ADB RETA 6445: Strengthening Citizen sInvolvement in ...

ADB RETA 6445: Strengthening Citizens Involvement in Mitigating Governance Risks in Local Government Units in the Philippines

Sub-Project Completion Report

Providing Social Accountability Interventions to Foster Constructive Engagement of Stakeholders in Local Government Affairs of Cagayan de Oro Xavier University-Ateneo de Cagayan, Research and Social Outreach

Asian Development Bank

X a v i e r U n i v e r s i t y - A t e n e o d e C a g a y a n , C o r r a l e s A v e n u e

9 0 0 0 C a g a y a n d e O r o C i t y

Providing Social Accountability Interventions to

Foster Constructive Engagement of Stakeholders in

Local Government Affairs of Cagayan de Oro

08 Fall

XU-Research and Social Outreach

December 2015

ADB-RETA 6445 Subproject

Completion Report

Providing Social Accountability Interventions to Foster Constructive Engagement of Stakeholders in


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ADB RETA 6445 Subproject Completion Report

CSO Name: Xavier University-Ateneo de Cagayan, Research and Social Outreach

Subproject Title: Providing Social Accountability Interventions to Foster Constructive

Engagement of Stakeholders in Local Government Affairs of Cagayan de Oro

Table of Contents

List of Abbreviations ..................................................................................................................... 3

List of Figures and Tables.............................................................................................................. 5

About the Project ........................................................................................................................... 6

The Realism of the Subproject’s Original Objectives and Design ................................................ 6

The Implementation Experience .................................................................................................... 8

Account of the Activities and Outputs ......................................................................................... 10

Financial Management ................................................................................................................. 14

Program Impact and Institutional Development .......................................................................... 15

Lessons Learned........................................................................................................................... 17

Dissemination .............................................................................................................................. 18

Links to other CSOs ..................................................................................................................... 18

Annexes



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List of Abbreviations

ACDO Archdiocese of Cagayan de Oro

AIP Annual Investment Plan

BUB Bottom-up Budgeting

CAFÉ CDO Federation of Elders, Inc.

CAFEDPA CDO Federation of Persons with Disabilities

CBO City Budget Officer

CDP Comprehensive Development Plan

CDO Cagayan de Oro

CDOPC Cagayan de Oro Peoples Council

CDORBMC Cagayan de Oro Riverbasin Management Council

CPDO City Planning and Development Officer

CLUP Comprehensive Land Use Plan

CSO Civil Society Organization

DILG Department of Interior and Local Government

DSWD Department of Social Welfare and Development

ELA Executive-Legislative Agenda

FGD Focus Group Discussion

FICCO First Community Cooperative

FURPOOR Federation of Urban and Rural Poor of CDO (FURPOOR)

GBM Gising Barangay Movement

GROUP Growth, Organization Upliftment of People, Inc.

IRA Internal Revenue Allotment

KEDRN Kagay-an Evangelical Disaster Response Network

KGG Kagayanons for Good Governance

KKK Kagayanons Kontra Krimen

KKP-SIO Kristohanong Katilingban sa Pagpakabana - Social Involvement Office

LCE Local Chief Executive

LDIP Local Development Investment Plan

LGU Local Government Unit



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LPRAT Local Poverty Reduction Action Team

NGO Non-Government Offices

OYDC Oro Youth Development Council

PC Peoples Council

PDA Peoples Development Agenda

PFM Public Financial Management

PMT Project Management Team

PNP Philippine National Police

PO Peoples Organization

RSO Research and Social Outreach

SAcc Social Accountability

SEC Securities and Exchange Commission

XU Xavier University



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List of Figures and Tables

Page

Figure 1: Social Accountability Interventions……………………………………………... 7

Figure 2: Schematic Presentation of PDA and PC………………………………………… 9

Table 1: Summary of the subproject grant received and spent. …………………………… 15

Table 2: Summary of PDA and Budget Allocation Out of 4.8B City Budget…………… 16



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About the Project

The Realism of the Subproject’s Original Objectives and Design

For the Cagayan de Oro City, the objective is to provide social accountability (SAcc) interventions to

institute a third party mechanism that will foster constructive engagement and eventually accelerate

inclusive development of the city. This would start with the programs and adoption of the 2015

Executive Legislative Agenda and the corresponding programs and budget for that year. In this

endeavor, the civil society organization (CSO) would seek a broad coalition of major stakeholders in the

community, including the business and academic community, faith-based organizations, and the non-

government organizations (NGOs). The Project will also support the formulation of a road map for the

creation of People’s Council with representation in the LGU Legislative Council.

