The Corona Impeachment Trial

The Philippines for the first time in history, sets the stage for the impeachment of the Chief Justice of the Supreme Court. Impeachment gives the House of Representatives the power to initiate impeachment cases with the Senate deciding on their outcomes.

Eight articles of impeachment have been filed against Chief Justice Renato Corona. This set of charges covers betrayal of public trust, violation of the Constitution and graft and corruption.

Chief Justice Corona’s defense team is led by former Associate Justice Serafin Cuevas. The prosecution led by Representative Neil Tupas Jr. is composed of 11 members of Congress and private prosecutors.

A total of 188 congressmen endorsed the impeachment complaint. At least two-thirds of the Senate or 16 of its members are needed for the Chief Justice to be convicted.

Implications of Historic Event

This historic event augurs well for the judiciary. It sends a signal to the country’s magistrates that the people are vigilant and this may result in their having second thoughts to performing below par in the highest court of the land.

Public opinion plays a significant role in this impeachment process. The senator-judges are expected to decide not solely on the legal merits of the case. They will most likely also respond to public clamor and popular sentiments.

Senator Antonio Trillanes III said in a recent speech that “Having established that impeachment is a political process, therefore, my verdict should not be based solely on evidence as it now becomes a matter of public policy”. Former Chief Justice Artemio Panganiban also wrote in his column in the Philippine Daily Inquirer, “Many commentators and analysts believe and profess that impeachment is a legal and judicial matter decided mainly by strict legalisms. By its nature however, impeachment belongs more to the people than to lawyers; more to public wisdom than to legalisms.”

Public opinion is however, not a single united voice. It does not come from a homogenous group of concerned citizens. The main vehicle for public opinion is the mass media. There are also the social institutions such as the church, government and schools. And to be included also are the social networking sites.

Whoever has control of public opinion then, becomes an influential factor in the impeachment trial. It will be a decisive factor in the acquittal or conviction of Chief Justice Corona.

Whatever the outcome of this impeachment trial is, the people expect that the next Chief Justice shall not be beholden to anyone and that the Supreme Court will not transform itself from a Court being perceived to be pro-Arroyo, to that of a Court being pro-Aquino.

Participants initially had workshops for the identification of the core problem that they want to address. Commonly referred to as the Problem Tree Workshop, the workshop resulted in determining the core problem, the main problems, their causes and contributing factors.

This was followed by the exercise on completing the Objective Tree. From this activity, the group proceeded to coming up with their alternative strategies in tackling development problems. Several other steps were then undertaken by the group including the identification of activities and objectively verifiable indicators (OVIs).

The workshop outputs shall be used by the participating organizations in their planning as well as in formulating their proposals to funding partners. The three participating people’s organizations, KMP, Pamalakaya and Amihan have previously worked with MASAI in their program evaluations.

MASAI Executive Director Tackles Partnership Issues in Marinduque Forum

MASAI’s Executive Director Rosario Brenda Gonzalez gave an input on “The Principles, Mechanisms and Good Practices on Partnership” on January 13, 2012 for the Marinduque Development Partnership (MDF), a recently formed group of government, non-government and community-based organizations. As many of the participants are from the latter, forum organizers requested that the sharing of Ms. Gonzalez be written in Filipino.

The Marinduque Development Partnership members presented an update of their development work, reviewed their partnership initiatives and came up with common plans for future undertakings.  It was initially organized by the Norwegian Mission Alliance (NMA) which implements community-based development programs in the Buenavista and Torrijos towns in Marinduque.

Marinduque Governor Carmencita Reyes delivered an inspirational talk while NMA’s Emerson Moran gave the Opening Remarks during this Partners’ Forum. It was participated in by more than 150 representatives of government agencies, non-government and community-based organizations, church groups and other socio-civic organizations.

Below is the sharing of Ms. Gonzalez on partnership.

Mga Prinsipyo, Mekanismo at Ilang Natatanging Praktika ng Pakikipagtrabaho at Pakikipag-Ugnayan sa Iba’t Ibang Organisasyon

Ang gawaing pangkaunlaran o “development work” ay umusbong at unang nakilala noong panahon ng 1980s. Ito rin ang panahon ng batas militar at panahong may malaking pangangailangan sa mga programa at serbisyong pangkaunlaran. Mula noon hanggang ngayon ay may ilang mga salita ang nadagdag sa bokabularyo ng mga nagtratrabaho sa mga social development organizations at sa mga ahensya ng pamahalaan. Isa na rito ang “partnership”. Ganun din ang mga salitang output, impact, effects, networking, people’s organizations at non-government organizations.

