BUKLOD TAO

Peoples Organization

Synthesis Paper
Planning and Administration in Community Development

Flores, Anna Frances Munoz, Clarinda Mendoza, Archie Jon

I. Identifying Data

Background of the Organization Buklod Tao Inc. was founded in 1993 and was then called Basic Ecclesial Communities (BECCO), a church-based community organizing group. Two tears after, the community group had a conflict with a private construction company brought about by the companys plan to convert Tumana, an area located within the Barangay Banaba community, into an industrial land. The said area was where members of the group planted edible vegetables sometimes used for the members food supply. It was difficult for BECCO to prevent the private construction company in converting their land since the mayor during that time was in favor of Tumana conversion project. This situation convinced the organization to ask for the assistance of organizations outside the community namely, Haribon Foundation and Tanggol Kalikasan. Moreover, there were lawyers who assisted them matters concerning paralegal activities. After seven months, the organization succeeded in preventing the conversion of their Tumana. Soon after, the organization aimed to create a legal identity recognized by the government, then it changed its name to Buklod Tao Incorporated. In 1997, the Netherlands embassy recognized the potential of Buklod Tao Inc. as an organization with defined purpose. Part of the funds donated by them was allocated for the communitys disaster risk preparedness program. An amount of P25, 000 was used for the purchase of necessary materials/tools like ropes, megaphones, flashlights, as well as for the construction of boats made of fiber glass. With the assistance of a skilled member, the boats were constructed by the residents themselves.

Organization Overview Buklod Tao Incorporated is located in barangay Banaba, San Mateo, Rizal. It is a nongovernment organization with the primary aim of strengthening the communitys capacity in disaster preparedness and environmental conservation.

As stated in their vision statement: Ang Buklod Tao ay nangangarap ng isang malaya, mapayapa at maunlad na pamayanan na kung saan ang lahat ay may mataas mapagpapaahalaga sa Diyos kapwa, Kalikasan at may kahandaan sa kalamidad. The Organizations Mission: Ang Buklod Tao ay samahang nagkakaisa sa Brgy. Banaba, San Mateo, Rizal na nagpapalakas sa kahandaan ng mga pamayanan sa Rizal na tumugon sa kalamidad at mangalaga ng kalikasan.

Organizational Structure: Buklod Tao Inc. consists of four sets of board of trustees who govern each of the major programs maintained by the organization. The board of trustees consist of individuals who are also members of Buklod Tao, Inc. The presidents function is to give advices which he thinks as helpful in the development of Buklod Taos projects. Figure 1 shows Buklod Taos structure.

GENERAL ASSEMBLY
Figure 1

President Secretariat Treasurer

DRR
Committees

Paralegal

Buklod ng Kabataan Committee Members

Committee Members

Committee Members

Ecological Waste Management Committee Members

Training and Education

BOT

Committee Members 3

Programs Being Maintained Its core programs of the Buklod Tao include: A. Disaster Management Program (DMP) To enable peripheral and environmentally critical communities to immediately respond to disaster and calamities.

B. Solid Waste Management Program (SWMP) - To develop the capability of environmentally critical and vulnerable communities to adopt environmentfriendly waste disposal practices.

C. Education and Training Program (ETP) - To develop the knowledge, skills, and attitudes of community members in environmental protection and conservation.

D. Advocacy and Environmental Paralegal Program (AEPP) - To promote environment issues and concerns and solicit support from like-minded organizations and individuals. Other projects include: Buklod Tao Inc. created the Social Enterprise Capital Augmentation Program (SECAP) which aims to alleviate poverty within their community. Aided by a three-day skills training held at the Ateneo de Manila University followed the community livelihood assessment after Ondoy, the organization found out that: (1) most of the families affected by Ondoy in barangay Banaba have less than P5 000 monthly income and (2) more than 10% of them earn only P2000 monthly (considered as ultra poor families according to UN standard). The SECAP project intends to produce continuous livelihood among the residents and to encourage them to earn and live independently. The program has two faces: The micro-financing and the business group. Micro-financing aims to assist the residents through money lending services that provide for the individual residents capital for livelihood. On the other hand, the business group
4

provides the opportunity for every member to earn a living even if they cannot afford the financial requirement of micro-financing. These residents were encouraged to collect packs of juice or tetra packs which will then be sold to the organization for 25 centavos each.