The civil society community of Cagayan de Oro City, one of the most progressive cities in the country,

has been frustrated by the continuing inability of the city government to function normally for the best

interest of the city. The current Local Chief Executive (LCE) and the majority of the present City Council

belong to opposing political parties, creating a political impasse. Out of sixteen city council members

and the Vice Mayor, only five belong to the party of the LCE. As a consequence the LCE has been unable

to receive the council’s approval of integral ordinances, such as the Executive-Legislative Agenda and

favorable approval of the budget for 2014 and 2015. This political impasse has adversely affected the

implementation of programs and has caused tension between and among old and new appointees in

various offices.

There is no go-between mechanism to break the deadlock and push for better governance showing

teamwork, effectiveness and efficiency. While both sides are looking for ways to meet halfway, no

efforts have been done to realize the harmony. At the moment there is no third party that tries to

connect the two partisan groups in order to develop programs and services that would benefit the

people especially the poor. Discussions on what to do with the impasse has been on-going but there is

no well-organized and well-planned efforts on the part of the civil society groups, church-based

organizations and even from the business sectors to resolve this conflict. While many of the CSOs and

business groups are participating in the local special bodies such as the city development council, city

disaster risk reduction management council, peace and development council, city investment

committee and cultural affairs committee, the hard work may not end to larger success unless a

parallel strong efforts by the citizen groups are entered into the present tense situation. Figure 1 shows

the Social Accountability Intervention of the project.



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C A P A C I T Y

Xavier University as the lead institution in collaboration with Oro Chamber for Business, Touch Foundation for the CSOs/POs and Religious/Church Sector mobilize,

organize and capacitate institutions, movements, organizations, communities towards their

empowerment and development; education, policy research and development, implementation and

advocacy; technical expertise and human resource development; among others

S O C I A L A C C O U N T A B I L I T Y M E C H A N I S M S

Various Good Governance Tools such as Organizing, Agenda and Policy Building, Social Advocacy and Mobilization; Community-based Planning and Participatory Budgeting; Social Audit/Community-based Assessment, Transparency and Accountability Initiatives, Watchdogs and Community Scorecard, Community forum/dialogue on local concerns; among

others

Figure 1. Social Accountability Intervention to Foster Constructive Engagement of Stakeholders in Local Government Affairs of Cagayan de Oro City.

It is expected that the sub-project is able to institute an effective mechanism and structure for the

strong participation of the civil society organizations – including the business, civic and professional

associations, the academic community, faith-based organizations, NGOs and peoples organizations

(POs) – to develop programs that will win broad support of elected leaders and promote stronger

collaboration of all sectors.

General Objectives vis-à-vis the main purposes

I N F O R M A T I O N

• Comprehensive knowledge of City’s situationer, resources, gaps and challenges towards development

• City’s Priority especially with the Executive’s (based on their agenda) Programs/ initiatives and budget allocations

• Causes and Effects, challenges of the existing Leadership of the City, processes/ systems of government

• Peoples’ concerns or development agenda

• Various engagements and resources of the other stakeholders (CSO, Business, Religious, etc)

P U B L I C S E C T O R I N T E R V E N T I O N S

Organize a Citizen-led Peoples Council for good governance, integrate CSO members in the local special bodies and various legislative

committees, and together advance the Peoples’ Development Agenda by engaging

the Leadership of the local government of the City Cagayan de Oro

G O V E R N A N C E C H A L L E N G E

Deadlock of City Government, particularly among Executive Dept. and City Council that hinders the delivery of basic service and the

needed development of the City

I N C E N T I V E S

• Kagayanons – will engage, be represented or provided venues and will benefit from outcomes of these effective delivery of basic services;

