Resource speakers’ honoraria – P235,200.00; and Validation trips –
P145,000.00.
Of the P2,066,200.00 total costs, the Department of Agrarian Reform –
Cordillera Administrative Region(DAR-CAR) had the highest percentage share of
67.3%. The Agriculture Training Institute-National Training Center(ATI-NTC)
shared 20.1% while the Northern Luzon Cooperative Development
Center(NORLU-CEDEC) shared 12.6%.
Specifically, for the board and lodging variable, DAR-CAR shared 80%
while ATI-NTC shouldered 20%.
For the handouts, supplies and materials, DAR-CAR and ATI-NTC shared
50% each.
For the resource speakers’ honoraria, ATI-NTC shared 82.66% while
DAR-CAR and NORLU-CEDEC shared 14.5% and 2.84% respectively.
For the validation trips variable, ATI-NTC and NORLU-CEDEC shared
44.83% each while DAR-CAR shared 10.34% (table 1).
The results revealed that training activities can be very expensive
especially if these were done by individual institutions.
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Training costs per participant per day
The sharing of training resources on this common project, which each
agency could have done individually and spent more, resulted to a significantly
low and very minimal training cost per participant per day at only P369.78 for
board and lodging which is almost four times less than the government standard
of P1,200.00 per participant per day.
Even when all the direct training costs such as the board and lodging;
handouts, supplies and materials; and the resource speakers’ honoraria are
summed up, the training costs per participant per day is still significantly low
at P385.33 only (table 2).
Cost-saving efficiency per agency
While DAR-CAR contributed the highest at 67.3% of the total training
costs, it still saved more than half a million pesos, thus giving DAR-CAR an
overall training cost-saving efficiency rating of 32.67%.
ATI-NTC had a 79.89% cost-saving efficiency rating while NORLU-
CEDEC had an 87.45% cost-saving efficiency rating.
Having conducted the training without necessarily sharing monetary
cost except human resources in two training variables, NORLU-CEDEC got
the highest cost-saving efficiency ratings of 100% each in both the
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“board and lodging” variable and the “handouts, supplies and materials” variable;
a 97.11% on the “resource speakers’ honoraria” variable; and 55.17% on
validation trips.
ATI-NTC had an 80% cost-saving efficiency rating on board and lodging
but had lower cost efficiency ratings in the other variables such as 55.17% on
validation trips, 50% on handouts, supplies and materials and 17.35% on
validation trips.
DAR-CAR
registered
the
highest cost-saving efficiency rating of 89.66%
on the validation trips variable; 85.54% on the resource speakers’ honoraria;
50% on handouts, supplies & materials; and 20% on board and lodging (table 3).
Other validated effects of the training
While all three agencies have a common mandate and interest in
implementing such a development-driven training project, they could have
drained their resources had anyone of them implemented the project alone.
DAR-CAR, through the Information and Education Division report,
invested its more than half a million peso savings on other development-oriented
trainings which benefited more human resources as an indirect result of the
convergent training project.
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Its P675,000.00 savings which was part of the annual general
appropriations act for agrarian reform information and education fund for training
would have been used up in that single ARIBA training and development project
had DAR-CAR, alone, conducted the training component of the project.
According to the training team trainor-facilitators of the three convergent
agencies, the sharing of materials & equipment, human resources with their
unique skills, technologies, methods and time enriched their agency’s training
systems and enhanced their experiences as trainor-facilitators.
ATI-NTC claimed that DAR’s manuals on Community Organizing(CO)
which were given to ATI-NTC’s CO resource person, had enriched the CO
modules being used by the agency.
DAR-CAR also reported that its CO modules were likewise enriched and
complemented by the CO presentation of the ATI-NTC during the project
implementation of the training component. It also admitted that NORLU’s CO
modules improved the updated CO manuals which incorporated enterprise
development in the modules.
NORLU, on the other hand, expressed appreciation on the participatory
aspects of the project which complemented its own participatory approaches and
enriched the quality of its advocacy on participatory development planning,
monitoring and evaluation.
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Level of development
The Department of Agrarian Reform(DAR) standard level of development
threshold ratings or Sustainable Rural Development Index(SRDI) ratings were
used for all the Key Result Areas(KRAs) which also determined the ARC Level
of Development Assessment(ALDA).
Barangay Gadang progressively developed from low level of development
(level 1) in the early ninety’s to a lower medium level of development (level 2) in
1997, 1998 and 1999, a medium level of development (level 3) in year 2000; a
higher medium level of development (level 4) in 2001 and 2004; and a high level
of development (level 5) in 2002, 2003 and 2005.
This is clearly shown in its Sustainable Rural Development Index.(SRDI)
ratings of 63.97% in 2000; 72.85% in 2001, 82.24% in 2002, 79.24% in 2003,
69.91% in 2004 and 75.27% in 2005. Before year 2000, the SRDI computation
was differently done from a scale of 1 to 3 where 1 is lowest and 3 is highest..
Gadang registered SRDI ratings of 1.81 in 1997, 1.85 in 1998 and 1.87 in 1999
which are all classified under the lower medium level of development(level 2) in
the rural development index threshold ratings(table 4).
The sustained development growth from level 2 in 1997, 1998 & 1999 to
level 3 in 2000, level 4 in 2001 and 2004 and level 5 in 2002, 2003 & 2005
was brought about mainly by the 100% accomplishment of the targeted
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
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52
agricultural lands which were issued land titles, distributed to the farmers, and
were being cultivated by them; the farmers’ 100% access to irrigation, pre and
post harvest facilities, potable water supply and health services; the 100% legal
personality with vision-mission-goal-objectives of their cooperative; the 100%
active participation of women in barangay projects and services, the 95.83%
annual household income; the 95% alliance building and networking of their
organization with other development partners; the 91.67% capital build-up(CBU)
of their cooperative; the formulation of their strategic development plan and
installation of their cooperative policies, systems and procedures which were
rated 83% and 75% respectively(table 5).
The convergent agencies observed that the conscious and intensified
interventions to the community along the primary key result areas and other
secondary key result areas as a consequence of the training and development
project facilitated the development growth of the community. They claimed that
the participatory planning, implementation, monitoring and evaluation(PPIME)
which the convergent project employed facilitated the formulation of the shared
plans, programs, projects and activities along the key result areas. These shared
community plans and programs of the pilot community were eventually
implemented across time which enhanced the development growth of the area.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
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53
This is corroborated by the results of other similar convergent and
area-focused rural development approaches and programs such as the MBN and
PATSARRD approaches (annexes A, B and C; and figures 1 and 2)).
These are approaches to development which identified the participatory
area planning, management, monitoring and evaluation(PAPMME) as one of the
major factors that enhanced development growth in the target communities.
PATSARRD served as the catalyst in enabling the community folks and all other
concerned stakeholders to participate in every aspect of the development
processes, in like manner, as the ARIBA / ARC development approach did.
The convergent project and the PATSARRD development approach
identified the following factors that contributed to the growth of the target
community: the formulation of more responsive development plans catering to
community needs, the improved development perspectives of stakeholders, the
increased women participation in planning and project activities, the empowered
agrarian reform beneficiary(ARB) households resulting from participatory
processes in planning, access to technology, livelihood and enterprise
development opportunities and micro-finance services, improved and
coordinated delivery of support services, establishment of viable enterprise
models with market linkages, increased access to micro-finance services,
strengthened development institutions and personnel resulting from the trainings
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54
and assessment sessions which sustained project gains, increased gender and
environmental awareness among stakeholders and the establishment of a
responsive PPIME and PAPMME.
Development level along primary key result areas
Under the Land Tenure Improvement(LTI) program, Gadang registered a
100% SRDI from year 2000 to 2005 which means that this development key
result area (KRA) has completely been achieved to the optimum. Simply put,
Gadang had completely accomplished its Land Tenure Improvement (LTI)
program target which means that all its identified agricultural lands covered
under the Comprehensive Agrarian Reform Program(CARP) had been issued land
titles, specifically the Certificate of Land Ownership Awards(CLOAs). These
land titles prove that agrarian farmers in Gadang are now officially recognized as
land owners, not just mere possessors of government lands.
Under the Economic and Physical Infrastructure Support
Services(ECOPISS), Gadang posted a 64.95% SRDI in 2000, 77.40% SRDI in
2001, 82.74% SRDI in 2002, 79.40% SRDI in 2003, 81.46% SRDI in 2004 and
81.68% SRDI in 2005.
Even the year 2003 which posted 79.4% SRDI, lower by 3.34% from the
2002 SRDI of 82.74%, is still higher than the computed ECOPISS SRDI average
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55
of 77.94% which means that such a drop in the ECOPISS performance is
significantly negligible which also means that the growth of the economic and
physical infrastructure support services were sustained.
The data simply showed that the provision of physical infrastructure such
as irrigation systems, pre and post harvest facilities, bridge and farm to market
road contributed tremendously to the sustained growth of the area. In fact,
the report showed that all the Agrarian Reform Beneficiaries(ARBs) had 100%
access to irrigation and pre and post harvest facilities from 2000 to 2005. The
data also showed that on the average, for the six-year period, more than one-half
of the ARBs were provided credit and marketing services or 59.1% and 66.7%
respectively.
Under the Farm Productivity and Income(FPI), Gadang registered a
39.62% SRDI in 2000, 47.03% SRDI in 2001, 87.78% SRDI in 2002, 76.58%
SRDI in 2003, 50.71% SRDI in 2004 and 65.43% SRDI in 2005 which means
that Gadang almost doubled its farm productivity in 2002 from 2001 and
sustained its growth with negligible variances in 2002 and 2003 until a sizable
drop in 2004 registering an SRDI of 50.71% which is still higher than the 2000
SRDI of only 39.62% but lower than the six-year SRDI average of 61.19%. This
means that on the whole, FPI growth is still good enough because the 50.71%
SRDI in 2004 has a variance of 11.09% higher than the 39.62% SRDI in 2000.
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However, the sharp drop in FPI growth by almost 26% in 2004, in tandem with
another sharp drop by 25% in organizational maturity(OM) growth during the
same year affected the over-all development growth performance of Gadang in
2004. The major reasons in the FPI growth decline in 2004 were the “average
actual yield of major crops” from 75% in 2003 to 58.33% in 2004; the “average
increase in yield of major crops” from 50% to 25%; and the “decrease in annual
farm income” from 100% in 2003 to 50% only in 2004.
Under the Basic Social Services(BSS) development KRA, Gadang had a
79.12% SRDI in 2000, 86.05% SRDI in 2001, 86.12% SRDI in 2002, 88.28%
SRDI in 2003, 84.28% SRDI in 2004 and 83.94% SRDI in 2005. This means that
Gadang had a steady robust growth from 2000 to 2003 then tapered down in 2004
when it registered an SRDI of 84.28% from the 2003 SRDI of 88.28%, a
negligible variance of only 4% and the 2005 SRDI of 83.94% from the 2004
SRDI of 84.28%, a negligible variance of only .34%. While both SRDI’s in 2004
and 2005 are slightly lower than the average BSS SRDI of 84.63%, a sustained
steady growth had been the development pattern of Gadang under the BSS KRA.
The major factors that brought about the sustained growth under the
BSS were the “availability of health services” and the 100% number of
“households availing health services”; the availability of “potable water supply”
and the 100% number of “household with access to the water supply”;
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
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57
the “high school and elementary enrollment ratio” at 65.61% and 92.18%
respectively and at least 35.92% of the total number of households in Gadang
have access to power supply.
Under the Gender and Development(GAD) KRA, it posted an SRDI of
44.51% in 2000; 37.11% in 2001; 43.47% in 2002, 2003 and 2004; and 47.92%
in 2005.
This means that there was a sustained but negligible development growth
under the GAD from 2000 to 2005. The 100% rate of participation of women in
barangay “projects and services for women” within the six-year duration
contributed to a certain extent in Gadang’s over-all development growth
performance. The percentage of women holding key positions in the cooperative
at 41.1% compared to the total number of leaders is good enough, considering
that the percentage of “women ARBs to total ARBs” is 34.94% and the
percentage of “women members in the cooperative to total membership” is
32.38% only. The percentage of “women ARBs able to access credit services to
total women ARBs in need of credit” is 31.43%.
Under the Organizational Maturity(OM) development KRA, Gadang had
an SRDI of 62.72% in 2000, 84.14% in 2001, 87.06% in 2002, 83.27% in 2003,
58.82% in 2004 and 71.27% in 2005.
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Data showed that the cooperative’s legal personality; its formulated
vision-mission-goal-objectives and strategic development plan; its installed
organizational policies, systems and procedures; the cooperation of members and
officers as proven in their high percentage of attendance to meetings and trainings
and the functionality of the board of directors and committees were the factors
that contributed to the sustained organizational growth in 2000, 2001, 2002, 2003
and 2005. But when the members and officers’ cooperation declined in 2004 as
shown in the 20.71% rate of “members attendance in meetings and other
organizational activities and the 34% rate of “officers and committee members’
attendance to basic and advanced trainings”, the development growth of their
barangay was proportionately affected from high level of development to a higher
medium level of development(tables 4a and 5).
Development level along secondary key result areas
In the secondary KRA’s, Gadang also performed well under these equally
important KRA’s such as Resource Management(RM), Social Enterprise
Operation(SEO), and Alliance Building(AB).
Under RM, it registered an average SRDI of 81.94% or a high level of
development. This is backed by its capital build-up generation with an SRDI of
91.67% which means that it is able to mobilize enough amounts of share capital
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59
from cooperative members and other sources; its ability to employ core
management team with an SRDI of 83.33% and its capacity to mobilize savings
from members with an SRDI of 70.83% (table 5).
Under SEO, it posted an average SRDI of 63.41% or medium level of
development which means that Gadang has a sustainable and productive use of
resources; with installed financial and operational policies, systems and
procedures; and with a good liquidity ratio which simply means that the
cooperative has enough money available to service its obligations (table 5).
Under the AB, Gadang registered an average SRDI of 76.76% or high
level of development. Specifically. it had an SRDI of 95% or high level of
development on alliance building which means that it networks well with other
development partners which can help in its development growth; a 70.83% SRDI
or higher medium level of development on the sectoral representation in the local
development council which means that its organization is recognized by the
community as evidenced by having a representation in the barangay development
council; and a 64.46% SRDI or medium level of development on the capability
of the cooperative to access technical and financial support which means that the
barangay is able to secure technical assistance as well as financial assistance from
development partners (table 5).
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Other Development growth factors
The results of the MBN, ADSDP, PATSARRD and ARIBA development
projects claimed that the projects’ featured quality community organizing process
from social mobilization, organization building, capability building to networking
and sustainability contributed much to their successes. Common in these projects
were ‘convergence and area-focused’ strategies along all the phases of community
organizing. Following are other corroborated development growth factors as
claimed in these projects which contributed to Gadang’s level of development.
Featured in the MBN approach to development were the 15 summary
guidelines in implementing the MBN approach and the seven strategies to
operationalize MBN approach. The family level and community level “local
information system”(LIS) which is community-based became the basis of
convergence of all service institutions for social mobilization, capability building
and resource management. These MBN guidelines and strategies contributed to
the achievement of the 33 MBN indicators(Annex A and Figure 1).
The ADSDP featured similar development approaches such as phase I -
social mobilization; phase 2 – data gathering and assessment; phase 3 –
development framework formulation and phase 4 – plan promotion and
marketing. It claimed that such a quality process ensured the success of the
projects under the ADSDP.
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PATSARRD claimed success because of the “microcosm of global,
national and donor development agenda for area-focused communities”. It
engaged all concerned institutions in the development process; enhanced the
facilitation and delivery of support services; mobilized development resources
and improved the access by the rural households to more productive and efficient
technologies, markets and financial services. It was designed as a capacity
building project to develop and strengthen farmer beneficiaries, their households
and their organizations and the institutions providing support to the
implementation of the Comprehensive Agrarian Reform Program(CARP).
