PCIA Field Guide - Oct2007 by Local Governance Support Program in ARMM

Mainstreaming Mainstreaming

Peace Peaceand andConflict ConflictImpact ImpactAssessment Assessment(PCIA) (PCIA)

Local Governance in Localin Governance Processes

Feld Guide A Field A Guide ACT for Peace Programme Programme de soutien aux gouvernements locaux

PREFACE This is more than a field guide. It is a story of how people who seek peace have come together in different capacities and roles to challenge the way they think and do their work in conflict-prone communities. It started in 2003 when, building on experiences of looking at peace and conflict impact of initiatives in Sri Lanka, Kenneth Bush of the International Development Research Center, offered a process that would enable peacebuilders to do their work differently. A series of LGSP II-supported workshops were conducted to systematically introduce the PCIA process to peace institutions and programs in the Philippines-- the first was held at Marco Polo Hotel in Davao City on January 14-17, 2003 and the second at Eden Nature Park, Davao City on June 14-17, 2003. After these workshops which brought together civil society, government officials and donor agencies, Ken Bush left with casual remark: â&#x20AC;&#x153;if you find it (PCIA) useful, use it; if not, discard itâ&#x20AC;?. From the seeding ground in Marco Polo and Eden, community-based and LGU-led efforts to try PCIA in their respective areas of influence have grown. It took off from the re-echo seminar conducted by Sindaw Ko Kalilintad for its fourteen (14) area leaders with resources pooled in from project savings of their partnerNGO, the CO Multiversity. From there, more leaders were trained and a manual was produced with the support of The Asia Foundation. Community projects within the peace zones were appraised and enhanced using the process suggested in PCIA. A three-year community-based peacebuilding program of the CO Multiversity was developed using the five PCIA impact areas as its focus or peace lens and has significantly woven both development and peace concerns in their current work in Mindanao. In 2005, twelve (12) LGU facilitators were carefully selected and trained to lead hands-on PCIA processes in seven (7) provinces in ARMM. The GoP-UN MDP ACT for Peace Program, through the ARMM-Area Management Office, saw the strategic importance of the process and judiciously allocated program resources for this pioneering effort. These and other NGO-led efforts to mainstream PCIA have signaled the need to consolidate on-the-ground learnings and practical approaches into a user-friendly guide for present and would-be facilitators of PCIA. Starting with the LGU as primary user, this field guide has thus been developed to respond to the need to build LGU capacities in peacebuilding, which the LGSPA and ACT for Peace seek to address collaboratively. It is envisioned that the fruit of the independent but interconnected efforts of the NGOs, individuals and government agencies mentioned above will continue to be shared and enjoyed by those who find this process not only useful but, more importantly, meaningful as they continue to create the impact in our communities and society that we all envision: peace by peaceful means.

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ACKNOWLEDGEMENTS

This field guide is a result of collaboration and convergence among individuals and institutions that have been at the forefront peacebuilding and local governance in Mindanao. Acknowledgement goes first of all to the community leaders and local government officials who have blazed the trail in integrating peace and conflict impact assessment into their work. The Sindaw ko Kalilintad, an alliance of peace advocates in Central Mindanao, is especially recognized for taking the initial steps towards PCIA mainstreaming in their peace zone initiatives. Journeying with them is the Community Organizersâ&#x20AC;&#x2122; Multiversity which, together with the resource persons of the first PCIA workshop in 2003, pooled their resources and expertise to build the capacities of local communities in peace and conflict impact assessment as a process. Support institutions and programs such as the Local Government Support Program-II (LGSP-II) and the Local Governance Support Program in ARMM (LGSPA), GoP-UN MDP ACT for Peace Programme, National Democratic Institute (NDI), and the Office of the Presidential Adviser on the Peace Process (OPAPP) have been providing the necessary assistance to make the PCIA activities happen since the first workshop held in Eden Nature Park up to the most recent Roundtable Discussion some four (4) years later. The ACT for Peace (ARMM office)-trained facilitators on PCIA were the second batch of community facilitators who provided key inputs into the enhancement of the PCIA process based on the hands-on PCIA that they undertook among seven (7) ARMM LGUs and academic institutions involved in peace work. Other NGOs and government agencies such as the DILG, Minland, Assisi Development Foundation, Institute of Peace and Development in MSU-Marawi and MSU-Maguindanao joined the growing momentum for PCIA as they sent their representatives to two major activities, the Roundtable Discussion and Writeshop held in February and May 2007 respectively, which led to the drafting of this guidebook. Of course, special acknowledgement goes to Kenneth Bush, Myn Garcia and Madett Gardiola who worked together under the LGSP-II and paved the way for all the current initiatives through their pioneering effort to introduce PCIA to peace advocates in Mindanao.

