sds246 land resources mgt project-institutional component proposal 2.0 (1).doc

7/30/2019 SDS246 LAND RESOURCES MGT PROJECT-INSTITUTIONAL COMPONENT PROPOSAL 2.0 (1).doc

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ILIGAN SEASCAPE AND LANDSCAPE PROGRAM

Project Management and Sustainability

Climate change is here. With it are occasional harrowing shocks

where loss of lives and properties are some of the marks left behind

along its path. Like the devastating blow of Sendong, more is

forthcoming but we just do not know when. Preparedness,

prevention, mitigation, and sustainable utilization of resources that

span beyond political boundaries are the remaining recourse

available. Implementing the Iligan Seascape and Landscape Program

is a major step in making Iligan City climate-resilient and

sustainable.

Local Government Units are mandated to promote general welfare

and provide basic services and may engage cooperative

undertakings with other Local Government Units. Sections 16, 17 (a),

and 33 of RA 7160 specifically provide the strong foundation in

sustainably implementing the Iligan Seascape and Landscape

Development Program.

SECTION 16. General Welfare. Every local government unit

shall exercise the powers expressly granted, those necessarily

implied therefrom, as well as powers necessary, appropriate, or

incidental for its efficient and effective governance, and those

which are essential to the promotion of the general welfare.


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Within their respective territorial jurisdictions, local government

units shall ensure and support, among other things, the

preservation and enrichment of culture, promote health and

safety, enhance the right of the people to a balanced ecology,

encourage and support the development of appropriate and self-

reliant scientific and technological capabilities, improve public

morals, enhance economic prosperity and social justice, promote

full employment among their residents, maintain peace and

order, and preserve the comfort and convenience of their

inhabitants.

SECTION 17. Basic Services and Facilities. (a) Local government

units shall endeavor to be self-reliant and shall continue

exercising the powers and discharging the duties and functions

currently vested upon them. They shall also discharge the

functions and responsibilities of national agencies and offices

devolved to them pursuant to this Code. Local government units

shall likewise exercise such other powers and discharge such

other functions and responsibilities as are necessary,

appropriate, or incidental to efficient and effective provision of

the basic services and facilities.


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i. The Need for Interlocal Cooperation Approach

In this period of human history where climate change is one of the

factors that will define the century, Local Government Units will

brace themselves climate change knows no political boundaries.

Partnerships and collaborative undertakings with other local

governments must be an essential element in service delivery and

development initiatives. They must capitalize on the available

provisions of RA 7160 or the Local Government Code of 1991.

Section 33 of the Code provides that Local Government Units may,

through appropriate ordinances, group themselves, consolidate, or

coordinate their efforts, services, and resources for purposes

commonly beneficial to them. In support of such undertakings, the

local government units involved may, upon approval by the

sanggunian concerned after a public hearing conducted for the

purpose, contribute funds, real estate, equipment, and other kinds

of property and appoint or assign personnel under such terms and

conditions as may be agreed upon by the participating local units

through Memoranda of Agreement.

Inter-Local Cooperation (ILC) is a group of local government units

that are geographically adjacent or contiguous to each other

coming together on a long-term basis to jointly provide services

and/or implement projects. ILC may also be interchangeably


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referred to as alliance(s) or cluster(s) (Critical Ingredients in Building

and Sustaining Inter-Local Cooperation).

Bayanihan among Local Government Units should henceforth

become the norm in local governance.

Interlocal Cooperation is a necessary approach in implementing

the program as Iligan Seascape covers or straddles coastal areas

from the Municipality of Initiao in Misamis Oriental to the

Municipality of Bacolod in Lanao Del Norte, while Mandulog

Watershed includes areas that are within the political subdivisions

of some Local Government Units of Lanao del Sur, that is, the

Municipalities of Bubong, Kapai, Tagoloan II, Marawi City, and

Ditsaan-Ramain. Support and collaborative or complementary

initiatives and measures are needed among Local Government Units

along Iligan Bay, particularly in the sustainable utilization of Iligan

Bay resources and in making the City and towns along Iligan Bay

resilient to climate change. Similar efforts should also be exerted

within the Mandulog Watershed. Without the support and

participation of these Local Government Units, efforts exerted by

the City Government of Iligan would have limited impact and will

hardly become sustainable. Marine area and coastal resources of

Iligan City would be continually affected and influenced by the

conditions and activities made by other communities along Iligan


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Bay. Same is true with activities undertaken in the upstream of

Mandulog River.

Given the state of the coastal and marine resources of Iligan Bay

where the assessment was done, coral cover ranges from poor to

fair only, or with less than 50% of live corals. This indicates that

more should be done and can be effectively implemented if pursued

in partnership with other Local Government Units located along

Iligan Bay, partners, and stakeholders.


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Figure ____Iligan Bay Administrative Map

Similarly, implementation of the Mandulog Watershed Management

Program or the Iligan Landscape Program will need the

participation of communities and Local Government Units in the

upstream of the watershed. Specifically, the municipalities of

Bubong, Kapai, and Tagoloan II to a large extent, and Marawi City

and Ditsaan- Ramain will need to be involved and should

participate in the Mandulog Watershed Program (see Figure __).

Figure __ on the other hand shows that in the near future, Iligan

City is certain of the likelihood that a repeat of Sendong event will

recur. The current land cover which are mostly brushland and the

geographic formation of Mandulog watershed City of Iligans

urban area forming part of the Mandulog Watershed dispersing

system, upland area of Mandulog river within the Citys political

boundary as the rivers transportation system, while the collecting

system are located in areas covering the municipalities of Bubong,

Kapai, and Tagoloan II of the Province of Lanao del Sur is a fertile

environment for frequent flooding in the City. To reduce and

mitigate these floods, Iligan City should take the lead in improving

land cover of Mandulog watershed and instituting a good

management system.


