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Page 1: TABLE OF CONTENTSfaspselib.denr.gov.ph/sites/default/files//Publication...TABLE OF CONTENTS Executive Summary ----- i I. Subproject Description ----- 1 1. Purpose/ Objectives 2. Subproject
Page 2: TABLE OF CONTENTSfaspselib.denr.gov.ph/sites/default/files//Publication...TABLE OF CONTENTS Executive Summary ----- i I. Subproject Description ----- 1 1. Purpose/ Objectives 2. Subproject

TABLE OF CONTENTS

Executive Summary ------------------------------------------------------------------ i

I. Subproject Description ----------------------------------------------------------- 1

1. Purpose/ Objectives

2. Subproject Scope and Dimension

II. Subproject Implementation --------------------------------------------------- 18

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 Relating

To Recommendation(s) ------------------------------------------------------- 33

1. Recommendations made by the SUSIMO

2. Action Taken and Results

IV. Initial Operation and Maintenance

Of the Subproject Facilities ------------------------------------------------- 35

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 -------------------------------------------- 45

1. Indirect Effects

VI. Conclusions and Recommendations -------------------------------------------- 47

LIST OF TABLES:

Table 1: Trainings Attended by the Peoples Organization --------------------- 49

Table 2: Subproject Performance ----------------------------------------------- 50

Table 3: Subproject Site Management Office Equipment --------------------- 51

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Table 4: Trainings Attended by the SUSIMO ----------------------------------52

Table 5a: Tilapia Production Livelihood Project----------------------------------53

Table 5b: Sari-Sari Store Livelihood Project------------------------------------54

Table 5c: Mushroom Culture Livelihood Project----------------------------------55

Table 6: Subproject Status Report---------------------------------------------56

Table 7: Community Organizing Cost Estimate Per Activity -------------------57

Table 8a: Cost Estimate for Agroforestry Per Activity -------------------------58

Table 8b: Cost Estimate for Bamboo Plantation Per Activity------------------- 59

Table 8c: Cost Estimate for Rattan Plantation Per Activity---------------------60

Table 8d: Cost Estimate for Tree Plantation / Reforestation Per Activity-----61

Table 9: Monitoring and Evaluation Cost Estimate Per Activity---------------62

Table 9: Road Rehabilitation Infrastructure Project--------------------------63

Table 10: Annual Work and Financial Plan ---------------------------------------64

ANNEXES:

1. Organizational Charts

1a. ENATI (CO Contractor)------------------------------------------------ 68

1b. BDAKAI (PO)------------------------------------------------------------69

1c. FRENDS, Inc. (M&E Contractor) ---------------------------------------70

1d. SUSIMO-----------------------------------------------------------------71

1e. Brostan Construction and Development (Infra Contractor) ----------72

2. Pictures---------------------------------------------------------------------------73

3. CSD Accomplishment Map-------------------------------------------------------76

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LIST OF ACRONYMS

AO – Assisting Organization

AP – Assisting Professional

BDAKAI - Biagen ti Dumayop Ken Aglawlaw a kabakiran, Inc

BFAD – Bureau of Food and Drugs

BOT – Board of Trustees

CBFM – Community-based Forest Management

CBFMA – Community-based Forest Management Agreement

CBFMP – Community-based Forest Management Program

CBL – Constitution and By-Laws

CENRO – Community Environment and Natural Resources Office(r)

CO – Community Organizing

CRMF – Community Resource Management Framework

CSD – Comprehensive Site Development

DAO – Department Administrative Order

DA – Department of Agriculture

DAR – Department of Agrarian Reform

DENR – Department of Environment and Natural Resources

DMADAI - Dumayop Magat Agroforest Development Association

ECC – Environmental Compliance Certificate

ENATI - Environment Neighborhood Association of Technologist, Inc.

EO – Executive Order

FGD – Focus Group Discussion

FRENDS - Friends of the Environment for Development and Sustainability Inc.

FSP – Forestry Sector Project

GIS – Geographic Information System

GPS – Global Positioning Satellite System

ICM – Inspection Chart Mapping

IEC – Information, Education, Campaign

IGP – Income Generating Project

IPBA – Institutional Project Benefit Assessment

IPR – Individual Property Rights

ISTaf – Infrastructure Subproject Task Force

JBIC – Japan Bank for International Cooperation

LGU – Local Government Unit

M & E – Monitoring and Evaluation

MC – Memorandum Circular

MOA – Memorandum of Agreement

NFDO – National Forestation Development Office

NGO – Non-government Organization

NVSIT – Nueva Vizcaya Institute of Technology

OIDCI – Orient Integrated Development Consultant, Inc.

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OISCA – Organization of Industrial, Spiritual, Cultural Advancement

PCAO – Provincial Cooperative Affairs Office

PENRO – Provincial Environment and Natural Resources Office (r)

PO – Peoples Organization

PMC – Project Management Cost

PMO – Project Management Office

RF – Retention Fee

SMO – Subproject Site Management Officer

SMP – Survey, Mapping, and Planning

SUSIMO – Subproject Site Management Office

TA – Technical Assistance

TOR – Term of Reference

UPS – Uninterrupted Power Supply

VBU – Validation and Billing Unit

WFP – Work and Financial Plan

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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 Dumayop Watershed Subproject is at the southeastern side of the

municipality of Bagabag and northeastern side of the municipality of Quezon, both

within the province of Nueva Vizcaya. It is one of the three sub watersheds within

the Magat Watershed Reserve which supports one of the biggest dams in

Southeast Asia, the Magat Hydroelectric Dam. The other two are Lamut

Watershed and Mayoyao Watershed.

The Magat Watershed Reserve however is in a critical condition but cannot

remain to be so because of its significance to economic centers of both Region 2

and the Cordillera Administrative Region ( CAR ) including the agricultural areas.

The development of the Dumayop Watershed would be of tremendous help in

upgrading the water resources of Magat Watershed Reserve. In the process of

improving the environmental condition within the sub watershed, the Dumayop

Subproject also envisions the transformation of the local communities into an

empowered group, responsible forest managers and self-reliant people capable of

sustaining their economic growth.

Of the targeted 2,973.00 hectares for development, only 1, 710.23

hectares with only a weighted average survival rate of 59.34% were accomplished

by the People’s Organization, BDAKAI. The Comprehensive Site Development (CSD)

had a low turnout due to PO organizational problems as well as resistance of

residents to participate because of misconceptions about the Project compounded

by shortage of seedlings and forest fires and other technical problems.

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The reduction of target area; updating of costs per Memorandum Circular

2000-19; reduction of FSP project cost nationwide plus non-payment for

unaccomplished activities and non-release of the retention fund subsequently

brought down the plantation development cost from PHP46, 392, 299 to

PHP31, 153,240.65.

As far as benefits is concerned, involvement in CSD and infrastructure

activities raised the gross annual income of the households from PHP13, 500 to PHP

27, 001.00 giving the residents the opportunity to improve their houses, buy

appliances or to indulge in little luxuries they have not enjoyed before the

implementation of the project.

The 2.4 –kilometer farm-to-market road and the two culverts on the other

hand gave them ease in mobility and in transporting farm products to the market.

It is however the awarding of the CBFMA that will pave the way for future

undertakings. It has accorded them also the immeasurable gift of a sense of

ownership over the land thereby drawing forth from them the commitment for the

Project.

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SUBPROJECT COMPLETION REPORT

OF

DUMAYOP WATERSHED SUBPROJECT

Forestry Sector Project

Loan Agreement No. PH-P 135

I. Subproject Description

The Dumayop Watershed

Subproject is geographically

located at the southeastern side

of the municipality of Bagabag

and northeastern side of the

municipality of Quezon, both

within the province of Nueva

Vizcaya. It is more specifically

located within the coordinates

16° 29’ to 16° 34’ latitude and

121° 15’ to 121° 23’ longitude. It has a total area of 3,870 hectares

covered with CBFMA of which about 1,710.24 hectares was developed

under the CSD component of the FSP implementation. It is composed of

three (3) parcels. Parcel 1 covers the cluster Sitios of Sinalang,

Burburnay, Dyayan, and Totong of barangay Bonifacio; Diffuncian of

barangay Calaocan, within the Municipality of Quezon, Nueva Vizcaya.

Parcel II are Sitios Dumayop, Amballo South of barangay Baretbet, and

Tawi-tawi of barangay Pogonsino, municipality of Bagabag. Parcel III is

within Sitio Tabban, Pogonsino, of Bagabag, Nueva Vizcaya. All parcels are

accessible through Maharlika highway from Solano to Bagabag. They are

traversed by existing barangays roads. These roads are maintained and

improved by the joint effort of the LGU of the municipalities of Bagabag

and Quezon through the networking and linkaging effort of the People’s

Organization (BDAKAI) and concerned DENR offices.

1. Purpose/Objectives

A) Original (at the time of appraisal)

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1. General Objective

To improve the socio-economic conditions of the sub-watershed’s

Indigenous Cultural Communities (ICC) by generating alternative

livelihood opportunities through a community-based watershed

rehabilitation approach involving forestation and agro-forestation

strategies while at the same time, enhancing the environment and

enriching the biodiversity of the natural forest.

2. Specific Objectives

a. To transform the local communities into empowered entities

with the capability to manage the watershed resources for

self-help and self-reliance;

b. To reforest a total of 2,398.00 hectares of open and denuded

areas of the watershed for protection purposes;

c. To establish a total of 290.00 hectares of agro-forestry area

for fruit and fuel wood production as major sources of

community income;

d. To establish a total area of 10.00 hectares of vegetative soil

erosion control measures in the form of bamboo clumps along

stream banks;

e. To establish 275.00 hectares of rattan plantation within the

existing secondary forest; and

f. To improve the biodiversity of the remaining old growth forest

and second growth forest through enrichment planting or

other forms of assisted natural regeneration techniques.

B) Modification

a. Modified purpose/objectives

Some modifications were made on the specific objectives,

specifically in the target area for development.

a. To reforest a total of 1,263.98 hectares of open and denuded

areas of the watershed for protection purposes;

b. To establish a total of 116.25 hectares of agroforestry area

for fruit and fuelwood production as major sources of

community income; and

c. To establish 320.00 hectares of rattan plantation within the

existing secondary forest.

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b. Reasons for the modification

Decrease in the protection (reforestation) and agroforestry target areas for development

The frequent fire occurrences in the area made the PO to

concentrate more in the replanting activity instead of establishing

new plantations. This was also one of the reasons why the PO

requested the DENR to change some of the reforestation species

from Narra, Mahogany and Japanese acacia to pure Gmelina

species, considering that Gmelina is a fire resistant species.

Increase in the rattan plantation target areas for development

The El Niño phenomenon/long drought in Northern Luzon in 1997,

1998 and 2000 made the PO to concentrate more in the

establishment and maintenance activities on rattan plantation This

contributed to the increase in the establishment of rattan

plantation.