PATSARRD served as the catalyst. It provided the leadership in
converging concerned stakeholders’ efforts and resources at the local level to
work towards community development.
PATSARRD also facilitated the following: “Complementation and
convergence” when it synchronized service delivery, minimized duplication of
efforts, ensured shared responsibility and accountability, augmented resources and
expanded scope of assistance, induced prompt response to problems, facilitated
effective monitoring and provided checks and balances; “Holistic and phased
interventions” when it ensured the thorough preparation of plans and designs
of projects and the readiness of service providers and community folks in
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undertaking and receiving planned interventions respectively and the
adoption of the sustainable development principles and holistic interventions that
provided greater chances for sustainability of development gains(Annexes B & C
and Figure 2).
It also implemented the “handholder process - coaching strategy” capacity
building which provided the foundation for effective implementation of
development activities and the key to sustaining development gains.
This was a similar approach used by the ARIBA training component
which enabled the development facilitator as coach to the community
folks(Annex D and Figures 3, 3a & 3b).
PA 21 corroborated this when it claimed that “the ultimate aim of
development is human development now and through future generations” and by
Librero when he discovered that true “development is in people and carried out
by people”.
The MBN, ADSDP, PATSARRD and ARIBA approaches claimed that
the area-focused plans which were prepared and mobilized by the barangay or
community people themselves enhanced the growth of the pilot communities.
This shared plan by the community folks and their development partners assisting
them in mobilizing resources at the community, municipal, provincial, regional
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and national levels served as the basis for any convergent assistance. Depending
on the community’s needs, identified in the shared plan for the area, all
mandated government development agencies, beside the assisting convergent
partner agencies, were sought by the community folks to converge their resources
to meet such needs. To the extent that the community folks are empowered
through the formal and “on-the-job” trainings, they negotiated with and mobilized
resources from government and non-government agencies to meet their needs.
The projects’ reports claimed that the convergence approach adopted by
the participating agencies facilitated the deliberate and conscious effort to meet
the identified major needs of the pilot communities. The results claimed that this
success factor (convergence) contributed to a great extent in the sustained growth
and development of pilot communities during the project duration. The reports,
however, expressed concern on the support and political will of high level
development managers after the project duration. The project proponents
expressed their hope of the project area development sustainability on the human
resources who were trained in the projects’ planning, implementation,
management, monitoring and evaluation.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
SUMMARY, CONCLUSION AND RECOMMENDATIONS
Summary
This study aimed to show the importance of “convergence” and the
efficiency of practicing it in the pursuit of “area-focused” rural development
programs and projects.
The study mainly relied on documents and records of the Department of
Agrarian Reform at the municipal, provincial and regional levels.
The data on the training component of the Agrarian Reform Impact
Barangay(ARIBA) training and development project were validated through
available documents and records of the DAR and revalidated with the ARIBA
training staff and the convergent agencies.
The data on sustainable rural development index were counterchecked
with the records of the different DAR offices.
The following were the salient findings of the study:
1. The convergent agencies such as the DAR-CAR cost-shared only
P1,391,200.00 (67.3%); ATI-NTC shared P415,600.00 (20.1%) and NORLU
cost-shared P259,400.00(12.6%) instead of spending the total training costs of
P2,066,200.00 which led to the success and efficiency of the training project.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
72
2. The convergent training project yielded a training costs of only P369.78
per participant per day, almost four times less than the government’s standard of
P1,200.00 for board and lodging for live-in trainings.
3. DAR-CAR had a savings of P675,000.00 or a 32.67% cost-saving
efficiency rating as a result of the training project; ATI-NTC had a savings of
P1,650,600.00 or a 79.89% cost-saving efficiency rating; and NORLU with a
savings of P1,806,800.00 or an 87.45% cost-saving efficiency.
4. Agrarian Reform Impact Barangay / Community Gadang registered a
lower medium level of development (level 2) in 1997, 1998 and 1999; a medium
level of development(level 3) in 2000 with a sustainable rural development
index(SRDI) of 63.97%; a higher medium level of development(level 4) in 2001
with a 72.85% SRDI; a high level of development(level 5) in 2002 with an SRDI
of 82.24%; also a high level of development(level 5) in 2003 with a 79.24%
SRDI; a higher medium level of development(level 4) in 2004 with a 69.91%
SRDI; and a high level of development(level 5) in 2005 with a 75.27% SRDI.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
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73
Conclusions
Based on the discussions and findings, the following conclusions are
drawn:
1. The convergent sharing of manpower, material, machine(equipment),
methods, moment(time) and financial resources to a common training and
development project has contributed to the cost-saving efficiency of the
convergent agencies.
2. Convergence of meager resources from convergent development
partners has lead to the reduction of training costs per participant per day to
the barest minimum (P369.78 only as compared to the government standard
of P1,200.00).
3. The convergence of training resources of development partner
agencies, which brought about financial savings, has enhanced agency
capability to invest its savings from appropriated annual training funds to equally
important development training projects.
4. The convergence of development resources, using an “area-focused”
strategy, has facilitated the growth and development of pilot Agrarian Reform
Impact Barangay / Community Gadang.
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74
Recommendations
Based on the discussions, findings and conclusions, the following are
recommended:
1. The study is recommended to be a meaningful input to the continuing
search for an efficient and effective rural development framework, concept and
strategy in the Philippine setting.
2. A study on the success and failure factors of similar training and
development projects, using the “principle of convergence” and the “area-focused
participatory planning, management, monitoring and evaluation” strategy, is
recommended in order to come up with more improved and appropriate rural
development strategies and approaches, including structural changes.
3. The proven efficiency of a convergent training and development project
such as this study should be enough reason for both the government and the
private sectors to find ways of converging their scarce resources in similar
development projects for their own benefits as well as the public, in general.
4. It is recommended that government re-engineers or rationalizes its
organizational structures along the principle of convergence in order to optimize
the use of development resources and maximize development results.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
LITERATURE CITED
Aristotle, B. and T. Mangubat. 1985. An approach to Development Perspectives
and Issues. Navotas Press, Metro Manila.
Baldovino, D. A. 1996. Makibaka Agrarian Reform Community Case Study.
BARBD-DAR. Operations Manual on ARC Development, 2nd Edition.
Bale, F. C. 1994. Factors that Measure Rural Welfare. Unpublished Masters
Thesis, University of the Philippines, Los Banos.
Department of Agrarian Reform, Towards a viable Agrarian Reform Community,
undated
Department of the Interior & Local Gov’t(DILG)-Local Gov’t Academy(LGA),
June 1997. A guidebook on installing a Community-Based Information
System for Minimum Basic Needs with addenda.
Elles, N and S. H. Karson 1973. Economic Development and Income
Inequality. Journal on Marketing Ozark, United States of America
Estrada, J. 1991. Philippine Rural Development: Issues and Directions.
Philippines. UP Los Banos
Fajardo, M.B. 1985. Sociology of Rural Development. Perspective and Issues.
Navotas Press, Metro Manila.
Guardian, Edgar A. & Erfe, Carlo E., An Article: Through a looking glass of
Innovative and Successful Approaches, 2006
Librero, F. 1978. Approaching Rural Areas in Rural Development. Laguna: IPTC-
RD. Pp. 9-14
Ministry of Education, Culture and Sports, Non-Graded Mobile Tent School – a
Pilot Case Study for selected ethnic communities in Region II, P.5
National Commission on Indigenous Peoples & United Nations Development
Program, Ancestral Domain Sustainable and Protection Plan, Oct. 2004
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Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
113
National Commission on Indigenous Peoples-Cordillera Highland Agricultural
Resource Management, Indigenous Peoples Rights Act (IPRA)
Implementing Rules and Regulations, Undated
Philippine Agenda 21, Section 1.3, P.12
Philippine-Australia Technical Support for Agrarian Reform and Rural
Development, Beyond the Usual: Innovating Strategies in Rural
Development, Manila, Philippines, June 2006
Rural Development Policies and Strategies, (Tokyo: Asian Productivity
Organization, 1994)
Tamiray, Hilda L., “The Implementation of Agrarian Reform Infrastructure
Support Project (ARISP) Phase 1 in the Province of Benguet”.
Unpublished Master’s thesis, Cordillera Career Development
College, 2004.
Tumbali, Gumercindo G. Paper: Making Stakeholders’ Participation Work in
Agrarian Reform and Rural Development, 2006
United Nations Population Fund-Commission on Population-National
Commission on the Role of Filipino Women, Gender Responsive
Population and Development Planning Guide, undated
Villegas, B.M. 1992. Economics An Introduction. 4th Edition. Sinagtala
Publishers, Inc. Manila
World Commission of Environment and Development (WCED), 1987.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
BIOGRAPHICAL SKETCH
PETER T. DUMAGUING was born on October 8, 1953 at Anao, Hingyon,
Ifugao.
He finished his elementary education in 1969 at Dunuan Elementary
School in Payawan, Lamut, Ifugao and his high school education in 1974 at St.
Louis High School in Virac, Itogon, Benguet. He graduated his Bachelor of
Science in Mathematics at the University of Baguio in 1983, as a working student
and academic scholar, and was awarded an outstanding student award for
leadership by the School’s Batasang Pampamantasan. He also obtained his
Graduate Diploma in Agri-business Management, a one-year graduate crash
course of the University of the Philippines-Los Banos Foundation Inc., at the
Don Mariano Marcos Memorial State University in 1984 as a government scholar
while still performing his duties and responsibilities as a government employee.
He worked in 1970-1974 as a family helper in order to finish his high
school education; working student as library assistant at the University of Baguio
in 1974-1975; Security head guard with the Baguio Investigation and Security
Agency(BISA) in 1975-1977 while going to school; assistant statistician at the
Bureau of Telecommunication (BUTEL) in 1977-1978 while continuing his
college course; Announcer-Newscaster at the DZWT-DZWR radio stations in
1978-1982 while continuing his college education; Regional Information Officer
and Project Evaluation Officer with the Ministry of Human Settlements (MHS) in
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
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119
1982-1987 when he finally graduated his BS Mathematics course in
October 1983; Project Evaluation Officer with the Presidential Management Staff
in 1987; Provincial Manager of the Philippine Information Agency(PIA), Ifugao
Province in 1987-1989; and currently the Chief Agrarian Reform Program Officer
with the Regional Office of the Department of Agrarian Reform-Cordillera
Administration Region(DAR-CAR).
While in the DAR-CAR, he headed the Information and Education
Division; the Project Development and Implementation Division (now Support
Services Division); the Regional Planning Division; the Administrative and
Finance Division; and the Land Tenure Improvement Division in different
calendar years from 1989 to the present (2006).
As head of the Information and Education Division of the DAR-CAR,
he conceptualized the Agrarian Reform Impact Barangay (ARIBA) training and
development project, mainly as a “convergent and area-focused” rural
development strategy and secondarily, as a cost-saving and efficient strategy.
He is married to Patricia C. Dumaguing, with whom he is blessed with
four children: John Brian, Leviticus, Moses, and Timothy. The family resides at
028 Interior, Rimando Rd. Barangay Honeymoon, Baguio City.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
Table 1. Agrarian Reform Impact Barangay(ARIBA) costs share per training variable per agency per year
for 36 participants and 4 training staff
AGENCY PERCENTAGE SHARE
VARIABLES
TOTAL COSTS
DAR
%
ATI-NTC
%
NORLU
%
A
B
B/AX100
C
C/AX100
D
D/AX100
1. Board and
P1,664,000.00 P1,331,200.00
80
P332,800.00
20
0
0
Lodging
dou s,
2. Handouts,
a
Supplies and
P22,000.00
P11,000.00
50
P11,000.00
50
0
0
Materials
3. Resource
Speakers'
P235,200.00
P34,000.00
14.5
P194,400.00
82.66
P6,800.00
2.84
Honoria
4. Validation
P145,000.00
P15,000.00
10.34
P65,000.00
44.83
P65,000.00
44.83
Trips
E. Total Costs
P2,066,200.00 P1,391,200.00
67.3
P415,600.00
20.1
P259,400.00
12.6
Table 2. Actual ARIBA direct training costs per participant per day
Number of
Number of
Training cost per
Direct training costs
training days
trainees
participant per day
(A)
( B )
( C )
(A / B / C)
P1,331,200.00
100 days
36 trainees
P369.78
(board & lodging costs)
P1,387,200.00
100 days
36 trainees
P385.33
(board and lodging; handouts,
supplies & materials; & resource
speakers' honoraria costs)
48
Table 3. ARIBA training cost-saving efficiency per variable per convergent agency
AGENCY
TOTAL COSTS AGENCY COSTS
SAVINGS
EFFICIENCY
T. Variables
(A)
(B)
(C = A - B)
(C/AX100)
DAR-CAR
P2,066,200.00
P1,391,200.00
P675,000.00
32.67%
BL
P1,664,000.00
P1,331,200.00
P332,800.00
20.00%
HSM
P22,000.00
P11,000.00
P11,000.00
50.00%
RSH
P235,200.00
P34,000.00
P201,200.00
85.54%
VT
P145,000.00
P15,000.00
P130,000.00
89.66%
ATI-NTC
P2,066,200.00
P415,600.00
P1,650,600.00
79.89%
BL
P1,664,000.00
P332,800.00
P1,331,200.00
80.00%
HSM
P22,000.00
P11,000.00
P11,000.00
50.00%
RSH
P235,200.00
P194,400.00
P40,800.00
17.35%
VT
P145,000.00
P65,000.00
P80,000.00
55.17%
NORLU
P2,066,200.00
P259,400.00
P1,806,800.00
87.45%
BL
P1,664,000.00
0
P1,664,000.00
100%
HSM
P22,000.00
0
P22,000.00
100%
RSH
P235,200.00
P6,800.00
P228,400.00
97.11%
VT
P145,000.00
P65,000.00
P80,000.00
55.17%
Legend (Training Variables) :
BL = Board and Lodging
HSM = Handouts, Supplies & Materials
RSH = Resource Speakers' Honoraria
VT = Validation Trips
Table 4. SRDI per key result area(KRA) & ALDA level by year of Agrarian Reform Ccommunity / Barangay Gadang
Year LTI
ECOPISS
FPI BSS GAD OM SRDI
ALDA
Level
1997 3.00 1.60 1.60 1.58 1.50 1.61 1.81 2
1998 3.00 1.10 2.20 1.68 1.08 1.15 1.85 2
1999 2.78 1.44 1.40 2.25 2.33 1.90 1.87 2
2000 100.00 64.95 39.62 79.12 44.51 62.72 63.97 3
2001 100.00 77.40 47.03 86.05 37.11 84.14 72.85 4
2002 100.00 82.74 87.78 86.12 43.47 87.06 82.24 5
2003 100.00 79.40 76.58 88.28 43.47 83.27 79.24 5
2004 100.00 81.46 50.71 84.28 43.47 58.82 69.91 4
2005 100.00 81.68 65.43 83.94 47.92 71.27 75.27 5
Note: DAR’s SRDI standard from 1977 to 1999 used the scale of 1 to 3 where 1 is the lowest and 3 is the highest
Legend:
SRDI = Sustainable Rural Development Index
ALDA = Agrarian Reform Community / Barangay Level of Development Assessment
LTI = Land Tenure Improvement
ECOPISS = Economic & Physical Infrastructure Support Services
FPI = Farm Productivity and Income
BSS = Basic Social Services
GAD = Gender And Development
OM = Organizational Maturity
Table 4a. SRDI per Key Result Area(KRA) & ALDA level by year of Agrarian Reform Community / Barangay Gadang
Year LTI ECOPISS FPI BSS GAD OM SRDI
ALDA
Level
2000 100.00 64.95 39.62 79.12 44.51 62.72 63.97 3
2001 100.00 77.40 47.03 86.05 37.11 84.14 72.85 4
2002 100.00 82.74 87.78 86.12 43.47 87.06 82.24 5
2003 100.00 79.40 76.58 88.28 43.47 83.27 79.24 5
2004 100.00 81.46 50.71 84.28 43.47 58.82 69.91 4
2005 100.00 81.68 65.43 83.94 47.92 71.27 75.27 5
Average
SRDI
100.00
77.94
61.19
84.63
43.33
74.55
NA
NA
Per KRA
Key Result Areas (KRAs) = LTI, ECOPISS, FPI, BSS, GAD and OM
Legend:
SRDI = Sustainable Rural Development Index
ALDA = Agrarian Reform Community / Barangay Level of Development Assessment
LTI = Land Tenure Improvement
ECOPISS = Economic & Physical Infrastructure Support Services
FPI = Farm Productivity and Income
BSS = Basic Social Services
GAD = Gender And Development
OM = Organizational Maturity
NA = Not Applicable
61
Table 5. SRDI per indicator per Key Result Area(KRA) by year of Agrarian Reform
Community/Barangay Gadang, Kapangan, Benguet
Key Result Area(KRA) and
2000 2001 2002 2003 2004 2005 SRDI
Indicators
I.
