Consolidated AED Operations Manual as of June 2010

Agriculture and Enterprise Development Component (AED)

Operations Manualas of JUNE 2010

[ARCP2 AED TEAM]

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TABLE OF CONTENT

Acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Abstract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . .6CHAPTER I . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

IntroductionA. Brief Description of ARCP2 . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

- Project ComponentsCDDAEDRural Infrastructure

B. ARCP2 Process Integration . . . . . . . . . . . . . . . . . . . . . . . . . . . .8ARCP2 Integration Framework

C. Pre-Implementation Process . . . . . . . . . . . . . . . . . . . . . . . . . . 10D. Implementation Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11

CHAPTER II . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Basic Processes in Implementing the AED Component

A. Agricultural Productivity Improvement1. CARCDP Validation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12 2. Organization of Service Providers . . . . . . . . . . . . . . . . . . .13Table 2 – Profile Partnership with Service Provider3. AED Strategic Development Plan. . . . . . . . . . . . . . . . . . . . 144. Operationalization of ACIT-AED Committees. . . . . . . . . . . 16

Figure 1 – Organizational Structure of the ACIT-AED Committee

Duties and Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . 16- General- Chairman- Coop/Credit Accessing Coordinator - Crops Coordinator- Livestock and Poultry Coordinator- Non/Off Farm Coordinator- Fishery/ or Post-Harvest Facility Coordinator

Suggested Topics/Activities or the ACIT Committee Training and Operationalization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

1. Formation, Roles and Function2. Formulation of House Keeping Rules3. Assist in the Barangay Action Planning4. Formulation of Policies, Systems and Procedures5. Record Keeping6. Evaluation and Assessment7. Linkaging / Networking and Coordinating of other

Communities8. Continuous Education and Training

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Suggested Activities or ACIT-AED Committee Strengthening . . . .19A. Pre-ImplementationB. Implementation Stage

5. Business Proposal Preparation6. Establishment of Enterprises

B. Agri-Enterprise and Marketing Development1. Framework for Agri-Enterprise and Marketing Development; Investment Promotions. . . . . . . . . . . . . . . . .20

1.1 Indentify the Market1.2 Identify Potential Production Areas1.3 Prioritization of Products/Projects1.4Implementation of Market Linkage Activities

2. Key Result Areas for Agri-Enterprise and Market Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25

C. Technology Transfer and Adoption . . . . . . . . . . . . . . . . . . . . . .271. Training Courses2. Demonstration Farms3. Cross Visits

D. Subdivision of Collective CLOA . . . . . . . . . . . . . . . . . . . . . . . . 29LTI -Operations Manual . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

CHAPTER III . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31Rural Finance – Operations Manual

CHAPTER IV . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33AED Technical Assistant Framework

CHAPTER V . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34Sustainability Strategies Framework

1. Natural Resource Conservation2. Institutionalization of Rural Finance3. Institutionalization of Markets4. Institutionalization of Service Provider5. Productive Asset Build-Up6.Consolidation/Building on the Investment from Rural Infrastructure, Community Driven Development and other Foreign-Assisted Projects (FAPs)

CHAPTER VI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37Monitoring, Assessment and Planning

1. What and When to Monitor2. Who and How to Monitor

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3. Assessment and Planning

Appendix A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39Natural Farming System Plan

Appendix B . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41Sustainable Agro-Forestry Development Plan

Appendix C . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .43Agri-Enterprise and Marketing Development Plan

Appendix D . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44Subdivision of Collective CLOAs

Annex 1 Action Plan ( CY2010 )

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Acronyms

ADB Asian Development BankAED Agricultural Enterprise DevelopmentAgri-CASH Agri-Enterprise Credit & Agri-Finance ServicesAOC Agri-CASH Oversight CommitteeARBs agrarian reform beneficiariesARC agrarian reform communitiesARCP 2 Second Agrarian Reform Communities ProjectBARBD Bureau of Agrarian Reform Beneficiaries DevelopmentBLD Bureau of Land DevelopmentBLAD Bureau of Land Acquisition and DistributionCDD Community Driven DevelopmentDAR Department of Agrarian ReformEPAs emerging productive areasGMFA Grassroots Micro-Finance in Agrarian Reform AreasHRA Hard to reach areasLBP Land Bank of the PhilippinesLSTWG Land Survey and Titling Technical Working GroupLSWFP Land Survey Work and Financial PlanLTI Land Tenure ImprovementMALP Micro-Agricultural Loan ProductMC Memorandum CircularMEDA Market Driven Enterprise Development ApproachMFI Micro-Finance InstitutionsMOA Memorandum of AgreementNGOs Non-government organizationsNPCO National Project Coordination OfficePAA prospective agribusiness areasPLSTWG Provincial Land Survey Technical Working GroupPPO Provincial Project OfficePPWG Provincial Project Working GroupRFI Rural Finance InstitutionRFS Rural Finance ServiceRIS Rural Infrastructure SupportRLSTWG Regional Land Survey Technical Working GroupRPO Regional Project OfficeSLG Savings and Loans GroupsWLI Wholesale Lending Institutions

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ABSTRACT

The AED Component involves the development of opportunities to generate increased production, improve productivity and diversification in both agriculture and non-agriculture for enterprise development and management, technology promotion, adoption and commercialization, market development and promotion, resource mobilization, access to rural credit and investment promotion. Likewise, It includes the subdivision of collective titles in selected ARCs if necessary.

It shall focus mainly to ARC as a basic unit of organization of the ARCP2 at

the provincial level that will serve as a channel of planning and implementation, monitoring and evaluation on the community level.

It shall adopt the natural farming system technology in all agricultural production projects – crops, livestock, agro-forest, land care and fishery. Thus, appreciation and hands-on training shall be conducted in all levels of the project, to internalize a paradigm shift in the package of agricultural technology towards improvement of agricultural productivity, yield, income and business assets.

Agricultural production projects/ enterprises are all market-driven base with marketing agreement between the ARC Pos and identified buyers/ processor or end users.

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CHAPTER IIntroduction

A. Brief Description of ARCP2

The ARCP2 is a six-year development project (2009-2014) that will cover about 152 ARCs in about 18 provinces with financial assistance from the Asian Development Bank under Loan No. 2465, Project No. 37749. Being a follow-on project to the first ARCP, ARCP2 is in line with the Agrarian Reform Community (ARC) Development strategy of the DAR.

The Project’s development goal is to enable ARBs in the target ARC’s and ARC Clusters in the Project provinces to reduce poverty and have sustained improvements in incomes and the quality of life in the ARCs. Its main objective is to raise productivity and household incomes of project beneficiaries by improving their productive assets, rural infrastructure and access to key support services.

The set of ARCs covered under ARCP2 is entirely different from those covered in ARCP1. The design of ARCP2 was mainly based on ARCP1, with improvements in the form of additional component ( Rural Finance Services) and modification of other subcomponents, as well as clear guidelines on ensuring adherence to the safeguard policies of the Asian Development Bank.

In order to achieve the foregoing development goals and objectives, the project was designed to assist communities and farmer beneficiaries to gain access to and effectively utilize productive resources through the development of rural infrastructure and individual land titles as well as sustainable on-farm and non-farm enterprise development activities.

Project ComponentsThe four major components of the project shall undertake interventions leading

to the achievement of the foregoing goals and objectives. These major components are:

a. Community Driven Development (CDD)b. Agriculture and Enterprise Development (AED) c. Rural Infrastructure d. Project Management

The CDD component provides assistance in the strengthening of peoples’ organizations in the ARCs to plan and undertake priority development activities that would provide opportunities for sustainable growth. The component likewise provides capacity building interventions for the different stakeholders in the development of the community, including the LGU and DAR field personnel in the covered areas.

The AED Component involves the development of opportunities to generate increased production, improve productivity and diversification in both agriculture and non-agriculture for enterprise development and management, technology promotion,

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adoption and commercialization, market development and promotion, resource mobilization, access to rural credit and investment promotion. Likewise, It includes the subdivision of collective titles in selected ARCs if necessary.

The Rural Finance Services (RFS) subcomponent of AED involves the facilitation of access to financial services by ARC organizations, households and individuals from existing service providers within or near the covered areas. Financial services cover both agricultural credit and microfinance, including savings.

The Rural Infrastructure (RI) Component involves the financing of subprojects for construction and rehabilitation of rural roads and bridges, small-scale irrigation, potable water systems, multi-purpose buildings and solar drying pavements, day-care centers.

The Project Management (PM) The National Project Coordination Office, Regional and Provincial Project Offices will be created and supervise the implementation of the ARCP2. The national and regional consultants will be engaged. The Project Management Team shall undertake the project activities- project launching, annual work and financial planning, result-based monitoring, evaluation workshops, conduct of surveys impact assessment etc. procurement of needed equipments, vehicles, office fixture, documentation and information equipments etc.

B. The ARCP2 Process Integration

The ARCP2 Process Integration Framework is shown in Figure 1.

Integration Framework: Building Communities Through Sustainable Enterprises

It presents an overview of the interplay of the various project components at various stages of project implementation and the corresponding Project support systems as project management, monitoring and evaluation, and Social Marketing. It also presents the areas where the CDD supports the activities of the other project components: AED/Support to Rural Finance and RI.

The CDD component works in collaboration with all the project components in relation to the organization, strengthening and operationalization of the ARC CARP Implementing Teams (ACITs) and its various sub-committees. These sub-committees are the implementing counterparts of the different components at the ARC level, which include the CDD Committee, the AED Committee, the RI Committee, and the Grievance Committee.

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The working collaboration with the RI component relates to the organization and strengthening of the various infrastructure operations and maintenance groups (IOMGs) like irrigators’ associations, small water impounding service associations, barangay water service associations, road or bridge maintenance groups, or multi-purpose center operation and maintenance group; to prepare them for the eventual turnover of the operation and maintenance of these rural infrastructure sub-projects implemented by the partner Local Government Units and ARCP2.

On the other hand, the working collaboration with the AED relates to building the capacities of various ARC organizations to improve their access to technical, financial, and marketing services from service providers or source organizations, which will allow them to improve their productivity and income. Generation of capital in the form of capital-build-up (for members of cooperatives, small house hold groups) and savings are promoted for peoples’ organizations and households in the covered ARCs. In the same manner, the project implementers from the national project office up to the field levels (regional, provincial and municipal), including the DAR and LGU staff, as well as partner institutions are provided with various capacity building interventions that will help improve synergy and complementation during project implementation.

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C. Pre-Implementation Process

1. AED Implementation Frame work and Operational Manual be prepared and installed prior to the implementation of the major activities of the AED components. These were based on the Loan documents particularly the Project Administration Memorandum and the Ref. Report to the President that serve as policy guidelines documents in the implementation of the Project and its components.

2. Contracting with Partner Institutions, NGOs, GFI, MFI, RFIs. Activities included in the implementation of the particular Project Component that needs specialized expertise need to be contracted outside the Project personnel organizational set-up.

3. Organizational formation of Regional, Provincial and Municipal AED Teams with the LGUs, Academe, Private sector/ business groups.

As a multi-stakeholder collaboration and partnership, various groups need to be organized to synchronize all the activities to achieve the individual and collective objectives of the Project. Each organizational level and party will have a define role and responsibility vis-à-vis AED component, to wit:

ARCP2 AED UPSCALE PRODUCTION – FINANCING /MARKETING FLOW

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ARCP2 LGU-RPO/ PPO/CPO

ARC – PO/ COOP

Rural Financial Institutions

BUYER/ PROCESSOR/Technology

Provider

Guaranteed MarketTechnical AssistanceFair Price, Quality standardsBuying StationMonitoring / Evaluation

Provide Production funds thru SRF Platforms Technical Assistance Monitoring / Evaluation

Land , Labor, AED TechnologyProduction, Processing,MarketingMonitoring and Evaluation

Capacity buildingOrganizational managementTechnical Assistance/ PromotionStarter fundsMonitoring / Evaluation

D. Implementation Process

AGRICULTURE AND ENTERPRISE DEVELOPMENT COMPONENTIMPLEMENTATION ARRANGEMENT, STAFFING AND MANAGEMENT

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6 years AED Strategic Plan6 years AED Strategic Plan

RIUComponent

AEDComponent

CDDComponent

Project Management

RPO

MARO

ARC

PPO

House hold Beneficiaries

ARC Coop Enterprise

CHAPTER II

Basic Processes in Implementing the Agriculture and Enterprise Development Component

A. Agricultural Productivity Improvement

1. CARCDP Validation

The initial activity under the component is the validation of the Comprehensive Agrarian Reform Community Development Plan (CARCDP) of the ARCs of Project. The CARCDP were prepared by the Agrarian Reform Community with technical assistance of the DAR. These plans were formulated thru the active participation of the project beneficiaries mostly are community and PO leaders, LGUs and ARC staff. These plans contain the socio- economic aspirations of the ARCs as they are, the CARCDPs are macro in nature, they identified what livelihood activities to promote and develop in the context of the ARCs.