• Government leaders to engage and refine their agenda and priority projects, get the support of the people, and build consensus and support of stakeholders; and strengthen government institutions and services

• Strengthen and enhance social institutions, CSOs and POs, and facilitate collaboration towards the City’s good governance

• Strengthen XU and CSO Partners, and other groups engaging in good governance initiatives



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The realism of the sub-project’s original objectives and design is based on the pursuance of

Kagayanons to mainstream good governance through advocacy that creates meaningful and

substantial impact for development, common good and basic services. What triggered us to

pursue this is the deadlock between the Executive and Legislative Branches of government that

exists in Cagayan de Oro – on the basis of advancing a local development agenda.

Specifically, the sub-project consists of the following components:

Component 1: ELA – Formulation and adoption of the 2015 Executive-Legislative Agenda (ELA),

the Annual Investment Plan and the annual budget by the city council and the Local Chief

Executive;

Component 2: People’s Council – Formation of a strong people’s body (such as a Peoples

Council) that will engage constructively with the executive and legislative branches fostering

transparent and accountable governance in the city government, and to enact ordinances and

measures accelerating inclusive development of the city. This should lead to its formal

representation in the city council and the various local special bodies (LSBs);

Component 3: SAcc-based BuB Program – Formulation and adoption of a SAcc-based program

by the People’s Council for a well-planned and coordinated city-wide implementation of the

Grassroots Participatory budgeting (formerly Bottom Up Budgeting or BuB), particularly in the

six upstream peri-urban barangays at the side of the Cagayan de Oro river (Lumbia, Bayanga,

Dansolihon, Tignapoloan and Besigan).

The Implementation Experience

The major subproject deliverables namely, the formation of the citizen-led Peoples Council, and the development of the Peoples Development Agenda, along with its component activities were achieved. For the set-up of the People’s Council (PC), however, the subproject with consultation of the participating CSOs decided to initially organize a council with 15 members as executive committee/core group due to limitations with time and resources. The capacity building activities were focused on the 15 members, while the formulation of the Organization By Laws, and Manual of the People’s Council was set-aside and not carried out within the project term. This is because the PC will have to undergo and experience first the whole local budgeting process and gain learning so that it becomes input for its organizational manual and by laws. This concern was already included in its strategic plan as target for the preceding year (2016), after the project term. Initially, the 15 individuals will officially represent the Cagayan de Oro (CDO) People’s Council representing the sectors of the CSOs involved in the project (Pls. see Figure 2).



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Figure 2. Schematic diagram showing the formation and engagement of the CDO Peoples Council.

For component 3, the BUB was the proposed subproject engagement of the CSOs in CDO City. But since BUB process in the city was already done in year 2014 (for implementation on 2016), the project management Team (PMT) decided to have an engagement with the City LGU on the local budgeting process for 2016 instead. The experience was more relevant with the local tense situation (the Executive-Legislative deadlock) and provided a very challenging role/position for the PC to engage with the City LGU. Nevertheless, orientation on the BUB process was conducted, and some CSOs who are member of the PC were also members of the Local Poverty Reduction Action Team (LPRAT) who were involved in the BUB process of the city for 2016. With the additional extension grant, the PC was able to engage in the Budgeting Process of the City LGU for 2016. The realization with the local budget process, however since the PC’s experience was still learning the process, is to undergo another budget cycle until the PC becomes proficient enough to be able to facilitate its member CSOs and other interested groups to participate in the yearly local budgeting cycle. Thus overall, the XU-RSO subproject’s outcomes were attained even with the changes.



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Account of the Activities and Outputs

Formation and Capacity Building of Peoples Council The formation of CDO Peoples Council involved the following activities:

Consultation Meetings on Peoples Development Agenda & Peoples Council (Annex 1-9). A series of sectoral consultation meetings on the PDA as a pre-work to the formation of the PC of CDO City were conducted with CSOs and Church/Religious sector, and business (Oro Chamber of Commerce) sectors. A consultation meeting was also done with the leaders of a network organization/ coalition from the Nagkahiusang Kagayanon, a multi-sectoral group in CDO City.

