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LMC - Lake Mainit Cooperative
CALMWRAI - Community Action on Lake Mainit Rehabilitaiton Association, Inc.
LAMWADECO - Lake Mainit Watershed Development Cooperative
FDFI - Forestry Development Foundation, Inc.
FOCUS, Inc. - Forest and Community Services (FOCUS), Inc.
VIRTUE, Inc. - Development Workers for Underprivilege Community and Environment, Inc.
DEVELOPERS, Inc. - Development for Environmental and Rural Sustainability, Inc.
CCDC - Coastal Construction and Development Corporation
LIST OF ACCRONYMS
TABLE OF CONTENTS
Executive Summary ---------------------------------------------------------------- i
I. Subproject Description --------------------------------------------------------- 1
1. Purpose/ Objectives
2. Subproject Scope and Dimension
A. Comparison of Original and
Actual Scope and Dimensions
B. Reasons for Revision/ Modification
Of Scope and Dimensions
C. Contribution of Subproject to
Relevant (Sub) Sectors
II. Subproject Implementation -------------------------------------------------- 13
1. Organizations for Implementing
Subproject
2. Implementation Period
3. Subproject Cost
4. Comments on Performance of
AO, AP, PO, M&E, and Infra Contractors
5. Other Matters Relating to
Subproject Implementation
III. Action taken by the AO, AP, and PO --------------------------------------- 25
Relating to Recommendation(s)
IV. Initial Operation and Maintenance
Of the Subproject Facilities ------------------------------------------------ 26
1. Present Condition of Facilities
2. Organization for Operation and Maintenance
3. Annual Budget or Actual Expenditure
For Operation and Maintenance (by year)
4. Maintenance Method
V. Benefits Derived from the Project ------------------------------------------ 31
1. Indirect Effects
VI. Conclusions and Recommendations ------------------------------------------ 33
LIST OF TABLES:
Table 1 : Trainings Attended by the PO ---------------------------------------- 34
Table 2 : Subproject Performance ---------------------------------------------- 35
Table 3 : Subproject Site Management Office Equipments ------------------- 36
Table 4 : Trainings Attended by the SUSIMO --------------------------------- 37
Table 5 : Copra Trading Livelihood Project ------------------------------------- 38
Table 6 : Subproject Status Report -------------------------------------------- 39
Table 7 : Community Organizing Cost Estimate Per Activity ------------------ 40
Table 8a : Agroforestry Cost Estimate By Activity ---------------------------- 41
Table 8b : Cost Estimate for Bamboo Plantation Per Activity ----------------- 42
Table 8c : Cost Estimate for Tree Plantation/Reforestation Per Activity --- 43
Table 9 : Monitoring and Evaluation Cost Estimate Per Activity -------------- 44
Table 10 : Infrastructure Project ----------------------------------------------- 45
Table 11 : Annual Work and Financial Plan --------------------------------------- 46
ANNEXES:
1. Organizational Structure ------------------------------------------------------ 49
1a. CO
1b. PO
1c. M & E Contractor
1d. SUSIMO
2. Pictures ------------------------------------------------------------------------ 53
3. CSD Accomplishment Map ---------------------------------------------------- 55
i
EXECUTIVE SUMMARY
The Community-Based Forest Management Program (CBFMP) revolutionized
forest development and rehabilitation efforts of the government when it was
institutionalized in 1995 by virtue of Executive Order No. 263.
Before the adoption of the CBFM approach, the sole motivating factor of
contract reforestation awardees was primarily financial gains. With the
implementation of the Forestry Sector Project (FSP) using CBFM as its main
strategy to rehabilitate the upland ecosystem, it empowered beneficiary
communities economically, socially, technically and politically while transforming
them into environmentally responsible managers. The tenurial right to develop
subproject sites alongside the various inputs from the Subproject deepened their
commitment to collaborate with other stakeholders in the implementation of these
subprojects.
The Lake Mainit Watershed Subproject site covers Barangays San Pablo,
Bunga, Magdagooc, San Jose and San Vicente in the Municipality of Jabonga, in
Agusan del Norte. The rehabilitation of the watershed area is noteworthy, it
being a portion of what used to be the concession area of the Lake Mainit Timber
Corporation which was subjected to severe degradation in the eighties. The
Subproject envisions a turn-around in its condition and the socio-economic
situation as well of the upland communities.
The Subproject had been plagued by problems early on. There were lapses,
among others, in the implementation of community organizing activities as there
were in the comprehensive site development and even in the monitoring and
evaluation component because of failure of contractors to perform some provisions
in their contract. Change of contractors in some cases resolved the constraints.
There are benefits too, however. For one, savings from the CSD funds and
the Community Forest Development Fund enabled the communities to engage in
various livelihood projects. Income from these projects coupled with the wages
earned from CSD activities increased their income from PHP 20,690.81, registered
at the start of the Project, to PHP 57,892.00 during the Project or a raise of 56%.
In terms of infrastructure, the Subproject turned over a six-km farm-to-
market road; a three-km concrete pathway; two-km concrete road and a one-km all-
weather road all of which provide access and mobility to community members.
ii
The Lake Mainit Watershed Subproject has definitely given valuable
learning to all those who have been involved in its implementation. Out of these
experiences, they are now ready to face new challenges to sustain the Project.
1
SUBPROJECT COMPLETION REPORT
of
LAKE MAINIT WATERSHED SUBPROJECT
Forestry Sector Project
Loan Agreement No. PH-P 135
I. Subproject Description
The Lake Mainit Watershed Subproject site embraces Barangays San Pablo,
Bunga, Magdagooc, San Jose and San Vicente, all within the Municipality of
Jabonga, Agusan del Norte Province. The area lies between 9º21’9” and 9°21’16”
latitude and 125°27’12” and 125°30’8” longitude. It is bounded on the north by
the provincial boundary of Agusan del
Norte and Surigao del Norte, on the
south by Brgy. Sto Nino, on the east
by Brgys. San Pablo and Bunga
overlooking Lake Mainit and on the
west by Brgys. San Vicente, San Jose
and Magdagooc facing Mindanao Sea.
The Lake Mainit Watershed area
occupies a portion of the former Lake
Mainit Timber Corporation’s concession which was ravaged by timber poachers
when the company ceased operating in the early eighties. The occurrence of
typhoons and forest fires aggravated its degraded condition thus, adversely
affecting the upland communities even more.
1. Purpose/Objectives
A. Original
1. To establish and maintain adequate forest cover within the 2,171
hectares of land through 1,086.85 ha. forest plantation; 334.5 ha. of
agro forestry and 29.65 ha. bamboo plantation;
2. To develop and harness the capabilities and potentials of the communities
in various aspects of resources management for effective implementation
of the project on a sustainable basis.
3. To provide employment opportunities and livelihood activities to the
community.
2
4. To establish appropriate soil conservation and erosion measures along
erosion prone areas.
5. To enhance biodiversity and restore wildlife habitat.
6. To develop eco-tourism potentials of the area along the coastal and lake
zones.
B. Modification
a. Modified purpose/objectives
The modified purpose/objectives are as follows:
1. To establish and maintain 1,410.13 ha. of tree plantation; 144.90 ha. of
agroforestry; and 17.80 ha. of bamboo plantation;
2. To guide the five barangays covered by the Lake Mainit Watershed
Subproject become a unified body capable of managing the Subproject
on their own;
3. To promote sustainability of the Subproject through development of
alternative livelihood projects for the communities;
b. Reasons for the modification
The modification was made to provide flexibility in the final
determination of the extent of development to be pursued. This was
resorted to when the PO (CALMWRAI) failed to accomplish the original
target of 2,171 hectares before the effectivity of the extension period
on January 2000 due to prevailing conflict within the organization.
Hence, reduction of target area was made.
Modifications 2 and 3 above are details which were not indicated in the
original purpose and objectives.
2. Subproject Scope and Dimension
A. Comparison of Original and Actual Scope & Dimensions
a.1. Please check: There has been ( revision and/or modification or
no revision and/or modification) of the Subproject scope and
dimensions.
a.2. If “revision and/or modification”, please complete the Table
3
ITEM
ORIGINAL SCOPE
AND DIMENSION
(At the time of
appraisal/planned)
REVISED/ MODIFIED
( Actual)
I. REFORESTATION/
WATERSHED/CBFM
A. SMA
B. CO 1
Year 1
FDFI
Year 2
FOCUS, INC.
3,043 hectares
June 30, 1997-June
29, 1999: 2,171
hectares
IEC activities
Socio-economic
profiling
TNA assessment
and Core Group
formation
CSD WFP
preparation and
CSD contracting
preparation and
approval of
livelihood
feasibility studies
June 30, 1998-June
29, 1999.
Preparation in the
awarding and
approval by DENR
of CBFMA;
Submission of
Phase-out Plan;
Preparation and
submission of
Terminal Report;
and
Submission of
Process
3,043 hectares
June 30, 1997-June 29,
1998: 2,171 hectares
(Blacklisted and Cancelled)
IEC activities
Socio-economic profiling
TNA assessment and
Core Group formation
CSD WFP preparation
and CSD contracting
preparation and approval
of livelihood feasibility
studies
September 1999 to
December 2000
Conducted the unfinished
activities of the blacklisted
NGO
4
C. CSD
1. SOIL
EROSION/SWC
a. Infrastructure:
b. Trail & Footpath
c. Tree plantation
&/or cover crop in
riverbanks
2. VEGETATIVE
MEASURE 2
a. Agroforestry
b. ANR
c. EP
d. Tree
Plantation:
d.1 Bamboo
d.2 Rattan
d.3 Plantation
spp
e. TSI
3. INVENTORY OF
RESIDUAL
FOREST
4.INCOME ENHANCE-
MENT SUBPROJ.
5. INFRASTRUCTURE
Trail/Footpath
Look-out Tower
Bunk House
D. INFRASTRUCTURE
Farm to market road
Documentation
Report.