The validation activity utilizes the focused group discussion technique. The ARC consultation and CARCDP validation activity with determine the present condition of the ARC through SWOT analysis a determinant in setting ARC’s vision, mission, objectives and enterprise projects undertake. Listing of potential livelihood activities and project discussions serves as a take off point sought to generate information on the following concerns.

1. What is your desired livelihood?2. Why did you choose these enterprises? (market - driven, technology, access to credit?)3. Did you have previous experience in setting up and managing an enterprise?3. How many proponents are interested to undertake these enterprise activities?4. Who are the proponents of these activities?5. What support services and facilitation are needed to get these livelihood

activities implemented?

The CARCDP will be validated within the ARC represented by barangay people who will participate in the ARC workshop consultations (AWCs). This technique will eliminate other activities that were already accomplished because some of the CARCDPs were formulated several years ago and there is an assumption that those activities were already implemented. The result of the validation activity can be summarized in the example table below.CARCDP Validation Results

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ARCPOs/ Coops/ Assn

ARC Profile Socio-economicPlan/ direction

Present business/Enterprises

Analysis &Recommendations

Name, address, contact person, contact number

(climate, soil, product, crops, demography, bio-physical resources)

(demographic profile, economic profile, arc plan)

(DTI registered business, types, agri-business, sales/transaction volume, banks etc

Revalidation and updating of CARCDP’s are conducted thereafter the original document to infuse changes or preferences of the community in accordance to their own needs and the environment challenges. It will follow the same set of activities but in a faster pace and consideration.

After consolidating the CARCDP data from the ARCs, all the pertinent information shall be incorporated in the preparation of comprehensive development plan including the business and enterprise development plan of the POs, cooperatives and associations of the ARCs. It is worth mentioning that the participants must be identified during the validation and therefore cost allocation per activity is initially determined. This is also the basis of preparing the financial requirements in establishing the project and the budgetary needs on interventions.

2. Organization of Service Providers

The Service Providers organizations or institutions and sectors who are government, non-government or private, whose very nature can be of help or in tandem with objectives of the ARCP2. The convergence of these multi- sectoral groups can generate an interfacing impact in the objectives and success of the Project.

They are formed by gathering them in a formal meeting and presenting the ARCP2 as a sustainable rural development project and the rationale of organizing the Service Providers. The ARCP2 organizers will solicit the commitments of the various groups- most of them are members of the PEC. The purpose of these Service Providers is to make available any products/services, funding assistance or other types of assistance to the ARCP2-covered Agrarian Reform Communities like their usual operation.

After soliciting their commitments in ARCP2 areas where it also matches their areas of coverage complementing and integrating their services with ARCP2 assistance, a formal memorandum of understanding can be forge among the stake holders.

A regular (twice per year) assessment will be conducted among Service Providers involved to monitor and evaluate activities. This is also the proper venue to

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adjust all interventions related to the needs of the beneficiaries appropriate and beneficial to them.

A sample table of the composition of the service providers at the provincial level is presented below with corresponding technical assistance provided.

Table 2. Profile Partnership with Service Providers.

Agency Role Contribution to

ARCP2

Contactperson

GOs1. DA

2. DTI

3. DENR

1. Tech. transfer

2. Market development, linkaging, promotion

1. Planting mat., livestock supplyTraining, 2. Assist to facilitate market Identification, linkage, market contract, monitoring

1. Section heads

2. section heads

LGUs 1. Provinces2. Municipalities

Policies, regulations, TechnicalAssistance

NGOs 1. KRDFI2. NATCOO3. KFIMF

Technologies, linkages, finance

TechnicalAssistance

Collages/Universities

1. USM2. UPLB3. MSU

Technologies,Research, extension trainings

TechnicalAssistance

Private sector/Others

1. Carica2. Sagrex3. Nestle4. Chowking5. Polska6. Eastwest Seeds7. Banks

MarketTechnologyTrainingsPost-harvest facilities,Planting materialsCredit

TechnicalAssistance

3. AED Strategic Development Plan

Given the profile references of the organized beneficiaries (POs, Cooperatives, Associations)as well as the non-organized, the next activity is to assist the ARCs to equip technically the ARCs (households/ farmers) on the new paradigm shift of agricultural package of technology – the Natural Farming System technologies (the non-utilization of chemical fertilizers and pesticides.

After series of technical hands-one trainings, the beneficiaries are ready now operationalizing the implementation of livelihood and agricultural enterprise development. They have conceptualized and prepare the necessary feasibility studies and investment proposal in case they need to access credit for production

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and marketing funds. This can be in coordination with business development specialist of SRF and the PIMAO). The interventions may vary on the type of proposals, proponents-the households, and the Pos).

Interventions on the individually households is easier, simply validate the activities directly with the beneficiaries, should there be a available need for external financing they are made aware of the micro-financing/ micro-agri credit facilities in the ARCP2 areas. A consolidated work program of the ARC on Provincial AED activities ensures the interfacing and convergence of the agricultural enterprises development to the Provincial Development Plan.

In the case of PO proponents, the POs are assisted to formulate their Development Plans (DPs). In this, the CARCDP becomes an important material, providing critical information on the livelihood opportunities to the POs.

We ensure the coordinated efforts of the CDD components particularly of the organizational development (OD) sub-component spearheading the formulation of the final DPs and the other AED components, based on the results of the organizational or internal analysis using the ALDA tool which is a major process involved in DP formulation. Necessarily, this approach requires the active participation of the AEDcs, MAROs, DFs and most importantly the PO Officers and members and the NGOs

At the beneficiary level, this approach enables the PO to chart its vision, define its vision or mission, its objectives, and draw the strategic to attain its vision, mission and objectives.

As a general strategy, we will adopt the anchor Enterprise concept with respect to effort of developing the support mechanism of existing enterprises which when organized complementarily would create specific Preparation and Implementation of Business Plan.

The Intervention begins with the Training of Trainer (TOT) of the AEDCs followed by simultaneous PPO/ARC trainings of MARO, DFs and ARC AED Committee officers, POs/ Cooperatives and ARC household representatives. This activity is led by the CDD in coordination with AED. As part of this accomplishment in enhancing staff level of expertise and competence, for them to reach out to as many farmers as possible to the community for its technical assistance on agricultural productivity and entrepreneurship development.

It is the responsibility of the component through the ARCP2 staff to increase awareness and build the capability of the farmers to become effective decision makers given the complicated functions of production, processing, marketing, financial organization and management aspects . Business Plans formulated are classified as to crops, livestock and non-farm. The implementation activities are lodged to the AED which comprises the following:

1) Determine the appropriate Service Providers and the support services required

2) Training for skills upgrading 3) Product development and upgrade the skills

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4) Market linkage5) Access to external financing if needed6) Establish the enterprise, adherence to legal requirements

4. Operationalization of the ACIT-AED Committees

The functions of ACITs in implementing activities in ARCP2. The component thought of activating and operationalizing the AED committees of the ACITs. The formation and the orientation of the duties and responsibilities are lodged with the CDD while the strengthening activities are now undertaken by the AED component. The list of functions is developed as a joint effort of the CDD and AED among provinces.

Figure 1. Organizational Structure of the ACIT-AED Committee

The orientation of all activities related to ACITs would undertake at the PPO level An action plan of the PPO includes a series of trainings/workshops of the members of the AED committees on the suggested activities in the implementation of AED projects. Above is the ACIT-AED Committee Organization Structure, the general and specific functions of the membership and suggested strengthening on the pre-implementation and implementation stage are enumerated below for reference.

Duties and ResponsibilitiesGeneral:

1. Identify and Prepare the Annual ACIT AED Plan based on the Participatory Action Plan.

2. Implement and monitor the ACIT AED Plan.3. Identify farmers and farmer-cooperators for specific project and training

courses for the community.4. Assist in the packaging of proposals, in coordination with the technical

persons/staff of concerned line agencies for implementation.5. Take active role in coordination with related government agencies and

research institutions for technical assistance and support.6. Initiate environmental awareness program in the ARC.7. Install and manage ARC Enterprise Network (BEN) as part of its market

information system.8. Promote microfinance at the ARC level.

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ChairmanACIT-AED Comm.

Coop./Credit & Market Coord.

+ 5 ARC members

Crops Coordinator+ 5 ARC members

Livestock Coordinator+ 5 ARC members

Non-Farm coordinator+ 5 ARC members

Households

9. Assist the implementers in the conduct of data gathering as part of research, studies, assessments and validation of agri-enterprises.

10. Initiate resource mobilization for AED activities.11.Coordinate with other Committees regarding AED Plan Implementation.

A. Chairman

1. Oversee the overall implementation of the activities of the AED ARC Committee in the barangays.

2. Preside in all meetings and dialogues between and among ACIT AED members.

3. Regular reports to the Barangay Councils regarding AED Plans and Accomplishments.

B. Cooperative/Credit Accessing Coordinator

1. Maintain an information system about cooperatives operating in the ARC-barangays and nearby communities inclusive of the different programs and projects they offer to the people.

2. Regularly gather information on credit accessing and other fund sources and establish linkage with these organizations.

3. Update and disseminate financial services to the people regularly, particularly programs and projects from GO’s, NGO’s, and Lending Institutions.

C. Crops Coordinator

1. Maintain an inventory of all crops planted in the barangay.2. Conduct regular soil analysis to determine soil fertility, fertilizer needed,

and crop suitability, ensuring the adoption of the natural farming system technologies

3. Look for other crop and technologies suitable and appropriate to propagate in the barangay.

4. Determine/Monitor the cost and return of as many crops as possible (farm records).

5. Determine the problems/hindrances and identify potential solutions.

D. Livestock and Poultry Coordinator

1. Assist the AED Committee in the preparation of a 3-year Strategic Livestock and Poultry Development Plan, focusing on the health, upgrading program and marketing concerns of the sector.

2. Establish the barangay livestock and poultry inventory; formulate in cooperation with the Barangay Council a systematic monitoring & evaluation mechanism of updating the inventory and development of the barangay.

3. Facilitate the identification of a barangay poultry and livestock para-technician/ para-veterinarian who shall be tasked to formulate and implement a sustainable poultry and livestock health program in the

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barangay in coordination with the Municipal Agriculture Office and other line agencies of the government.

4. Facilitate linkages with government, private institutions and non-government organizations for the provision of technical assistance and other appropriate technologies for poultry and livestock development in the barangay.

5. Facilitate the establishment of linkages with lending and micro finance institutions to access credit for the poultry and livestock raisers in the barangay.

E. Non/Off Farm Coordinator

1. Maintain an inventory of all non/off farm enterprises in the barangay. 2. Encourage the establishment of other non/off farm enterprises by giving

seminars or trainings to the people.

F. Fishery / or Post –harvest facility Coordinator

1. Coordinates the establishment and implementation of fishery projects within the ARC

2. Maintain an inventory of all pre and post harvest facilities in the barangay.

3.Establish linkages with fabricators, producers and repair shops to ensure availability of machines, spare parts and technologies on mechanized farming.

Suggested Topics/Activities on the ACIT-AED Committee Training and Operationalization

1. Formation, Roles and Functions

1.1Formation of ACIT-AED Committees with at least 5 or more members 1.2Formulation of functions of the members of the AED Committee by

Project1.3 Participate and familiarize with the Barangay Development Plan.

2. Formulation of Housekeeping Rules (By-Laws) of the AED Committee

2.1Qualifications of members2.2Selection/Election Criteria2.3Regularity of Meetings (Sanctions & Penalties)2.4Notice of Meetings, etc.

3. Assist in the Barangay Action Planning (AED Plan)

4. Formulation of Policies, Systems and Procedures

4.1Identification of FBs in training and other activities4.2Selection Criteria of Beneficiaries4.3Repayment

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4.4Roll-over Schemes, etc.4.5Cost Sharing/Equity Participation

5. Record Keeping (Provision of Supplies by the PPO)

5.1Master Listing5.2Baseline Data5.3Progress Report (provide pro-forma report for the Barangay Council,

PPO, and other agencies involved).

