Evaluation Results of the VEGDF Testing Period

Green Village Ecological base Governance Development Framework KABALANGAY, INC. (Green Village/VEGDF)                         

Greens PH/Partido KalikasanFebruary 1, 2014               

See the Project framework: VILLAGE ECO-GOVERNANCE DEVELOPMENT FRAMEWORK (VEGDF)

RATIONALE

The conduct of the process-evaluation of the “Testing Period” for twenty five (25) weeks of operation was designed to determine the factors that may influence the intended outcome of the Green Village Ecological base Governance Development Framework (Green Village/Green VEGDF). From January 22 to 31, 2014, the evaluation of the Barangay Mabacan, Calauan, Laguna, Barangay Palo Alto and Sirang Lupa, Calamba City and Baranggay Dita, Sta. Rosa City were attended by the leaders of Partido Kalikasan /Green PH and their respective elected Village (Baranggay) Officials. The evaluations focused on the six (6) local chapters (Centers) in the identified priority Baranggay.

Green Village Ecological based Governance Development Framework (Green Village/VEGDF) is a framework designed from the post-election workshop of October 2013 local election attended both by leaders of Partido Kalikasan – Provincial Directorate of Laguna, the elected members from 23 Baranggay of the Province and the staff and leaders of its provincial party institute, the Kaisahan sa Kaunlarang Pambarangay (KABALANGAY/Green Village). Consequently, three (3) elements were determined to be the focal activity of the party, i.e. (1) Enterprise Development (KABALANGAY Savings Project/KSP) (2) Baranggay Disaster Risk Reduction and Management and (3) Local Green Laws and Policy Formulation.

From the Twenty Three (23) Barangays with an elected representative from the members of the Partido Kalikasan – Laguna, the initial four (4) Barangay were determined to be the pilot area for the Green Village/VEGDF. In both ways, the learning from this experience will be a big help for the National leaders of the party to identify its organizing strategy to advance its cause for environmental base development agenda and the institutional expressions at the grassroots level who represents the real arena for the advocacy of Green Governance.

KABALANGAY and the Provincial Directorate of the party believes that the framework will be developed  in the process of its implementation  and hoping that from 4 identified Baranggay as against to the 674 in Laguna, it will be duplicated at least in the 30% (202) of the Barangays.

Using the Participatory Rapid Appraisal (PRA) and the SWOT Analysis (Strength, Weaknesses, Opportunities and Threat), these tools ensure that the process is facilitated by the leaders and community centered.  


THE PROCESS

Focus

The “Testing Period” of 25 weeks (5 months) is part of the Social Preparation Phase which determined the level of acceptability and understanding of the local party members and the community in general to the objective, direction, strategy and institutional requirements of the program.

During its process, the only intervention provided by the Provincial leaders and the staff of KABALANGAY is through its Baranggay Volunteer Worker (BVW). It limit it’s mentoring through formal meeting but not on the field level. The operation is basically done by the community alone. No formal activities were conducted with the staff of KABALANGAY/PK Laguna with the pilot areas.

The process will be the determining parameter for the party‘s moral and political readiness in assuming its responsibility to undertake the serious business of leading the community on the party’s agenda.


Flow

The flow as agreed upon by the Steering Committee was conducted on a two (2) day process.

For the first day, it focused on: (a) Contextualization (Process Evaluation); Organizational Development and Management, Orientation and Impact and (b) the SWOT (Strength, Weaknesses, Opportunities and Threat process ) as a toll and (c) Annual Action Plan for 2014.

For the second day, it focused on the presentation, critiquing and adoption of the evaluation results and planning. Both days were facilitated by the local leaders and members of the party.


Attendees

The process was attended by the local leaders, provincial leaders and the elected village leaders. It is facilitated by the Staff of KABALANGAY/Partido Kalikasan – Laguna.

It was an open discussion that allowed other members to participate in the whole process. Eighty-five (85) % of the attendees were women, while 93% are no formal education at the College level. Ninety seven (97) % were no experience to manage enterprise development project while 90% have a significant experience in political and social groups.  3% of the leaders had their own business at the community and the rest are simple residents of the community.


Cost

In their desire to accomplish the organization’s goal, the budget for the 2 day activity has been shouldered by the local party members.


THE RESULTS

Town/Barangay/Center

Strength Level

Weakness Level

Compliance by %

Calamba City


a.Barangay Palo Alto

1) Center 1; 50 members


With Committed leaders and members; and support from the local party leaders;

Savings: P25,000.00


N/A




94%

Calamba City


b. Barangay Sirang-Lupa

2) Center 2; 48 members

3) Center 3; 50 members

With Committed leaders and members; and support from the local party leaders;

Savings: P16,500.00

            : P22,500.00


N/A




97%

96%

Sta. Rosa City


c. Barangay Dita

4) Center 4; 35 members


With Committed leaders and

Clear vision on Greens;

Savings: P6,500.00


Un-focus priorities; deviated plan from the original concept.




35%

Calauan, Laguna


d. Barangay Mabacan

5) Center 5; 37 members

6) Center 6; 40 members

With Committed leaders and members; and support from the local party leaders;

Savings: P4,500.00

             :P5,500.00


Un-focus priorities;

Deviated plan from the original concept.