Ang salitang partnership sa konteksto ng development work ay nagmula sa mga karanasan ng pakikipag-ugnayan at pakikipagtrabaho sa iba’t ibang organisasyon. Kung ating matatandaan ay napakaraming ugnayan ng mga organisasyon noong mga taon bago nagwakas ang gobyerno ng dating Pangulong Ferdinand Marcos.

Alliances, consortium, network, federation – ilan lamang ito sa mga tawag sa mga organisasyon na binubuo ng iba’t iba pang organisasyon. Lahat ito ay pumapaloob sa partnership. Maaari ring ang partnership ay sa pagitan ng isang indibidwal at isang organisasyon o sa pagitan ng maraming indibidwal at isang organisasyon.

Nang lumaon, naging karaniwan nang bukambibig ang katagang “partner namin sila”. Ano nga ba talaga ang kahulugan ng partnership sa konteksto ng development work sa pangkalahatan at sa konteksto ng gawain ng Norwegian Mission Alliance (NMA) sa Pilipinas, lalong lalo na sa Marinduque.

Ang karanasan ng NMA sa Marinduque ay nagluwal ng mga aral na maiging isa-dokumento upang maging bahagi ng pang-institusyunal na kasaysayan nito. Isa sa mahahalagang aral nito ay ang kahalagahan ng pakikipag-ugnayan o pakikipag-partner ng NMA sa mga mamamayan, organisasyon at institusyon.

Ang partnership na ito ay nakabatay sa mga sumusunod na prinsipyo at paniniwala:

1. 1.     Aktibo at substansyal na partisipasyon ng mga mamamayan sa mga programa, gawain at patakaran hinggil sa malawakan at pang-matagalang kaunlaran

Anumang  programang pangkaunlaran ay dapat na nagmumula sa mga kaalaman, karanasan, kasanayan, kultura at pamamaraan nang pamumuhay ng mga mamamayan sa isang partikular na komunidad.  Tungkulin ng mga pangkaunlarang organisasyon na kalapin at isistematisa ang mga saloobin, aspirasyon, kasanayan at kaalaman ng mga tao at bigyang hugis ito sa isang istruktura at programa.

Ang mga aspeto at bahagi ng istruktura at programang pangkaunlaran ay dapat ding maging resulta ng regular na konsultasyon at partisipasyon ng mga mamamayan. Sa ganitong paraan ay magkakaroon nang malasakit ang mga tao sa magiging aktibidad at gawain ng programa. Magiging aktibo sila sa paggampan ng mga gawain at pagpapatupad ng programang pangkaunlaran.  Hindi nila basta-basta maiiwan ang programa dahil alam nilang kasama sila rito. Ang katotohanan nga ay sa kanila ang programa. Sila at wala nang iba ang nagmamay-ari ng programa.

At dahil ang mga tao ay may malalim na pang-unawa at matagal na karanasan sa komunidad, ang programang pangkaunlaran na madedesenyo ay magiging malawakan at pang-matagalan. Masalimuot ang pangkaunlarang sitwasyon sa komunidad kaya panigurong maraming suliranin at hamong nararanasan ang maibabahagi ng mga tao. Batay dito ay hindi magiging panandalian at pang-iilan lamang na indibidwal ang lilitaw na programang pangkaunlaran.

1. 2.     Kaisahan sa mga isyu at paniniwala

Ang isang partnership ay dapat na nakabatay sa mga kaisahan hinggil sa mga kongkretong isyu at paniniwala. Hindi tatagal ang isang partnership kung walang pagkakaisa ang bawat kasapi sa partnership hinggil sa mga partikular na isyung kinakaharap. Halimbawa, ang mga mamamayan sa mga program areas ng NMA sa Marinduque at ang NMA ay dapat na may pagkakaisa nang pagtingin sa kung ano ang tunay na pag-unlad ng isang komunidad. Maaaring hindi pa ganitong kalalim ang kanilang pagkakaisa subalit dapat ay may isang antas na ng kaisahan, halimbawa ay ang parehong paniniwala sa kahalagahan ng presensya ng isang NGO at development organization na kasabay na makikipaglakbay sa mamamayan upang marating ang isang antas nang pag-unlad.

