Partnership for Effective Governance (2010)

7/27/2019 Partnership for Effective Governance (2010)

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PARTNERSHIPS for EFFECTIVE GOVERNANCE 1


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2 Cementing Pathways to Financing the MDGs


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You cant clap with one hand. This Chinese proverb bestexplains why the need to be in pair, most, if not all the time, toget a job done.

This is particularly true in governance, especially in develop-

ing countries like the Philippines, where extreme poverty persists.

Poverty is defined as the condition of having insufficient re-

sources or income. In its most extreme form, poverty is a lack of basic

human needs, such as food, water and sanitation, clothing and shelter

and health services. In the Philippines, poverty has a face. Poverty is

written all over those who struggle for food and shelter everyday.

In developing countries like the Philippines, international or-

ganizations believe that when a household income is less than USD 1 a

day, the family belongs to the poorest of the poor or destitute. This

condition is especially true when extreme poverty begins to threaten

peoples health or lives.Needless to say, the task of fighting poverty in the Philip-

pines is too big and too important to be left to the government alone.

To fight poverty, citizens participation becomes relevant, espe-

cially when efforts to uplift the living conditions of the

poor seem to fail over and over.

Crucial to partnership building against poverty

is cooperation between and among the vari-

ous actors - government, private

sector, nongovernment organi-

zations, peoples organiza-

tions, and even the church.

The people in the

communities, being the ones

who experience the problem,

should however play a moreactive role to help boost gov-

ernment effort in combating

poverty.

With their indigenous

knowledge on what kind of

problems that persists, it is the

PARTNERSHIPS

FOR EFFECTIVEGOVERNANCE


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people in the communities

who need to organize them-

selves to help government

pinpoint the reasons behind

poverty and help explainwhy such government inter-

ventions fail to address the

problem.

Coming up with op-

tions, alternative solutions,

or other courses of actions

should be thoroughly stud-

ied; government programscarefully planned and imple-

mented jointly by anti-pov-

erty players and actors for

anti-poverty programs to

work.

People coming together from different sectors should be able

to come up with the best possible solution to the problem. Two headsare better than one, so to speak.

Plausible enough, the government is providing ample space

for citizens participation in its undertakings. This was further boosted

by the passage of Republic Act 8425 also known as the Social Reform

and Poverty Alleviation Act, which was signed into law. In June 1998,

the National Anti-Poverty Commission (NAPC) was created. Part of

its mandate is to coordinate with national and local government, in-

cluding the private sector, to assure the full implementation of all so-cial reform and poverty alleviation programs.

Partnerships in governance promote participation, which has

varying definitions.

The World Bank defines it as a process through which stake-

holders influence and share control over development initiatives and

the decisions and resources which affect them.

The Asian Development Bank states that the principle of partici-pation derives from the acceptance that people are at the heart of develop-

ment. They are not only the ultimate beneficiaries of development, but

are also agents of development. In the latter capacity, they act through

groups or associations and as individuals. Since development is both for

and by people, they need to have access to institutions that promote it.


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The NAPC is a partnership mechanism between government

and civil society with its main mission of combating poverty in the

Philippines. The creation of NAPC boosts the idea of forging partner-

ships in governance at all levels from the national down to the regional,

sub-regional, and local levels to combat poverty.The challenge is how to make such partnerships in governance

work. Partnerships are best forged by partners with certain level of

commitment. In most cases, a contract, in the form of Memorandum

of Agreement or Memorandum of Understanding determine the duties

and responsibilities of the parties. The level of government interven-

tion, as well as civil society participation in the implementation of anti-

poverty program which the parties have agreed upon is necessary.

While there are formal programs aimed at alleviating poverty,there is definitely room for improved outreach of target sectors to har-

ness the presence, experiences and strengths of anti-poverty groups

and other stakeholders, both at the national and local levels, in allevi-

ating poverty on a much significant scale.

Partnerships for poverty reduction open opportunities for unit-

ing reformers in government, in citizens groups and in local communi-

ties to put the best foot forward in the pursuit of sustainable human de-velopment. It is, hence, an opportunity that must be explored at all times.

