ENGAGE ENHANCING GOVERNANCE, ACCOUNTABILITY AND ENGAGEMENT

ANNUAL REPORT

APRIL 2013-APRIL 2014

APRIL 2014

This publication was produced for review by the United States Agency for International

Development. It was prepared by DAI.

In Year 1, ENGAGE assisted several local government units in the updating of their local revenue code and in the enhancement of identified priority services (top row). The Project also supported engagements with the youth like the LEADER Internship Program and with women through Barangay Consultation Sessions (bottom row).

ENGAGE ENHANCING GOVERNANCE, ACCOUNTABILITY AND ENGAGEMENT

ANNUAL REPORT

19 APRIL 2013 – 18 APRIL 2014

Program Title: ENHANCING GOVERNANCE, ACCOUNTABILITY AND

ENGAGEMENT (ENGAGE)

Sponsoring USAID Office: Office of Economic Development and Governance (OEDG)

USAID/Philippines

Contract Number: CONTRACT NO. AID-492-C-13-00010

Contractor: DAI

Date of Publication: April 30, 2014

Author: ENGAGE Project Team

The authors’ views expressed in this publication do not necessarily reflect the views of the United

States Agency for International Development or the United States Government.

CONTENTS

1 PROJECT OVERVIEW .............................................................................................. 8

1.1 CONTEXT ..................................................................................................................... 8

1.2 PROJECT BACKGROUND, GOALS, AND TECHNICAL APPROACH ........................................ 8

1.3 OPERATIONAL ENVIRONMENT ....................................................................................... 9

1.4 QUARTERLY HIGHLIGHTS ............................................................................................ 10

2 PROGRAMMATIC UPDATES ................................................................................. 12

2.1 GENERAL .................................................................................................................. 12

2.2 COMPONENT 1: LOCAL GOVERNANCE STRENGTHENED................................................ 13

2.3 COMPONENT 2: CIVIC ENGAGEMENT FOR PEACE AND DEVELOPMENT INCREASED ......... 27

Civ

il S

ocie

ty

Government

Limited legitimacy of government,

marginalized civil society, and instability due to

insurgency, militant groups, crime and clan

conflict

Government exercises legitimate authority,

maintains rule of law, demonstrates

capabilities to generate and manage revenues,

and respond effectively to priority needs of

citizens

Citizens and civil society organizations mobilized,

informed and engaged as vital stakeholders in

building responsive governance and peace

Local government and civil society

work together collaboratively in

an inclusive manner to improve service delivery

Mindanao

Today

ENGAGE

Support

Expanded Good

Governance and

Stability

1 PROJECT OVERVIEW

1.1 CONTEXT

After fifteen years of talks, the Government of the Republic of the Philippines (GRP) reached a framework for an agreement with the Moro Islamic Liberation Front (MILF) to address a range of grievances, including poor governance, that fueled conflict and limited prospects for peace and prosperity in Mindanao and the nation. While the framework remains a work in progress, it provides a promising backdrop for real change in Mindanao.

The Enhancing Governance, Accountability and Engagement (ENGAGE) project will support reform efforts and peace-building in Mindanao. In part due to the framework and the optimism it brings, ENGAGE hopes to capitalize on the best opportunity in a generation to achieve lasting structural change in governance at the local level. Reform-minded leadership at the national and regional levels, including within the ARMM, staunch advocates for good governance and peace-building, aid the prospects for success. GRP investments, as well as efforts of USAID and other donors in Mindanao over the past decade helped strengthen institutions and bring infrastructure and improved service delivery to historically marginalized communities and under-served areas. This support created momentum for ENGAGE to build upon and put in place models for scaling up, replication and expansion.

The six strategically chosen target areas—Zamboanga City, Jolo, Southern Basilan, Isabela City, Cotabato City, and Marawi City—are for the most part commercial hubs that straddle one or more of the many fault lines of clan, class, ethnicity, and religion within conflict-affected Mindanao. Working from these anchors, ENGAGE will establish and grow models of good governance—strengthening both the supply and demand sides—increasing government will and capacity to improve service delivery and better resolve conflicts.

1.2 PROJECT BACKGROUND, GOALS, AND TECHNICAL APPROACH

Enhancing Governance, Accountability and Engagement (ENGAGE) is a five-year USAID-funded project targeting six conflict-affected areas in Mindanao: Cotabato City, Marawi City, Zamboanga City, Isabela City, Southern Basilan, and Jolo. Through the promotion of good governance, ENGAGE endeavors to improve peace and stability in the six target areas through two inter-related objectives:

Strengthen the capacity, legitimacy, transparency, and accountability of local government

Increase the involvement of citizens in governance through civic education, civil society strengthening, and the promotion of participatory mechanisms

DAI in collaboration with local subcontractors, Lumaenis Development Assistance, Inc. and Orient Integrated Development Consultants, Inc.

(OIDCI), will operate from two main offices in Davao and Zamboanga City, but will employ Municipal and Community Engagement Officers (MCEOs) based throughout the six target areas to engage communities and local authorities in their communities.

Throughout the project life, ENGAGE will work with a minimum of 24 local government units (LGUs) and at least 48 civil society organizations (CSOs) throughout conflict-affected areas of Mindanao. Based on the premise that collective action and strong partnerships will bring stability to the targeted areas, activities will focus on improving the capacity of LGUs and civil society actors to work together to resolve conflict and address community priorities. ENGAGE will work with selected LGUs to promote stronger management at the local level and simultaneously, stimulate community leadership—religious and traditional, youth and women, and the academic community—to encourage greater community participation in decision-making, strengthening the effectiveness of the partnership between local governments and their constituency.

More specifically, activities will promote the following aims:

Enhancing the capacity of community organizations to collaborate effectively with LGUs, and increasing the capacities of LGUs to respond effectively to community priorities and concerns;

Improving the transparency of LGUs to ensure that major activities, policies and decisions both reflect the needs of the communities they serve and are communicated effectively to those communities, and;

Assisting LGUs to increase the locally generated revenues available for high priority development and service needs.

1.3 OPERATIONAL ENVIRONMENT

The security and accessibility conditions in the coverage areas of ENGAGE during the first year (covering the period April 2013-March 2014) of implementation were generally conducive for Project start-up and commencement of program activities. Apart from the armed hostilities in Zamboanga in September 2013 which delayed a number of planned activities, the team conducted project briefings and official courtesy calls to Local Chief Executives (LCEs) or their representatives in all areas by the second quarter. The team likewise conducted several coordination and consultative meetings with LGU and line agency officials, prospective partners and beneficiaries from the civil society, officers of government security forces and the Joint Special Operations Task Force-Philippines (JSOTF-P).

With the exception of some isolated cases of election-related violence, the barangay-level elections in the Project area were declared peaceful overall by the Philippine military and police units. Hence, no Project activities were cancelled or postponed due to election-related concerns by the third quarter of Project implementation. Weather conditions were also favorable for program operations. The project experienced only moderate to heavy rains, despite the high number of low pressure areas and tropical depressions passing through the Philippines during the year, thus allowing regular travel to and from the areas by ENGAGE team members.

The relatively stable security situations, good weather conditions and hiring of new Project team members facilitated the deployment of more technical staff in the field during the fourth quarter. It allowed the Project to initiate or complete most of its specific Year 1 deliverables and other programmatic activities. During this period, the Project made significant strides on several work plan tasks relating to: (1) assessing specific priority needs to improve local government service delivery; (2) building capacity to improve revenue generation capabilities; (3) assisting LGUs to expand public participation in local governance processes; (4) supporting universities’ role in

civil society development; (5) strengthening youth leadership and empowerment; (6) supporting collaborative initiatives and projects responsive to priorities of LGUs and citizens; and (7) provision of support to peace and order councils and other local mechanisms.

1.4 QUARTERLY HIGHLIGHTS

During the final quarter of Project Year 1, several tasks identified under the start-up phase were continued and/or completed, including follow-through consultation meetings with identified and prospective partners/beneficiaries, orientation and deployment of new staff, signing of the memorandum of understanding (MOU) by and between USAID and six LGUs of the Project in Western Mindanao for ENGAGE implementation, and signing of the MOU with the Provincial Government of Lanao del Sur and the Ulama League of the Philippines for the establishment of a Project satellite office within the Provincial Government complex for Marawi-based staff.

In January 2014, the third Quarterly Report was submitted to USAID. The report provided updates on the progress of remaining start-up activities, status of initial Project deliverables, highlights of programmatic activities conducted, and the accomplishments to date in Project management and operations.

More project engagements were implemented using the Special Activity Fund (SAF) in the final quarter of Year 1. Consistent with and supportive of ENGAGE’s objectives, these SAF-funded activities included the following:

Meeting of the Solid Waste Management (SWM) Plan Technical Working Group (TWG) of Cotabato City re Formulation of Roadmap for SWM Plan Implementation;

Capacity-Building Training Workshop for Young Advocates of Peace and Development Network (YAPDN), Inc. in Cotabato City

Municipality of Upi LGU-CSO Partners’ Summit to Enhance and Strengthen CSO Participation in LGU Development Activities;

Workshop on the Harmonization of the Department of Interior and Local Government’s (DILG) Training Module for Barangay Newly-Elected Officials (BNEOs) and Crafting of a Barangay Participatory Public Safety Planning Module;

Barangay Consultation Meetings to Increase Women’s Involvement in Community Development Activities in Cotabato City;

Peace Journalism Training in Zamboanga City;

Training for Three Clusters of BNEOs of Zamboanga City on “Reinventing Public Service: A Guide to Action Towards Good Governance, Disaster Resilient and Peaceful and Orderly Communities”;

Meeting of Concerned Department Heads on the Status of Cotabato City LGU’s Compliance to the Requirements of the Seal of Good Local Governance;

Cotabato City Revenue Code Updating Workshop;

Citizen Charter Enhancement of the Municipality of Parang, Maguindanao; and,

Review of the Ecological SWM Plan of Marawi City and Formulation of Roadmap for SWM Plan Implementation.