Multi-Sectoral Workshop on CDO PDA and Creation of Peoples Council (Annex 10-12). The workshop discussed and facilitated initial support and commitment of the participants to the PC, consolidated and initially finalized the PDA, and formulated its VMG (Vision, Mission, Goals) and Core Values.

Organizational Development Workshop of CDO Peoples Council (Annex 13-18). The workshop finalized the VMG and Core Values of the CDO PC, and the organizational structure of the PC where 17 core group members/leaders were nominated based on the criteria set by the participants, representing the sectors on religious, NGOs, vulnerable sectors (Indigenous Peoples, Person with Disabilities, women and children), youth, and business. The organizations (sectors) and BLGUs were identified as support groups of the PC. Some of the CSOs are also representatives/ members of the Local Special Bodies (LSB), and City Development Council-CSO member of the City LGU. Strategic Program of Activities of the PC and Rules of Engagement for 2016 LGU Budgeting Process was prepared. The Organizational Structure and Set of Officers/Leaders of the CDO PC was established during its 1st formal meeting (January 15, 2015) through election.

PROFILE OF THE CDO PEOPLES COUNCIL

Peoples Council: Citizen-led long term initiative Basis of Unity - Articulation of Core Values: Truth, Common Good, Principled Partnership

Vision: Leading citizen-led, engaged, collaborative Peoples Council

in CDO by 2020

Mission: To engage Kagayanons in good local governance for sustainable growth of the City

Support Groups: Sectoral, Movement, CSOs, Individuals



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The 15 members of the CDO Peoples Council

Members Name Sector represented/Organization

Chairman 1. Bp. Jollieh P. Petallo Religious (Christian Reformed Church)

Vice Chairman 2. Astrid Jose A. Bana Religious (AGGAP)

Secretary 3. Jonathan M. Mongcal NGO (GROUP Foundation)

Treasurer 4. Virgelia V. Demata Women/Children (Phil. Island Kids Int’l. Fdn.)

PRO 5. Jordan Ian Apat Gising Brgy. Movement

6. Carlbyrd D. Cabaraban Religious (SAC-ACDO)

7. Ignacio G. Borja NGO (TOUCH Foundation)

8. Sergio V. Dacup, Jr. NGO (Balaod Mindanaw)

9. Datu “Ontong” Fidel Bisoy, Sr. IP (Pinintoan Cultural & Economic Center)

10. Ernesto B. Neri Youth (OYDC)

11. Elmer B. Villamor PWD (CAFEDPA)

12. Rev. Carlos S. Gallur Religious (COEMA)

13. Dr. Myan Deveza-Grau Mental Health (German Doctors)

14. Anselmo Mercado Governance (FICCO Community Outreach Fdn., & Water Cooperative)

15. Grace Albasin Development Media (SunStar)

Support Groups

NGOs/POs: 1. Landcare Foundation of the Philippines, Inc. 2. Federation of Motor-rela Operators & Drivers

in CDO, Inc. 3. Balay Mindanaw Foundation, Inc. 4. Konsumanteng Kagay-anon, Inc. 5. Federation of Urban and Rural Poor of CDO

(FURPOOR) 6. World Vision Development Foundation, Inc. 7. A Foundation for Growth, Organizational

Upliftment of People, Inc. (GROUP) 8. TOUCH Foundation, Inc. 9. Development Options & Social

Entrepreneurship, Inc. 10. Kagay-an Evangelical Disaster Response

Network (KEDRN) 11. Anti-Crime Task Force United Composite AFP

/ PNP Retirees & NGO /CVOS (ACTP), Inc. 12. CDO Federation of Elders (CAFÉ), Inc. 13. Cagayan de Oro Federation of Persons w/

Disabilities Associations (CAFEDPA) 14. Pinintoan Cultural & Economic Center 15. Lambobayan Inclusive Growth Initiatives 16. Balaod Mindanaw 17. Phil. Island Kids International Foundation, Inc. 18. Oro Youth Development Council