Said problems led the PO to modify the Work and Financial Plan

based on their pace to cope up with the time given by the lending

institution.

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.

Items

Original Scope &

Dimensions

Revised/Modified

(Actual)

1. REFORESTATION/

WATERSHED/CBFM

A. Survey Mapping and

Planning (SMP)

(BY ADMIN)

N/A N/A

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B. Community Organizing

(CO)1

Two-year contract

duration:

2,973.00 hectares

(April 1997 to March

1999)

Conducted within the

contract duration:

2,973.00 hectares

(April 1997to March

1999)

IEC activities IEC activities

Assistance to CSD

activities

Provided technical

training on nursery

operations and

plantation

establishment;

continuing

assistance and

supervision of

participatory

implementation of

CSD activities

Assistance on

Networking and

Linkage

Leveling-off with

the DENR, Local

Government Units

(LGUs) officials

and other

concerned and key

leaders in the

project site

Negotiation with

the (NVSIT) on

training and

implementation of

livelihood

projects;

negotiation with

the DA and LGUs

on animal dispersal

program and road

network

construction.

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Organizational

Development and

Capacity Building

Management

capability/rapport

building; validation

of secondary data;

federation of

small organization;

training needs

assessment/develo

pment design

preparation;

Assistance on

Livelihood Project

Identification and

Implementation

Establishment of

mushroom

production for

three (3)

barangays, six (6)

fish cages with

tilapia fingerlings,

and sari-sari store

C. Comprehensive Site

Development (CSD)

Four (4) years

duration:

2,973.00 hectares

(July 1997- July

2001)

Six (6) years

duration:

1,710.25 hectares

(July 1997 – June

2003)

1. SOIL EROSION

CONTROL

a. Infrastructure

b. Trail and Footpath

c. Plantation

2. VEGETATIVE

MEASURES2

a. Agroforestry 290.00 hectares 116.25 hectares

b. Assisted Natural

Regeneration

c. Enrichment Planting

d. Tree Plantation

d.1. Bamboo 10.00 hectares 10.00 hectares

d.2. Rattan 275.00 hectares 320.00 hectares

d.3. Mangrove

d.4. Plantation

Species/

Reforestation

2,398.00 hectares 1,264.00 hectares

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e. Timber Stand

Improvement

3. INVENTORY

RESIDUAL FOREST

4. INCOME

ENHANCEMENT

PROJECT

5. INFRASTRUCTURE

a. bunkhouse

b. lookout tower

c. footpath

d. fireline

e. graded trail

f. others (water

system)

3 units

3 units

none

89 km

none

none

3 units

4 units

5.31 km

26.61 km

7.89 km

1 unit

D. MAJOR

INFRASTRUCTURE

a. Rehabilitation of

Farm-to-market

road

NONE

2.35 kilometers

E. Monitoring & Evaluation (M

& E)

1. Physical Validation

Year 1

Year 2

Year 3

Inspection Chart

Mapping (ICM)

Conducted in three

(3) passes: 1,710.23

hectares

January 2000 –Dec.

2000 (807.00

hectares)

Nov. 2001 –Dec. 2001

(1,235.00 hectares)

January 2003– March

2003 (1,710.23

hectares)

Verification of

boundaries,

monuments, and

block corner posts

Seedling

production

inventory analysis

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Survival Counting

with 20% sampling

intensity, including

mapping of

developed areas

Height and

diameter

measurement,

assessment of

overall

health/appearance

Inspection of

physical

infrastructure

2. Institutional and

Project Benefit Assessment

Year 1

Year 2

Conducted in two (2)

passes: 1,710.23

hectares

October 2001 –

December 2001

November 2002 –

January 2002

Assessment on the

overall

development of

the PO

Assessment on the

capability of the

PO to pursue

sustainable

resource

management and

sustain its

livelihood

initiatives

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Identification of

various

issues/problems/c

onstraints related

to the

development and

strengthening of

the PO and the

relevant support

systems

Identification of

immediate

benefits of the

project and

evidences that

would indicate the

intermediate and

long-term socio-

economic and

environmental

impacts.

2. Subproject Site Management

Office (SUSIMO)

NONE

Equipment provided to this

Office:3

3 units Binocular

1 set Computer

Desktop with

printer

2 units GPS

2 units Steel tape

1 Lettering set

1 unit UPS 500VA

1 GIS (maptitude)

software

4 Steel Cabinets

2 units Handheld

Radio

1 unit Base Radio

4 units Brunton

Compass

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4 units Abney Hand

Level

3 Motorcycles

(SUZUKI 125)

1 Utility Vehicle

(KIA Crosstruck)

1 unit Forester’s

Transit

1 unit Manual

Typewriter

1 unit Planimeter

1 unit Generator

10 tables and

chairs

1 unit rain gauge

3 units grass

cutters

2 units tape

recorder

2 units Diameter

tape

3 units camera

1 unit calculator

1 unit Petromax

4 units Flashlights

1 unit Drafting

table

From the regional

office: 1 unit

NISSAN pathfinder

vehicle

From ADB Fund: 1

unit KIA Ceres

From Infra

Engineer: Site

Engr’s Office,

Office table, sala

set & water system

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Researches conducted:

Training attended by the

SUSIMO personnel:4

NONE

Enhancement

Training for DENR

Project Managers on

CBFM Projects (with

Practicum in FSP

Watershed

Subprojects)

National

Coordinators

Conference

Orientation Course

of SUSIMO Staff

of Watershed

Subproject Sites

Financial

Management

Bookkeeping

FSP reorientation,

assessment &

SUSIMO Action

planning workshop

GIS Training for

SUSIMO

Re-orientation

course on FSP

implementers

Phase-Out/In

Planning Workshop

FSP Assessment and

Planning

Runo Craft Training

Program

Others:

Subproject Site

Management Office

(SUSIMO) building:

and Infrastructure

Engineer’s office 1Please refer to Table 1 for the details of training attended by the POs 2Table 2 shows details of the subproject performance in terms of area planted 3Table 3 shows details of the equipment provided to the SUSIMO 4Please refer to Table 4 for the training attended by the SUSIMO Staff

B. Reasons for Revision/Modification of scope and Dimensions

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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/unseasonable 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 contractor/supplier

Performance of consultant

Change in construction period

Others

b.2. Detailed statement of reasons

Revision of the superior plan

On Monitoring and Evaluation

ICM has been the tool used by the DENR in the evaluation of

forest development activities since 1989. A hundred percent

counting of seedlings planted on sites is being done on this

method. But under this Loan Agreement wherein hundreds and

thousands of hectares of forestlands are being developed,

application of ICM was found to be impractical.

In order to efficiently verify, monitor actual accomplishments of

the subproject, provide independent analysis, and provide valuable

inputs and recommendations for policy formulation and project

planning, the Memorandum Circular No. 99-17 entitled Guidelines

on the Conduct of Monitoring and Evaluation of Forestry Sector

Project under Loan II on June 02, 1999 was formulated and

approved by the higher management and the DENR Secretary,

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respectively. This Circular was used as guide in the monitoring and

evaluation of subproject accomplishments by an NGO in lieu of the

old method, the ICM.

Substantial revision of design due to the unforeseeable physical condition at the time of the original design (CSD Component)

Some reforestation species do not thrive well on some areas

within the subproject. With this, the PO passed a resolution

to change the reforestation species to pure Gmelina.

Spacing used in mango plantation under agroforestry

component was changed from 8 x 8 meters to 10 x 10 meters.

This is to allow wider space for tree crown formation.

Some PO members particularly in Sitio Diffuncian were

hesitant to accept mango as their agroforestry crop.

According to them, mango is very hard to manage during its

flowering time. They prefer citrus instead.

Natural Disaster/Unreasonable Weather (CSD Component)

The long drought in 1997, 1998 and 2000 contributed to the

reduction of the total target area to be established by the PO. Series

of revisions of CSD contract and WFP were conducted to cope with

the remaining period set by the funding institution.

Performance of the Contractor/Supplier (CSD Component)

The performance of the PO in the CSD was slow during the early

implementation of the project because of series of the problems that

were encountered, specifically on financial matters. This had

contributed also to the reduction of target areas for establishment.

It took a lot of time coming up with strategies in the implementation

of project plan due to lack of knowledge by majority of PO members.

Others

Lingering doubts by the PO on the CBFM Program

Some PO members were hesitant to participate in the

implementation of the project due to inadequate information and

proper awareness on the concept of CBFM program.

Inclusion of Major Infrastructure Development Project

Improvement of the living standard of the beneficiary

communities is considered as the key for sustainable management

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of forest resources. As an additional support for the communities

in developing their existing and alternative livelihood projects

under the FSP, the rehabilitation and construction of

infrastructures that are most directly linked to promoting

livelihood of the communities was included as a major project

component.

Creation of SUSIMO

Pursuant to DAO 93-16 entitled “The Guidelines in the

Implementation of the FSP”, DAO 96-29, “Rules and Regulations

for the Implementation of EO 263, otherwise known as the CBFM

strategy and to further improve FSP implementation in terms of

supervision and provision of assistances to the participating

community, the SUSIMO was created and institutionalized by

virtue of DAO 2000-65.

C. Contribution of Subproject to Relevant (Sub) Sector(s)

c.1. (Sub) Sector(s) to which the Subproject belongs

Electric Power and Gas Irrigation and Flood Control

(Multi purpose) Dams Irrigation

Power plants Flood Control

Transmission lines

Distribution systems Transportation

Gas Roads

Others Railways

Bridges

Telecommunication Airport

Telecommunications Ports

Broadcasting Marine transportation

Others

Agriculture, Forestry & Fisheries Mining and

Agriculture and Forestry Manufacturing

Fisheries Mining

Manufacturing

Social Services

Water Supply

Sewerage

Education

Health

Tourism

Others (employment and economic opportunities)

c.2. Original (At the time of appraisal/Planned)

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Item Description

1. Social preparation and

development

Majority of the PO members claimed

that Tax Declaration issued by the

Municipal Assessors Office is already

enough proof of ownership over the

land they occupied and cultivated.

To settle this misconception, the

community residents covered by the

subproject will be first developed and

organized into capable entity that will

lead in the management of the

watershed resources in their

respective areas, on a sustainable

basis.

2. Project Site Development

A total of 2,973 hectares of

forestland will be developed through

reforestation, agroforestry, rattan,

and bamboo components. If entirely

planted, the area will be covered with

3,018,240 trees (gmelina, mahogany,

Acacia auriculiformis, narra, rattan

species, and bamboo species). Even if

only 50% of these will survive, there

would still be a continuous closing of

canopy that would eventually increase

biomass production, the absorptive

capacity and retentivity of the ground

and hold more water. There would be

sustained supply of water for

irrigation purposes, thus will help

improve farm productivity.

