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Inventory Report on Capacity-Building Programs and Training Modules for Local Special Bodies
Submitted to
Philippine Partnership for the Development of Human Resources in Rural Areas (PHILDHRRA) Local Government Academy/Department of Interior and Local Government (LGA/DILG)
3.0 AusAID 9 3.1. Technical Assistance to Physical Planning (TAPP) 3.2 Philippines Australia Governance Facility (PAGF) 3.3. The Philippines Australia Technical Support for Agrarian Reform and Rural Development (PATSARRD) 3.4. Philippine Australia Local Sustainability Program (PALS) 3.5. Philippines-Australia Human Resource Development Facility (PAHRDF)
4. 0 World Bank
4.1 Philippines-ARMM Social Fund Projects 4.2 Kalahi-CIDSS 4.3 Laguna de Bay Institutional Strengthening and Community Participation (LISCOP) 5.0 European Union 5.1 Technical Assistance for the Health Sector Policy Programme 5.2 Mindanao Health Sector Policy Support Programme 6. 0 United States Agency for International Development 6.1 Strengthening Local Governance for Health (HealthGov) 6.2 USAID/National Democratic Institute. Citizen Policing 6.3 Education Quality and Access for Learning and Livelihood Skills Phase 2 (EQUALLS2) /Synergeia Foundation 7.0 Selected other International Funder: Swiss Association for International Cooperation (Helvetas)
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Inventory of Training Modules on the Four LGC-Mandated Local Special Bodies 1.0 LOCAL DEVELOPMENT COUNCIL 1.1 LGSP: Reclaiming Public Life Through Local Special Bodies: Operationalizing the Local Development Council 1.2 LGSPA: Barangay Governance and Planning Field Guide for ARMM Communities 1.3 LGSPA: A Manual on the Local Planning Process: Formulating the CDP-ELA in ARMM 2.0 LOCAL HEALTH BOARDS
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2.1 Mindanao Health Sector Policy Support Programme 2.2 HealthGov: Orientation Workshops on Health Sector Reform for NGOs and Civil Society Organizations 2.3 LGSP: Reclaiming Public Life Through Local Special Bodies: Operationalizing the Local Health Board 2.4 InWent. District Health Management Tools 3.0 LOCAL SCHOOL BOARDS 3.1 LGSP: Reclaiming Public Life Through Local Special Bodies. Operationalizing the Local School Board 3.2 Synergeia and City Government of Naga: Reinventing the Local School Board 4. 0 LOCAL PEACE AND ORDER COUNCILS 4.1. Local Government Academy. Laying the Foundation for Peace and Development: an Alliance Building Workshop 26 25
4.2. Local Government Academy: Professionalizing the Barangay Safety Officers (Tanods) program
4.3 Department of Interior and Local Government. Training Manual: Training Workshop on Strengthening Barangay Peace and Order Committees 4.4 Local Governance Support Programme. Reclaiming Public Life Through Local Special Bodies 4. 5. National Democratic Institute: Community Policing
Annex A: Some Examples of Successful Local Special Bodies Delivering Effective Services References
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The V2V PIPELOG project aims to help improve the state of local governance by integrating civil society organizations participation in local government processes and promoting CSOs active engagement in local governance. Its expected results are: i) develop a knowledge map of CSOs in local governance; ii) strengthen capacities of CSOs on how to engage with local government units and find other venues for participation through policy discussions and development ; iii)improve access of CSOs in local governance through policy reforms and local special bodies; iv) promote CSOs and citizens volunteerism by participating in immersion programs and providing technical assistance; v) develop a performance evaluation and feedback mechanism to help government assess LGU performance; and vi) strengthen government-civil society organization partnerships. Component 2 is envisioned to address the gaps and the irregularities in the full implementation of the LGC, specifically on integrating CSOs participation in local government process and system and in support to the advocacy of the administration for a more transparent, accountable and participatory governance. It is being envisioned that this set of activities will be crucial in the effective mobilization of CSOs in maximizing the opportunities provided by the Local Government Code and in harnessing the potential of the various Local Special Bodies in providing the avenues not only for the citizens and their representatives to participate but also in laying the ground for a much improved delivery of basic services in the community. This consultancy is expected to have the following outputs: a) Inventory of training programs and related capacity-building interventions developed for the strengthening of local special bodies in the last six years (2004-2010); b) Developed a set of customized modules for the strengthening of LSBs; c) Pilottested and validated the training program in two regions (Regions V and IX) in coordination with the DILG Regional Offices and concerned CSO networks in these regions; d) Recommendations in the formulation of the Communication Plan and IEC Materials ; and e) Final version of the training modules including a proposed framework for delivery/implementation of the training program. This Inventory Report is in compliance with item a above. The report covers an inventory of training and capacity-building programs for local special bodies, focusing on three LSBs: the Local Health Board (LHB), the Local School Board (LScB); and the Local Peace and Order Council (LPOC).