Religious/Church-based organizations: 24. Archdiocesan Good Governance

Apostolate 25. House of Hope Foundation, ACDO 26. Love & Care Foundation 27. Evangelicals 28. Malamboong Katawhan sa Katilingban sa

Mis. Or. 29. Full Gospel Businessmen Fellowship Intl. 30. PNP – CHS Speaker’s Bureau 31. Christian Reformed Church 32. Kauswagan Council of Church Ministries 33. Cagayan de Oro Evangelical Ministers'

Association 34. Interfaith Forum 35. Metro Cagayan de Oro Ministers

Fellowship 36. Social Action Center-ACDO

Business: 37. PhilExport 38. Jatico Events 39. Oro Chamber of Commerce 40. Bishop-Businessmen Conference 41. XU Community Multi-Purpose Cooperative 42. FICCO Community Outreach Foundation 43. Water Cooperative



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19. Nagkahiusang Kagayanon 20. Gising Barangay Movement (GBM) 21. Cagayan de Oro River-Basin Mgt. Council

(CDORBMC) Academe: 22. University of the Philippines Alumni Assoc.

CDO City, Inc 23. Xavier University

Private Sector: 44. Philippine Institute of Certified Public

Accountants-Northern Mindanao Chapter 45. Philippine Institute of Civil Engineers

Registration of the CDO Peoples Council in the SEC (Securities and Exchange Commission) as a Non-Stock and Non-Profit organization (Annex 29 - CDO Peoples Council Certificate of Incorporation

from SEC).

Basic Capacity Building on Participatory and Transparency Governance conducted to the Peoples Council and support groups (CSOs) include orientation on Local Government Budgeting Process and BuB Processes were conducted with (Pls. also see: Multi-Sectoral Workshop on CDO PDA and Creation of PC, Organizational Development Workshop, PC Meeting (Annex 24-

30); & Understanding Local Budget Process and BUB Workshop (Pls. see Annex 63).

Formulation and Consultation Meetings of the Peoples Development Agenda Series of Consultation Meetings for the Formulation of the PDA and presentation to the Executive, Legislative, and Local Special Bodies:

The draft of PDA of CDO was consolidated based on the electoral survey conducted by XU for the Election 2013 Agenda (a consolidation of the City Executive Strategic Plan, and the consolidated agenda by various basic sectors of the City), and from the series of consultation meetings and workshops conducted by the project with the CSOs of the city. The PDA was initially finalized during the CDO Peoples Council Strategic Planning Workshop (Pls. see Annex

33-35). The PDA was divided into sectoral agenda based on the development sectors (Social: Health, Shelter, Education; Environment; Economic; Governance; Peace and Order; and Social Protection Agenda) (Pls. see pg. 144 of Annex 38 - Peoples Development Agenda).

The PDA was presented during the consultation meetings with the Executive Committee (City Mayor and majority of the Department Heads), and with the CSO representatives of the City Local Special Bodies (City Development Council, Local School Board, Local Health Board, Peace, Development and Security Council, Regulatory and Complaint Board, City Price Coordinating Council, Cagayan de Oro Housing Board, Local Poverty Reduction Action Team, and City Inter-Agency Council) on March 13 and 20, 2015, respectively. (Pls. see Annex 43 & 47 - Documentation

of the Consultation Meetings). Mayor Oscar Moreno recommended to the PC to meet with the Local Finance Committee to consult on how the CSOs can engage in the city budgeting process.

An Executive Order (EO) Recognizing the CDO Peoples Council from the Mayor’s Office was acquired and a ceremonial signing activity was held on October 9, 2015 at the Mayor’s Office with some PC members (Pls. see Annex 94 - E.O. No. 097-15, S. 2015: An Order Recognizing the CDO

Peoples Council).

Separate meetings and negotiations with the members of the Legislative Council (Councilors Leon Gan, President Elipe, & Alden Bacal, and Vice Mayor Caesar Ian Acenas) were primarily conducted by the project coordinator and component leader. Initial support for the PDA and PC



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engagement was also acquired. Consequently, Vice-mayor Acenas was invited for a dialogue during the Workshop on BuB and Local Planning and Budgeting Process (Pls. see Annex 63).