6. Evaluation/Assessment

6.1How to conduct FGD/Interview6.2How to conduct Review and Planning Sessions (Barangay Action Plan)6.3How to Analyze Facilitating and Hindering Factors 6.4How to Process Lessons Learned 6.5Documentation (Success & Failure Stories)

7. Linkaging/Networking and Coordinating with other Communities

7.1Lobbying7.2Preparation/Submission of Proposals (c/o PPO/LGU Staff)

8. Continues Education and Training (Capacity Building for members)

- Capacity Building of the Committee Members on Business Planning and other related trainings

Suggested Activities on ACIT-AED Committee Strengthening

A) Pre-Implementation Stage

1. Orientation on the ACIT-AED Committee Training2. Qualification, functions, duties & responsibilities

2.1. Formation of ACIT-AED Committees with at least 5 or more based on skills, experience and background of interest

2.2. Functions of the members of the AED Committee2.3. Participated/Familiarized with the Barangay Action Planning

B) Implementation Stage

1. Formulation of Housekeeping Rules (By-laws) of the AED Committee

1.1 Qualification of members1.2 Selection/Election Criteria1.3 Tenure of office1.4 Notice of meeting etc..

2. Formulation of Policies/Systems & Procedures2.1 Conduct of pre-implementation briefings/orientation to proponents ready to implement livelihood activities

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2.2 Identification of FBs in training and other activities2.3 Selection criteria of Beneficiaries2.4 Repayment2.5 Roll-over scheme, etc…2.6 Conduct of training activities

3. Record Keeping (provision of supplies by the PPO)

3.1 Master listing of Beneficiaries, Adopters, etc…3.2 Baseline data on yields etc…

4. Reporting

4.1Regularity of reporting4.2Provide Reference Report Forms for the;

4.2.1 AED Committee (File)4.2.2 Barangay Council4.2.3 PO/Cooperative4.2.4 Service Providers, Agencies (if required)

5. Evaluation/Assessment

5.1 How to conduct FGD/interview5.2 How to conduct Review & Planning Session (Barangay Action Plan)5.3 Process Facilitating & Hindering Factors5.4 Process Lesson5.5 Document success stories

5. Business Proposal Preparation

Farmer-beneficiaries prepare business proposals depending on the different factors such as interest of the owner, market, sources of capital investment, and sources of raw materials, among others.

6. Establishment of Enterprises

Basing from the prepared business proposals, the number of enterprises to be established depends on how many farmer-beneficiaries will actually pursue their chosen business.

B. Agri-enterprise & Market Development

1. Framework for Agri-enterprise & Market Development / Investment Promotions

The framework for agri-enterprise and market development provides a guide to ARBs in coordination with the other sub components of the AED. This identifies first the market before any production takes place. Food based production projects (high value/ off-season crops and livestock), processed food and non food enterprises (including services) be given high

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priority by organized groups and individual households in ARCs covered by the project.

AED Marketing Specialist will assist in market identification and forging of marketing agreement between producers and buyers. Promote the products in the ARCs as well as provision of information on new products with identified market and linkage to the potential markets. The framework will be used to detail activities for providing market assistance as follows:

Basic Framework:

Identification Validation of Prioritization of Implementation of Markets production Area Products/ Projects of Market Activities

Sign MOA Linkage

Identify the Market

Identified present and potential markets. Estimated present and potential demand. Identified other competitors/other producers; Estimate competitors’

volumes Forecast of required production based on demand and supply gap Plans on pricing, distribution, distributions and packaging of products.

Validation/ Identification of Production Area

Production area identification and validation is carried out to determine if the project (enterprise) should be pursued or not based on available information. The validation process may be considered as a pre-feasibility study of the project- adoptability of the production of the particular crop, livestock or fishery product

The validation process would identify the gaps and eventually proposed interventions that would lead to successful project implementation. The proposed interventions would determine the activities that the other AED subcomponents should implement e.g. would be the provision of a technical training on the production of high value vegetables if the targeted farmers need to know culture practices on production high value vegetables that would be introduced in the area.

A tool used to analyze projects to determine the gaps and possible interventions is the use of the Agribusiness Systems Framework. This framework is a tool used to specifically aid planners to review projects or interventions, identify gaps and come up with solutions to their implementation. The framework may be used to develop a pre-feasibility of the enterprise and assist planners to decide whether to push through with the project or not. The framework has several sub systems, 1) inputs, 2) production, 3) consolidation, 4) production and 5) distribution. (Refer to Annex __ for the Agribusiness Systems Framework)

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Prioritization of Products/Projects

Products or projects which have undergone validation should be prioritized depending on the identified gaps and how fast the implementation of the intervention can be undertaken. Interventions that would lead to the immediate implementation of the project should be prioritized.

Priority projects or products should have the following information to be collected by the PPO at the ARC (household) or PO level:

Production Seasonal considerations (identified planting or production months and

harvesting or selling months) Prepared production schedules – identified production volumes, quality and

delivery requirements Identified technology to address production requirements (volume, quality

and delivery requirements) and technology provider. Identified machine and equipment provider. Identified inputs and input provider Identified funding source.

Organization and Management

Identified manpower requirements (for production, consolidation, distribution)

Capability and level of organizations to implement project, avail and pay back loans

Financial (per hectare or per unit manufactured)

Identified cost and return (Gross and net income) ROI Payback period Breakeven point (volume)

Notes:a) Sources of above information are the CARCDP (FSD), business plans recently

prepared, other secondary information (municipal data), interviews of farmers, other players.

b) The above information may also be used as benchmark in regard to the present volumes, hectarages and profit (before and after intervention).

c) Prioritization will be conducted by the AED Team at the PPO level with the MAROs and DFs in consultation with the FSD/PAP team.

1.1 Identification of Markets

Specific buyers should be identified after prior product determination, although there are existing traditional crops grown in the ARCs.

Market identification activities would include:- Purposive identification and contact of buyers

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- Organization of Market Matching Activities and market fora- Facilitate forging the market agreement between the ARC PO

enterprise and the Buyer/ processor/ Consumer Markets to be identified include local markets i.e. within the area

(municipality, province, and national level). The farmers must sell their products primarily with the end users and not to consolidators/ traders within their respective areas or outside the geographical area of the ARC.

Other institutional buyers must identified who are located in neighboring municipalities, provinces and regions. The PPO through the DF, ADC, AED RMS and Provincial AEDMS who are more exposed to other areas and market contacts would be in the better position to obtain market information and potential buyers.

Identify private entities (companies, associations, chambers, suppliers, traders, exporters, importers) as direct buyers. Access sing can be through public agencies (PCA, NDA, NAFC, DA-Agribusiness group, DTI, DOST, TESDA).

1.2 Identify Potential Production Areas (including services)

AED (NPCO,RPCO and PPO) will be identifying potential production areas with existing crops, livestock and fishery products. Production areas must be pass the following criteria:

- Accessibility of products to market- Receptivity of ARC POs to technology- There is potential for enterprise expansion- Good peace and order condition - Adaptability of the crops, livestock and fishery to the climate and soil

of the area

After markets have been identified, these will be communicated to the PPO or directly to the ARC Committee or POs/ Cooperative enterprises for matching with potential suppliers (beneficiaries) for immediate action planning and implementation in tandem with the rural finance services.

1.3 Prioritization of ProductsSeveral products (vegetables, fruits, herbs, livestock etc.) can be produce with a guaranteed market from contracted buyers. However, choice of particular produce can be the decision of the ARC farmers, depending on the climate, location and price.

It may also be base on the need agreement with the buyer. Or a deliberate programming of the planting of various crops depending on the demand of the market.

1.4 Implementation of Market Linkage Activities Preliminary negotiations shall be conducted by the project implementers

(PPO or NPCO) or even the ARBs themselves (exchange of information). Information may be obtained from the buyer that includes volume required,

time needed or delivery dates (frequency of deliveries), quality

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specifications, and price quotations for different quality specifications (if applicable), delivered or pick up price, terms of payment.

Can the above requirements be addressed? (cost, willingness and capability of organizations, sustained quality supply)

If the above requirements can be addressed, project implementers with the ARBs or the ARBs themselves negotiate with the buyers. Negotiations would include agreeing on date of delivery, volume, packaging, price of products, delivered or pick up arrangements and payment terms.

Signing of Marketing Agreements, POs

The product and price monitoring shall one of functions of the ARC AED committee to ensure the profitability of the enterprises. Information may be translated to the dialect of the area.

Major Products to be monitored:i. Palayii. Corniii. Coconut and By productsiv. Vegetables (specify)v. Chicken (live weight and dressed)vi. Goats (live weight and dressed)vii. Hogs (Live weight)viii. Cattle (Live weight)ix. Aquamarine products

Other products may be distinct to the area such as cocoa, coffee beans or fruits, abaca fiber which should be included as applicable.

The DFs during their regular meeting at the MARO’s office would get the information and bring them to the barangays during their regular visits to the ARCs.

The DF would relay the information to a member of the AED committee of the ACIT. A member of the AED committee of the ACIT would be assigned to post the information on the bulletin board as provided by the DF. The DF may opt to send the information through other means such as text messaging or by radio as applicable.

Regular meetings are conducted between MARO, DFs , and ACIT at which times data will be updated (at least once a month although a weekly price monitoring would be ideal).

2. Key Result Areas for Agri Enterprise and Market Development

The following matrix summarizes the activities and expected outputs as a result of the activities. Targets for the PPOs are also included:

Steps to Implementation of Activity/Input

Expected Output Yearly Targets

I. Marketing Agreements

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For existing Products/Projects of farmers (Refer to Framework for Agri-Enterprise and Market Development for ARCP2)1. Identification of markets; Identify and interview buyers regarding contact details, volume requirement, product specifications, price and delivery requirements.

List of buyers in the area and nearby areas generated One (1) updated list

of buyer per commodity per province

2. Validation of Production Area/Projects; Use of Agribusiness Systems Framework to identify gaps and possible interventions for prioritization

to be provided marketing assistance (priority means feasibility of production or manufacturing projects have been considered)Benchmark info/ data baseEnvironment requirements

1 production area/crop /ARC/ yr

3. Prioritization of Products/Projects; Use CARCDP (Comprehensive ARC Dev’t. Plan), Business Plans to generate required information and prioritize which projects can be implemented.

Identified and prioritized top 3 products/projects per ARC (products may be food based production projects (crops and livestock), processed food and non food enterprises including services),

At least top 3 products/projects identified per ARC per province that would be provided with marketing assistance

4. Implementation of Market Linkage Activities; Participation and/or organization of market linkage activities (Meetings or market linkage activities for DAR (PMAOs, ADCs/ARBs and buyers) re. negotiation, agreement arrangements.

Negotiations on marketing agreements conducted.

At least 12 marketing arrangements per province negotiated in one year

5. Forging, Signing of Marketing Agreements (Reported as Number of Contract Growing, Joint Ventures and Marketing Agreements Forged)

Marketing Agreements signed; Marketing agreements may be in the form of contract growing, joint venture or partnership, direct buying agreement. A product or project will be reported if there are 50 or more households engaged in its production.

At least 3 products produced and marketed per province

II. Market Development Participation in trade fairs, 1

region wide and 1 nationwide; ARCP2 will shoulder trade

1. ARBs participated in trade fair (with sales and booked orders)

Selected ARBs participated in one (1) regional and one

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event expenses (participation fee), B&L, fare of 1 ARB and of 1 DAR personnel.

Only products that have undergone product assessment and dressing should be considered for trade events.

(Reported as No. market of for a attended)

2. Sales of ARBs enough to cover cost of ARB fare, b&l, and participation expense.

(1) national trade fair.

III. Market Information System Installation

Access to b2b set up of price retrieval and monitoring system

1. Content Training on, market info use and analysis and orientation on price retrieval and monitoring system implementation. This activity to be initiated by NPCO. Training on internet access

and use of b2b website (2 days)

Analysis and use of market information

RIMAOs, PIMAOs and ADCs /ARC member to be oriented on MIS setup and implementation

Plans prepared re. set up of monitoring of buying and selling prices of major commodities.