Land
Tenure
Improvement
1. % of land distributed to 100.00 100.00 100.00 100.00 100.00 100.00 100.00
total working scope
2. % of actual ARBs to
100.00 100.00 100.00 100.00 100.00 100.00 100.00
total ARBs
3. % of ARBs paying
NA NA NA NA NA NA NA
amortization to total
ARBs w/ amortization
Schedule
4. % of ARBs cultivating
100.00 100.00 100.00 100.00 100.00 100.00 100.00
the land to total ARBs
with farmlots
5. % of ARBs maintaining 100.00 100.00 100.00 100.00 100.00 100.00 100.00
land ownership to total
actual ARBs
6. % of hectares covered as NA NA NA NA NA NA NA
indicated in the
registered leasehold(LH)
Contracts to total
leasehold scope
7. % of ARBs with
NA NA NA NA NA NA NA
registered LH
Contracts to total
ARB-leasees
6. % of ARBs w/ access to 100.00 100.00 100.00 100.00 100.00 100.00 100.00
pre and post Harvest
facilities to total ARBs
7. Credit services are
0 60.87 61.57 76.39 55.56 100.00
59.10
provided to ARBs
in need of credit
8. Appropriate marketing
25.00 75.00 100.00 100.00
50.00 50.00 66.70
services established
62
Table 5. Continued…
Key Result Area(KRA) and
2000 2001 2002 2003 2004 2005 SRDI
Indicators
II. Economic & Physical
Infrastructure Support
Services (ECOPISS)
1. Farm to market road
23.636
45.45 46.18 4.28 50.91 45.45 35.98
and other networks
2.
Bridges
13.514
27.93 63.06 65.77 70.05 70.05 51.73
3. Irrigation systems
100.00 100.00 100.00 100.00 100.00 67.16
94.53
4. Provision of pre and post 100.00
87.35 88.89 89.79 91.67 98.36 94.34
Harvest Facilities
5. % of ARBs w/ access to 100.00 100.00 100.00 100.00 100.00 100.00 100.00
Irrigation Facilities to
total ARBs in need of
Irrigation
6. % of ARBs w/ access to 100.00 100.00 100.00 100.00 100.00 100.00 100.00
pre & post harvest
facilities to total
ARBs
7. Credit services are
0 60.87 61.57 76.39 55.56 100.00
59.10
provided to ARBs in
need of credit
8. Appropriate marketing
25.00 75.00 100.00 100.00
50.00 50.00 66.70
services established
63
Table 5. Continued…
Key Result Area(KRA) and
2000 2001 2002 2003 2004 2005 SRDI
Indicators
III. Farm Productivity and
Income(FPI)
1. Adoption of appropriate 5.514 36.68 49.57 49.57 49.57 43.92 39.14
farming production
technologies
2. Average actual yield of
25.00 37.50 91.67 75.00 58.33 91.67 63.20
major crops
3. Average increase in
50.00 62.50 75.00 50.00 25.00 75.00 56.25
yield of major Crops
4. Annual household
75.00 100.00 100.00 100.00 100.00 100.00
95.83
Income
5. Increase in annual farm
25.00 25.00 100.00 100.00 50.00 25.00 54.17
Income
IV. Basic Social Services
(BSS)
1. Availability of Health
100.00 100.00 100.00 100.00 75.00 75.00 91.67
Services
2. % of ARC households
-
100.00 100.00 100.00 100.00 100.00 100.00
(HH) to total HH availing
Of health services
3. % of ARC HH to total 100.00 100.00 100.00 100.00 100.00 100.00 100.00
HH with access to
potable water supply
4. % of ARC HH to total
15.926
27.78 28.52 46.13 50.00 47.18 35.92
HH having access to
power supply
5. Elementary enrollment
89.286
89.29 89.29 89.29 97.97 97.97 92.18
Ratio
6. High school enrollment 65.714
65.11 65.71 65.71 65.71 65.71 65.61
Ratio
64
Table 5. Continued…
Key Result Area(KRA) and
2000 2001 2002 2003 2004 2005 SRDI
Indicators
V. Gender And Development
(GAD)
1. % of women ARBs to
34.94 34.94 34.94 34.94 34.94 34.94 34.94
Total ARBs
2. % of women members in 28.32 28.32 30.86 30.86 30.86 45.06 32.38
the organization to total
membership
3. % of women holding
27.40 27.40 47.95 47.95 47.95 47.95 41.10
key position in the
organization to total
leaders
4. Number of services/
100.00 100.00 100.00 100.00 100.00 100.00 100.00
project for women
within the ARC
5. % of women ARBs able 31.43 31.43 31.43 31.43 31.43 31.43 31.43
to access credit
services to total women
ARBs in need of credit
Table 5. Continued… 65
Key Result Area(KRA) and
2000 2001 2002 2003 2004 2005 SRDI
Indicators
VI.
Organizational
Maturity
A.
Organizational
Mgt.
1. Legal personality
100.00 100.00 100.00 100.00 100.00 100.00 100.00
2. Vision, Mission, Goal 100.00 100.00 100.00 100.00 100.00 100.00 100.00
& Objectives (VMGO)
3. Strategic Dev’t Plan
75.00 100.00 100.00 100.00
25
100.00
83.33
4. Organizational
75.00
75 75 75 75 75
75.00
Policies, Systems
and Procedures (PSP)
5. Total membership in
100.00 100.00 100.00 100.00 100.00 100.00 100.00
absolute terms
6. % of ARB members to 100.00 100.00 100.00 100.00 100.00 100.00 100.00
total membership
7. % of ARB members to 20.446
20.45 20.446
20.94 20.94
-
20.65
total ARB population
8. Functionality of the
0 100.00 100.00 100.00
50.00
100.00
75.00
BOD and Committees
9. Officers’ attendance in 100.00
76.00 76.00 88.00 88
- 85.60
meetings and other
organizational activities
10. Members’ attendance
33.33 48.48 48.48 47.34 20.71 47.34 40.95
in meetings & other
organizational activities
11. % of officers and
14.28 - 54.00
54.00 34 - 39.07
committees attending
basic & advanced trng.
12. Attendance of members 94.545
94.55 100.00 100.00 100.00 62.13 91.87
in membership & other
relevant trainings
13. Attendance of mgt.
75.00 75.00 75.00 75.00 75
0
62.5
staff in basic & advance
training courses
B.
Resource
Management
81.94
14. Capital Build-UpCBU)
50.00 100.00 100.00 100.00 100.00 100.00
91.67
Generation
15. Savings Mobilization
100.00 100.00 100.00
25
25
75
70.83
16. Employment of Core
50.00 100.00 100.00 100.00
50
100 83.33
Mgt. Team (CMT)
66
Table 5. Continued…
Key Result Area(KRA) and
2000 2001 2002 2003 2004 2005 SRDI
Indicators
C. Social Enterprise
63.41
Operations
17. Installation of financial 75.00 100.00 100.00 100.00
50
100 87.50
& operational policies,
systems & procedures
18. Agri-based enterprises
0 75.00 75.00 75.00 50
50 54.17
& services provided to
Members
19. Sustainable and
100.00
75.00 100.00 100.00 100.00 100.00
95.83
productive use
of resources
20. External loan
- 13.63 50.91 50.91 0
- 28.86
Repayments
21. Profitability Return On 6.129 10.95 75.00 100.00 50 100 57.01
Equity (ROE)
22. Profitability Return On
- 1.00
75.00
100.00
25 50
50.20
Capital (ROC)
23. Debt-Equity ratio
1.567
0.80
100.00 100.00
25
100.00
54.56
24. Liquidity ratio
50.00 100.00 100.00
25 100.00 100.00
79.17
(Current ratio)
D. Alliance Building
76.76
25. Sectoral representation 75.00
100.00
75.00
75.00 50 50 70.83
in various local dev’t
councils
26. Capability of the PO / 98.728
54.75 69.11 99.69 0
- 64.46
Cooperative to access
technical & financial
support
27. Alliance building
-
100.00 100.00 100.00
100
75
95.00
PETER T. DUMAGUING, October 2006, An Assessment of the Agrarian
Reform Impact Barangay / Community Program in Gadang, Kapangan, Benguet.
Benguet State University, La Trinidad, Benguet.
Adviser: Julia A. Solimen, Ph. D.
ABSTRACT
This study determined the percentage share in training costs per agency
involved in the convergent ARIBA training component; the direct training costs per
participant per day; the training cost-saving efficiency per convergent agency; and
compared the level of development of pilot ARIBA / ARC Gadang, generally, in terms
of the CARP implementation from 2000 to 2005 and the Key Result Areas during the
same period.
The results showed that the convergent Agrarian Reform Impact Barangay
training showed that DAR-CAR had the highest training cost percentage share of 67.3%
in the amount of P1,391,200.00 and a savings of P675,000.00 while ATI-NTC and
NORLU had a 20.1%(P415,600.00) and 12.6%(P259,400.00) training costs percentage
shares respectively.
DAR-CAR, ATI-NTC and NORLU had cost-saving efficiency ratings of 32.6%,
79.89% and 87.45% respectively.
The direct training costs per participant per day is only P369.78 which is almost
four times less than the government’s standard of P1,200.00 per participant per day.
The Agrarian Reform Impact Barangay / Agrarian Reform Community Gadang
showed progressive growth from a lower medium level of development(level 2) in 1997,
medium level of development(level 3) in 2000, higher medium level of
development(level 4) in 2001 and 2004 and peaked to a high level of development(level
5) in 2003 and 2005, registering a sustainable rural development index(SRDI) ratings of
63.97% in 2000, 72.85% in 2001, 82.24% in 2002, 79.24% in 2003, 69.91% in 2004 and
75.27% in 2005.
ii
TABLE OF CONTENTS
Page
Bibliography ……………………………………………………………. i
Abstract ………………………………………………………………... i
Table of Contents
……………………………………………………. iii
INTRODUCTION
Background of the Study
……………………………………. 1
Statement of the Problem
……………………………………. 4
Objectives of the Study
……………………………………. 5
Importance of the Study
……………………………………. 6
Scope and Delimitations of the Study ……………………………. 7
REVIEW OF LITERATURE
Rural Development
……………………………………………. 9
Area-focused convergence and sustainable Rural Development ….… 11
ARIBA/ARC Dev’t key result areas and Rural Development……….. 32
Human Resource Development(HRD) and Rural Development ……. 34
METHODOLOGY
Locale, Time and Respondents of the Study
…………………… 37
Data Gathering Procedure
…………………………………… 38
The Research Instrument
…………………………………… 39
Data Analysis
…………………………………………………... 39
Theoretical/Conceptual Framework
……………………………. 42
RESULT AND DISCUSSION
Percentage share in training cost per agency………………………... 43
Training costs per participant per day ……………………………… 45
Cost-saving efficiency per agency …………………………………. 45
Other validated effects of the training ……………………………… 47
iii
Level of development………………………………………………… 50
Development level along primary key result areas...………………… 54
Development level along secondary key result area………….….…… 58
Other Development growth factors …………………………………… 67
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary ……………………………………………………………… 71
Conclusions …………………………………………………………… 73
Recommendations …………………………………………………….. 74
ANNEXES A – E …………………………………………………………. 75
FIGURES 1 – 3b …………………………………………………………. 107
LITERATURE CITED ……………………………………………………. 112
APPENDICES ……………………………………………………………. 114
BIOGRAPHICAL SKETCH ……………………………………………… 118
iv
INTRODUCTION
Background of the Study
In January 1992, the Agrarian Reform Impact Barangay (ARIBA)
Training and Development project was conceptualized, presented and approved
by three cooperating agencies, namely: the Department of Agrarian Reform-
Cordillera Administrative Region(DAR-CAR) as the lead agency, the Agriculture
Training Institute-National Training Center(ATI-NTC) in CAR and the Northern
Luzon Cooperative Development Center (NORLU-CEDEC or NORLU).
DAR-CAR and ATI-NTC are government institutions while NORLU is a
non-government organization, specifically a secondary cooperative organization,
extending technical assistance to primary cooperatives in Northern Luzon.
The project was mainly intended as a “convergent” and “area-focused”
project to save on cost for the government and to test the proposed concept as a
strategic framework for rural development in a pilot agrarian barangay or
community.
The training aspect was the main component while the barangay or
community development aspect is the secondary component of the project. This
was intended to be so because of the inherent work nature of the project’s main
proponent, the Information and Education Division of the Department of Agrarian
Reform – Cordillera Administrative Region(IED, DAR-CAR) which conducts
trainings & leaves to the trainees the community development aspect.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
2
The three convergent agencies trained development facilitators to facilitate
development in their agrarian reform barangay or community. These government
field workers were subjected to a series of live-in “classroom” trainings at the
ATI-NTC on the following topics: “Cooperative trainors’ training” for twelve(12)
training days; “Training for trainors on Basic Cooperative Bookkeeping and
Accounting” for 120 training hours; “Strategic Development Planning
Workshop(SDPW) Trainors’ Training” and “Project Development and
Management Training” for 96 training hours; and “Cooperative Trainors’
Training on Policy Formulation and Auditing” for eight(8) training days. There
were also orientation and assessment sessions conducted to advocate on the
proposed project beside these trainings.
After every classroom training, the development facilitator – trainee went
back to his/her agrarian barangay or community and do hands-on work, applying
what he/she learned from the training, covering a period of one year for
both “classroom” and “on-the-job” trainings.
After the one-year training, the development facilitator is expected to
continue the development work in the agrarian reform barangay or community,
using the ARIBA training and development project framework, to facilitate the
development of the area under the Comprehensive Agrarian Reform
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
3
Program(CARP) which is expected to be completed by the end of calendar year
2008 under Republic Act 6657 as amended.
The Department of Agrarian Reform – Cordillera Administrative Region
(DAR-CAR), through its Information and Education Division (IED), had been
single-handedly conducting trainings for its personnel which had not only been
costly but also not directly linked to community development.
After some soul searching, the Chief of the DAR-CAR Information and
Education Division conceptualized the “Agrarian Reform Impact
Barangay(ARIBA) Training and Development Project”, featuring not only the
principle of convergence but also “a direct link of the training to an ‘area-focused’
rural development application”, specifically in a pilot agrarian reform barangay
or community.
After the training component of the project was completed, not any
assessment was made to really discover whether its intended aim to cost-save was
accomplished and whether such a development concept or strategy was useful, if
at all.