FIRST DRAFT, FOR COMMENTS. NOT FOR DISTRIBUTION. II. Inventory of Training and Capacity-Building Programs for Local Governments and Local Special Bodies
1. Canadian International Development Agency (CIDA) 1.1 The Philippines-Canada Local Governance Support Program (LGSP) The LGSP was a capacity development program funded by CIDA. It started in 1991 to support the governments policies on devolution by strengthening local governance in the areas of management, service delivery, mobilization of resources, and participatory governance. Phase I of LGSP was instituted from 1991 to 1999 with a C$22.4 million grant; Phase II continued the work until August 2006 with a C$34.8 million grant. LGSP I and II supported 205 LGUs (175 municipalities, 11 cities and 18 provinces across Mindanao, and in Western Visayas). Direct work with LGUs ended in December 2004. Since then, LGSP has focused on sustaining and institutionalizing results at the national level with DILG and the Leagues, particularly related to local planning, policy development, replication of exemplary practices, institutionalizing LGPMS, DILG local resource centres, and DILG organizational development. The LGSP uses a staged approach in its capacity building programs. Stage 1 is the Development of Consensus. Stakeholders are assisted in assessing their CD needs until a consensus is reached on organizational development priorities and a plan for change. A baseline capacity survey (i.e. National Performance Measurement System) 1 enables the participants to identify strengths and weaknesses of the LGUs using indicators in performance areas such as fiscal management and participatory planning. Thereafter, stakeholders are guided to arrive at a consensus on capacity gaps that need to be prioritized. The Local Chief Executive participates in the Local Chief Executive Development Management Program along with his peers to strengthen skills leading to the development of an Executive Legislative Agenda (ELA). It is a three-year action program that identifies the development priorities of an LGU and translates them into programs and activities. The ELA is developed through participatory planning process. Although it is an output, the ELA is a means to develop participatory governance. Stage 2 is Strengthening. Capacity strengthening activities are undertaken to reinforce capacity building activities. For cost effectiveness, LGUs are clustered into groups of peers that share similar priorities. They participate in workshops, conferences and seminars that build information and develop skills on areas that they prioritize such as resource generation and environmental management. These workshops are also opportunities for guided peer-to-peer technical exchanges and study tours. Stage 3 is Application. This is the learn-by-doing phase. Partners are assisted in the application of their new skills to improve program implementation. Local Resource Partners (LRPs) serve as mentors and on-site coaches to provide on-going support in problem solving and decision making. Although the focus of mentoring may differ from one LGU to another, there is a standard TOR for coaches that defines their responsibilities and how mentoring will be conducted. The LGSP has developed a template on interventions and methodologies that are appropriate relative to capacity needs. The LGSP assists project implementation by facilitating discussion of issues, linking LGUs with other partners, and in some areas, assisting LGUs in mobilizing and leveraging resources to enable a
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1 This has spun off into the Local Governance Performance Measurement System (LGPMS) that is managed by the Bureau of Local Government Supervision of the DILG.
Kaakbay is a pilot replication implemented by the League of Municipalities of the Philippines, the League of Cities of the Philippines, the DILG, and the LGSP 3 Preface to A Field Guide: Barangay Governance and Planning for ARMM Communities, by Rachel AquinoElogada. CIDA. 2009
The Federation of Canadian Municipalities Program (FCM) is the national association of municipal governments in Canada. FCMs international programming is funded by CIDA.