DAR personnel / ARC members oriented and trained with working knowledge in analyzing and use of market information

ARC households gained knowledge in market information system

C. Technology Transfer and Adoption

1. Trainings Courses (With or Without Training Materials)

1.1 Criteria of Training Courses

The training course identified should have been based on the validation and needs assessment activity from the Participatory Action Plan as well as consultation results.

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Training courses identified, to the extent possible, should have strong correlation to the recommendation indicated in the PAP.

Training courses should be directed towards on-farm improvement such as crops, poultry or livestock production (small animal ruminants) and development or enhancement of non-farm or value adding activities.

Training courses which require the provision of training materials to participants as an integral part of the course should consider the following:

a. potential of cost sharing from LGUs and other stakeholders;b. strong possibilities for a revolving scheme over training materials

provided;c. courses which are already sustainable;d. courses which are gender sensitive and environment-friendly;e. courses which consider existing product marketability.

1.2 Criteria of Participants

The training courses, to the extent possible, should be open for all farmer-beneficiaries at least 50% women of the total participants.

Training courses should be directed to cover participants where no or similar activities have already taken place to avoid possible duplication of training interventions.

Training participants selected should be those with opportunities for the adoption of the technology introduced and strategies applied.

1.3Identification and Selection of Training Courses

The ARCP2-ACIT AED Team should agree together on the tentative list of training courses that will be conducted for the qualified covered ARCP2 areas.

The above-relevant staff should technically review the tentative list of training courses and see to it that the criteria for the selection of training courses and participants are strongly considered.

Where possible, NPCO-AED Consultants/PPO together with the ARCP2 /LGU/NGO Staff will conduct field visits to concerned Barangay/ARC for technical validation of the proposed training courses.

PPO-LGU AED Team will conduct a consultative meeting to brief and orient concerned participants on the mechanics of the program implementation.

The concerned AED staff will submit to the PPO a training proposal for the training agreed upon by them and the prospective participants

1.4 Training Course Implementation

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PPO will implement the program through the ARCP2/LGU network of coordinators/trainers in collaboration with the ACIT-AED Team.

Each course should include as an introduction, the analysis of the present condition of the participants farming system through the discussion/application of PAP tools (seasonal calendar, production practices, cost and return analysis, cash flow analysis, etc.).

Prior to each training course, the baseline format on the current situation and other relevant data should be established so as to facilitate evaluation of impact. These data should be culled from the Participatory Area Plan. Where data is inadequate, the needed baseline should be generated during the discussion of the PAP tools in the training.

1.5 Fund Allocation

Upon approval, the PPO will provide the necessary funds as approved in the Work and Financial Plan. The fund will be disbursed in accordance with the approved training proposal expenditure schedule.

Cost-sharing arrangements with LGUs, Line Agencies, farmers’ organizations, participant equity and other sources should be encouraged.

1.6 Reports

An after-the-training report will be prepared and submitted by the concerned ARCP2-PPO staff to the PPO and form part of the regular accomplishment report to the NPCO-AED and M & E.

2. Demonstration Farms

Demonstration farms in ARCs are implemented as an integral part of technology promotion and adoption in any other mature technology that the farmers would like to know and follow. Also true for Integrated Production Management – Farmer Field School (IPM-FFS) and nurseries but with a separate budget.

It will follow the following procedures of implementation, to wit:

1. For any kind demonstration farm to be established, the Activity Proposal shall be prepared by the Private Company-Partner like East-West Seed Company (Philippines), among other, for submission to the NPCO or PPO.

2. In the case of IPM-FFS Classes, the MAO will be guided by the Provincial IPM-FFS Coordinator.

3. PPO reviews the proposal for approval. If found to be incomplete or with insufficient data, it will go back to the LPO for revision.

4. Once approved, the PPO shall make the necessary arrangements regarding the demonstration farm (or IPM-FFS) inclusive of farmer-cooperators, participants, supplies & materials in the field school, etc. Cost

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of the proposal except for IPM-FFS Classes should be in accordance to the approved Work & Financial Plan of the province.

3. Cross Visits

To strengthen appreciation of technologies found to be effective in other areas either within the region or other areas, cross visits are being conducted to validate and personally see its actual operation or implementation. However, only 2 visits per year will be allowed per province.

It will follow the following procedures of implementation, to wit:

1. The Activity Proposal shall be prepared by the ACIT-AED in tandem with the Local Project Office for submission to the PPO.

2. PPO reviews the proposal for approval. If found to be incomplete or with insufficient data, it will go back to the LPO for revision.

3. Once approved, the PPO shall make the necessary arrangements regarding the trip inclusive of places to be visited, contact persons, accommodation, transportation, etc. Cost of the proposal should be in accordance to the approved Work & Financial Plan of the province.

D. Subdivision of Collective CLOA

Procedures for the conduct of and payment of Contractor for Subdivision Survey

1. Make the clean List of Estates (CLOA) for Survey;2. Include estimated amount for the conduct of Survey;

3. Make a Certification Letter from the PARO stating that no fund was included (previous and present) for survey for the listed estates under the regular budget of DAR;

4. Request clearance to conduct Bidding;5. Forward the documents to NPCO; 6. Wait for the No Objection Letter from NPCO; 7. Publish the Bidding for the Survey through the national newspaper and

after which, conduct the Bidding Process; 8. Forward copy of the Contract to NPCO; 9. Provide notice and recommend payment to NPCO upon the Contractor’s

(i) Submission of survey results to DENR; and (ii) Approval of the survey returns by DENR;

10.Wait for the funds to be downloaded by NPCO.

Land Tenure Improvement Operations Manual

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LAND TENURE IMPROVEMENT SUB- COMPONENT

A. Introduction

The equitable distribution of rural wealth forms a key strategy in the pursuance of poverty reduction. Corollary, the provision of formal land titles such as Collective Certificate of Land Ownership Awards (CLOAs), homestead patents, and free patents, among others, is a cost effective way of increasing agricultural production and productivity of farmers. Towards this effort, the project component shall accelerate the land survey and titling of mother CLOAs under CARP. It will finance primarily land subdivision surveys under the authority of DAR. Most of these areas have already been surveyed, but individual land subdivision surveys have yet to be taken. Without subdivision surveys, individual land titles cannot be issued to each farmer beneficiaries.

The titling and distribution of lands is also envisioned to improve the revenue base of the Local Government Units (LGUs) once the surveys and titling are completed. It is also expected that completion of the surveys and titling interventions in covered areas will contribute to rationalizing the planning or land-based development projects of the LGUs.

B. Rationale (1) Second Agrarian Reform Communities Project (ARCP 2)

The Second Agrarian Reform Communities Project (ARCP II) of the Department of Agrarian Reform (DAR) is an ADB assisted undertaking which is supporting the Philippine Government's thrust to alleviate poverty in the countryside. This is an offshoot of a successful Agrarian Reform Communities Project in 1999-2007. The long-term development goal of ARCP II is to reduce poverty in about 152 agrarian reform communities (ARCs) and 11 ARC Cluster located in the southern Philippines.

The Project envisions to achieve its objective through the implementation of four (4) components namely: i) Community-Driven Development (CDD); ii) Agriculture and Enterprise Development (AED); iii) Rural Infrastructure (RI); and, iv) Project Management.

AED Scope

The purpose of the Agriculture and Enterprise Development (AED) is to provide strategic support services to participating ARCs and ARC clusters to (1) generate sustained increases in agricultural production and productivity; (ii) increase economic activities and value-added in the target areas; and (iii) pilot ARC connectivity strategies. This undertaking is expected to improve the livelihoods through better market orientation and value addition by ARBs.

The output consists of four sub-components (i) agriculture productivity improvement, (ii) enterprise development; (iii) enhanced access to rural financial services; and (iv) land tenure improvement.

Land Tenure Improvement

The Project’s support to improvement in land titles in agrarian reform lands, stems from the view of strengthening ideas of ownership and commitment among agrarian reform beneficiaries (ARBs) to improving their “own” lands. The land area covered by collective Certificates of Land Ownership Awards (CLOAs) amounts to about 59% of the total area distributed in the selected ARCs (outside of the ARMM). Land tenure improvement (LTI) will be undertaken primarily in areas included within the target ARCs, where about 55,000 hectares will need to be surveyed for subdivision/segregation and/or stabilization of titles, as per the cropping plans prepared as part of the detailed ARC planning process. About 22,000 ARBs will be covered under this undertaking.

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Support for land tenure improvement will include social preparation, surveys, and documentation of individual CLOA titles to the ARBs. Social preparation for the separation of collective CLOAs will be undertaken through the CDD component. Documentation shall be undertaken by the regular DAR PARO/DARRO while the actual land survey shall be undertaken by the hired consulting/ survey team to be financed under the ADB Loan Proceeds.

C. Scope of Project and Selection Criteria

The project has a global target of about 55,000 hectares for its project duration. There is a great demand for this type of intervention but with limited resources to depend on. The ARCP 2 deemed it important to rationalize its resources and ensure the smooth implementation of the project. As such, it shall adopt the following set of criteria stated to wit:

(1) It shall give priority to lands under DAR that have been issued collective CLOA titles.

(2) Survey site must be in the ARCP2 covered ARCs and Cluster ARCs.The project component shall give premium to ARCs under its coverage. The proximity of this form of intervention to the ARCs provides strategic importance to other components. It shall provide a greater impact to the ARCs where other interventions combine for developmental efforts.

(3) It shall be areas that do not include problematic landholding. The land titling process is hampered by some complex problems. Limited budgetary allocation has led to delays in subdivision surveys. Legal problems brought about by multiple claims

on public lands, fake surveys and files which hamper the distribution of many A and D lands under CARP. Considering these issues, the project will only finance the survey of areas where

none of these issues occur.

(4) It shall be areas not prone to replacement during the actual conduct of the survey.Replacement of target areas shall only be allowed prior the conduct of survey.

(5) Proposed areas for subdivision works shall not have existing survey funding.Areas for subdivision survey already provided for under regular funds or from other sources shall not be covered by the project.

D. General Conditions

(1) The project shall adopt the existing policies applied by DAR in implementing land survey and titling in their respective areas of jurisdiction. Mainstreaming the implementation processes of this component within DAR through ARCP 2 National Project Coordination Officer (NPCO) and Regional/Provincial Project Offices (RPOs/PPOs), would ensure the project smooth implementation. However, the project reserves its right to institute reforms or amend certain provisions in the guidelines as deemed necessary to further enhance its systems and achieve its goal in accordance with project documents. It is envisioned that the attached "General Land Survey and Titling Process" will be followed.

(2) NPCO’s responsibility for verification, projection and approval for land subdivision surveys shall, as a general rule, be completed within three (3) months from the receipt of approval to commence the procurement of consulting/survey firm for the conduct of actual land survey.

(3) Survey and titling process leading to issue of individual CLOAs, shall be done within the following timeframe:

3.a Actual survey and submission of survey returns shall be within three (3) months. Survey returns shall be submitted to DENR and survey validation. Verification and approval of survey by DENR-LMS within 3 months

3.b Documentation and CLOA generation up to distribution (3 months) from the receipt of the PARO of the Approved Survey Plan (ASP)

(4) The ARCP 2 Land Survey and Titling Component shall be funded under the Loan Proceeds (LP) 100%.

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E. Land Survey and Titling

(1) Land Survey Implementation Mode

Land survey projects covered under this project shall be implemented primarily by private contractors. This shall apply to DAR-ARCP2 in the implementation of land survey projects. The awarding contracts shall abide by the existing laws, policies and regulations provided for under the ADB Guidelines on Consultant.

(2) Organizational Structure

The project shall adopt the mechanism indicated below in the implementation of this project component, following the set up prescribed herein (Annex 2).

a. Land Survey and Titling Technical Working Group (LSTWG) at the national level is the monitoring, review, evaluation and recommending body in the implementation of this component.

b. The Regional Land Survey Technical Working Group (RLSTWG) at the RPO level shall monitor, review, evaluate and recommend body in the Region. It shall be chaired by the ARDO and facilitate the implementation of documentation survey and titling in the province. The Regional Director approves and endorses the recommendation of the RLSTWG.

c. The Provincial Land Survey Technical Working Group (PLSTWG) at the PPO level shall be part or the existing Provincial Project Working Group (PPWG). It shall be chaired by the CARPO for Operation/LTI Operations Officer. It shall be the responsibility of the PARO to convene the group to address matters that may hamper the implementation of the land survey coverage funded under the Project. The project shall tap this structure as an effective mechanism to address its land survey concerns and ensure the project component sustainability owing to its organic in nature.