85 km
334.50 ha.
29.65 ha.
1,806.85 ha.
85 km.
5 unit
5 units
85 km.
144.90 ha.
17.80 ha.
1,410.13 ha.
32 km.
2 units
2 units
5 km.
5
E. MONITORING &
EVALUATION
Year 1
Year 2
Year 3
Inspection Chart
Mapping (ICM)
October 1999 to October
2000.
Physical validation conducted
in two (2) passes :
1,263 hectares
Verification of
boundaries, monuments,
and block corners;
Seedling production
inventory and analysis
Survival counting with 20%
sampling intensity,
including mapping of
developed areas;
Height and diameter
measurement, assessment
of overall health
/appearance;
DEVELOPERS- Physical (3rd
pass)
VIRTUE –IPBA
Institutional and Project
Benefit Assessment:
Assessment of the overall
development of the PO;
Assessment of the
capability of the PO to
pursue sustainable
resource management and
livelihood initiatives;
Identification of various
issues/problems/
constraints related to the
development and
strengthening of the PO
and the relevant support
system;
Identification of
6
II. SUSIMO 3
Equipment provided
to the office
Researches
Conducted
Trainings attended 4
immediate benefits of the
project and evidences that
would indicate the
intermediate and long-
term socio-economic and
environmental impacts.
1 unit KIA Cross truck
1 unit Power Generator
1 unit Computer
1 unit Printer
6 units Motorcycle
1 unit UPS 500 VAT
1 unit GIS Software
(Maptitude);
2 units GPS
1 unit Base Radio
3 units Handheld Radio
2 units Forester’s Transit
1 unit Typewriter (Manual)
4 units Brunton Compass
2 units Steel Nylon Tape
2 units Diameter Tape
1 unit Planimeter
4 units Abney Hand Level
1 unit Rain Gauge
3 units Binocular
1 unit Lettering Set
NONE
FSP reorientation
assessment & SUSIMO
Action planning workshop
PO FSP re orientation &
action planning workshop
On-the-job training on
GIS/GPS operation
Re-orientation course for
FSP implementers
On-the-job training on
map digitization
7
Others
FSP Phase out/Phase in
workshop for DENR and
POs
Subproject Site Management
Office with 60 sq.m. area,
concrete with GI sheets roof
Manned by 12 SUSIMO
personnel
Infra Turned-Over facilities
at the Regional Office:
o Desktop computer with
printer, UPS & table
o Sala set, dining set
o Office building 1 Please refer to Table 1 for the details on trainings attended by the POs
2 Table 2 for details of the subproject performance in terms of area planted
3 Table 3 shows the details of the equipment provided to the SUSIMO
4 Please refer to table 4 for the trainings attended by the SUSIMO staff
B. Reasons for Revision/Modification of scope and Dimensions
b.1. Where there has been “revision/modification” of the Subproject scope
and dimensions.
Please choose the reason(s) from the following list and check.
Revision of the superior plan (e.g. sector development plan, etc.)
Revision of the supply-and-demand estimate
Large fluctuation in the Subproject cost
Substantial revision of design due to the unforeseeable physical
condition at the time of the original design (e.g. poor soil
condition, etc.)
Natural disaster/bad weather
Unusual circumstances beyond the control of the Executing Agency
Structural and organizational problems of the agencies concerned
(e.g. lack of staff, inadequate coordination with other agencies,
etc.)
Availability of funds (e.g. lack of funds, use of contingency,
fluctuation of the exchange rate, etc.)
Unrealistic initial plan/Technical problems
Procurement problems
Performance of CSD contractor (PO)
Performance of consultant
8
Change in construction period
Others:
Performance of 1st CO contractor
Performance of the 1st M&E contractor
Circumstances beyond the control of the PO
Infrastructure support
b.2. Detailed statement of reasons (with background)
Performance of the CSD Contractor (PO)
There was a revision of CSD targets due to the failure of the PO to
accomplish the original target of 2,171 hectares before the effectivity of the
extension period on January 2000. The failure has been attributed to internal
conflict within the Peoples Organization that started with the rift between
the president and his assistant on leadership styles and caused low turn-out
of accomplishment because of officers taking opposite sides. Until the
termination of the CSD contract, planting covered only 1,572.83 hectares.
The DENR did not allow planting to be conducted during the extension period
and just opted for maintenance and protection activities for the 1,572.83
hectares.
Performance of the CO Contractor
The modification in the schedule of CO was the result of the cancellation of
the contract due to the failure of the CO contractor, FDFI, to discharge
their terms of reference (TOR) effectively. It took almost two years before
another CO contract was awarded to another NGO due to the combative
stance of FDFI with regard to the cancellation of its contract.
Performance of the M&E Contractor
The first contractor that was tapped by the DENR to conduct the three (3)
passes begged off from doing the 3rd pass due to some unfinished
commitment in other regions. The conduct of the 3rd pass, therefore, was
slightly delayed until the hiring of two (2) non government organizations, one
to conduct the Physical Evaluation and the other to conduct the Institutional
Project Benefit Assessment (IPBA).
Circumstances Beyond the Control of the PO
There were changes in the actual accomplishment of trails and footpaths, look
out towers and bunkhouses. For the former, it was due to lapses in the
estimate of the PO as to the length to be established. Moreover, there were
areas that do not necessitate trail and footpath but were considered to be
9
necessary during the planning stage. The number of bunkhouses and look out
towers were as also reduced for the same reason.
Others
Infrastructure Component
Result of the assessment made by the Forestry Sector Project on the overall
implementation of the subprojects in CY 2000 disclosed the need for
infrastructure support to the PO. The infrastructure support is an added
component of the Forestry Sector Project, which seeks to promote the
livelihood development project of the PO.
C. Contribution of Subproject to Relevant (Sub) Sector(s)
c.1. (Sub) Sector(s) to which the Subproject belongs
Electric power and Gas Telecommunication Social services
(Multipurpose) Dams Telecommunication Water supply
Power Plants Broadcasting Sewerage
Transmission lines Education Health
Distribution Systems Irrigation and Flood control Tourism
Gas Irrigation Others
Others Flood control
Transportation Agriculture, Forestry and Fisheries
Roads Agriculture and Forestry
Bridges Fisheries
Railways
Airport Mining and Manufacturing
Ports Mining
Marine Transportation Manufacturing
Others
c.2. Original (At the time of appraisal/Planned) -
Item Description
1. Project Development
2. Flood Control
There will be an increase in the number
of trees in per hectare basis. This will
be the direct result of the establishment
of tree plantations and fruit orchards.
The plantations will produce more
biomass in the form of dead trunks,
10
3. Increase water yield
4. Socio-Institutional Development
5. Employment Generation
branches, twigs and leaves that drop to
the ground. This biomass covers the
surface of the ground and plays a role in
flood control . Since they are soft and
absorptive, raindrops will penetrate
through them in their movement
downward to the water table such as
water found in creeks and streams as
compared to surface run-off. Water
from surface run-off is heavily silted
while water that comes from the water
table is devoid of silt.
The establishment of tree plantations is
expected to increase water yield by
transforming the entire watershed into a
giant sponge capable of holding water
during rains to slowly release them into
creeks and other water channels. This
ultimately sustains the flow of water
which is just what is needed to also
sustain the operation of hydroelectric
plant, like the planned hydroelectric plant
in Barangay.Magdago-oc.
The communities will be trained to
establish linkages/networks with other
government and non-government entities
in the improvement of their economic
conditions such as a) Department of
Agriculture (DA), b) Department of
Trade and Industry (DTI), c)
Department of Health (DOH), d)
Department of Education ( Dept. Ed.) e)
Department of Interior and Local
Government (DILG), and g) Department
of Public Works and Highways (DPWH)
and civilian volunteers.
The Subproject is expected to bring
employment opportunities to local
residents for a total of 268,593 man
days annually or an equivalent of 1,074
11
6. Income Generation
5. Improvement of the area for
eco-tourism
full-time jobs.
The Subproject is expected to increase
the income above the poverty level. This
is equivalent to an additional average
annual income of P9,371 for each
household or the projected annual
household income of P24, 432.00.
The area has a scenic view of Lake Mainit
and Butuan Bay from atop the ridge that
runs parallel to the shoreline and
lakeshore.
c.3. Present situation and outlook for the future
Item
Description
1. The Community
2. Security of Tenure
3. Plantations
The reorganization of the PO from
CALMWRAI to LMC gave the PO a brighter
future. Although the PO was not able to claim
its retention fee, the present condition looks
promising and indications are that they can
move ahead in their next endeavours. In the
course of project implementation, the
participating communities had been equipped
with the technical skills acquired through
training and seminars. This made them capable
in managing similar projects in the future.
CBFMA makes the PO the virtual manager of
the entire area within its coverage and can do
any development activity within their
jurisdiction so long as it does not contradict
the agreement. The PO may use it to
negotiate for any economic activity that fits
the site. This will be the jumping board for
the full development of their farms. This will
boost their morale and will give them the
confidence of managing similar projects in the
future.
The PO will not stand to gain economically out
of their tree plantations but will benefit in
12
4. Tourism Potential
5. Livelihood projects 5
6. Farm to Market Road
7. LGU support
due time out of their agro forestry
plantations. They have planted an area of
approximately 145 hectares in agroforestry
or a total of 14,500 trees comprising durian,
mango, lanzones and jackfruit. If 50% of
these trees will survive and bear fruit, the PO
will surely stand to gain economically.
The LGU of Jabonga is pushing for the
construction of a “view deck” within the
plantations. The site is ideal for the purpose
since there is a ridge that runs longitudinally
along the strip between the lake in the east
and Butuan Bay in the west. It is within this
strip where the plantations of LMC are
situated. The PO will have the opportunity to
engage in economic activities to service the
needs of those who will go on sightseeing trips
to the area.
The PO has been implementing livelihood
projects out of its savings from CSD funds
and CFDF. This will sustain the Organization
even after the termination of financial
support from the funding institution. It is
expected that these projects will expand and
will generate more income in due time.