1. 3.     Pagtitiwala at respeto sa isa’t isa

Para maisakatuparan ang partnership, dapat na may pagtitiwala at respeto sa isa’t isa. Hindi sa lahat ng isyu ay magkakaroon ng iisang pagtingin at pagsusuri ang dalawang grupo. Ang importante ay malinaw sa kanila kung saan sila nagkakaisa at dito iikot ang kanilang partnership. Inaasahan na may panahon na magkaiba ang kanilang posisyon sa isang isyu at ito ay natural lamang na mangyayari. May kani-kaniya silang karapatan at kalayaang magkaroon ng posisyon o paninindigan sa isang isyu at hindi ito magiging sanhi nang pagkawala ng pagtitiwala at respeto sa bawat isa.

1. 4.     Pagiging bukas sa mga layunin at gawain ng organisasyon

Mahalaga para sa integridad at kredibilidad ng isang organisasyon na bukas ang mga institusyunal na rekord nito para sa publiko. Kabilang dito ang mga annual report at audited financial report. Dapat ay alam din ng ka-partner na organisasyon o indibidwal ang ganitong mga impormasyon hinggil sa organisasyon.  Pamilyar naman ang karamihan sa pangangailan ng mga daluyan ng ganitong impormasyon kagaya nang pagkakaroon ng web page, regular na publikasyon at paglalabas ng annual report.

Bukod sa mga prinsipyo na pinagbabatayan ng isang partnership o pakikipag-ugnayan, mahalaga rin na may mga kongkretong mekanismo na dadaluyan at higit pang magsisistematisa rito.  Kabilang sa mga ito ang sumusunod:

1. a.     May malinaw na tao at yunit sa organisasyon na may tungkuling gampanan ang pakikipag-ugnayan

Ang isang partnership ay hindi basta basta na lamang iniluluwal ng pagkakataon, bagkus ito ay pinapaunlad at pinapayabong. Isa sa pamamaraan para magawa ito ay sa pagsisiguro na may staff at yunit sa organisasyon na nakatalaga upang gumampan ng gawain sa pakikipag-ugnayan. Dapat siguraduhing malinaw sa kanya at sa iba pa nyang kamanggagawa o kaopisina ang kanyang mga tungkulin at gawain.

Ganun din ang anumang organisasyon na nakikipag-ugnayan ay dapat na may naitalaga ring kinatawan. Dapat ay hindi pabago-bago ang mga staff at kinatawan na gumagampan ng gawaing pakikipag-ugnayan o partnership. Sa ganitong paraan ay mas nakikilala at nauunawaan ng bawat mag kapartner na organisasyon ang isa’t isa.

1. b.     Sistema nang pagsubaybay at pagtatasa sa mga layunin at alituntunin ng pakikipag-ugnayan

Ang anumang partnership sa pagitan ng dalawang panig o organisasyon ay dapat na may malinaw na direksyon at mga layunin. Batay sa mga layuning ito, ay may mga tinutukoy at pinagpaplanuhang mga gawain. Pana-panahon ay dapat ding balikan at subaybayan (monitor) at tasahin (evaluate) kung naisasakatuparan ang mga gawaing nasa plano. Ang resulta ng pagsubaybay at ebalwasyon ay nagiging mahalagang bahagi ng susunod na proseso nang pagpaplano.

k. Pagsasadokumento ng karanasan sa partnership

Kung tutuusin kulang ang mga dokumento hinggil sa karanasan ng mga organisasyon sa partnership. Kaya magandang maisadokumento ang naging resulta ng mga pakikipag-ugnayan ng NMA, lalo na at ito ay kinabibilangan ng mga relasyon/ugnayan sa iba’t ibang aktor sa larangan ng gawaing pang kaunlaran. Kabilang na rito ang mga mamamayan sa komunidad, ang mga opisyales ng lokal na pamahalaan, ang mga taong simbahan, ang mga taga iba pang NGOs at POs at ang mga nasa sosyo-sibikong organisasyon.

Kung ilalapat sa praktika ay masasabing may mga natatanging karanasan sa partnership. Subalit dahil sa kakulangan ng panahon ay hindi naman nagkaroon ng isang pananaliksik at pag-aaral hinggil dito.  Ang maaari ko lamang ibahagi sa puntong ito ay ang mga pangkalahatang programang napaunlad sa Pilipinas na may malakas na aspeto ng partnership.  Kabilang na rito ang “community-based health program” (CBHP) at ang “community-based disaster response and management” (CBDRM).