During the informal meeting with the 3 City Councilors, they recommended that PC needs to acquire LGU accreditation through the City Planning and Development Office (CPDO) first in order to engage the City Council’s various Committees. However, the PC and the CSOs disagreed and resolved that the PC will not acquire the LGU accreditation since it will become redundant and uncalled-for. Moreover, some CSOs in the PC are already accredited in the LGU. Therefore, to highlight the PC as a separate entity, it becomes an independent group from the LGU and shall not be integrated into the LGU structure. PC’s role will be the 3rd sector (CSOs) that engages with the LGU as it acts as the enabler of the public and the private sectors, as a mediator, and as a consolidator of CSOs initiatives in the city for good governance.

A Public Launching on PDA and Peoples Council was conducted through the CDO Social Development Day 2015 last April 14, 2015 at the Golden Friendship Park, Plaza Divisoria. The whole day event serves as a culminating activity of the CDO Peoples Council. The activity included a forum on the PDA and “Tabuan” display of products and service of the participating NGOs, POs, youth, and religious sector, a press conference with the core group/executive committee of the PC, and a concert forum organized by the Oro Youth Development Council (Pls. see Annex 52).

Local Budgeting Process Engagement

Engagement with the City Government thru the LSBs and various Legislative Committees for the Integration of Peoples Agenda in the City 2016 Budget were conducted through series of consultation meetings and presentation on the PDA and PC. This also included the following:

Consultation Meeting with the Local Finance Committee (June 19 & September 2015). The LFC

recommended to PC to provide inputs to the Department Heads. In order to do this, an

authorization from the Mayor needed to be done through a Memo, i.e. that will give authority

to PC or sectoral representatives to help the City Departments. On the other hand, the

anticipation on political implication to PC’s. Thus, LFC stated to invite PC instead to join in the

Budget Forum with the representatives of various Department. The LFC also informed that

during the budget hearings the PC could participate in the City Council deliberations (Pls. see

Annex 60).

Consultation Meeting with the City Development Council-CSO members. CDC-CSO members were convened after the Annual Investment Plan (AIP) for 2016 was approved in August 2015 by the CDC. The activity was a response to reinforce the endorsement of the AIP for 2016 from the Executive Dept. to the Legislative Council through a letter with signatures of the CDC-CSO members requesting for the resolution on the approval of the AIP (Pls. see Annex 70).

Project Evaluation and CDO Peoples Council Strategic Planning Workshop (Pls. see Annex 73).

The general program/ key areas for the PC to work on in the future are shown below:



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STRATEGIC OPTIONS KEY AREAS

PEOPLES COUNCIL

• Organizational Manual (SOPs, Political, Consensus Building) • Levels of Engagement City wide • Membership (citywide/development agenda – sectoral) • Constituency Building • Capacity Development/Competence • Strengthening of TRI-Media/Communication • Resource Mobilization, local resource (Corporate Social

Responsibility) • Partnership, Linkages

PC – Barangay /

Grassroots Level

• Constituency Building – Capacity Building by PC - city • City Council as an Organization as support to the barangay

Level (i.e. Capacity development) • Engage in the Barangay Development as a base of the City

Development (Agenda) • May engage their barangay LGU through Barangay

Development Council (subsidiarity, autonomous) • May expand in terms of concepts or with independent

groups in the barangay • Barangay Assembly as the venue for Barangay PC to engage

their development agenda

Peoples Development

Agenda

• Strengthening and more representation • Sectoral (Basic Sectors) and institutional • Education, Advocacy

Engagement with the

City/LGU

• City Planning and Budgeting Processes • Consultation with the sectoral/communities • Working with the Department Heads, LSBs, CDC, etc. • Engage in the Monitoring and Planning • Accountability

Series of Sectoral consultation meetings were also conducted to review the AIP for 2016 and provide orientation and briefing to the CSOs when engaging during public budget hearings. The LPRAT CSO representatives were mobilized to attend legislative budget hearings for 2016 (Pls.

see Annex 66-68, & 78).