Networks and Partnerships: For its Banaba Disaster Risk Reduction Project: Reducing Vulnerabilities and Increasing Preparedness of Families and Communities of Barangay Banaba and Adjacent Barangays, Buklod tao is in partnership with Center for Disaster Preparedness Foundation, Inc. The said project has four components which include: (1) River Bank Protection, (2) Capacity Building, (3) Community Livelihood Assistance, and (4) Advocacy. As mentioned, Buklod Tao, Inc. had partnered with environmental organizations in the past like Haribon Foundation and Tanggol Kalikasan. Meanwhile, other partner organizations for its projects and/or advocacies at present include: SALIGAN for their paralegal advocacies and UNLAD-KABAYAN for social enterprise projects.

Strategies Being Employed Led by the founders and leaders of the organization, Buklod Tao Inc. has been conducting training and seminars among the residents of barangay Banaba. Commonly, such trainings and seminars are about community-based disaster management in accordance with the manual provided by Citizens Disaster Response Center. The consecutive workshops done by the organization were able to produce hazard maps considered useful for the communitys preparedness. Also, team building activities participated by interested members of the barangay have been executed.

Annual general assembly is also part of the organizations strategy. In here, members of Buklod Tao Inc. are encouraged to express their opinions about the past projects and current plans of the organization.

Social, Economic and Political Conditions: Described below are identified current conditions of barangay Banaba which are likely to influence the overall planning, communication, and organizing within the organization:

Social Conditions

A. Usually, the heads of the family are not in the house during weekends. This can be a reason why some of them cannot participate in projects or meetings hosted by the organization. B. Even during Sundays, some residents in the community are not participative on the organizations efforts to motivate behavior change. This may be due to lack of motivation and unawareness of the existing projects of the organization. C. There is an existing rivalry between two groups inside the community: Buklod Tao and Sama Ka Ba? This can create a confusion among the members on what organization they should support. D. Some of the members of Buklod Tao Inc. are also members of Sama Ka Ba. Such situation may cause lack of attention to projects and rules on the part of the residents. E. Also, not all residents are used to seminars and trainings on disaster preparedness. Economic Conditions

A. Most of the residents of barangay Banaba are categorized as urban poor, thus, livelihood projects are maintained by the organization.
6

B. More than 50% of the interviewees affected by Ondoy has a monthly family income of less than P5, 000. C. More than 10% of them consist of families earning less than P2, 000 monthly or those who spend a maximum of P50 a day. Political Conditions

A. Buklod Tao uplifts their image as an organization that is independent of the existing political influence within their community. B. Members of the organization who show interest to run for public office are advised either to discontinue their organizational membership or to withdraw their involvement in any political activities. C. From an interview, it was also determined that Buklod Tao Inc. has conflict with local government unit of barangay Banaba because the latter believe that the organization maintains its own political interest.

Environmental Condition A. Since two rivers are located inside the community, barangay Banaba is always severely affected by flood.

II. Policy/ Sectoral Situation Buklod Tao was not yet recognized as an official Peoples Organization by the Civil Service Commission. The political conflict between Buklod Tao and the reigning municipal leader in Rizal hinders the processes of the official recognition of the organization as an existing PO in San Mateo, Rizal. Buklod Tao, as of the moment closed its doors to LGUs intervention in their organization. The organization maintains apolitical. It does not want to be involved in any political association. It upholds its belief that they should work away from any political parties. However, non official recognition of Buklod Tao in their municipality does not mean exemption in the rights of our POs and NGOs. 7

Below are the policies which promote specific rights for POs and NGOs. One of the highlighted parts here is the importance of the partnership of the POs/NGOs and the Local Government Units.

Non Governmental Organizations and Peoples Organizations in the Constitution The Constitution provides The State shall encourage non-governmental, communitybased, or sectoral organizations that promote the welfare of the nation.

1987 Constitution , Article 2, Section 23

Recognition of Peoples Organization Article III of our Constitution, provides, Section 15. The State shall respect the role of independent people's organizations to enable the people to pursue and protect, within the democratic framework, their legitimate and collective interests and aspirations through peaceful and lawful means. People's organizations are bona fide associations of citizens with demonstrated capacity to promote the public interest and with identifiable leadership, membership, and structure. Section 16. The right of the people and their organizations to effective and reasonable participation at all levels of social, political, and economic decision-making shall not be abridged. The State shall, by law, facilitate the establishment of adequate consultation mechanisms.

These provide specific rights of Peoples Organization such as Buklod Tao to respect from the State. The purpose of POs is also stated as enabling the people to pursue and protect their legitimate and collective interests. It further qualifies this right by providing, as a requisite to its exercise, that such is within the democratic framework and through lawful and peaceful means.