Why government programs failOne reason why government programs fail is because the problems and

solutions do not match. In this case, no amount of government resources

and/or expertise will succeed in improving the lives of the poor. And

when government programs repeatedly fail to deliver the promised ben-

efits, the peoples disgust and distrust on the government begins.Government often keeps on injecting the wrong cure or solu-

tion precisely because of the failure to identify what precisely is the

problem. Often, governments wrong assumptions of the problem ex-

perienced by poor communities lead to the formulation of wrong courses

of action or interventions.

This can also be because of poor, if not lack of, proper coordina-

tion between and among concerned government agencies and communitystakeholders, particularly the target beneficiaries of the program.

Problems such as fighting poverty in farming communities,

for example, should not be the sole responsibility or task of the

Department of Agriculture (DA) alone. Income or the lack of it is

not the only poverty indicator.


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Access to land, water and sanitation, health and education prob-

lems, for instance, can not be solved by DA alone. And the task of

providing all these basic needs in farming communities require inter-

agency cooperation between the DA, Social Welfare and Development,

Health, Education. More importantly, LGU and citizens par-ticipation boosts efforts to fight these problems.

Some also believe that graft and corruption is to be

blamed. When budgets for anti-poverty programs or projects

are pocketed, whether it comes in the form of aid from other

donor countries or institutions, the trickling down of the

supposed benefits of such benefits stops, thereby

unable to reach the target beneficiaries

or the poor and the needy.If this is the case,

despite having all the re-

sources anti-programs are

destined to fail.

How partnerships

(should) workAdequate funding and expertise to implement anti-poverty programsis but a minimum requirement. For a government program to succeed,

citizens active participation and community members involvement

are needed.

This is where partnership between and among government,

nongovernment organizations, peoples organizations and the people

in target communities come in.

Partnerships based on transparency and accountability of thepartners succeeds. Without these two important elements, partnerships

are doomed to fail.

Each partner is expected to deliver and perform the duties and

responsibilities.

For partnerships in governance to work smoothly, participa-

tion in every step of the way is mandatory - from problem identifica-

tion, planning, implementation and monitoring - until the program iscompleted.

More than that, participation and involvement helps ensure

that the budget are spent for the program or project to the last centavo.

A government program is said to be successful when the ob-

jectives or targets of the program or projects were realized. For that to


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happen, programs or projects-partners should be able to accomplish

their assigned tasks. Several partnership programs can best be cited

why and how to build partnerships.

Partnership for food production:The Organic FIELDS Support ProgramIn early 2000, prices of chemical fertilizer and pesticides in the world

market went up sky high. In the Philippines, fertilizer prices rose up to

P1,500 to P2,000 per 50-kilo bags. Because of excessive use of fertil-

izer, the soil in farms are already unproductive, and requires the use of

six to eight bags of chemical fertilizers. Many farmers began looking

for sources of income other than farming as they are unable to cope

with the high cost of such farm inputs. Others are forced to leave theirland idle in search of greener pasture elsewhere.

Since farms are already addicted to chemical fertilizers and

pests can no longer be controlled without being sprayed with deadly

chemicals, food production becomes less and less financially reward-

ing even for seasoned farmers.

Farmers represent the poorest of the poor, next to municipal

fishermen in the marginalized sectors of society.With more and more otherwise productive agricultural lands

being left idle, the countrys food security in general is further com-

promised.

In 2008, the Department of Agriculture (DA) through its line

agency, the Bureau of Soils and Water Management (BSWM) partnered

with a network of nongovernment organizations, and community-based

groups, local government units (LGUs), and the academe under the

banner Go Organic! Philippines to help address the problem.With an initial budget of P20 million, the program dubbed

Organic FIELDS Support Program (OFSP) was conceptualized, pri-

marily to promote sustainable agriculture by helping farmers increase

their income by reducing farm costs; veering away from excessive use

of expensive chemical fertilizers and pesticides; promote health and

protect the environment through ecologically-sound food production

practices through organic farming.FIELDS stands for the six areas of agriculture into which the

DA has been pouring its support over the past two years, namely: Fer-

tilizer, Irrigation and other rural infrastructure, Extension services and

education for farmers, Loans, Dryers and other postharvest facilities,

and Seeds and other genetic materials.


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Go Organic! Philippines, led by the Philippine Rural Recon-

struction Movement (PRRM), one of the countrys oldest existing non-

government organization and a pioneer in rural development works

and the La Liga Policy Institute (La Liga), a policy research and advo-

cacy group, together with the DA-BSWM came up with program ob-jectives and plan for implementation.