Financial Management

There were minor adjustments made with the budget (such as increased in participants in capacity-building activities, as part of networking and expansion of Peoples Council (initial constituency building), but still within the budget of the grant. When the subproject ended in January 2015 (based from the original contract term), XU-RSO committed to continue the project with the extension period granted by ADB-PTF. The remaining 2nd tranche funds were released as honorarium (1 month equivalent rate) to the PMT to compensate for the time and effort rendered for the activities conducted in February-April 2015 (eg., Strategic Planning of PC, consultation meeting with the City Executive Department & LSBs, and during the public launching



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of the PDA and PC). Other activities where the budget was used are those based from recommendations and those identified as necessary actions/steps (not indicated in the proposal workplan) and agreed upon by the CSOs during the course of the subproject implementation. Example are the series of consultation meetings with the City Development Council (CDC)-CSO members, L/CPRAT member-CSOs, and the Social Development Day 2015-which is the public launching of the Peoples Development Agenda and the CDO Peoples Council. The project complies with the XU Finance policies, i.e. the project submits liquidation report to XU Finance for every cash advances (CAs) and will be certified by the XU Chief Accountant when verified correct and accurate and complete with supporting documents.

Table 1. Summary of the subproject grant received and spent.

GRANT RECEIVED GRANT SPENT

USD PhP USD PhP

1st Tranche 11,742.20 504,716.70 12,566.00 564,800.00

2nd Tranche 14,677.75 644,334.02 13,027.90 580,783.89

3rd Tranche (as of Nov. 30, 2015) 10,000.00 452,386.47 7,850.44 370,383.57

Total 36,419.95 1,601,437.19 32,131.57 1,515,967.46

Program Impact and Institutional Development

On the whole, program impact can be measured based on the deliverables and results later on such as the registration of SEC, the conduct of meetings and consultations, and the total number of CSOs that consist the CDO Peoples Council. In a micro lens, however, the creation of a citizen-led Peoples Council for Cagayan de Oro brought

impact to the engaged organizations basically by providing concrete relevant experiences on good

governance, and consequently, it led to realizations such as their participation becoming integral to

their respective organizations, and the effect towards the City Government seeing organizations

conniving as one voice for Kagayanons’ concerns and needs. In particular, the following targets were

attained throughout the project term:

Recognition of the Kagayanons Constructive Engagement with the LGU through Peoples Council:

• Conduct of meetings and consultations

• Total number of CSOs

• Executive Order of the Mayor recognizing the engagement of Peoples Council (PC)

• SEC Registered

In terms of the formulation, Constituency and Consensus Building of the Peoples Development Agenda, the Peoples Council was able to advance the study, gather consensus that convened groups of people/organizations, and conduct Focused Group Discussions that validated (by the engaged organizations) most of the agenda items and surveys. At present, the Peoples Council is still working on



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the integration of Peoples Development Agenda to the local budget. Specifically, however, the positive outcomes so far are the following:

• Partnership of PC with CSO Representatives of Local Special Bodies, Local Poverty Reduction Action Team (LPRAT) and Legislative Committees

• Initial partnerships of PC with other peoples initiated constructive engagements with other Government agencies such as Kagayanon Kontra Krimen (Peace and Order) with the City Police Department, CDO’s Federation of Homeowners Association with the City Shelter Program, Good Governance Programs of Xavier University, and Archdiocese of CDO

• Integration of the PDA to the AIP for FY 2016 for proper allocation through consultation and dialogue between the Department Heads of the City Budget Office. Table 2 shows the summary of the PDA vis a vis the allocated funds from the proposed AIP for 2016.