3. Environmental and economic

benefits

The rehabilitation/restoration of

denuded areas by the PO will minimize,

if not control destructive activities

like agro-cultivation on steep areas,

gathering of forest-based materials

that lead to flash floods and erosions.

Further, it will enhance the ecological

habitat of the remaining wildlife in the

area and the surrounding communities.

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Water yield and quality will improve

and will support the irrigation and

domestic needs of the downstream

communities. The increase in water

discharge from the Magat River and

its tributaries will increase the Magat

Hydroelectric Power generation

capacity.

More employment in the area will be

generated and the prevailing household

income will be increased. This will come

from the implementation of CSD

activities, sales of agroforestry crops,

and livelihood projects like bamboo and

rattan crafts, broom making, livestock

raising and consumer stores.

c.3. Present situation and outlook for the future

Item Description

1. The community

The BDAKAI was organized in 1997

with a total of 500 now 209 active

members.

During the five-year project

implementation, several training and

seminars were given to the PO like

nursery operation, plantation

establishment, financial management,

membership seminar, environmental

orientation, among many others that

enhanced their technical and

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2. Issuance of tenurial

instrument

administrative capabilities, Knowledge

on this has been their tool in

accomplishing targets and activities

stipulated in the CSD contract.

However, the CO failed to institute

the needed transformation of the PO.

The PO still cannot put their acts

together; reason enough that they

failed to claim the retention fund from

the DENR. Even so, with continuous

supervision and provision of necessary

assistances by the DENR, the

organization will be further

strengthened and capacitated to be a

more effective and efficient

“managers” of the subproject.

The CBFMA was awarded to the

People’s Organization last February 18,

2002. The area covered by the said

agreement is 3,780.056 hectares, of

which 1,710.23 hectares is the total

CSD plantation of the PO.

Consequently, the CRMF was prepared

and affirmed by the CENRO,

Bayombong last December 2, 2002

indicating the plans for the total

CBFMA area for twenty-five (25)

years.

The CBFMA is an opportunity of the

PO to negotiate for future

investments with interested groups

and individuals regarding business

concerns (livelihood undertakings that

are environment-friendly) that would

capitalize on the resources of the land.

The awarding of CBFMA erased the

doubts of the PO that persisted

strongly during the early stage of

subproject implementation. It will

satisfy the people’s clamor for

security and tenure over the land and

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consequently ensure commitment and

active participation of the members in

pursuing the objectives of the

subprojects.

4. Employment and economic

opportunities

The participating communities from

the municipalities of Bagabag and

Quezon, Nueva Vizcaya were employed

on CSD and infrastructure

development activities. Considerable

amount were earned per household

participants. The on-going livelihood

projects of the People’s Organization

(Tilapia Production and Sari-sari

Store) provided an additional income

as well, directly benefiting the Store

Manager and the livelihood committee.

As of this time, very minimal profits

from both IGPs were accounted by the

organization. Assistance on networking

and linkage is being done by the

SUSIMO in order to improve the

profitability of Tilapia, strengthen the

capabilities of BDAKAI in terms of

livelihood operations, and identify and

operate a more stable income

generating projects that will likely

generate employment opportunities to

the community residents.

5. Infrastructure Project a. Infrastructure in CSD – These

infrastructures include three (3)

bunkhouses; four (4) lookout towers;

graded trail; and footpath. There is

also 1 unit water system with tank to

supply the water needs of the

SUSIMO. These facilities are

appropriate for continued activities

within the plantations after the

termination of the funding support.

However, the PO needs to generate

funds for the repair of these facilities

to sustain their services.

b. Farm-to-market road – A 2.4 km

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road, bridge and two (2) culverts were

rehabilitated and constructed,

respectively. These provide

opportunities for further improvement

of the living condition of the residents.

Transport businesses are beginning to

operate in the site.

A MOA between the DENR and the

concerned LGU was prepared and

signed to ensure continuous service of

the rehabilitated road and constructed

bridge.

These facilities will inevitably ease

subproject operations (forest management

through CBFMA and existing and to be implemented livelihood projects of the

BDAKAI) for another 25 to 50 years.

II. Subproject Implementation

1. Organizations for Implementing Subproject

Function in the Name of Organization Reasons for

Subproject

Implementation

(1) Original (2) Changed Change

1. Assisting

Organization

for CO

2. Assisting

Professional

(AP)

3. People’s

Organization

(PO)

4. M & E

contractor

Environment Neighborhood

Association of Technologist, Inc.

(ENATI)

Forester Lydia N. Avedaño

Dumayop Magat Agroforest

Development Association

(DMADAI)

Friends of the Environment for

Development and Sustainability

Inc. (FRENDS)

Biagen ti

Dumayop Ken

Aglawlaw a

kabakiran,

Inc.(BDAKAI)

The Term

DMADAI

has a

negative

connotatio

n in

Ilocano

dialect

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5. Infrastructure

Contractor

Brostan Construction & Dev’t

Please state:

1.1 Reasons for the change

The change involves the name of the PO. The original name DMADAI

was substituted with BDAKAI because it has a negative connotation

in Ilocano dialect.

1.2 Problems arising, counter measures adopted and results.

PROBLEM

COUNTER

MEASURE

ADOPTED

RESULT

On CO component:

1. Non-conduct of

activities per TOR

of the contracted

NGO/Insufficient

knowledge of the

deployed staff

CBFMP re-

orientation was

conducted for the

AO.

DENR personnel

assigned in the

subproject

provided assistance

in the conduct of

CO. They assumed

some of the

activities that

should be

undertaken by the

NGO.

Enough knowledge and

understanding was

acquired by the AO on

the later part of CO.

Necessary activities

like training were given

to the residents of

Bagabag and Quezon,

Nueva Vizcaya.

Deployed AP:

1. Personal

misunderstanding

between the AP

and the close family

member of PO

chairman.

2. Insufficient

assistance was

Series of meetings

and dialogue

between the

parties involved

were conducted.

The SUSIMO

initiated the

Reconciliation was tried

several times but to no

avail.

PCAO training was not

pursued due to lack of

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provided by the AP

on the networking

and linkage for

livelihood

operations of the

BDAKAI; More focus

was given on the

CSD concerns of

the organization.

linkage of PO

primarily to PCAO.

The SUSIMO is

continuously

seeking for

training/financial

assistance from

other institutions

like DAR, among

others.

funds on part of the PO

to support expenses

for the activity. As of

today, no training or

financial assistances

are provided to

BDAKAI by any

institutions.

On CSD component (PO as the contractor)

1. Low literacy of the

PO members

2. Inefficient system

of salary

distribution by the

PO official to PO

laborers

3. PO counterparts to

SUSIMO were not

religiously

functioning. The PO

did not undertake

proper monitoring

and inspection,

maintenance and

protection activities.

IEC regarding the

project, using

techniques that are

suitable to the

level of

understanding by

the communities

was continuously

conducted.

A system was

installed whereby

DENR-SUSIMO

co-manages the PO

funds.

SUSIMO worked

on the activation of

the counterparts.

Awareness of the PO

members about the

project was enhanced

and can be observed by

their articulateness

during meetings, house

visits, and other

informal gatherings.

There were no overpaid

and underpaid laborers.

Receivables were

gradually paid. The

member through

internal arrangment

paid previous

overpayments back.

Most members did not

cooperate that

resulted to very low

survival rate of the

plantations.

Cooperation was only

achieved during the

later part of year

2003, in which, the PO

still unable to achieve

the required survival

rate as basis in the

release of the RF for

the subproject.

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On M&E component

1. M&E passes

were not done

per schedule

because of the

replanting

activity of the

PO.

SUSIMO closely

supervised the

activities of the PO

and assisted in the

procurement of

necessary planting

materials to avoid

further delay.

The activity was

conducted and

replanted areas were

considered/counted on

the evaluation phase.

On the Infrastructure Development

1. Slow pace at the

early stage of

project

implementation

2. The contractor

was reluctant to

comply with the

required ECC

because the

proponent

reflected on the

said certificate

was the DENR.

3. There were

unforeseen

additional works

identified while in

the course of

construction.

It was anticipated

by the ISTaf that

the pacing of the

contractor would

create a delay.

Closed monitoring

and supervision was

undertaken.

DENR regional

office negotiated

with the contractor

to comply through a

MOA.

DENR requested

for the download of

additional funds

thru variation

orders.

The project was

accomplished though

delayed by 25-calendar

day due to typhoon

“EGAY”.

The MOA was prepared

and approved. Terms

and condition of ECC

were complied.

Additional works were

accomplished and paid.

1.3 The latest organization chart (or equivalent) for the implementation

of the Subproject is ( attached or not available).

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The latest organizational charts of AO, PO, M & E contractor,

SUSIMO, and Infrastructure contractor are attached as Annexes

1a, 1b, 1c, 1d, and 1e respectively.

1.4 If the organizational chart (or equivalent) is not available, please

state the reason.

2. Implementation Period

A. Comparison of Original Schedule and Actual Period

Please fill in the following blanks with actual period for each item.

ITEM

ORIGINAL

SCHEDULE

ACTUAL PERIOD

1. Contract of AO for CO

2. Contract of PO for CSD

3. 3. Contract of NGO for M&E

4. Contract of Infrastructure

Component

Completion (completion

of

Subproject)

April 1997 – March

1999

July 1997 – July 2001

January 2000 –

March 2003

September 2002 –

June 2003

December 2000

April 1997 – March 1999

July 1997 – June 2003

Janaury 2000 – March

2003

September 2002 – June

2003

June 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. (Completion of CSD activities per latest revised contract).

The completion date was scheduled for December 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.

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Change in scope/dimensions

Natural disaster/Unseasonable 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 contractor/supplier

Performance of consultant

Others

b.2. Reasons and background for delay or early completion

Natural disaster/Unseasonable weather

On CSD contract

The subproject experienced long drought in 1997, 1998 and 2000.

Some portions of the established plantations were razed by fire.

The PO concentrated more in the replanting activities rather than

establishing new plantations.

On Infrastructure contract

The termination of the Farm to Market Road was delayed by 25-

calendar day based on the contract due to typhoon “EGAY” that

hampered some of the activities during the implementation

process and the additional works unforeseen in the plan.

Structural and Organizational Problems of the Agencies Concerned (CSD Component) From year 1997 to 2000, there was insufficient number of DENR

personnel to monitor project implementation. It was only during the

last quarter of 2000 that the SUSIMO was institutionalized.

Despite the institutionalization and operation of the SUSIMO, there

was still insufficiency in the number of staff (only 1 technical

personnel was in-charge to the VBU of the SUSIMO). The bulk of

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requests for inspection and validation cannot be efficiently done

alone. Aside from this, the weak management of the said office

contributed also to the slow pace of implementation.