To popularize organic farming, the OFSPs first phase was

launched in 2008 and the three program components were simulta-

neously implemented in 2009 by the project partners. This was launched

in six project areas namely: Naujan, Oriental Mindoro, Science City of

Munoz, Nueva Ecija, Samal and Dinalupihan, Bataan, Alaminos City,

Pangasinan, and Tabacco, Albay.

The Quad Media Information, Education and Communication(QIEC) component was led by La Liga while the farmers season-long

training on organic farming systems and technologies, initially starting

with 600 farmers in the six towns a city, all in Luzon, were simulta-

neously launched. The training includes the production of organic fer-

tilizers and pesticides, which primarily aims to make the farmers self-

reliant in producing organic farm inputs that can be found in their farms,

such as rice stalks, rice hull, animal manure and other agriculturalwastes. Systems of rice intensification, which has been tested in proven

in many areas were introduced. A third component involves research

and development of organic farming conducted by the University of

the Philippines Los Banos.

The OFSPs

first phase is in prepa-

ration for the immedi-

ate conversion of400,000 hectares of

rice farms into or-

ganic farm sites,

wherein farmers will

produce and apply or-

ganic fertilizers from

indigenous materialsthat can be found in

their farms to produce

healthier food, and

promoting a safer en-

vironment, instead of


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often harmful chemical inputs which pollute the environment.

Through the network of NGOs, POs, LGUs, and community-

based farmers organizations, Go Organic! Philippines was able to con-

vince farmers who use chemical fertilizers to enroll in the farmers

season-long training to learn how to go organic.The LGUs helped chipped in by providing land for the organic

farm sites, as well as technical support through the Municipal Agricul-

ture Offices (MAO).

Among what the farmers more importantly learned during the

training is the fact that there are better ways to produce food, such as

rice and vegetable, without the excessive use of chemical fertilizers,

which convinced them to make the necessary shift from conventional

farming to natural or organic food production.Because of the success of farmers season-long train-

ing, more and more farmers are now learning how to produce

their own fertilizers and are now applying them in their farm,

convinced that organic farming works and has many benefits

in terms of increase in income, better health and safer envi-

ronment both for the food producers and the consumers.

For its part, through the QIEC component,campaign materials such as the Go Organic! television and

radio programs, website, blogs and even other social net-

working sites, posters, brochures, t-shirts, and other


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promotional materials were produced, further raising the peoples aware-

ness about environment-friendly ways of food production.

The campaign also caught national attention, with news about

the advocacy being spearheaded by Go Organic! Philippines, landing

on prominent pages and space in national and local newspapers, internet-based news and other websites, which compliments television and ra-

dio interviews on Go Organic! Philippines personalities and organic

farming advocates to share their experiences.

La Liga, which also acts as secretariat of Go Organic! Philip-

pines, coordinated with concerned government agencies such as the

DA, BSWM, its partner-LGUs, the concerned offices such as the city

and municipal agriculture offices, the private sector and other stake-

holders before, during and after the programs implementation.Proper coordination, through formal communication letters

mostly, led to the timely release of the budget, thus assuring the smooth

flow of the program.

Part of La Ligas task was to coordinate activities relevant to

the program, such as organic rice festivals and farmers field day in the

project areas, dialogues with farmers, even concerts and the hosting of

local, national and international events promoting organic farming.In fact, the government is now allocating P500 million for the

production and development of organic fertilizers, which can be attrib-

uted to the success of the program.

The partnership made a significant breakthrough as far as start-

ing the shift from conventional to organic farming. It is now up to the

government to sustain the gains of OFSPs first phase.

Partnership for housing:The Navotas SP 373-La Liga ADR engagementThe La Liga Policy Institutes engagement in Navotas concerns the

urban poor community that occupied a private property at Barangay

North Bay Boulevard.

Land dispute between land owners and occupants the infor-

mal settlers often lead to long standing legal battle which is costly toboth parties. And more often than not, even after the land dispute has

been resolved by the court, it often leads to violent demolition. This

could be avoided through Alternative Dispute Resolution (ADR) which

La Liga is currently promoting.

The disputed private property in Navotas was under court liti-


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gation between the owner and the occupants informal settlers who

have been living in the community for more than 20 years.