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Figure ___


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Figure ___

ii. The Project Management Organization Structure

Implementation of the Iligan Seascape and Landscape Program will

require formation of two (2) management organization structures.

Respective Interlocal Cooperation-based organization structures

need to be organized, of which Iligan City Government should take a

lead role.

Experiences of Local Government Units pursuing Interlocal

Cooperation advocated by the Local Government Development

Foundation (LOGODEF), which are created under Memorandum of

Agreement (MOA,) involve creation of the Conference of Mayors

(COM) and Inter-Municipal Team (IMT). The former is composed of

the Mayors of the Local Government Units pursuing Interlocal

Cooperation while the latter is composed of selected technical

personnel of cooperating LGUs, working as staff of the COM. These

Cluster level structures will be complemented with respective LGU

Action Teams by creating a Municipal Action Team (MAT).

ii.1. Organization of Conference of Mayors (COM) and

Inter-Local Cooperation Team (ILCT)

The experience of Local Government Units pursuing Inter-local

Cooperation with assistance provided by Local Government

Development Foundation (LOGODEF), a Non-Governmental

Organization which pioneered the implementation of Inter-local


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Cooperation at local level, encouraged the formation of Conference

of Mayors (COM), Inter-Municipal Teams (IMT) or Inter-local

Cooperation Teams (ILCT), and Municipal Action Team (MAT) or City

Action Team in the case of cities. At the Cluster level, formation of

COMs and ILCTs is a must. The suggested functions of COMs and

ILCTs based on the Manticao-Lugait-Naawan (MANLUNA) Inter-Local

Cooperation are as follows:

a. Conference of Mayors (COMs). The primary role of the

Conference of Mayors (COM) shall be to provide policy

direction and guidance in the planning, implementation,

monitoring and evaluation of programs, projects and activities

of the Cluster initiated or undertaken by the Cluster, by itself

or in cooperation with other Government Agencies, Non-

Governmental Organizations (NGOs), and other partners,

either domestic or foreign. It shall also directly supervise the

Inter-Local Cooperation Team (ILCT), a pool of technical

personnel from the cooperating Local Government Units

whose composition, structure, duties and functions are

hereunder stipulated.

Specifically, the COM shall have the following duties and

responsibilities, as follows:


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1.Adopt innovative policies to institutionalize the IMT

organization as an effective mechanism of Inter-local

Government Cooperation;

2.Provide the needed funding requirements of the COM

and the ILCT operations in program, project and activity

undertakings through their respective sanggunians

and/or such other sources that it may deem proper to

tap;

3.Formulate and adopt the By-laws of the Cluster;

4.Approve identified priority programs and projects that

will be pursued by the Cluster that would be mutually

beneficial to the member municipalities;

5.Approve policy recommendations to pressing issues

related to the planning and identification,

implementation, monitoring and evaluation of capability

building programs and projects of the Cluster;

6.Provide quarterly accomplishment report to the

respective sanggunians and to partner agencies or

organizations; and,

7.Perform such other relevant functions to achieve the

goals and objectives of the Cluster.

b. Inter-Local Cooperation Team (ILCT). The Inter-Local

Cooperation Team (ILCT) shall be composed of technical


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personnel from cooperating municipalities who shall provide

technical support to the Conference of Mayors (COM). It shall

be composed of a Team Leader, Vice Team Leader, Secretary,

Treasurer and Members.

Functions of the ILCT. The IMT shall have the following

functions:

1. Formulate policy recommendations to the Conference of

Mayors (COM) with respect to cooperative undertakings or

areas of cooperation that may be pursued from planning to

resource mobilization, implementation, monitoring and

evaluation;

2. Provide technical and staff support to the COM and

member municipalities in the implementation of cluster-

based programs, projects and activities and such other

undertakings mutually beneficial to member Local

Government Units and localities (City/Municipalities);

3. Engage partnerships and networks for development

programs, projects and activities beneficial to the Cluster

subject to the approval of the COM;

4. Serve as the Secretariat to the COM;

5. Submit quarterly accomplishment reports to the COM and

to the respective sanggunians of the member


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municipalities and to partner agencies or organizations, as

the case may be;

6. Adopt and undertake measures to generate and administer

funds and other resources for the operationalization of the

COM and the ILCT and/or to fund programs, projects and

activities of the Cluster from the member

City/Municipalities through their respective sanggunians

and/or outside sources subject to the approval of the COM;

7. Conduct periodic monitoring and assessment or evaluation

of programs and projects of the Cluster or of member

City/municipalities who are recipients of the Cooperation.

ii.2. Organization of City and Iligan Bay Integrated

Fisheries and Aquatic Resources Management Council

Implementing the Iligan Seascape Program within the coastal and

marine areas of Iligan City, in particular, and the Iligan Bay-wide

aquamarine conservation program will be guided by the Fishery

Code of 1998. Specifically, Sections 16, 76, 77, and 78 of the Code

provide the approach and the needed organization.

Sec. 16 of the Fishery Code of 1998 states that: The

management of contiguous fishery resources such as bays which

straddle several municipalities, cities or provinces, shall be done

in an integrated manner, and shall not be based on political

subdivisions of municipal waters in order to facilitate their


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management as single resource systems. The LGUs which share

or border such resources may group themselves and coordinate

with each other to achieve the objectives of integrated fishery

resource management. The Integrated Fisheries and Aquatic

Resources Management Councils (IFARMCs) established under

Section 76 of this Code shall serve as the venues for close

collaboration among LGUs in the management of contiguous

resources.

SEC. 76. The Integrated Fisheries and Aquatic Resources

Management Councils (IFARMCs). - The FARMCs shall be created

in bays, gulfs, lakes and rivers and dams bounded by two (2) or

more municipalities/cities.