3.2 Philippines Australia Governance Facility (PAGF) The facility was intended to provide responsive and effective support for governance at national, regional and local levels. The CD program was carried out in different LGUs (Goa, Camarines Sur, Provinces of Agusan del Sur, Albay, Camarines Sur, Northern Samar, Misamis Oriental, Naga City, Gingoog City. The project developed the following relevant manuals:
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4. World Bank
4.1 Philippines-ARMM Social Fund Projects The goals of the project were to reduce poverty and provide support mechanisms for the promotion of peace in the conflict-affected areas in ARMM. Part of the projects objective is improving local governance and institutional capacities with a focus on improved transparency and accountability in the allocation and management of public resources by participating communities, LGUs and ARMM regional government. The project is intended to be community-driven through improved partnerships and multiple mechanisms such as quick response methods. POs will receive on a demand basis technical and financial assistance so they may efficiently implement subprojects addressing their priority socioeconomic needs. The approach will involve community contracting and various accountability mechanisms to ensure efficient and transparent use of funds.
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The project has a component US8.80 million that supports project management, institutional strengthening and enhanced governance. This component initiated processes towards improving service delivery, transparency and accountability. The component supported the cross-cutting theme of good governance in all the sub-project components. Cross-visits were organized to expose ARMM and LGU officials to best practices in local governance and public service delivery in other regions. Project management assistance were implemented through learning by doing and in-service training. Information requirements and gaps were assessed and a social marketing campaign were conducted. CIDA-LGSP- assisted communities were given priority to receive assistance. The project targeted 20 percent of ARMM barangay but all municipalities were eligible to participate in accordance with the projects selection criteria. 4.2 Kalahi-CIDSS The five-year project empowered communities through enhanced participation in barangay governance and involvement in the design, implementation and management of development activities that reduce poverty. This goal was pursued through: empowerment of communities based on facilitated participatory planning, implementation and management of local development activities. Formal and informal institutions in local governance are strengthened to become more inclusive, accountable, and effective. Communities will be engaged in a demand-driven process of problem solving by consultations that match needs with limited resources. The components of the project included: community block grants to the barangay that will be used for community investment activities. Implementation support were given to facilitate barangay planning, implementation and maintenance of assets and investments. The municipalities monitored and handled problem solving at monthly interbarangay assembly meetings, provided technical services on request, supported community investments through complementary municipal development planning, and audit accounting reports. The following manuals have been prepared: Community Organizing Community Infrastructure Community Livelihood Kalahi-CIDSS Project Financial System Community-Based Financial System Monitoring and Evaluation Training and Capacity Building Human Resources and Staffing The comprehensive facilitation process aimed at ensuring inclusive participation by the poor, indigenous groups, men, women, and youth in the planning process. The implementation support consisted of the following: 1. Social Mobilization and Community Organizingproject will recruit and train community facilitators in each region to undertake info dissemination at the community level, mobilize and support community volunteers regarding participation in project planning and implementation. Community facilitators will liaise with municipalities and consultants and facilitate inter-barangay forums. They were provided training on development planning and management, conflict resolution, intra-and inter-barangay mediation, quality reviews, poverty assessments.
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HealthGov helps build local capacity to manage and finance health systems and services in over 500 LGUs in 23 provinces spread across 3 major areas in the country: Luzon, Visayas, and non-ARMM Mindanao. It assists LGUs to develop sustainable relationships with 1) their constituents to improve the quality and accessibility of health services, and 2) local technical assistance providers that will help build LGU capacity and knowledge. To accomplish its goal, HealthGov works with DOH, USAID-supported projects, and other stakeholders. HealthGov is managed by RTI Philippines in partnership with JHPIEGO, the Centre for Development and Population Activities (CEDPA), the Philippines NGO Council for Population, Health, and Welfare (PNGOC), and Orient Integrated Development Consultants, Inc. (OIDCI). Started in October 2006, the program will run through September 2011. 6.2 USAID/National Democratic Institute. Citizen Policing (2003-2005) The National Democratic Institute (NDI), with support from USAID, conducted a pilot-program on citizen policing to promote good governance and enhance community-police relations in the Autonomous Region of Muslim Mindanao. NDI worked with 5 municipalities and over 100 barangays to increase local capacity to address community safety problems and develop policing models. NDI facilitated the formation of citizen-police working groups on capacity-building programs to help address local peace and order problems. NDI worked with Municipal Peace and Order Councils (MPOCs) in conducting public safety assessments, and workshops to draft Integrated Area Community Safety Plans (IA/CSP). During the projects Phase I (2003-2004), NDI selected North Upi, Sultan Kudarat,and Sultan Mastura , communities with a mix of Christian, Muslim and lumad populations and are beset with a mix of local public safety issues from petty crimes to armed conflict between government forces and rebel groups. Community needs assessments were conducted which yielded peace and order issues as well as clarification of roles between various law enforcement agencies and the citizenry. Upon validation of the range of peace and order issues, community action plans were formulated, which served as the blueprint for the work of community police action teams working within clusters of barangays. Phase II ( 2004-2005) of the project saw the addition of Bariria and Guindulungan of Maguindanao Province, the replication of capacitybuilding activities, as well as the implementation of IA/CPSPs. Capacity building activities included the conduct of a series of facilitated community discussions (talakayan) , organizational development assistance to the PNP, and training for core team members on topics such as community-based policing, lakbay aral for COPS, and on crafting public safety plans. Traditional modes of conflict resolution were also covered in several discussion for a and capacitybuilding activities.