The Resource Generation and Revenue Code Updating Workshop for the Municipality of Jolo was likewise approved for implementation in March under SAF-funding. However, changes in the dates of availability of the Local Government Finance Specialist and flight schedules prompted the change in implementation dates to the fourth week of April.

Following several feedback sessions with the Project Team in January and with USAID-OEDG and DAI officials in February, the Mindanao-based Research Institute for Mindanao Culture (RIMCU) finalized and submitted the ENGAGE Baseline Assessment reports in March. Findings

reflected in the reports—which included sections on LGU governance behavior and performance, feedback from civil society organizations, comments from the women and youth sectors, and the preliminary assessment of socio-economic indicators and security conditions in conflict affected areas of Mindanao—generally coincided with results of the sixth wave of the Southern Philippines Public Perception Survey (SPPPS)1. Similarities were observed in results relating to people’s sources of stress, accessibility and quality of basic facilities and services, and community needs.

ENGAGE made significant progress recruiting additional personnel for program and administrative positions. Selected individuals for several technical and support positions reported to work bringing the total number of staff complement to 80% of the expected workforce strength. Efforts continue to fill in the remaining technical and operations positions in Davao (2), Zamboanga (2), Marawi (2), Basilan (1) and Sulu (1) during the next quarter. Installation of project servers, improvement of local area network connections and distribution of information technology (IT) equipment in Davao, Cotabato and Zamboanga offices of ENGAGE commenced in March. Full migration of connection from offshore to local file, mail and application servers is expected to be completed by May 2014.

1 The sixth wave of the SPPPS was completed in December 2013.

2 PROGRAMMATIC UPDATES

2.1 GENERAL

This report highlights the accomplishments for the first year of Project implementation covering the period April 19, 2013 through April 18, 2014 vis-à-vis ENGAGE Year 1 Work Plan. Particular emphasis is given to outputs of the Project Team within the final quarter which comprises the bulk of programmatic accomplishments for Year 1 and serves as an indicator of progress toward desired project outcomes for the first batch of LGUs.

Several tasks related to the Project’s start-up phase were either continued or completed during the last quarter such as the identification of an office space for the Marawi-based staff within the Provincial Government complex; survey of potential site for a Project satellite office in Basilan; additional staff mobilization. The signing of the MOU with the six LGUs in Western Mindanao in January marked the official concurrence of the local governments to participate in and support the implementation of ENGAGE in their respective areas.

The second USAID All Mindanao Programs Meeting was held on February 26-27 at the Seda Hotel in Davao City. The Program Manager of DAI for Stable and Effective Governance Portfolio in Asia, the Project Management and key technical staff of ENGAGE participated in the meeting which included presentations of accomplishments to date, discussions on the possible areas of collaboration and prospective sites for convergence between and among projects, and feedback sessions re public awareness and perceptions of US presence and involvement in Mindanao.

An ENGAGE Technical Team Meeting was conducted on March 3-5 at the ENGAGE Project Management Office in Davao City. The meeting involved preliminary assessment of Year 1 Work Plan tasks and accomplishments to date as well as a visioning exercise in preparation for a Year 2 Work Planning session sometime in May. The incoming ENGAGE Chief of Party,

—who will replace as head of the Project Team by April—facilitated the workshop sessions. His short-term engagement also included Project familiarization sessions with the technical, administrative and operations teams and the review of the revised Monitoring and Evaluation (M&E) Plan. The M&E Plan will be submitted to USAID in May along with the Year 1 Annual Performance Review Report and the Year 2 Work Plan.

Consistent with the ENGAGE Branding and Marking Plan, more information, education and communication (IEC) materials were prepared and used during the quarter. The Project’s Communications and Outreach Specialist issued several press releases for major ENGAGE activities and took the lead in the development of a USAID-ENGAGE Facebook Page to reach a broader audience. The Project Team also started in March the publication of a bi-weekly bulletin to provide implementation updates on a more regular basis to key Project stakeholders.

Following the review of the draft baseline assessment reports submitted in the last week of December, the Project Technical Team met with RIMCU in January 10 to discuss comments and recommendations to enhance the draft reports. The Team suggested that in addition to RIMCU’s current framework of analysis, the latter should also provide a description of the relationship of results across all thematic concerns for each study site. This way, the reports would also be able to highlight: (1) results for each variable that either validate or contradict each other for a specific study site; (2) factors or conditions that most likely influenced the responses (or perceptions) of respondents; and, (3) the likely interventions for each study site. The same recommendations came out during a meeting in February with officials from USAID-OEDG and DAI at the Project Management Office in Davao. Adjustments in the final version

included comparative presentations and analysis of results from key informants interviews (KIIs), focus group discussions (FGDs) and desk study of government records and statistics for each study site.

More consultative and technical meetings with local officials and representatives were held in the cities of Zamboanga, Isabela, Lamitan, Marawi, and Cotabato, and in the municipalities of Upi, Parang, Jolo and Maimbung due to the significant increase in Project personnel. Potential interventions identified during the third quarter materialized in the last quarter, mostly through SAF-funding, which included: (1) provision of support to meet qualification requirements for the Seal of Good Local Governance; (2) capacity building to improve basic service delivery and revenue generation, and; (3) facilitation of LGU-CSO meetings as venue for civil society’s participation in planning, implementation, monitoring and assessment of local projects.

The increase in support for field activities through SAF-funding came as a result of finalizing the SAF Administration Guide. A similar increase in support for ENGAGE interventions through grants is expected in Year 2 following integration of final comments from the Regional Office for Acquisition and Assistance of USAID in the Project’s Grants Administration Handbook. Provisions of the said handbook were used during the proposal evaluation meeting with the Zamboanga-Basilan Integrated Development Alliances, Inc. (ZABIDA) on March 18 for its proposed project “Building CSOs’ Core Competencies on Social Healing, Trust Building and Peace Governance”.

Regarding the programmatic activities, a number of planned tasks were completed during the reporting period, particularly in those LGUs where MCEOs were already mobilized, and a number of planned tasks commenced in areas where newly-hired staff had been recently deployed. The following activities were accomplished under the relevant Expected Results of the Project.

2.2 COMPONENT 1: LOCAL GOVERNANCE STRENGTHENED

Expected Result 1.1: Improving transparency and accountability

WP Task 1.1.1.1: Review USAID perception survey results

The JSOTF-P released Wave VI of the SPPPS in February. The survey covers a number of the coverage areas of the Project for Year 1: Cotabato City, Marawi City, Zamboanga City, Isabela City, Basilan and Sulu. Of particular interest to the Project are the results relating to civil concerns, safety and security, and the quality of life of the respondents—most of which share similarities with the results of FGDs with women, youth and CSO respondents of the baseline assessment.

A review of both Wave VI and baseline assessment results reveal that access to livelihood and other income generating activities, access to basic services on health and education, and the need to improve safety and local security conditions remain the primary issues and concerns, sources of stress and disappointment and urgent community needs of those in the covered areas. These findings mostly explain citizen perception regarding their quality of life, which indicated that about 50% of the respondents felt that their quality of life had not changed in the past 12 months. Almost the same number thought their quality of life in the next 12 months would remain similar to now. Both instruments also revealed that family disputes, presence of drug addicts and high incidence of criminal activities remain the primary sources of violence and the biggest threats to safety and security of individuals.

The ENGAGE Team will conduct another round of comparative assessment of the results of the SPPPS and the baseline assessment to guide in the preparation of Year 2 Work Plan. The results of these reports will serve as reference for identifying more purposive interventions and in the programming of resources per area to help address identified issues and concerns.

WP Task 1.1.1.2: Assist LGUs to comply with full disclosure policy of DILG (Annual State of Local Governance Report)

Based on information provided by the DILG’s Bureau of Local Government Supervision (BLGS) and Bureau of Local Government Development (BLGD), they changed the assessment framework and schedule for the submission of the Annual State of Local Governance (SLGR) Report. The SLGR will now use the performance areas defined in the Seal of Good Local Governance2 (SGLG) instead of the usual five performance areas defined in the Local Governance Performance Management System (LGPMS). There were also changes in the LGPMS to integrate the LGU Scorecard on Health by the Department of Health (DOH) and the Local Tourism Statistics of the Department of Tourism (DOT). DILG scheduled “User Training on LGPMS Version 2.1” for the Luzon, Visayas and Mindanao Clusters3 in the month of April. With added indicators and a new process, they scheduled June of each year instead of the first quarter as the proposed submission of the SLGR.

Coordination with the DILG and LGUs continue to further define support activities that the Project can provide. In Cotabato City, ENGAGE facilitated a meeting in March with the City Mayor and department heads of City Government to support the LGU’s bid to qualify for the SGLG. The city designated the Municipal Planning and Development Coordinator as the focal point to regularly communicate with DILG and ENGAGE and identify any further assistance needed by the LGU to help it comply with all the requirements of the seal.