35%

43%



Table1. Compliance result based from the number of weeks of operation, participation of the members (Savings Mobilization/Attendance) and the perceptions of the leaders and members.


FINDINGS AND ANALYSIS

1. The KABALANGAY Savings Program (KSP) Organizing Process

I. Social Preparation Phase:  Pre-determine Testing Period (Four Months)

The process is a five (5) month activity that defines as the Social Acceptability process that requires the ff:

(a) Core Group formation of 5 persons from party members that requires to recruit an average 35 individuals; attend regular consultations and training provided by the party; identify and elect Baranggay Volunteer Worker (BVW) that is responsible to assist the community leaders to implement the project and related activity; the initial members of the core group will start the project implementation from among themselves.

(b) Pre-identification of potential members. Potential members will come from friends, family members and among others.

(c) Community planning will be conducted by the members and from the members of the elected Village Council who are members of the party; the focus is the Savings Mobilization as its scheme; major consideration to the exercise is the survey of the member’s regular product requirements that are needs by the members on a weekly basis.

(d)  The 1st two months of the Savings project will focus on collection; the initial collected amount will now be its start-up capital for small trading business.

(e) System and Mechanism requires a weekly meeting vis-à-vis collection period; passbook was issued individually for records of the respective “Savings”; standard forms for simple bookkeeping and accounting were provided; monthly assessment were determined and attended by the KABALANGAY Savings Project Coordinator.


II. Testing Period Process Evaluation

The two days process focused on (a) Informal sharing of experiences by the leaders; consciously looking on organizational development and management process, individual commitment and the savings status; (b) formal process using the SWOT (Strength, Weaknesses, Threat and Opportunity) as a toll; (c) Annual Action Planning Exercise and for the second day, Community Presentation, Critiquing and Finalization; the SWOT results and the Action Plan will be adopted by the members and from the Sangguniang Baranggay. In the case of the community with a minimum member of the elected Village Council members, he is responsible to advocate to the “Council” to support the Action Plan.

The documents were signed by the members of the party and the Sangguniang Baranggay.

III. The Incubation Phase (Feb. 2014-Dec. 2015)

The Annual Plan by the respective “Centers” identified the two (2) years Incubation Phase as its Vision. It requires:

  1. Enterprise Development: 

Systematize the documentations of the respective centers, including but not limited to the following:

(1) Internal Policies on Trading and Welfare Benefits of the members;

(2) Patronizing Business and the Patronage Refund policy;

(3) Individual Commitment of members including the clear policies on Patronage refund.

  1. Strengthening of the Internal Finance Control and Management which requires the opening of bank transactions for (1) Savings Mobilization that will not be withdrawn in a year time and (2) Welfare Fund of P5.00 per week to be loaned out to the members after 6 months.

  2. Implementation of the Committee Systems for :

(1) Finance Committee, responsible to oversee the collection, monitoring and supervision over the records and other transactions;

(2) Project Development Committee, responsible to develop new projects; and

(3) Project Management Committee, responsible to supervise the management of the community business.

  1. Integration of the Social Entrepreneurial system to the project

  2. Skills and Theoretical Training and Education development

  3. Development of Business Plan

  4. Institutionalization of the (1) monthly assessment (2) quarterly evaluation

  5. Coordination of the respective Committee to its counterpart with the Sangguniang Baranggay respective committees

  6. Formation of the formal community enterprise group, i.e. Cooperative

  7. Consolidation of the six (6) centers to start the Micro-Finance project. This includes the creation of a committee that will prepare the paper works (research materials, policy paper, and initial plan).

Significant points in establishing a formal structure like a cooperative was recognized. The evaluation also recognized the need for a grassroots based project for the management. As a result, the abrupt formation of the cooperative including its stringent system was found to be incompatible with the targeted stakeholders who were also rural folks.

Political support was also a factor to the success of the activity.


  1. Village Disaster Risk Reduction and Management Plan

Party leaders at the Village level will coordinate and forged formal partnership with the respective Village Council (Sangguniang Baranggay) for Village Disaster Risk Reduction and Management Plan. It is a tri-party project from the National, local and PK.


  1. Local Green Laws and Policy Formulation

To strengthen and provide the Institutional requirements needed to support the Enterprise Development and Village Disaster Risk Reduction and Management Plan. It includes Training on local Green Governance.


SUMMARY

On the final analysis, the Testing Period proved that the existing element  will influence to the outcome of the project were a (1) clear strategy and level of understanding on Green Governance at the Village level (2)  Strong presence of the party members (elected or non-elected) and (3) support system from the provincial party Institute.

The “Testing Period” as provided by the KABALANGAY program direction, gives more flexibility on the social definition of the process defines by Social Preparation. KABALANGAY people considers the KSP as its entry point in the community to establish (a) strong hold on members (b) redefine the strategy of socio-economic activity base on its existing culture and expectations (c) continuing review to the correctness of the strategy on Green Governance and electoral process.

For the requirements on establishing a successful enterprise development project, the stated elements were resulted from the process of action planning exercise that requires institutional supports to strengthen its organization to surpass the challenge of its next stage, the incubation phase.

The experiences derived during the process of the “Testing Period” add in the long list of steps of organizing for empowerment and reform.

The Testing Period as a process reflects the need to focus on the Strategy as well as the corresponding process and support mechanism.