General Secretary's Report to the 39th General Assembly

General Secretary’s Report
39th General Assembly
Consortium of Christian Organization for Rural-Urban Development
(CONCORD, Incorporated)
February 17-19, 2009

INTRODUCTION

Delegates representing the member agencies, members of the board of trustees, former CONCORD General Secretary and current Bishop of UCCP, Bishop Benjamin Barloso, colleagues in the secretariat, guests, and fellow partners in development work, good afternoon. My report today, which covers January 2007 to the present, is an account of two important and basic agenda relevant to our assembly. First, this report will present the achievements of our Integrated Development Program In Mindanao-Phase VI ((IDPM VI) implementation and second, this will advance a vision for the sustainability of our consortium based on the internal assessment and the consequent proposals coming from the Member Agencies.

A. INTEGRATED DEVELOPMENT PROGRAM IN MINDANAO-PAHSE VI (IDPM VI )

At the onset, let it be reiterated that IDPM VI is a phase-out project of EED-CONCORD. It officially commenced January 2007.. With the extension of three months, it finally ended September 2008. The internal and external audit of the said project was completed in the following month of October. The required reports (3rd Semester and Terminal) were submitted by the secretariat to EED on December 8, 2008.
Despite the lingering problem of poverty, conflict and risk in the whole period, the Board, the Secretariat, the Member Agencies (MA), the Peoples Organizations (PO) and the Networks were able to collectively deliver the programs that impacted much to the lives of all stakeholders.


II. ACCOMPLISHMENTS

The accomplishment level of IDPM VI implementation is basically gauged on the plan of four program components such as Community-Based Development Program (CBDP), Advocacy, Networking and Dialogue Program (ANDP), Institution Building Program (IBP) and Research and Documentation Program (RDP). At the onset, two things must be considered; first, Mindanao Institute failed to implement the program due to legal problem with Agusan District Conference and second, organizing work took-off only at the second semester because the consortium was preoccupied with housekeeping in the earlier period.


Programs Accomplishments
CBDP  133 POs comprising 3,332 members were formed of which 14 were Women POS
 191 MA Education and Trainings conducted
 36 livelihood assistance projects
ANDP  72 for a and Mobilizations attended by 5, 250 individuals
 13 FFM, Relief, Midical Missions
 3 Radio Programs
 25 MAs undertook 62 MA dialogues
 13 SAF livelihood projects with 23 SAF Education and Trainings
 Established relations with 65 networks
IBP  8 IBP trainings
RDP  Published “Kaugmaran” Magazines
 Conducted 2 commissioned researches with In-Peace Mindanao



III. PROGRAM IMPACTS

The women sector, considered as unorganized, unassertive and timid in the previous IDPMs, is impacted much by the current implementation. The 14 women POs organized within the period are unprecedented in terms of number and dynamism. They are able to manage their own livelihood projects and are courageous and articulate advocates on gender, human rights, ecology, IP, Muslim-Christian, tri-people and ecumenical issues and concerns.

Another impact of the whole program can be seen at 18 MAs who have internalized the significance of community work and have opted to continue IDPM implementation even beyond EED funding. They retain and compensate their CDWs through their own resources.

There are emerging attitudes and changed values of stakeholders within the period. Triggered by the economic hardship and conflict, the stakeholders were energized to seriously value collective concerns and actions as oppose to individualism particularly on issues directly affecting their local communities such as extrajudicial killings, development aggression, price hike of basic commodities, militarization, food production, and the likes.

The SAF of Networks and Livelihood projects of MAs spearheaded calls for self-reliant and became venues of criticizing the import-dependent and export-oriented drive of the government .

Advocates from MA on sectoral and development issues, are apparently increasing. For instance, a total of 4 MAs who were reluctant in implementing ANDP programs during the previous IDPM have advocated anti-large scale mining stand, Human Rights, Peace, and justice during the period. A total of 8 MAs, too, broke the walls of exclusivist tendencies and joined hands with local government units/agencies in delivering civic and humanitarian services to the neighborhoods.