WP Task 1.1.1.3: Analyze selected LGU processes for government service delivery and identify bottlenecks

A comparison between the results of KIIs (with respondents consisting mostly of elected and appointed LGU officials) and FGDs (with respondents consisting of women, youth and CSO representatives) showed varying levels of differences in perceptions in relation to quality of service delivery. While key informants gave relatively higher ratings on the quality, efficiency and effectiveness of service delivery, most FGD respondents gave lower ratings. Reasons cited for the lower marks include poor physical condition of infrastructure facilities, erratic delivery of health services like immunizations and medical consultations, high incidence of criminality and alleged corruption in development projects.

Sections on accessibility of basic services and facilities in the Women and Youth Reports of the Baseline Assessment indicated that access to potable water, electricity, education and transportation remain as major concerns, particularly for those in island barangays or those in remote inland barangays. While a majority has access to health centers, respondents deplored the limited availability of health personnel and services. Reasons cited for the limited access to basic services and facilities include: (1) geographical conditions; (2) insecurity and fear among

2 The SGLG is an improved version of the Seal of Good Housekeeping (SGH) and has six basic elements: (1) good

financial keeping; (2) disaster preparedness; (3) social protection; (4) business friendliness and competitiveness; (5) environment management; and, (6) peace and order. An LGU needs to comply to all three core elements of the SGLG—good financial keeping, disaster preparedness, and social protection—and at least one from the other assessment areas to be able to become an SGLG recipient.

3 Expected participants are health officers from all provinces and cities and municipalities of the National Capital

Region for the health database, and representatives of the DOT Regional Offices for the tourism database. The trainings will also be participated in by the regional and provincial focal persons of the LGPMS.

service providers (e.g., teachers, midwives) assigned in far-flung and high-risk areas; (3) poor management; and, (4) limited funding perceived to be due to corruption by local government officials.

Results of Wave VI of the SPPPS appear to corroborate with the findings of the baseline assessment as the limited access to health/education/electricity/water services and facilities consistently ranked among the top sources of stress and disappointment and the primary issues and concerns of residents in the covered areas.

WP Task 1.1.1.4: Review implementation of Citizen Charters

As noted in the Desk Study Report published by the Project Team in August 2013, all ten LGUs in the first group covered by ENGAGE have existing Citizen Charters. Most of these charters, however, were not updated and need reviewing with more meaningful and intensive stakeholder participation. To date, there are varying levels of progress in terms of implementation review of citizen charters. While consultation meetings and preliminary review are ongoing in most areas, the Project Team made significant progress with the Municipality of Parang (Maguindanao) where ENGAGE supported an in-depth assessment of their citizen charters on March 7 by the LGU department heads and allocated funding to support the workshop for actual updating of the charters tentatively scheduled in the last week of April.

WP Task 1.1.1.5: Support LGUs in formulating or enhancing their Citizen Charters with community partners

The MCEOs assigned in Marawi City provided assistance to the city government in organizing a meeting of the Executive Legislative Oversight Committee (ELOC), headed by the City Mayor. As agreed during the meeting, ENGAGE will provide further technical support in consolidating the outputs from different local agencies and departments during the presentation of their respective roles, functions, key processes and plans. Marawi will use the consolidated results as input for updating of the Citizen Charter, as well as the Comprehensive Development Plan-Executive Legislative Agenda of Marawi City. To date, discussions with the LGU continue for agreeing on a new date for the presentations by the agencies and departments.

In Parang Municipality (Maguindanao), ENGAGE assisted an assessment of citizen charters conducted by the LGU on March 7. As one of the initial steps in updating of their citizen charters, they identified several areas for improvement in the processes of the municipality in human resource management, planning and development, engineering, assessment, finance, accounting and local civil registry. The department heads committed to submit their updated charters by the third week of March. The meeting also identified the need to develop citizen charters for transactions and services related to the Sangguniang Bayan, waterworks, economic development, general services, bids and awards, emergency response, health, and social welfare and development. Marawi and ENGAGE scheduled a workshop for updating and completing their charters on April 29-30, subject to change pending finalization of the MOU between ENGAGE and the Civil Service Commission-ARMM for facilitation of the workshop.

WP Task 1.1.1.6: Encourage newly-elected LGU officials to submit their Statement of Assets and Liabilities Net Worth (SALN) to the appropriate authorities

Coordination meetings with the DILG, Municipal Local Government Operations Officers and Human Resource Management Officers of LGUs continue to monitor the progress of submission of SALNs by newly-elected officials. Initial feedback indicated that a majority of the newly-elected officials submitted their respective SALNs. Issuance of certifications from the DILG and the Office of the Ombudsman-Mindanao are being worked out by the technical team to validate submissions and for documentation purposes.

WP Task 1.1.1.7: Conduct LGU skills assessment

The section on “Capacities and Accountability of LGUs” under the LGU Governance Behavior and Performance Volume of the Baseline Assessment highlight varying degrees of capacity building needs of political leaders and the local government as a whole depending on the local context (e.g., peace and order situation, location, cultural practices of people) of each area. The recurring themes, however, include the following skills development: (1) participatory development planning; (2) local legislation development; (3) organizational management; (4) revenue generation; (5) transparency in resource allocation and project implementation; and, (6) law enforcement.

A review of the recently-released results of the Fiscal Sustainability Scorecard System4 of the Department of Finance’s (DOF) Fiscal Intelligence Unit and the Bureau of Local Government Finance (BLGF) highlights the need for covered LGUs5 to improve their revenue generating capacity based on financial information for fiscal years 2010-2012 as collated by the scorecard assessment team. While preliminary performance assessment of the LGUs is still subject for validation with respective local treasurer and assessor, results indicate the need for interventions to improve capacities in key revenue and expenditure performance indicators.

Based on the specific request of MLGU Lamitan, on March 13 ENGAGE—through its Local Government Advisor—facilitated a competency assessment for the LGU in the area of Waste Management and Pollution Control using the DILG’s System on Competency Assessment on Local Governance (SCALOG)6. Results of the assessment indicate a high competency level of the LGU in the aspect of Organization Staffing and Legislative Support and Other Enabling Mechanisms; and, moderate competency relative to Transparency, Management Systems and Participation. However, the LGU posted low competency ratings on the facets regarding Continuous Improvement/ Innovation and Customer Service. The Project will continue consultations with the MLGU in identifying specific aspects with moderate and low competency ratings which will be covered under the capacity-building support to the LGU.

4 The scorecard takes into account key results areas of local revenue generation capacity, local collection growth,

expenditure management, updating of schedule of market values, and reportorial compliance of treasurers and assessors with the DOF and BLGF. The project is part of the DOF’s Transparency Initiative and in line with efforts to promote transparency and accountability among LGUs in the country.

5 Pilot areas include six of the ENGAGE covered sites: Cotabato City, Marawi City, Zamboanga City, Isabela City,

Basilan and Sulu. 6 The SCALOG tool assesses seven organizational competencies, namely: organization and staffing; legislative

support and other enabling mechanisms; transparency; management systems; participation; customer service and continuous improvement. It covers 14 service areas distributed over the five LGPMS performance areas. The indicators are classified into two categories: the compliance indicators and the best practice indicators. The former reflects conformity to the Local Government Code and other laws and regulations as well as other minimum basic requirements of LGUs. The latter, on the other hand, describe ways in which successful LGUs exhibit effective performance to include the innovative processes and practices that would serve as models along a given service areas. It describes the proactive initiatives of the LGUs to certain challenges on good local governance.

Officials of MLGU Lamitan and representatives from CSOs and DILG participated in the competency assessment facilitated by ENGAGE regarding the MLGU’s waste management capacities.

The Project Team is currently doing a comparative analysis on the key results of the Baseline Assessment, Wave VI of the SPPPS, scorecard system and the LGPMS to guide in the development of a customized skills development support program for each of the coverage areas. Each program will be discussed with LGU stakeholders and concerned government agencies and is expected to be finalized for roll out in Year 2 of project implementation.

WP Task 1.1.1.8: Develop tools for enhancing the monitoring and auditing practices of LGUs

Consultations with the DILG, DOF and BLGF are on-going to support and build on existing tools to enhance monitoring and auditing practices of LGUs.

WP Task 1.1.1.9: Implement LGU training modules to improve social evaluation, monitoring and auditing of local government performance

Consultations with the DILG, DOF and BLGF are on-going for a possible partnership in the roll-out of a capacity-building program to improve social evaluation, monitoring and auditing of local government performance.

WP Task 1.1.2.1: Assist target LGUs in preparing Executive and Legislative Agenda (ELA) in consultation with stakeholders

A majority of ENGAGE LGUs have an existing ELA. The Project Team expressed in its initial consultation sessions with LGUs the prospective support ENGAGE can extend relative to ELA updating. For areas with a newly-elected local chief executive (i.e., Zamboanga City, Lamitan City), the Project offered to extend support in ELA formulation.