Malaki ang elemento ng ugnayan ng lahat ng sektor sa komunidad sa dalawang programang ito. Kaya iba’t ibang porma ng partnership ang nakapaloob dito subalit lahat ay ginagabayan ng mga prinsipyo ng “people’s participation, unity of issues, mutual trust and respect, at transparency” o yung mga una nang nabanggit na mga prinsipyo ng partnership.

Ang CBHP ay nakapagluwal ng mga health workers sa komunidad na siyang nagbibigay ng mga serbisyong pangkalusugan sa mga mamamayan. Ito rin ay nagbigay daan upang magkaroon ng mga botika at kooperatiba sa mga lugar na dati-rati ay walang access sa mga gamot lalong lalo na doon sa mga gamot na hindi ibinebenta na may malaking tubo.

Maituturing ding tagumpay ang CBHP dahil nagbigay daan ito upang talikuran ng marami sa ating mga kababayan ang mga di siyentipiko at di epektibong praktika ng panggagamot na karaniwang tinatangkilik sa mga liblib at malalayong lugar. Pinalawak din nito ang kaalaman ng ating mga mamamayan sa kahalagahan ng mga tradisyunal at epektibong pamamaraan ng panggagamot gaya nang paggamit ng mga halamang gamot na nasa ating kapaligiran.

Pag-asa at oportunidad na matulungan ang mas nangangailangan sa ating lipunan ang ibinigay, higit sa anupaman ng CBHP. Malayong naunang napaunlad ang CBHP sa Pilipinas kung ikukumpara sa CBDRM subalit dahil na rin sa tindi ng mga kalamidad na sa tuwi-tuwina ay dumadating sa ating bansa, unti-unti na ring napapatimo sa kaisipan ng ating mga kababayan ang CBDRM o ang buo at kumprehensibong programa upang harapin ng mga mamamayan mismo ang mga kalamidad, maging ito man ay gawa ng tao o mula sa kalikasan. Nagkakaroon ng mga pagsasanay at gawain ang komunidad upang mapaghandaan ang mga kalamidad. Nagkakaisa ang lahat ng sektor sa komunidad kabilang na ang simbahan, pamahalaan, mga sosyo-sibikong organisasyon at ang mismong organisasyon ng mga mamamayan upang rumesponde sa anumang kalamidad na darating. Hindi na nila hinihintay pa ang mga babala ng bagyo,halimbawa, bagkus ay may pang matagalang pag-aaral, paghahanda at pagkilos upang sama-samang harapin ang anumang kalamidad na dumating sa kanilang lugar.

Ang CBHP at CBDRM ay sistematikong ipinapatupad sa mga istrukturang malinaw at matibay (stable). Ito ay pinapamahalaan sa paraang episyente (efficient) at epektibo. Mayroon itong regular na pagsubaybay at pagtatasa. May mga taong gumagampan ng kanilang gawain sa abot ng kanilang makakaya dahil alam nila ang direksyon at layunin ng mga ganitong programa. Ang mga prinsipyo at mekanismo ng partnership ay kongkreto at naisasapraktika sa dalawang programang pangkaunlaran, ang CBHP at CBDRM.

Sa pangkalahatan ay masasabi nating buhay na buhay din ang karanasan ng partnership sa NMA lalo na sa project area nito sa Marinduque. May mga tagumpay na nakamit gaya nang pagkakaroon ng panimulang mga pagkakaisa sa mga adhikain at gawain. Sa kabilang banda ay masasabi rin nating marami pang pagbabagong dapat na maganap at mga hakbang na dapat gawin upang higit pang maging kapaki-pakinabang ang partnership na ito. At sa pag-usad ng prosesong iyan, inaasahan nating pagsusumikapan ng lahat ng kalahok na alalahanin at isabuhay ang mga prinsipyo at mekanismo ng partnership.

This was among the first instances when CWEARC’s donor agency, EED organized an evaluation team with a local (MASAI) and foreign evaluator.  This experimental set-up seeks to provide an opportunity for sharing of experiences and expertise between two evaluators. In this case, the sharing was between an evaluator and an evaluating organization, MASAI.  

The evaluation team implemented a participatory and empowering approach which saw the conduct of 11 focus group discussions with community members and 16 interviews with key informants including the program staff, network and board members.  MASAI’s co-evaluator is Ms. Louise Coventry, an Australian management consultant who is based in Cambodia.

CWEARC then implemented one of the key evaluation recommendations, the conduct of a logical framework planning which was facilitated by MASAI.  CWEARC also incorporated the other evaluation recommendations in its three-year proposal.