F. Project Approval Process (Figure 1)

1. Area Coverage

The identification process is a critical stage to firm up areas stage, workable areas are prioritized, and problematic areas are set immediate resolution and future funding. Within this context, the project shall further strengthen;

1.1 The PPO shall identify and prioritize areas for coverage under the project. Verification and validation of areas/lots for survey shall be in accordance with DAR Memorandum Circular No. 1, series of 2008 re: Rules and Procedures in the Requisition and Monitoring of Survey Services. After which, shall come up with the refined list of areas (Form 01) duly verified based on technical data requirement and field research, and found to conform with the selection criteria set by the project. The refined list of areas shall be duly signed by concerned officials and submitted as targets for the year.

1.2 The RPO shall further review, evaluate the refined list of Mother CLOA indentified and consolidate list from respective provinces and endorse to NPCO.

2 Financial

The Land Survey Work and Financial Plan (LSWFP) for the targeted areas shall likewise be prepared and subsequently submitted to the NPCO for consideration/approval. The NPCO

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shall review and consolidate the LSWFP submitted by all covered provinces based on the selection criteria and endorse as NPCO LSWFP to BLD for verification and approval by the LSTWG.

2.1 Cost parameters per province shall be derived and shall be the basis forpreparation of work plan and budget for land survey and titling component of theProject.

2.2 The RLSTWG shall further evaluate the LSWFP of target areas submitted by the PAROs, and shall be consolidated for deliberation at the LSTWG. The LSTWG shall then endorse list of consolidated and cleansed LSWFP for final approval of the NPC and for concurrence of the ADB.

2.3 It shall be the responsibility of the NPCO to provide RSLTWG of the approved LSWFP for consideration in their work plan and budget for the year. The NPCO shall likewise appraise DARROs of the approved survey coverage. Upon receipt of the approved LSWFP, DARRO shall request accordingly, a corresponding budget for administrative cost at the NPCO, as GOP counterpart for the implementation of approved survey coverage.

2.4 The NPCO shall be responsible in facilitating the corresponding fund allocations and release for this purpose.

(3) Implementation

3.1 Conduct of Bidding and Contracting of Land Survey Projects

a. The PPO shall comply with the ADB recommended procurement procedure.

b. The PPO shall invite representatives from the ARCP 2 NPCO/BLD as observers in the conduct of the procurement. Likewise, the same shall request for concurrence from the ARCP 2 NPCO prior the awarding or contract. The ARCP 2 reserves the right to recommend, approve and disapprove the procurement on grounds of any irregularities found in the conduct of the same. c. Land Survey Contracts for execution shall be oriented and written as Module No. ARCP-

Code, to distinguish the same from all other survey contracts of other fund source.

G. Execution of Land Survey Projects

The ARCP 2 shall follow all standards and procedures set forth under the existing Geodetic Engineers Manual in the conduct of survey. As part of tracking the progress of the survey activities, the ARCP 2 shall prescribe Monitoring Processes and Forms, as Forms 2a and 2b.

H. Issuance of Titles

Processing and Issuance of Individual CLOAs under the DAR:

a. Upon approval of survey returns, processing of individual titles will be undertaken in accordance with the existing rules and procedures of DAR on the land distribution and titling of lands covered under its jurisdiction and shall remain enforced under this project.

b. The established rules and procedures for the generation, registration and distribution of individual CLOAs in existing administrative issuances such as AO No.O3, Series of 1993

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(Annex2) and other, pertinent policies to this effect, shall remain to be followed under this project.

c. ARCP 2 shall provide funds for the documentation of individual CLOAs based on the Work and Financial Plan to be prepared by RPO/PPO and approval by the NPCO.

I. Social Preparation and Follow Through Activities

(1) In areas where subdivision surveys shall be covered, the MARO shall conduct and document the necessary social preparation activities and recommend it in the Terms of Reference (TOR) Annex 2 of the Consulting/Survey Firm. This is to ensure that ARBs’ participation in the decision-making processes will be ensured, and lands to be distributed will actually belong to those who till and develop the lands surveyed and distributed.

(2) An information drive called the "pulong-pulong" shall be conducted by the contracted NGO partner with farmer beneficiaries in coordination with the municipal mayor's office, PARO, MARO, contractor, and the barangay chairperson concerned. Necessary activities will be conducted to orient potential beneficiaries about their duties and responsibilities. Plans of work and work timeframes shall be discussed with the ARBs to ensure that survey implementation is in synergy with other ARB activities and concerns.

(3) A series or "pulong-pulong" shall likewise be conducted after the physical survey to encourage comments, feedback and recommendations, which shall be deemed important inputs to the contractor's final output.

(4) After titles shall be individual and drafted, a final "pulong-pulong" shall be conducted to ensure that ARBs are installed, properly equipped with basic knowledge to manage their lands, and linked to other development actors who could assist with land improvement and development.

(5) These areas where ARBs have been installed shall to the extent possible be considered by the NPCO as priority sites for implementation or other project components. The NPCO shall work with DENR, LGUs, and other agencies to ensure follow through development intervention beyond the subdivision surveys.

J. Monitoring and Reporting System (Form 2a, 2b)

(1) Landholdings covered under this project shall be reported by PPO. As these activities fall within their programs, the same shall henceforth be subject to appropriate funding by the concerned agencies. Implementation of the project shall be monitored and reported by the PPO, endorsed to the RPO for review, consolidation and validation. The RPO will provide the consolidated report to NPCO which in turn will copy furnish BLD.

(2) The NPCO through the LSTWG shall complement the existing mechanisms of DAR, to ensure quality and up to date account of the land survey and titling progress. A monthly reporting system shall be installed and mainstreamed with the M&E system. The following tools shall be used for this purpose, to wit:

(3) Submission of monthly data input form by PPO should be made on the 2nd working day of the following month, while RPOs shall consolidate all the reports and for submission to NPCO within the first week of the succeeding month. The NPCO shall prepare the overall status of the land survey component and furnish copy to all RPOs/BLD for their information.

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2010 Survey Target for ARCP 2

Form 1 Refined List of Areas

Region : __________________Province : __________________Survey Type : Subdivision of Collective CLOA

Module Number

Estimated Contract

Cost

Name of

Landowner

LocationTitle No

Lot No.

Mode of

Acquisition

Area No. of ARBs

Criteria Remarks

MunicipalityName of ARC

ARC Code Barangay a b c d e f

Coding for the criteria

a. within ARCP 2 priority areasb. within ARCs and Cluster ARCs covered by ARCP 2c. no problematic land hold-no case in barangayd. with clean and available owners duplicate copy (ODC) of CLOA, without legal impedimente. no survey funding from DARf. with approved RSS per MC. 1, series 2008

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Annex 1 Organizational Structure

Decision Group Technical Group Functions

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NPCONPC

RDORD

PPOPARO

National LSTWG, NPCO/AED Counterparts/Corporate Head, LTI Coordinator,BLD Director, BLAD Director,

Staff/FAPsO

RLSTWG, Chairman ARDO Operations, LTI Staff, AED Specialist/Point Person

PLSTWG, Chairman CARPO Operations, MARO, LTI Staff, AED Coordinator

Approve Area Bidding

Review Consolidate Endorse

Identify list in accordance to MC No.1 series of 2008

Completeness Endorse

Figure 1. LTI Process Flow

Identified area covered Work & Financial Plan Procurement M&E Reporting System

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NPCO

Review and evaluate list Endorse to BLD for verification

Review Budget Consolidate Budget Approve Budget Issuance of Fund

Review and evaluate Approve/Recommend Endorse to ADB

Review Consolidate Submit report to

stakeholders Install reporting systemBLD

Regional Project Office

Review and validate Endorse to NPCO

Review Budget Validate Budget Endorse Budget

Review and evaluation of shortlisting

Select winning bidder Endorse to NPCO for

concurrence

Consolidate monthly report

Validate reports

Provincial Project Office

Documentation/Identification, Prioritization

Verification and validation according to MC NO. 1

Come up with refined list

Documentation Identification Pulong-pulong Listing

Notice of Public Bidding Shortlisting of Candidate Firms Endorse to RPO Listing

Prepare & Submit monthly report

Monitor Progress of Survey Contract

Form 3

Form 2

Form 1

ARCP 2 Monitoring Form 2aStatus of ARCP 2 Land Survey and TitlingRegion of :As of ____________

PROVINCE OF _________________STATUS OF LAND SURVEY BY MODULE

INDICATORS

ModulePrevious Quarter Cumm.

Accomplished

Present Quarter Cumm.

Accomplished

REMARKSDESCRIPTION

1 2 3 Total 1. NPCO Approved survey coverage (target) # hectares 2. Area covered by Contract # hectares 3. Date of Contract Award mo./day/yy 4. Contract Price Php 5. Municipal Location name 6. Covered barangays name of barangay 7. Number of Collective CLOAs # landholdings 8. Number of ARBs # ARBs 9. Start of Contract mo./day/yy 10. Date of Notice to Proceed mo./day/yy 11. Contract Duration calendar days 12. Pulong-pulong (initial ) date

# conducted 13. Completed field works # hectares 14. Computation and drafting # hectares 15. Pulong-pulong (final) date

Prepared by: Approved by:

CARPO for Operations/LTI Operations Officer Provincial Project ManagerARCP 2 Monitoring Form 2bStatus of ARCP 2 Land Survey and Titling

Region of :As of ____________PROVINCE OF _________________STATUS OF LAND SURVEY BY MODULE

DESCRIPTION INDICATORSModule Previous Quarter

Cumm. Accomp.Present Quarter Cumm. Accomp. REMARKS1 2 3 Total

1. Total Survey Returns transmitted & submitted to LMS for IVAS

date submitted # hectares

# landholdings 2. Area with LMS Certificate of Acceptability # hectares 3. Area for correction/revision # hectares # landholdings 4. Area wit approved survey plan (ASP) date approved # hectares # landholdings 5. with on-going preparation of partitions # hectares # landholdings 6. with on-going generated individual CLOA # hectares

# landholdings 7. Areas with Exclusion/Inclusion Proceedings # hectares # lots 8. Areas for Signing and Sealing @ DARRO/DARCO # hectares 9. Areas submitted to ROD for Registration # hectares # CLOA 10. Total Area with individual CLOA # CLOA # ARBs 11. Total Area Distributed # hectares # CLOA # ARBs 12. Financial Status 13. Amount of 1st tranche (60%) Php 14. Payments/Disbursements Php 15. Amount of 2nd tranche (40%) Php

DESCRIPTION INDICATORSModule Previous Quarter

Cumm. Accomp.Present Quarter Cumm. Accomp. REMARKS1 2 3 Total

16. Payments/Disbursements Php Prepared by: Approved by:

CARPO for Operations/LTI Operations Officer Provincial Project Manager

BLD FORM

DEPARTMENT OF AGRARIAN REFORM2010 FUNDED SURVEY PROJECT by Contract (New Lands)AS OF ___________

Region:

Province *Project Scope

Contract Price

** Grand Total Transmitted to LMS for V & A

Grand Total

Approved

July *** Year to date

DAR Balance on-going survey

DENR Balance on-going

V & A

This Month Total Transmitted to LMS for V

& A

ApprovedTransmitted

for V & AApproved

CarpableNon-Carpable Carpable

Non. Carpable

Pesos Area (ha.0 Area (ha.) Area (ha.)Area (ha.) Area (ha.) Area (ha.)

Area (ha.) Area (ha.) Area (ha.) Area (ha.)

N/A N/A TOTAL

BLD FORMDEPARTMENT OF AGRARIAN REFORM

2010 SURVEY PROJECT BY CONTRACT AND BY ADMINISTRATIONAS OF _____________________Region

Funding Year

Mode of

Survey

Project Scope

Contract Cost

Grand Total Transmitted

Grand Total

Approved

July July BALANCEThis Month This Month

DAR On-going

Survey

DENR On-going V &

A

Transmitted to LMS for

V & A

Approved Transmitted to LMS for

V & A

Approved

CarpableNon.

Carpable CarpableNon.

Carpable(in

has.)(In

Pesos) (In ha.) (In ha.) (in ha.) (in ha.) (in ha.) (in ha.) (in ha.) (in ha.) (in ha.) (in ha.) N/A N/A

DEPARTMENT OF AGRARIAN REFORM2010 SURVEY PROJECT BY CONTRACTAS OF _____________________

Regional ReportBidding Form

Funding Year Mode of Survey Project Scope

Contract Cost Grand Total Transmitted

Grand Total Approved

Status of Bidding

(In ha.) (In Pesos) (In ha.) (In ha.)