Technical Problems The plantation species proposed to plant in the area was not suitable

or did not thrive well in the area. Considerable time was devoted for

the approval of request for a change in species (Narra, mangium, and

mahogany to Gmelina) and conduct of replanting (using Gmelina) on

poor portions of the subproject instead of establishing new

plantations per original schedule of CSD activities.

Performance of the Contractor (PO)

The performance of the PO in the CSD was very slow due to the

following reasons:

Mobilization fund was mishandled.

During the early stages of implementation, there was a

problem between the PO management and members regarding

financial matters.

There were factions among PO members that greatly affected

the decision-making process of the organization.

Some of the members were no longer interested to participate

in the CSD because of discontentment in the management

system.

Others (Doubts of the community residents) In the beginning, some community residents were hesitant to

participate in the project implementation because they thought that

the government would take their occupancy over their claims after

the CSD contract terminated.

C. Remedial Action Taken in Each Case of Delay

Natural disaster/Unseasonable weather

On CSD contract

The CSD contract was extended to give the PO enough time to

further develop and improve the established plantations. The

approved Work and Financial Plan was revised based on actual

accomplishments; maintenance and protection activities were

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rescheduled and frequencies were increased. The DENR allowed

the BDAKAI to focus on rattan plantation establishment and

protection activities.

On Infrastructure contract

The infrastructure contractor, on the other hand was given 25

days extension to complete the activities stipulated in the

contract.

Structural and Organizational Problems of the Agencies Concerned (CSD Component) The regional office allowed some technical personnel to assist the

SUSIMO in the validation of the accomplishments of the PO; the

preparation of billings and other necessary documents.

Technical Problems Request for change of species was approved; the CSD contract and

WFP was extended and revised, respectively thus allowed the PO to

conduct intensive maintenance and protection activities on

established plantations.

Performance of the Contractor (PO)

Financial management of the PO was improved through the initiative

of the SUSIMO and the AP. They conducted frequent

dialogues/meetings with the PO members, explaining to them some

changes to address their sentiments. They introduced concept of

transparency, decided to pay accomplished activities of those who

have actually worked. They were given enough time to improve their

plantations through replanting of areas with low survival rate.

Others (Doubts of the community residents)

With the assistance of the Community Organizer, the Assisting

Professionals, and the SUSIMO staffs, intensive IEC giving emphasis

on the tenurial instrument to be awarded was conducted to eliminate

negative notions of the community regarding the project of the

DENR.

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3. Subproject Cost

A. Comparison of Original Estimated Cost and Actual

Expenditure (by Component)

(Unit: in Mil peso)

Item Original Cost Actual Expenditures

Community

Organization

5.297033 5.252416

Comprehensive Site

Development

Monitoring

and Evaluation

Infrastructure Dev’t

46.392299

3.123044

11.843906

31.153241

3.109703

12.684670

Subproject

Coordinating Office

(SUSIMO)

TOTAL

1.827827

68.484109

1.486189

53.686219

Please refer to Tables 7-9 for details on cost of 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 Table a.1 and Table a.2 in

Paragraph a, please choose the reason(s) from the following list

and check.

Increase in reconstruction cost arising from natural

disaster/unreasonable 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

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Unrealistic cost estimates/Technical problems

Others

b.2. Description of the detailed reason(s) and background

Increase or decrease arising from a change in the scope/work volume of the Subproject

On the Comprehensive Site Development Cost

The original WFP amounting to Php 46,392,299 which was based

on 2,973.00 hectares for development, has undergone series of

revisions due to the following: reduction of target areas for

establishment, updating of cost estimates of activities per MC

2000-19 entitled “Guidelines Governing the Updating of Cost

Estimates and Intensification of Plantation Maintenance and

Protection Activities for DENR-FSP Watershed Subprojects

under JBIC Funding”, and reduction of total project cost as a

result of the evaluation on the performance of FSP subprojects

nationwide. With this, the final project cost of the subproject

amounted to PhP 38,173,175.64. Unit cost per activity increased

but with the reduction of the target area (from 2,973.00 to

1,710.25 hectares), the total project cost eventually reduced also.

Non-payment of unaccomplished maintenance and protection

activities and the non-release of RF further decreased the actual

disbursement to PhP 31,153,240.65 only, including the tax. The

balance between the final revised cost and total disbursement

amounting to PhP 7,019,934.99 was reverted to the National

Treasury.

Variation cost on Infrastructure Development

The DENR-Region 2 has accepted the bidding amount of PhP

11,843,906.19 for the construction and completion of

Infrastructure Works for Dumayop Subproject. Based on actual

site conditions, As-Staked Cost and additional works to be done

(like rock excavation and additional 610 mm diameter RCPC)

cropped-up, thus additional amount of PhP 840,764.37 is needed

for the completion of the project. Variation Orders were then

facilitated to accommodate the abovementioned additional costs.

The total revised contract cost then, including the variation costs

amounted to PhP 12,684,670.68, which was fully disbursed upon

evaluation and review by ISTaf on the actual accomplishments of

the contractor.

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Others

On Community Organizing Cost

The CO contractor failed to submit one (1) report hence,

corresponding amount was not disbursed. Said amount was

reverted then to the National Treasury.

On M & E Cost

The difference between the original cost and actual disbursement

was a result of the review and evaluation of the actual

accomplishments of FRENDS during the first pass covering

807.00 hectares and cost adjustments based on MC 2001-04 to

continue the remaining passes for the conduct of Physical

Validation and IPBA covering a total of 1,710.23 hectares.

C. Action taken in Case of Cost Overrun and Results

Cost overrun on Infrastructure components was addressed through

approval of supplemental contracts/variation orders upon review and

evaluation by the ISTaf.

D. Comparison of Original Estimated Expenditure and Actual

Expenditure (by Year)

Unit: (Mil peso)

Calendar Year Original Cost Actual Expenditures

1997

1998

1999

2000

2001

2002

2003

Total

17.343264

19.570090

10.288256

5.286982

1.366855

0.839937

13.788724

68.484109

12.063736

8.576363

3.411729

3.170480

4.435747

4.549091

17.479072

53.686219

Please refer to Table 11 for the details of the Annual Work and Financial Plan.

4. Comments on Performance of AO, AP, PO, 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.

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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 Contracts

Performance related to any other than the Subproject scope,

if any.

Others

a.2. Description

Overall Performance

1. Assisting Organization – The contractor’s performance and

output are said to be fair. During the bidding, skills and

competency of the working group presented were acceptable but

on the actual conduct of the activities, they were not able to

sufficiently capacitated/educated the organization, specifically on

the CBFM concept. Moreover, they failed to submit one document

report that toted up with their unsatisfactory performance.

2. Assisting Professional –The overall performance of the

Assisting Professional is satisfactory. During her stay in the

project site, she was able to coordinate with the Provincial

Cooperative Affairs office (PCAO) for Pre-membership Education

Seminar. She assisted in the formulation of IEC training plans

focusing on FSP’s, CBFM guidelines and the presentations of

feasibility study on Tilapia Production. She had developed and

implemented Capability Strengthening on project management.

She assisted also in the Forest Protection training conducted by

the SUSIMO.

3. People’s Organization – The over all performance of BDAKAI is

poor. It failed to accomplish the original target of 2,973.00

hectares. It only accomplished 1,710.23 hectares prior to the

extension period. Because of this, DENR no longer allowed more

planting during the extension but only allowed maintenance and

protection of what was already accomplished. Even then, the PO

still failed to effectively and appropriately maintain and protect

its plantations when survival rate was found out to be below the

minimum requirement of 80%.

4. M&E Contractor – The contractor has satisfactorily carried out

validation of plantations and assessment of institutional and

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subproject benefits. Corresponding recommendations for further

improvement of the established plantations and the organization

were presented to the SUSIMO and BDAKAI.

5. Infrastructure Contractor- Despite the impassability of the

site prior to the construction and the occurrence of typhoon on

the later part, the contractor satisfactorily completed the

rehabilitation of a 2.35-kilometer farm-to-market road though

delayed by 25-calendar days.

Expertise

1. Assisting Professional- The Assisting Professional is a Forester.

She has shared her technical knowledge and experiences on CSD

activities to the PO but less in community activities like

networking and linkage for livelihood activity strengthening, among

others.

2. People’s Organization- It is one thing to say that there may be

individual skills that were developed during the course of

implementing the subproject but it is another to say that the PO

has a collective skill. The PO has not yet reached a stage where it

can implement a worthwhile activity, be it land development or

entrepreneurial, without close external managerial/technical

assistances. For instance, in the pursuit of its physical target in

CSD, the collaboration of DENR, the AO, and AP failed to develop

within the PO the working attitude that could accomplish the goal

in plantation establishment. Even in a lighter activity of

maintenance and protection, the PO still had not given enough that

could improve the survival rate of the plantations.

The PO had its strength and weaknesses. Their local techniques

and knowledge have been used in some way as a strategy in

determining the suitable/profitable crops in the area. There are

some aspects that need improvement to include organizational

development, financial management and livelihood development.

3. M & E Contractor- The President is a science Professor with

AB, MS and PhD degree expert in Community Development and

Financial Management, five of her staff are registered

Professional Forester with different field of specializations like

Socio-Economic, Forestry, Watershed Enterprise Development and

Agroforestry. They have shared their knowledge and skills during

the conduct of validation and assessment.

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Others

Assisting Professional- The AP provided finances to some PO

members to facilitate field activities with condition that it would

be returned once the billing is released. Field activities,

specifically replanting was indeed facilitated.

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

B. Description

COMMENT MEASURES RESULT/REMARK Technical 1. CO was simultaneously

implemented with CSD

Fast tracking .of CO

activities to cope with the

CSD implementation

schedule.

The PO was organized

but not fully prepared

to handle project

implementation and

management when CSD

contract was awarded.

2. Insufficient assistance

on organizational,

financial, and livelihood

management of the

BDAKAI despite the

presence of AP and

SUSIMO.

Nationwide AP assessment

was initiated and

conducted by the PMO in

order to determine the

expertise needed of a

particular organization.

Transfer of APs per

assessment did not

materialized due to

insufficient remaining

time per APs’ contracts.

3. The PO experienced

shortage of seedlings

during the plantation

establishment

activities in 2001 and

the conduct of

replanting activity

from 2001 to 2003.

The PO resorted in buying

seedlings from other

private nurseries within

the province of nearby

locality with the

assistance of the AP.

A total of 1,710.23

hectares was

established out of the

2,973.00 original target.

Portions of plantations

were replanted.