In this continuing partnership, MASAI and its co-evaluator, Ms. Coventry also provided inputs to CWEARC on how to engage in creative resource generation and fundraising. 

An Evaluation of KUMARE’s Impact on its Members
KUMARE and MASAI worked together in the whole process of the evaluation – from the design, data gathering and analysis of data until the presentation of conclusions and recommendations. From the study, we were able to gather the victories the organization garnered through the years, including the positive effects it had on the lives of its women members. From the four walls of their homes, the women emerged into a bigger world as they became aware of the significant roles they played, and other roles they were capable of doing, in their homes and in society. They gained a renewed vigor and were empowered to undertake the socio-economic projects which helped give additional income for their families’ needs. They gained skills and experience in working with the different members of their community and interacting with other communities and sectors, too.
On the other hand, the women were also able to take stock and analyze the different aspects of their program and what were needed to be changed or improved on. One of these is the need to systematize and clarify their organizational structure, which includes, defining clear and written tasks and responsibilities of the members, staff and leadership of KUMARE. Another immediate issue is the need to discuss the precise meaning or significance of the organization’s policies, to change some of these if needed and draft new policies which will bring about a more efficient and effective management and operation of KUMARE’s programs. Another need identified is the continuous training and development of KUMARE’s staff and members which is an important factor in ensuring the sustained implementation of their tasks and the organization’s programs.

Training on Program Management
The first of a series of activities was the conduct of a seminar on program management which involved trainings on planning, monitoring and evaluation, program implementation, leadership and capacity building. The participants of these trainings were the staff of KUMARE, all of whom were active and earnest in learning. The following activities were two practicum sessions on management where the staff identified the knowledge and skills necessary for their respective positions or tasks. The final session was a workshop participated in by the management committee wherein they discussed and documented the tasks and responsibilities based on the actual needs or functions of their respective positions in the organization.
The recognition of the organization’s successes and the further enhancement in the aspects of organizational consolidation and strengthening reflect the seriousness of KUMARE’s goal and the renewed vigor of its members and staff in performing their tasks. This is a significant event in the life of KUMARE and should thus be appropriately featured as a major aspect in the celebration of its 15th General Assembly.
It is also clear with KUMARE that the steps it has taken towards building its capacity in program and organization management is a continuous process and should be made a regular part of its organizational life. Similarly, this 15th General Assembly of KUMARE, does not mean its colorful and meaningful journey is at an end. This only signifies a new beginning towards the reaffirmation of life, security of livelihood and education and unity with the environment.
Long live KUMARE, its members and leaders! Long live the women who are ready to fulfill and take part in development programs that would enrich and empower KUMARE’s life and its journey! Thank you.

Note: The above speech was delivered by MASAI’s Executive Director Rosario Brenda Gonzalez during KUMARE’s 15th General Assembly last July 9. This English version is translated from its original text by Griselda-Ann Montano.

An Evaluation of KUMARE’s Impact on its Members

KUMARE and MASAI worked together in the whole process of the evaluation – from the design, data gathering and analysis of data until the presentation of conclusions and recommendations. From the study, we were able to gather the victories the organization garnered through the years, including the positive effects it had on the lives of its women members. From the four walls of their homes, the women emerged into a bigger world as they became aware of the significant roles they played, and other roles they were capable of doing, in their homes and in society. They gained a renewed vigor and were empowered to undertake the socio-economic projects which helped give additional income for their families’ needs. They gained skills and experience in working with the different members of their community and interacting with other communities and sectors, too.
On the other hand, the women were also able to take stock and analyze the different aspects of their program and what were needed to be changed or improved on. One of these is the need to systematize and clarify their organizational structure, which includes, defining clear and written tasks and responsibilities of the members, staff and leadership of KUMARE. Another immediate issue is the need to discuss the precise meaning or significance of the organization’s policies, to change some of these if needed and draft new policies which will bring about a more efficient and effective management and operation of KUMARE’s programs. Another need identified is the continuous training and development of KUMARE’s staff and members which is an important factor in ensuring the sustained implementation of their tasks and the organization’s programs.