The Municipalities of Jolo and Maimbung requested assistance from ENGAGE in reviewing and updating their ELA. However, due to the hostilities in Zamboanga in the second quarter and the then on-going staff recruitment for these areas in the third quarter, the Project had to defer the extension of support to said LGUs. In the final quarter, the new MCEOs for Jolo commenced discussions with the LGUs for the timetable and scope of assistance required. For Marawi and Cotabato, the project will support conducting a multi-sectoral consultation on the formulation of a new ELA. For Parang and Upi in Maguindanao, discussions with the respective Municipal Planning and Development Coordinators are on-going for conducting an ELA Update Workshop that will include participation of CSOs. The LGU of Lamitan, meanwhile, informed the Project that the MLGU’s Comprehensive Development Plan-ELA requires only minor updating and they no longer needed assistance from ENGAGE. The LGU will manage on its own the updating of the document since it is also one of the requirements for their bid for the SGLG.

WP Task 1.1.2.2: Conduct LGU workshops to build capacity for adopting transparent and accountable strategies and programs, including citizen participation in planning and budgeting

After series of consultations with the MLGU, ENGAGE supported an LGU-CSO Summit in Upi (Maguindanao) on March 4. The activity was the first of its kind initiated by the local government and attended by more than 100 participants from CSOs representing farmers, indigenous peoples, women, religious groups, the transport sector, local businesses, senior citizens and other interest groups. Highlights of the

The MLGU of Upi intends to make the Summit as a regular participatory mechanism in the locality to improve CSO involvement in governance affairs.

summit include: (1) updating the inventory of CSOs active in the Municipality of Upi; (2) a joint declaration to institutionalize the activity—to be held on an annual basis—to serve as one of the avenues for civil society to express issues and concerns regarding the delivery of basic services; and, (3) the commitment of a local radio station to support information and education campaigns promoting LGU-CSO collaboration. The participants also signed a “Joint Manifesto for More Responsive and Vigilant CSOs of Upi”, demonstrating their support to the LGU and a commitment to play an active role in shaping the future of the municipality through participatory governance. In Cotabato City, the City Planning and Development Coordinator (CPDC) specifically highlighted the need for the LGU department heads to undergo skills development training regarding governance, transparency and accountability. Discussions with the CPDC are on-going to schedule a training seminar/ workshop on strategic planning and improvement of stakeholder participation in LGU processes. In Marawi City, a CSO submitted a proposal for conducting a Participatory Planning and Budgeting Workshop for BLGUs. However, the proposal requires that the bulk of expenditures be shouldered by ENGAGE. Consultations are on-going with prospective partners for possible resource complementation in the conduct of the proposed activity. Engage will schedule capacity building workshops for other LGUs once it completes a comparative analysis of key results of the Baseline Assessment, Wave VI of the SPPPS, financial scorecard system, LGPMS and subsequent application of SCALOG tool for all LGUs. WP Task 1.1.2.3: Monitor LGU performance in strengthening participatory planning and budgeting

ENGAGE will monitor LGU performance on participatory planning and budgeting through reviewing records (e.g., attendance sheets, minutes, resolutions) of Local Special Body meetings. This monitoring approach will commence in Year 2 and will continue periodically through Year 5 of Project implementation. This aspect will likewise be observed through surveys and feedback sessions with LGUs and CSOs.

Expected Result 1.2: Improving local government service delivery

WP Task 1.2.1.1: Support LGU and community stakeholders in reviewing basic service delivery and identify gaps

To date, ENGAGE worked mostly with LGUs in reviewing basic service delivery and identifying gaps. This initial support to local governments formed part of the relationship building efforts to increase acceptance and ownership by partner LGUs of project objectives. The next rounds of review, however, would focus more on services which the LGU constituents feel require enhancement. So far, discussions with the covered LGUs indicate a preference to improve services mostly related to waste management and pollution control (for the Cities of Marawi, Cotabato, Isabela and Lamitan, and the Municipality of Parang) and peace, security and disaster preparedness (for the Cities of Lamitan and Zamboanga, and the Municipality of Upi). Discussions with the LGUs Maimbung, Jolo and Sulu are on-going to firm up which aspects of basic service delivery require enhancement.

On March 13, ENGAGE facilitated the preliminary assessment of the Lamitan Solid Waste Management (SWM) Plan and the City Disaster Risk Reduction and Management (DRRM) Plan in response to the request for technical support from the LGU. Present during the meeting were Department Heads of LGU Offices and representatives from different CSOs, DILG, Dep Ed and

the City Council. For the SWM Plan, it was agreed that the City Vice Mayor—as Presiding Officer of the City Council—will facilitate the issuance of a resolution to extend the validity of the plan. At the end of the meeting, it was agreed that Technical Working Groups (TWGs) be created to spearhead separate action planning sessions for waste management and pollution control in three strategic areas: City Hall, Public Market and Barangay Malakas (as the pilot barangay). For the DRRM Plan, separate sessions will be organized for the technical review of sections on hazard mapping by the Mines and Geosciences Bureau of the Department of Environment and Natural Resources and the Philippine Atmospheric, Geophysical and Astronomical Services Administration of the Department of Science and Technology, while the section on public safety will be reviewed with DILG and the Security Group.

Notwithstanding the pending approval of the resolution to extend validity of the SWM Plan, the City LGU proceeded with the creation of TWGs of the SWM Board on March 20. The working groups on advocacy, composting, materials recovery and recycling, enforcement and monitoring and evaluation defined their composition, duties and responsibilities and agreed to present their respective action plans after one week. Preparatory meetings were conducted during March 24-27, and on March 28, the working groups shared their respective action plans and budgetary requirements. They also presented the list of technical assistance and other support required by each unit from other TWGs. The group agreed to conduct a joint TWG meeting on a monthly basis to provide updates on progress to date and review feasibility of identified action points. The LGU reiterated its request for continued technical guidance from ENGAGE in the course of TWG action plan implementation. As of reporting date, the DRRM Technical Group has yet to convene pending confirmation by members on the final schedule of meeting and the confirmation Office of Civil Defense (OCD)-ARMM to facilitate the hazard mapping exercise.

In Marawi City, officers and members of the Ecological SWM Board, its TWGs, Barangay LGUs and CSOs participated in the review of the Ecological SWM Plan of the City on March 17. The one-day session—with funding and technical support from ENGAGE and the Young Moro Professional Network (YMPN)—resulted in the creation of an action plan outlining the strategies and activities that will facilitate improvement in delivery of

Working groups on advocacy, composting, materials recovery and recycling, enforcement and monitoring and evaluation were organized to define specific action plans re waste management and pollution control.

ENGAGE and YMPN, along with representatives from DILG, presented on March 17 the output of the one day review of the LGU’s Ecological SWM Plan to the City Mayor’s Chief of Staff

solid waste management services. Marawi Imams and Ulamas also supported the activity and committed to participate in advocacy campaigns through sermons at the mosques.

WP Task 1.2.1.2: Hold LGU/stakeholders’ consultations to determine priority basic services to be enhanced

In the third quarter of Year 1, ENGAGE and MLGU of Parang (Maguindanao) jointly organized a one-day consultation meeting with stakeholder representatives to discuss the need for improvement in the waste management and pollution control service of the municipality. The Municipality prepared a SWM Plan in 2010 but never implemented it. The activity occurred on December 10 and was attended by more than 20 participants composed of members of the SWM Board, barangay officials, CSO representatives and staff from DILG.

The consultation meeting resulted in the formulation of an action plan that highlighted proposed activities and who will be responsible for their implementation. Some of the key activities identified for ENGAGE to support include: (1) advocacy for the institutionalization of solid waste management; (2) lobbying for funding support from the Municipal Council; (3) presentation to the Local School Board for integration in school-based programs, projects and activities; and, (4) an information, education and communication campaign. The MLGU initiated the conduct of consultation sessions with CSOs in the final quarter of Year 1 and scheduled to meet with ENGAGE field staff in May to review progress of action plan implementation.

In Marawi City, the ENGAGE Team held several meetings with local officials to discuss technical assistance requirements of the LGU. The LGU reiterated the need for support in establishing and building capacity of a City DRRM Office.

Consultation sessions with CSOs in other areas will continue in May to include validation of results of the baseline assessment, Wave 6 survey and desk studies with stakeholders.

WP Task 1.2.1.3: Identify strategies and approaches to address priority basic services needs

Meetings with most LGUs in Year 1 highlighted the need for review and updating of plans and citizen charters, engagement of civil society for feedback sessions and activation or reorganization of special bodies/boards/TWGs as initial steps in addressing the priority basic service needs. Considering some differences in perceptions—as highlighted in the various surveys and desk studies conducted—between that of the LGUs and civil society regarding services to be enhanced, succeeding engagements in the field will include joint evaluation sessions between LGUs and CSOs to collectively agree on basic services to be improved.

The LGU of Marawi also requested technical support from ENGAGE in developing the implementing rules and regulation of the City’s Gender and Development Code.

The LGU of Marawi provided a blueprint of basic strategies and approaches to address concerns on waste management and pollution control. Heeding recommendations identified during the Ecological SWM Plan review exercise in March, the LGU officially launched its SWM Program on April 15. The program includes, among other strategies and activities, the creation of an Ecological SWM Board, establishment of hotlines managed by the City General Services Office and regular clean-up drives at the barangay level.

The Project Team is currently developing a handbook that will help guide MCEOs and LGUs in basic service prioritization, planning, implementation and continuing improvements.