4. Weak Organizational

Management System of

BDAKAI (bookkeeping,

Aside from the

institutionalization of

SUSIMO,

There was improvement

in the filing system;

bookkeeping and

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recording, proper filing,

among others)

deployment/hiring of APs,

the PMO initiated and

provided further

assistance for

organizational

development through a

more intense PO

Milestone Assessment by

the DENR-NFDO

Technical Staffs. The

idea originated from the

SUSIMO and AP of

Mananga-Kutkot-Lusaran

Watershed Subproject in

Region 7, which was

modified and adopted

nationwide.

financial recording of

BDAKAI. A more

systematic organization

is now operating.

5. Feasible Livelihood

identification for

BDAKAI

The PMO deployed

consultants from the

DENR-NFDO TA and

conducted seminar and

identified feasible

livelihood projects in the

locality.

The activity was

conducted. Among the

feasible livelihood

projects identified are

Runo Trading, Antique

Furniture Making,

Tilapia Production, Sari-

Sari Store, and Cattle

Fattening. Prior to this

activity, Tilapia and

Sari-sari Store of the

BDAKAI were already

operating. No livelihood

projects materialized

with those identified by

the consultants because

of lack of capital and

disinterest of the

organization.

Others 1. Presence of breakaway

groups (factions) within

the organization (mainly

due to the existing

management system

that was being resisted

by others) during the

early implementation of

CSD (1999). This

FGD was conducted

involving all concerns

(DENR, AO, PO). Interim

Task Force was created.

Concerned DENR

Personnel advised the

Board members to meet

so as to review/amend

their CBL to resolve

problems occurring within

The organization was

re-organized and new

set of officers was then

installed. Factions were

little by little eliminated

and the organization

now is more united and

cooperative.

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greatly affected

the performance of

the organization.

the organization. Site

Coordinator, some AO

officer, BOTs and

management staff of the

PO convened and reviewed

the CBL.

Amendment and

ratification of CBL was

undertaken.

III. Action Taken by the AOs, APs and POs relating to Recommendation(s)

1. Recommendation(s) made by SUSIMO

This article is ( applicable not applicable. There has been no

recommendation with regard to the Subproject).

RECOMMENDATIONS

OF THE SUSIMO

ACTION TAKEN RESULT/REMARK

By the AP By the PO 1. Conduct of IEC to

instill continuous

awareness of PO

members and the

people living within

and nearby areas

regarding the

objectives of the

project, as well as

the CBFMP

Assisted the

PO in the

conduct of

meetings/dialog

ues

Attended

dialogue/meetings

conducted by DENR

on CBFMA policies.

In cooperation with

the CENRO-CBFM

Officer,

meetings/dialogue

and home visits

were conducted.

Awareness of the

PO increased.

2. On the issue of some

illegal clearing

activities (kaingin in

sitio Tabban), PO

members were

advised to be vigilant.

(Not

contracted yet)

Notified the

kaingineros to

attend a dialogue

set by the office.

Coordinated and

prepared a MOA

with the occupants

for the illegal

activities to be

stopped and abide

with the goals of

the project and

the terms and

conditions set in

the CBFMA

A MOA was

prepared and

signed by the

concerned parties.

4. Creation of PO Fire Assisted the Coordinated and The PO Fire

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Fighting Brigade for

patrolling activity.

The PO Fire Brigade

should stay in the

project site 24 hours

a day, 7 days a week

on a rotation basis,

especially during

summer, while other

members should be

watchful and ready

to help fire occurred.

PO in the

preparation and

finalization of

Fire Protection

Plan.

conducted

meetings on

patrolling scheme.

Asked and

solicited

assistance from

the LGU,

particularly in

Quezon side, to

disseminate the

imperatives of the

“Prevention of

Forest Fires.”

Brigade was

created and tasked

to stay on their

posts 24 hours a

day, on a rotation

basis throughout

the summer

months.

5. Encouraged the spirit

of “Bayanihan” among

members of the

organization to

facilitate the

achievement of any

undertakings of the

organization. This is

indispensable upon

termination of funding

from the Loan

institution.

Agreed and

assisted during

the

implementation.

BOT’s

participated in

replanting the

bamboo plantation

without a cost.

Active members

were encouraged

and served as

models in clearing

out voluntarily some

strategic footpaths.

6. Engaging in other

livelihood activities

like “runo” gathering

for Runo Craft.

(Contract was

already

terminated)

Coordinated and

participated in

meetings for the

conduct of training

and succeeding plans

for the pursuance of

the livelihood

project.

This has not

materialized. The

DAR is yet to set

the training

schedule.

8. Increase the CBU

contribution to 8%

Assisted during

the meetings

Disagreed but later

on cooperated.

8% is being

deducted every

payment period for

each member. The

CFDF increased but

not sustained.

9. Awarding of IPR

(agroforestry

component only) to

good standing

members. This will

give the holder special

rights to use, develop,

manage, and protect

an area within the

(Contract was

already

terminated)

Agreed and

coordinated with

the SUSIMO.

The PO is still

formulating the

guidelines on how

the applied piece of

land be managed and

protected by IPR

holder. A contract

will be made

between the PO

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purview of the CBFMA

in accordance with the

development plan of

the subproject

Chairman and the

holder.

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.

For the PO:

Item Status Initial

Operation Management Maintenance

1. 1 unit Weapon

Carrier

2. 1 unit Jeep

3. 2 units

Motorcycle

4. 3 units Power

Sprayer

5. 2 units

Typewriter

6. 1 unit Camera

7. 1 unit Filing

Cabinet

8. 1 Office table

9. 1 unit Motorola

base-radio

12. 3 units Hand-

held radios

unserviceable

serviceable

serviceable

serviceable

serviceable

unserviceable

serviceable

serviceable

serviceable

unserviceable

√ √ √ √ √ √

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36

For the SUSIMO:

Item Status Initial

Operation Maintenance Management

1. KIA

2. Motorcycle

3. Power generator

4. Computer

5. Printer

6. UPS 500VA

7. GIS (maptitude

software)

8. GPS

9. Base radio

10. Handheld radios

11. Forester’s transit

12. Camera

13. Compass

14. Steel Cabinet

15. Typewriter

Serviceable

Serviceable

Serviceable

Serviceable

Serviceable

Serviceable

Serviceable

Serviceable

Serviceable

Serviceable

Serviceable

Serviceable

Serviceable

Serviceable

Serviceable

16. Steel tape

17. Diameter tape

18. Tape recorder

19. Planimeter

20. Rain gauge

21. Abney hand level

22. Binoculars

23. Calculators

24. Lettering guide set

25. Drafting table

26. Office tables and

chairs

27. Flashlights

28. Petromax

29. Grass cutters

30. Nissan pathfinder

31. Office building

Serviceable

Serviceable

Serviceable

Serviceable

Serviceable

Serviceable

Serviceable

Serviceable

Serviceable

Serviceable

Serviceable

Unserviceable

Unserviceable

Serviceable

Serviceable

Serviceable

B. Please check: The Problem(s) has arisen owing to the following

reason(s).

Technical Financial Institutional Economic

Social/Distributional Others

C. Description

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37

For the PO:

Technical problem on maintenance

1. Weapon Carrier – over used and had a mechanical defect.

This was a second hand item bought last 1997.

2. Jeep – overused; clutch disc was repaired, batteries and

tires have been changed

3. Motorcycle – overused; power engine and machine were

damaged

4. Power Spray – piston ring was damaged due to frequent

using and has been changed

5. Camera – the shot button is not working anymore

6. Radios – batteries are not working and other units were

misplaced.

For the SUSIMO:

Technical problem on maintenance 1. KIA – filter, tires, buzzer were repaired

2. Motorcycle – sprocket and chain, piston and piston ring

were repaired

3. GPS – battery pack is not functioning

4. Camera – loose battery cover but is still functioning.

5. Calculator – destroyed and is not functioning

6. Flashlight – (made of plastic material) destroyed and is not

functioning.

7. Petromax – destroyed and is not functioning

D. Aspect of utilizing the Subproject facilities

For the PO:

Item Original Plan Actual Operation

1. Weapon Carrier

2. Jeep

3. Motorcycle

4. Power Sprayer

5. Typewriter

6. Camera

7. Filing Cabinet

8. Office table

9. Motorola base-radio

10. Hand-held radios

For PO use

For PO use

For PO use

For PO use

For PO use

For PO use

For PO use

For PO use

For PO use

For PO use

For PO use

For PO use

For PO use

For PO use

For PO use

For PO use

For PO use

For PO use

For PO use

For PO use

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38

For the SUSIMO: Item Original Plan Actual Operation

1. KIA

2. Motorcycle

3. Power generator

4. Computer

5. Printer

6. UPS 500VA

7. GIS (maptitude

software)

8. GPS

9. Base radio

10. Handheld radios

11. Forester’s transit

12. Camera

13. Compass

14. Steel Cabinet

15. Typewriter

16. Steel tape

17. Diameter tape

18. Tape recorder

19. Planimeter

20. Rain gauge

21. Abney hand level

22. Binoculars

23. Calculators

24. Lettering guide set

25. Drafting table

26. Office tables and chairs

27. Flashlights

28. Petromax

29. Grass cutters

30. Nissan pathfinder

31. Office building

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

For SUSIMO use

2. Organization for Operation and Maintenance

A. Name of PO and SUSIMO

a.1. Please give the name of PO/SUSIMO and/or Body in charge of

O/M.

PO : BDAKAI, Dumayop, Baretbet, Bagabag, Nueva

Vizcaya

SUSIMO : Dumayop Watershed Subproject Site

Management Office, Bayombong, Nueva

Vizcaya

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39

a.3. Please check:

The latest organization chart (or equivalent) for O/M of

the Subproject facilities is (attached or not available).

The latest organizational charts of the PO and SUSIMO

are attached as Annexes 1b and 1d, respectively.

a.2.If the organization chart (or equivalent) is not available, please

state the reason. (NOT APPLICABLE).

B. Number of staff/workers of the PO or Body for Operation and

Maintenance of Subproject Facilities.

BDAKAI : 11 (officers and members)

SUSIMO : 8 staff

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.

(NOT APPLICABLE).

c.2. Average employment period of the present staff

BDAKAI : 6 years

SUSIMO : 19 years

c.3.Availability of training program to promote the vocational

ability of the staff, its contents and expected effects.

(NONE)

There is no training program planned for the PO and SUSIMO.

2. Annual Budget or Actual Expenditure for Operation and Maintenance

(by Year)

A. Original Expected Expenditure

For the PO:

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40

The PO is not practicing any budgetary planning on the operation and

maintenance of their subproject facilities, except for the CSD

infrastructure maintenance that are built-in in their approved WFP.

They allot certain amount for repair of equipment as the need arises.