Training on Program Management

The first of a series of activities was the conduct of a seminar on program management which involved trainings on planning, monitoring and evaluation, program implementation, leadership and capacity building. The participants of these trainings were the staff of KUMARE, all of whom were active and earnest in learning. The following activities were two practicum sessions on management where the staff identified the knowledge and skills necessary for their respective positions or tasks. The final session was a workshop participated in by the management committee wherein they discussed and documented the tasks and responsibilities based on the actual needs or functions of their respective positions in the organization.
The recognition of the organization’s successes and the further enhancement in the aspects of organizational consolidation and strengthening reflect the seriousness of KUMARE’s goal and the renewed vigor of its members and staff in performing their tasks. This is a significant event in the life of KUMARE and should thus be appropriately featured as a major aspect in the celebration of its 15th General Assembly.
It is also clear with KUMARE that the steps it has taken towards building its capacity in program and organization management is a continuous process and should be made a regular part of its organizational life. Similarly, this 15th General Assembly of KUMARE, does not mean its colorful and meaningful journey is at an end. This only signifies a new beginning towards the reaffirmation of life, security of livelihood and education and unity with the environment.
Long live KUMARE, its members and leaders! Long live the women who are ready to fulfill and take part in development programs that would enrich and empower KUMARE’s life and its journey! Thank you.

Note: The above speech was delivered by MASAI’s Executive Director Rosario Brenda Gonzalez during KUMARE’s 15th General Assembly last July 9. This English version is translated from its original text by Griselda-Ann Montano.

 The Paaralang Lisa Balando (PLB), was implemented by CWR from 2006 to 2008 to enhance women’s capacity for self reliance and empowerment through what it calls a “productive, integrated, interactive and gender-based education”. The program partners and beneficiary organizations include the adult grassroots women, members of community organizations and men who are willing to support and join women’s activities.

CWR partnered with the German Adult Education Association (IZZ/DVV) in the implementation of the PLB Program particularly in the following aspects: 1) Module and Curriculum Development, 2) Replication of Literacy and Numeracy, 3) Training Materials Development and 4) Advocacy Work for the Active participation of Women in Community Activities.  The summative evaluation was likewise supported by IIZ-DVV.

In conducting the evaluation, MASAI employed various methods in data gathering including focus group discussions (FGDs) and individual interviews wherein key implementers such as the CWR staff, community women leaders, mothers and supportive husbands and youth were able to participate and give significant and personal insights regarding the program and its achievements.

The evaluation results, in summary, show that the PLB program has significantly contributed to improve and increase the capacity of women towards self-reliance and empowerment through an innovative, integrated and interactive gender-based adult education. The level of achievement of these grassroots organizations has actually exceeded expectations, producing a rich pool of women leaders, organizers, speakers, trainers and para-teachers. Also, many grassroots women through their organizations are now able to plan, design, implement and evaluate different types of education projects. Secondly, the PLB program has produced training and education materials that were developed and produced for, with and by women including those based in local communities. Among these are video productions, visual aids and power point presentations and reference materials/booklets. Another positive result of the program are the partner organizations’ breakthroughs in local networking and governance, as they  grabbed the opportunity of working with LGUs in advocating for the GAD budget to be accessed and used for women’s programs.

Not only has the PLB left a lasting impact on the women’s lives by developing and building on their knowledge, skills and attitudes, but it has also affected their family lives and personal relationships – with their children, husbands, communities and with other women.  Reflectively, most of the women shared that because they have gained more confidence in themselves and in their abilities, they have become more alive – they have grown a stronger voice,   a more active stance and a stronger spirit – not only as individuals but more importantly as a group united.

In addition, the PLB has also contributed to the growth of CWR. It strengthened the institution’s partnership with the organizations of the poor and marginalized. PLB is able to develop appropriate and effective training materials contributing to the overall work of CWR in training materials development. Also, PLB has developed para-teachers, community organizers, women and community leaders, health workers and support staff members of people’s organizations which strengthened the capacity and enhanced the track record of CWR as a training institution.

KUMARE was established on November 1996 in Real, Quezon initially as a local model of the Grameen Bank project in Bangladesh. From a single program organization, KUMARE has evolved into an integrated program that combines micro-finance with social enterprise development, educational assistance, ecology and disaster preparedness and management.

Consultancy and accompaniment is a series of programmed and structured activities designed to make an organization more effective and efficient. It is a collaborative undertaking of the implementing organization and an external consultant that starts from a diagnosis of where the organization is in terms of its level of achievement of program objectives and the efficiency of its operations.

Prior to the impact evaluation, MASAI conducted a needs assessment of KUMARE. The needs assessment yielded the necessity of conducting an impact evaluation.

Other MASAI planned undertakings covered by the consultancy and accompaniment include a workshop on the formulation of the Job Descriptions of the KUMARE staff members. It also presented a sample staff appraisal form from which KUMARE can design its own.