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6.3 Education Quality and Access for Learning and Livelihood Skills Phase 2 (EQUALLS2)
/Synergeia Foundation (2006-2011). EQuALLS2 assists the Philippine government in improving education in Mindanao. The project offers a core set of interventions aimed at increasing access to quality education for elementary school children and relevant learning and livelihood skills training for out-ofschool youth. The EQuALLS2 project is implemented in partnership with international and local organizations that specialize in education and youth development in Mindanao. Project interventions are delivered in partnership with the Department of Education (DepED) and DepED in the Autonomous Region in Muslim Mindanao (ARMM), together with local government units and education stakeholders in the community.
One of the relevant set of activities under Equalls is on Building the capacity of key stakeholder organizations To help decrease conflict and develop the Mindanao workforce, EQuALLS2 works to build the capacity of a wide range of stakeholder organizations, making them more responsive to the educational needs of the youth. The project works with: local parent/teacher/community associations; municipal governments; local school boards;local, regional, and national NGOS; and
national and regional partnerships. The project also helps the Department of Education at the national, regional, district, and school levels, including the Bureau of Alternative Education, in strengthening their capacities for management and administration. EQuALLS2 uses an institutional building process that includes formal and informal training, internships and mentorships, on-the-job training, and small-scale organization development grants. By
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2.0 LOCAL HEALTH BOARDS 2.1 Mindanao Health Sector Policy Support Programme. In 2009, the Mindanao Health Sector Policy Support Programme (MHSPSP) commissioned a capacity assessment of the Local Health Boards covering 250 municipalities, of which only 41 exhibited characteristics of a moderate level of capacity. The study recommended conducting capacity-building in the areas of governance, policy-development, government financial system, public health monitoring and evaluation, and networking and social marketing, Accordingly, the MHSPSP designed a set of modules covering : 1) values and governance for health; 2) public finance management and procurement; 3) monitoring and evaluation and health services planning; and 4) community engagement and advocacy in local health boards (CEAL). The modules were integrated into one course named Advocating Health, Empowerment, and Attitude Change for Development (AHEAD) Course. Ten local health boards (5 each from ARMM and non-ARMM regions) were selected to participate in the pilot course, based on their having been ranked as top performing LHBs from each province. The objective of the intervention was to assist the Local Health Boards attain a level of capacity and functionality that will enable them to maintain and/or gain the political commitment to improve and sustain local health services. The recommendations for the content and methodology of capacity enhancement program for the LHBs include: C. Strengthening the LHB on the following five core functional capacities: a. Policy Development b. Organizational Management c. Systems Development D. Skills enhancement on: a. Writing policies, guidelines, resolutions, protocols b. Analyzing and interpreting health data and using them in decision-making c. Visioning d. Managing health information e. Planning and developing applicable capacities f. Identifying indicators vis--vis monitoring and evaluation g. Resource Management and Mobilization h. Networking i. Social Marketing
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The course was implemented over a four-week period from August-September 2010. A total of 44 members from 9 municipalities and 1 city completed the course. Each LHB was composed of the following: Mayor, Municipal Health Officer, representatives of peoples organizations or non-government organizations, Chairman of the Committee on Health of the Sangguniang Bayan, and a representative from the Department of Health The course was designed with built-in tools to assess the learning at the beginning, middle, and end of the course. Participants were required to present a simple Action Plan at the end of each module to demonstrate application of the skills and knowledge acquired under each module. The Action Plans served as barometers by which the trainers gauged the participants appreciation and understanding of the skills and knowledge at the end of each module. While the course evaluation indicated that course objectives were met and rated highly by the participants, and that the greatest achievement was the transformation of a group of learners into a community of practitioners of good governance in Local Health Boards and municipalities, the challenge is on mechanisms for replication, and ensure the sustainability of commitment and application of the graduates of the course to apply acquired knowledge, skills and attitudes from the course. 2.2 HealthGov: Orientation Workshops on Health Sector Reform for NGOs and Civil Society Organizations. A 2.5 day workshop meant for CSOs and LGUs to level off the understanding of the
Health Sector Reform and Formula One, understand the Provincial Health Situation, and identify action points to strengthen LGU/NGO/CSO/Community partnership for health.