Table 2. Summary of PDA and Budget Allocation Out of the Total 4.8B City Budget Proposal

Peoples Development Agenda Proposed AIP for FY 2016

(Amount in thousand pesos)

1. Health 172,182.60

2. Shelter/ Resettlement 547,340.00

3. Education 4,420.00

4. Environment 365,980.32

5. Economic 32,921.68

6. Governance 7,266.35

7. Social Protection 15,010.00

8. Peace and Order 34,335.80

Grand Total 1,179,456.75

Moreover, the constructive engagements with the Executive, Bureaucracy and consultation with some

key leaders of the City Council were an opportunity and venue that led to the Institutionalization of the

following specific programs:

‘Ulat Ng Bayan’ • Partnership through a Memorandum of Agreement with the Academe and the

Church/religious Groups, Basic Sectors, Mayor and Vice where Elected Leaders and the Bureaucracy (Department Heads) to do public reporting of the development of their ‘Pangako’ (during the elections) or their services and expenditures.

CDO Peoples Council

• Partnership through an Executive Order with the Peoples Council and City Government, as mentioned above, to sustain the Peoples Council that shall act as the mediator of the



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Executive and Legislative branches of the LGU, as needed, and a third group consisting of CSOs, Church, and Academe that shall participate in the budget formulation and monitor the budget implementation.

Lessons Learned Lessons Learned and Good Practices that can guide future LGU actions, Knowledge and Learning Products for possible replication

Well researched community concerns and validated Peoples Concerns Agenda facilitated initial consensus among CSOs, academe, church, peoples/sectoral organizations and other private groups to rally these concerns in their respective engagements with the LGU

The PC being a citizen-led, strengthens the value of collective engagement in mainstreaming good governance in the LGU.

In the words of the Mayor, “Citizens presence in the department planning and budgeting is putting more pressure for the bureaucracy to deliver, and also in the budget monitoring”; the same sentiments with some Department Heads

Direct political engagement of citizens concerns/agenda are integrated in the program of works of LGU;

The political division of the two bodies of LGU (Executive and Legislative) is both an opportunity and liability:

– It is an opportunity to enhance further the need for the PC to critically and constructively engage both chambers; transcend partisan politics by engaging the peoples agenda and need for basic services; and it becomes an apparent need for the PC to act as a fiscalizer by gathering more groups, linkages with other sectors and other related initiatives to heighten its assertion for the common good and delivery of basic services.

– On the other hand, it is a liability because of the tendency to be seen by the other side (Legislative) as merely a political doing of the other side (Executive).

For CDO, the PC engagement is a pioneering effort of directly engaging the mainstreaming of governance beyond the electoral exercise towards KAGAYANON (Citizens) as the third force of GOVERNANCE for transparency, accountability, participation, and sustainable development of the City. The following are recommendations that should be taken into account:

– Strengthen the participation of the CSOs, business, individuals, and others in their pursuit for a better CdO and delivery of services of the government;

– PC as enabler and vehicle that shall reinforce CSOs representation in the local government executive and legislative mandated special bodies or committees;

– Further strengthen the development agenda for the City, and build more inclusivity and participation.



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Dissemination

Copies of the PDA were distributed to the City Executive Department, Local Special Bodies, Legislative Council, CDC-CSO members and CSOs during consultation meetings. As mentioned, the CDO Social Development Day was the launching of the PC, of which a Press Conference was also conducted. Copies of the PC Profile and PDA were disseminated as well. Moreover, the subproject will produce a Knowledge & Learning Product in the form of a magazine that will be circulated initially to the involved CSOs, business sector and the City LGU.

Links to other CSOs Constructive engagement initiative(s) established between the CSO(s) and LGU: KAGAYANONS FOR GOOD GOVERNANCE

• Consolidation of previous initiatives and engagements in Good Governance Advocacy by CSOs, Church, Academe

Creation of Citizen-led PEOPLES COUNCIL

• Constructive Engagement of PEOPLES COUNCIL and EXECUTIVE DEPARTMENT (Mayor and Department Heads) that is manifested thru an Executive Order (EO)

• Participation in the LGU Planning and Budgeting Process and approval of the City Annual Investment Plan 2016

• Initial meeting and discussions with the members of the majority of the City Council and the Vice Mayor

PEOPLES DEVELOPMENT AGENDA

• Agenda used in the 2013 Candidates Forum • Consulted and Validated with the various Sectors thru series of FGDs • 1.2B of the 4.8B City Budget are consistent with the PDA.

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