The plantation is accessible by a 6-km road
wherein 3 kilometers is concrete pathway; 2
kilometers, partially concreted road and 1
kilometer, an all-weather road. This road will
be the main access to the planned view deck.
The PO can devise an economic activity out of
this road like establishing a tollgate at some
distance from the view deck. The proceeds
may be used for the maintenance of the road
and for other worthwhile economic activities.
The LGUs concerned have been very
supportive to the project. This was
manifested through the signing of a
memorandum of agreement between the POs,
DENR and the LGUs concerned during the
turn-over of the infrastructure project. It is
13
8. Agriculture and Forestry
expected that a strong partnership will be
established which will contribute to the
Subproject’s sustainability.
The Subproject has improved the overall
aesthetic beauty of the watershed including
its ecological and production functions and
sustained forest cover. It is expected that
the land use would be improved and sustain
land production and is expected to provide
tremendous opportunities in the future as
reserved wood stock.
Please refer to Table 5 for the livelihood project being implemented by the POs
II. Subproject Implementation
1. Organizations for Implementing Subproject
Function in the Name of Organization Reasons for
Subproject
Implementation
(1) Original (2) Changed Change
1. SMA (By Admin)
2. AO for CO
3. Assisting Prof.
4. PO
5. M&E Contractor
6. Infra
Contractor
FDFI
Mr. Froilan C.
Montero
CALMWRAI
LEAF Inc.
Coastland
Construction and
Development
Corporation
FOCUS
LMC
DEVELOPERS
- for physical
VIRTUE, Inc.-
for
Institutional
Project
Benefit
Assessment
Underperformance
of the FDFI
Poor performance
of CALMWRAI.
LEAF did not
complete M & E
activities (3rd
pass) by June
2003
14
(CCDC)
Please state:
1.1 Reasons for the change
On Community Organizing
The first Assisting Organization (AO) which was contracted by DENR to
conduct Community Organizing (CO) was Forest Development Foundation Inc.
(FDFI). This contractor was blacklisted and its contract eventually cancelled on
December 14, 1998 due to unsatisfactory performance. Re-awarding of contract
was made to Forest and Community United Services Inc (FOCUS Inc.) to carry
out the remaining CO activities.
On Comprehensive Site Development (CSD)
The Community Action on Lake Mainit Watershed Rehabilitation Association,
Inc. (CALMWRAI) was formed as a result of community organizing. The CSD
contract was awarded to CALMWRAI which was then converted to a cooperative
known as Lake Mainit Cooperative (LMC). With the extension given by the JBIC
to the FSP, the implementation of the Lake Mainit Watershed Subproject was
also extended and the remaining activities on maintenance and protection of the
plantations were undertaken by the LMC. As basis of LMC to implement the
remaining activities of the Subproject, the DENR issued them an amended
contract for CSD.
On Monitoring and Evaluation (M&E)
The first contractor hired by DENR to conduct monitoring and evaluation was
the LEAF Foundation, Inc. Its activities included the physical and institutional
project benefit assessment for a period of 18 months covering three (3) passes.
However, LEAF, Inc. was only able to conduct the first two (2) passes. The 3rd
pass was deferred to give the PO enough time to resolve the existing conflict
within their organization.
When the DENR finally allowed the resumption of LEAF, Inc. activities for the
3rd pass, it begged off citing conflict of schedule with other activities in other
regions. The physical aspect of M&E was contracted to DEVELOPERS while the
institutional project benefit assessment was contracted to the NGO, VIRTUE.
1.2 Problems arising, counter measures adopted and results
15
In fighting among officers of the PO:
The first set of PO officers was not up to the job of implementing the
provisions of their CSD contract. The vice president contested the leadership
of the president and the other officers took sides. When the President took a
leave of absence, he was prevented by the vice president from reporting back to
office. What followed was intense leadership crisis as manifested in the
malversation of funds and a freeze in the conduct of activities indicated in the
contract.
The DENR acted by hiring another NGO to continue the unfinished activities in
CO. The new NGO, FOCUS, started where FDFI stopped. The PO was
reorganized and CALMWRAI was changed into a cooperative named
LAMWADECO and was further changed to Lake Mainit Cooperative (LMC). The
2,171 hectares target of the Subproject was reduced to 1,572.83 hectares. This
final target was based on the total planting accomplishment of the then
CALMWRAI, which was made as the target of LMC in its contract for
maintenance and protection only. The plantation needed massive replanting and
LMC was guided by the SUSIMO in focusing their efforts to accomplish their
targets in maintenance and protection. The problem affected them in such a
way that it had prevented LMC to fully replant the targeted area of 1,572.83
hectares. When funding support from the FSP was terminated, LMC was able to
replant 1,263 hectares only.
Lack of Political Will on the Part of Concerned DENR Officials
FSP was implemented with complete guidelines. This project was funded by JBIC
and ADB. The lapses in some ADB-funded subprojects within the Caraga Region
caused over zealousness on the part Commission On Audit personnel assigned in
the DENR Regional Office. Procedures indicated in the FSP were ignored. One
example was concerning the disallowances imposed by the COA regarding the
disbursements to ADB-funded subprojects that shocked the personnel of the
Accounting office. They became overcautious in the processing of monetary
claims by the PO of Lake Mainit Watershed Subproject such that billings were
routed to COA prior to disbursement with documents going through the
circuitous route. The guidelines of DENR regarding FSP implementation were
ignored. Since concerned COA personnel lack understanding of the technical
guidelines, what they were suggesting ran counter to the technical guidelines.
The documents were “tossed and dribbled and passed on” to several units
causing delay in the processing of documents for the disbursement of funds.
This was corrected when top regional officials were reshuffled and those
assigned in Caraga region showed firmness and promptness in their decisions.
16
Designation of Inexperienced Foresters to the Subproject During the
Initial Stage of Implementation
Those who were tasked to supervise the CSD activities were inexperienced
foresters. The implementation plan called for the observation of the approved
spacing to come up with the required density of trees per hectare. Instead,
planting was done without due regard to the approved spacing and payment for
the planting accomplishment was no longer based on a per hectare basis but on
the number of hills planted , transformed into hectarage. At a spacing of 2m x
5m, one hectare will have a density of 1,000 hills. This is merely translated into
one hectare without doing the actual ground survey.
This situation was corrected when the DENR created the SUSIMO (Subproject
Site Management Office) and stationed this office within the community.
1.3 The latest organization chart (or equivalent) for the implementation of the
Subproject is ( attached or not available).
The Organizational Structure are attached as Annex 1a for Forest and
Community United Services, Inc. (CO Contractor), Annex 1b for Lake
Mainit Cooperative (PO), Annex 1c for Development for Under-privilege
Community and Environment, Inc. (M&E Contractor), Annex 1d for SUSIMO
Lake Mainit, and Annex 1e for Ulticon Builders, Inc. (Infra Contractor),
respectively.
2. Implementation Period
A. Comparison of Original Schedule and Actual Period
ITEM
ORIGINAL
SCHEDULE
ACTUAL PERIOD
1. SMP
2. Contract of AO for CO
3. Contract of PO for CSD
4. Contract of NGO for M&E
5. Contract of Infrastructure
n/a
June 30, 1997 – June
29, 1999
October 17, 1997 to
October 16, 2000
October 1999 to Dec.
2000
Nov. 2002 to June
n/a
June 30, 1997 to
December 2000
October 17, 1997
to July 31, 2003
October 1999 to
Dec. 2000
July 2003
Nov. 2002 to July
17
Component
Completion
(completion of subproject)
2003
December 2000
2003
December 2003
Please refer to Table 6 for the Subproject Status Report
Notes: Completion of the Subproject was defined as ( completion ceremony or
final disbursement or other than the above).
The completion date was scheduled for December 31, 2000 (at the time
of appraisal) and is indicated (thus ) in the above Table.
B. Reasons for Delay or Early Completion
b.1. In case of delay or early completion, please choose the reason(s) from
the following list and check.
Change in scope/dimensions
Natural disaster/Bad weather (e.g. earthquake, typhoon, etc.)
Shortage of funds/Fluctuation of the exchange rate
Problems in procurement
Inflation
Unusual circumstances beyond the control of the Executing
Agency
Structural and organizational problems of the agencies concerned
(e.g. lack of staff, inadequate coordination with other agencies,
etc.)
Legislative matters
Unrealistic initial plan/Technical problems
Performance of CSD contractor
Performance of consultant
Others
Organizational Problem of the A
Organizational Problem of the M&E contractor
b.2. Reasons and background for delay or early completion
Natural disaster/ Bad weather (e.g. typhoon, earthquake, etc.)
On Infrastructure Component
The project on farm-to-market road rehabilitation was adversely affected
by typhoon and unrelenting rain. There were work stoppages that caused
the delay in attaining work objectives.
Performance of the CSD contractor
18
On Comprehensive Site Development
The internal management problems within the PO resulted to the reduction
of the target. Problems range from usurpation of authority by the vice
president to malversation of funds, court litigations and dormancy of
activities; etc. The PO officers continued with their squabbles until all
activities completely stopped by their self-imposed inaction. Out of the
target of 2,171 hectares, the PO was only able to plant 1,572.83 hectares.
Organizational Problem of the M&E Contractor
On Monitoring and Evaluation
The first M&E contractor was hired to conduct the three (3) passes of
M&E for both the physical evaluation as well as the Institutional Project
Benefit Assessment (IPBA) of the Subproject. However, after the 2nd
pass, the DENR requested the NGO to reschedule the 3rd pass until such
time that the necessary intervention by the PO is accomplished. The NGO
heeded the and found time to bid for a similar activity in another region.
When DENR resumed the operation of the contract, the NGO begged off
for lack of time as it had already committed its resources to another
contract in another region.
C. Remedial Action Taken in Each Case of Delay
Natural disaster/ Bad Weather (e.g. typhoons, earthquake, etc.)