Expected Result 1.3: Improving LGU capacity to generate own-source revenue

WP Task 1.3.1.1: Conduct desktop assessment of historical LGU revenue performance and expenditure management practices

In August 2013 the project team gathered data on LGU revenue collection and expenditures between 2006 and 2010 as part of the Desk Studies. The data were obtained from the Annual Statement of Income and Expenditures that LGUs are required to submit to the BLGF every year. Except for the cities of Zamboanga and Cotabato, the LGUs covered by the study, and in particular those located in the Sulu Archipelago, are almost entirely dependent on the Internal Revenue Allotment (IRA) to fund their day-to-day operations. However, some LGUs generate own-source revenue on a limited scale through the collection of business and property taxes and other local fees.

Inclusion of recent BLGF data on LGU revenue and expenditure figures for 2011 and 2012 with those covered by the ENGAGE Desk Studies (2006-2010) approximates similar percentage numbers of local income versus total income as shown in the chart. This figure reflects the continued reliance of LGUs on external sources (bulk of

During the launching of Marawi’s SWM Program, City Mayor Fahad Salic signed local ordinance officially creating the SWM Board. As feedback mechanism, the City General Services Office set up hotline that locals can access to regarding their waste management concerns. The bulk of advocacy efforts will commence in May with support from YMPN as lead CSO and from local military and police units.

which is the IRA) to support operations, capital/ investment expenditures and debt services.

A review of scorecards at the DOF-BLGF Iskor ng Bayan website for six of the areas covered by the Project (Cotabato, Isabela, Basilan, Marawi, Zamboanga and Sulu) generally indicate a need to improve in almost all key revenue and expenditure indicators as well as the need for compliance to minimum reportorial requirements. The table below shows the performance of LGUs—under the key result area of revenue generation capacity—relative to their respective batches of cities/municipalities/provinces of the same income class.

LGU Regular Income Level

Local Revenue

Level

Dependence on Locally Sourced Income

Dependence on Other

Shares From National Tax Collection

Dependence on IRA

Cotabato average needs

improvement poor low very high

Isabela needs

improvement poor poor low very high

Basilan needs

improvement poor poor low very high

Marawi fair poor poor low very high

Zamboanga average poor needs

improvement low high

Sulu needs

improvement poor poor low very high

Overall, results of the desktop assessments indicate a need for a capacity building program to support the ENGAGE LGUs in enhancing their revenue generation and expenditure management capacities.

WP Task 1.3.1.2: Prepare design of program intervention

In the second quarter of Year 1, a Local Government Finance Specialist was commissioned by the Project to provide short term technical assistance (STTA) to LGUs by reviewing their revenue code and designing specific interventions to help the local governments improve the collection of local own-source revenue. The first batch of LGUs assisted by the consultant included Cotabato City, Marawi City, Isabela City, and Jolo Municipality. General interventions identified include a workshop with the members of the Local Finance Committee to prepare a Revenue Generation Action Plan and workshop for the actual updating/revision of their local revenue code. Also programmed for implementation is an assessment of the LGU’s expenditure management practices.

Based on the copies of the Local Revenue Codes gathered by the MCEOs from Cotabato City, Marawi City, Isabela City, and the Municipality of Jolo, the consultant recommended several adjustments in the aforementioned documents. Some of the key findings and recommendations from the review of the revenue codes include:

The format and contents of the revenue codes is generally in accordance with the BLGF-DOF and LGA-DILG model but all require updating, especially in Jolo where they last updated in 1993;

Changes in tax rates and rates of discount have to conform with guidelines and provisions of BLGF, the National Building Code and the Local Government Code;

Some provisions need adding or deleting to conform with national codes – for example; “removal of tax on sand, gravel and other quarry resources” as this is an authorized imposition only for provincial governments and highly urbanized cities; inclusion of a clause regarding building permit indicating “pursuant to the National Building Code, as amended” since the DPWH Secretary is the only one authorized to set and update fees from time to time (and not the LGUs).

Detailed reports were provided to assist the LGUs in the initial updating of their revenue code. The workshop design prepared by the consultant required the participation of Local Finance Committee members who shall conduct a detailed review of the code with the end view of updating and rationalizing the rate structure, and to streamline administrative provisions for effective enforcement and compliance. The activity will include a mix of lectures, break-out sessions, presentations and critiquing of outputs, and integration/synthesis.

WP Task 1.3.1.3: Negotiate and sign MOUs with initial 8 LGUs

The MOU signed between ENGAGE and the LGUs in Western Mindanao in January encompass all project activities, including those related to improved capacity to generate/increase own-source revenue.

WP Task 1.3.1.4: Conduct revenue and expenditure management training for LGUs

On March 18-20, ENGAGE assisted the City Government of Cotabato in updating its Local Revenue Code through a three-day workshop. A total of 30 individuals coming from the Local Finance Committee, City Mayor’s Office, City Assessor’s Office and the Economic Enterprise Development Office participated in the amendment of the code, last updated in 2005. The workshop also resulted in the creation of a TWG that will carry out a final review of the updated code prior to its submission to the Mayor for endorsement and the Legislative Council for approval. On April 10, the TWG submitted the revised code to the Office of the City Mayor for subsequent endorsement to the City Council for issuance of a corresponding City Ordinance.

In Zamboanga City, ENGAGE had several meetings with the City Assessor’s Office, City Treasurer’s Office and the Register of Deeds on March 20-21 and March 24-26. The meetings identified the improvement of the real property tax (RPT) assessment and collection system as priority areas for development for which the City Government would like support from ENGAGE. The three offices requested assistance in the design and conduct of a joint training workshop to identify gaps and ways to improve RPT assessment and collection. A SAF request was approved for the conduct of a “Real Property Taxation (RPT) System Administration Review” during the last week of April. The workshop aims to review various facets of RPT system administration, identify gaps or deficiencies in the system and recommend changes to improve assessment and collection of RPT.

In the Municipality of Jolo, the Project facilitated a workshop on March 26-27 with the Municipal Mayor, Municipal Vice Mayor and members of the Local Finance Committee in preparation for the Jolo Local Revenue Code Updating Workshop scheduled on April 22-24. Highlights of the workshop included: (1) review of key findings and recommendations of the Local Government Finance Specialist commissioned by ENGAGE to assist in the Local Revenue Code updating; (2) preliminary discussion on sections to be updated and the proposed changes; and (3) review of the workshop design.

In Isabela City, members of the TWG commenced the updating of the revenue code in March. By April 15, the team started finalizing the updated code. The TWG also initiated meetings with the City Council Secretariat to include as one the agenda items in forthcoming Council sessions the formal adoption of the revised revenue code.

WP Task 1.3.1.5: Monitor LGU implementation and validate results with BLGF

Monitoring of LGU implementation will commence after formal adoption of the revised revenue code through the issuance of a City/Municipal/Provincial Ordinance. Data consolidation and results validation will subsequently follow upon release of income and expenditure figures of LGUs by the BLGF.

Expected Result 1.4: Improving the functionality and institutionalization of participatory mechanisms

WP Task 1.4.1.1: Identify existing plans and participatory mechanisms at the LGU level and assess implementation status

The August 2013 Desk Study Report included an inventory of LGU plans and planning mechanisms. Nine of the 10 LGUs had all 4 mandatory consultative Special Bodies in place: a Local School Board, Health Board, Local Development Council and a Peace and Order Council. Results of KIIs during the baseline assessment also indicated the presence of the 4 mandatory consultative Special Bodies. However, familiarity with the existence of these special bodies varies from one area to another with the Peace and Order Council being the one most frequently mentioned (more than 50% of all respondents) and the Local Development Council the least recognized (about 10% of all respondents). The baseline assessment could not fully ascertain whether these special bodies are fully active and effective due to difficulties in securing reports and other supporting records such as the minutes of meetings and accomplishment reports. Efforts are on-going in the compilation of LSB reports and supporting

The preparatory meeting in Jolo also identified focal persons and their respective assignments during the code updating workshop proper. Focal Persons and their support teams were advised to compile all the documents containing information necessary for the updating of the revenue code.

records. MCEOs have been coordinating with the LSB secretariat and the DILG through the Local Government Operations Officer (LGOO) for the full documentation of LSBs’ activities since their reorganization in 2013. The Desk Study also documented the plans prepared by the LGUs. The table below indicates the availability of local plans raging from spatial, social, economic, poverty reduction to resource management. Note, however, that the indication of availability of these plans was based on information derived from LGU websites and interviews with respective City/Municipal/ Provincial Planning and Development Coordinators. On-site confirmation of these plans—especially the Comprehensive Development Plans (CDPs) and Comprehensive Land Use Plans (CLUPs)—through acquisition of their electronic and hard copies is ongoing. The technical review and quality assessment of these plans will commence once the LGU and CSOs of each area individually and jointly identify the governance/administration aspect (e.g., revenue generation, development planning) and basic service delivery component (e.g., health and nutrition, education, peace and security) that require enhancements.

WP Task 1.4.1.2: Develop toolkit/training module to support LGU in improving selected plans and participatory processes

ENGAGE recognizes the availability of toolkits/training modules/guidelines that have long been developed, rolled-out and tested by government agencies and previous donor-funded programs and projects like the Philippine-Canada Local Government Support Program (LGSP). Assessment of capacity building requirements of LGUs is on-going and ENGAGE, moving forward, will identify the appropriate toolkits/modules depending on the actual needs.