Day 1 Session 1: Health and Development (Workshop in small groups on concepts of health and development, Lecture on Health and Development, 2 hours) Key concepts: common indicators of Quality of Life; Development in terms of overall health; Session 2: Health Sector Framework and the Challenges of Health Sector Reform (Lecture on introduction to Economics, Local Governance for Health, evidence-based participatory decision-making; and Health Sector Reform and Fourmula One for Health; 4 hours) Session 3: Understanding Health and the Development Situation in Luzon (Lecture, 1 hr) Session 4: Reflections and Insights (Structured reflection session. 30 min) Day 2: Session 5: Information on Investments for Health Sector Reform (2 hours) Session 6a: Understanding HealthGov and Its Activities (30 min) Session 6b: Building Partnerships for Health (1.5 hours) Session 7: Engaging and Mobilizing CSOs/NGOs/Communities for HSRA (2 hours) Key concepts: Local Government Code mandates; Executive Orders, Administrative Orders; Resolutions Session 8A: Workshop: Challenges of NGOs/CSOs Participation in HSRA (1 hour) facilitating and hindering factors on CSO participation; presentation of Action Plans Day 3
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Day2 Session 4: SWOT Analysis and Assessment of Local Health Board (3 hours) Session 5: Developing a One Year Operational Plan (2.5 hours) Session 6:Wrap-Up and Closing Program 2.4 InWent. District Health Management Tools (2003) , a four-weeks course which can be shortened to select modules .The course structure and training methods not only allow for the enhancement of knowledge, skills and attitudes, but also designed to be put into practice during supervisory work. Some of the more relevant modules for possible replication for Local Health Boards are: Module 1-3 : Introductory Course on Leadership UNit 1: Basic Skills in Communication Unit 2: Visualization/Facilitation Unit 3: Leadership Unit 4: Gender and Diversity in Management Unit 5: Team Building and Team Work Unit 7: Conflict Management Module 4: Managing the District Unit 1: Introduction to Community Health Unit 2: The District Concept Module 5: Situational Analysis of Health Problems and Health Services in the District Unit 1: Introduction to Health Problems: Situational Analysis Unit 2: Priority Setting Unit 3: Introduction to Health Service Analysis 3..0 LOCAL SCHOOL BOARDS: 3.1 LGSP: Reclaiming Public Life Through Local Special Bodies. Module 2: Operationalizing the Local School Board (LScB). A two-day training workshop for members of the Local School Board. Session 1: Review of the Local Government Code, SIAD, and Local Public Administration (1.5 hrs) Session 2: The Local School Board (1.5 hours) Session 3: Current Education Realities through SWOT Analysis (2 hours)
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4. 0 LOCAL PEACE AND ORDER COUNCILS: 4.1. Laying the Foundation for Peace and Development: an Alliance Building Workshop (AUSAID) The passage of AO 192 ordering a Humanitarian Offensive in Basilan, Sulu and other ARMM areas is a package of government initiatives expected to result to comprehensive service delivery through a program called Health, Education and Livelihood Progress (HELP) program. To this connection, the DILG conducted an activity called Laying the Foundation for Peace and Development: An Alliance Building Workshop, a 2-day workshop for 61 participants from Sulu and 47 participants from Basilan for Local Chief Executives. The program had 4 modules: Module 1: Laying the Foundation for Effective and Efficient Transition highlighted the state of local governance of the two provinces. Module II: Bridging the Gap Between Government and People provides an understanding of the thrusts and programs of the national government and the Autonomous Regional Government Executive Agenda (AREA) for the province and define strategies on how to link these national, regional and local intiatives. Module III: Citizenship as Foundation of Good Governance worked on translation of good citizenship values into concrete actions for achieving long lasting peace and development. Module IV: Mobilizing Through Synergy built municipal and provincial development agenda and facilitated the identification of development initiatives.