Noticeable, too, is the growing knowledge of PO members on simple bookkeeping and the equally important knowledge and skills on managing their PO. All PO leaders are gaining self-confidence on public speaking. Many of them are able and willing to speak in public fora and mobilizations with clear grasp and articulations of the issues at hand. Most remarkable is the impact of ANDP program to network PO members. One PO network member, whose voice and life thundered to the world over is Siche Bustamante-Gandinao. She is a member of Misamis Oriental Farmers Organization, a network PO of CONCORD based in Salay, Misamis Oriental. She heroically gave testimony about the killing of her father-in-law, Dalmacio Gandinao before U.N. Special Representative Philip Alston who visited the country on February 2007. Gandinao’s testimony became one of the solid bases of Alston’s report accusing agents of state behind the extra judicial killings. Siche Gandinao was also extra judicially killed a month after the testimony. But despite that odd, her courage as a woman human rights advocate and a militant PO leader raised the morale of the consortium to implement ANDP with courage. In fact, Central Mindanao Area Conference, a CONCORD MA, extended sanctuary to the Gandinao family for some weeks.
There was also an increasing participation of MAs and POs on multi-sectoral, ecumenical and interfaith activities which eventually bonded alliances with IN-Peace Mindanao, Three Peoples, One against Repression, Aid Watch, Ecumenical Bishops Forum, Union of Peoples Lawyers in Mindanao, SUARA, KALUMARAN, PANALIPDAN-Mindanao, CBHP, etc.
A total of 13 of these networks availed CONCORD’s financial support under Starting Aid Fund (SAF) which impacted on regular consultations, coordinated program implementation and monitoring, and reporting.

MAs’ strengthened partnership with networks is obviously seen in their access to networks’ human resources as lecturers, technicians and program consultants to trainings and fora and as guides and facilitators in MAs’ community integration and contacts.

In addition, MAs have availed network facilities such as video cameras, researches, training materials and modules needed in community development work. In return, Networks also are given access to buildings and other edifices of MAs as venues for meetings and various mobilizations.

The impact that reverberated far and wide to the national and international attention is the legal authority given by the regional trial court of Pagadian city to CONCORD General Secretary as legal custodian of Mr. Ruel Munasque. Ruel is the first beneficiary of the Writ of Amparo in the Philippines. He was a former CDW of DCNM-CONCORD. His release from military detention through the writ positively impacted to the consortium that the Board consequently made a resolution to back up the General Secretary in fulfilling the custodial responsibilities.




B. NEW DIRECTION OF CONCORD BASED ON INTERNAL FINDINGS AND
RECOMMENDATIONS

In light of the new development of our consortium, most remarkably the halt of German funds due to the termination of EED partnership, our 38th General assembly mandated the Board of Trustees to undertake a process of setting the new direction of CONCORD. One of the mechanisms for that process was the conduct on an internal assessment. Such venture was, indeed undertaken right after that assembly and the whole process ends January 2009. The findings and recommendations of the said assessment was duly presented and adopted by the Board of Trustees on 7-8 July 2008 meeting
The consequent study sessions and correspondences to and by MA and cluster levels, forwarded proposals which I will present later on as input to this Assembly .

1. Findings of the Internal Assessments

Generally, the internal assessment findings noted CONCORD’s poor adherence to its Vision, Mission (VMG) and Goals as durable stronghold of the consortium. It pointed out that for 18 years of IDPM program implementations, CONCORD just bonded and worked together as a consortium of accessing funds from its sole partner EZE, turned EED. There is little indication that the true spirit and nature of the consortium enshrined in the VMG been consciously applied in mechanisms such as governance, programs, policies, systems, resourcing, and staffing. Thus the following findings are:

On VMG and core beliefs and principles, the internal assessments noted the following findings:

i. Some MAs have minimal appreciation of the direction of the consortium.
ii. Unity on concrete goals and objectives as set in Strategic Plan are not fully adopted albeit program implementation activities.
iii. Program activities and outputs sometimes do not reflect on the accomplishment of higher goals in terms of avowed or desired changes in beneficiary or their communities.
iv. Oftentimes, only the Community Development Workers (CDW)represent the MAs in activities conducted by CONCORD secretariat Their participation is not complemented on the local MA policy an decision-making units and leadership position.
v. No orientation or implementation guidelines were issued to agency program leaders and managers that resulted to the lack of local policy and other supportive mechanism to expedite the CDWs’ work and the accomplishment of program goals.
vi.
On Governance:

i. Overall, the consortium members appear to have an unequivocal acceptance of the VMG as formulated by CONCORD. This is manifested in GAs and formal documents and there are no strong dissensions on directions. The divergent and sometimes vague applications by various member agencies of the program on components should be noted.
ii. This put into fore key evaluation points. How systematic is the consortium in orienting and ensuring that its vision and mission gets communicated across the member Agencies. How are the goals carried and programmatically transformed into the scale and diverse context of each MAs. How the centrality of the mission and goals is systematically ascertained in the consortium relationship?
iii. This also surfaces the importance of governance Members of the GA and BOT are normally expected to articulate clearly and persuasively the consortium’s mission, beliefs, values, and culture. They should introduce both the process and the substance that could galvanize widespread unity or commitment towards these ends.

On Programs:

i. In general, CONCORD’s development activities have been beneficial to hosts of communities an sectors in the region. The positive results derived from Community Development work where mainly the development efforts of the CDWs. In recent years, visits and inputs of cluster coordinators were helpful as they monitored the gains among the intended beneficiaries
ii. Some CEOs felt that local churches could have participated more actively had the CDWs and cluster coordinators provided more information on plans to be implemented among target groups. This, to some extent, caused confusion and conflict between CDWs abd CEOs.
iii. The IDPM is carried out simply because of the financial package it provided the MAs in terms of personnel salaries (CDWs) and the economic or loan portfolio that comes along in implementing the program.Some MAs have the tendency to attach the IDPM to “usual” administrative units (e.g. finance office, personnel) or as special projects of the MAs.
Furthermore, there is a lack of thoroughness in MAs preparation and analysis of the particular need of the communities and in assessing their readiness and capacity to implement the programs. Sometimes, problems occur with regards to the fit between IDPM and the MA-community’s actual requirements, capabilities, commitment. In such case, the life of the program is only as good as long it is externally subsidized -- sustainability is thus problematic. Sometimes there are more pressing social problems but do not get the necessary program attention or intervention.
iv. The MAs, through the enabling of the CDWs prepared operational plans to guide the implementation of the IDPM.
v. Program implementation was sometimes affected by delayed fund releases from the secretariat. This was based on the system where reports served as the major requirement for release to MAs. That some MAs did not follow the provisions contained in the Memorandum of Agreement was also viewed as one of the major reasons some aspects of the IDPM were not fully implemented.
vi. Some MAs organized the CORD committee, a mechanism composed of CDWs and CEOs to plan and assess the IDPM on a quarterly basis. The committee is tasked to undertake quarterly planning and assessment sessions. Other program-related functions of CDWs include the presentation of outputs and reports to the council, the conference, and where applicable, the Christian Witness and Service. Often only the CDW and CEOs decide how the funds are to be spent.
vii. Some MAs are fortunate to have conference ministers who fully appreciate and support the IDPM program. The extent of their participation in managing and implementation however varies. Some do engage in internal monitoring and feedback on their respective MAs and other would simply provide the moral backing.
viii. Through the years of IDPM, no program management standards and structures have been developed. Neither are periodic program implementation guidelines issued to guide progress and accomplishments.. This lack has left much to the management style of the CEOs, agency heads or incumbents whose terms incongruously expires in two years for the 11 member-agency church conferences,. This is further compounded by the absence of turnover procedures resulting to problems of discontinuity.