SEC. 77. Functions of the IFARMCs. - The IFARMC shall have the

following functions:

a. assist in the preparation of the Integrated Fishery

Development Plan and submit such plan to the concerned

Municipal Development Councils;

b. recommend the enactment of integrated fishery

ordinances to the concerned sangguniang

bayan/panlungsod through its Committee on Fisheries, if

such as been organized;

c. assist in the enforcement of fishery laws, rules and

regulations in concerned municipal waters;


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d. advice the concerned sangguniang bayan/panlungsod

on fishery matters thru its Committee on Fisheries, if such

has been organized; and

e. perform such other functions which may be assigned by

the concerned sangguniang bayan/panlungsod.

SEC. 78. Composition of the IFARMCs. - The regular members of

the IFARMCs shall be composed of the following:

a. the chairperson of the Committee on

Agriculture/Fisheries of the concerned sangguniang

bayan/panlungsod;

b. the Municipal/City Fisheries Officers of the concerned

municipalities/cities;

c. the Municipal/City Development Officers of the

concerned municipalities/cities;

d. one (1) representative from NGO;

e. one (1) representative from private sector; and

f. at least nine (9) representatives from the fisherfolk

sector which include representatives from the youth and

women sector.

At respective Local Government Units within Iligan Bay, the

following structure should be organized in accordance with

Sections 73, 74, and 75 of the Fisheries Code of 1998, to wit;


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SEC. 73. The Municipal/City Fisheries and Aquatic Resources

Management Councils (M/CFARMCs). - The M/CFARMCs shall

be created in each of the municipalities and cities abutting

municipal waters. However, the LGU may create the Barangay

Fisheries and Aquatic Resources Management Councils

(BFARMCs) and the Lake-wide Fisheries and Aquatic

Resources Management Councils (LFARMCs whenever

necessary.

Such BFARMCs and LFARMCs shall serve in an advisory

capacity to the LGUs.

SEC. 74. Functions of the M/CFARMCs. - The M/CFARMCs shall

exercise the following functions:

a. assist in the preparation of the Municipal Fishery

Development Plan and submit said plan to the Municipal

Development Council;

b. recommend the enactment of municipal fishery ordinances

to the sangguniang bayan/sangguniang panlungsod through

its Committee on Fisheries;

c. assist in the enforcement of fishery laws, rules and

regulations municipal waters;

d. advise the Sangguniang Bayan/Panlungsod on fishery

matters thru its Committee on Fisheries, if organized; and


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e. perform such other functions which may be assigned by the

Sangguniang Bayan/Panlungsod.

SEC. 75. Composition of the M/CFARMC. - The regular member

of the M/CFARMCs shall be composed of:

a. Municipal/City Planning and Development Officer;

b. Chairperson, Agriculture/Fishery Committee of the

Sanggunian Bayan/Panlungsod;

c. representative of the Municipal/City Development Council;

d. representative from the accredited non-governmental

organization;

e. representative from the private sector;

f. representative from the Department of Agriculture; and

g. at least eleven (11) fisherfolk representatives, seven (7)

municipal fisherfolk, one (1) fishworker and three (3)

commercial fishers in each municipality/city which include

representative from youth and women sector.

Section 16 of the Fisheries Code of 1998 provides the legal basis of

Inter-local cooperation among Local Government Units located

along Iligan Bay which the City of Iligan has an indispensable role of

leading such initiative. However, other major stakeholders should

be on board like the DENR, DA-BFAR, Climate Change Commission,

the academic and research institutions in the area, especially MSU-

IIT and MSU at Naawan with technical capacity and expertise on


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environmental and coastal resources management. The business

and industry sectors should also be part of the team as well as law

enforcers. Convergence, partnership, and collaboration should be

the foundation by which implementation of the Iligan Seascape

Program shall be made.

ii.3. Organization of Iligan Landscape Program

Management Council

The City of Iligan and Local Government Units with political

subdivisions that form part of the Mandulog Watershed may opt to

organize an Iligan Landscape Management Council which shall be

composed of major stakeholders in the management of Mandulog

watershed. It must consider the various stakeholders who are the

Projects strategic partners. The presence and existence of varied

nature of stakeholders of Mandulog watershed such as the

indigenous communities, Moro people, Province of Lanao del Sur,

Autonomous Region of Muslim Mindanao, Northern Mindanao

Region, private sectors, and communities residing in the area will

amplify the complexity of managing the watershed.

Besides formation of the Council, which is sort of forming a

Landscape Management Board provided under NIPAS Law, the Iligan

Landscape Management Council should creatively harmonize the

various provisions of the various Local Government Unit mandates

in implementing the program. The book Watershed Management:


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Saving Forests, Storing Water for the Future identified numerous

mandates of Local Government Units in watershed management

(see Annex__).

With numerous policies and stakeholders, implementing the

landscape program is a challenging task.

On the whole, successfully implementing the Program will require

highly responsive and dynamic organization structures. By

organising the respective Municipal, City, and Clusterbased Special

Bodies the Fisheries Councils, as provided for in the Fisheries Code

of 1998, and Watershed Management Councils the Program is able

to develop the engines that will help successfully propel the project.

With the formation of the Conference of Mayors (COMs) and

Interlocal Cooperation Teams (ILCTs), complementation of measures

and implementation of collaborative initiatives at Cluster level is

strengthened. The role of Local Chief Executives (LCEs) in local

governance is crucial and indispensable, while day-to-day

coordination is assured with the organization of the Inter-Local

Cooperation Teams (ILCTs).

Figure ___ shows the needed structures at the Municipal, City, and

Cluster level.


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Figure__ Organization Structure

iii. Resource Mobilization

The New Manual on Interlocal Cooperation published by Local

Government Foundation (LOGODEF) provides insights on why

Interlocal Cooperation is by itself a resource mobilization network

where it says: In interlocal cooperation, local authorities do not only

complement their own resources and expertise but reinforce their

overall resources with the assistance of other local governments,

thereby attaining more efficiency and effectiveness in development

implementation.