The study will not only fill-up this data gap but also discover the
efficiency of such a convergent training and, to a certain extent, the effectiveness
of the development framework.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
4
Statement of the Problem
Government and Non-Government Organizations have common training
and development agenda but, most often than not, they individually conduct their
own trainings duplicating each other’s program, thus making it costly for each
institution.
Furthermore, Government usually planned trainings for their personnel
based on the so-called training needs assessment of personnel which were based
on their answers to questionnaires floated to them.
Many of these trainings which the personnel believed to be needed by
them are often not directly related to their jobs and much more to the “community
development bottom line” but for personal staff development only.
Human resource development trainings, especially in government, should
be job - related or development project – related.
There is a need for convergence in order to avoid duplication and waste
and to ensure efficiency. This will ensure more savings for development projects
that will make a difference in people’s lives, the community and the country.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
5
The study sought answers to the following questions:
1. To what extent did each convergent agency contribute to the resources
of the ARIBA training program?
2. How much is the cost per trainee?
3. What is the annual level of development of Gadang?
Objectives of the Study
The study, in general, assessed the efficiency and effectiveness of the ARIBA
training and development project.
Specifically, the study determined:
1. The percentage share in training cost per agency involved in the
convergent ARIBA training component;
2. The direct training costs per participant per day and the training cost-
saving efficiency per convergent agency;
3. The level of development of pilot ARIBA / ARC Gadang,
Kapangan, Benguet in the last six(6) years of CARP
Implementation (2000-2005) and along the Key Result Areas (KRA)
across the last six(6) years of CARP implementation.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
6
Importance of the Study
The Agrarian Reform Impact Barangay (ARIBA) training and
development project was mainly conceptualized to facilitate convergence of
training resources and to pilot the concept as a key strategy for rural development
in an “area-focused barangay or community”.
The measurement of the level of development in the pilot agrarian reform
impact Barangay supplied some information needed for development actors to
formulate and develop new and more responsive development concepts and
strategies applicable not only to the pilot ARIBA / ARC Gadang,
Kapangan in the Cordillera Administrative Region(CAR) but also to other
barangays in CAR and other regions of the Country.
Furthermore, the proven efficiency of convergent human resource
development trainings which encouraged pooling of scarce resources and
avoiding duplication of similar trainings will challenge policy makers both in the
government and the non-government organizations to conceptualize similar
convergent training and development strategies and systems to ensure efficiency
in government & non-government training programs & projects, common to both.
The results and recommendations also provided useful information as
feedback to the ARIBA training and development project proponents and other
concerned institutions which may serve as bases for future development planning.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
7
Scope and Delimitations of the Study
The Agrarian Reform Impact Barangay / Community (ARIBA / ARC)
program referred to the training program and the development program of
the project. The assessment dwelt only on the training costs and level of
development.
The study focused on the cost-saving efficiency of the training component of
the ARIBA training and development project and a case study of the annual
development levels of pilot ARIBA / ARC Gadang, Kapangan, Benguet.
Further, the study involved only the Department of Agrarian Reform(DAR),
the Agricultural Training Institute-National Training Center(ATI-NTC) and the
Northern Luzon Cooperative Development Center (NORLU-CEDEC) in the
Cordillera Administrative Region which participated during the project planning
and the implementation of the training component of the project.
Due to the short duration needed in the research, other aspects of the project
shall be considered in future studies especially at the end of the Comprehensive
Agrarian Reform Program(CARP) in 2008.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
REVIEW OF LITERATURE
Agenda 21, the global plan of action for implementing sustainable
development states that “the major objective of sustainable agriculture and rural
development is to increase food production in a sustainable way and enhance food
security. This will involve education initiatives…utilization of economic
incentives and the development of appropriate and new technologies; employment
and income generation to alleviate poverty; and natural resource management and
environmental protection”.
Consistent with this, the Philippine Government strongly advocates
sustainable development anchored on growth with social equity and measured by:
a reduction in poverty especially in the rural areas; an improvement in the
distribution of income; strengthened institutions; increased private sector
involvement; and sound environment and natural resources management
In line with the government’s thrust, the Comprehensive Agrarian Reform
Program (CARP) has been implemented as one of the major rural development
programs to empower rural households through security of land tenure and ensure
their equitable access to support services and sustained income opportunities
(Guardian and Erfe, 2006).
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
9
We are in the search for appropriate approaches, strategies and lessons
derived from experiences from rural development projects (FAO-
UN/AusAID/DAR, June 2006). Such a search for appropriate rural development
strategies needs the sharing of development experiences and other development
initiatives.
It is for this reason that the Agrarian Reform Impact Barangay (ARIBA) /
Community (ARC) Training and Development Project is being assessed in order
to share this rural development project experience.
Rural Development
Rural development projects are change interventions to achieve a desired
socio-economic state or planned change (Librero, 1978). He further added that
development is in people and its objectives are addressed to people and carried
out by the people.
Development is for the people and by the people (Villegas, 1992). He said
any vision which neglects the principle that development is for man and not man
for development sees the process only as a cold, logical and efficient
organizational technique without bearing on human values except material
growth.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
10
The ultimate goal of any development program or project is to uplift the
quality of life of the people especially the poor farmers (Estrada, 1991). He said
that in order to attain this goal, a sustained agricultural development to accelerate
the economic growth, thus improving the socio-economic welfare of the rural
people must take place.
Development is the sustained capacity to achieve a better life that is long
and of higher quality where the higher quality of life involves the capacity “to be”
educated, healthy, etc. and the capacity “to do” productive and satisfying
work(UNFPA-POPCOM-NCRFW, undated).
The World Commission of Environment and Development (WCED, 1987)
defined sustainable development as “…the development that meets the needs of
the present without compromising the ability of the future generations to meet
their own needs”.
The essence of sustainable development is the harmonious integration of a
sound and viable economy, responsible governance, social cohesion and harmony
and ecological integrity to ensure that development is a life-enhancing process.
It is a development that ensures the continuity of life-giving and life-
saving resources and guarantees inter-generational equity(NCIP/UNDP, October
2004).
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
11
The General Assembly of the United Nations states that the ultimate
purpose of development is to provide increasing opportunities to all people for a
better life (MECS, Region II).
Area-focused convergence and sustainable rural development
A key approach or strategy to accelerate and ensure rural sustainable
development is an area-focused convergent project such as the ARIBA / ARC
training and development strategy.
The Agrarian Reform Impact Barangay(ARIBA) strategy was introduced
in January 1992 which was later on expanded to cover a barangay or more which
was called the Agrarian Reform Community(ARC) strategy in 1993.
A similar approach to rural development which the Philippine government
has adopted in 1995 is the “Minimum Basic Needs (MBN) approach to improved
quality of life”(DILG-LGA, 1997). This strategy is backed by a policy on
convergence through Proclamation No. 548, dated 6 March 1995 and
Administrative Order No. 194, dated 30 May 1995. entitled “Providing for the
adoption of the social reform agenda convergence policy and its
operationalization and for other purposes”. Entitled “Approving a policy on
convergence and its operationalization through the coordinated action of the
agencies’ technical action officers”, Proclamation No. 548 declared the adoption
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of policies on convergence of flagship programs and projects. Section 3 of the
proclamation declared that the “MBN approach to improved quality of life shall
be adopted as the strategy for convergence”. Section 4 of the same proclamation
also declared that the process of convergence shall provide for multilevel,
multisectoral, and inter-agency coordination and consultation.
Entitled “Providing for the adoption of the social reform agenda
convergence policy and its operationalization and for other purposes”,
Adminisistrative Order No. 194 reiterated the use of the MBN approach as a
strategy for convergence; enjoins all national government agencies and local
government units to take immediate steps to implement the Social Reform
Agenda(SRA) convergence policy; and ensures periodic monitoring every six
months to better respond to changing conditions.
The MBN approach is a strategy of prioritizing primary requirements to
ensure that the basic needs for survival, security from physical harm, and enabling
needs of the individual, family and community are attended to.
Prioritization is based on the degree to which a family meets its basic
needs, and these basic needs are measured by 33 agreed upon indicators (see
Annex A).
The degree to which a Filipino family achieves its MBNs serves to
measure its quality of life. If the family is unable to meet its MBN on a sustained
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basis, then the family is considered to be deprived of these basic needs and
therefore in a state of poverty. Those who have the highest levels of deprivation
are targeted for priority assistance.
The indicators or standards in each MBN must be present in the Filipino
family in order to say that the family has met a particular basic need. How each
family fares on each of these indicators provides the basic information inputs for
the MBN approach.
The major objectives of the MBN approach are to foster community
participation and empowerment by engaging the individual/family/community to
participate actively in local decision making and in setting targets for basic
service delivery; to facilitate management by using MBN information as basis for
situational analysis, planning, implementation, and monitoring and
evaluation(SAPIME); to provide government a gauge for determining and
responding to priority local requirements; to foster equity by giving priority
attention to those who fall below MBN standards; to promote convergence of
efforts among different sectors, agencies, and institutions by providing a basis for
integrated planning and service delivery; and to maximize the use of resources to
serve common targets through convergent area-based management.
All MBN activities and directions will be based on information generated
from the Community-Based Information System(CBIS). As a management tool,
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it can be used to provide the data inputs for situational analysis, planning, project
identification, and monitoring and evaluation. As it is community-based and
community managed, it fosters community participation and accountability. It
establishes a basis for targeting families needing priority action and attention.
Since it is used across sectors and geographical areas, it standardizes information
and enables different development actors to converge their resources and focus on
a single set of targets for service interventions.
The strategies to operationalize the MBN approach are the following:
1. Local Information System(LIS). The installation of a local information system
is one of the strategies to operationalize the MBN approach. It aims to
enhance the information centers of the LGUs at all levels by involving the
community in gathering, analyzing and utilizing data about their MBNs. This
LGU-community partnership in monitoring and data banking is geared
towards community development and management;
2. Convergence. Involving local government units, national government
agencies, non-government organizations, private sector, and people’s
organizations in situation analysis, planning, implementation, monitoring and
evaluation (SAPIME) of programs, projects and activities;
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3. Community-Based Approach. Encouraging families to get organized and to
initiate and participate in SAPIME to promote empowerment and
sustainability.
4. Focused-Targetting. Jointly identifying and agreeing on a common set of
targets based on the MBNs.
5. Social Mobilization(SocMob). Convincing all sectors to support and
participate in MBN activities through policy advocacy, media channels, IEC
campaign, organizational linkages and community mobilization. SocMob is
required all throughout SAPIME;
6. Capability-Building. Improving the administrative and technical capabilities
of planners, implementers, monitors and evaluators, and of institutions to
manage MBN programs;
7. Resource Management. Exploring innovative resource management schemes
to deliver and sustain services to achieve the MBNs (see framework of the
MBN approach in figure 1).
In using the Community-Based Information System(CBIS), there are a
number of ways to analyze it. A simple listing of those needs per indicator which
were not met by the most number of families may indicate on a superficial level
the common problems and needs of the community. This simple list would enable
the community to determine priority areas for local action.
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For purposes of planning and project/program identification, the
community has to probe more deeply into the underlying causes for the non-
achievement of those needs per indicator to be able to identify effective courses of
action for MBN.
For purposes of monitoring and evaluating programs and projects to
determine whether they make an impact on the improvement of MBN
achievement in the community, the method of analysis would be to compare
MBN data over time.
When a community uses the CBIS, it has at least two sets/types of data to
work with:
1. Family-level data. This data provides a profile of each family in the
community.
2. Community-level data. This data which includes a resource inventory
provides a profile of the whole community.
The setting up of a community data board for both family-level data and
community-level data are encouraged to allow the members of the community to
monitor the progress of each family in terms of meeting their MBNs. Likewise, it
will allow service implementers to get an idea of which families to target for a
given service to efficiently program service delivery.
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The summary guidelines in implementing the MBN approach are the
following:
1. Organize/tap or reactivate existing municipal inter-agency technical working
group to serve as the MBN team. The core members include the MPDC,
MLGOO, MHO or midwife, MAO, MSWDO and DEP-ED Officer;
2. Plan and implement capability-building activities on the MBN approach;
3. At the barangay level, the MBN team should mobilize and train area-based
volunteers and existing people’s organizations as partners in implementing the
MBN approach;
4. Administer the MBN family checklist. Initially, the MBN team will assist the
community volunteers. Succeeding data-gathering should be managed by the
community;
5. Collate, summarize and analyze MBN data using simple tools. This will be
done by the community with assistance from the MBN team.
6. Present analysis to the punong barangay and sanggunian through an assembly;
7. Rank and prioritize needs to be addressed by the barangay and the
community;
8. Identify families/communities to be prioritized using the MBN masterlist;
9. Discuss activities, strategies and resources to address the MBNs;
10. Install the MBN data boards at the barangay and municipal levels;
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11. Indicate action points which the barangay/community may address, raise
concerns to appropriate entities and elevate issues to the next territorial unit if
necessary;
12. Incorporate programs/projects addressing substandard MBNs in the local
development plans, annual investment plans and annual executive budget;
13. Network with various sectors to augment resources to attain the MBNs;
14. Deliver corresponding services to identified targets; and,
15. Monitor the achievement of MBNs yearly, then proceed to step number 5.
Another convergent and area-focused government program is the
“Ancestral Domain Sustainable Development and Protection” inspired by the
Indigenous People’s Rights Act(IPRA) of 1997 or Republic Act(RA) 8371.
Phase 1 of the program is the social mobilization which includes the pre-
planning consultations, organization of the working group, and the preparation of
the working group’s work and financial plan.
Phase 2 is the data gathering and assessment. This phase includes
a) Determining the ancestral domain parameter (boundary definition of the
ancestral domain to delimit the specific area).; b) Development of the data
indicator system by the working group; c) Identification of data gaps based on the
data indicators and the existing data on the indigenous peoples (IPs) and
their ancestral domain to determine the data gaps that need primary research;
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d) Conduct of surveys to gather primary data in order to complete the baseline
information.; e) Assessment of data to determine the problems and needs of the
IPs and their ancestral domain to assess the underlying causes of such problems
and determine the probable solutions; and, f) Validation of data/information
and assessment. The outputs of the working group is presented to the community
members for validation and further inputs.
Phase 3 is the Indigenous Peoples/Ancestral Domain (IP/AD)
development framework formulation. This phase presents the IPs collective
vision, mission, goals and objectives, policies, strategies, and programs to address
the identified problems / needs of the IPs as the bases of the development
framework formulation by the community and further refined by the working
group in close coordination with the community elders/leaders. The final copy of
the framework is presented to the community for validation. A consultation
meeting with government & non-government agencies is conducted where the
agencies present their programs and projects in the area and IP/AD development
framework is presented for purposes of interfacing the framework with other
government policies and plans. During the consultation, targets for the IPs may be
negotiated with the concerned government and non-government agencies on their
existing programs and projects that are in consonance with the IP/AD
development framework for inclusion in the IP/AD community development plan.
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Phase 4 is the plan promotion or marketing.. During the interface session,
the IP council of elders/leaders start their plan promotion for the integration /
incorporation of the their plan to the Barangay, municipal, provincial, regional
and the Philippine Development Plans, They also submit their development
framework and plan to the planning officers of agencies for integration into the
agency’s plans.
While the ARIBA / ARC strategy, MBN strategy, PATSARRD strategy
and the ADSDP strategy are similar in that they used both the “convergence” and
“area-focused” approaches, they differ in the stakeholder’s participation in the
phases or processes of development from pre-planning, planning,
implementation, monitoring and evaluation (NCIP, 2004).
The NCIP’s Ancestral Domain Sustainable Development and
Protection(ADSDP), however, featured mainly the planning stage of the project
since it is still a new strategy of the government.