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TABLE OF CONTENTS

INTRODUCTION ………………………………………………………………………..………………………………

CHAPTER 1: THE IMPERATIVES FOR MEASURING PEACE AND CONFLICT IMPACT IN LOCAL GOVERNANCE …………………………………..………………… 3 CHAPTER 2: THE ROLE OF LOCAL GOVERNMENTS IN PEACE WORK ………………..…….………….….… 11 CHAPTER 3: MAINSTREAMING PCIA

IN LOCAL GOVERNANCE PROCESSES …………..………………….

CHAPTER 4: HOW TO MAKE INTERNAL PROCESS IN LOCAL GOVERNANCE MORE PEACE AND CONFLICT-SENSITIVE……………………………….………………………… 17 A.

Performance Management ………………………………………………………………………….. 17

Policy Development …………………………………………………………………………………….. 18

Operationalization of Local Special Bodies (LSBs) .……………………………………….. 20

Barangay Justice System .…………………………………….…………………………..…………. 21

CHAPTER 5: HOW TO MAKE INTERVENTIONS MORE PEACE AND CONFLICT SENSITIVE …………..…. 25 A.

Local Development Planning/Executive and Legislative Agenda …………………. 25

Capacity Development ………………………………………………………………………………. 29

Service Delivery……………………………………………………………………………………………. 30

Integrated Area Community Public Safety Program……………………………………. 36

Emergency Response………………………………………………………………………………….. 39

CHAPTER 6: HOW TO USE THE FIELD GUIDE ……………………………………………………………….. 43 Annexes: ANNEX A: FIELD TESTING GUIDE FOR PCIA FACILITATORS ……………………………………………….. 45 ANNEX B: SESSION GUIDE FOR COP/PCIA ORIENTATION ……………………………………………….. 49 BIBLIOGRAPHY ………………………….……………………………………………………………………………… 59

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iii

INTRODUCTION The field guide has been written for the use of LGUs, local functionaries and local elected officials as the primary target audience. Support institutions who engage LGUs will also find the field guide useful in improving the effectiveness of their initiatives in the areas of capacity development, project implementation, and evaluation. The specific purpose for which this guide has been produced are as follows: • • •

To equip users with know-how on strategies for awareness raising and integrating Culture of Peace and Peace and Conflict Impact Assessment (PCIA) in local governance processes To generate interest and commitment on the use of PCIA as a guide for project implementation processes To provide guidelines on how to strengthen capacity of LGUs using PCIA in local governance processes

Chapter 1 of the field guide opens with The Imperatives for Measuring Peace and Conflict Impact, which provides the context, and reasons why PCIA is important for LGUs. It also explains the basic principles, key areas for assessment and steps in conducting PCIA culled out from the Hands-on PCIA primer developed by Kenneth Bush who pioneered the PCIA process in Sri Lanka, Sierra Leone and Bosnia. Chapter 2 focuses on The Role of LGUs in Peace Work where the mandates for LGUs are spelled out together with more specific goals and strategies for peace outlined in the National Peace Plan. This is supposed to set the tone for the subsequent topics of the field guide on mainstreaming and local governance processes where PCIA can be integrated. Mainstreaming PCIA in Local Governance Processes can be found in Chapter 3 which defines the parameters for mainstreaming and suggests areas where this can happen. Challenges to mainstreaming which had been identified by the participants of the PCIA roundtable discussion are also presented in this section. Chapters 4 and 5 present the two main strategies or approaches for mainstreaming which are awareness raising and application where respective LGU processes are described in terms of their function, importance to peace work, steps involved and the measurable results which can be attained through PCIA. Key questions or indicators are also listed which can be used to assess the specific local governance process for its potential and actual peace and conflict impact. Chapter 6 wraps up the field guide with recommended steps for field-testing and describes the key people who should be involved in the activities outlined.