CHAPTER III RURAL FINANCE

RURAL FINANCE SERVICEOPERATIONS MANUAL

I. PREFACEA. Guiding PrinciplesThe national government pursues to reduce poverty through equitable growth and rural development. The Second Agrarian Reform Communities Project (ARCP 2) Rural Finance Service under the Agricultural Enterprise Development (AED) will uphold the instituted DAR policies regarding rural finance spearheaded by the Bureau of Agrarian Reform Beneficiaries Development (BARBD). This includes the Memorandum Circular No. 17. S. 2003, stipulating Micro-Finance Policy Framework for Agrarian Reform Areas to provide for an effective delivery of financial services to household and community-based enterprises in agrarian reform areas. To achieve the goals enhancing the delivery of financial services in the rural areas under MC 17, the Department implements micro-finance programs as part of the package of support services.

B. R.A.9700The Project will also adhere to the Implementing Rules and Regulations (IRR) being formulated under the Republic Act 9700 also known as “An Act Strengthening the Comprehensive Agrarian reform Program (CARP), Extending the acquisition and Distribution of All Agricultural Lands, Instituting Necessary Reforms and Amending for the Purpose Certain Provisions of RA. 6657”. Under this policy, the Department is mandated to continuously provide farmers and farm workers, ARBs, with opportunity to enhance their dignity and improve the quality of their lives through greater productivity of agricultural lands.

C. Second Agrarian Reform Communities Project (ARCP2)Along this line is the parallel goal of the Second Agrarian Reform Communities Project (ARCP2). ARCP2 of the Department of Agrarian Reform (DAR) is an ADB assisted undertaking wherein the long-term development goal is to reduce poverty in about 152 agrarian reform communities (ARCs) and 11 ARC Cluster located in the southern Philippines.

1. GoalThe long-term development goal of ARCP2 is to reduce poverty and thus improve the socio-economic status of the identified communities in selected ARCs and ARC clusters. Specifically, the Project aims to increase the income of the ARBs and other farmers in the Project areas and to contribute to improved quality of life in the ARCs in a sustainable manner. The Project is expected to achieve the following outcomes: i) improved access to livelihood assets by the rural poor including the landless farm workers; ii) developed sustainable livelihoods, agribusinesses and long lasting improvements in the well-being of the poor and marginalized groups in the target communities.

2. ObjectivesThe objectives of the project are as follows:

(a) Improved access to livelihood assets by the rural poor including the landless farm workers;

(b) Developed sustainable livelihoods, agri-business and long lasting improvements in the well-being of the poor and marginalized groups in the target communities.

D. Introduction to Rural FinanceIn recognizing the effectiveness of micro-finance in poverty reduction, the ARCP 2 included in its project priorities, the provision of rural finance service to the covered ARCs due to the following conditions:

1. Low Access to Credit. ARC organizations have expressed concern about their inability to avail of production loans and financial assistance for income generating agri-enterprise activities while recognizing their limitations in improving their organizational capacities and networking abilities for local resource mobilization. Most of the households in rural areas mainly rely on informal sources for their farm production and household consumption credit requirements. Very few, if at all, are able to access credit from formal sources. Private financial institutions such as rural banks, credit cooperatives, and MFI, on the other hand, are reluctant to extend credit in the ARCs due to poor infrastructure and production support services, which make lending relatively more costly and risky. Many ARCs too are small and may not be able to generate the needed volume of effective credit demand sufficient to attract private financial institutions.

2. Failure of Direct Credit for Small Farmers. The direct credit approach of formal credit has generally failed to stimulate farm investments, production, and income among small farmers. Most subsidies intended for small farmers were believed to have been captured by better-off farmers. The credit programs also experienced high default rates as many farmers viewed the loans to be government dole-outs. The programs also did not encourage private financial institutions to mobilize savings as the former offered cheap credit funds, while at the same time, dampening these institutions’ enthusiasm to engage much more substantially in agricultural lending as caps on interest rates (which were meant to keep the interest rates low for the farmers’ benefits) made small farmer lending unprofitable.

3. Opportunities in Microfinance. While MFIs have proven that providing credit to the poor can be profitable, two major challenges remain. i.e., deepening their reach among the poor who may need access to other financial services other than credit (e.g. savings facilities, health care, money transfer); and addressing the needs of farming households for agricultural loans. (Italics by DSR) In particular, the two basic features of microfinance loans (i.e. step-up loan amounts and small, but frequent instalment payments) may not easily be incorporated in the design of agricultural loan products. 4. New Models of Rural Finance. There are a number of alternative models that are also proving to be opportunities to increase access by the poor to rural finance such as “agricultural microfinance” and “corporative” models. While still in the early stages of development, such models provide opportunities for

producers in rural areas to gain access to finance, at the same time developing skills in production and marketing.

II. PROGRAM COVERAGE:A. Agrarian Reform Communities (ARCs)

The Project area will cover eighteen (18) provinces spread across the six (6) regions in the southern half of the Philippines. The area coverage manifests the government priority concerns for extending development assistance to ARCs, which are not yet covered by national programs and by foreign-assisted projects under DAR. The Project area adheres to a more condensed and focused scope giving due consideration to the poorer regions in the country. The ARCs were identified and selected on the basis of the review and analysis of the list of provinces with the highest poverty incidence. The analysis also took into perspective the ADB Country Strategy Program, which recommended a strategic focus on Mindanao due to continued lagging development progress. The poorest areas in Visayas and Luzon particularly the Bicol region were given special attention in addressing interregional and intraregional disparities.The table below lists the eighteen provinces with the number of target individual ARBs.

Table 1. List of target ARBs per province RFS Target ARBs per Province# Province No. of ARBs

1 Marinduque 750 2 Romblon 633

3 Camarines Norte 1,000 4 Camarines Sur 650 5 Sorsogon 1,258 6 Negros Occidental 1,400 7 Leyte 1,700 8 Eastern Samar 1,380 9 Northern Samar 1,204 10 Western Samar 936 11 Zamboanga Del Norte 1,750 12 Zamboanga Del Sur 2,500 13 Zamboanga Sibugay 1,800 14 Basilan 350 15 Lanao del Norte 100 16 Maguindanao 458 17 Sulu 150 18 Tawi-Tawi 200 Total 18,219

B. Classification of Target Areas The target areas of ARCP2 are classified according to the presence (or absence) of success factors that will facilitate the entry of rural financial institutions, and subsequently make sure the successful financing of viable micro/small enterprises and/or agribusiness projects in ARCP2 areas. The success factors include (a) presence of least all-weather road networks, (b) high population/ARB household density, (c) with basic electrical/water services, (d) with peace and order that warrants business

confidence, and (e) other infrastructure support that will keep transactions costs down and lending risks manageable.

1. Hard-to-Reach Areas (HRAs) - Most ARCs in Northern/Eastern Samar, ARMM and island provinces like Romblon are likely to be considered Hard-to-Reach Areas. ARCs under this category are characterized by the absence of reliable road and service infrastructures. It is further assumed that there are very few (if at all) People’s Organizations (PO) in these areas. However, it is likely that there are informal self-help groups (SHGs) like Neighbourhood Associations, Rotating Savings and Credit Associations (ROSCA) and the like, in these areas. These informal groups are engaged in simple savings and lending arrangements but they can become viable cooperatives through appropriate savings-based PO technology.

2. Emerging Productive Areas (EPAs) - These areas are relatively more progressive than HRAs. MFIs and credit-granting cooperatives thrive in these areas. EPAs are likely in 4th - 5th class municipalities with many un-served or un-banked ARC farmers. Hence, the challenge is to enable MFIs and coops to serve ARC farmers through appropriate agri-oriented loan products.

3. Prospective Agribusiness Areas (PAAs) - PAAs are where WLIs like LANDBANK accredited Countryside Financial Institutions (CFIs) predominate. The CFIs will be encouraged to increase outreach to target ARCP2 farmers through a market-driven enterprise development approach (akin to AGRISOL under World Bank-assisted ARCDP2). The CFIs include the Bank-assisted Cooperatives (BACs) and MFIs of LANDBANK. High-value commodities (e.g., processed malungay, coffee, Cavendish banana, etc.) with clear markets (evidenced by a forged market agreement) will be the top-most economic undertaking in these areas.

III. SCOPE AND STRATEGIES A. Four areas of intervention

1. Support to ARBs - direct farmer support through trainings and helping them be eligible borrowers of MFIs/RFIs as well as assisting them to be good creditors.2. Support to struggling Cooperatives helping the cooperatives be eligible/viable borrowers of rural banking institutions.3. Support to MFIs. Provision of trainings, skills training for clients of MFIs, and MFI staff.4. Support to progressive cooperatives. Development of Business Plans,

B. Strategies 1. Linkaging with Wholesale Lending Institutions (WLI) - FAPs with the active participation of WLIs tend to be in a better position to achieve targets on time. WLIs can provide credit funds and oversight services to client-retail institutions. As source of credit funds, and orchestrate the retail institutions towards ARCP2 goals. With this scenario, RFS will be in a better position to significantly contribute to ARCP2 deliverables. ARCP 2 can link with the LANDBANK as the WLI for Market-Driven Agribusiness Projects. ARCP 2 will enjoin the cooperation of through a Memorandum of Agreement (MOA) with LANDBANK. LBP, through its affiliate MFIs and cooperatives can assist our ARCs in financing the plantation-

type (more than 50 hectares) agribusiness projects. This strategy is called— Market-driven Enterprise Development Approach (MEDA). The first step here is to identify buyers (e.g., Chowking in need of vegetables) of agricultural commodities. Preferably, buyers of high-value agricultural commodities (e.g., malungay, citronella oil, yellow corn, etc.). The next step is to identify ARCP2 farmers who can commit to supply the requirements of the said buyers. On the strength of the market agreement that buyers and suppliers (ARCP2 farmers) will forge, LANDBANK and its affiliates will finance the production requirements of the ARCP2 farmers. As an alternative option under this strategy, LANDBANK will finance anchor firms (private corporations) which are engaged in rubber, oil palm coffee, and the like. LANDBANK will finance the anchor firms only if it will expand to ARCP2 areas. The intention here is to serve the ARCP2 farmers, albeit indirectly through the anchor firm.Loans will also be provided to the cooperatives, through LANDBANK and other wholesale lending institutions, for on-lending to the ARBs and other borrowers in the target communities. The size of the loan to be extended to a cooperative will be based on the credit needs of its clients in the target communities and by its debt-absorptive capacity.This Manual includes the DAR-LBP Operations Manual for Agri-CASH.

2. Linkaging with NGOs/MFIs. Despite efforts done, there is still a big number of ARBs that are not reached by formal financial institutions. Based on DAR (CY 2003) research, 26% or 550,000 ARBs out of the 2,200,000 ARBs have no formal credit. Hence, there is a need to continue searching for ways to reach out to this large number of ARBs still needing access to formal credit, most of whom are located in poor farming communities.In line with this is the Joint DAR-LBP Memorandum Circular No. 1 - The GRASS ROOTS MICROFINANCE IN AGRARIAN REFORM AREAS (GMFA) whereby there is a provision for linkaging with MFIs. The program aims to link ARBs and members of their household to microfinance institutions (MFls) that can provide them with financial services on a sustainable basis. In particular, ARCP 2 AED – RFS can assist the GMFA in providing institutional support fund to MFIs to achieve the following:(a) Facilitate the access of ARBs through linking with MFls that will provide

financial and other services to the ARBs and other community members in ARCs;

(b) Provide capability building assistance and credit support to cooperatives to enable them to become effective and efficient microfinance service providers;

(c) Provide effective learning approaches and technical assistances on grassroots microfinance, specifically on savings and credit schemes;

(d) Identify and develop mechanisms that would sustain the gains of the technical assistance given to the ARBs, cooperatives, and MFls.

3. Direct ARCP 2 NPCO/RPO/PPO interventionOrganize Savings and Loans Groups (SLGs) and Transform SLGs into Viable Cooperatives - this entails two sub-strategies: (a) Using savings as a basic organizing tool; and (b) Using savings as capacity-building intervention. The former sub-strategy is

for areas without any form of organization while the latter is for those areas with informal organizational arrangements (e.g., ROSCA) which require organizational strengthening thru savings. All savings groups are expected to be registered as (single-purpose) cooperatives within the technical life of ARCP2. In turn, all cooperatives organized by ARCP2 will have sustained access to formal credit sources in due time.