On Infrastructure Component
Affected by this problem was the farm-to-market road rehabilitation.
DENR extended the contract by one month and thus was moved to July 4,
2003.
Performance of the CSD contractor
On Comprehensive Site Development
The DENR made a series of consultations with the PO and sealed a
commitment to effect reorganization immediately. The agreement to
reorganize was supported with a resolution from the PO CALMWRAI to
change the name of their organization and their organizational structure as
well. The SUSIMO with the assistance of the Assisting Professional (AP)
worked out the formation of the first cooperative named LAMWADECO
(Lake Mainit Watershed Development Cooperative). However, this was
resented by CALMWRAI Officials. With the concurrence of the Cooperative
19
Development Authority (CDA), LAMWADECO was dissolved and replaced by
Lake Mainit Cooperative (LMC). The DENR awarded this cooperative with a
CSD contract to do maintenance and protection of the 1,572.83 hectares.
Organizational problems of the AO
On Community Organizing
The DENR hired the services of FOCUS, Inc to continue the unfinished
activities of FDFI from September 1999 to December 2000.
Organizational problem of the M&E contractor
On Monitoring and Evaluation
DENR invited other NGOs to conduct the 3rd and final pass. DEVELOPERS,
Inc. and VIRTUE, Inc. were awarded with the contracts. DEVELOPEPRS,
Inc. was contracted for the physical aspect while VIRTUE, Inc. was
contracted to implement the Institutional Project Benefit Assessment
Component.
3. Subproject Cost
A. Comparison of Original Estimated Cost and Actual Expenditure (by
Component
Item
Original Cost
(in M pesos)
Actual Expenditures
(in M pesos)
Community Organization
Comprehensive Site
Development
Monitoring and
Evaluation
Infrastructure
Development
Subproject
Coordinating Office
3.907800
41.116259
1.936925
11.386504
3.292070
3.528647
30.176576
2.261463
11.386504
2.005090
TOTAL 61.639558 49.358282
20
Please refer to Tables 7,8a-8c,9 for the details on CO,CSD and M&E. List of Infra project/s with its corresponding
cost is also attached as Table 10
B. Reasons for Difference between Original Estimated Cost and Actual
Expenditure
b.1. If there is any difference between the 2nd column and the 3rd column of
the Table in Paragraph A, please choose the reason(s) from the following
list and check.
Increase in reconstruction cost arising from natural disaster/Bad
weather (e.g. earthquake, typhoon, etc.)
Increase or decrease arising from a change in construction period
Increase or decrease arising from inflation
Increase or decrease arising from fluctuation in the exchange rate
Increase or decrease arising from a change in the scope/work
volume of the Subproject
Decrease arising from keen competition in tender
Unusual circumstances beyond the control of the Executing Agency
Unrealistic cost estimates/Technical problems
Others
Contract termination and unfinished activities
Discontinuance of contract
b.2. Description of the detailed reason(s) and background
Increase or decrease arising from a change in the scope of work volume
of the Subproject
One of the reasons in the difference of the planned cost and the actual
expenditure is the reduction of the Subproject’s target from 2,171
hectares to 1,572.83 hectares, an decision resorted to when the DENR
was certain that the PO couldn’t attain the original target.
Contract termination and unfinished activities
FDFI, the first CO contractor, was blacklisted and its contract
cancelled after rendering 1-1/2 years of poor performance. Since
there were unfinished activities upon cancellation of contract, the
actual expenditure was also reduced.
Discontinuance of contract
The discontinuance of LEAF Foundation’s M&E contract resulted to the
difference between the planned cost and the actual expenditure. Out
of the 3 passes which were contracted to LEAF, it was able to
21
accomplish the first 2 passes only. It begged off from pursuing the 3rd
pass because of commitment in other regions for similar activity. The
actual difference is the cost of the 3rd pass, which remained unspent.
C. Action taken in Case of Cost Overrun and Results
Additional obligation for M&E and corresponding revision of WFP were
undertaken. All financial obligations have been paid with corresponding
physical accomplishments.
D. Comparison of Original Estimated Expenditure and Actual Expenditure (by
Year)
Calendar
Year Original Cost (in M pesos)
Actual Expenditures (in M pesos)
1997
1998
1999
2000
2001
2002
2003
6.647685
26.824712
5.782723
7.705862
1.103600
0.651500
12.293474
4.919397
5.369903
10.542992
6.656585
2.342413
1.933063
17.593926
Total 61.639558 49.358282
Please refer to table 11 for the details of the Annual Work and Financial Plan.
4. Comments on Performance of Assisting Organizations (AOs), Assisting
Professionals (APs), Peoples Organizations (POs), M&E and
Infrastructure contractors.
Please describe the performance of each organization after checking the
item(s) in the relevant lists on which you have any comment.
A. Performance of Assisting Organizations & Assisting Professionals (if any)
Peoples Organizations, M&E and Infrastructure contractors
a.1. Overall performance Design
Contract administration Construction supervision
Expertise Staff qualifications
Coordinating ability Compliance with contract
Performance related to any other than the Subproject scope, if
any.
Others
a.2. Description (in detail)
22
Overall Performance
Peoples Organization (PO)
CALMWRAI was the first PO formed during the initial stage of the CSD
operation through the efforts of FDFI. That PO, however, came into
trouble when its officers failed to focus their efforts in preserving unity
within the organization. The target of 2,171 hectares was greatly
compromised such that by December 31, 2000, the PO was only able to
accomplish 1,572.83 hectares. The squabble among the officers made the
PO inactive for ore than a year. Through the intercession of DENR, the
PO agreed to reorganize and transform their organization into a
cooperative registered with the CDA. The unfinished activities in CSD
was pursued by the new cooperative renamed Lake Mainit Cooperative or
LMC through the awarded CSD contract. The target was subsequently
reduced from 2,171 hectares to 1,572.83 hectares. The CSD contract of
the LMC covers the maintenance and protection of the reduced target of
1,572.83 hectares.
The LMC struggled to replant the entire 1,572.83 hectares. Because of
unpaid dues to the stakeholders during the operation of the former
organization CALMWRAI, LMC found it very difficult to draw out the
cooperation of the majority of the members. By July 31, 2003, the LMC
was able to replant 1,263 hectares or 80% of the 1,572.83 hectares.
Working beyond the termination of the project, by December 31 2003,
the entire area planted was wholly replanted with an average survival rate
of approximately 65.57%.
On the whole, LMC management has performed against the odds.
The livelihood aspect of the Project has also become a continuing problem
especially when the usage of fund/conversion of livelihood fund cannot be
controlled by SUSIMO. The contract administration can be considered
poor/unsatisfactory.
For Community Organizing (Assisting Organizations (AO)
a. Forest Development Foundation, Inc. (FDFI ) - This AO failed to finish
its contract due to poor performance but was able to organize the PO
CALMWRAI. This AO was later blacklisted for cause.
b. Forest & Community United Services (FOCUS, Inc.) - This AO was the
replacement of FDFI when it was blacklisted by the DENR. FOCUS
succeeded in transforming CALMWRAI into a cooperative, which was the
original direction of CALMWRAI when FDFI was still in operation.
23
The contract performance of FOCUS is considered as satisfactory. This
NGO was more responsible in the strengthening of the newly organized
PO renamed Lake Mainit Cooperative.
Assisting Professional (AP)
Performance can be considered satisfactory although there is failure to
have a strong and highly motivated PO as reflected by its financial
management performance as well as the result of final area maintained
and protected under the CSD contract. Expertise maybe concentrated to
planning.
Monitoring and Evaluation (M&E)
a. LEAF Foundation, Inc. – This is not an ideal NGO to work with. Its
expertise in land survey is questionable and made glaring when they
produced the map yet they could not provide the technical
descriptions as well as the field notes derived from survey. It is also
unreliable as proven when they begged off from executing an activity
citing other commitment in other regions. Hence, their performance
was rated poor.
b. Development Worker for Environmental and Rural Sustainability
(DEVELOPERS, Inc.) – Their contract called for the validation of the
physical accomplishments of the PO. They were given the rating fair
considering that they were able to finish all activities in their
contract in one month. However, it was not clear whether they
actually did the survey for all parcels or they merely scanned the map
provided by the SUSIMO and produced a separate map including the
attendant information that DENR needed.
c. Development Workers for Underprivileged Community and Environment
Inc. (VIRTUE, Inc.) – was contracted to conduct the Institutional
Project Benefit Assessment of the Subproject or IPBA. This NGO
performed very satisfactorily but they were not able to find out the
true picture of the PO’s situation due to time constraints. At any
rate, they were able to deliver the services required in accordance
with the provisions stipulated in their contract.
Infrastructure Component
ULTICON BUILDERS, Inc. - This contractor has performed well as far
as the implementation of the infrastructure project in Lake Mainit
Watershed is concerned. However, they were not able to complete the
project on time due to unpredictable weather condition. Heavy rains
24
occurred causing landslide in the project area hence, they were granted
an extension period of almost one (1) month.
5. Other matters relating to Subproject Implementation
Please choose the item(s) from the following list on which you have any
comment, check it (them), and describe it (them) with measure and
results in (B) below.
A. Technical Financial Institutional Economic
Social/Distributional Others
Decision making at the Regional Office
B. Description (in detail)
Technical
In implementing the Subproject, the implementers were guided by the
approved planting density or spacing for Lake Mainit Watershed.. The
reforestation component has a spacing of 2m x 5m; agro forestry: 10m x
10m; and bamboo: 5m x 5m. It should be noted that the total area of
1,572.83 hectares were already fully planted before the creation of the
SUSIMO and the subsequent deployment of personnel to the field
office. There were only two (2) personnel who supervised the activities in
the field and another two (2) were tasked to oversee the organizational
development of the PO. Although the PO stakeholders were trained on
various CSD activities, the application of their training was a different
matter. Spacing for all components was not observed. The activities
should have been personally supervised by DENR personnel but it was
just too much for just two individuals tasked to supervise all activities
in plantation development spread widely over a 1,572.83 - hectare land.