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Chapter 1:

IMPERATIVES FOR MEASURING THE PEACE AND CONFLICT IMPACT IN LOCAL GOVERNANCE LGUs play a crucial role in peace work with mandates emanating from the Comprehensive Peace Plan of the national government and the LGU mandate in maintaining peace and order. As they perform key roles related to efforts to address the root causes of conflict, LGUs undertake processes for internal management and strengthening as well as provide services address the needs of their constituents which can impact on the peace and conflict situation positively or negatively. Anticipating, monitoring and measuring the impact of these processes are important in enabling LGUs to play their roles in peace work more effectively. Skills in peace and conflict impact assessment are thus necessary for LGUs to ensure that their work in delivering services, facilitating local economic development, pursuing infrastructure development among others promotes peace and prevents conflicts. A fundamental requirement in this, however, is developing the awareness of LGUs on the significance of their role in peace beyond the traditional mindset of “peace and order” to a more holistic framework of a culture of peace.

What is Peace and Conflict Impact Assessment (PCIA)? PCIA Primer, by Kenneth Bush, June 2006 PCIA is a means of anticipating, monitoring, and evaluating the ways in which an intervention may affect or has affected the dynamics of peace or conflict in a conflict-prone region. PCIA is a process, similar to Gender Analysis and Environmental Impact Assessment, which helps identify and understand the impact of an initiative on peace or conflict. PCIA can be used in a broad range of conflictprone settings, i.e. places where there is a risk that non-violent conflict may turn, or return, to violence. PCIA must be integrated into every stage of the project cycle - design, implementation and evaluation - if it is to help us in our work. PCIA is an extremely important and useful process that will help you ensure that the initiatives you are working on do not aggravate violent conflict and, as far as possible, contribute to building peace within and between communities

Where should you "do" PCIA? PCIA should certainly be integrated into initiatives located in areas of militarized violence. However, they should also apply to initiatives in a far wider range of conflict-prone settings – that is, places where there is a risk that non-violent conflict may turn (or return) to violence. This includes areas:

where the control over, or use of, territory or resources is disputed; where the socio-economic gap between groups is increasing; or

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where unemployment is rising while living standards and human security are declining.

In each of these examples, violence and bloodshed may not have occurred. However, the likelihood that violence may occur is significant â&#x20AC;&#x201C; especially if the tools for resolving conflict non-violently are weak or absent (e.g., where the political and legal systems have collapsed or become corrupt). In these settings, PCIA is essential.

When should you "do" PCIA? Ideally, PCIA should be undertaken at all stages of a project, programme or initiative. However, it may be used for different purposes at different stages of an initiative: PHASE OF INITIATIVE

How is PCIA used?

Objective

PRE-INITIATIVE

Planning Tool for Initiative Design, and Formulation

Anticipating/ "guesstimating" future impacts; "Building in" conflict prevention/ peacebuilding mechanisms

IN-INITIATIVE

Performance Monitoring and Management tool

Monitoring Immediate Impacts

POST-INITIATIVE

Strategic Planning for future phases

Evaluation, Institutional Learning

How can a development initiative have a peacebuilding or conflict-creating impact? Imagine a municipal water project that seeks to improve access to clean water in an area where there have been tensions between communities. We could say that this initiative has had a positive peacebuilding impact if:

it helped to bring members of the communities together because of their shared interest in clean water and the benefits this has for public health and general quality of life it created the communication channels and opportunities for diverse members of different communities to work together on issues beyond water management it increased inclusion and participation of both women and men from violence-affected groups in decision making at the community level on issues they consider a priority professional or interpersonal relationships began to grow across community lines and perhaps encouraged communities to work together in other areas of activity

That same water project could have a conflict-creating impact if, for example, one community starts to think that the other community is benefiting more than its own -- or worse, if it believes that the other Produced by LGSPA and GOP-UN MDP ACT for Peace Programme for field-testing purposes; 2007

community will benefit by "stealing" its water. Or, conflict may be created (or worsened) if some members of the population are excluded from decision-making, participation, and so on (women, marginalized social, economic, ethnic, linguistic, religious, cultural groups).