IV. OPERATIONAL FRAMEWORKC. Intermediate results:

Key Result Area Objectively Verifiable Indicator Commercialization of agriculture 152 ARCs to start/increase their savings and credit operations

by year 3 At least 18 MFIs assisted to pilot test their agriculture based microfinance products in the ARCs by year 2 At least 15,000 ARB borrowers enabled to have access to credit and savings facilities of MFIs and/or cooperatives by year 6 At least 90% repayment rate rates by year 6

Savings pools are tapped to fund potential investments

Savings generated increased by 30% for each of the 152 ARCs in year 2Number of MFIs assisted on agricultural microfinance loan Number of coops strengthened/assisted on savings and credit operations Number of ARC borrowers on farm production loans Number of ARC microfinance operators that access micro-credit

D. Components:Project outcomes will be pursued through the design and implementation of an integrated and complementary package of development investments involving: a) community-driven development for specific vulnerable groups which shall include community mobilization and capacity building programs, and support for social capital formation; organizational development, to strengthen capacity of local organizations; and good local governance; b) agriculture and enterprise development programs, which shall include technical support and improving access to appropriate rural finance, to assist farms and enterprises to be more productive; and stabilizing land tenure through land survey and titling; c) provision of support rural infrastructure to improve physical access, community irrigation facilities, post-production facilities, and critical social infrastructure; and d) project management which will be mainstreamed in a sustainable manner. Additional key features of ARCPII will strive to enhance the ownership elements by the stakeholders and the long-term sustainability of the development assistance under the Project through improved institutional effectivenessE. Agriculture and Enterprise Development (AED Scope)The purpose of the agriculture and enterprise development is to provide strategic support services to participating ARCs and ARC clusters to (1) generate sustained increases in agricultural production and productivity; (ii) increase economic activities and value-added in the target areas; and (iii) pilot ARC connectivity strategies. This

undertaking is expected to improve the livelihoods through better market orientation and value addition by ARBs. The output consists of four sub-components (i) agriculture productivity improvement, (ii) enterprise development; (iii) enhanced access to rural financial services (RFS); and (iv) land tenure improvement. RFS will address the high demand for rural finance that was evident in the first ARCP, supporting a specific rural finance sub-component that will facilitate access to broader range of financial services at the ARC level.

F. Rural Finance Service (RFS) 1. Farm production Credit Support for members. 2. Agri-Business Credit Support for ARC Cooperatives. 3. Micro-Enterprise Credit Support.4. Support to “Corporatives”.

G. Specific Activities1. Farm Production Credit Support for members. (a) capability building on Group Savings Schemes;(b) orientation and development of partnerships with Rural Finance Institutions

(RFIs) (c) orientation and development of effective strategies for loan collection (d) development of agri-loan product with RFIs;(e) NGO Contracting to help ARCs organize self-help groups.

2. Agri-Business Credit Support for ARC Cooperatives. (a) assessment of projects for agri-marketing investments (b) cross learning consultations;(c) trainings related to cash flow and financial projections(d) business planning seminar/workshops (e) book keeping (f) audit and internal controls (g) financial statements analysis (h) management of post harvest facilities (i) trading operations support for ARC (j) Agri loan market research and product development

3. Micro Enterprise Credit Support (Support to MFIs).(a) provision of micro-finance experts (b) provision of performance based incentives (at P 500 each) (c) training on micro-enterprise for clients of MFIs (d) skills training for MFI staff4. Support to “Corporatives”. (a) Capital Build-Up Intensification, (b) Technical skills training on setting up and operation of POs (c) Marketing assistance (d) F/S assistance on selected ARCs (e) promotion of Corporatives – advocacy orientation workshop (f) Exposure visit to existing corporative models (g) organizational management(h) corporative business plans.

V. MECHANISM OF IMPLEMENTATION:A. At the ARCP2 National Project Coordinating Office (NPCO) level:

The AED Unit of the National Project Coordination Office (NPCO) will serve as the technical arm for the provision of specialized services in agricultural production, enterprise and marketing development, rural finance and land tenure improvement.

1. Prepare the national work and financial plan for RF as part of the AED.2. Review, Evaluate and Prepare the consolidated RF reports submitted by the

six regions;3. Strategize the implementation of the RF sub-component;4. Oversee the implementation of RF sub-component;5. Coordinate with LBP on Agri-CASH implementation and with other

NGOs/MFIs.

B. At the DAR Regional Project Office (RPO)The management and staff complement of the RPOs shall be mainstreamed in the six (6) DAR regional offices. The DAR Regional Director will serve as the Regional Project Manager (RPM) in a concurrent capacity. The RPM shall oversee Project implementation in the region and shall supervise the ARCP 2 Provincial Project Offices (PPOs) involved in the Project. The RPM together with the Technical Specialists and designated technical and administrative support staff will be responsible in undertaking the role and functions of the RPO.

1. The respective Regional Rural Finance Consultants shall prepare an initial region-wide evaluation report regarding the status of the covered ARCs with the following classification and their cooperatives.

2. Prepare the regional work and financial plan for RF as part of the AED. 3. Review, Evaluate and Prepare the consolidated regional RF reports submitted

by the covered provinces;4. Oversee the region-wide implementation of RF sub-component;5. Coordinate with LBP on Agri-CASH implementation and with other

NGOs/MFIs.

C. At the DAR Provincial Project Office (PPO)In order to ensure effective supervision and further mainstream Project operation and implementation arrangements at the provincial level, DAR FAPsO, in close collaboration with the DAR Regional Offices, will establish the PPOs to coordinate ARCP 2 activities at provincial and municipal levels. The specific functions of the PPOs under the AED sub-unit are as follows:

1. Prepare the provincial work and financial plan for RF as part of the AED.2. Review, Evaluate and Prepare the consolidated provincial RF reports

submitted by the covered ARCs;3. Oversee the day-to-day implementation of RF sub-component;4. Coordinate with LBP on Agri-CASH implementation and with other

NGOs/MFIs.

D. At the Municipal LevelThe Municipal Agrarian Reform Officer (MARO) will be responsible in overseeing the implementation of ARCP 2 at the municipal and ARC levels. For the provision of technical assistance and support to the ARC and the LGU, the MARO will be assisted by PPO and Technical Specialists from the RPO. The MARO will closely collaborate with the office of the local chief executive through Local Project Office (LPO), which serves as the base unit for all Project interventions in the ARCs.

V. REPORTING REQUIREMENTS Attached in this Manual are the RFS reporting requirements which is still subject for discussion and further improvements.

ARCP 2- Provincial Level ReportRFS Reporting Form No.Province:_________________________________

ParticularsGlobal Target Provincial Accomplishment Accomplishment

Three levels of assistance Target as of _________ Sem. _____ 20101. MFIs/ No. of MFIs to be linked with the project:

Coordination Meetings with MFIs Linkaging with MFIs Trainings on micro-Enterprise for clients of

MFIs MFI skills training

2. Cooperatives No. of Cooperatives to be assisted under the project:

Assessment of cooperatives Cross learning consultations Cross learning visits among cooperatives Agri-Loan & market research for cooperatives Trainings for officers and members of

cooperatives List of trainings for officers and members of

coops: Cash flow & financial projections Business planning seminar/workshops Book keeping Audit & internal controls Financial statements analysis Management of post harvest facilities Trading operations support for ARC

3. Individual ARBs No. of Individual ARBs to be assisted under the project:

Mobilization of self-help groups

Capacity building for self-help groups

Trainings for self-help groups Integration of self-help groups to the formal

organizations

Page 39 of 70

ARCP 2

AED-RFS BASIC DATARegion:Province

Name of ARC

*Classification of ARC

List of Peoples Organization

List of Cooperative

OM **Classification of Cooperative

List of MFIs/ARC

No. of ARBs No. of Non-ARBs

No. of IPs

RatingM F Total M F Total

* Classification of ARCs/Target Areas

a. Hard to Reach Areas (HRAs)- absence of reliable road and service infrastructuresb. Emerging Productive Areas (EPAs)- progressive than HRAs, MFIs and credit granting cooperatives thrive in these areasc. Prospective Agribusiness Areas (PAAs)- where whole sale institutions (WLIs) like LBP accredited CFIs predominate

** Classification of Cooperativesa. STAR - Strong cooperatives, potential for growth dynamic, profitable, popular with creative servicesb. STONE - Reliable, safe cooperatives, with strong foundation, provides the members with financial security and credibilityc. PROBLEM CHILD - Innovative coops but not yet proven. Has a potential to be a stone but some projects has failedd. DEAD DUCKS - Take up management and financial resources and provide little or no added value for the effort required

Prepared by: Submitted by: Date:AED Coordinator/Marketing Specialist Provincial Project Managers _________________

ARCP 2

Form :Work and Financial Plan for RFSProvince:_____________________

ParticularsPhysical Target

Financial Target

Fin Rqmt

Fin Rqmt

Fin Rqmt

Fin Rqmt

Three levels of assistance CY 2010 CY 2010 1 Qtr 2 Qtr 3 Qtr 4 Qtr1. MFIs/ No. of MFIs to be linked with the project:

Coordination Meetings with MFIs Linkaging with MFIs Trainings on micro-Enterprise for clients of MFIs MFI skills training

2. Cooperatives No. of Cooperatives to be assisted

Assessment of cooperatives Cross learning consultations/Group meetings Cross learning visits among cooperatives Agri-Loan & market research for cooperatives Trainings for officers & members of cooperatives List of trainings for officers & members of coops:

Cash flow & financial projections Business planning seminar/workshops Book keeping Audit & internal controls Financial statements analysis Management of post harvest facilities Trading operations support for ARC

3. Individual ARBs No. of Individual ARBs to be assisted

Mobilization of self-help groups

Capacity building for self-help groups

Trainings for self-help groups Integration of self-help groups to the formal orgs

4. Admin and operational support 5. ARC Monitoring

CHAPTER IV

AED Technical Assistance Framework

In order to maximize the potential and attain the developmental objectives of the Project, the Component shall delivering technical assistance by establishing the integrated plan or technically called, the “Road Map.” Figure 2 is the Sustainable Agriculture and Enterprise Development Strategic Thrust Framework.( see attachment)

The purpose of the framework is to establish the various strategic thrusts focusing on on-farm and non-farm interventions coupled with management support and sustainability programs. Tactical supports are means to implement the strategic thrusts in order to attain the objective of increased quality of life for the farmer beneficiaries.

Technical assistance will be provided to project-covered ARCs in order to attain an increase on individual and collective primary production activities and be able to generate viable enterprises. The component shall provide various agricultural services and livelihood support, conduct surveys, analyze results, and make recommendations to better implement the Project. It will include the following:

enterprise development and management market development and promotion technology transfer, adoption and commercialization resource mobilization and investment promotion subdivision of collective CLOA support to rural finance (as a separate component)

Specific to Rural Finance, it will facilitate the access of individuals or group to financial services to finance economic activities and the strengthening of cooperatives towards access to credit for enterprises.

CHAPTER VSustainability Strategies Framework

1. Natural Resource Conservation

Agro-Forestry

This is intended to maximize the major sources of income and sustain the benefits derived by the farmers from various project interventions. Agro-Forestry is the integration of Crops, Livestock, and Tree Crops which the NPCO and PPO AED Team will be doing at the start of project intervention.

Farm by products of Crops will be fed to the livestock while animal manure will be utilized as organic fertilizer to maintain the fertility, aeration and texture of the soil. Along the way, permanent tree crops, either fruit or commercial trees will be planted along boundaries or in between to serve as windbreakers or planted in commercial scale.

Aside from maximizing income from these three major sources, Agro-Forestry will be a good strategy for Soil and Water Conservation.

Land Care

This is another strategy to control erosion thru the use of natural vegetative strips. According to studies by the International Center for Research in Agro-Forestry, an average of three hundred (300) per hectare tons is washed out to the rivers and seas annually due to erosion by water and wind.

Together with Agro-Forestry, Land Care will result into Natural Resource Conservation by preventing a large amount of soil and nutrients loss thru erosion.