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Besides sharing and pooling of resources, Cluster member-LGUs can

also generate their own respective resources for the program.

Experiences from other LGUs, generation of resources for watershed

and reforestation program is included in the water bills of

households or clients at the rate of P1.00/cubic meter of water

consumed. If this is implemented in Iligan City, the amount would

be millions of Pesos annually.

The nature of Iligan Seascape and Landscape Program as strategic

measure in climate change adaptation and disaster risk reduction

and management (CCA-DRRM) makes the program eligible to be

among those that can be funded under the Local Disaster Risk

Reduction and Management Fund of LGUs or the 5% calamity fund.

However, as more resources are needed for the program,

partnership and support from National Government Agencies

(NGAs) like the DENR, BFAR, DA, and others will be of great help for

the program to succeed. Other resources from the private sector

including industries like Holcim, Laparge, NGCP, NGOs, and from

Funding Agencies and institutions would be of greater benefit if

these are tapped, more so if they form part of the program.

Limitations of the program abound but convergence and

partnership with the support of communities is sufficient force

which can overcome these challenges.

iv. Institution Building and Capacity Development


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In institution building, the guidebook Critical Ingredients in Building

and Sustaining Inter-Local Cooperation, published by the Philippines

Development Forum (PDF) Working Group on Decentralization and

Local Governments Sub-Working Group on Inter-Local Cooperation,

with the financial and technical support of the Deutsche

Gesellschaft fr Technische Zusammenarbeit (GTZ) commissioned

by the German Federal Ministry for Economic Cooperation and

Development (BMZ), the European Union, and the Government of

Canada provided through the Canadian International Development

Agency (CIDA), can provide insights and necessary measures.

The guidebook provides a framework and requirements or

ingredients in building and sustaining inter-local cooperation. It

identifies three (3) critical ingredients on alliance formation and

strengthening, to wit:.

1. The Critical Legal Ingredients

i. Memorandum of Agreement (MOA)

Alliances which are not formed through Republic Act or Executive

Order may enter into an Inter-local Cooperation through

Memorandum of Agreement or MOA.

The guidebook provides the following ingredients in making use

of MOA as instrument of Inter-local cooperation, to wit:

a) Critical Legal Ingredient No. 1 - Adoption of a Binding Legal

Instrument for LGU Alliance Formation


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b) Critical Legal Ingredient No. 2 - LGU Concurrence to the MOA

c) Critical Legal Ingredient No. 3 Mandatory Review of the MOA

d) Critical Legal Ingredient No. 4 Adoption of Joint Resolutions

by the Alliance

e) Critical Legal Ingredient No. 5 LGU Ratification of Alliance

Agreements and Decisions

f) Critical Legal Ingredient No. 6 Harmonization of Policies by

Member-LGUs in the Alliance

g) Critical Legal Ingredient No. 7 Creating Legal Mechanisms to

Address Non-Compliance to the MOA

2. The Critical Institutional Ingredients:

a. Confidence-Building Stage getting the core alliance

stakeholders on-board and trying their capacity to work

together.

b. Institutionalization Stage - getting tried and tested

approaches adopted as the accepted way of doing things

throughout the alliance.

c. Evolution Stage - pursuing purposes other than the original

one that drove the alliance.

3. The Critical Financial Ingredients:

i. Critical Financial Ingredient No.1Commitment to Share

Resources Among Members

ii. Critical Financial Ingredient No.2 Use of an Accepted Formula


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for the Monetary Contribution of Members. The possible

formulas in the pooling funds are:

1) Equal annual fixed amount

2) Equal minimum amount

3) Negotiated amount based on planned

4) Differentiated amount based on income classification,

revenue, contribution to the problem/issues faced by the

5) The monetary contribution of members is equivalent to

some percent of the 20% IRA Development Fund.

iii. Critical Financial Ingredient No. 3 Timely Collection of

Committed Funds

iv. Critical Financial Ingredient No. 4 Sharing of Monetary and

Non-Monetary Resources

On top of regular funds contribution, there are other monetary

contributions that member-LGUs make. These include:

1) Payments for personnel detailed to the alliance;

2) Travel expenses of LGU representatives to alliance-related

activities;

3) Payment for food when hosting an alliance meeting;

4) Payment for utilities (such as electricity, telephone, internet

service) in the alliance office;

5) In other alliances, member-LGUs also contribute for specific

programs or activities of the alliance.


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v. Critical Financial Ingredient No. 5 Capacity and Will to

Generate Own Resources

To ensure financial sustainability, the alliance must develop the

capacity to generate its own resources. With enough revenues

generated, member contribution may be reduced. This may also

mean less reliance on external sources of funds for alliance

projects.

vi. Critical Financial Ingredient No. 6 Capability to Tap External

Sources of Funds

The types of grants accessed by alliances are shown below

(Table __).

Table ___ Grant Sources

Grant Source Description and Application

Provincial Grant

Usually monetary assistance to

augmentalliance funds for operation or tofinancespecial projects or activities

Grants from LawmakersUsually monetary assistance tofinancespecial projects or activities

National GovernmentGrant

Usually monetary assistance toaugmentalliances funds for operation andtofinance special projects or

activitiesGrants/Support fromNational

Technical assistance for specificprograms

Government Agenciesor activities

Grants from Foundations(Ayala Foundation, ABS-CBNFoundation, SM Monetary, technical assistance, or


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Foundation,International YouthFoundation,

equipment for specific projectsand

Petron Foundation, the activities of the alliancePhilippines Business forSocial

Progress), NGOs, privatesectorGrants from internationalfunding agencies Monetary, technical assistance, or(GTZ, NORAD, JICA, the EU,WHO,

equipment for specific projectsand

UNICEF, CIDA, SIDA,DANIDA, activities of the allianceUSAID, UNDP, WorldVision) etc

Aside from grants, alliances must also explore other options to

generate external funds to finance development and resource-

generating projects such as:

1) Loans, credits, and other forms of indebtedness to finance

a project (Title Four, Credit Financing, 1991 LGC).