Planning is only as useful as its ability to reflect the needs of the people on
the ground. This can only be done if households are allowed to stand up and be
counted in planning for their future. The participatory area planning (PAP)
approach makes this possible. Since they can call the plan their own, they are
willing to contribute their time, skill, and money to make sure the projects of their
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own choosing get implemented and, in the end, become successful(Tumbali,
2006).
Another featured rural development project which carries a lot of weighty
rural development insights is the Philippines-Australia Technical Support for
Agrarian Reform and Rural Development (PATSARRD).
PATSARRD is seen as a microcosm of the global, national and donor
development agenda for area-focused communities. The PATSARRD project
engaged all concerned in the development process; enhanced the facilitation and
delivery of support services; mobilized development resources; and improved the
access by the rural households to more productive and efficient technologies,
markets and financial services((FAO-UN/AusAID/DAR, June 2006).
It was designed as a capacity building project to develop and strengthen
farmer beneficiaries, their households and their organizations and the institutions
providing support to the implementation of the comprehensive agrarian reform
program. The project’s crucial intervention lies in enhancing the roles of local
stakeholders in rural development by initiating and facilitating support from the
national government and donor community. The project recognizes the important
contributions of local government units(LGUs), national government line
agencies, and the private sector in planning and catalyzing support for rural
development. However, the LGUs and line agencies are generally not equipped
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institutionally and financially to undertake these responsibilities. The greater
involvement of the private sector also remains to be enhanced to complement the
services of the LGUs and government line agencies not only to provide more
efficient technologies and technical assistance but also to strengthen the links
between production (supply areas) and markets (demand areas). The all important
and urgent need to capacitate the farmer beneficiaries and their households has to
be addressed to ensure that they appropriately process and put to good use the
support provided by other stakeholders. Likewise, systems have to be put in place
to effectively manage and monitor development resources and ensure that gender
and environmental issues do not hinder rural development. These interrelated
requirements were considered in the choice and design of PATSARRD’s specific
interventions as presented in its development framework (see figure 2).
Activities start with the identification of constraints and needs of each
target community and the required interventions to address them. These are done
in a participatory manner through the Participatory Area Planning(PAP)
process(See Annex B). The process, in turn, produces the community
development plans that serve as the blueprints for development activities in the
area including other initiatives under the project.
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With the plan as basis, resources and support are mobilized under the
support services coordination and integration (SSCI) component using the KApit-
bisig LAban sa kaHIrapan(KALAHI) Farmers’ Center(KFC) approach to
implement specific projects for the communities. Specific interventions for
beneficiary development are also operationalized from the plan through the KFC
and directly under the project. Management and monitoring of projects and other
activities conducted under the project start from the project identification phase to
actual implementation until the phase out of support. PATSARRD’s phased
activities are intended to plan and design specific projects, minimize duplication,
and ensure the readiness of service providers and beneficiaries in undertaking and
receiving planned interventions. All these development principles, approaches,
practices and activities are envisioned to result in improved economic and social
conditions for the farmer beneficiary households (see Annex C).
The success of the project in achieving its objectives was traced to the
following: formulation of more responsive development plans that cater to farmer
needs and result in actual projects; changed development perspectives of
stakeholders; increased women participation rates in planning and project
activities; empowered ARB households resulting from participatory processes in
planning, access to technology, livelihood and enterprise development
opportunities and microfinance services; improved and coordinated delivery of
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support services to the ARCs; establishment of viable enterprise models with
market linkages; increased access to microfinance services of ARB households;
improved household incomes; strengthened development institutions resulting
from capacity building activities that are expected to sustain project gains;
increased gender and environmental awareness among planners, ARB households
and other stakeholders; and establishment of a responsive and fully operational
PMME.
Lessons were learned from the project in the following areas:
Common poverty alleviation thrusts – Development interventions have to
be attuned with current development thrusts to facilitate their acceptance and
implementation by the stakeholders. PATSARRD was designed to address the
same development gaps that the national government, donor agencies and LGUs
aimed to address. The thrust for poverty alleviation is similarly articulated in the
ARC development plans that were consensually prepared by the local
stakeholders. Thus, the cooperation of all concerned, including the target
beneficiaries, was easily obtained in the implementation of the project’s
interventions.
Localizing efforts – Development interventions need to be focused.
Focusing PATSARRD support on selected ARCs and priority activities gives the
project more mileage in achieving its objectives. In particular, by focusing on
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local resources development, PATSARRD is able to provide appropriate and
customized support and at the same time, draw the cooperation and contributions
of local stakeholders in project implementation thereby augmenting the project’s
own resources. This approach also recognizes the important role of the LGUs and
local stakeholders in the development process.
Need for catalysts – To give development a push, there is a need for
catalysts. The DAR, through PATSARRD, provided the leadership and the
impetus in converging efforts at the local level to work towards the development
of the ARCs. PATSARRD has proven to be the agency’s catalyst in mobilizing
donor agencies, national government, LGUs, local institutions, non-government
organizations(NGOs) and private sector to provide resources and operationalize
projects in the target ARCs. With its team of experts, PATSARRD provided the
much needed technical expertise and guidance to the LGUs and local line
agencies in enhancing access of ARB households to support services, improved
technologies, income opportunities, markets and microfinance services, among
others. The presence of proficient LGU officials and ARB and cooperative leaders
also facilitated the implementation of development initiatives under the project.
Complementation
and
convergence – There are many reasons why
complementation and convergence efforts need to be pursued. Complementation
and convergence facilitate multi-stakeholder decisions and unified actions;
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foster harmonious relationships among various stakeholders that facilitate work to
be done; synchronize the delivery of services to intended beneficiaries and
minimize duplication of efforts; facilitate shared responsibilities and
accountabilities; augment resources and expand the scope of assistance and
extension of support to more beneficiaries which means resources are optimized;
induce prompt responses to problems; and facilitate more effective monitoring of
activities and provide checks and balances on actions undertaken by concerned
agencies and entities.
Holistic and phased interventions – The adoption of phased interventions
under PATSARRD ensures the thorough preparation of plans and design of
specific projects and the readiness of service providers and beneficiaries in
undertaking and receiving planned interventions respectively. The interventions
follow the phases of the project cycle which starts with project identification and
planning stage under the PAP. The KFC and BED interventions take off from the
plans formulated under the PAP and operationalize the projects identified therein
(implementation stage). The PMME activities complete the cycle. With the
integration of GAD and ENRM concerns in all stages of the cycle and adoption of
the sustainable development principles, PATSARRD implements holistic
interventions. These provide greater chances for sustainability of project gains.
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Flexibility of interventions – This allows more creativity and room for
adjustments. PATSARRD, being a grant assisted project, has more flexibility in
the design and implementation of its activities. Thus, interventions are more
innovative and provide enough leeway and time for interventions to be adapted,
understood and absorbed by those involved in the project. This also facilitated the
achievement of objectives far beyond the targets (107% over-all average
accomplishment against major targets in PATSARRD’s project framework).
Choosing the right partners – A major part of sustainability efforts is the
choice of the appropriate partners or institutions that are expected to continue the
work paved by the project. PATSARRD has endeavored to choose the right
partners for its activities not only to facilitate its work but also to ensure continued
assistance or linkages to assistance for the ARCs. Selection criteria for the choice
of interventions as well as project partners and cooperators were formulated under
the PMME towards this end. KFC partner agencies have also been carefully
selected to provide integrated services to the ARCs. Capable and committed
technology providers, private sector partners and entities who were willing to
share their knowledge and are practitioners in the field had also been tapped
under the BED to ensure the provision of appropriate and sustained assistance to
the beneficiaries.
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Handholding process/Coaching strategy – Capacity building provides the
foundation for the effective implementation of development activities and the key
to sustaining the gains from these interventions. Capacity building, however,
takes time and its effects are not easily discernible in the short run. Thus,
PATSARRD has adopted the hand-holding strategy to ensure that learning is a
fruitful process for its beneficiaries. Activities are mostly done “on-site”,
“one-on-one”, on the job-basis, in iterative manner and in several phases. While
this approach may be costly, the economic and social benefits far outweigh the
financial consideration. This has been true for PAP, KFC and BED interventions.
Demand and supply linkages – The provision of support achieves the
highest mileage where it is most needed. The supply of technical assistance and
other development support should appropriately match the demand for such
services. Customizing development assistance to the requirements and absorptive
capacity of the clientele is proven to be a more effective strategy in pursuing
growth in the ARCs.
Going an extra mile – Building the trust and confidence of development
partners is the spirit of PATSARRD interventions. By going an extra mile in
relating with the development partners, being patient and persistent in the pursuit
of shared principles and goals, and encouraging shared responsibilities, the project
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experts were able to provide the needed push to mobilize stakeholders’ support
and resources for the development of the target ARCs.
Replicability – The true measure of the success of a development
intervention is its expansion or upscaling, replication and adoption in similar
endeavors or in other areas. This, however, depends on many factors including its
scale, acceptability, cost and apparent impacts. These factors need to be
considered in the design of project interventions to ensure their wide application
and sustainability. The application of many of PATSARRD’s interventions has
gone beyond the confines of its target ARCs. The PAP, for instance, has been
adopted in the preparation of higher development plans such as the municipal
development plans and institutionalized in the planning processes of other
foreign-assisted projects(FAPs) of the DAR. ENRM concerns advocated by the
project have also transcended specific projects and territorial boundaries. A look
at these interventions shows that they are simple, small scale (not grand), relevant
and work for the best interest of the beneficiaries.
Bale (1999) aptly stated the following which summarizes the lessons
learned from development projects: “Rural development is a confluence of many
interventions, inter alia, the provision of social and physical infrastructure, the
provision of financial services…as well as the development of traditional rural
sectors such as agriculture and natural resources management.
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The conclusion is that programs to reduce rural poverty must be
comprehensive and must include the views of the poor and the actions of the local
communities, civil society groups, central and local government, bilateral and
multilateral donors acting in partnership…when rural development interventions
are taken holistically and extend beyond the traditional sectors, synergistic
outcomes are achieved”.
Like the featured development projects, the ARIBA training and
development project ensured the participation of the convergent agencies in the
training component which ensured the specific resource commitments of all
convergent development partners and facilitated the convergence of development
resources of participating agencies to the pilot barangay through an empowered
community which initiated the process of matching their development needs with
the public and private development agencies and institutions/businesses.
The ARIBA training and development concept also ensured that the
convergent agencies for the training component agree and own the development
concept prior to its implementation. It also made sure that the development
facilitator/s who will act as facilitator/s of development in the identified pilot
agrarian reform barangay or community are well trained both in the classroom as
well as in the community via “on-the-job” actual application of the classroom
learnings every after the major training.
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Likewise, the ARIBA development framework ensured that the
ARIBA/ARC pilot area’s folks participated by endorsing their ARIBA pilot area
technician to the ARIBA training and by actively involving themselves in the
planning stage, community work and development stage and the monitoring and
evaluation stage.
The Agrarian Reform Communities strategy was adopted by DAR in 1993
as its key operating strategy. These Agrarian Reform Communities serve as the
convergence of interventions by DAR, other government line agencies mandated
under Executive Order 406 as members of the CARP implementing Team,
partner non-government organizations and people’s organizations (DAR,
undated). Through the years, the strategy has evolved into an integrated
sustainable development approach focusing on six Key Result Areas(KRAs):
Land Tenure Improvement(LTI), Economic and Physical Infrastructure Support
Services(ECOPISS), Farm Productivity and Income(FPI), Basic Social
Services(BSS), Gender And Development(GAD), and Organizational
Maturity(OM).
“Towards a Viable Agrarian Reform Community” was developed to help
rural development partners, especially the field personnel of the DAR and other
government and non-government organizations, have a more in-depth
understanding of the ARIBA / ARC Level of Development Assessment (ALDA).
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The ALDA manual guides the ARIBA/ARC development partners in
determining the development trend or levels in their pilot community using the
established processes and step-by-step computations of the ALDA results (see
annex D).
This process is empowering because they could easily identify the
strengths and weaknesses of the agrarian reform community and the Agrarian
Reform Beneficiary(ARB) organization. Thus, the ARIBA/ARC folks and their
community’s development partners can identify, plan and implement appropriate
interventions for sustainable development.
ARIBA / ARC Development Key Result Areas(KRA) and Rural Development
“Towards a Viable Agrarian Reform Community” defines the following
Key Result Areas (DAR, Undated):
Land Tenure Improvement(LTI), the first KRA, refers to the land that a
community folk owns or cultivates. One’s land tenure is improved when DAR
gives him/her the title of the untitled land he/she possesses or tills which
recognizes legal ownership or the leasehold contract which recognizes him/her as
the cultivator of the land owned by somebody else.
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Economic and Physical Infrastructure Support Services(ECOPISS), the
second KRA, refers to the provision of the needed physical infrastructure projects
(ie. farm to market road, bridge, irrigation, pre & post harvest facilities),
livelihood projects (ie. rural-based industries), credit services, and marketing
services to the pilot ARIBA / ARC.
Farm Productivity and Income (FPI), the third KRA, refers to the adoption
of appropriate farming technology, farm productivity and household income of
the Agrarian Reform Beneficiaries (ARBs).
Basic Social Services (BSS), the fourth KRA, refers to the access of the
ARB’s households to basic social services such as health, potable water, power
and education (ie. Elementary and high schools).
Gender And Development (GAD), the fifth KRA, refers to the women’s
access to land and services as well as participation in community development
programs and projects.
Organizational Maturity (OM), the sixth KRA, refers to the status of ARB
organizations in the aspects of organizational management, resource management,
social enterprise operations and alliance building.
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Human Resource Development (HRD) and Rural Development
Sustainable rural development happens because of capable human
resources who facilitate and sustain rural development.
The ultimate aim of development is human development now and through
future generations (PA 21, Section 1.3, p. 12).
Librero (1978) opined that development is in people and are carried out by
the people. Development is for the people and by the people (Villegas, 1992).
The ARIBA series of classroom and on-the-job trainings were designed to
develop the DAR’s development facilitators who in turn facilitate ARIBA/ARC
human resources and other development resources for sustainable rural
development.
The 12-day initial ARIBA “Cooperative trainors’ training” featured
among others the modules on Community Organizing and Participatory Action
Research-Community Information Planning System(CO-PAR-CIPS) in order to
ensure that the pilot ARIBA/ARC folks shall actively participate in their
community’s social preparation; organizational building; capability & leadership
building; and enterprise development, alliance building and sustainability. It
further facilitates the gathering of quality data of the community’s socio-
economic profile with the people’s active participation through the community’s
research and planning teams.
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The second major ARIBA “Training for trainors on Basic Cooperative
Bookkeeping and Accounting” for 120 training hours is intended to ensure that
the community organization’s books are installed properly, including quality
financial statements.
The third major ARIBA “Strategic Development Planning
Workshop(SDPW) Trainors’ Training” and “Project Development and
Management Training” for 96 training hours is intended to ensure quality
community development plan formulation and project identification, proposal
preparation and project management.
The fourth major ARIBA “Cooperative Trainors’ Training on Policy
Formulation and Auditing” for eight(8) training days is intended to sustain
community leadership and financial purity through policies, standards/systems
and audits.
These trainings enabled the development facilitator at the ARIBA/ARC
level to mobilize community human and material resources toward a sustainable
rural development(see figures 3, 3a, and 3b).