For the SUSIMO: (Unit: Mil Pesos)

Item

Calendar year Maintenance Operation Total

2001 1. SUSIMOffice (office

supplies,

communication)

2. Vehicles (repair, gas and

oil lubricants for motor,

KIA, pathfinder,

petromax, and

generator)

2002 1. SUSIMOffice (office

supplies,

communication)

2. Vehicles (repair, gas and

oil lubricants for motor,

KIA, pathfinder,

petromax, and

generator)

2003 1. SUSIMOffice (office

supplies,

communication)

2. Vehicles (repair, gas and

oil lubricants for motor,

KIA, pathfinder,

petromax, and

generator)

TOTAL

0.195000

0.142687

0.262000

0.599687

0.162750

0.129250

0.208900

0.500900

0.357750

0.271937

0.4709

1.100587

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41

B. Actual and Currently Expected Expenditure

For the PO: (Unit: Mil Pesos )

Item

Calendar year Maintenance Operation

Maintenance Operation

Total (for expanded portion)

2001 (PO Office actual expenditures) 1. PO office

(office

supplies,

communication,

electricity)

2. Repairs and

maintenance

(Weapon

carrier,

motorcycle,

jeep)

3. Others

(representation

meeting/confer

ences, taxes,

licenses, etc.

fees)

2002 (PO Office actual expenditures) 1. PO office

(office

supplies,

communication,

electricity)

2. Repairs and

maintenance

(Weapon carrier,

motorcycle,

jeep)

3. Others

(representati on,

meeting/confer

ences, taxes,

licenses, etc.

fees) TOTAL

0.065340

0.065340

0.006166

0.006166

0.006166

0.065340

0.071506

The PO actual expenditures data on the operation and maintenance of

their subproject facilities covering 1997 to 2000 and 2003 are not

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42

available. Actual/regular expenses incurred for gasoline and regular

maintenance of motorcycle, jeep, and weapon carrier and expenditures on

office operations were not properly accounted.

For the SUSIMO: Item

Calendar year Maintenance Operation

Maintenance Operation Total

For expanded Portion

2001 1. SUSIMOffice

(office

supplies,

communication)

2. Vehicles

(repair, gas

and oil

lubricants for

motor,

KIA,

pathfinder

petromax, and

generator)

2002 1. SUSIMOffice

(office

supplies,

communication)

2. Vehicles

(repair, gas

and oil

lubricants for

motor,

KIA,

pathfinder,

petromax, and

generator)

2003 1. SUSIMOffice

(office

supplies,

communication)

2. Vehicles

0.188312

0.073352

0.312919

0.133500

0.085223

0.217767

0.321812 0.158575 0.530686

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43

(repair, gas

and oil

lubricants for

motor,

KIA,

pathfinder,

petromax, and

generator)

TOTAL July –December 2003 1. SUSIMOffice

(office

supplies,

communication)

2. Repair, gas

and oil

lubricants

(for motor,

KIA,

pathfinder,

petromax, and

generator)

January-June 2004 1. SUSIMOffice

(office

supplies,

communication)

2. Repair, gas

and oil

lubricants

(for motor,

KIA,

pathfinder,

petromax, and

generator)

TOTAL

0.574583

0.43649

0.030000

0.030000

0.00440

0.020000

0.024400

1.011073 0.004400 0.050000

0.054400

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44

Note: Actual and currently expected expenditure for expansion,

replacement or any other improvement purposes.

o Please describe the basis for the above estimate and your financing

plan for the same.

The SUSIMO Budgetary and Actual expenditures were based on

previous experiences of project operations implemented by the

agency. This is to facilitate overall subproject activities, specifically

to efficiently monitor and extend technical assistances to the

participating community and at the same time, minimize delay of

processing of payments for the community engaged in CSD activities.

Upon termination of the project, the responsibility of maintaining the

subproject facilities will be turned over to CENRO – Bayombong,

Nueva Vizcaya. All expenditures will be taken/charged to regular fund

of the said office.

The BDAKAI-PO expenditures, on the other hand were taken from

their PMC, which is 15% of the total project cost. Upon termination

of the project, all expenses will be taken from the income of existing

and operational livelihood projects of the BDAKAI, to include CSD

infrastructure maintenance.

4. Maintenance Method

Regular maintenance of the vehicles and motorcycles of the PO and

SUSIMO have been done to be able to prolong the life span of the

transport vehicles. Change oil, tune-up, and regular check-up of body

parts are being undertaken based on the requirements of the

vehicles.

For the PO: Kind of

Facility

Maintenance Method Frequency

1. Jeep Change oil, greasing

Change of tire

Battery

Quarterly

Semi-Annual

Annual

2. Weapon

carrier

Change oil, greasing

Change of tire

Battery

Quarterly

Semi-Annual

Annual

3. Motorcycle Change of oil, greasing,

Battery,

Sprocket

Quarterly

Semi-Annual

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45

4. Power

Sprayer

Change of oil,

Change sparkplug

Piston Ring

Quarterly

Semi-Annual

Annual

For the SUSIMO: Kind of

Facility

Maintenance Method Frequency

1. KIA Change of tire

Change oil, greasing

Battery

Semi-Annual

Quarterly

Annual

2. Nissan

pathfinder

Change of tire

Change oil, greasing

Battery

Semi-Annual

Quarterly

Annual

3. Motorcycle Change of oil

Change tire, chain

Change sprocket,

Piston ring

Quarterly

Semi-Annual

Annual

4. Generator Change of oil Semi-Annual

5. Brush

cutter

Change blade, sparkplug Semi-Annual

V. Benefits derived from Subproject

Indirect Effects

Please choose and check the item(s), which are dealt with this Article by

you.

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/Income Raising

The Subproject increased the income of the community through

employment generation during the CSD and major infrastructure

implementation. It created job opportunities not only to members of

the PO but also to adjacent communities who also participated. Before

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46

the project, the gross annual income of the households involved in on-

farm activities was PhP 13,500.00. During the project, there was a

significant increase of PhP 27,001.00 or equivalent to about 200%.

As evidence of the increased income of the PO, some of them had

improved their houses, purchased appliances and others were able to

purchase rice fields. The livelihood-training program by the

subproject capacitated the PO members on how to handle and manage

simple Income Generating Projects for their benefits. The presence

of livelihood project of the PO also served as their immediate source

of income.

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47

V. Conclusion and Recommendation

The course of implementation generally aimed at improving the socio-

economic conditions of the communities. With the direct involvement of

community residents to the subproject activities, considerable amount was

gained and invested in Tilapia and Sari-sari Store. Mango plantations were

established and are expected to bear fruits within the next five to ten

years. These will undeniably provide additional income to the BDAKAI

members, if properly managed and sustained.

The objective of rehabilitating the project site through reforestation,

agroforestry, rattan, and bamboo components was attained but due to

several factors encountered during the operation, the whole target area was

not accomplished.

The community was organized, technical assistances were provided, and

efforts were exerted in order to transform them into empowered entities

with the capability to manage the watershed resources. But with the present

condition of the BDAKAI, much is still needed.

Following are specific recommendations for further improvement of the

Dumayop Watershed Subproject and implementation of similar projects in

the future:

1. Community Organizing should be done prior to CSD and must be a

continuing activity;

2. CO contractor must be properly screened and selected based on

their track records and willingness to extend assistances even its

contract terminated;

3. Institutionalization of SUSIMO is necessary, however, staff to be

deployed must be properly selected, screened, and trained. They

must be experts and knowledgeable in Networking and Linkage for

livelihood operations, in community organizing and capable of

managing and implementing developmental projects/programs;

4. To get the support of other sectors, specifically LGUs, they

should have been involved at the very start of project

implementation;

5. Development of livelihood projects should have been given

emphasis within the duration of the project;

6. Regular election of BDAKAI/PO should be conducted per CBL;

7. The PO should be equipped with knowledge on financial

management before the start of CSD activities;

8. Continuous assistance for BDAKAI on organizational management

and development should be undertaken/provided by the DENR, for

organizational and livelihood enterprise strengthening; and

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9. The established farm-to-market road should be monitored and

protected for use as access road of illegal logging activities.

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FORESTRY SECTOR PROJECT

LOAN NO. PH-P 135

Table 1. TRAINING ATTENDED BY PEOPLES ORGANIZATION

TRAINING TRAINORS

NO. OF

PARTICI-

PANTS

INCLUSIVES

DATES

1. Training on Forest

Nursery operations and

Plantation establishment AO/ENATI 18 21-Jun-97

2. Training on Mushroom

Production AO/ENATI 13 22-Jun-97

3. Leadership and financial

Management Training AO/ENATI 12

June 24-25,

1997

4. Training on Fish

Production AO/ENATI 22 11-Nov-97

5. Paralegal training for

Community participants

in forestry laws and laws

on security of tenure in

public lands.

AO/ENATI 113 3-Dec-97

6. Training on Forest

protection and fire

control

AO/ENATI 47 4-Dec-97

7. On site training on Basic

Cooperative Mgt. Course AO/ENATI 14 11-Mar-98

8. Reorientation seminar on

JBIC-FSP OIDCI 4

9. Phase In/Phase Out Plan

workshop for FSP

Implementers OIDICI 3

October 8-10,

2002

10. FSP assessment

Workshop

OIDICI 1 July, 2003

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FORESTRY SECTOR PROJECT

LOAN NO. PH-P 135

Table 2. SUBPROJECT PERFORMANCE

Year Planted Component/Species

Planted Area Planted

Survival

(%)

*OVERALL

WASR

(%)

1997

Reforestation/Gmelina 561.3

Agroforestry/Mango 16

Bamboo 10

1998

Reforestation/Gmelina 81.9

Rattan 22.5

Agroforestry/Mango 14.5

1999

Reforestation/Gmelina 463.1

Rattan 48.2

Agroforestry/Mango 4.5

2000 Rattan 199.19

Reforestation/Gmelina 157.7

2001

Rattan 50.11

Agroforestry/Mango 81.25

TOTAL 1,710.25 59.34

*Result of final validation by the DENR composite team

Reforestation 50.09%

Agroforestry 94.21%

Rattan 84.86%

Bamboo 17.92%

59.34%

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FORESTRY SECTOR PROJECT

LOAN NO. PH-P 135

Table 3. Subproject Site Management Office Equipment

ITEM Specifications Qty Date/year

procured Cost (PhP)

1. KIA Ceres KIA Crosstrak 4 x 4 1 Sept. 30, 2002 680,000.00

2. Power generator Engine, gasoline, GS 280,3.5 KVA 1 April 23, 2001 44,096.00

3. Computer w/

software

HP Brio PC Intel Pentium III

733 mhg

1 Feb. 20,2001 70,850.00

4. Printer Hp Deskjet model 840 C 1 April 27, 2001 5,811.52

5. UPS 500 VA Gamatronic Compact Model

520VA

1 April 15, 2001 5,720.00

6. GIS Software

(maptitude)