Institutional
Development of an institution in the community takes some process using
community organizing principles. It may take a short period of two years
or may extend for even 10 years depending on the maturity of community
in taking the responsibility as members of the society and as a thinking
element of the environment.
In the case of the PO in Lake Mainit Watershed Subproject, all efforts
were exerted by the DENR to uplift its organizational capability including
the hiring of professionals. It may be that in order to successfully
encourage change within the community, the process of community
organizing should totally engulf the community before and after the
25
development of the landscape to whatever use. Development of the
landscape is of little value to settlers without the promise of reform
that will also upgrade the quality of life thereat. Community Organizing
should continue to nurture the community after the “birth” of the new
landscape to make it meaningful to the life of the community.
Decision Making at the Regional Office of DENR
The role of the DENR at the regional level is significant. The constant
changing of the guard at the regional office had created its toll on
project implementation. Newly-installed heads of office had varying
degrees of familiarity and understanding about Forestry Sector Project
(FSP). Guidelines in the processing of billing documents and pertinent
reports, which are necessary for the replenishment of disbursed funds
were always delayed. The Office of the Auditor, which has less technical
knowledge in FSP had been a source of undue influence that forestalled
prompt decision-making process by DENR management.
III. Action Taken by the AOs, APs and POs relating to Recommendation(s)
1. Recommendation(s) made by SUSIMO
SUSIMO check: This article is ( applicable. The recommendations are
given in Annex – I herewith or not applicable. There has been no
recommendation with regard to the Subproject).
Recommendations of the SUSIMO to the PO & AP and Actions Taken with
Results:
Issues Recommendations Actions Taken and
Results
Peoples Organization (PO)
Lack of seedlings for
replanting and no more time
to grow them in the nursery
PO could not afford to hire
The SUSIMO and the
AP recommended the
use of wildlings for
replanting
Assign a board member
The SUSIMO and the AP
assisted the PO in
sourcing out wildlings of
Narra and mahogany in
Misamis Oriental and
Surigao del Sur and plant
them as bare roots to
augment their seedling
requirements in
replanting.
The matter was
26
technical people to supervise
the operations at the
barangay level.
Money collected by LMC
during billings were utilized
to pay for the unpaid
accounts of the CALMWRAI
administration jeopardizing
those who worked out for
the accomplishment paid by
that billing.
to supervise the
activities in each of the
barangays.
PO to prepare a budget
plan that will guide
disbursements of funds
from the latest billing.
discussed in a meeting
facilitated by the AP
with the assistance of
the SUSIMO. The
Board of Directors then
adopted said
recommendation. The
advantage was, more
people participated in
the activities with the
supervisor occupying
high position in the
organization and comes
from the same barangay.
Expected drawbacks
were written reports
submitted very late.
The AP conducted
training on financial
management to guide the
PO in keeping/tracking
financial transactions.
The PO adopted a system
of submitting a list of all
those to be paid to
DENR as additional
requirement in billings.
This list ensures that no
one is left out unpaid for
his efforts in producing
necessary CSD output as
required in a particular
billing of the PO.
2. Action Taken and Results (Please refer to the Table above)
IV. Initial Operation and Maintenance of Subproject Facilities
1. Present Condition of Facilities
A. Please check: This article is ( applicable due to problem(s) or not
applicable. No particular problem has occurred since the initial
operation started). If there have been any problems, please check the
relevant space in the Table.
27
Item Status Initial
Operation
Mainte-
nance
Manage-
ment
Others
SUSIMO
Office/bunkhouse
Radio base
Generator set
Water tank
Motorcycle
KIA
Computer w/
software &
printer
GIS software
maptitude)
GPS
Hand Held Radio
Forester’s Transit
Brush Cutters
Water Pump/water
system
PO : None (Facilities
are below P
10,000.00)
Serviceable
Unserviceable
Serviceable
Serviceable
Serviceable
Serviceable
Unserviceable
Serviceable
Unserviceable
Serviceable
Serviceable
Serviceable
Unserviceable
B. Please check: The Problem(s) has arisen owing to the following reason(s).
Technical Financial Institutional Economic
Social/Distributional Others
Prioritization of funds
C. Description (in detail)
Prioritization of Funds
The Subproject was supported with enough funds under the Maintenance and
Other Operating Expenses (MOOE). The problem is that the operational and
maintenance needs of the facilities were always left out. Since the need for
funds for these facilities is unpredictable, money was spent for other needs.
When breakdown and other inputs for the facilities were needed, they had to
wait for the replenishment.
28
D. Aspect of utilizing the Subproject facilities
For the SUSIMO
Item Original Plan Actual Operation
1 unit Office/
Bunkhouse
1 unit Radio base
1 unit Generator set
1 unit Water tank
6 units Motorcycle
1 unit KIA Cross truck
1 unit Computer w/
software & printer
1 unit GIS software
(maptitude)
2 sets GPS
3 units Hand Held Radio
1 unit Forester’s Transit
1 unit Typewriter
1 unit Water Pump/water
system
FOR SUSIMO
LAKE MAINIT
OPERATIONS
It was used by
SUSIMO but after
the termination of
the project, same was
borrowed by the LGU.
Note : The PO has not purchased any equipment/facilities due to financial
constraints. They have prioritized utilizing their finances for the
establishment and maintenance and protection of plantations.
Likewise, funds were used for the payment of unpaid accounts of
the previous PO management (CALMWRAI).
2. Organization for Operation and Maintenance
A. Name of PO and SUSIMO
a.1. Please give the name of PO and/or Body in charge of O/M.
PO : Lake Mainit Cooperative (LMC)
SUSIMO : Lake Mainit Watershed Subproject
a.2. Please check:
The latest organization chart (or equivalent) for O/M of the
Subproject facilities is ( attached or not available).
29
a.3. If the organization chart (or equivalent) is not available, please state
the reason.
Inasmuch as the PO’s facilities only amounted below P10, 000.00,
the PO management simply sent somebody to inspect the facilities
and submit a recommendation to that effect in cases when
something had to be done regarding these facilities.
In the case of SUSIMO, maintenance of facilities is not applicable
as there is only one person in-charge to take care of the
maintenance needs of the said facilities.
B. Number of staff/workers of the PO or Body for Operation and
Maintenance of Subproject Facilities.
PO : None
SUSIMO : 1
C. Please check and explain the following.
c.1. The number of staff is currently ( sufficient or insufficient).
If “Insufficient”, please describe your estimate of the optimum
number of staff and your plan for providing them.
c.2. Average employment period of the present staff.
PO : 7 years
SUSIMO : 5 years
c.3. Availability of training program to promote the vocational ability of
the staff, its contents and expected effects.
None
3. Annual Budget or Actual Expenditure for Operation and Maintenance (by
Year)
Original Expected Expenditure (Unit: Mil Pesos)
For the SUSIMO
Item
Calendar year
Maintenance Operation Total
2001
2002
2003
0.125800
0.040000
0.093000
0.310000
0.187700
0.105120
0.435800
0.227700
0.198120
30
Total 0.258800 0.602820 0.861620
Actual and Currently Expected Expenditure
For SUSIMO (Unit: Mil Pesos )
Item
Calendar year
Maintenance Operation Maintenance
(For
expanded
&
Operation
portion)
Total
2001
Computer
Motorcycle
Power
Generator
KIA Cross
Truck
2002
Computer
Motorcycle
Power
Generator
SUSIMO
Office
KIA Cross
Truck
2003
Computer
Motorcycle
Power
Generator
SUSIMO
Office
KIA Cross
Truck
2004
0.008000
0.007000
0.002500
0.002500
0.003000
0.003000
0.005158
0.004000
0.005000
0.001800
0.009000
0.010000
0.016666
0.013333
0.025453
0.030884
0.018000
0.015500
0.030885
0.020000
0.030000
0.008000
0.005840
0.006000
0.015000
0.030000
0.060000
0.010000
0.024666
0.013333
0.032453
0.033384
0.020500
0.018500
0.033885
0.025158
0.034000
0.013000
0.005840
0.007800
0.024000
0.090000
TOTAL 0.050958 0.245561 0.030000 0.060000 0.386519
31
Note: Actual and currently expected expenditure for expansion, replacement or
any other improvement purposes.
Please describe the basis for the above estimate and your financing plan for the
same.
Maintenance of equipment is not applicable as there was no equipment purchased
by the PO out of their own funds. In the case of SUSIMO, facilities were
maintained depending on the fund allocation downloaded by the NFDO. However,
it will be the responsibility of the concerned CENRO to oversee and maintain
these facilities when it will be turned over to them. Maintenance could be
sourced out from the DENR regular funds.
4. Maintenance Method
A. Content of Method
Repair and replacement of defective parts of the KIA Cross truck, motorcycles
and computer set were made as the need arose. Change oil, tune-up, regular
check-up of body parts and wheels rotation of the KIA Cross truck will be
undertaken on a regular basis. Change oil will likewise be undertaken periodically
for motorcycle. Upgrading of computer system and check up on a regular basis
will be done.
B. Frequency
Kind of Facility Maintenance Method Frequency
1. KIA Cross truck Repair/replacement of
defective parts,
Change oil,
Wheels rotation
As the need arises
Every after 3,000 km
annually
2. Motorcycle Repair/replacement of
defective parts,
Change oil,
Once a year
Every after 3,000 km
3. Computer Repair/replacement of
defective parts,
As the need arises
Others, if any.
V. Benefits derived from Subproject
1. Indirect Effects
A. Please choose and check the item(s), which are dealt with this Article by
you.