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The convergence of training resources, both human and material,
was part of the design in order to ensure efficiency and avoid duplication of the
trainings that the cooperating institutions and agencies conducted. The
design identified the following training variables for cost-saving
efficiency considerations: board & lodging, supplies & materials, resource
persons’ honoraria, and validation trips.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
METHODOLOGY
Locale, Time and Respondents of the Study
This short-term study which started 17 July 2006 till 28 October 2006
involved two national government agencies and one non-government organization
namely: the Department of Agrarian Reform-Cordillera Administrative
Region(DAR-CAR), Agriculture Training-Institute and the Northern Luzon
Cooperative Development Center (NORLU-CEDEC), all based in Baguio City.
These institutions converged their resources mainly for the ARIBA training
component.
To establish reliable data on the efficiency of the training component of
the project, a combination of gathering a financial report from the ARIBA
training staff and a “focused group or individual discussions” with the three
agencies’ representatives involved in the ARIBA training were conducted in
August and September 2006 to validate the financial report of the ARIBA training
staff and elicit other relevant information.
The study also looked into available reports and documents at the
municipal, provincial, regional and central offices of the Department of
Agrarian Reform to establish periodic levels of development of the pilot
ARIBA/ARC Gadang, for the last six to nine years.
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Data Gathering Procedure
A. ARIBA Training Component
The ARIBA training staff concerned provided the ARIBA training
financial report.
All three convergent agencies, namely: DAR-CAR, ATI-NTC and
NORLU through their representatives validated the ARIBA training staff
financial report and revealed other relevant factors that contributed to the
success of the training component of the ARIBA training and development
project.
B. ARIBA/ARC Gadang Development Component
A case study on the level of development of the area
which was based on the annual reports of the DAR Municipal, Provincial,
Regional and Central Offices was conducted. Available data were gathered
and validated from these offices as bases of development improvements and
growth of the area over time.
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The Research Instrument
A. ARIBA Training Component
“Focused group or individual discussion” sessions were used to
validate the ARIBA training financial report of the ARIBA training staff
and to elicit other relevant information which were not captured in the
financial report of the ARIBA training staff.
B. ARIBA/ARC Gadang Development Component
The official annual reports of the DAR Municipal, Provincial and
Regional and Central Offices were primarily utilized as a case study to
show the annual development levels of the area.
Data Analysis
A. ARIBA Training Component
The efficiency of the ARIBA training component was measured
by a) Costing the expense-share of each convergent agency per
training variable per agency & dividing these by the total costs multiplied
by 100 to get the agency percentage share; b) Dividing the direct training
costs by the number of trainees & training days to get the training cost per
participant per day and compared to the established government’s training
cost standard of P1,200.00 per participant per day;
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40
and, c) Subtracting the agency costs from the total costs to get the savings,
divided by the total training costs multiplied by 100 to get the training
cost-saving efficiency per training variable per convergent agency.
B. ARIBA/ARC Gadang Development Component
A case study was conducted based on the available periodic
official reports of the Department of Agrarian Reform to show the annual
development trends & levels along the primary key result areas of the
Land Tenure Improvement(LTI), Economic and Physical Infrastructure
Support Services(ECOPISS), Farm Productivity and Income(FPI), Basic
Social Services(BSS), Gender And Development(GAD) and
Organizational Maturity(OM). The annual reports of the DAR municipal,
provincial & regional offices were mainly used to validate the
development levels of ARIBA / ARC. Gadang, Kapangan, Benguet.
After gathering and validating, the data were organized per year
per Key Result Area(KRA) per sustainable rural development
index(SRDI) and the corresponding ARC Level of Development
Assessment(ALDA). The SRDI of ARIBA / ARC Gadang is compared,
generally, by year in the last nine years of CARP implementation (1997-
2005) and, specifically, along the Six KRAs across the last six years
of CARP implementation (2000 – 2005) to determine increasing or
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decreasing development growth rate. The trend of the development growth
rate is analyzed by SRDI, ALDA level and KRA per year to determine the
reasons for the increase or decrease in development growth rate.
To determine the KRA that contributed to the increase or decrease
in the development growth for the six year period, the average SRDI from
2000 to 2005 is computed per KRA.
To further determine the more precise factors for the increase or
decrease in the development growth, the average SRDI for the six year
period is computed per indicator under each KRA.
The higher the SRDI per KRA per year, the higher its contribution
to the development growth of the area.
Except for the GAD, the SRDI of all the development KRAs of
ARIBA / ARC Gadang, classified by DAR as a satellite ARC, were based
on the following DAR development level and threshold rating standards:
Level 1 or Low Level of Development
= Less than 57.33
Level 2 or Lower Medium Level of Development = 57.33 – 62.95
Level 3 or Medium Level of Development = 62.97 – 68.61
Level 4 or Higher Medium Level of Development = 68.62 – 74.29
Level 5 or High Level of Development
= Above 74.29
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The DAR’s standard SRDI threshold ratings for GAD are as follows:
Level 1
=
Less than 36.50
Level 2
=
36.50 – 44.65
Level 3
=
44.66 – 52.82
Level 4
=
52.83 – 60.97
Level 5
=
Above 60.97
Theoretical/Conceptual Framework
Independent Variables Moderate Variables Dependent Variables
Modules
Agency
Cost
implemented
Contribution on:
Efficiency
A. Board and
Lodging
B. Supplies and
materials
C. Resource
persons’
honoraria
CARP Dev’t
D. Validation trips
Key Result Areas:
LTI, ECOPISS,
ARIBA/ARC
FPI, BSS, GAD
Level of
and OM
Development
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
RESULTS AND DISCUSSION
Percentage share in training cost per agency
The convergent training project had a total costs of P2,066,200.00. Board
and lodging cost P1,664,000.00; Handouts, supplies and materials cost
P22,000.00; Resource speakers’ honoraria – P235,200.00; and Validation trips –
P145,000.00.
Of the P2,066,200.00 total costs, the Department of Agrarian Reform –
Cordillera Administrative Region(DAR-CAR) had the highest percentage share of
67.3%. The Agriculture Training Institute-National Training Center(ATI-NTC)
shared 20.1% while the Northern Luzon Cooperative Development
Center(NORLU-CEDEC) shared 12.6%.
Specifically, for the board and lodging variable, DAR-CAR shared 80%
while ATI-NTC shouldered 20%.
For the handouts, supplies and materials, DAR-CAR and ATI-NTC shared
50% each.
For the resource speakers’ honoraria, ATI-NTC shared 82.66% while
DAR-CAR and NORLU-CEDEC shared 14.5% and 2.84% respectively.
For the validation trips variable, ATI-NTC and NORLU-CEDEC shared
44.83% each while DAR-CAR shared 10.34% (table 1).
The results revealed that training activities can be very expensive
especially if these were done by individual institutions.
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Training costs per participant per day
The sharing of training resources on this common project, which each
agency could have done individually and spent more, resulted to a significantly
low and very minimal training cost per participant per day at only P369.78 for
board and lodging which is almost four times less than the government standard
of P1,200.00 per participant per day.
Even when all the direct training costs such as the board and lodging;
handouts, supplies and materials; and the resource speakers’ honoraria are
summed up, the training costs per participant per day is still significantly low
at P385.33 only (table 2).
Cost-saving efficiency per agency
While DAR-CAR contributed the highest at 67.3% of the total training
costs, it still saved more than half a million pesos, thus giving DAR-CAR an
overall training cost-saving efficiency rating of 32.67%.
ATI-NTC had a 79.89% cost-saving efficiency rating while NORLU-
CEDEC had an 87.45% cost-saving efficiency rating.
Having conducted the training without necessarily sharing monetary
cost except human resources in two training variables, NORLU-CEDEC got
the highest cost-saving efficiency ratings of 100% each in both the
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47
“board and lodging” variable and the “handouts, supplies and materials” variable;
a 97.11% on the “resource speakers’ honoraria” variable; and 55.17% on
validation trips.
ATI-NTC had an 80% cost-saving efficiency rating on board and lodging
but had lower cost efficiency ratings in the other variables such as 55.17% on
validation trips, 50% on handouts, supplies and materials and 17.35% on
validation trips.
DAR-CAR
registered
the
highest cost-saving efficiency rating of 89.66%
on the validation trips variable; 85.54% on the resource speakers’ honoraria;
50% on handouts, supplies & materials; and 20% on board and lodging (table 3).
Other validated effects of the training
While all three agencies have a common mandate and interest in
implementing such a development-driven training project, they could have
drained their resources had anyone of them implemented the project alone.
DAR-CAR, through the Information and Education Division report,
invested its more than half a million peso savings on other development-oriented
trainings which benefited more human resources as an indirect result of the
convergent training project.
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Its P675,000.00 savings which was part of the annual general
appropriations act for agrarian reform information and education fund for training
would have been used up in that single ARIBA training and development project
had DAR-CAR, alone, conducted the training component of the project.
According to the training team trainor-facilitators of the three convergent
agencies, the sharing of materials & equipment, human resources with their
unique skills, technologies, methods and time enriched their agency’s training
systems and enhanced their experiences as trainor-facilitators.
ATI-NTC claimed that DAR’s manuals on Community Organizing(CO)
which were given to ATI-NTC’s CO resource person, had enriched the CO
modules being used by the agency.
DAR-CAR also reported that its CO modules were likewise enriched and
complemented by the CO presentation of the ATI-NTC during the project
implementation of the training component. It also admitted that NORLU’s CO
modules improved the updated CO manuals which incorporated enterprise
development in the modules.
NORLU, on the other hand, expressed appreciation on the participatory
aspects of the project which complemented its own participatory approaches and
enriched the quality of its advocacy on participatory development planning,
monitoring and evaluation.
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Level of development
The Department of Agrarian Reform(DAR) standard level of development
threshold ratings or Sustainable Rural Development Index(SRDI) ratings were
used for all the Key Result Areas(KRAs) which also determined the ARC Level
of Development Assessment(ALDA).
Barangay Gadang progressively developed from low level of development
(level 1) in the early ninety’s to a lower medium level of development (level 2) in
1997, 1998 and 1999, a medium level of development (level 3) in year 2000; a
higher medium level of development (level 4) in 2001 and 2004; and a high level
of development (level 5) in 2002, 2003 and 2005.
This is clearly shown in its Sustainable Rural Development Index.(SRDI)
ratings of 63.97% in 2000; 72.85% in 2001, 82.24% in 2002, 79.24% in 2003,
69.91% in 2004 and 75.27% in 2005. Before year 2000, the SRDI computation
was differently done from a scale of 1 to 3 where 1 is lowest and 3 is highest..
Gadang registered SRDI ratings of 1.81 in 1997, 1.85 in 1998 and 1.87 in 1999
which are all classified under the lower medium level of development(level 2) in
the rural development index threshold ratings(table 4).
The sustained development growth from level 2 in 1997, 1998 & 1999 to
level 3 in 2000, level 4 in 2001 and 2004 and level 5 in 2002, 2003 & 2005
was brought about mainly by the 100% accomplishment of the targeted
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agricultural lands which were issued land titles, distributed to the farmers, and
were being cultivated by them; the farmers’ 100% access to irrigation, pre and
post harvest facilities, potable water supply and health services; the 100% legal
personality with vision-mission-goal-objectives of their cooperative; the 100%
active participation of women in barangay projects and services, the 95.83%
annual household income; the 95% alliance building and networking of their
organization with other development partners; the 91.67% capital build-up(CBU)
of their cooperative; the formulation of their strategic development plan and
installation of their cooperative policies, systems and procedures which were
rated 83% and 75% respectively(table 5).
The convergent agencies observed that the conscious and intensified
interventions to the community along the primary key result areas and other
secondary key result areas as a consequence of the training and development
project facilitated the development growth of the community. They claimed that
the participatory planning, implementation, monitoring and evaluation(PPIME)
which the convergent project employed facilitated the formulation of the shared
plans, programs, projects and activities along the key result areas. These shared
community plans and programs of the pilot community were eventually
implemented across time which enhanced the development growth of the area.
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This is corroborated by the results of other similar convergent and
area-focused rural development approaches and programs such as the MBN and
PATSARRD approaches (annexes A, B and C; and figures 1 and 2)).
These are approaches to development which identified the participatory
area planning, management, monitoring and evaluation(PAPMME) as one of the
major factors that enhanced development growth in the target communities.
PATSARRD served as the catalyst in enabling the community folks and all other
concerned stakeholders to participate in every aspect of the development
processes, in like manner, as the ARIBA / ARC development approach did.
The convergent project and the PATSARRD development approach
identified the following factors that contributed to the growth of the target
community: the formulation of more responsive development plans catering to
community needs, the improved development perspectives of stakeholders, the
increased women participation in planning and project activities, the empowered
agrarian reform beneficiary(ARB) households resulting from participatory
processes in planning, access to technology, livelihood and enterprise
development opportunities and micro-finance services, improved and
coordinated delivery of support services, establishment of viable enterprise
models with market linkages, increased access to micro-finance services,
strengthened development institutions and personnel resulting from the trainings
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and assessment sessions which sustained project gains, increased gender and
environmental awareness among stakeholders and the establishment of a
responsive PPIME and PAPMME.
Development level along primary key result areas
Under the Land Tenure Improvement(LTI) program, Gadang registered a
100% SRDI from year 2000 to 2005 which means that this development key
result area (KRA) has completely been achieved to the optimum. Simply put,
Gadang had completely accomplished its Land Tenure Improvement (LTI)
program target which means that all its identified agricultural lands covered
under the Comprehensive Agrarian Reform Program(CARP) had been issued land
titles, specifically the Certificate of Land Ownership Awards(CLOAs). These
land titles prove that agrarian farmers in Gadang are now officially recognized as
land owners, not just mere possessors of government lands.
Under the Economic and Physical Infrastructure Support
Services(ECOPISS), Gadang posted a 64.95% SRDI in 2000, 77.40% SRDI in
2001, 82.74% SRDI in 2002, 79.40% SRDI in 2003, 81.46% SRDI in 2004 and
81.68% SRDI in 2005.
Even the year 2003 which posted 79.4% SRDI, lower by 3.34% from the
2002 SRDI of 82.74%, is still higher than the computed ECOPISS SRDI average
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of 77.94% which means that such a drop in the ECOPISS performance is
significantly negligible which also means that the growth of the economic and
physical infrastructure support services were sustained.
The data simply showed that the provision of physical infrastructure such
as irrigation systems, pre and post harvest facilities, bridge and farm to market
road contributed tremendously to the sustained growth of the area. In fact,
the report showed that all the Agrarian Reform Beneficiaries(ARBs) had 100%
access to irrigation and pre and post harvest facilities from 2000 to 2005. The
data also showed that on the average, for the six-year period, more than one-half
of the ARBs were provided credit and marketing services or 59.1% and 66.7%
respectively.
Under the Farm Productivity and Income(FPI), Gadang registered a
39.62% SRDI in 2000, 47.03% SRDI in 2001, 87.78% SRDI in 2002, 76.58%
SRDI in 2003, 50.71% SRDI in 2004 and 65.43% SRDI in 2005 which means
that Gadang almost doubled its farm productivity in 2002 from 2001 and
sustained its growth with negligible variances in 2002 and 2003 until a sizable
drop in 2004 registering an SRDI of 50.71% which is still higher than the 2000
SRDI of only 39.62% but lower than the six-year SRDI average of 61.19%. This
means that on the whole, FPI growth is still good enough because the 50.71%
SRDI in 2004 has a variance of 11.09% higher than the 39.62% SRDI in 2000.
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However, the sharp drop in FPI growth by almost 26% in 2004, in tandem with
another sharp drop by 25% in organizational maturity(OM) growth during the
same year affected the over-all development growth performance of Gadang in
2004. The major reasons in the FPI growth decline in 2004 were the “average
actual yield of major crops” from 75% in 2003 to 58.33% in 2004; the “average
increase in yield of major crops” from 50% to 25%; and the “decrease in annual
farm income” from 100% in 2003 to 50% only in 2004.