On Policies:

i. The board realized that a major policy review is needed. Among those cited were governance policies at the consortium and MA-management scales to include more effective organization structure and processes. Such includes the roles and responsibilities of consortium members, the secretariat and the Board. The criteria, matter and terms of selecting key officers and similarly areas of concerns needing serious consideration.
ii. Most of the policy deliberations were finance-administrative in nature. Specifically these involved overseeing disbursements and budget control, as most of the consortium funds are restricted in nature and earmarked at the start of the three-year project cycle.
iii. They also realized the importance of developing appropriate programs that suits the particular needs, conditions and capacities obtaining in each of the member agency’s context. As such this would require facilitative program standards and support mechanisms.
iv. Program-directional and organization development matters are relatively few and far between in the board agenda or deliberations

On Systems:

i. CONCORD’s IDPM program planning originated as an inductive process where the interested member agencies came up with individual project proposals that were consolidated or integrated into one consortium project submission. On its seconds phase. The Consortium opted to have the Secretariat draft the proposal and forego of the previous bottom-up planning process. The process of “joint-planning” (actually it was unilateral on the part of the Board-Secretariat) was in effect from the Second to the Fourth phases. Phase Five was guided by a 10-year strategic plan (1999-2008). This mode of planning in CONCORD definitely facilitated the funding partnership process in terms of its administrative expediency.
ii. Except for the First Phase, there was neither direct nor substantive participation of the member agencies in the planning process. Their lack of participation in the planning process eventually led to the member-agencies’ diminished role-responsibilities and stakeholder-sense. This is rather contrary to the original consortium spirit of mutual sharing and responsibility on which CONCORD is founded.
iii. The centralization of planning in CONCORD did promote uniformity in implementation standards. However, it missed the specific requirement of the member agencies’ social development context and subjective capacities to respond to their respective situations.
iv. The reporting system was established after the strategic planning session in 1998. Details were established to identify the content and process for utilizing the system prepared through the help of an external consultant. A training activity was conducted to ensure that all member-agencies would be able to effectively implement and systematize the reporting procedure.
v. Despite the introduction of prescribed formats and schedules for reporting, some CDWs were unable to follow the timetable set for the submission of reports. CEOs and CDWs cited the handling of multiple functions as one of the main obstacles why reports were not submitted on time. Changes in staffing also affected the speed and quality in which reports were prepared, thus resulting in delay as request for more data and other clarifications had to be made between the secretariat and the MAs before reports could be finalized.
vi. In general, reports were prepared by CDWs, although other MAs entrusted this function on the CEOs or conference ministers. These documents are then sent to the secretariat as basis for the preparation of reports to EED as its funding partner. CDWs tasked to prepare the reports then forward the documents to the CEO for signing. In cases where the CEOs role has been ministerial, reports somehow do not meet the standards of the donor, a feedback that was raised by the latter during its visits to the consortium. Considering this feedback and the difficulties encountered by the CDWs in the reporting system, some procedures were then modified to enhance the quality of reports.
vii. CONCORD set up a geographic clustering system where MAs meet to facilitate the semestral report-making function, which is tasked upon the Secretariat. The cluster is composed of CDWs located in each geographic area (northwest, eastern, southeast and western). The CEOs attendance in cluster meetings is optional. Technical support is provided by the cluster coordinators hired by the secretariat to guide discussions and meetings assigned to each of the geographic areas. Some of the member-agencies officers however tend to question the role and value of the cluster unit. This comes particularly from agencies that do not agree with CONCORD’s orientation or policies. But the benefit of cluster meetings have been widely acknowledged where knowledge is enhanced, commitment deepened and unity was strengthened. Thus it would be worthwhile to redefine and formalize the cluster the cluster function beyond administrative data gathering and report-making functions. Composition and attendance policies may need to be set.Monitoring and feedbacks can be easily integrated into the activity as a matter of related course. The venue can be utilized to increase learningand exchange value. Peer evaluation and critical feed backing be encouraged.