In February 2011, MASAI and KUMARE discussed and agreed that the latter shall continue the organizational practices that they learned from the consultancy and accompaniment. MASAI also reiterated that despite the formal end of the engagement between the two organizations, KUMARE can always consult MASAI regarding organizational management and capacity building.

VIC partners in the Philippines are the Child and Family Services Philippines Inc. (CFSPI), Childhope Asia Philippines (CHAP) and the Free Rehabilitation, Economic, Education and Legal Assistance Volunteers Association, Inc. (Freelava) which all have community-based programs. Other VIC partners are center-based organizations such as the Educational Research Development Assistance ERDA, Iloilo Juvenile Welfare Foundation (IJWF) and the Marcellin Foundation.

Two of these organizations (ERDA and CHAP) have their offices in Manila, while the rest are in Baguio (CFSPI), Cebu (Freelava), Iloilo (IJWF) and General Santos (Marcellin).

VIC funded a three-year (2008 -2010) program for street children and children in conflict with the law (CICL) in the Philippines.  Its objectives include:

1. Improved social and family integration of street children and children in conflict with the law through direct service delivery;
2. Improved awareness on the rights of  street children and children in conflict with the law through community advocacy; and
3. Improved policies and programs for street children and children in conflict with the law through policy advocacy.

In mid 2010, VIC requested the Management Advancement Systems Association, Inc. (MASAI) to conduct a summative evaluation of the VIC program in the Philippines. A Terms of Reference (TOR) was discussed and agreed upon by both VIC and MASAI regarding the conduct of this evaluation.

Data-gathering for the evaluation started in the first week of September with individual and group interviews with IJWF in Iloilo. The last batch of interviews was conducted for Freelava on November 17-18. The validation sessions with the partner organizations were done in December. By January 2011 the final evaluation report was submitted to VIC.

The MASAI evaluation team members for this engagement consist of Brenda Gonzales, Belna Cabasan, Giselle Montano, Jean Macliing, Ma. Luisa Tumlos, Sheila May Saniano, Piya Malayao, and Roxanne Gale Villaflor.

Rosario Brenda Gonzalez, MASAI executive director, facilitated the two-day Strategy and Operational Review Workshop for KADUAMI last September 22-23, 2010 in Maryknoll Auditorium, Camp Sioco, Baguio City. The workshop was attended by 18 participants from KADUAMI’s Board of Directors, staff and KADUAMI’s people’s organizations (POs) members such as Apit-tako, Dinteg, and Cordillera Labor Center.

MASAI proposed that the group should have a working definition of strategy first, as the main objective of the workshop is to review the strategies of the organization. This is necessary for all participants to have a common understanding of what the workshop is all about. The group agreed that strategy refers to the means through which the goals of the organization can be achieved. This is within the context of a Strategic Plan which is the long-term direction of the organization including the Vision, Mission, Goals, Strategies and Programs of the organization.

The international and national situation was presented by Ben Solang, the former Executive Director of the Center for Development Programs in the Cordillera (CDPC) and currently, KADUAMI’s Board Secretary. This input was given in order for the participants:  1) to understand external factors affecting the organization, 2) to distinguish people-oriented  NGOs from those which are not, 3) to reiterate the importance of the General Assembly (GA) and 4) to note challenges on the funding landscape.

The discussion on the international and national situation was followed by KADUAMI’s organizational situation presented by Roxanne Veridiano, KADUAMI’s Executive Director. She enumerated the strengths, weaknesses, opportunities and threats faced by the organization in terms of Planning, Organizing, Staffing, Directing and Controlling. Specifics on each operation was discussed in the open forum after the talk, such as the need for KADUAMI to establish its core competency or where it is good at and issues in KADUAMI’s external context that are central to the organization.

The Human Rights Based Approach to Development (HRBA) was discussed next by Roda Dalang of Dinteg. She reminded KADUAMI to discern the real disadvantaged sectors they need to assist using the right indicators and standards on people’s rights, especially since one of the organization’s goal is to enhance the capacity of communities to protect their indigenous people’s rights as well as gender rights. With this lecture, KADUAMI’s VMG (Vision, Mission and Goals) was reviewed and reformulated. It was the consensus of the group that the HRBA shall be the approach that the organization will use in its programs and services. After the discussion on HRBA, the presentation of the Eco-system Based Approach to Development (EBA) followed. From the discussion, a major point which came up was that the EBA accepts the fact that there is environmental destruction but it does not examine why this is happening. It was proposed that EBA should be critically analyzed, especially the terminologies used. It can, however be used as a framework for research and the making of a data base.