WP Task 1.4.1.3: Identify priority plans and participatory mechanisms to be improved in each target LGU

Initial plans identified for updating are on waste management and pollution control (for the Cities of Marawi, Cotabato, Isabela and Lamitan, and the Municipality of Parang); peace, security and

disaster preparedness (for the Cities of Lamitan and Zamboanga, and the Municipality of Upi); revenue generation (for the Cities of Cotabato, Isabela and Zamboanga); and comprehensive land use and local investment for the Municipality of Upi. Support provided so far, which includes consultation meetings and technical review of documents, are preliminary in nature and forms part of the Project’s relationship building efforts with the LGUs. Future interventions will include more purposive support that specifically addresses concerns raised by the civil society and guided by the results of baseline/wave 6 surveys, LGPMS, SCALOG and BLGF fiscal sustainability scorecard.

WP Task 1.4.1.4: Provide technical assistance to enhance prioritized plans and participatory mechanisms

To support the Zamboanga LGU’s effort to update its Public Safety Plan in light of the 2013 siege of the city by non-state armed forces, ENGAGE funded the conduct of a two-day training course for 80 newly-elected barangay officials of Zamboanga City. The activity—entitled “Reinventing Public Service: A Guide to Action toward Good Governance, Disaster Resilience and Peaceful and Orderly Communities”, held on March 12-13—was organized and facilitated by the DILG. It featured presentations on the following topics: Duties, Roles and Responsibilities of Barangay Officials; Barangay Governance Structure and Organization; Barangay Agenda for Governance and Development (BAGAD); and Basics of Parliamentary Procedures. The training also included break-out sessions on the formulation of BAGAD and Barangay Capacity Development Agendas, and a workshop on how to map out a barangay strategic response to peace and order issues. Prior to this activity, ENGAGE supported a workshop on the harmonization of DILG’s BNEO Training Module with Barangay Participatory Public Safety Planning module. The harmonization activity, conducted in February with the participation of ZABIDA as CSO representative, resulted in the adjustment of BNEO training module to include a component on public safety geared towards ensuring grassroots contribution in updating the Zamboanga City Public Safety Plan.

On March 20, the Legislative Council of Isabela formally adopted the City’s DRRM Plan by virtue of Resolution No.14-4753. Prior to approval of the DRRM Plan, ENGAGE assisted the LGU in the reorganization of the DRRM Council and in the subsequent review and finalization of the updated plan.

As highlighted in the accomplishments under Work Plan Task 1.2.1.1., ENGAGE supported Lamitan City in the creation of TWGs of its SWMB and assisted in the preparatory meetings and actual presentation of action Plans by the SWMB-TWGs.

WP Task 1.4.1.5: Monitor LGU performance in implementing selected plans and mechanisms

Monitoring of LGUs with updated plans will commence in Year 2.

Expected Result 1.5: Increasing public participation in local governance

After the training, participants of the training are expected to prepare their respective barangay public safety plans which will serve as an input in the updating of the City’s Public Safety Plan, a mandated plan from the City’s Peace and Order Council.

WP Task 1.5.1.1: Prepare inventory of CSOs and private sector representatives in Local Special Bodies

As indicated under Work Plan Task 1.4.1.1, efforts are on-going in the compilation of LSB reports and supporting records (e.g., attendance sheets) to ascertain CSO and private sector participation in LSBs.

WP Task 1.5.1.2: Support consultations between LGUs and civil society to promote citizen participation in Local Special Bodies

Prospective interventions will commence upon completion of Work Plan Task 1.5.1.1.

WP Task 1.5.1.3: Strengthen the functioning of Local Special Bodies by conducting public hearings, policy consultations, etc. as needed

No specific activity implemented for Year 1.

WP Task 1.5.1.4: Monitor LGU performance in implementing public participation mechanisms in local governance

No specific activity implemented for Year 1.

2.3 COMPONENT 2: CIVIC ENGAGEMENT FOR PEACE AND DEVELOPMENT INCREASED

Expected Result 2.1: Strengthening civil society

WP Task 2.1.1.1: Identify civil society actors within target areas and identify prospective partners

MCEOs carried out a preliminary analysis of 69 out of the 92 CSOs identified in the Desk Study Report. The assessment included the goals, experience, legitimacy and performance of the CSOs. The MCEOs prepared preliminary profiles of the CSOs, including details on the programs and projects implemented by the organizations. These profiles served as basis in the selection of some CSOs as ENGAGE partners in Year 1.

The Project Team continued the profiling work in coordination with the respective Planning and Development Offices, DILG-LGOOs, Department of Social Welfare and Development field offices, major CSO networks in the area and the United Nations-Office for the Coordination of Humanitarian Affairs. The CSO Inventories in ENGAGE target areas now includes a total of 589 CSOs based in Cotabato City (77), Marawi City (50), Zamboanga City (191), Lamitan City (15), Isabela City (31), Municipality of Parang (114), Municipality of Upi (25) and within Sulu Province (86). Of these CSO, about 30% were classified as community-based peoples’ organizations, while non-government organizations account for roughly 20%. The list will have another round of updating in the next quarter pending completion of validation and accreditation work currently being done by the LGUs, DILG and CSO networks in the ENGAGE sites. ENGAGE will refer to this list in selecting future partners whose competencies will match identified intervention needs. It will also drive the selection of Anchor CSOs.

WP Task 2.1.1.2: Map other donor-funded programs and private sector organizations operating in the area and identify areas for collaboration

MCEOs initiated several meetings with the Regional Planning and Development Office of ARMM and Planning and Development Offices in partner LGUs for mapping of donor-funded programs and projects. Results indicate at least 14 other major programs supported by USAID (6), European Union (2), United Nations Development Programme/World Bank (2), Japan International Cooperation Agency (1), Australian Agency for International Development (1), United Nations Children’s Fund (1) and the Italian Government (1). These programs—which also cover areas identified as ENGAGE sites—will operate at least until 2016 and include interventions in the sectors of governance, peacebuilding, education, health, natural resource management and children/youth.

Preliminary meetings with USAID’s Be Secure and Mindanao Health Projects initially identified joint advocacies on water/security/climate change adaptation and the strengthening of Local Health and School Boards as areas for collaboration.

WP Task 2.1.1.3: Provide technical assistance to CSOs to strengthen institutional capacity for advocacy, planning, and organizing as needed

ENGAGE supported RE-UNIDOS7 to conduct a Community Healing Session in three evacuation centers in Zamboanga City located at the following: Joaquin Memorial Enriquez Central School Grandstand, Tetuan Central School, and Divisoria Elementary School. The activity was part of the organization’s peace building efforts—in partnership with ZABIDA and Peace Advocates Zamboanga (PAZ)—and provided psycho-social support to some 700 participants.

As part of the Action Plan formulated after the December 10 Consultation Meeting on revisiting the Solid Waste Management Plan of Parang Municipality (Maguindanao), the Iranun Chamber of Commerce was engaged to lead CSOs in Parang in advocacy activities to institutionalize and implement the Solid Waste Management Plan. Activities identified include conducting public consultations and an IEC campaign. The group will finalize its action Plan with ENGAGE assistance upon the completion of plan updating scheduled in May-June 2014.

Upon the request of YAPDN for capacity building assistance, ENGAGE supported the activity entitled “Empowering Mindanao’s Future Leaders: A Training Workshop on Project Development and Resource Mobilization”. The two-day activity was conducted on February 8-9 in Cotabato City and provided participants with inputs on the project development cycle, articulating and communicating youth advocacies, integrating youth programs in LGU plans/budget and proposal development. ENGAGE staff and the City Planning and Development Officer of Cotabato served as resource persons.

The Project met with ZABIDA on March 18 as part of the technical, financial and administrative evaluation of the latter’s grant application for the proposal “Building CSO’s Core Competencies on Social Healing, Trust Building and Peace Governance”. The proposal—now in the final

7 A multi-sectoral group of Zamboanga-based CSOs, which aims to assist in the rehabilitation and reconciliation

process by conducting various psychosocial interventions, peace-advocacy work, and the implementation or monitoring of other activities related to strengthening cultural relations between Christians and Muslims in the area.

The activity also included workshops on identifying priority plans and programs for the youth and on formulation of work plans through participatory approach.

review process—is a short-term (one year) capacity building program for CSOs in Zamboanga who are undertaking social healing and trust/peacebuilding work in the area. The program includes: (1) an intensive training component on intercultural dialogue, peace governance, DRRM, bridging leadership and dialogue for transformation; (2) practicum and community application in two pilot barangays hosting internally displaced persons (IDPs); and, (3) engagement for good governance and peace advocacy that will involve strategic action planning and a series of consultations with the LGU to support its Roadmap to Recovery, Rehabilitation and Healing.

WP Task 2.1.1.4: Support efforts (i.e. matching resources) with established partners (PTAs, BSOs, industry associations, youth organizations, etc.) for improvement of service delivery

Support to date included funding of meetings/workshops and provision of technical assistance (e.g., technical review, coaching) in the preparation or updating of SWM and DRRM/ public safety plans. Accomplishments to date are highlighted under Work Plan Tasks 1.2 and 1.4.

WP Task 2.1.2.1: Support public awareness campaigns jointly developed by LGUs and CSOs to strengthen civic education

Accomplishments under this task include assistance to Marawi City in launching its SWM Program involving an advocacy component to elicit support and compliance from its constituents; the technical guidance provided to the TWGs of the Lamitan SWM Board in the development of action plans that cover public awareness campaigns; and, in the conduct of the LGU-CSO Partners’ Summit in Upi to encourage civic awareness and participation in governance affairs.