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4.2. Local Government Academy: Professionalizing the Barangay Safety Officers (Tanods) program (2002-2003)
This program is aimed to prepare barangay tanods in their task of being anti-crime advocates and crime-busters in their communities. This is a collaborative action between the Philippine Public Safety Collge Local Government Academy, National Police Commission, Philippine National Police, Bureau of Fire Protection, Bureau of Jail Management and Penology, National Barangay Operations Office and DILG regional and field offices. (Legal bases: Chapter 2 Sec 387 LGC; Chapter 4 Sec 391 No 16; Chapter 4, Section 393 (d)). The training program consisted of the following: Phase I: Orientation Course. This was conducted through the Barangay Tanod Radyo Aralan. Modules were aired through the Sagot Ko Yan radio program every Saturday. After the radio program, a session is conducted to clarify questions and process learning, conducted by PNP station commander and LGOO serving as coaches. An assessment (revalida) is conducted by representatives of the PPSC to measure the level of knowledge of tanods. This runs for 4 Saturdays. Phase II: Skills Training. This consisted of basic skills and skills enhancement training, coordinated by Regional centers of PPSC. LGUs utilize the Patrol 117 ATOMM Team organized in every city and municipality as the core of trainers. Private sector is also tapped through self-defense associations and training institutions. Module 1: Interpersonal Relations and Team Development Focuses on looking at personal values and human relations, importance of teamwork in attaining community goals and leading successful teams. Module 2: Barangay Police Operations Outlines the basic barangay operations to include patrolling and ronda operations, traffic direction and crowd control, basic radio communication procedures, basic knowledge on citizen arrest, search and seizure. Also includes intelligence and investigation, information gathering, reporting and monitoring. Module 3: Basic Barangay Disaster Management and Emergency Response Operations. Strategies in responding to various disasters and emergencies. Outlines the duties
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4.3 Department of Interior and Local Government. Training Manual: Training Workshop on Strengthening Barangay Peace and Order Committees (BPOCs, circa 2003) o Module 1: The BPOC Mandates. Peace and Order Situationer; Organizational Duties and Responsibilities of the BPOC, Operational Linkages and Relationship of BPOC with other agencies (lecture-discussion, PNP&NAPOLCOM, 1.5 hours). Inputs on EO No 366, DILG Circular No 2002-02, LGC 1991 Chapter 4 No 16 Section 319) o Module 2: Avenues to Strengthening the BPOCs. Workshop on areas of cooperation and partnership. Mobilizing Community Participation in Maintaining Peace and Order (Case Presentations, Technology of Participation method. DILG. 7 hours) o Module 3: Formulation of a Barangay Public Safety Plan Format and mechanics of preparing a BPSP. Monitoring, Evaluation and Reporting System of a functional BPOC. (Lecture-Discussion, Workshop Exercise. NBOO. 5 hours).