32
Technological transfer (e.g. application of technology used in the
Subproject to other similar projects and subprojects)
Employment creating (e.g. during construction, contribution to the
sector(s) after completion)
Income-raising (e.g. income of the residents in the region)
Other intended or unintended effects on the relevant sector(s)
and/or the region concerned
B. Please give details for each of the item(s) you checked.
Employment Creating
The Subproject had provided employment even at the early stage of
subproject implementation to members and non-members alike during the
nursery establishment, plantation establishment and the conduct of the
main activities of maintenance and protection. After the project
implementation, the Subproject had generated employment totaling
324,249.64 man days that greatly improved their standard of living.
Income Generation
Prior to the implementation of the Subproject, the main occupations of
the participants were farming, fishing and vending. The project has
significantly improved the quality of life of the participating
communities particularly their economic status in terms of increased
income. It was noted that there was an 56% increase in average annual
income of the participating members from PHP 20,690.81 at the start of
the project to PHP 57,892.00 during the Project due to employment
opportunities in CSD and infrastructure construction. Upgrading of socio-
economic condition of the community is evident in the construction of
individual houses, procurement of equipment/facilities, and the
enrollment of their children to public and even private schools.
33
VI. CONCLUSION and RECOMMENDATIONS
The issues and problems that beset the Subproject did not deter the project
implementers: the PO, the DENR through the SUSIMO as well as the LGUs to
continue with what has been started and what have been accomplished.
The accomplishment fell short of the expectation but it gave the PO
experiences/learning to meet new challenges ahead in the area of development
and management
It is recommended that the DENR Regional Office show prompt decision on
matters involving issues and problems affecting the implementation of any
reforestation activity by the PO. Actions delivered on time earn the respect
of community members.
The DENR Regional Office should designate an officer-in-charge with a signing
authority to act on papers on behalf of the RED when he is away so as not to
cause delay in processing of documents especially billings.
Selection of Assisting Organizations and/or Assisting Professionals for the
conduct of community organizing activities should be intensified.
Awarding of M&E to AO should only be done if budget is already available and
with a longer time to implement the activities to avoid poor result of the
exercise. The implementers will be greatly affected by the results more so if
these will turn out to be unfavourable.
.
.
Forestry Sector ProjectLoan No. Ph-P 135Table 1. TRAININGS ATTENDED BY THE PEOPLES ORGANIZATION
TRAINORS# OF
PARTICIPANTS
INCLUSIVE
DATES
1 Pro-active Project
Management Training
Workshop
NGO/FDFI 35 23-Jul-98
2 Officers Training and
Workshop in the
Preparation of CRMF
NGO/FDFI 35 July 4-5, 1998
3 PIAPS Seminar/Workshop NG0-FOCUS, Inc. 40 6-Mar-994 Forestry Technical Skills
Training
NG0-FOCUS, Inc. 15 April 89, 1999
5 CSD Cooperative Master
Plan Developmenet Seminar
NG0-FOCUS, Inc. 15 11-Apr-99
6 CSD Re-orientation and
Mobilization Seminar
Workshop
RFDO 15 September 27-28,
2001
7 GPS-GIS Orientation and
Training Seminar
Reg'l. GIS
Group/SUSIMO
10 April 9-11, 2001
8 Financial Management
Training Workshop
DENR-Finance and
Accounting Division
5 April 22-26, 2002
9 Livelihood Development
Seminar Workshop
NFDO-TA 25 June 26-28, 2002
10 Basic Course in Cooperatice
(PMES)
DENR-SUSIMO 25 August 7-9, 2002
TRAINING
FORESTRY SECTOR PROJECT LOAN NO. PH-P 135
Year Planted Component Species Planted Area Planted Survival
1998 Reforestation Mh,Bg,Gm, Na,F, Mg 592.47 69.59 Agroforestry Lansones, Jackfruit, Marang 31.90 61.00
Bamboo 13.5 66.50 Subtotal 637.87 65.69
1999 Reforestation Mh,Bg,Gm, Na,F, Mg 519.9 65.04
Agroforestry Mango, Jackfruit 101.1 61.00
Subtotal 621 63.02
2000 Reforestation Mh,Bg,Gm, Na,F, Mg 297.76 65.88 Agroforestry Lansones, Jackfruit, Marang 11.90 66.74 Bamboo 4.30 66.23
Subtotal 313.96 66.28
TOTAL Reforestation Mh,Bg,Gm, Na,F, Mg 1410.13 66.81
Agroforestry Lansones, Jackfruit, Marang 144.90 62.91 Bamboo 17.80 65.27
WASR 1,572.83 65.00
Table 2. SUBPROJECT PERFORMANCE
FORESTRY SECTOR PROJECT
LOAN NO. PH-P 135
ProcuredDate/year procured
1. Truck KIA cross truck,
4x41 9/30/2002 680,000.00
2. Motorcycle Honda MC, XL
1253 -
3. Power generator Engine, gasoline,
GS 280, 3.5 KVA1 4/23/2001 44,096.00
4. Computer HP Brio PC Intel
Pentium III 733
mhg1 2/20/2001 70,850.00
5. Printer Hp Deskjet model
840 C1 4/27/2001 5,811.52
6. UPS Gamatronic
Compact Model
520VA
1 4/15/2001 5,720.00
7. GIS maptitudeComb software &
geographic data1 3/18/2001 44,460.00
8. GPS Global positioning
Promark X2 3/28/2001 210,000.00
9. Handheld radio VHF, FM COM
Model IC-F3GT3 1/12/2001 44,899.92
10. Foresters transit Surveying
compass,
Ushikata, model S-
27
2 5/21/2001 69,680.00
11. Base radio VHF/FM ICOM 1 -
12. Manual typewriter Oliveti, 18
carriage1 3/28/2001 8,309.60
13. Brunton compass Kataoke br.,
Model BCD-903 3/28/2001 14,664.00
14. Steel nylon tapeTajima Br. 2 4/23/2001 2,700.00
15. Diameter tape Kinglong brand, 20
meters2 3/29/2001 1,331.20
16. Planimeter OSKK KOIZUMI 1 10/26/2001 7,800.00
17. Abney hand levelModel:OSK 17251
3 5/21/2001 7,176.00
18. Rain gaugeDigital rainwise 1 5/28/2001 6,300.00
19. Lettering setLeroy set 1 12/27/2001 -
20. Desk & chairs Wood 5 12/27/2001 15,000.00
21. Drafting tableWood 1 2/27/2001 3,000.00
22. Camera Canon Zoom 85 &
652 12/3/2001 16,525.00
23. Tape recorder Sony 2 battery
AAA2 12/3/2001 4,600.00
24. Flashlight Eveready 2 big
battery8
25. Lantern lampKamaru, Butane 5 12/27/2001 4,750.00
TOTAL 1,267,673.24
Table 3. SUBPROJECT SITE MANAGEMENT OFFICE EQUIPMENTS
Cost (PhP)ITEM Specifications Qty
Forestry Sector ProjectLoan No. Ph-P 135Table 4. TRAININGS ATTENDED BY THE SUSIMO
TRAINING TRAINORS# OF
PARTICIPANTS
INCLUSIVE
DATES
1 FSP reorientation, assessment
& SUSIMO Action planning
workshop
NFDO_TA 9 Nov. 23-24, 2000
2 Workshop on benefit sharing
system for CBFM-POsFSP-TA 10 Feb. 7, 2002
3 Re-orientation course on FSP
implementersFSP-TA 10 March 5-8,2002
4 On-the-job training on
GIS/GPS operationGIS staff 10 Jan. 15-17, 2003
5 Workshop on Business Plan
PreparationNFDO-TA 10 April 1-3, 2003
Forestry Sector ProjectLoan No. Ph-P 135Table 5. Livelihood Projects Established
Name of Livelihood Project:
Copra Trading
Implementor : Lake Mainit Cooperative
No. of Beneficiaries : 292 members
Amount of investment : 66,470
Date of Feasibility Study : N/A
Date started : Sep-03
Status : On-going
Net Income : 19,883.10
CFDF : 86,353.20
Linkages Developed:
GRANEX, Surigao City
FORESTRY SECTOR PROJECT LOAN NO. PH-P 135Table 6. SUBPROJECT STATUS REPORT
SMP CO CSD M & E INFRA
13
LAKE MAINIT
WATERSHED
REHABILITATION
SUBPROJECT,
Jabonga, Agusan del
Norte
1,572.00 47.353192 C C C C C
1,572.00 47.353192
PROJECT
AREA (ha)
PROJECT COST (Mil
peso)
TOTAL
STATUS OF PROGRESS(O:on going C: Completion)Region