Comb software & geographic

data

1 March 28, 2001 44,460.00

7. GPS Global positioning Promark X 2 March 28, 2001 215,488.00

8. Handheld Radio

Transceiver

VHF, FM COM Model IC-F3GT 2 Jan. 12, 2001 29,933.20

9. Foresters transit Surveying compass, Ushikata,

model S-27

1 May 21, 2001 34,840.00

10. Manual typewriter Oliveti, 18 carriage May 15, 2001 -

11. Brunton compass Kataoke br., Model BCD-90 4 March 28, 2001 19,552.00

12. Steel/Nylon

Tape/Chain

Tajima Br. 2 April 23, 2001 2,700.00

13. Planimeter OSKK KOIZUMI Nov. 12, 2001 -

14. Abney hand level Model:OSK 17251 4 May 21, 2001 9,568.00

15. Rain gauge Digital rain wise 1 May 28, 2001 6,300.00

16. Lettering set (Leroy

Set)

Linemaster 2000 1 September 30,2

002

4,992.00

17. Steel cabinet Basteel 4 26,000.00

18. Binocular 7X50 Diastone made in Japan 3 12,168.00

19. Motorcycle XL 125 3 177,000.00

20. Water pump PEDROLLO 1 HP Dec. 4, 2001 -

21. Base Radio VHF, FM COM Model IC-F3GT 1 Jan. 12, 2001 64,789.92

22. Manual typewriter Oliveti, 18 carriage 1 March 28, 2001 8,309.00

23. Diameter tape 2 March 29, 2001 1,331.20

24. Planimeter OSKK KOIZUMI 1 7,800.00

25. Pick up Nissan 1 Borrowed from

PENRO

-

26. Calculator 1 2002 5,650.00

27. Drafting table 1 2002 -

28. Desks and chairs 10 2002 45,000.00

29. Flashlights 4 2002 -

30. Petromax 1 2002 -

31. Grasscutters 3 2002 38,400.00

32. Camera 3 2002 15,600.00

33. Tape recorder 2 2002 4,900.00

TOTAL 1,581,258.84

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FORESTRY SECTOR PROJECT

LOAN NO. PH-P 135

Table 4. TRAININGS ATTENDED BY SUSIMO

TRAINING TRAINORS

NO. OF

PARTICI-

PANTS

INCLUSIVES

DATES

1. Enhancement Training for

DENR Project Managers on

Community-Based Forest

Management Projects (with

Practicum in FSP Watershed

Subprojects)

DENR-

NFDO/OIDCI 4 March 1, 1999

2. National Coordinators

Conference DENR-

NFDO/OIDCI 1 May 1, 2000

3. Orientation Course of

SUSIMO Staff of Watershed

Subproject Sites

DENR-

NFDO/OIDCI 5 Oct. 11-13, 2001

4. Financial Management and

Bookkeeping DENR-

NFDO/OIDCI

April 24-26,

2001

5. Geo-based Information

System (GIS) Training for

Subproject Site Management

Office Staff

DENR-

NFDO/OIDCI May 15-27, 2001

6. SUSIMO Re-orientation

Course DENR-

NFDO/OIDCI 8

Feb. 20-22,

2002

7. Phase-Out/Phase-In Planning

Workshop DENR-

NFDO/OIDCI 5 Oct. 8-12, 2002

8. Forestry Sector Project

Assessment and Planning DENR-

NFDO/OIDCI 2 May 16-18, 2003

9. Runo Craft Training Program

from Philippines Forestry

Sector Project (II) by OISCA

DENR-

NFDO/OIDCI 6 Oct. 5-15, 2003

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LOAN NO. PH-P 135

Table 5a. Tilapia Production Livelihood Project

Name of Livelihood Project : Tilapia Production

Implementor : BDAKAI (DMADAI)

No. of Beneficiaries : 236

Amount of investment : PhP 58,000.00

Date of Feasibility Study : Jun-02

Date started : Nov-02

Status : On-going

Net Income : not accounted

CFDF : PhP 110,700.00

Linkages Developed : Department of Agriculture, NVSIT,

BFAD and Private individuals

venturing on Tilapia Raising

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FORESTRY SECTOR PROJECT

LOAN NO. PH-P 135

Table 5b. Sari-Sari Store Livelihood Project

Name of Livelihood Project : Sari-sari Store

Implementor : BDAKAI (Sitio Sinalang)

No. of Beneficiaries : 46

Amount of investment : PhP 2,500.00

Date of Feasibility Study : 1999

Date started : 1999

Status : On-going (Sitio Sinalang)

Net Income not accounted

CFDF : PhP 110,700.00

Linkages Developed : none

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FORESTRY SECTOR PROJECT

LOAN NO. PH-P 135

Table 5c. Mushroom Culture Livelihood Project

Name of Livelihood Project : Mushroom Culture

Implementor : DMADAI

No. of Beneficiaries : 500

Amount of investment : PhP 2,000.00

Date of Feasibility Study : 1997

Date started : 1997

Status : Suspended (last for only four

months)

Net Income : not accounted

CFDF : PhP 110,700.00

Linkages Developed : NVSIT (training was provided)

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LOAN NO. PH-P 135

Table 6. Subproject Status Report

Region

NAME/

LOCATION OF

THE SUBPROJECT

PROJECT

AREA

(ha)

PROJECT COST

(Mil peso)

STATUS OF PROGRESS

(O:on going C:Completion)

SMP CO CSD M &

E

INFRA

II

DUMAYOP

WATERSHED

REHABILITATION

SUBPROJECT-

Southeastern side

of the municipality

of Bagabag and

northeastern side

of the municipality

of Quezon, Nueva

Vizcaya

1,710.23 52,200,030.12 C C C C C

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FORESTRY SECTOR PROJECT

LOAN NO. PH-P 135

Table 7. Community Organizing Cost Estimate Per Activity

ACTIVITIES TARGET UNIT of

MEASURE

UNIT

COST TOTAL COST

1. Social Investigation

471,696.58

2. Information and

Education Campaign

196,958.21!

3. Documentation Process

955155.61

4. Identification of

possible CBFMA

89,601.78

5. Organizing Activities 1,539,949.28

6. Community Activities

1999,054.86

7. Contingency

TOTAL 2,973.00 Hectare 1,766.71 5,252,416.32

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FORESTRY SECTOR PROJECT

LOAN NO. PH-P 135

Table 9a. Cost Estimate For Agroforestry Per Activity

MAJOR

ACTIVITY/ACTIVITY

TARGET

OUTPUT

Unit Of

Measure UNIT COST TOTAL COST

1. SEEDLING PRODUCTION 116.25 hectare 15,270.81 1,775,231.48

a. Nursery Site Preparation

b. Seeds/Planting Stock

c. Soil Collection

d. Bagging

e. Maintenance & Fertilizer

f. Tools and materials

SUB-TOTAL 1,775,231.48

2. PLANTATION

ESTABLISHMENT

116.25 hectare 2,065.81 240,150.09

a. Strip brushing/clearing

b. Staking /hole digging

c. Hauling/transport

d. Planting

SUB-TOTAL 240,150.09

3. MAINTENANCE &

PROTECTION

116.25 hectare 967.19 112,435.58

a. Ringweeding, cultivation,

fertilizer

19,129.89

b. Replanting (including

transport)

88,990.35

c. Patrol Works 4,315.35

SUB-TOTAL 112,435.58

4. ADMINISTRATION &

SUPERVISION

a. First and Second Year 16 65,389.86

b. Third Year 0 0.00

c. Fourth Year 35 16,944.75

d. Fifth Year 116.25 169,737.01

e. Sixth Year 116.25 8,800.87

f. Seventh Year 116.25 12,040.65

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SUB-TOTAL 272,913.15

TOTAL 116.25 hectare 20,651.44 2,400,730.30

FORESTRY SECTOR PROJECT

LOAN NO. PH-P 135

Table 8b. COST ESTIMATE For Bamboo Plantation Per Activity

MAJOR ACTIVITY/

ACTIVITY

Unit Of

Measure

TARGET

OUTPUT Unit Cost TOTAL COST

1. SEEDLING PRODUCTION hectare 10.00 866.74 8,667.40

a. Gathering of cuttings

b. Soil Collection

c. Bagging of soil &

cuttings

d. Maintenance &

Fertilizer

SUB-TOTAL 8,667.40

2. PLANTATION

ESTABLISHMENT

hectare 10.00 1,282.54 12,825.38

a. Strip

brushing/clearing

b. Staking /hole digging

c. Planting

SUB-TOTAL 12,825.38

3. MAINTENANCE &

PROTECTION

hectare 10.00 1,742.76 17,427.57

a. Ringweeding,

cultivation,

fertilizer

494.38

b. Replanting 16,933.20

SUB-TOTAL 17,427.57

4. ADMINISTRATION &

SUPERVISION

a. First and Second Year hectare 10.00 349.79 3,497.95

b. Third Year - -

c. Fourth Year - -

d. Fifth Year hectare 10.00 5.66 56.65

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e. Sixth Year - -

f. Seventh Year hectare 10.00 202.32 2,023.23

SUB-TOTAL 5,577.82

TOTAL hectare 10.00 4,449.82 44,498.18

FORESTRY SECTOR PROJECT

LOAN NO. PH-P 135

Table 8c. Cost Estimate For Rattan Plantation Per Activity

MAJOR ACTIVITY / ACTIVITY Unit Of

Measure

TARGET

OUTPUT

UNIT

COST TOTAL COST

1. SEEDLING PRODUCTION hectare 320 2,094.66 670,291.95

a. Nursery Site Preparation

b. Planting Stock

c. Soil Collection

d. Bagging of soil & seedling

e. Maintenance & Fertilizer

SUB-TOTAL 670,291.95

2. PLANTATION

ESTABLISHMENT

hectare 320 522.75 167,278.44

a. Strip brushing/clearing

b. Staking /hole digging

c. Hauling

d. Planting

SUB-TOTAL 167,278.44

3. MAINTENANCE & PROTECTION hectare 320 2,427.68 776,858.49

a. Ringweeding, cultivation,

fertilizer

51,293.42

b. Replanting 34,266.77

c. Patrol Works 691,298.30

SUB-TOTAL 776,858.49

4. ADMINISTRATION &

SUPERVISION

a. First and Second Year hectare 22.50 19,929.39 448,411.19

b. Third Year - - -

c. Fourth Year hectare 269.89 168.90 45,583.44

d. Fifth Year hectare 320.00 207.93 66,536.56

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e. Sixth Year hectare 320.00 19.05 6,095.81