On resources:

i. The key issue arising from the quality of program implementation is the apparent disconnection between the program goals of the consortium and the program priorities of the MA
ii. EZE (which became merged into EED) has been CONCORD stable and exclusive funding partner for eighteen years. At the time of its exit, CONCORD is said to be EEDs biggest portfolio in the Philippines. Virtually, the funding went comfortably until expectations such as strategic impact and sustainability were sought as marked in the 10-year plan, which commenced with the 1998 strategic planning exercise.
iii. For most MAs, the centrally planned strategic goals were not integrated into respective local development plan, most remained on the level of activity accomplishment and without much qualitative improvements.
iv. Funds allocations to MAs appear to be the main motive for participating in the Consortium and in implementing projects at the community level. To a certain extent, the consortium was often misconstrued as a funding mechanism.

On Staffing:

i. Some CEOs felt that local churches could have participated more actively had the CDW and cluster coordinators provided more information on plans to be implemented among target groups. This, to some extent, caused confusion and conflict between the CDWs and CEOs.
ii. The IDPM is carried out simply because of the financial package it provided the MAs in terms of personnel salaries (CDWs)

2. Recommendations from Internal Assessment

The VMG should become a major governance concern for the General Assembly and Board of Trustees. The substance and processes of articulation should be able to galvanize widespread unity or commitment toward these. The Consortium spirit should be upheld.
i. Devise a system of induction and orientation on CONCORD vision, mission goals for newly elected Board members CDWs, Secretariat officers and staff.
ii. Continuing training and studies for officers and staff to help deepen understanding and building capability in furtherance of task performance.
iii. A system of social accountability and transparency among consortium members especially in regard to joint projects should be promoted. Members should be encouraged to give and receive feedbacks as well as participate in formal evaluations exercises periodically.
iv. Research, Documentation and Publications should be mandated to programmatically respond the learning needs and objectives of the Consortium constituency.

Governance
i. Review of the Constitution and by-laws. Some of the possible areas of concern would be:
• Strengthening the consortium spirit;
• Developing member agency role and responsibilities in the consortium,
• Finding the appropriate consortium governance structure, Board duties and responsibilities
ii. Explore membership expansion and if needed, come up with categories: e.g. charter
members, affiliate members, associate, regular members, at large, or individual to allow for a reasonable and respectable range of commitment & expectations.

Programs

i. Bilateral funding relations for the member agencies must be encouraged, as it will help foster direct accountability and closer transparency values.
ii. Strengthen contracts and agreements regarding project funds and partnerships.
iii. Improve coordination among member- agencies to promote consortium resource-sharing
iv. MAs to formalize joint program planning activities if feasible among themselves.
v. A system of needs identification and analysis should be developed to help MAs in determining what projects will be appropriate and effective locally.
vi. Define advocacy work policies especially with regards to official stands and statements (CONCORD-wide; MA scale, etc)
vii. Develop network-building policy for CONCORD and its MAs
viii. Forge agreement regarding participation of, and networking among MAs (external and intra-MAs)
ix. Plan relevant courses to enhance the capacities of MA in implementing programs for the different sectors. This should be done after training needs have been analyzed.
x. Need to explore policies and guidelines in having more engagements with local government units as well as other local leadership structures.
xi. Strengthen lines of communication and information that reaches each of the member agencies.
xii. A planning, monitoring and evaluation system should be regularized.

Policies
i. Review and define policy areas (finance, personnel, program, networking, external relations, and so on) to be covered by the respective consortium units. (e.g., Board, General Assembly, Secretariat, Member agencies, CORD, if any.
ii. Review, amend or come up with relevant policies, i.e. qualifications of BOT and General Secretary; selection of project areas
Systems
i. Review and analyze bottlenecks in the system to ensure effectiveness and proper documentation of project results and impact
ii. Develop system to facilitate data-collection and quality of outputs
iii. Training on monitoring and evaluation
Resources
i. Set organizational sustainability and institutional strengthening objectives.
ii. Have an inventory of the tangible & intangible assets of member agencies.
iii. MAs to develop plan for resource generation and sustainability and assist POs how to mobilize resources at local level
Staffing
In future Secretariat-MA joint implementation schemes, define administrative and functional accountabilities and supervision of the CDWs and the roles of the Secretariat and the Conferences respectively in both regards.