NAME/LOCATION OF
THE SUBPROJECT
Forestry Sector Project
Loan Ph-P135
ACTIVITIES TARGET
1. Social Investigation 352,864.76
2. Information and
Education Campaign 247,005.33
3. Documentation Process 141,145.90
4. Identification of Possible
CBFMA 105,859.43
5. Organizing Activities 1,199,740.17
6. Community Activities 1,023,307.80
7. Others (CO staff dev't) 458,724.19
Total 1,572 ha. 3,528,647.58
UNIT of
MEASURE UNIT COST TOTAL COST
Table 7. COMMUNITY ORGANIZING COST ESTIMATE PER ACTIVITY
Forestry Sector Project
Loan No. Ph-P135
TARGET UNIT OF UNIT TOTAL
OUTPUT MEASURE COST COST
1. NURSERY OPERATIONS Seedling production/purchased 144.90 ha 10,115.17 1,465,688.59
2. PLANTATION ESTABLISHMENTa. Strip brushing/clearing 144.90 ha 2,590.89 375,420.67b. Staking 144.90 ha 2,590.89 375,420.67c. Hole Digging 144.90 ha 2,819.05 408,479.67
d. Planting 144.90 ha 5,923.95 858,380.50e. Tools and materials/Fert. 144.90 ha 51.76 7,500.00
3. MAINTENANCE & PROTECTIONa. Ringweeding, cultivation, fertilizer 144.90 ha 2,280.58 330,455.34b. Replanting 144.90 ha 496.81 71,987.20c. Patrol Works 144.90 ha 353.34 51,198.37
d. Tools/Materials/fertilizer 144.90 ha 44.96 6,514.61
e. Const. Of Small Water Impounding Dam 4,024.58
4. ADMINISTRATION & SUPERVISION 144.90 ha 1,410.06 204,318.00
GRAND T O T A L 144.90 ha 28,705.23 4,159,388.20
Table 8a. COST ESTIMATE FOR AGROFORESTRY PER ACTIVITY
MAJOR ACTIVITY/ACTIVITY
Forestry Sector Project
Loan No. Ph-P135
MAJOR ACTIVITY / ACTIVITYUNIT OF
MEASURE
TARGET
OUTPUT Unit Cost TOTAL COST
1. Nursery Operations Seedling Production/Procurement
Giant Bamboo/K. Kiling ha 17.80 4,873.48 86,748.00
2. PLANTATION ESTABLISHMENTa. Spot brushing ha 17.80 925.84 16,480.00 b. Staking ha 17.80 182.70 3,252.00 c. Hole digging ha 17.80 544.94 9,700.00 d. Hauling ha 17.80 782.02 13,920.00 e. Planting ha 17.80 400.00 7,120.00
3. MAINTENANCE & PROTECTION a. Ringweeding, cultivation, fertilizer ha 17.80 529.72 9,429.00
b. Patrol works ha 17.80 226.10 4,024.60
5. ADMINISTRATION & SUPERVISION ha 17.80 2,211.15 39,358.40
GRAND T O T A L ha 14.90 12,753.83 190,032.00
Table 8b. COST ESTIMATE FOR BAMBOO PLANTATION PER ACTIVITY
Forestry Sector Project
Loan No. Ph-P135
ACTIVITY UNIT OF
MEASURE
TARGET
OUTPUTUnit Cost TOTAL COST
1. NURSERY OPERATIONS a. Seedlings procured/purchased Fast Growing/Premium Sp. ha 1,410.00 4,174.41 5,885,923.39
2. PLANTATION ESTABLISHMENT
a. Stripbrushing ha 1,410.00 263.57 371,631.21 b. Staking ha 1,410.00 689.66 972,424.57 c. Spot Hoeing ha 1,410.00 162.85 229,612.00 d. Hole Digging ha 1,410.00 112.87 159,150.60 e. planting ha 1,410.00 504.47 711,304.50 f. Tools/materials/fertilizer ha 1,410.00 801.36 1,129,920.00
3. MAINTENANCE & PROTECTION
a. Ringweeding, cultivation, fertilizer ha 1,410.00 4,407.00 6,213,870.48 b. Replanting ha 1,410.00 1,674.12 2,360,510.19 c. Patrol Works ha 1,410.00 1,584.45 2,234,077.43 d. Tools and materials (Fertilizer) ha 1,410.00 240.78 339,499.00
4. INFRASTRUCTURE
a. Graded Trail/footpath km 32.00 1,718.75 55,000.00 b. Access Road km 18.00 11,111.33 200,004.00 c. Bunkhouse unit 5.00 20,000.00 100,000.00 d. Lookout Tower unit 5.00 11,000.00 55,000.00 e. Field Office unit 1.00 1,000,000.00
5. ADMINISTRATION & SUPERVISION ha 1,410.00 2,206.29 3,110,870.84
G R A N D T O T A L ha 1,410.00 17,821.84 25,128,798.21
Table 8c. COST ESTIMATE FOR REFORESTATION PER ACTIVITY
Forestry Sector Project
Loan No. Ph-P135
Unit
ACTIVITIES of
Measure
Physical Validation Component
1,572.00 ha 524.94 825,211.00
1,572.00 ha 25.00 39,295.75 3. Seedling Production/Inventory Analysis 1,572.00 ha 30.00 47,154.90
1,572.00 ha 469.95 738,760.10
5. Documentation/others 222,091.72
S U B T O T A L 1,572.00 ha 1,191.17 1,872,513.47
Institutional and Project Benefit Assessment
1,572.00 ha 129.44 203,475.14 2. Project Management Cost 1,572.00 ha 117.99 185,475.94
S U B T O T A L 1,572.00 ha 247.42 388,951.08
G R A N D T O T A L 1,572.00 ha 1,438.59 2,261,464.55
Total Cost
Table 9. MONITORING and EVALUATION COST ESTIMATE PER ACTIVITY
4. Survival Inventory (height and diameter
measurements and related observations per
area/components and parcels
2. Verification of Boundaries, UTM
monuments and block corner post
1. Preparatory Activites/Primary data
collection and preliminary assessment
Target
Output Unit Cost
1. Development of appropriate tools for
participatory M&E.
Forestry Sector ProjectLoan No. Ph-P 135Table 10. Infrastructure Project
Infrastructure Project : Farm to Market Road rehabilitation Project
Location : Magdagooc, Jabonga, Agusan del Sur
Contractor : Coastland Construction and Development Corporation
Contract Cost : P10,921,557.78
Contract Duration : 210 calendar days (15 months)
Effectivity of Notice to proceed : 11-Dec-02
Expected Completion date : 9-Jul-03
Revised Completion date : 20-Aug-03
Date of MOA with LGU : 17-Dec-03
Brief description :
Road Width: 4.0 m
Total length of Drainage lines: 14.43 km3,150 m.Culverts for construction: 17
Major Items of work: Gravel pavement, side drainage ditch, cross drains
(pipe culverts and vented spillway) and slope protection
Shoulder Width: 5m x 2m
Over all project Length: 5 km
Forestry Sector Project
Loan No. PH-P135
TABLE 11. ANNUAL WORK AND FINANCIAL PLAN
Actual
Unit cost Total cost Unit cost Total cost Target Budget Target Budget Target Budget Target Budget
1. REFORESTATION/WATERSHED/CBFM 26,875.86 58,347,488.87 30,107.00 47,353,192.55
A. SMP - -
B. CO (Phase 1 & 2) 1,800.00 3,907,800.00 1,625.36 3,528,647.58 2,171.00 2,089,949.80 2,171.00 361,661.20 2,171.00 1,817,850.20 2,171.00 604,981.82
1. Old Sites
- Year 1
-Year 2
2. New Sites 1,800.00 3,907,800.00 1,625.36 3,528,647.58 2,171.00 2,089,949.80 2,171.00 361,661.20 2,171.00 1,817,850.20 2,171.00 604,981.82
- Year 1 962.67 2,089,949.80 166.59 361,661.20 2,171.00 2,089,949.80 2,171.00 361,661.20
- Year 2 837.33 1,817,850.20 278.67 604,981.82 2,171.00 1,817,850.20 2,171.00 604,981.82
- Year 3 218.49 474,337.28
- Year 4 687.40 1,492,343.28
- Year 5
- Year 6 274.22 595,324.00
C. CSD 18,938.86 41,116,259.00 19,186.17 30,176,576.21 - 4,557,735.91 - 4,557,735.91 2,171.00 25,006,862.36 637.87 4,764,921.66
1. Delineation, Landuse Survey & Mapping 324.38 704,239.00 321.68 698,357.80 2,171.00 704,239.00 - -
2. Soil Erosion Control/SWC
a. Infrastructure
b. Trails and footpath
3. Vegetative Measures (Plantation Establishment) 18,614.47 40,412,020.00 18,742.15 29,478,218.41 - 4,557,735.91 - 4,557,735.91 2,171.00 24,302,623.36 637.87 4,764,921.66
a. Agroforestry 46,898.90 15,687,681.22 28,705.23 4,159,388.20 - 713,786.34 713,786.34 334.50 10,252,956.16 31.90 229,928.78
b. Assisted Natural Regeneration
c. Enrichment Planting
d. Tree Plantation 13,462.75 24,724,338.78 17,731.14 25,318,830.21 - 3,843,949.57 - 3,843,949.57 1,836.50 14,049,667.20 605.97 4,534,992.88
d.1. Bamboo 22,245.99 659,593.74 10,675.96 190,032.00 50,699.78 50,699.78 29.65 290,382.08 13.50
d.2. Rattan
d.3. Mangrove
d.4. Plantation Species/Reforestation 13,318.62 24,064,745.04 17,820.20 25,128,798.21 3,793,249.79 3,793,249.79 1,806.85 13,759,285.12 592.47 4,534,992.88
e. Timber Stand Improvement
4. Inventory Residual Forest
5. Income Enhancement Project
D. Infrastructure Component 11,386,504.87 11,386,504.87
E. Monitoring & Evaluation 892.18 1,936,925.00 1,437.83 2,261,463.89