2) Engage in build-operate-and-transfer schemes (Section 302

of the 1991 LGC) and bond flotation (Section 299 of the

1991 LGC).

vii. Critical Financial Ingredient No. 7 Matching of Resources with

Goals and Programs

The available resources of the alliance should match its

programs, projects and activities. This is to avoid frustrations

among members that may lead to dwindling support for the

alliance. For this reason, the purpose of the alliance must be

properly identified. Specifically, the annual work and financial

plan usually prepared by the Technical Working Group should


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reflect matched available resources and activities.

viii. Critical Financial Ingredient No. 8 Proper Funds Management

Arrangement

The institutional arrangement of the alliance determines the

way funds and other resources are being managed. Existing

alliances manage their funds either by having a trustee-LGU or

by having their own financial management system.

A) ALLIANCES WITH TRUSTEE-LGUS:

Characteristics:

1) Alliance members remit their contribution to the alliance

through the trustee-LGU.

2) The alliance is usually not registered in any other institution

to acquire other personalities such as registration with SEC.

3) The funds of the alliance are kept in a trust fund of the

trustee-LGU.

4) The funds are managed and controlled using government

accounting and auditing rules and regulations.

Process of remitting funds from the LGU to the alliance:

1) Starts with the alliance board resolution,

2) Followed by a letter of request from the alliance for the

release of funds, and for each LGU to prepare the voucher

and check for release.

3) Once the trustee-LGU receives the check, it issues a receipt,


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and

4) Trustee-LGU deposits the funds in a trust account intended

solely for the alliance. This isolates the funds from all other

funds of the trustee-LGU and improves access to it.

Process of Disbursements from the fund:

1) Subject to government accounting and audit procedures.

2) The executive director or project manager prepares,

certifies, and recommends for approval of the alliance Chair

as to the validity, propriety, and legality of the claim or

disbursement of fund.

3) The checks are drawn by the local treasurer and

countersigned by the alliance Chair. Funds released from the

trustee-LGU follows the usual government procedure.

The trustee-LGU is the LGU of the treasurer of the alliance who

is chosen from among the local chief executives of the

member-LGUs. In many alliances, the LGU of the chair of the

alliance becomes the trustee-LGU and the LGU treasurer

becomes the treasurer of the alliance or the LGU accountant

becomes the alliance finance manager. Usually, accessibility is

a big factor in the choice of the treasurer and correspondingly,

of the trustee-LGU.

B) ALLIANCES WITH OWN ACCOUNTING SYSTEM:

Characteristics/Process of Remittance and


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Disbursements:

1) These are alliances with a corporate identity (i.e. registered

at the Securities and Exchange Commission).

2) Funds are kept in a private account under the name of the

alliance.

3) The funds are managed by the alliance, with the

disbursements, liquidations and other movements of funds

directly under the control of the Board of Trustees.

4) The set of signatories for the bank account are from among

the governing board and operating officers.

5) These alliances issue official receipts in the name of the

alliance for funds received or revenues generated.

ix. Critical Financial Ingredient No. 9 Use of Approved Guidelines

in Fund Utilization

Decision making in alliances should be transparent. One

important area of decision making is the use of funds. To

facilitate transparency, clear guidelines in the utilization of

funds are essential. The alliances with funds entrusted to a

member-LGU have no problems with financial accounting,

budgeting and management given that the usual government

rules and procedures apply. For alliances practicing self-

regulation, efficiency and control can be promoted by having

operating procedures for travel, cash advance, liquidation,


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reimbursement, procurement of goods, donations, cash

receipts, and petty cash. These guidelines are usually

contained in the Manual of Operations.

x. Critical Financial Ingredient No. 10 Transparency in Financial

Transactions

To ensure transparency in financial operations, alliances must

observe the following imperatives:

1) All financial transactions of the alliance must be accurately

recorded.

2) Reliable periodic financial reports to account for the use of

the alliance funds must be generated on a timely basis for

sound financial decision making, ensuring commitment of

members through payment of monetary contribution and in

avoiding mismanagement or perception of mismanagement

of funds.

4) The reports should be able to help to effectively monitor

the efficiency of fund utilization by the alliance as well as its

performance.

5) The quality of financial reports should be improved from

the way they are traditionally presented. A way to improve

the report is not only to reflect the revenues and the uses of

funds but also impact indicators of fund utilization. In this

way, the member-LGUs can see value for their money, which


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may encourage stronger commitment to the alliance.

On capacity building, LOGODEFs New Manual of Interlocal

Cooperation which outlines the Ten (10) Cardinal Elements in Local

Government Capacity-building is instructive of what needs to be

done as shown in the Table below.

COMPONENT OBJECTIVES OUTPUT

1. StructuralReforms/Readjustment

To establish workablestructures that will promotegreater efficiency andeffectiveness in thedelivery of basic servicesand in the performance of

development roles.

Functional responsive andaccountable structureswhich will enable localgovernments to meet thechallenges of modern dayproblems.

2. ManagerialSystemImprovement

To develop a workinginternal systems andprocedures in the localbureaucracy.

Development of Manuals onLocal Internal Systems andProcedures which will leadto work simplification, basicmanagement practices, etc.

3. ImprovingLocal FinancialAdministration

To strengthen localgovernments financialposition by upgrading localskills on effective financialmanagement andimproving local system forresource mobilization.

Improved financial basewhich will enable localgovernments to provideessential services and atthe same time undertakedevelopment programs.