PROPOSALS FOR THE 39TH GENERAL ASSEMBLY BASED ON THE FINDINGS AND RECOMMENDATIONS OF INTERNAL ASSESSMENT AND THE CONSEQUENT MA’s DEVELOPMENT AND RESOURCE GENERATION PLAN AND CLUSTER DISCUSSION SESSIONS

1. To adopt the findings and recommendations of the 2008 internal assessment.
2. To form a task force that would conceptualized and submit project proposals to new funding partners.
3. To create a 3-member Education Committee tasked to devise a system of induction and orientation on CONCORD vision, mission, goals for newly elected Board members, CDWs, Secretariat Officers and Staff, and MA council members
4. To create a 3-member Constitutional Review Committee who is tasked to review the Constitution and by-laws covering areas such as 1) Strengthening the consortium spirit, 2) Developing member agency role and responsibilities in the consortium, and Finding appropriate consortium governance structure, Board duties and responsibilities.
5. To require MAs to submit a community Development and Resource Generation Plan
6. To request MAs to defray 40% of CONCORD 2009 budget.
7. To require Member Agencies to institutionalize CONCORD program by taking care of CDW‘s salary, and by attending to the responsibility of setting and implementing sustainability programs on existing Cooperatives, Peoples Organizations and Networks organized under the previous IDPM..
8. To subject all MAs to an inventory of CONCORD Assets, Cooperatives, and Peoples Organizations at their respective areas.

D. CONCLUSION

There is a saying which goes “we don’t have responsibility to finish our work but we are not at liberty to quit.” Indeed, IDPM VI, the last phase of EED program, did not finish the work of CONCORD. A lot more jobs hang on the line as EED bid its final goodbye. Yes, it is true that great things have already been accomplished after six phases of IDPM. CONCORD has solidified her 26 MAs and have helped empowered the three peoples of Mindanao (Christian settlers, Bangsamoro, and IP) for economic development and self-determination. It did great achievements in the advocacy work for justice, peace and the care of the environment. But, generally, its accomplishment remains a foretaste. CONCORD is still far from being truly a consortium for development of communities. The envisioned society where justice, unity and love reign supreme, where people are empowered and free to determine their future and where God’s creation is responsibly managed is yet to be fully realized. Ironically, these development agenda are becoming more elusive and vague at this point of time where, individualism, poverty and unpeace dominates the landscape of Mindanao and the whole country Thus, as a consortium of MAs, POs and Networks, CONCORD is not at liberty to quit the job it has started and committed to. The imperative of her vision, mission, and goals to answer the Mindanao problem drives her to continue with new resolve.


Prepared by:

REV. BELTRAN E. PACATANG
CONCORD, General Secretary

02/17/09

Note: Recommendation after commented and approved by 39th GA

1. To adopt the findings and recommendations of the 2008 internal assessment.
2. To form a task force that would conceptualized and submit project proposals to new funding partners.
3. To create a 3-member Education Committee tasked to devise a system of induction and orientation on CONCORD vision, mission, goals for newly elected Board members, CDWs, Secretariat Officers and Staff, and MA council members
4. To create a 3-member Constitutional Review Committee who is tasked to review the Constitution and by-laws covering areas such as 1) Strengthening the consortium spirit, 2) Developing member agency role and responsibilities in the consortium, and Finding appropriate consortium governance structure, Board duties and responsibilities.
5. To request MAs to submit a community Development and Resource Generation Plan
6. To request MAs to defray 40% of CONCORD 2009 budget.
7. As a matter of principle, requesting Member Agencies to institutionalize their CONCORD program by taking care of the necessary needs for the sustainability.
8. To request all MAs to submit an inventory of CONCORD Assets, Cooperatives, and Peoples Organizations and scholars at their respective areas.