Instead of waiting for the courts resolution of the case, the

landowner sought La Ligas expertise on ADR to mediate and identify

a win-win solution to the problem.A total of 74 families occupied the conflicted property to which,

only 63 of them were actual occupants. The occupants are members of

the Samahang Pang-Nayon 373, an urban poor association.

To resolve the conflict, La Liga conducted a series of negotia-

tions, mediations, backdoor channelings and leg workings, along its

ADR framework.

By November 2007 the La Liga started series of preliminary

talks with key people to gather basic information on the organization ofsettlers, history of the land dispute, and their demands.

By December, La Liga and the League of Urban Poor Associations

(LUPA), an umbrella organization of urban poor groups in Malabon-Navotas

area to which SP 373 belong jointly de-

signed and began formal negotiation.

At least two formal talks rep-

resenting the owner, peoples orga-nization federation as assisting party

and La Liga as mediating entity, were

conducted before the end of 2007.

La Liga have established

transparency, and was able to restore

mutual respect between

the parties involved,

deeply based on the com-mon good of interests

and the formula of a win-

win solution.

Knowing that

LUPAs influence

will play an impor-

tant role in the ne-gotiation, La Liga

meticulously sus-

tained back channel-

ing and enhanced its

social and political

capital with them.


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By January 28, 2008, a Memorandum of Agreement was formally

signed, having the signatures of the authorized representatives of both

contending parties.

Wherein the peoples organization demanded for a package of

assistance amounting to P100,000.00, which includes housing and landfor a sub total of P 72,000, for compensation, food allowance the sub

total is amount P 28,000 for the 63 families. For 11 renters the amount

of P25,000 intended for down payment of land.

The owner, through its representative, presented its counter-

offer: for the housing and land P72,000, for the food allowance P2,000

and compensation P6,000, for a total amount of P80,000 per family for

the 63 families. While for the 11 renters, counter proposal is P10,000

per family.The amount represents a generous 80% of the peoples

organizations demand. This amount is actually bigger than the mini-

mum of P16,000 as per UDHA prescription.

A general assembly was conducted by the peoples organiza-

tion to present the owners counter-offer.

After a series of back channeling talks, informal negotiation

and d-day bargaining, the parties agreed and signed the handwrittenagreement or kasunduan. Then a formal signing of contract agree-

ment was executed containing the following components:

A. For the 63 families:

1) Relocation (Land) P 52,000.00

2) Housing 20,000.00

3) Compensation (Livelihood support) 13,500.004) Food Allowance 2,000.00

TOTAL P 87,500.00

=========

B.For the 11 renters P 15,000.00 per family

C. Also stipulated under the contract are agreements on principles,

pre conditions related to financial flow, and relocation of settlers.The agreement served as a compromise for both parties,

wherein the informal settlers agreed to depart from the said property,

given that they would be justly compensated.

On January 30, 2008, a joint planning was conducted to ex-

ecute the agreement.


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Getting in touch with Gawad Kalinga and Habitat for Human-

ity, which builds housing for the poor, finding a suitable site for the

housing project became a problem. A relocation site was identified but

it turned out that it is not suitable for construction of a housing project.

This resulted to a waste of time, effort and resources.The La Liga, then decided to seek the help of the local govern-

ment of Navotas.

Sometime in February of 2008, La Liga president Horacio

Morales requested a meeting with local officials of Navotas City to

discuss the possibility of accommodating the Samahang Pang-Nayon

373. Mayor Tobias Tiangco agreed to accommodate the SP 373 by

including them in the beneficiary of the first phase of the citys social-

ized housing program in Barangay Tanza.Talks with Habitat for Humanities finally paid off and a partner-

ship was forged for the construction of the housing unit.

On May 5, 2008, a Contract between the Habitat for Humanity

Philippines and the Urban Poor Association Samahan Pang Nayon

373 signed a Contract as partner beneficiary for the construction of

housing units and back to - back signing of

Memorandum of Understanding which forgedpartnership between La Liga and

other development Institutions

and the NavotasLocal Govern-

ment for the 1st Phase and

entire 8.4 Hectares Tanza

Socialize Housing Project

implementation.