The Local Government Code

CHAPTER 4. - RELATIONS WITH PEOPLE'S AND NONGOVERNMENTAL ORGANIZATIONS SEC. 34. Role of People's and Nongovernmental Organizations. - Local government units shall promote the establishment and operation of people's and nongovernmental organizations to become active partners in the pursuit of local autonomy. SEC. 35. Linkages with People's and Non-Governmental Organizations. - Local government units may enter into joint ventures and such other cooperative arrangements with people's and nongovernmental organizations to engage in the delivery of certain basic services, capabilitybuilding and livelihood projects, and to develop local enterprises designed to improve productivity and income, diversify agriculture, spur rural industrialization, promote ecological balance, and enhance the economic and social well-being of the people. SEC. 36. Assistance to People's and Nongovernmental Organizations. - A local government unit may, through its local chief executive and with the concurrence of the sanggunian concerned, provide assistance, financial or otherwise, to such people's and nongovernmental organizations for economic, socially-oriented, environmental, or cultural projects to be implemented within its territorial jurisdiction.

This promotes the partnership, linkages, and coordination between Local Government Units and POs/NGOs.

TITLE SIX. - LOCAL DEVELOPMENT COUNCILS SEC. 106. Local Development Councils. - (a) Each local government unit shall have a comprehensive multisectoral development plan to be initiated by its development council and approved by its sanggunian. For this purpose, the development council at the provincial city, municipal, or barangay level, shall assist the corresponding sanggunian in setting the direction of economic and social development, and coordinating development efforts within its territorial jurisdiction.

SEC. 108. Representation of Non-Governmental Organizations. - Within a period of sixty (60) days from the start of organization of local development councils, the nongovernmental organizations shall choose from among themselves their representatives to said councils. The local sanggunian concerned shall accredit nongovernmental organizations subject to such criteria as may be provided by law.

In the development plan of every local government, our POs/NGOs should actively participate and have their representation. This is a right that should be exercised by any PO/NGO; this enables active participation from every sector of our local communities.

III. Organizations Situation Buklod Tao is a highly active organization with five major programs under implementation and continuous monitoring, more subprograms under the care of each committee and even a new major program and committee to be established in the near future. The organization mainly focuses on environmental protection and preservation programs and has yet to steer out of its goals. Constant changes in leadership due to human factors have been experienced and are still a concern. And poor relationships with the local government unit is also a major concern from the past and up until the moment. Buklod Tao resides in a highly vulnerable location that along the junction of the Nangka and Marikina river that proved to be high hazards during intense rain and typhoons. Due to this predicament, Buklod Tao now focuses on one of their DRR campaigns that is Move Away From Harms Way that focuses on the relocation of the Buklod Tao headquarters along with its capital to a less vulnerable location. Buklod tao at the moment has a wide range of networks and numerous partners including academic institutions, national government organizations and also government institutions. Their finance greatly funded through embassy grants, project proposals and economic activities, though current threats to the stability of the Social Enterprise Capital Augmentation Program (SECAP) projects are not to be taken lightly. Lack of market to sustain these projects is a major concern as well as the diligence of the beneficiaries under the

10

Individual Capital Business Augmentation (ICBA) or the POs microfinance is also one of them but everything is still doesnt pose a major threat due to proper management. Overall the Buklod Tao under present circumstances continually proves to be a strong and active organization that fully utilizes its wide networks and partnerships to promote, regulate, implement and evaluate programs to its optimal effectiveness.

IV. PLANS Buklod Tao aims to assess their situation, skills and available resources through strategic networks and partners and utilize them to support livelihood, raise environmental awareness and promote disaster preparedness. Buklod Tao Programs and Activities 1) Disaster Risk Reduction Program a) DRR Teams/Response Teams b) Vulnerability Mapping c) Awareness Raising and Capacity Building Activities/Seminars

2) Paralegal Environment Conservation a) Paralegal Trainings b) Paralegal Partnerships and Networking

3) Training and Education Program a) Training and Education Needs Assessments

4) Buklod ng Kabataan

11

5) Ecological Waste Management Program a) Waste Management b) SECAP(Social Enterprise Capital Augmentation Program) i) ii) iii) Production and Selling of Organic Compost Tetraproducts Microenterprise Program ICVA (Individual Capital Business Augmentation)/Microfinance

Buklod Tao starts with individual assessments and capacity building to macro or group levels of consolidation to come up with proper analysis and right interventions or projects. Using of Problem Trees and other forms of problem mapping along with simple materials such as whiteboard, manila papers and markers, the group then carefully pin points the root problem to come up with solutions and create objectives of the projects. That is the start of the Planning Process of Buklod Tao.