4. Effective LocalLegislation

To enhance the exercise ofregulatory powers of localgovernments and toincrease their revenuesfrom taxation through asystem of codification.

Codified Tax andAdministrative Ordinancesthat will allow the optimaland effective exercise oftheir taxing and regulatorypowers.

COMPONENT OBJECTIVES OUTPUT

5. PromotingMunicipalInvestments

To improve the economicand investment viabilitiesof local governments byencouraging externalcapital investments thatwill spur business activitiesin their localities.

Comprehensive socio-economic profile of localgovernments designed toattract investors to the localareas and thereby promotelivelihood and employmentopportunities for theirconstituencies.


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6. Managementof PhysicalProjects

To provide for greatercoordination and supportamong local governmentsin the planning andimplementation of localundertakings that will

promote the rational andoptimal utilization of localresources.

Enhanced capabilities oflocal authorities inundertaking efforts whichare cost effective in themobilization of communityresources and which allow

for public participation.

7. Advocacy andDevelopmentof Inter-LocalGovernmentCooperation

To establish effectivefunctional networkingamong local governmentsfor a more coordinatedimplementation of largeprojects requiring theresources of more than onelocal government.

Strengthen linkages/cooperation among localgovernments in theattainment of mutuallybeneficial developmentundertakings, i.e. WasteDisposal System,Waterworks, etc.

8. EnergisingMunicipalBureaucracy

To energize the localgovernment bureaucracyand place the system in themainstream of highperformance andproductivity.

Introduction of innovationsand reforms in abureaucracy as well as theeffective use of moderntools of management.

9. Introduction toPublic

Technology

To upgrade localgovernment management.

Better informed localgovernments that willhopefully use modern daytechnology in localgovernments.

10. Formationof DaughterCompanies

Allow local authorities to

widen their corporatebusinesses withoutnecessarily competing withthe private sector.

Formation of Daughter

Companies for effectivemanagement of publicutility systems such aswater and telephonesystems.

v. Policy Formulation and Local Legislation

Similar with other projects, sustainability will require not only the

presence of organization and availability of resources but


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community ownership of the project and evolving policies of the

project.

In projects like the Iligan Seascape and Land Landscape, research-

based policies are needed. Community and stakeholders support

are galvanized if policies are founded on science rather than on

speculation or conjecture. More so, what are at stake in the

program are livelihoods which can be affected, public safety and

general welfare of communities, sustainability of resources for the

present and generations yet to come, making localities resilient to

climate change, and other major issues that would be difficult to put

aside.

Well-crafted policies and legislative measures that strike a win-win

solution are desirable and ideal. However, pragmatic approach

founded on science, respect and recognition of the rights and

welfare of affected parties, coupled with creativity and ingenuity

founded on good governance will untangle potential sources of

conflict and transform same into a common bond of unity.

vi. Iligan Seascape and Landscape Program Best Practice

Replication

The Iligan Bay Seascape Program will only be successful if Local

Government Units within Iligan Bay will undertake similar program

or work as one unit to ensure sustainability. Equally important is for

other Local Government Units within Iligan Bay to undertake


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Landscape Program. Upstream activities defined by watershed

which most often stretches beyond political boundaries will impact

negatively if these are not sustainably managed. Forest denudation,

unregulated mining, inappropriate farming technologies, improper

solid and liquid waste disposal, among others, are the threats that

need to be addressed so that coastal and marine areas are

protected from unintended and calamitous consequences of same.

Replication of the Iligan Seascape and Landscape Program will,

therefore, strengthen resiliency of localities from climate change,

disasters, and calamities which will benefit Iligan City and the rest

of communities along Iligan Bay and respective communities within

the watershed. Figure __ shows the watershed which will greatly

influence the state of Iligan Bay. It strongly argues the need of

replicating the program by Local Government Units within Iligan Bay

and respective watersheds.

For the Program to be considered one of the Best Practices, the

Partnership for Democratic Local Governance in Southeast-Asia

(DELGOSEA) Textbook for Transnational Exchange and Replication

of Best Practices on Local Governance in Southeast-Asia criteria of

selection offers an excellent guide, to wit:

1. It can be transferred and adopted in countries and local

governments with different political and cultural backgrounds;


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2. It can generate real impact in terms of improving the living

conditions of ordinary and especially poor and disadvantaged

people.

The Textbook further provides that the best practice should:

be innovative in one of the four aspects or fields in local

governance (Peoples participation in planning and decision-

making, Institutional Governance, Urban Environment, Fiscal

Management/investment promotion strategies)

have a high transferability potential, taking into account

the administrative and political environment as well as socio-

political factors;

be ofsustainable character;

be reasonable in institutional as well as financial viability

aspects;

be cost-efficient;

respect Good Governance Principles of the United

Nations.

In implementing the Program, what Sylvia R. Mesina elaborated in

Seven Lenses or Environmental Principles as if Adults Mattered is a

good reminder - everything is connected to everything else.


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Figure___


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Annex __.

List of Local Government Unit Mandates on Watershed

Management

a. THE CONSTITUTION OF THE REPUBLIC OF THE PHILIPPINES

Article 11 of the Constitution maintains that the State shall

protect and advance the right of the people to a balanced and

healthful ecology in accordance with the rhythm and harmony of

nature.

b. REPUBLIC ACT NO. 7160: THE LOCAL GOVERNMENT CODE OF

THE PHILIPPINES (1991)

This devolves from the DENR to the LGUs certain forest

management functions, specifically the following:

Implementation of Integrated Social Forestry (ISF)

Management of and control over communal forests with an

area of 50 square kilometers or less

Establishment of tree parks and greenbelts

Enforcement of laws related to mangrove resources

conservation within municipal waters

The pertinent provisions with respect to watershed/forest

management are cited below.

SECTION 17. Basic Services and Facilities.