The first timetable for relocation on

April, targeting a prop-

erty owned by the Siochi

family, was doomed to

fail, after it was discovered

that the property is not suit-

able for relocation.The July time-

table also failed due to

various factors of dealing

with slow paced govern-

ment processes and procedures like bidding and


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other technical pre requisites, the peculiar nature of Tanza Navotas as

being below sea level with its frequent flooding caused delay.

Navotas City Government.

Amidst the processes, the handling of on-going court litiga-tion has been jointly manifested by both counsels of the contending

parties who sought for the temporary suspension of the court proceed-

ings so that it will not contribute to the delay.

The initial consensus was to complete the land-filling by Oc-

tober 2008, site development by November and the building of houses

shall start sometime November and fully completed by December. These

targets needs more detailed planning and ground-working efforts for

all stakeholders.While there are some delays, the development of the property

the relocation site in Tanza and the housing units which now include

SP 373 members are well on its way.

Partnership for Water:The Sibonga, Cebu Waterworks Project

In the La Liga Monograph Series Why and How We Build Partner-ship, the partnership for a barangay water project in Sibonga was cited.

Access to clean water, which is important to health and sanita-

tion, is crucial to sustainable development and poverty eradication.

In Sibonga, before the project was implemented, water was

scarce and inaccessible. Community residents had to walk hundred of

meters and spend valuable time fetching water from rivers, springs or

deep wells. Others had to buy from far away vendors or commission

pedicab drivers for water delivery.Without access to water, health and sanitation becomes a prob-

lem. The inaccessibility of potable water prompted officials to grab the

opportunity offered by the Central Visayas Water and Sanitation Project,

a Philippine-Australia joint project implemented b the Australian In-

ternational Development Assistance Bureau (AIDAB).

The project aims to improve the health through improved wa-

ter supply and sanitation system of people living in Region VII, andSibonga, which was identified as one of the poorest towns of Cebu,

was its first beneficiary.

The project partnership was boosted by the participation of various

stakeholders, including the provincial government of Cebu, the munici-

pal government of Sibonga and the Office of Congressman Eduardo Gulias.


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The project amounted to P6.5 million, with the Australian gov-

ernment contributing P3 million, Philippine governments counterpart

of P1.5 million; provincial government of Cebus counterpart fund of

P.48 million; municipal government of Sibongas counterpart amount-

ing to P100,000; and the Office of Cong. Guliass contribution of P1.5million.

It involves the construction of a main piped-water system which

was later turned over to the Sibonga Water and Sanitation Service Co-

operative (SIWASSCO), which was organized to own and manage the

system. Other infrastructure components of the project involved the

rehabilitation of an existing spring box, the construction of a new one,

and the installation of water processing equipment and water pipes.

In 1992, to strengthen the commitment of the project partners,a memorandum of agreement was signed, defining the respective roles

and responsibilities of the partners, which also include the Regional

Development Council (RDC).

The RDC and Central Visayas Water and Sanitation Project

Project Management Office was responsible for the promotion and coor-

dination between and among regional line agencies and local government

units, providing technical assis-tance to the provincial planning

development office, municipal

planning development office,

conducting training sessions, and

securing materials for water sup-

ply and sanitation from AIDAB

and counterpart funds from the

Philippine government.The provincial gov-

ernment of Cebu also helped

in the coordination between

and among the line agencies,

conducted site inspections,

preparation of engineering

designs and plans, supervis-ing and assisting NGOs in

community organizing, su-

pervising andmonitoring ac-

tual implementation by as-

signing a project engineer.


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The municipal government of Sibonga helped identify the

barangays, and assisted the NGO, hire a qualified project engineer to

help supervise project implementation at the barangay level.

This partnership, however, would not have led to the success

of the project, had it not been to the social preparation aspect, with thehelp of a nongovernment organization LIHOK Pilipina Foundation,

that was contracted to undertake community organizing and form the

cooperative.

LIHOK, an NGO engaged in organizing womens groups mi-

cro-financing, womens crisis intervention and on issues like water and

environment organized residents to form a cooperative as well as com-

munity-based water associations.

It also conducted community profiling conducted trainings andseminars on health and sanitation, gender sensitivity and water man-

agement, which paved the way for successful turn-over of the project

to the people, which now manages the water business.

Today, safe drinking water is now available in Sibonga, Cebu

24 hours a day, improving the lives of thousands of beneficiaries.