Buklod Tao Standard Planning Process

1)

Situational Analysis a) b) c) d) e) Awareness Raising Skills and Finance Assessment Capacity Building/Seminars Group Consolidation and Consultation Feasibility and Project Functionality Study

12

2)

Planning a) b) c) d) e) f) g) Setting Concrete Goals and Objectives Setting Scope and Limitations of the Project Establishing or Assigning Members/Committee Establishing Parameters for Evaluation Establishing/Considering Partners or available Networks Budgeting Setting Target Project Maturity and Completion

3)

Implementation

4)

Monitoring and Evaluation a) b) c) Ensuring Promptness of Project thru Whiteboard Activity Schedule BOT Weekly Evaluation and Report Meetings Committee Evaluation and Report Meetings

5)

Completion and Planning a) b) c) Checking if Desired Goals and Objectives were Achieved Assessment of Project for Renewal/Continuation Planning of New Projects that sprung from Original/Existing Project

*Others

13

Consolidation with Partner Organizations Assessment and Assimilation of Projects/Activities from Partner Organizations

Buklod Tao focuses on utilizing networks to increase their capacity in handling bigger projects as well as acquiring new ideas for projects and activities. Their partnerships with larger organizations especially with the Christian Aid therefore greatly affect the planning process. The Planning Cycle will then include Consolidation with Partner Organizations before the implementation phase. Or if these organizations suggests projects or activities an Assessment and Assimilation of Projects/Activites from Partner Organizations will be included before or during the Situational Analysis Phase. Some Projects have different nature than the others, in example DRR and SECAP ICBA (Microfinance), therefore the Planning Cycle for these Projects are different.

Planning Process for Disaster Risk Reduction: 1) Situational Analysis a) b) c) d) e) Awareness Raising Skills, Finance and Equipment Assessment Vulnerability Assessment/Mapping Capacity Building/Seminars Group Consolidation and Consultation

2)

Planning a) b) Setting Concrete Goals and Objectives Setting Scope and Limitations of each Team 14

c) d) e) f) g)

Establishing or Assigning Members for each Team Establishing/Considering Partners or available Networks Establishing Parameters for Evaluation Budgeting Arranging Regular Capacity Building Activities

3)

Implementation

4)

Monitoring and Evaluation a) b) c) d) Ensuring Promptness of Project thru Whiteboard Activity Schedule DRR Team Leaders Meetings DRR Team Evaluation and Report Meetings DRR Regular Capacity Building Activities

5)

Completion and Planning a) b) c) d) Checking if Desired Goals and Objectives were Achieved Assessment of Project Performance Evaluation Planning of New Projects and Additional Activities to Complement Existing

Project

Another example of a miniature planning process under a program is the ICBA/Microfinance Program. 15

Individual Capital Business Augmentation Program(ICBA) process: 1) 2) 3) 4) 5) 6) 7) 8) Identification of Beneficiary Orientation Business Planning Seminars Character Investigation/Integrity Investigation Credit Investigation and Feasibility Study Evaluation Final Orientation Release of Money

Ideas for new projects may come from any member to be raised in the committee meetings and then further discussed by the BOT. If we look at it in terms of the organizations structure the planning process starts at the committee level raising it up until the BOT and President or maybe up until the larger partner organizations, especially the Christian Aid, before it is presented to the members to assess and down to the committee to be in charge to implement. Buklod Tao also sees to it that new Projects/Activities will never stray from the original Goals of the organization. Moreover Buklod Tao tries to develop new programs/subprograms or activities that were given birth by evaluations from previous programs. Such as SECAP that was born from the original waste management and segregation program. They also plan on establishing a new main program, the Psychosocial Program that was born from DRR that was due to the evaluation that impacts of disasters were not limited to capital and environmental but also on the individuals psychological health. As for finance, Buklod Tao utilizes Institutions that share the same goals and are sympathetic to their cause to obtain additional funds through project proposals.

16

V. Critique of the Organization Buklod Tao uses valid and strategic methods. Their planning process is well defined. As a Peoples Organization, their organizational structure and functions are well defined. The organization plans projects that conform to the Organizations Vision, Mission and Goals. The Organization also plans and implements activities that are well under their five main programs. The teams under the main programs have frequent monitoring and defined schedule. They use parameters for evaluation. The Organizations projects have maturity; these are timely and appropriate for needs. Projects give birth to other projects through good assessment and evaluation. The organization utilises networking and partnerships on planning. However, Buklod Tao does not coordinate with the Local Government Unit. The organization does not utilize the resources and policies that are beneficial to their organization. It hinders both Buklod Tao and the LGU to deliver best services to the residents of San Mateo.

VI. Recommendations Marketing Programs. They can start new marketing programs through their networks.

LGU Coordination Program. Peoples organization like Buklod Tao, Inc. should be hand in hand with the Local Government in promoting the welfare of people in the community. Organizations and Local government should function together in order to deliver services to people more sufficiently. Thus, Buklod Tao Inc. should find ways in order to resolve their existing conflict with the local government.

17