WP Task 2.1.3.1: Support LGUs and CSOs in ensuring that the composition of Special Bodies is inclusive, representative and responsive to all stakeholders

No definite support has been identified yet in Year 1 pending completion of Work Plan Tasks 1.4.1.1 and 1.5.1.1.

WP Task 2.1.4.1: Support CSOs to use citizen feedback mechanisms such as citizen charters and score cards

Aside from the LGU-CSO Partners’ Summit in Upi, the Project has yet to define interventions under this task. Engagements to date mostly involved LGUs. Consultation sessions with CSOs, however, have been lined up in the next quarter for validation of results of the baseline assessment, Wave 6 survey and desk studies relative to basic service delivery. The sessions will likewise include an assessment of current citizen charters and the identification of areas for improvement. Results will then be presented to LGUs for appropriate action.

WP Task 2.1.4.2: Support public hearings to identify high priority community concerns and agree on collaborative actions to address obstacles

Acknowledging the need for women to be heard and represented in the development programs of the Cotabato LGU, the City Planning and Development Office and the Office of the Social Welfare and Development Services—in collaboration with ENGAGE and the Mindanao Tri-people Women Resource Center (MTWRC) as CSO partner—conducted barangay consultation meetings for women in two of the five pilot communities as of reporting date. The meetings provided opportunities for women in these barangays to share their issues and concerns and to identify priority plans and programs relative to health, education, livelihood, environment and peace and order. Upon completion of these consultation meetings, results will be consolidated for presentation in a Women’s Forum tentatively scheduled in May for the review and validation of other women’s groups in the city. The validated results will subsequently define the Women’s Development Agenda and become a major input in the updating of the City’s Gender and Development Plan and future LGU budgets.

WP Task 2.1.5.1: Support university partners in hosting issue-based consultations and other participatory meetings

The Western Mindanao State University (WMSU) Junior Faculty Circle in partnership with the ZABIDA, PAZ, Katilingban Para sa Kalambuan, Reach Out to Others Foundation (ROOF) and Nagdilaab Foundation Inc. (NFI) conducted an assessment of the needs of IDPs as an input to the formulation of the Rehabilitation Plan of Zamboanga City. ENGAGE funded the assessment and commenced on November 15. It was expected to be completed by December 31 but due to delays in completion of KIIs caused by the reluctance or unavailability of target respondents, as well as the changes in coverage of the focus group discussions, pushed the completion date to January. The final assessment report provided information on strategies, mechanisms and processes that will serve to reinforce the resilience of IDPs as well as to capture the relevant issues and concerns of IDPs to guide early recovery and rehabilitation planning by the LGU and other stakeholders. Recommendations include:

The barangay consultation meetings allowed participants to share their perspectives on local affairs as well as their aspirations. Results of the consultation sessions will serve as inputs in the updating of the Barangay Development and Investment Plans and in the City’s Gender and Development Plan. ENGAGE intends to replicate this initiative in other areas to support gender mainstreaming efforts in local development planning and to empower women to take a more proactive role in the planning and decision making process.

Establishment of assistance units/desks/offices that will cater to IDP concerns which include, among others, socio-economic reintegration, relocation and resettlement, legal aid, documentation reconstruction assistance;

Updating of the DRRM Plan including the establishment of early warning systems; and,

Development and implementation of a Peace Communications and Advocacy Plan that would include social healing through peace education, capacity building for media on responsible reportage, and more active participation of the academe, church and security sector in peace dialogues.

WP Task 2.1.5.2: Engage academic and youth leaders who can provide technical assistance and serve as facilitators

No specific activity implemented in Year 1.

WP Task 2.1.5.3: Support development of materials in topics such as civic education, public awareness, use of new media and civic participation

MCEOs in Zamboanga met with the WMSU President and WMSU’s Center for Peace and Development (CPD) Director on March 17 to firm up earlier discussions about a WMSU-CPD and ENGAGE partnership on curriculum updating. The proposal calls for: 1) inclusion of modules on Culture of Peace, Peace Governance and Barangay Peace and Order Council Strengthening in the National Service Training Program; 2) inclusion of modules on Gender Sensitivity and Violence Against Women and Children in the Euthenics subject; and, 3) drafting and offering of Certificate Courses in Barangay Governance and Civic Leadership. The proposal is in line with ENGAGE’s objective to enhance the role of academic institutions in fostering civil society development.

Expected Result 2.2: Increasing involvement of youth and adults in civil society and community development

WP Task 2.2.1.1: Identify community youth groups in target areas

The updating of the Project’s roster of CSO in ENGAGE coverage areas indicated several community youth groups and youth-oriented organizations. The Project though has yet to ascertain the status of existence of most of these groups and organizations.

WP Task 2.2.1.2: Support community-led consultations, where possible through the facilitation of youth leaders, to determine priority needs and support efforts to implement community-driven projects

No specific activity implemented for Year 1. Engagements with youth groups will coincide with engagement of women and other barangay-based organizations during assessment and identification of basic service delivery to be enhanced in each area.

WP Task 2.2.1.3: Design youth internship and on-the-job training programs to promote youth involvement in public and civic affairs

The design of a youth internship program was completed in the second quarter of Year 1. Called the “Leaders for Enhanced and Accelerated Development, Engagement and Responsibility (LEADER) Internship Program”, the internship is open to young graduates from colleges and universities in conflict-affected areas in Mindanao who are not more than 29 years of age, have the potential to assume leadership positions, or who can introduce meaningful changes within the local government or CSO they belong to or work with. It provides selected interns an opportunity to learn firsthand how government policies and programs on revenue administration, fund management, local government development and local government

supervision are crafted and managed by development planners and financial experts at the national level.

This executive internship course will place interns in selected government agencies, including the Bureau of Local Government Finance (BLGF), the Department of Budget and Management (DBM), and the Department of Interior and Local Government (DILG). The program includes an academic training and, upon deployment to host government offices, any combination of the following: desk studies, hands-on experience on technical/ administrative/ support operations, individual and group coaching from direct supervisor, participation to meetings and training sessions, and interaction with fiscal policy makers and other members of the Executive Branch of the Philippine Government.

To support and strengthen the peacebuilding thrust of Zamboanga, a Peace Journalism Training and Internship Program was designed to introduce graduating Journalism students and school paper writers with the principles and best practices of Peace Journalism. The program was also designed with an end view to embed peace journalism in media products of local media and print organizations.

WP Task 2.2.1.4: Implement internships/training programs

ENGAGE supported a Youth Leadership and Constituency Building for Peace and Governance Training in Marawi City on December 26-28. The training—aimed at motivating school-aged youth to actively participate in promoting peace and good governance in Marawi City—was managed by the Al-Mudjadillah Development Foundation, Inc. (AMDF). Around 40 senior high school students from different public and private schools in Marawi City attended the training. It provided participants with a basic understanding of the concepts of governance and how good governance can contribute to peace and stability. Outputs of the workshop included the views of the participants on the indicators of good governance, the youth perspective on the current governance situation in Marawi, and action plans to promote peace and good governance.

Selected high school students in Marawi participated in an orientation workshop on youth leadership and constituency-building organized by a local NGO and supported by USAID’s ENGAGE Project.

LEADER, funded by SAF, commenced with a call for applications for the internship program in the first half of December. By January, the list of interns—10 male and 10 female young professionals—was finalized and they completed academic training at the Mindanao State University (MSU) in Marawi. The interns then deployed to DBM and BLGF on February 10 where orientation sessions were conducted to apprise interns on the functions of the host office, internship guidelines, scope of assignment and the responsible division and supervisor.

The DBM interns were assigned to the following divisions of the department: Management Information and Data Systems, Local Tax Policy Research and Review, Local Revenue Enforcement, Local Treasury Operations, Intelligence and Investigation, Plans and Programs Development, and Special Projects Management. The BLGF interns spread across the bureau’s divisions on Administrative Services, Public Financial Management and Human Resources.

Interns received specific tasks related to either their educational background or their current work. These included assignments and responsibilities related, but not limited, to: (1) information and records management; (2) network system and database administration; (3) research and other desk studies; (4) technical writing and other documentation work; (5) asset and supplies management; (6) human resource management; and, (7) participation to meetings and other training activities. Of the ten interns assigned at the BLGF, four— Ms. Amira R. Bagumbaran, Ms. Alyannah Bantuas, Ms. Murshida A. Mauyag and Ms. Sittie Nur Dayhanna S. Mohamad—were part of the project team that prepared and analyzed the LGU Fiscal Sustainability Scorecard which can be accessed through the “Iskor ng Bayan” website. Another BLGF intern, Mr. Miqdhad Abdulmajid, was involved in systems development of the “Iskor ng Bayan” website. The scorecard system project evaluated LGU performance in the areas of revenue generation capacity, local collection growth, expenditure management, and reportorial compliance. The website launched on March 31, 2014. In addition, Ms. Mauyag, who is an IT Professional, also got the chance to train on the utilization of the Electronic Statement of Receipts and Expenditures (e-SRE) software, which is the main system being used by BLGF’s Local Revenue Enforcement Division.

As part of the internship program’s design to provide on-the-job training on event organizing, activity management, group facilitation and documentation, the interns organized two sets of round table discussions (RTDs) with selected resource persons, panel of reactors, and observers from government institutions and civil society. The DBM group facilitated discussions regarding “Issues in the Roll-Out of the Unified Account Codes Structure (UACS)” on March 25 while the BLGF group handled discussions about “Tax Collection Efficiency” on March 26. Aside from the experience gathered by the interns in planning for and managing such an activity, it also provided an opportunity for participants to share and familiarize themselves with the technical aspects, issues and concerns of the aforementioned topics.