Under the Basic Social Services(BSS) development KRA, Gadang had a
79.12% SRDI in 2000, 86.05% SRDI in 2001, 86.12% SRDI in 2002, 88.28%
SRDI in 2003, 84.28% SRDI in 2004 and 83.94% SRDI in 2005. This means that
Gadang had a steady robust growth from 2000 to 2003 then tapered down in 2004
when it registered an SRDI of 84.28% from the 2003 SRDI of 88.28%, a
negligible variance of only 4% and the 2005 SRDI of 83.94% from the 2004
SRDI of 84.28%, a negligible variance of only .34%. While both SRDI’s in 2004
and 2005 are slightly lower than the average BSS SRDI of 84.63%, a sustained
steady growth had been the development pattern of Gadang under the BSS KRA.
The major factors that brought about the sustained growth under the
BSS were the “availability of health services” and the 100% number of
“households availing health services”; the availability of “potable water supply”
and the 100% number of “household with access to the water supply”;
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the “high school and elementary enrollment ratio” at 65.61% and 92.18%
respectively and at least 35.92% of the total number of households in Gadang
have access to power supply.
Under the Gender and Development(GAD) KRA, it posted an SRDI of
44.51% in 2000; 37.11% in 2001; 43.47% in 2002, 2003 and 2004; and 47.92%
in 2005.
This means that there was a sustained but negligible development growth
under the GAD from 2000 to 2005. The 100% rate of participation of women in
barangay “projects and services for women” within the six-year duration
contributed to a certain extent in Gadang’s over-all development growth
performance. The percentage of women holding key positions in the cooperative
at 41.1% compared to the total number of leaders is good enough, considering
that the percentage of “women ARBs to total ARBs” is 34.94% and the
percentage of “women members in the cooperative to total membership” is
32.38% only. The percentage of “women ARBs able to access credit services to
total women ARBs in need of credit” is 31.43%.
Under the Organizational Maturity(OM) development KRA, Gadang had
an SRDI of 62.72% in 2000, 84.14% in 2001, 87.06% in 2002, 83.27% in 2003,
58.82% in 2004 and 71.27% in 2005.
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Data showed that the cooperative’s legal personality; its formulated
vision-mission-goal-objectives and strategic development plan; its installed
organizational policies, systems and procedures; the cooperation of members and
officers as proven in their high percentage of attendance to meetings and trainings
and the functionality of the board of directors and committees were the factors
that contributed to the sustained organizational growth in 2000, 2001, 2002, 2003
and 2005. But when the members and officers’ cooperation declined in 2004 as
shown in the 20.71% rate of “members attendance in meetings and other
organizational activities and the 34% rate of “officers and committee members’
attendance to basic and advanced trainings”, the development growth of their
barangay was proportionately affected from high level of development to a higher
medium level of development(tables 4a and 5).
Development level along secondary key result areas
In the secondary KRA’s, Gadang also performed well under these equally
important KRA’s such as Resource Management(RM), Social Enterprise
Operation(SEO), and Alliance Building(AB).
Under RM, it registered an average SRDI of 81.94% or a high level of
development. This is backed by its capital build-up generation with an SRDI of
91.67% which means that it is able to mobilize enough amounts of share capital
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from cooperative members and other sources; its ability to employ core
management team with an SRDI of 83.33% and its capacity to mobilize savings
from members with an SRDI of 70.83% (table 5).
Under SEO, it posted an average SRDI of 63.41% or medium level of
development which means that Gadang has a sustainable and productive use of
resources; with installed financial and operational policies, systems and
procedures; and with a good liquidity ratio which simply means that the
cooperative has enough money available to service its obligations (table 5).
Under the AB, Gadang registered an average SRDI of 76.76% or high
level of development. Specifically. it had an SRDI of 95% or high level of
development on alliance building which means that it networks well with other
development partners which can help in its development growth; a 70.83% SRDI
or higher medium level of development on the sectoral representation in the local
development council which means that its organization is recognized by the
community as evidenced by having a representation in the barangay development
council; and a 64.46% SRDI or medium level of development on the capability
of the cooperative to access technical and financial support which means that the
barangay is able to secure technical assistance as well as financial assistance from
development partners (table 5).
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Other Development growth factors
The results of the MBN, ADSDP, PATSARRD and ARIBA development
projects claimed that the projects’ featured quality community organizing process
from social mobilization, organization building, capability building to networking
and sustainability contributed much to their successes. Common in these projects
were ‘convergence and area-focused’ strategies along all the phases of community
organizing. Following are other corroborated development growth factors as
claimed in these projects which contributed to Gadang’s level of development.
Featured in the MBN approach to development were the 15 summary
guidelines in implementing the MBN approach and the seven strategies to
operationalize MBN approach. The family level and community level “local
information system”(LIS) which is community-based became the basis of
convergence of all service institutions for social mobilization, capability building
and resource management. These MBN guidelines and strategies contributed to
the achievement of the 33 MBN indicators(Annex A and Figure 1).
The ADSDP featured similar development approaches such as phase I -
social mobilization; phase 2 – data gathering and assessment; phase 3 –
development framework formulation and phase 4 – plan promotion and
marketing. It claimed that such a quality process ensured the success of the
projects under the ADSDP.
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PATSARRD claimed success because of the “microcosm of global,
national and donor development agenda for area-focused communities”. It
engaged all concerned institutions in the development process; enhanced the
facilitation and delivery of support services; mobilized development resources
and improved the access by the rural households to more productive and efficient
technologies, markets and financial services. It was designed as a capacity
building project to develop and strengthen farmer beneficiaries, their households
and their organizations and the institutions providing support to the
implementation of the Comprehensive Agrarian Reform Program(CARP).
PATSARRD served as the catalyst. It provided the leadership in
converging concerned stakeholders’ efforts and resources at the local level to
work towards community development.
PATSARRD also facilitated the following: “Complementation and
convergence” when it synchronized service delivery, minimized duplication of
efforts, ensured shared responsibility and accountability, augmented resources and
expanded scope of assistance, induced prompt response to problems, facilitated
effective monitoring and provided checks and balances; “Holistic and phased
interventions” when it ensured the thorough preparation of plans and designs
of projects and the readiness of service providers and community folks in
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undertaking and receiving planned interventions respectively and the
adoption of the sustainable development principles and holistic interventions that
provided greater chances for sustainability of development gains(Annexes B & C
and Figure 2).
It also implemented the “handholder process - coaching strategy” capacity
building which provided the foundation for effective implementation of
development activities and the key to sustaining development gains.
This was a similar approach used by the ARIBA training component
which enabled the development facilitator as coach to the community
folks(Annex D and Figures 3, 3a & 3b).
PA 21 corroborated this when it claimed that “the ultimate aim of
development is human development now and through future generations” and by
Librero when he discovered that true “development is in people and carried out
by people”.
The MBN, ADSDP, PATSARRD and ARIBA approaches claimed that
the area-focused plans which were prepared and mobilized by the barangay or
community people themselves enhanced the growth of the pilot communities.
This shared plan by the community folks and their development partners assisting
them in mobilizing resources at the community, municipal, provincial, regional
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and national levels served as the basis for any convergent assistance. Depending
on the community’s needs, identified in the shared plan for the area, all
mandated government development agencies, beside the assisting convergent
partner agencies, were sought by the community folks to converge their resources
to meet such needs. To the extent that the community folks are empowered
through the formal and “on-the-job” trainings, they negotiated with and mobilized
resources from government and non-government agencies to meet their needs.
The projects’ reports claimed that the convergence approach adopted by
the participating agencies facilitated the deliberate and conscious effort to meet
the identified major needs of the pilot communities. The results claimed that this
success factor (convergence) contributed to a great extent in the sustained growth
and development of pilot communities during the project duration. The reports,
however, expressed concern on the support and political will of high level
development managers after the project duration. The project proponents
expressed their hope of the project area development sustainability on the human
resources who were trained in the projects’ planning, implementation,
management, monitoring and evaluation.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
SUMMARY, CONCLUSION AND RECOMMENDATIONS
Summary
This study aimed to show the importance of “convergence” and the
efficiency of practicing it in the pursuit of “area-focused” rural development
programs and projects.
The study mainly relied on documents and records of the Department of
Agrarian Reform at the municipal, provincial and regional levels.
The data on the training component of the Agrarian Reform Impact
Barangay(ARIBA) training and development project were validated through
available documents and records of the DAR and revalidated with the ARIBA
training staff and the convergent agencies.
The data on sustainable rural development index were counterchecked
with the records of the different DAR offices.
The following were the salient findings of the study:
1. The convergent agencies such as the DAR-CAR cost-shared only
P1,391,200.00 (67.3%); ATI-NTC shared P415,600.00 (20.1%) and NORLU
cost-shared P259,400.00(12.6%) instead of spending the total training costs of
P2,066,200.00 which led to the success and efficiency of the training project.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
72
2. The convergent training project yielded a training costs of only P369.78
per participant per day, almost four times less than the government’s standard of
P1,200.00 for board and lodging for live-in trainings.
3. DAR-CAR had a savings of P675,000.00 or a 32.67% cost-saving
efficiency rating as a result of the training project; ATI-NTC had a savings of
P1,650,600.00 or a 79.89% cost-saving efficiency rating; and NORLU with a
savings of P1,806,800.00 or an 87.45% cost-saving efficiency.
4. Agrarian Reform Impact Barangay / Community Gadang registered a
lower medium level of development (level 2) in 1997, 1998 and 1999; a medium
level of development(level 3) in 2000 with a sustainable rural development
index(SRDI) of 63.97%; a higher medium level of development(level 4) in 2001
with a 72.85% SRDI; a high level of development(level 5) in 2002 with an SRDI
of 82.24%; also a high level of development(level 5) in 2003 with a 79.24%
SRDI; a higher medium level of development(level 4) in 2004 with a 69.91%
SRDI; and a high level of development(level 5) in 2005 with a 75.27% SRDI.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
73
Conclusions
Based on the discussions and findings, the following conclusions are
drawn:
1. The convergent sharing of manpower, material, machine(equipment),
methods, moment(time) and financial resources to a common training and
development project has contributed to the cost-saving efficiency of the
convergent agencies.
2. Convergence of meager resources from convergent development
partners has lead to the reduction of training costs per participant per day to
the barest minimum (P369.78 only as compared to the government standard
of P1,200.00).
3. The convergence of training resources of development partner
agencies, which brought about financial savings, has enhanced agency
capability to invest its savings from appropriated annual training funds to equally
important development training projects.
4. The convergence of development resources, using an “area-focused”
strategy, has facilitated the growth and development of pilot Agrarian Reform
Impact Barangay / Community Gadang.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
74
Recommendations
Based on the discussions, findings and conclusions, the following are
recommended:
1. The study is recommended to be a meaningful input to the continuing
search for an efficient and effective rural development framework, concept and
strategy in the Philippine setting.
2. A study on the success and failure factors of similar training and
development projects, using the “principle of convergence” and the “area-focused
participatory planning, management, monitoring and evaluation” strategy, is
recommended in order to come up with more improved and appropriate rural
development strategies and approaches, including structural changes.
3. The proven efficiency of a convergent training and development project
such as this study should be enough reason for both the government and the
private sectors to find ways of converging their scarce resources in similar
development projects for their own benefits as well as the public, in general.
4. It is recommended that government re-engineers or rationalizes its
organizational structures along the principle of convergence in order to optimize
the use of development resources and maximize development results.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
LITERATURE CITED
Aristotle, B. and T. Mangubat. 1985. An approach to Development Perspectives
and Issues. Navotas Press, Metro Manila.
Baldovino, D. A. 1996. Makibaka Agrarian Reform Community Case Study.
BARBD-DAR. Operations Manual on ARC Development, 2nd Edition.
Bale, F. C. 1994. Factors that Measure Rural Welfare. Unpublished Masters
Thesis, University of the Philippines, Los Banos.
Department of Agrarian Reform, Towards a viable Agrarian Reform Community,
undated
Department of the Interior & Local Gov’t(DILG)-Local Gov’t Academy(LGA),
June 1997. A guidebook on installing a Community-Based Information
System for Minimum Basic Needs with addenda.
Elles, N and S. H. Karson 1973. Economic Development and Income
Inequality. Journal on Marketing Ozark, United States of America
Estrada, J. 1991. Philippine Rural Development: Issues and Directions.
Philippines. UP Los Banos
Fajardo, M.B. 1985. Sociology of Rural Development. Perspective and Issues.
Navotas Press, Metro Manila.
Guardian, Edgar A. & Erfe, Carlo E., An Article: Through a looking glass of
Innovative and Successful Approaches, 2006
Librero, F. 1978. Approaching Rural Areas in Rural Development. Laguna: IPTC-
RD. Pp. 9-14
Ministry of Education, Culture and Sports, Non-Graded Mobile Tent School – a
Pilot Case Study for selected ethnic communities in Region II, P.5
National Commission on Indigenous Peoples & United Nations Development
Program, Ancestral Domain Sustainable and Protection Plan, Oct. 2004
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
113
National Commission on Indigenous Peoples-Cordillera Highland Agricultural
Resource Management, Indigenous Peoples Rights Act (IPRA)
Implementing Rules and Regulations, Undated
Philippine Agenda 21, Section 1.3, P.12
Philippine-Australia Technical Support for Agrarian Reform and Rural
Development, Beyond the Usual: Innovating Strategies in Rural
Development, Manila, Philippines, June 2006
Rural Development Policies and Strategies, (Tokyo: Asian Productivity
Organization, 1994)
Tamiray, Hilda L., “The Implementation of Agrarian Reform Infrastructure
Support Project (ARISP) Phase 1 in the Province of Benguet”.
Unpublished Master’s thesis, Cordillera Career Development
College, 2004.
Tumbali, Gumercindo G. Paper: Making Stakeholders’ Participation Work in
Agrarian Reform and Rural Development, 2006
United Nations Population Fund-Commission on Population-National
Commission on the Role of Filipino Women, Gender Responsive
Population and Development Planning Guide, undated
Villegas, B.M. 1992. Economics An Introduction. 4th Edition. Sinagtala
Publishers, Inc. Manila
World Commission of Environment and Development (WCED), 1987.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
BIOGRAPHICAL SKETCH
PETER T. DUMAGUING was born on October 8, 1953 at Anao, Hingyon,
Ifugao.
He finished his elementary education in 1969 at Dunuan Elementary
School in Payawan, Lamut, Ifugao and his high school education in 1974 at St.
Louis High School in Virac, Itogon, Benguet. He graduated his Bachelor of
Science in Mathematics at the University of Baguio in 1983, as a working student
and academic scholar, and was awarded an outstanding student award for
leadership by the School’s Batasang Pampamantasan. He also obtained his
Graduate Diploma in Agri-business Management, a one-year graduate crash
course of the University of the Philippines-Los Banos Foundation Inc., at the
Don Mariano Marcos Memorial State University in 1984 as a government scholar
while still performing his duties and responsibilities as a government employee.
He worked in 1970-1974 as a family helper in order to finish his high
school education; working student as library assistant at the University of Baguio
in 1974-1975; Security head guard with the Baguio Investigation and Security
Agency(BISA) in 1975-1977 while going to school; assistant statistician at the
Bureau of Telecommunication (BUTEL) in 1977-1978 while continuing his
college course; Announcer-Newscaster at the DZWT-DZWR radio stations in
1978-1982 while continuing his college education; Regional Information Officer
and Project Evaluation Officer with the Ministry of Human Settlements (MHS) in
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
119
1982-1987 when he finally graduated his BS Mathematics course in
October 1983; Project Evaluation Officer with the Presidential Management Staff
in 1987; Provincial Manager of the Philippine Information Agency(PIA), Ifugao
Province in 1987-1989; and currently the Chief Agrarian Reform Program Officer
with the Regional Office of the Department of Agrarian Reform-Cordillera
Administration Region(DAR-CAR).