f. Seventh Year hectare 320.00 40.12 12,837.79

SUB-TOTAL 579,464.79

TOTAL hectare 320.00 6,855.92 2,193893.67

FORESTRY SECTOR PROJECT

LOAN NO. PH-P 135

Table 8d. Cost Estimate For Plantation / Reforestation Per Activity

MAJOR ACTIVITY /

ACTIVITY

Unit Of

Measure

TARGET

OUTPUT

UNIT

COST TOTAL COST

1. SEEDLING PRODUCTION hectare 1,264.00 7,514.44 9,498,249.44

a. Nursery Site Preparation

b. Seeds/Planting Stock

c. Soil Collection

d. Bagging

e. Maintenance & Fertilizer

SUB-TOTAL 9,498,249.44

2. PLANTATION ESTABLISHMENT hectare 1,264.00 2,376.35 3,003,703.17

a. Strip brushing/clearing

b. Staking /hole digging

c. Hauling/transport

c. Planting

SUB-TOTAL 3,003,703.17

3. MAINTENANCE & PROTECTION hectare 1,264.00 5,263.61 6,653,199.49

a. Ringweeding, cultivation,

fertilizer

5,985,068.65

b. Replanting(including transport) 623,034.64

c. Patrol Works 45,096.20

SUB-TOTAL 6,653,199.49

4. CSD Infrastructure 1,427,174.35

Bunkhouse unit 3.00 72,731.20 218,193.60

Look-out tower unit 4.00 10,075.00 40,300.00

Water system unit 1.00 65,000.00 65,000.00

Footpath km 5.31 4,604.31 24,448.88

Fireline km 26.61 28,012.05 745,400.67

Graded trail km 7.89 14,110.42 111,331.20

Access road 222,500.00

SUB-TOTAL 1,427,174.35

5. ADMINISTRATION &

SUPERVISION

a. First and Second Year hectare 643.20 5,216.34 3,355,149.75

b. Third Year hectare 1,106.30 571.69 632,462.95

c. Fourth Year hectare 1,106.30 408.97 452,438.45

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d. Fifth Year hectare 1,264.00 122.70 155,088.34

e. Sixth Year hectare 1,264.00 231.92 293,150.31

f. Seventh Year hectare 1,264.00 233.55 295,206.03

SUB-TOTAL 5,183,495.82

TOTAL hectare 1,264.00 20,384.35 25,765,822.28

FORESTRY SECTOR PROJECT

LOAN NO. PH-P 135

Table 9. MONITORING and EVALUATION Cost Estimate Per Activity

ACTIVITIES Target

Output

Unit of

Measure

Unit Cost (for 3

passes) Total Cost

Physical Validation Component 1. Verification of Boundaries, TM

monuments and block corner post

1,710.23 ha 57.08 97,616.50

2. Seedling Production/ Inventory

Analysis

1,710.23 ha 71.80 122,788.80

3. Height and diameter measurement 1,710.23 ha 64.72 110,683.80

4. Other activities

e.g.

Inspection of Infrastructures &

other Support activities

(organization of validation team,

preparation of needed instrument,

equipment and materials, leveling-

off meeting with PO, AP, and

DENR/SUSIMO, preparation of

draft report, summary tables

documentation, presentation/

discussion of draft report to PO,

DENR, LGU and AP, finalization and

submission of report)

1,710.23

ha

374.98

641,307.68

II. Systematic Sampling (10%) 1,710.23 ha 998.29 1,707,305.96

5. Mobilization Fund

S U B T O T A L 2,679,702.74

Institutional and Project Benefit Assessment

1. Data Collection and preliminary

assessment

175,000.00

2. Formulation of findings and

recommendation

1,710.23 ha 26.31 45,000.00

3. Other activities (e.g. organization of

the team, leveling-off/meeting with PO,

SUSIMO, integration, preparation,

presentation, finalization and submission

of report to the DENR, LGU, PO)

1,710.23 ha 122.79 210,000.00

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S U B T O T A L 430,000.00

III. Project Management Cost

GRAND TOTAL 1,710.23 hectare 1,818.30 3,109,702.74

FORESTRY SECTOR PROJECT

LOAN NO. PH-P 135

Table 10. Farm-to-market Road Rehabilitation Infrastructure Project

Infrastructure Project : Farm-to-market Road Rehabilitation Project

Location : Sitio Barako to Sitio Ay-ay, Dagupan,

Quezon, Nueva Vizcaya

Contractor : Brostan, Inc.

Contract Cost : PhP 12,684,670.40

Contract Duration : September 5, 2002 - June 1, 2003 plus 4

days

Effectivity of Notice to proceed : September 5, 2002

Expected Completion date : June 1, 2003

Revised Completion date : June 26, 2003

Date of MOA with LGU : October 3, 2003

Description of the Infra Project : The length of the road is 2,408.42 meters

graveled road with a width of 4 meters.

Structures are one (1) unit (24 m.) RCDG

bridge, two (2) units box culvert single and

double barrel, RCPC 115 L. meter and

grouted riprap with a volume of 2455 cubic

meters.

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68

PROJECT MANAGER

Annex 1a

ORGANIZATIONAL CHART

(Environment Neighborhood Association Technologist

Incorporated (ENATI)) CO Contractor

Secretary

Computer Operator

Driver

Utility

Worker

Bookkeeper

Extension

Specialist

Asst.

Extensionis

t

Silviculture

Specialist

Coop/Livelihood

Specialist Social

Worker

Cherryly

n Z.

Gumaran

g

Extensio

n

Specialis

t

Asst.

Silviculturis

t

Asst. Coop /

Livelihood

Specialist

Asst.

Social

Worker

JOSE S. TAN

Administrative Officer

JOSE S. TAN

Administrative Officer

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69

Annex 1b

Organizational Chart

Biagen ti Dumayop Ken Aglawlaw a Kabakiran, Inc.

(BDAKAI) PO Contractor

General Assembly

Board Of Trustees

Tawi-Tawi Dumayop Amballo

South Tabban

Sinalang Diffuncian Burburuay

PROJECT MANAGEMENT STAFF

Bookkeeper

PRESIDENT

VICE PRESIDENT

SECRETARY

TREASURER

Cartographer Driver Nursery

Aid

Utility

Worker

AUDITOR

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Annex 1c

Organizational Chart

Friends of the Environment for Development and

Sustainability, Inc. (FRENDS) M&E Contractor

FREND

Non-government Organization

Department of

Environment and Natural

Resources (DENR)

Project Consultant

Project Manager

Survey &

Mapping

Team

Community

Extension

Team

Resources

Inventory

Team

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Annex 1d

Organizational Chart

Subproject Site Management Office

(SUSIMO)

Site Management Officer

(SMO)

Head

Administrative

Support Unit

(ASU)

Community

Organizing &

Strengthening

Unit

(COSU)

Site Development &

Management Unit

Head

(SDMU)

Validation &

Billing Unit

(VBU)

ASU Staff

SDMU staff

SDMU staff

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Annex 1e

Organizational Chart

Brostan Construction and Development Infra Contractor

Project Manager

Resident Engineer

Administrative

Officer

Safety

Officer

Equipment

Engineer

Materials

Engineer

Geodetic

Engineer

Construction Foreman

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Community Organizing Activity

Plantation establishment activity by

the people’s organization

Maintenance activity by the

people’s organization

Mango seedlings ready for

planting

Gmelina seedlings being prepared

for bare root planting at the PO

office in Sitio Bagabag

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Rattan plantation established by the PO

Gmelina plantation established by the PO’s which is

the refo component of the Subproject

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A sari-sari store livelihood

project

PO Bunkhouse

Infrastructure component of the Dumayop Watershed

Rehabilitation Subproject

Concrete Bridge

Farm-to-Market Road Rehabilitation

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Parcel 3a

Corner DISTANCE (meter)

1-2 S 5 ° 39 ' E 549.82

2-3 S 26 ° 47 ' E 263.97

3-4 S 56 ° 59 ' E 231.84

4-5 S 10 ° 35 ' E 508.79

5-6 S 34 ° 18 ' W 704.81

6-7 S 70 ° 27 ' W 541.15

7-8 N 50 ° 52 ' W 312.02

8-9 N 6 ° 42 ' E 290.47

9-10 N 6 ° 55 ' W 769.63

10-11 N 4 ° 19 ' E 366.22

11-12 S 66 ° 17 ' W 501.01

12-13 N 30 ° 47 ' W 146.73

13-14 N 39 ° 30 ' E 298.84

14-15 S 60 ° 57 ' E 44.26

15-16 N 43 ° 9 ' E 226.95

16-17 N 11 ° 27 ' E 59.02

17-18 N 77 ° 58 ' E 67.35

18-19 S 53 ° 35 ' E 118.84

19-20 N 2 ° 16 ' E 178.23

20-21 N 33 ° 45 ' E 740.15

21-1 S 27 ° 24 ' E 603.82

Reference point:

Corner 1: long-X 121 ° 15 ' 49 "

lat-Y 16 32 ' 36 "

BEARING

TECHNICAL DESCRIPTION

Dumayop Watershed Subproject

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Parcel 3b

Corner DISTANCE (meter)

1-2 N 68 ° 38 ' E 346.73

2-3 N 47 ° 11 ' E 147.12

3-4 S 46 ° 16 ' E 438.09

4-5 S 4 ° 16 ' W 216.40

5-6 S 28 ° 8 ' W 230.54

6-1 N 51 ° 28 ' W 795.72

Reference point:

Corner 1: long-X 121 15 ' 59 "

lat-Y 16 32 ' 13 "

Parcel 3c

Corner DISTANCE (meter)

1-2 N 6 ° 18 ' W 203.50

2-3 N 77 ° 26 ' E 85.44

3-4 S 57 ° 58 ' E 826.84

4-5 N 40 ° 45 ' E 318.64

5-6 S 54 ° 43 ' E 211.52

6-7 N 22 ° 35 ' W 219.55

7-8 N 24 ° 3 ' E 297.56

8-9 S 52 ° 23 ' E 497.41

9-10 S 28 ° 4 ' W 208.79

10-11 S 18 ° 37 ' E 239.72

11-12 S 49 ° 46 ' W 399.52

12-13 N 57 ° 30 ' W 316.88

13-14 N 80 ° 24 ' W 403.16

14-15 S 9 ° 44 ' W 328.45

15-16 S 65 ° 11 ' W 251.42

16-1 N 20 ° 43 ' W 843.39

Reference point:

Corner 1: long-X 121 16 ' 17 "

lat-Y 16 32 ' 31 "

BEARING

BEARING

Page 83: TABLE OF CONTENTSfaspselib.denr.gov.ph/sites/default/files//Publication...TABLE OF CONTENTS Executive Summary ----- i I. Subproject Description ----- 1 1. Purpose/ Objectives 2. Subproject

This Subproject Completed Report was produced by the

National Forestation Development Office (NFDO)

through the valuable assistance and contribution from the

DENR, Region II

PENRO, Bayombong

CENRO, Bayombong

and staff of the

Subproject Site Management Office (SUSIMO)-DUMAYOP