4.4 Local Governance Support Programme. Reclaiming Public Life Through Local Special Bodies Sourbook, (2004) a two-day training workshop module for POC members, which enhanced the above DILG-produced Training Manual . Session 1: Overview of the LGC, the Sustainable Integrated Area Development Framework, and the Local Public Administration Cycle. (3 hours) Reviews the salient provision of the LGC, highlighting the various avenues for peoples participation in local governance, and underscores the mandates of the LGU. Tackles the concept of Sustainable Development as the overarching development framework of the country. It relates the concept of SIAD as an operationalizing principle of SD and related SIAD with the mandates of the LGUs. Reviews the general Local Public Administration (LPA) Cycle that highlights the processes and venues for peoples participation. Session 2: The Peace and Order Council (1 hour) Compositions, functions, roles and responsibilities of the POC and its legal mandates. Session 3: The POC Operational Manual (circa July 1997). Outlines and describes the major contents of the POC Operations Manual Circa July n 1997 Session 4: Identifying Issues and Concerns on Peace, Security, and Order (2 hours). Problem Tree Analysis of peace, security and order concerns in their communities. Session 5: Action Planning (2 hours). Developing a one-year operational plan for the POC, using a prepared template. Session 6: Wrap-Up and Closing (30 minutes). Post-training test and Training Evaluation. 4. 5. National Democratic Institute (2003-2005): Community Policing 4.5.1 Community Policing. A facilitators guide meant for use of MLGOOs, MPDCs, Chiefs of Police, barangay leaders and CSO facilitators contained the key action steps in facilitating
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Source: Stakeholders Consultative Conference of the Metro PIESTTA Cluster (Third On The Job Training Series, August 20, 2003. 6 Penablanca, Iguig, Enrile, Solana, Tuao, Tuguegarao City, Amulung
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Facing Up to the Health Challenge. Service Delivery with Impact: Resource Books for Interior and Local Government. Canadian International Development Agency. www.msh.org; www.doh.gov.ph GRM International BV in Consortium with GRM International Grp Ltd., Saniplan GmBH, OIDCI and CREDES. Report to the Delegation of the European Union in the Philippines. Technical Assistance to the Mindanao Health Sector Policy Support Programme. Capacity Assessment of the Local Health Boards in the MHSPSP-supported Provinces (DRAFT). 2010 GRM International BV in Consortium with GRM International Grp Ltd., Saniplan GmBH, OIDCI CREDES. An Evaluation Report of the Implementation of the Local Health Board Training Program Advocating Health, Empowerment and Attitude Change for Development (AHEAD)Course (DRAFT MANUSCRIPT FORMAT). Technical Assistance to the Mindanao Health Sector Policy Support Programme. HealthGov. Proceedings of Orientation Workshop on Health Sector Reform for Non-Government Organizations and Civil Society Groups. Kimberly Hotel, Pedro Gil St., Malate, Manila. June 27-29, 2007. HealthGov. Proceedings of the Pangasinan Provincial Partnership Forum on Health Sector Reform. President Hotel, Lingayen, Pangasinan. September 20-21, 2007. InWent. District Health Management Tools. Dr. Barbara Loss-Quiroga (Ed.) Berlin, 2004. Kaban Galing, Galing Pook Foundation, 1604 Jollibee Plaza, Emerald Ave, Pasig City Tel 6871347 to 48 www.galingpook.org Magno, Francisco A, PhD. Increasing Sectoral Influence of Civil Society Organizations. Paper delivered at the Local Governance Participation Fair, Mercure Grand Hotel, Davao City. 17-18 march 1999 Panadero, Auster. Harnessing Participatory Governance in Revitalizing Rural Communities . Paper delivered on the occasion of the FAO Thematic Dialogues, SEAMEO Innotech Building, Quezon City. January 10, 2006. Paran, Julie Catherine. A Manual on the Local Planning Process. Formulating the CDP and ELA in ARMM. Local Governance Support Programme in ARMM/CIDA Paulino, Cecilia, MD, MPH. Final Report. Manual for Health Reform Coordination. Assistance to the Health Sector Policy Programme. 30 April 2008 Technical
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Philippines-Canada Local Governance Support Programme. Reclaiming Public Special Bodies.. Batario, Red; Sevilla-Alvarez, Girlie and Perfecto, Connie Operationalizing the Local Development Council. Module 2: Operationalizing the Module 3: Operationalizing the Local Health Board. Module 4: Operationalizing Council. Center for Community Journalism and Development. Manila. 2004
Life Through Local (Eds). Module 1: Local School Board. the Peace and Order
Rodriguez, Agustin Martin G., PhD., Legislated Participation: Local Democracy 10 Years After the Code, Institute for Politics and Governance. The Local Governance Policy Forum Sharing Power for Development. Experiences in Local Governance and Decentralization, June 2007 Stakeholders Consultative Conference of the Metro PIESTTA (Penablanca, Iguig, Enrile, Solana, Tuao, Tuguegarao City, Amulung) Cluster (Third On The Job Training Series, August 20, 2003. Synergeia. How to Reinvent Your Local School Board. (Pamphlet, undated) Synergeia. Reinventing the Local School Board: The Naga City Model. Manual (undated).
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