(a) Local government units shall endeavor to be self-reliant and

shall continue exercising the powers and discharging the duties


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and functions currently vested upon them. They shall also

discharge the functions and responsibilities of national agencies

and offices devolved to them pursuant to this Code. Local

government units shall likewise exercise such other powers and

discharge such other functions and responsibilities as are

necessary, appropriate, or incidental to efficient and effective

provision of the basic services and facilities enumerated

therein.

(b) Such basic services and facilities include, but are not limited

to, the following:

Province

Pursuant to national policies and subject to supervision, control

and review of the DENR, enforcement of forestry laws limited to

community-based forestry projects, xxx.Sec. 17, (b) (3) (iii)

Municipality

Extension and on-site research services and facilities related

to and enforcement of fishery laws in municipal waters

including the conservation of mangroves. Sec. 17 (b) (2) (i)

Pursuant to national policies and subject to supervision, control

and review of the DENR, implementation of community-based

forestry projects, which include integrated social forestry

programs and similar projects; management and control of

communal forest with an area not exceeding fifty (50) square


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kilometers, establishment of tree parks, greenbelts, and similar

forest development projects. Sec. 17 (b) (2) (ii)

City

All the services and facilities of the municipality and

provinces. Sec.17 (b) (4)

Municipal Mayor

For efficient, effective and economical governance the purpose

of which is the general welfare of the municipality government,

and in this connection shall: Adopt adequate measures to

safeguard and conserve forest, and other resources of the

municipality; Sec. 444 (b) (3) (vii)

Sangguniang Bayan

Approve ordinances and pass resolutions necessary for an

efficient and effective municipal government, and in this

connection shall: Protect the environment and impose

appropriate penalties for acts which endanger the environment,

such as illegal logging and smuggling of logs, smuggling of

natural resources products and of endangered species of flora

and fauna, slash and burn farming. Sec. 447 (a) (1) (vi)

Approve ordinances which shall ensure the efficient and

effective delivery of the basic services and facilities as provided

for under Section 17 of this Code, and in addition to said services

and facilities, shall: Provide for the establishment, maintenance,


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protection, and conservation of communal forests and

watersheds, tree parks, greenbelts, mangroves, and other similar

forest development projects. Sec.447 (a) (5) (i)

City Mayor

Ensure the delivery of basic services and the provision of

adequate facilities as provided for under Section 17 of this

Code. Sec. 455 (b) (4)

Sangguniang Panlungsod

Approve ordinances and pass resolutions necessary for an

efficient and effective city government, and in this connection,

shall: Protect the environment and impose appropriate

penalties for acts which endanger the environment, such as

illegal logging and smuggling of logs, smuggling of natural

resources products and endangered species of flora and fauna,

slash and burn farming.

Sec.458 (a) (1) (vi)

Approve ordinances which shall ensure the efficient and

effective delivery of basic services and facilities as provided for

under Section 17 of this Code, and in addition to said services

and facilities, shall: Provide for the establishment, maintenance,

protection and conservation of communal forests and

watersheds, tree parks, greenbelts, mangroves, and other similar

forest development projects. Sec. 458 (a) (5) (i)


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Provincial Governor

For efficient, effective and economical governance the purpose

of which is the general welfare of the province and its inhabitants

pursuant to Section 16 of this Code, the provincial governor

shall:

Adopt adequate measures to safeguard and conserveforest

and other resources of the province, in coordination with the

mayors of component cities and municipalities: 465 (b) (3) (v)

Ensure the delivery of basic services and the provision of

adequate facilities as provided for under Section 17 of this

Code. Sec. 456

Sangguniang Panlalawigan

Approve ordinances and pass resolution necessary for an

efficient and effective provincial government and in this

connection, shall: Protect the environment and impose

appropriate penalties for acts which endanger the environment,

such asillegal logging and smuggling of logs, smuggling of

natural resources products and of endangered species of flora

and fauna, slash and burn farming. Sec 468 (a) (1) (vi)

Barangay

The Local Government Code did not devolve any specific forest

management functions to the barangays.

c. DENR ADMINISTRATIVE ORDER 92-30


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Guidelines for the Transfer and Implementation of DENR

Functions Devolved to Local Government Units

d. DENR-DILG JOINT MEMORANDUM CIRCULAR NO. 98-01

Manual of Procedures for DENR-DILG-LGU Partnership on

Devolved and Other Forest Management Functions

e. EXECUTIVE ORDER NO. 192

Providing for the Reorganization of the Department of

Environment, Energy and Natural Resources, Renaming it as the

Department of Environment and Natural Resources, and for other

Purposes (1987)

f. PRESIDENTIAL DECREE 705

Revised Forestry Code of the Philippines (1975)

g. DENR ADMINISTRATIVE ORDER NO. 99-01

Adoption of the Watershed and Ecosystems Planning Framework

h. DENR ADMINISTRATIVE ORDER 97-02

This requires the creation of a set of criteria for defining a

watershed, prior to the formulation of a watershed management

plan.

i. DENR ADMINISTRATIVE ORDER NO. 95-15

Revised General Guidelines in the Implementation of the Sub-

Classification of Forestlands and other Inalienable Lands of the

Public Domain

j. DENR ADMINISTRATIVE ORDERS NO. 92-23


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Institutionalization of the Master Plan for Forestry Development

within DENR and Defining Functions of Offices for the Purpose

k. EXECUTIVE ORDER NO. 263

Adopting CommunityBased Management as the National

Strategy to Ensure the Sustainable Development of the Countrys

Forestland Resources and Providing Mechanisms for its

Implementation (1995)

l. DENR ADMINISTRATIVE ORDERS NO. 96-29

Rules and Regulation for the Implementation of Executive Order

263, otherwise known as the Community-Based Forest

Management (CBFM) Strategy

m. DENR ADMINISTRATIVE ORDER NO. 2000-44

Amending Certain Provisions of DAO 96-29 and Providing Specific

Guidelines for the Establishment and Management of

Community-Based Projects within Protected Areas

n. DENR ADMINISTRATIVE ORDER NO. 2000-29 GUIDELINES

Regulating the Harvesting and Utilization of Forest Products

within Community-Based Forest Management Areas

o. DENR ADMINISTRATIVE NO. 99-35

Revised Guidelines in the Implementation of the Resource Use

Permit in Community-Based Forest Management Programs

p. DENR ADMINISTRATIVE ORDER NO. 99-29


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Amendments to DAO No. 96-29 which Prescribes the Rules and