-Year 1 892.18 1,936,925.00 665.87 1,047,302.05
-Year 2 - 771.96 1,214,161.84
2. SUSIMO 3,292,070.00 2,005,090.00
Equipment provided to the Office
Researches conducted
Trainings
Others
GRAND TOTAL 28,392.24 61,639,558.87 31,381.83 49,358,282.55 6,647,685.71 4,919,397.11 26,824,712.56 5,369,903.48
Planned Planned ActualACTIVITIESPlanned Actual
1997 1998
Forestry Sector Project
Loan No. PH-P135
TABLE 11. ANNUAL WORK AND FINANCIAL PLAN
1. REFORESTATION/WATERSHED/CBFM
A. SMP
B. CO (Phase 1 & 2)
1. Old Sites
- Year 1
-Year 2
2. New Sites
- Year 1
- Year 2
- Year 3
- Year 4
- Year 5
- Year 6
C. CSD
1. Delineation, Landuse Survey & Mapping
2. Soil Erosion Control/SWC
a. Infrastructure
b. Trails and footpath
3. Vegetative Measures (Plantation Establishment)
a. Agroforestry
b. Assisted Natural Regeneration
c. Enrichment Planting
d. Tree Plantation
d.1. Bamboo
d.2. Rattan
d.3. Mangrove
d.4. Plantation Species/Reforestation
e. Timber Stand Improvement
4. Inventory Residual Forest
5. Income Enhancement Project
D. Infrastructure Component
E. Monitoring & Evaluation
-Year 1
-Year 2
2. SUSIMO
Equipment provided to the Office
Researches conducted
Trainings
Others
GRAND TOTAL
ACTIVITIES
Target Budget Target Budget Target Budget Target Budget Target Budget Target Budget
- - 2,171.00 474,337.28 - - 2,171.00 1,492,343.28 - - - -
2,171.00 474,337.28 2,171.00 1,492,343.28
2,171.00 474,337.28
2,171.00 1,492,343.28
2,171.00 5,782,723.09 1,258.87 10,068,654.93 2,171.00 5,768,937.64 1,572.83 4,692,332.47 - - 1,555.03 663,421.73
2,171.00 698,357.80
2,171.00 5,782,723.09 1,258.87 9,370,297.13 2,171.00 5,768,937.64 1,572.83 4,692,332.47 - - 1,555.03 663,421.73
334.50 2,221,278.46 133.00 273,878.75 334.50 2,499,660.26 144.90 2,338,824.81 - 144.90 181,051.12
1,836.50 3,561,444.63 1,125.87 9,096,418.38 1,836.50 3,269,277.38 1,427.93 2,353,507.66 - - 1,410.13 482,370.61
29.65 159,255.69 13.50 45,792.02 29.65 159,256.19 17.80 41,680.00
1,806.85 3,402,188.94 1,112.37 9,050,626.36 1,806.85 3,110,021.19 1,410.13 2,311,827.66 1,410.13 482,370.61
2,171.00 1,936,925.00 1,572.83 471,910.18 1,572.83 575,391.87
2,171.00 1,936,925.00 1,572.83 471,910.18 1,572.83 575,391.87
1,103,600.00 1,103,600.00
5,782,723.09 10,542,992.21 7,705,862.64 6,656,585.93 1,103,600.00 2,342,413.60
Planned ActualPlanned Actual Planned Actual
2000 20011999
Forestry Sector Project
Loan No. PH-P135
TABLE 11. ANNUAL WORK AND FINANCIAL PLAN
1. REFORESTATION/WATERSHED/CBFM
A. SMP
B. CO (Phase 1 & 2)
1. Old Sites
- Year 1
-Year 2
2. New Sites
- Year 1
- Year 2
- Year 3
- Year 4
- Year 5
- Year 6
C. CSD
1. Delineation, Landuse Survey & Mapping
2. Soil Erosion Control/SWC
a. Infrastructure
b. Trails and footpath
3. Vegetative Measures (Plantation Establishment)
a. Agroforestry
b. Assisted Natural Regeneration
c. Enrichment Planting
d. Tree Plantation
d.1. Bamboo
d.2. Rattan
d.3. Mangrove
d.4. Plantation Species/Reforestation
e. Timber Stand Improvement
4. Inventory Residual Forest
5. Income Enhancement Project
D. Infrastructure Component
E. Monitoring & Evaluation
-Year 1
-Year 2
2. SUSIMO
Equipment provided to the Office
Researches conducted
Trainings
Others
GRAND TOTAL
ACTIVITIES
Target Budget Target Budget Target Budget Target Budget Target Budget Target Budget
2,171.00 58,347,488.87 1,572.83 47,353,192.55
- -
- - - - - - 2,171.00 595,324.00 2,171.00 3,907,800.00 2,171.00 3,528,647.58
- -
- -
- -
2,171.00 595,324.00 2,171.00 3,907,800.00 2,171.00 3,528,647.58
2,171.00 2,089,949.80 2,171.00 361,661.20
2,171.00 1,817,850.20 2,171.00 604,981.82
- 2,171.00 474,337.28
- 2,171.00 1,492,343.28
-
2,171.00 595,324.00 2,171.00 595,324.00
- - 1,572.83 1,586,553.26 - - 1,572.83 3,842,956.25 2,171.00 41,116,259.00 1,572.83 30,176,576.21
2,171.00 704,239.00 2,171.00 698,357.80
- -
- -
- -
- - 1,572.83 1,586,553.26 - - 1,572.83 3,842,956.25 2,171.00 40,412,020.00 1,572.83 29,478,218.41
- 144.90 145,953.32 - 144.90 275,965.08 334.50 15,687,681.22 144.90 4,159,388.20
- -
- -
- - 1,427.93 1,440,599.94 - - 1,427.93 3,566,991.17 1,836.50 24,724,338.78 1,427.93 25,318,830.21
17.80 25,097.86 17.80 26,762.34 29.65 659,593.74 17.80 190,032.00
- -
- -
1,410.13 1,415,502.08 1,410.13 3,540,228.83 1,806.85 24,064,745.04 1,410.13 25,128,798.21
- -
- -
- -
11,386,504.87 11,386,504.87 11,386,504.87 11,386,504.87
1,572.83 1,214,161.84 2,171.00 1,936,925.00 1,572.83 2,261,463.89
2,171.00 1,936,925.00 1,572.83 1,047,302.05
1,572.83 1,214,161.84 - 1,572.83 1,214,161.84
651,500.00 346,510.00 1,536,970.00 554,980.00 3,292,070.00 2,005,090.00
- -
- -
- -
- -
651,500.00 1,933,063.26 12,923,474.87 17,593,926.96 2,171.00 61,639,558.87 1,572.83 49,358,282.55
Planned ActualActual (TOTAL)
2002 2003Planned (TOTAL)
Planned Actual
Table 1a
COMMUNITY ORGANIZING
FOCUS, INC. ORGANIZATIONAL STRUCTURE
PROJECT DIRECTOR
OFFICE CLERK
AREA
SUPERVISOR
TECHNICAL
OFFICER SOCIAL
WORKER
AREA
SUPERVISOR
TECHNICAL
OFFICER
SOCIAL
WORKER
Table 1d
SUSIMO-LAKE MAINIT
ORGANIZATIONAL STRUCTURE
SITE MANAGEMENT
OFFICER
HEAD, ADMIN
SUPPORT UNIT
DRIVER
HEAD, SITE
MANAGEMENT UNIT HEAD, COMMUNITY
ORG. & STRENTHENING
UNIT
HEAD,
VALIDATION &
BILLING UNIT
COSU STAFF SDMU STAFF VBU STAFF
SDMU STAFF
VBU STAFF
Table 1b
FOREST PROT.
COMM. LAKESIDE
COMM
LIVELIHOOD
PROJ. COMM.
BODs BODs
CORE GROUP CORE GROUP
CORE GROUP CORE GROUP
ACCOUNTANT/
BOOKKEEPER
SECRETARY
EDUC.& TRNG.COM
GENERAL MANAGER
TREASURER/DO
BODs BODs
SEA SIDE
SUB.COMM
PROD CLERK/
PIO
CSD OPERATIONS
LAKE MAINIT COOPERATIVE (LMC)
ORGANIZATIONAL STRUCTURE
GENERAL ASSEMBLY
BOARD OF DIRECTORS
AIC ELECOM
Annex 1c
VIRTUE, INC.
M&E Organizational Chart
GENERAL
ASSEMBLY
BOARD OF
TRUSTEES CHAIRMAN
AUDIT &
INVENTORY
ELECTION
COMMITTEE
EXECUTIVE
COMMITTEE
CORPORATE
SECRETARY
FIN. OFFICER
ADMIN OFFICER
Personnel
Officer
Legal
Officer
Support
Service
Officer
FIELD OPERATION
MANAGER
Accountant Cashier Bookkeeper
SOCIO-ECONOMIC
OFFICER
COMM. DEV’T.
OFFICER
RESOURCE MANG’T.
OFFICER
ECONOMIST
Agriculturist Sociologist Extension
Agricultural
Engineer
Forester
Completed Pathway Completed Farm to Market Road.
Eucalyptus Plantation
Agroforestry Plantation
Mahogany Plantation
Showing the mid-year consultative conference intended for the assessment of mid-year implementation of the FSP.
SUSIMO office of Lake Mainit Watershed Rehabilitation Subproject.
Monitoring and Evaluation — height and diameter measurement.
Corner DISTANCE (meter)
1-2 N 0 ° 40 ' W 636.52
2-3 N 14 ° 21 ' W 1,309.93
3-4 N 39 ° 40 ' W 1,461.48
4-5 N 12 ° 55 ' W 1,175.51
5-6 N 28 ° 25 ' W 923.78
6-7 N 35 ° 29 ' W 890.18
7-8 N 0 ° 24 ' W 1,823.98
8-9 N 51 ° 16 ' W 1,387.93
9-10 N 23 ° 37 ' W 828.17
10-11 S 28 ° 14 ' W 680.14
11-12 S 77 ° 56 ' W 881.08
12-13 N 5 ° 16 ' E 1,398.01
13-14 N 16 ° 11 ' E 3,919.50
14-15 N 37 ° 11 ' E 298.96
15-16 S 80 ° 6 ' E 1,597.68
16-17 S 28 ° 42 ' E 736.51
17-18 S 15 ° 1 ' E 820.85
18-19 S 35 ° 25 ' E 577.42
19-20 S 6 ° 15 ' W 1,829.63
20-21 S 27 ° 55 ' E 995.93
21-22 S 0 ° 51 ' W 1,024.32
22-23 S 18 ° 52 ' E 1,884.35
23-24 S 14 ° 24 ' E 2,822.94
24-25 S 45 ° 6 ' E 666.05
25-26 S 12 ° 53 ' E 915.03
26-27 S 23 ° 25 ' W 861.28
27-28 S 62 ° 14 ' W 422.32
28-29 S 38 ° 34 ' W 270.78
29-30 S 6 ° 11 ' E 401.59
30-31 S 19 ° 35 ' E 569.16
31-1 N 68 ° 38 ' W 397.52
Reference point:
Corner 1: long-X 125 ° 29 ' 50 "lat-Y 9 20 ' 44 "
BEARING
TECHNICAL DESCRIPTION
Lake Mainit Watershed Subproject