While in the DAR-CAR, he headed the Information and Education
Division; the Project Development and Implementation Division (now Support
Services Division); the Regional Planning Division; the Administrative and
Finance Division; and the Land Tenure Improvement Division in different
calendar years from 1989 to the present (2006).
As head of the Information and Education Division of the DAR-CAR,
he conceptualized the Agrarian Reform Impact Barangay (ARIBA) training and
development project, mainly as a “convergent and area-focused” rural
development strategy and secondarily, as a cost-saving and efficient strategy.
He is married to Patricia C. Dumaguing, with whom he is blessed with
four children: John Brian, Leviticus, Moses, and Timothy. The family resides at
028 Interior, Rimando Rd. Barangay Honeymoon, Baguio City.
An Assessment of the Agrarian Reform Impact Barangay / Community Program in
Gadang, Kapangan, Benguet / Peter T. Dumaguing. 2006
Table 1. Agrarian Reform Impact Barangay(ARIBA) costs share per training variable per agency per year
for 36 participants and 4 training staff
AGENCY PERCENTAGE SHARE
VARIABLES
TOTAL COSTS
DAR
%
ATI-NTC
%
NORLU
%
A
B
B/AX100
C
C/AX100
D
D/AX100
1. Board and
P1,664,000.00 P1,331,200.00
80
P332,800.00
20
0
0
Lodging
dou s,
2. Handouts,
a
Supplies and
P22,000.00
P11,000.00
50
P11,000.00
50
0
0
Materials
3. Resource
Speakers'
P235,200.00
P34,000.00
14.5
P194,400.00
82.66
P6,800.00
2.84
Honoria
4. Validation
P145,000.00
P15,000.00
10.34
P65,000.00
44.83
P65,000.00
44.83
Trips
E. Total Costs
P2,066,200.00 P1,391,200.00
67.3
P415,600.00
20.1
P259,400.00
12.6
Table 2. Actual ARIBA direct training costs per participant per day
Number of
Number of
Training cost per
Direct training costs
training days
trainees
participant per day
(A)
( B )
( C )
(A / B / C)
P1,331,200.00
100 days
36 trainees
P369.78
(board & lodging costs)
P1,387,200.00
100 days
36 trainees
P385.33
(board and lodging; handouts,
supplies & materials; & resource
speakers' honoraria costs)
48
Table 3. ARIBA training cost-saving efficiency per variable per convergent agency
AGENCY
TOTAL COSTS AGENCY COSTS
SAVINGS
EFFICIENCY
T. Variables
(A)
(B)
(C = A - B)
(C/AX100)
DAR-CAR
P2,066,200.00
P1,391,200.00
P675,000.00
32.67%
BL
P1,664,000.00
P1,331,200.00
P332,800.00
20.00%
HSM
P22,000.00
P11,000.00
P11,000.00
50.00%
RSH
P235,200.00
P34,000.00
P201,200.00
85.54%
VT
P145,000.00
P15,000.00
P130,000.00
89.66%
ATI-NTC
P2,066,200.00
P415,600.00
P1,650,600.00
79.89%
BL
P1,664,000.00
P332,800.00
P1,331,200.00
80.00%
HSM
P22,000.00
P11,000.00
P11,000.00
50.00%
RSH
P235,200.00
P194,400.00
P40,800.00
17.35%
VT
P145,000.00
P65,000.00
P80,000.00
55.17%
NORLU
P2,066,200.00
P259,400.00
P1,806,800.00
87.45%
BL
P1,664,000.00
0
P1,664,000.00
100%
HSM
P22,000.00
0
P22,000.00
100%
RSH
P235,200.00
P6,800.00
P228,400.00
97.11%
VT
P145,000.00
P65,000.00
P80,000.00
55.17%
Legend (Training Variables) :
BL = Board and Lodging
HSM = Handouts, Supplies & Materials
RSH = Resource Speakers' Honoraria
VT = Validation Trips
Table 4. SRDI per key result area(KRA) & ALDA level by year of Agrarian Reform Ccommunity / Barangay Gadang
Year LTI
ECOPISS
FPI BSS GAD OM SRDI
ALDA
Level
1997 3.00 1.60 1.60 1.58 1.50 1.61 1.81 2
1998 3.00 1.10 2.20 1.68 1.08 1.15 1.85 2
1999 2.78 1.44 1.40 2.25 2.33 1.90 1.87 2
2000 100.00 64.95 39.62 79.12 44.51 62.72 63.97 3
2001 100.00 77.40 47.03 86.05 37.11 84.14 72.85 4
2002 100.00 82.74 87.78 86.12 43.47 87.06 82.24 5
2003 100.00 79.40 76.58 88.28 43.47 83.27 79.24 5
2004 100.00 81.46 50.71 84.28 43.47 58.82 69.91 4
2005 100.00 81.68 65.43 83.94 47.92 71.27 75.27 5
Note: DAR’s SRDI standard from 1977 to 1999 used the scale of 1 to 3 where 1 is the lowest and 3 is the highest
Legend:
SRDI = Sustainable Rural Development Index
ALDA = Agrarian Reform Community / Barangay Level of Development Assessment
LTI = Land Tenure Improvement
ECOPISS = Economic & Physical Infrastructure Support Services
FPI = Farm Productivity and Income
BSS = Basic Social Services
GAD = Gender And Development
OM = Organizational Maturity
Table 4a. SRDI per Key Result Area(KRA) & ALDA level by year of Agrarian Reform Community / Barangay Gadang
Year LTI ECOPISS FPI BSS GAD OM SRDI
ALDA
Level
2000 100.00 64.95 39.62 79.12 44.51 62.72 63.97 3
2001 100.00 77.40 47.03 86.05 37.11 84.14 72.85 4
2002 100.00 82.74 87.78 86.12 43.47 87.06 82.24 5
2003 100.00 79.40 76.58 88.28 43.47 83.27 79.24 5
2004 100.00 81.46 50.71 84.28 43.47 58.82 69.91 4
2005 100.00 81.68 65.43 83.94 47.92 71.27 75.27 5
Average
SRDI
100.00
77.94
61.19
84.63
43.33
74.55
NA
NA
Per KRA
Key Result Areas (KRAs) = LTI, ECOPISS, FPI, BSS, GAD and OM
Legend:
SRDI = Sustainable Rural Development Index
ALDA = Agrarian Reform Community / Barangay Level of Development Assessment
LTI = Land Tenure Improvement
ECOPISS = Economic & Physical Infrastructure Support Services
FPI = Farm Productivity and Income
BSS = Basic Social Services
GAD = Gender And Development
OM = Organizational Maturity
NA = Not Applicable
61
Table 5. SRDI per indicator per Key Result Area(KRA) by year of Agrarian Reform
Community/Barangay Gadang, Kapangan, Benguet
Key Result Area(KRA) and
2000 2001 2002 2003 2004 2005 SRDI
Indicators
I.
Land
Tenure
Improvement
1. % of land distributed to 100.00 100.00 100.00 100.00 100.00 100.00 100.00
total working scope
2. % of actual ARBs to
100.00 100.00 100.00 100.00 100.00 100.00 100.00
total ARBs
3. % of ARBs paying
NA NA NA NA NA NA NA
amortization to total
ARBs w/ amortization
Schedule
4. % of ARBs cultivating
100.00 100.00 100.00 100.00 100.00 100.00 100.00
the land to total ARBs
with farmlots
5. % of ARBs maintaining 100.00 100.00 100.00 100.00 100.00 100.00 100.00
land ownership to total
actual ARBs
6. % of hectares covered as NA NA NA NA NA NA NA
indicated in the
registered leasehold(LH)
Contracts to total
leasehold scope
7. % of ARBs with
NA NA NA NA NA NA NA
registered LH
Contracts to total
ARB-leasees
6. % of ARBs w/ access to 100.00 100.00 100.00 100.00 100.00 100.00 100.00
pre and post Harvest
facilities to total ARBs
7. Credit services are
0 60.87 61.57 76.39 55.56 100.00
59.10
provided to ARBs
in need of credit
8. Appropriate marketing
25.00 75.00 100.00 100.00
50.00 50.00 66.70
services established
62
Table 5. Continued…
Key Result Area(KRA) and
2000 2001 2002 2003 2004 2005 SRDI
Indicators
II. Economic & Physical
Infrastructure Support
Services (ECOPISS)
1. Farm to market road
23.636
45.45 46.18 4.28 50.91 45.45 35.98
and other networks
2.
Bridges
13.514
27.93 63.06 65.77 70.05 70.05 51.73
3. Irrigation systems
100.00 100.00 100.00 100.00 100.00 67.16
94.53
4. Provision of pre and post 100.00
87.35 88.89 89.79 91.67 98.36 94.34
Harvest Facilities
5. % of ARBs w/ access to 100.00 100.00 100.00 100.00 100.00 100.00 100.00
Irrigation Facilities to
total ARBs in need of
Irrigation
6. % of ARBs w/ access to 100.00 100.00 100.00 100.00 100.00 100.00 100.00
pre & post harvest
facilities to total
ARBs
7. Credit services are
0 60.87 61.57 76.39 55.56 100.00
59.10
provided to ARBs in
need of credit
8. Appropriate marketing
25.00 75.00 100.00 100.00
50.00 50.00 66.70
services established
63
Table 5. Continued…
Key Result Area(KRA) and
2000 2001 2002 2003 2004 2005 SRDI
Indicators
III. Farm Productivity and
Income(FPI)
1. Adoption of appropriate 5.514 36.68 49.57 49.57 49.57 43.92 39.14
farming production
technologies
2. Average actual yield of
25.00 37.50 91.67 75.00 58.33 91.67 63.20
major crops
3. Average increase in
50.00 62.50 75.00 50.00 25.00 75.00 56.25
yield of major Crops
4. Annual household
75.00 100.00 100.00 100.00 100.00 100.00
95.83
Income
5. Increase in annual farm
25.00 25.00 100.00 100.00 50.00 25.00 54.17
Income
IV. Basic Social Services
(BSS)
1. Availability of Health
100.00 100.00 100.00 100.00 75.00 75.00 91.67
Services
2. % of ARC households
-
100.00 100.00 100.00 100.00 100.00 100.00
(HH) to total HH availing
Of health services
3. % of ARC HH to total 100.00 100.00 100.00 100.00 100.00 100.00 100.00
HH with access to
potable water supply
4. % of ARC HH to total
15.926
27.78 28.52 46.13 50.00 47.18 35.92
HH having access to
power supply
5. Elementary enrollment
89.286
89.29 89.29 89.29 97.97 97.97 92.18
Ratio
6. High school enrollment 65.714
65.11 65.71 65.71 65.71 65.71 65.61
Ratio
64
Table 5. Continued…
Key Result Area(KRA) and
2000 2001 2002 2003 2004 2005 SRDI
Indicators
V. Gender And Development
(GAD)
1. % of women ARBs to
34.94 34.94 34.94 34.94 34.94 34.94 34.94
Total ARBs
2. % of women members in 28.32 28.32 30.86 30.86 30.86 45.06 32.38
the organization to total
membership
3. % of women holding
27.40 27.40 47.95 47.95 47.95 47.95 41.10
key position in the
organization to total
leaders
4. Number of services/
100.00 100.00 100.00 100.00 100.00 100.00 100.00
project for women
within the ARC
5. % of women ARBs able 31.43 31.43 31.43 31.43 31.43 31.43 31.43
to access credit
services to total women
ARBs in need of credit
Table 5. Continued… 65
Key Result Area(KRA) and
2000 2001 2002 2003 2004 2005 SRDI
Indicators
VI.
Organizational
Maturity
A.
Organizational
Mgt.
1. Legal personality
100.00 100.00 100.00 100.00 100.00 100.00 100.00
2. Vision, Mission, Goal 100.00 100.00 100.00 100.00 100.00 100.00 100.00
& Objectives (VMGO)
3. Strategic Dev’t Plan
75.00 100.00 100.00 100.00
25
100.00
83.33
4. Organizational
75.00
75 75 75 75 75
75.00
Policies, Systems
and Procedures (PSP)
5. Total membership in
100.00 100.00 100.00 100.00 100.00 100.00 100.00
absolute terms
6. % of ARB members to 100.00 100.00 100.00 100.00 100.00 100.00 100.00
total membership
7. % of ARB members to 20.446
20.45 20.446
20.94 20.94
-
20.65
total ARB population
8. Functionality of the
0 100.00 100.00 100.00
50.00
100.00
75.00
BOD and Committees
9. Officers’ attendance in 100.00
76.00 76.00 88.00 88
- 85.60
meetings and other
organizational activities
10. Members’ attendance
33.33 48.48 48.48 47.34 20.71 47.34 40.95
in meetings & other
organizational activities
11. % of officers and
14.28 - 54.00
54.00 34 - 39.07
committees attending
basic & advanced trng.
12. Attendance of members 94.545
94.55 100.00 100.00 100.00 62.13 91.87
in membership & other
relevant trainings
13. Attendance of mgt.
75.00 75.00 75.00 75.00 75
0
62.5
staff in basic & advance
training courses
B.
Resource
Management
81.94
14. Capital Build-UpCBU)
50.00 100.00 100.00 100.00 100.00 100.00
91.67
Generation
15. Savings Mobilization
100.00 100.00 100.00
25
25
75
70.83
16. Employment of Core
50.00 100.00 100.00 100.00
50
100 83.33
Mgt. Team (CMT)
66
Table 5. Continued…
Key Result Area(KRA) and
2000 2001 2002 2003 2004 2005 SRDI
Indicators
C. Social Enterprise
63.41
Operations
17. Installation of financial 75.00 100.00 100.00 100.00
50
100 87.50
& operational policies,
systems & procedures
18. Agri-based enterprises
0 75.00 75.00 75.00 50
50 54.17
& services provided to
Members
19. Sustainable and
100.00
75.00 100.00 100.00 100.00 100.00
95.83
productive use
of resources
20. External loan
- 13.63 50.91 50.91 0
- 28.86
Repayments
21. Profitability Return On 6.129 10.95 75.00 100.00 50 100 57.01
Equity (ROE)
22. Profitability Return On
- 1.00
75.00
100.00
25 50
50.20
Capital (ROC)
23. Debt-Equity ratio
1.567
0.80
100.00 100.00
25
100.00
54.56
24. Liquidity ratio
50.00 100.00 100.00
25 100.00 100.00
79.17
(Current ratio)
D. Alliance Building
76.76
25. Sectoral representation 75.00
100.00
75.00
75.00 50 50 70.83
in various local dev’t
councils
26. Capability of the PO / 98.728
54.75 69.11 99.69 0
- 64.46
Cooperative to access
technical & financial
support
27. Alliance building
-
100.00 100.00 100.00
100
75
95.00
Document Outline
- An Assessment of the AgrarianReform Impact Barangay / Community Program in Gadang, Kapangan, Benguet
- BIBLIOGRAPHY
- ABSTRACT
- INTRODUCTION
- Background of the Study
- Statement of the Problem
- Objectives of the Study
- Importance of the Study
- Scope and Delimitations of the Study
- REVIEW OF LITERATURE
- METHODOLOGY
- RESULTS AND DISCUSSION
- Percentage share in training cost per agency
- Training costs per participant per day
- Cost-saving efficiency per agency
- Other validated effects of the training
- Level of development
- Development level along primary key result areas
- Development level along secondary key result areas
- Other Development growth factors
- SUMMARY, CONCLUSION AND RECOMMENDATIONS
- Summary
- Conclusions
- Recommendations
- LITERATURE CITED
- BIOGRAPHICAL SKETCH