Regulations for the Implementation of Executive Order No. 263,

Otherwise Known as the Community-Based Forest Management

Strategy

q. DENR ADMINISTRATIVE ORDER NO. 99-28

Amendment to Certain Provisions of DENR Administrative Order

No. 12 Series of 1993 entitled Revised Guidelines Regulating

the Implementation and Management of DENR CARP Activities

r. DENR ADMINISTRATIVE ORDER NO. 99-11

Amending DAO 98 Series of 1988 to Include CBFMP under the

Coverage of Program D of the Comprehensive Agrarian Reform

Program (CARP) and the National Anti Poverty Program

s. DENR ADMINISTRATIVE ORDERS NO. 98-41

Guidelines on the Establishment and Management of

Community-Based Forest Management (CBFM) Projects within

Watershed Reservations

t. DENR MEMORANDUM CIRCULAR NO. 98 08

Guidelines on Contracting Inside CBFM Areas

u. DENR MEMORANDUM CIRCULAR NO. 97-12

Guidelines for the Formulation of the Community Resource

Management Framework and Annual Work Plan for Community-

Based Forest Management Areas

v. DENR MEMORANDUM CIRCULAR NO 97-11


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Operationalization of the CBFM Program at the Regional, PENR,

and CENR Offices

w. DENR ADMINISTRATIVE ORDERS NO. 96-30

Integration of All Community-Based Forest Management and

People-Oriented Forestry (POF) Programs and Projects into the

DENR Regular Structures

x. DILG MEMORANDUM CIRCULAR NO. 96-143

Enjoining Support for the Community Forestry Program (CFP)

y. DENR ADMINISTRATIVE ORDER NO. 99-53

Regulations Governing the Industrial Forest Management

Program (IFMP)

z. DENR ADMINISTRATIVE ORDERS NO. 96-24

Rules and Regulations Governing the Socialized Industrial Forest

Management Program (SIFMP)

aa. REPUBLIC ACT NO. 8371

An Act to Recognize, Protect and Promote the Rights of

Indigenous People, Establishing Implementing Mechanisms,

Appropriating Funds Therefore, and For Other Purposes (1997)

bb. REPUBLIC ACT NO. 7586

National Integrated Protected Area System (NIPAS) Act (1992)

DENR ADMINISTRATIVE ORDER NO. 92-25

National Integrated Protected Areas System (NIPAS)

Implementing Rules and Regulations


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cc. DENR ADMINISTRATIVE ORDER NO. 99-21

Superseding DAO No. 97-05 and Prescribing the Revised

Guidelines in the Implementation of the Pertinent Provisions of

R.A. 1273, P.D. 705 and P.D. 1067

dd. DENR MEMORANDUM CIRCULAR NO. 93-16

Guidelines on the Establishment and Management of Buffer

Zones for Protected Areas

ee. DENR ADMINISTRATIVE ORDERS NO. 92-13

Regulations Governing the Establishment of Buffer Zones within

Forestlands

ff. DENR ADMINISTRATIVE ORDERS NO. 91-24

Shift in Logging from the Old Growth (Virgin) Forests to the

Second Growth (Residual) Forests

gg. REPUBLIC ACT NO. 7942

The Philippine Mining Act (1995) An Act Instituting a New System

of Mineral Resources Exploration, Development, Utilization, and

Conservation (1995)

hh. DENR ADMINISTRATIVE ORDER 96-40

Revised Implementing Rules and Regulations of Republic Act No.

7942 Otherwise Known as the Philippine Mining Act of 1995

ii. DENR ADMINISTRATIVE ORDER NO. 99-57


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Amendments to DAO 96-40 or the Revised Implementing Rules

and Regulations of RA No. 7942, Otherwise Known as The

Philippine Mining Act of 1995

jj. DENR ADMINISTRATIVE ORDER NO. 99-56

Guidelines Establishing the Fiscal Regime of Financial or

Technical Assistance Agreements (FTAA) Pursuant to Republic

Act No. 7942, otherwise known as the Philippine Mining Act of

1995 (the Mining Act)

kk.DENR ADMINISTRATIVE ORDER NO. 99-34

Clarificatory Guidelines in the Implementation of DENR

Administrative Order No. 96-40 or Revised Implementing Rules

and Regulations of RA No. 7942 Otherwise Known as the

Philippine Mining Act of 1995

ll. DENR ADMINISTRATIVE ORDER NO. 2000-07

Provisional Guidelines for Environmental Impact Assessment

(EIA) of Forestry Projects

mm. DENR ADMINISTRATIVE ORDER NO. 99-15

Designating the Forest Management Bureau as the Lead Agency

in the Implementation of the Environmental Impact Statement

System for Forestry Projects

The composition of Iligan Landscape Management Council shall be

determined by the Conference of Mayors (COM). They will be

assisted by the ILCT which will serve as secretariat. The primary


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function of the Council would be recommend appropriate measures

to the COM in sustainably managing the Mandulog watershed in

accordance with the existing laws, rules, policies, or ordinances. The

COM would then appropriately undertake measures so that needed

support by the respective Local Government Units can be made in

due time which may include ordinances, resource allocation,

information-education-communication activities, and the like.

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