Integrated Pest Management

The continuation of conducting IPM as the components strategy to decrease cost and increase yield is a must for the project areas. Aside from maximizing productivity and increasing profits, it minimizes the use of pesticides. Increase in agricultural production usually results in increase use of pesticides.

Tons of pesticides are washed away to the sea and rivers polluting marine life. Aside from decreasing the volume of pollutants in the water systems, IPM, together with Land Care and Agro-Forestry will minimize the presence of pollutants in the soil. Hence, the need to establish more Farmer Field Schools, teaching IPM in the ARCP2 areas during the remaining part of its project life.

Farmer to Farmer Extension Program

This is an essential ingredient for the implementation of Natural Resource Conservation. All the technologies, methodologies and cultural practices of Agro-forestry, Land Care and IPM can be adapted, replicated and sustained by other

farmers in the communities if the components would be able to train and develop farmer extension workers.

It is a reality in all rural development projects that one can not depend on government technicians for a sustainable transfer of technologies in the areas after project life. They are dependent on logistics, political undercurrents and commitment to continue their intervention. On the other hand, a farmer extension worker is part and parcel of the community and has always the motivation to help either voluntarily or thru incentives. Most important of all, he has the same frequency and mentality with the farmers being a farmer himself.

There is a need to develop farmer extension workers at the remaining life of the project. The component will have to develop the farmers it trained as trainers into extension workers with provision to make his own farm as a model and demonstration farm in his neighborhood. Figure 3 presents the framework of the Natural Resource Conservation Program.

2. Institutionalization of Rural Finance

The breakthrough of MICROSOL in getting 16 Micro-Finance Institutions to participate in the project is laudable. These MFIs will continue to service the communities in the project areas maybe for a lifetime if its operations are profitable. Hence, there is a need to further capacitate the farmers in the areas of marketing and other allied skills to further develop, expand, and sustain their existing micro-enterprises.

The same is through for the cooperatives and other Peoples Organization in the project area. AGRISOL is just a start. Further, capacitating Cooperatives and POs towards sustainable commercialization of their enterprises will sustain its present operations.

Compared to other stakeholders, relationship with Financial Institutions is a lifetime partnership if the Bank continues to have a profit in its operation and the borrowers are able to increase and sustain their income from various enterprises.

3. Institutionalization of Markets

How to sustain the buyers for various commodities in the local, regional and national market is still a long shot for the component. Considering that marketing is the lifeblood of any enterprise, the AED/SRF Components will find ways and means to institutionalize and sustain the present markets of the ARCs. The intricacies and dynamics of the marketing system and its ancillary sub-systems would be further studied and the results will be incorporated with the lessons learned, innovative approaches, effective strategies and best practices from ARCDP1 and other rural development projects. This will pose a great challenge to the newly hired Marketing Specialist and the entire CPO and PPO AED Teams.

4. Institutionalization of Service Providers

The Organization of Service Providers, if institutionalized, will serve as the umbrella organization to continue the interventions [provided by the components as well as the project, to the communities.

The component will give priority to the establishment of a center in each province as means to institutionalize the Organization of Service Providers. It will need the help of DAR and other agencies to undertake such a sub-project.

5. Productive Asset Build-Up

Increase income and increase productive assets always go hand-in-hand in any development project. As household purchasing power increases, productive assets are acquired. Productive assets will result in further increase income and improve in farm productivity thereby sustain the income of the household.

As much, the components will continue in its intervention to increase the productive assets of the households and People’s Organization. In the focus areas of crops, livestock, non/off farm and pre/post harvest facilities, it will encourage and help the communities increase its productive assets such as but not limited to, herd build-up, planting more tree crops, acquisition of processing equipment, build and construction village level manufacturing facilities and with consequent acquisition of utility vehicles and other farm machineries and equipments.

6. Consolidation/Building on the Investment from Rural Infrastructure, Community Driven Development and other Foreign-Assisted Projects (FAPs)

Part of the homestretch cum sustainability strategies is the consolidation of interventions made in all ARCs. It will build on the investments from the Rural Infrastructure and Community Driven Development Components of ARCP2 and other Foreign-Assisted Projects towards the attainment of the project’s developmental objectives.

Maximize the farm lands utilization for agricultural productive use surrounding the investment from rural infrastructure- irrigation system, farm to market roads, solar driers etc. Off-season and high value crops and livestock will be the top priority enterprises to be developed.

CHAPTER VIMonitoring, Assessment, and Planning

Monitoring is a management information tool that keeps us posted of developments in the project. But, alone, monitoring has a limited value. It makes us aware of what have happened or not, but falls short of informing us why things have happened or why things did not happen as expected. Answers to the latter question are what evaluation or assessment seeks to provide. In short, monitoring generates the raw data that evaluation or assessment processes into meaningful information critical to the making of rational management decisions.

1. What and When to Monitor

The annual and quarterly work plans provide the basis for monitoring and assessing the developments with respect to the component’s implementation. Although monitoring reports are expected by the PPOs and the NPCO at the end of each quarter, those involved in the component’s implementation are expected to record developments as these happen. Annex __& Annex __ shows the standard formats that shall be used in monitoring the quarterly accomplishments against the planned targets.

2. Who and How to Monitor

Monitoring the Agriculture and Enterprise Development/Support to Rural Finance Component is a regular job of the project’s Management Information System Unit. The enormity of the project, however, makes it virtually impossible for the scarcely staffed MIS Unit to monitor the component alone. Accordingly, the AED, RPMO/PPMO, the ADCs and DFs are expected to actively help perform this task which will involve the participation of the ACIT-AED Committee, beneficiary POs, NGOs (if any), and the agricultural technicians as sources of information.

How do we carry out the monitoring job? In layman’s term, monitoring is simply the recording, among others, of what events transpired and what did not, when and where these transpired, how did this happen, who were the actors involved, what stood in the way to accomplishing the planned activities and targets. With the quarterly work plans as reference documents, monitoring may be done through any or a combination of the following methods:

actual field visitations personal interviews with the key implementers/actors group-focused dialogue with key implementers

It may be emphasized that the job cannot be done with precision when the “monitored” is away from the scene of events, much less from the principal actors involved. Such is why it behooves the “monitored” to be in the thick of expected events or close to organizations and individuals that have to do with accomplishing the objectives of the component.

3. Assessment and Planning

This exercise happens after monitoring is completed. Briefly, assessment seeks to determine what we are up to and what we are up against as far as implementation of the component is concerned, including the whys and wherefores which have shaped the level of accomplishments. Results of each assessment provide the basis for re-planning, plan revision or adjustment. The PPOs are expected to assess their accomplishments on a quarterly basis, results of which become inputs to the Project Management Board and the ADB. Two national assessments happen every year.

Assessments, whether quarterly, semi-annual or annual, are best conducted via workshop as this format is inherently participatory. The standard process involves the following activities:

Reporting of accomplishments against planned targets, by ARC and by component;

Open Forum after each report as venue for clarification, additional information and suggestions for improvement;

Planning workshop to draft work & financial plan for the succeeding quarter (refer to Annex K) ; and

Plan presentation.

Component Reports

Results of periodic assessments are packaged into quarterly, semi-annual and annual reports. Each PPO is expected to submit the following reports to the NPCO.

Type of Report Date of SubmissionQuarterly Report

(by ARC & by province)First week of the succeeding quarter. The 1st Quarter report should reach the NPCO during the 1st week of the 2nd Quarter

Semi-Annual Report,(by ARC & by province)

First week of the succeeding semester

Annual Report,(by ARC & by province)

First week of the first month of the succeeding year

The foregoing provincial reports shall be made according to the format shown on Annex I. It may be emphasized that periodic reports shall be made on a per ARC basis. In this manner, we can keep track of the development of each ARC. Apart from individual ARC reports, the PPOs are expected to prepare and submit a consolidated report.

APPENDIX ANatural Farming System Plan

Rationale: Quality food from quality farm harvest is now the basic concern of every

consumer for health and wellness.

Project Objective: Vis-a-vis Natural Farming System Plan Use of organic farm waste to rehabilitate and improve the soil Improve nutritional status of crops and livestock Repel pests and diseases Increase yield and income Improve health and nutrition of house holds

Technical Description: Use of Microbes, earthworm in compost/fertilizer production Feed the soil, bring back soil life (rehabilitation) Holistic organic based approach Use of bio-control methods in pests management

Natural Farming System Implementation

1. Environmental Scan2. Implementing structure & Personnel Complementation3. Activities cum Time Frame4. Budget5. Partnership/linkages

Strategies cum Activities

1. Natural Farming System: Dissemination to Project areas/Project Management

National, Regional, Provincial Management Appreciation/Training seminar

Provincial/Municipal Training Seminar Barangay /Coop Training/Workshop Seminar Distribution of inoculants and brochures Community Awareness

2. Adaptation of Natural Farming System with corresponding subcomponents

NFS training and adaptation Farmer-to-farmer extension program Land care Farmer’s Field Day Field visit/ Lakbay Aral

3. Integrated Pests Management

Surveillance Teams (Households) Partnership with Private Academic & Public Institutions Training on pro-biotic control & management of pests & disease Training on environmental safeguards Community ownership

C. Activities Cum Time Frame

- Finalized with all levels of stakeholders

D. Budget

- For allocation per ADB-DAR Document

E. Monitoring and Evaluation

- Adopt the M & E / AED Systems of documentation

APPENDIX B

SUSTAINABLE AGRO-FORESTRY DEVELOPMENT PLAN

Rationale

- Address worsening upland degradation & poverty of upland dwellers

- Adoption of NFS in Agro-forest Development- Stop Slash & burn, cash crop growing in steep slopes

Objectives

- To set-up community based sustainable agro-forest development plan to enhance upland development

- Generate food/feed stuff and households jobs/employment to ARC beneficiaries

- To involve various stakeholders in the Sub ADP- Evolve agro-forest enterprises among the ARCs to improve

livelihood & increase purchasing power of ARBs

Technical Description

SADP Methodologies/Strategies

- Awareness Bldg. among Households of the ARCs through training/seminar on SADP

- Gaining/effect stakeholders support to the Plan – LGU/Line Agencies

- Establishment of nurseries and comfort production units- Technical trainings on Natural Farming System, nursery &

plantation establishment & management- Counter planting scheme with other stakeholders shall be

observed- Involved inter-agency participation – DA, DTI, DENR, SCU in

the SADP- Identification of agro-forest areas

Individual household areas Communal Plantation – CLOA Holders (mother title)

Agro-forest Fund Approval Process

- Project evaluation by the Provincial/Regional Technical committee (DAR/DENR/LGU)

- Endorse to NPCO to RFI/MFI/GFI- Approval and fund release- Project Implementation- PIME Eligibility

- PO/Coop has to undergo agri-bussiness /up sealing of product development

- Requirements of GFI/MFI/RFI- Viable project proposals- Environmentally friendly And ecologically sound- Socially acceptable, financially profitable- Gender Sensitive

Training and Workshop

- Identified SADF beneficiaries shall be eligible for training assistance packages

- SALT technologies- seedling prevention, Establish of contour lines and hedge rows, set up silvi cultural, pastoral and plant care systems

- Complementation of livestock production upon completion of feedlots/forages/pastures.

- Organizational and leadership trainings will be conducted to sustain excellent arrangement of the organization resource and assets

Monitoring & Evaluation

- Adopt the AED /M &E system in coordination with ARCP2 projects M & E component

Appendix C

AGRI-ENTERPRISE AND MARKETING DEVELOPMENT PLAN

Rationale

Objectives

Technical Description

- Strengthen farm, non & off farm production- Maximize the utilization of local resources to generate livelihood,

enterprises and market opportunities for the benefit of ARC households

Strategies and Methodologies

- On farm development adopting the NFSP /SADP/OLDP- Strengthening of the cooperatives business enterprise/activities- Conduct of market research on supply & demand of agri-based

products including price & potential buyers- Forge business linkaging/joint venture agreements- Access micro agri-enterprise loan assistance- Set up livelihood projects among small group Household

Technical assistance and Support

- Improved/adopt natural farming systems/management- Commercial crop production integrated with livestock production- Sustainable Agro-forest Development

Appendix D

SUBDIVISION OF COLLECTIVE CLOAS

1. Voluntary conversion of Collective into individual CLOAS2. Utilize individual Titles to access institutional credit3. Financing for subdivision survey

Consolidated AED Operations Manual as of June 2010

Documents

Transcript of Consolidated AED Operations Manual as of June 2010