Partnerships for Telecommunication:The Camiguin Telephone CooperativeTelecommunication is an effective fighting tool in fighting poverty.

Without it, growth and development is almost impossible.

The 2001 Human Development Report, in fact, affirms that

communications technology can provide rapid, low cost access to in-

formation, break barriers of geography, making markets more efficient,

creating opportunities for income generation and enabling increased

local participation. The 1997 HDR also asserts that poverty has manydimensions, one of which is the deprivation of technology and com-

munication.

This is true in the province of Camiguin, an island province in

Northern Mindanao.Camiguin is the smallest province in Region X,

and the second smallest province in the Philippines.

It is isolated from the rest of the country, and it is only accessible

by ferry from Cagayan de Oro or Cebu or through limited flights fromCebu City.

The provinces economy is predominantly agricultural, with

an embryonic tourism industry. Despite its limited land area, Camiguin

has a wealth of tourst attractions ranging from natural, historic and

scientific attractions to religious and cultural events.


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For its part, the provincial government provided the initial fa-

cilities for the operations. The provincial government also created a

favorable policy environment to fast track the operation of the tele-

phone cooperative. It granted a local franchise to CAMTECO to oper-

ate and maintain the telecommunication system.In 1994, the project was formally turned over to CAMTECO

through a memorandum of agreement between the German Govern-

ment, the Camiguin Provincial Government and the cooperative. Re-

public Act No. 8483 formalized the franchise of the telephone system

to CAMTECO. The House of Representatives passed Republic Act 8483

in 1997 granting the franchise to CAMTECO.

The Department of Transportation and Communications

(DOTC) through the Municipal Telephone Projects Office (MTPO)supervised the installation of the telephone system and issued the nec-

essary permits. The National Telecommunication Commission issued

the certificate of public convenience and necessary permits and licenses

and through the prescribed procedures the Alcatel SEL was awarded

the project. It was responsible for the development of appropriate tech-

nology mix for the Camiguin Telephone System, which covered five

municipalities.With a telephone system in place, the promotion and reserva-

tion of tourists resulted to wider market coverage for the province. Tour-

ist arrivals grew by 469% from 1991 to 1995. Resort and accommoda-

tion facilities increased by 57.4% or from 14 to 22 establishments dur-

ing the same period.

More work opportunities have become available in new busi-

ness establishments and the ongoing construction projects of both gov-

ernment and private institutions.The telephone system also paved the way for closer integration

with Cagayan de Oro, which the center of trade and commerce in the re-

gion, and transactions was made easier and significantly less expensive.

The success of the project could not have been possible with-

out the strong support of the local government units.

The positive impact of the project to the lives of the people in

the province can be measured not only by the job and livelihood gen-eration, but increase in incomes, too.


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The European Union is made up

of 27 Member States who have

decided to gradually link together

their know-how, resources and

destinies. Together, during a period

of enlargement of 50 years, they

have built a zone of stability,

democracy and sustainable

development whilst maintaining

cultural diversity, tolerance and

individual freedoms.

The European Union is committed

to sharing its achievements and its

values with countries and peoples

beyond its borders.

The European Commission

is the EUs executive body.

Study undertaken for the

CEMENTING PATHWAYS TO

FINANCING THE MDGs project.

This publication is funded by the

European Union. The views

expressed in this publication do

not necessarily reflect the views

of the European Union.

CEMENTING PATHWAYS

TO FINANCING THE

MILLENNIUM DEVELOPMENT GOALS

LA LIGA POLICY INSTITUTE.

No. 25 A, Marunong Street, Central District,

Quezon City PHILIPPINES;

Tel Nos. +63 02 433-7875;Email: [email protected];

Website: www.laligapilipinas.org

SOCIAL WATCH PHILIPPINES.

Rm 140 Alumni Center, University of the

Philippines, Diliman, Quezon City

PHILIPPINES.Telefax:. +63 02 436-6054;

Email: [email protected].

Website: www socialwatchphilippines org

PARTNERSHIPS

FOR EFFECTIVE

GOVERNANCE

Illustrations used in this publication

were produced by Action for Economic

Reforms (AER)

Book design and cover by AER

Partnership for Effective Governance (2010)

Documents

Transcript of Partnership for Effective Governance (2010)