The last discussion of the workshop focused on KADUAMI’s constitution, by-laws and Manual of Operations on Policies and Procedures and Systems (MOPPS). Clarity of roles and responsibilities of the BOD and sub-regional coordinators and defining the Memorandum of Agreement with the frequency of reporting of PO members were among 14 amendments recommended.

From the participants’ evaluation, the main hindering factor of the workshop was the lack of time to deepen the topics and the absence of some members from Cagayan Valley and the Ilocos region. Nonetheless, the participants agreed that the workshop is a big success as all the objectives were met.

Mark Mendoza

In November 2009 MASAI’s executive director Rosario Brenda Gonzalez and development management consultant, Norlie Quesada-Corneby completed the evaluation of the Community Extension Development Program (CEDP) of the College of Maasin in Southern Leyte.

CEDP has accomplished most of its planned activities in response to the needs of partner communities. It has also developed and installed the necessary systems in planning, implementation and monitoring and evaluation of the program. Processes and mechanisms in organizing tasks as well as in staff development have been set up. Coordination and communications systems are in place. Service delivery is realized through participatory leadership and membership initiatives.

Members of communities where CEDP implemented projects said that these undertakings improved their lives as they were given opportunities to increase their incomes and have access to health and disaster management services. People’s organizations and local government units (LGUs) have been developed to continue the program in the long term.

The evaluation process included focus group discussions (FGDs) among community members, individual interviews and group discussion with the staff, community visits and participant observation, and validation sessions. Participatory evaluations methods were utilized as much as possible. Women were encouraged both by community leaders and the evaluators to take an active part in the FGDs.

CEDP is the mechanism through which the extension work of the College of Maasin is realized. Both faculty and students of the College have since lauded the serious efforts of the school to reach out to marginalized groups. The College has two other functions apart from extension, which are instruction and research.

Accompaniment and Consultancy Program for DIMASAFI: Venue for Capacity Building

MASAI and the Diocese of Masbate Social Action Foundation, Inc. (DIMASAFI) launched an accompaniment and consultancy program for the latter’s staff members in June to September 2009. As a pioneering activity for DIMASAFI, it aims to provide the appropriate seminars and on-the-job training for its staff members to meet the challenges in managing and implementing their development programs.

A training needs assessment (TNA) was first conducted among the staff members. Based on the TNA results, a seminar on Program Management was designed and eventually undertaken.

Another TNA was then implemented but this consisted of structured and unstructured interviews with key finance personnel such as the bookkeeper, the incoming and out-going finance officer and the program coordinator for community development. Based on the interview results, a Fund Management training was designed. It was then conducted to further improve the capacity of DIMASAFI’s finance staff members. A hands-on accompaniment scheme was also undertaken after the Fund Management Training.

MASAI also conducted a strategic planning workshop for DIMASAFI. It further helped the organization articulate its long-term direction. In the past, attemps in coming up with a strategic plan document had been made but these were not completed. For 2009, DIMASAFI vowed that it shall come up with its vision, mission, goals , strategies and programs.

Impact Evaluation and Accompaniment for KUMARE and Hardin ng Kalikasan

KUMARE and Hardin ng Kalikasan are women’s organizations based in Real, Quezon. Both are being assisted by nuns from the Sisters of Sion. The former is headed by Sr. Oonah O’Shea while the latter is led by Sr. Anne Brittain.

KUMARE and Hardin ng Kalikasan seek to empower women through education, training, management and implementation of development projects and cooperativism. The members of these organizations recognize the positive effects of their organizations on their lives. Most of them have gone beyond their domestic responsibilities and learned new skills and knowledge. Many of them have been given access to livelihood opportunities and extra income. They became friends to each other, forming a support system from which they can derive moral, spiritual and at times, financial support.

Part of the women members’ realization is the desire for their organizations to be sustainable even if there will only be limited external financial support for their activities. They have also come to realize that time will come when the two nuns of Sisters of Sion shall leave them and be assigned to some other work.

Given these considerations, both KUMARE and Hardin ng Kalikasan requested MASAI to conduct an impact evaluation of their organizations and then design an accompaniment program afterwards. The latter is envisioned to be a combination of trainings and coaching exercises.

MASAI’s senior consultant, Ms. Maria Teresa Dominguez has been assigned to take the lead in the conduct of the impact evaluation. She is also expected to conduct post-training activities for KUMARE and Hardin ng Kalikasan.