Observers and participants—composed mostly of students and young professionals—were provided with substantial information regarding the RTD topics by resource persons and panel of reactors coming from government agencies, local government units and civil society groups.

As a requirement for completing the program, the interns developed a re-entry plan (REP) which reflects a concept/project that they can implement in their respective areas as an application of what they learned during the course of their internship. The ENGAGE Team provided regular guidance and technical assistance to the 20 interns in the development of their REPs. In addition, their respective mentors also gave them additional inputs on how to carry-out their REPs and provided reference materials (Republic Acts, Implementing Rules and Regulations, Manuals, and multi-year reports) relative to their respective topics. The REP Panel Defense Sessions were conducted on April 1 (DBM) and April 2 (BLGF). The panel was composed of representatives from ENGAGE, MSU, DBM and BLGF.

To support REP implementation, DBM and BLGF provided recommendation letters to the interns in order for the latter to retrieve information from the agency’s field offices. MSU-Marawi through LEADER Coordinator Dr. Macabangkit Ati, committed to support interns in securing appointments with LGU officials during their REP Implementation. ENGAGE, through its Municipality and Community Engagement Officers (MCEOs), will monitor the progress of the implementation of intern REPs.

Interns received recognition for their efforts in finishing the program at a completion ceremony held on April 4 at the Traders Hotel in Manila. ENGAGE recognized the top performing interns during the event. ENGAGE conferred the “Top BLGF Intern” award to Ms. Alyannah Bantuas and the “Top DBM Intern” award to Ms. Aisah Macabuat. Mr. Lee Forsythe and Ms. Maria Teresa Robielos of USAID/Philippines, and officials from MSU-Marawi, DBM and BLGF attended the ceremony.

In Zamboanga, ENGAGE implemented a two-week Peace Journalism Training and Internship Program in partnership with the City Government’s Public Information Office, Philippine Information Agency Regional Office IX, Zamboanga Times and Zamboanga Today. The program aimed to develop a pool of peace journalists in Zamboanga City who will not only report on incidents of conflict, but more

The three-month LEADER Internship Program formally ended with a completion ceremony held on April 4 in Manila. Implementation of the second round of the program is in the pipeline pending review of the evaluation report and the official concurrence of DILG as the next host agency of the second batch of interns.

A total of 15 editors and writers from tertiary educational institutions in the city participated in the program which culminated in March 7.

importantly, highlight the collective efforts undertaken by the local government, civil society and academe to address these acts of violence through peaceful means.

Expected Result 2.3: Increasing citizen satisfaction with LGU planning and implementing development activities

WP Task 2.3.1.1: Based on USAID-conducted perception survey, identify areas citizens feel their LGU leadership is inadequate

As indicated under Work Plan Task 1.1.1.1, Wave VI of the SPPPS was released by JSOTF-P in February and covered six of the ten identified areas of the Project for Year 1. Results of the survey indicate that citizens feel the LGUs do not provide enough services in the sectors of economic development, health, education, and safety and security. A review of respondent feedback on life stress showed the lack of job/income, high prices of commodities, insufficient salary, lack of basic services in health/education/water/ electricity and increase in criminality and violence as the top sources causing stress and disappointment.

WP Task 2.3.1.2: Prioritize those areas (services delivery) of most concern to citizens

In terms of urgent community needs, the top three responses were: (1) maintaining and improving local peace and order (to include reduction in proliferation of illegal drugs); (2) creating jobs and livelihood programs; and, (3) access to health services. Other areas identified as priority concerns of citizens included improving access to water services and electricity, implementation of a garbage collection system, and maintenance and improvement of infrastructure like roads and bridges.

WP Task 2.3.1.3: Support joint planning and implementation of priority service delivery projects by CSOs, citizen groups and LGUs

No specific activity implemented for Year 1.

WP Task 2.3.1.4: Support joint monitoring of LGU service delivery projects by LGU, CSO and community representatives

No specific activity implemented for Year 1.

WP Task 2.3.1.5: Monitor program implementation

No specific activity implemented for Year 1.

WP Task 2.3.2.1: Identify skills gaps among staff of CSOs and People's Organizations

The CSO Report, which forms part of the Baseline Assessment, found the most common skills gap or capacity building needs of CSOs included, in no particular order: (1) community mobilization and group facilitation; (2) documentation and information dissemination; (3) conflict resolution or mediation; (4) project proposal development; and, (5) resource mobilization or generation of funding support.

WP Task 2.3.2.2: Provide training and provide technical assistance to address the gaps

The likely approval of the grant to fund ZABIDA’s “Building CSO’s Core Competencies on Social Healing, Trust Building and Peace Governance” will support this initiative. The one-year training program proposes to help improve competencies of target CSOs in the aspect of social healing and trust/peacebuilding work.

ENGAGE will provide training or extend support in Year 2 (as deemed appropriate or necessary) after a series of consultations and organizational assessments of target CSOs.

WP Task 2.3.3.1: Facilitate the conduct of AWG meetings

The Project deferred creating Area Working Groups (AWG) based in initial feedback from LGUs that it would just add another layer or sub-grouping in coordination work. LGUs instead suggested that ENGAGE utilize existing local coordination and project monitoring mechanisms in the area to carry out the projected role of the AWG or to identify and tap specific local offices or organizations as implementing, coordinating or monitoring arm of the Project. Heeding this suggestion, most of the engagements to date were done in partnership with major CSO networks (e.g., ZABIDA, RE-UNIDOS) and government instrumentalities (e.g., Sulu Area Coordinating Center).

Expected Result 2.4: Strengthening local mechanisms to promote peace and security

WP Task 2.4.1.1: Drawing upon existing data, including USAID-funded programs, map conflict triggers and actors within target areas

Results of random interviews with local leaders, community members, CSOs and local state police and military units reveal that the most common triggers of conflict—which in most cases end up in violent disputes among families (locally called rido)—include the following: (1) political issues or rivalry; (2) land ownership or boundary disputes; (3) domestic issues (e.g., physical abuse, sexual abuse, gossiping); (4) financial or money issues (e.g., debt, swindling); (5) criminal acts (e.g. theft, robbery, kidnapping); and, (6) terrorist activities. Key actors commonly mentioned include local politicians, well-known/rich families, non-state armed groups like local militias (private armies), rogue elements of the Moro National/Islamic Liberation Front, Bangsamoro Islamic Freedom Fighters and the Abu Sayyaf Group; kidnap for ransom groups; and, illegal drug dealers and addicts.

WP Task 2.4.1.2: Determine current state of local mechanisms for peace and security, and identify existing champions of peace (i.e. religious and cultural leaders)

Results of the baseline assessment, Wave 6 of the SPPPS and MCEO meetings with LGUs indicate that the Peace and Order Council and local state armed forces (Philippine Military and Philippine National Police) remain as primary agents for addressing security and peace and order concerns of each area. People generally recognize religious (Imam/Archbishop) and cultural (Datu) leaders as peace advocates and are usually called upon to act as mediators in cases of rido.

WP Task 2.4.1.3: Provide TA to improve participation and discussion of conflict prevention activities among LGUs and community members through the Peace and Order Council

No specific activity implemented for Year 1.

WP Task 2.4.1.4: Support communities (and relevant CSO partners) in strengthening early warning mechanisms and security protocols

ENGAGE conducted BNEO Training in Zamboanga where participants are expected to develop their respective Barangay Public Safety Plan (to include early warning mechanism and security protocols) which will subsequently feed into the City Public Safety Plan.

WP 2.4.1.5: Increase participation of women and youth in peace building and conflict prevention activities

The project assisted one of the activities conducted in Zamboanga City from November 28 to December 4 during the celebration of the 19th Annual Week of Peace. The Week of Peace activities focused on the aftermath of the violent attacks by a faction of the Moro National

Liberation Front (MNLF) in the city in September 2013. The celebration was led by the Interreligious Solidarity for Peace (ISP) as the lead convenor. ISP and its partner support groups—ZABIDA and PAZ—helped IDPs and other victims by organizing humanitarian relief and healing efforts in collaboration with other government and non-government agencies. A multi-sectoral group of CSOs, RE-UNIDOS, formed to integrate and strengthen rehabilitation, reconstruction, and psycho-social healing efforts in the affected areas. They organized these activities in coordination with the Zamboanga City government and other government agencies.

Women and youth groups were actively involved in the community healing sessions. At the Taluksangay Elementary School, Christian and Muslim students sat side by side as they crafted “Cranes of Peace”, which symbolized unity and forgiveness. In a peace forum, with the theme “Peace in Mindanao,” Soraya Sali, a mother of seven, spoke about the many difficulties encountered by her family during the three-week siege of Zamboanga and how they were able to surmount these challenges with the help of Christian friends. The event provided the participants, particularly the women and children, the opportunity to share lessons on how the tri-people of Mindanao – Muslims, Christians and Indigenous Peoples (IPs) – can overcome the barriers of hatred and distrust and work together in the spirit of peace and solidarity.

Women and youth demonstrated their crucial role in peace-building during this year’s celebration of the Mindanao Week of Peace, organized by a local NGO, Interreligious Solidarity for Peace (ISP), in collaboration with ZABIDA and supported by USAID’s ENGAGE Project.