How should we integrate peace and conflict issues into our work in conflict-prone areas? Peace and Conflict Impact Assessment is different from the way planning, monitoring, and "evaluation" is usually done, because it focuses on impacts far beyond the stated outputs, outcomes, goals and objectives of an initiative or programme. It looks for impacts on the peace and conflict environment – in areas that an initiative may not have been designed to affect. We need to "read between the lines" of what is happening or has happened. PCIA tries to learn from the successes and failures of efforts to mainstream" gender and environment into our work. Until we developed the tools to see and to measure the impact of our development work on women, girls and the environment, all we had were short, disconnected, stories of how a particular intervention seemed to have an impact. We did not have the full story; we did not have a larger understanding that could help those of us working in the field. For example, someone might have a story of how an initiative increased household access to clean water, but removed the opportunity for women to socialize, mobilize, and organize around the community well.

How does PCIA differ from Conflict Analysis? Conflict analysis is done to understand the dynamics, stages and manifestations of conflict; the design of an intervention is then based on this understanding. PCIA, on the other hand, helps one determine what impact the project or intervention will create – peace or conflict – in the community that already has an existing conflict.

What principles are used in PCIA? PCIA is not about introducing or imposing foreign or abstract peacebuilding techniques, it is about identifying, supporting, and most importantly, systematizing existing peace and conflict-sensitive practices that have grown from very specific conditions (social, political, economic, military, organizational, and so on). PCIA is a process -- not a tool. While some people would like a "PCIA Tool Kit" that can be applied everywhere to fix everything, PCIA will not make a difference unless it challenges and changes the way we do our work in conflict zones. We may not have to do different work, but will have to do our work differently. PCIA challenges us all to fundamentally rethink all of our work in areas prone to violent conflict. PCIA helps us to understand the specific rather than the general. "We know a lot of things to be true about social violence, we just don't know when they will be true." (James Rule) PCIA help us to see, and to Produced by LGSPA and GOP-UN MDP ACT for Peace Programme for field-testing purposes; 2007

understand, when, why, and how a particular factor, in a particular situation, is likely to contribute to peace, or violent conflict. For example, many believe that poverty leads to violent conflict. However, when we look closely at different cases, we see that sometimes it appears related, and sometimes it does not. Peace and Conflict Impact Assessment helps to identify and understand when, why, and how poverty may contribute to violent conflict, for example, when a collective sense of injustice, indignity, and hopelessness is added to conditions of impoverishment. As importantly, PCIA helps us to make the changes to our initiatives to improve the likelihood that they achieve both their developmental impacts and peacebuilding impacts. Indeed, often reaching development goals is dependent on positive peacebuilding impact. PCIA is not static. PCIA is an on-going and dynamic approach taken before, during, and after a particular intervention in a conflict-prone region. PCIA Needs to be transparent, shared, and People-Centered. The real experts of PCIA are the women, men, girls and boys living in conflict zones. If they are not centrally involved in peace and conflict analysis and interpretation, then the exercise will fail, or worse, will disempower communities – that is, it will remove them from decisions that fundamentally affect their lives. If a community does not believe a PCIA is genuine or legitimate; if they believe that it is not in their interests; if they believe that it will be used for force unwanted initiatives or decisions on them; then they are completely justified in rejecting the process and its outcomes. PCIA is too important to leave in the hands of so-called "experts." As a colleague in Mindanao put it, "don't rely on documents, live in the community." It is all about ownership, control, and capacity. Undertaking PCIA is a sensitive, and potentially conflictgenerating, exercise – and this is when it is done properly! This underscores the importance of building on existing networks of trust and communication. However, to ensure that any PCIA initiative will have a positive peacebuilding and developmental impact, it only needs to be able to answer “yes” to the following two questions: (1) Is the initiative increasing the capacities of participants – particularly those on the ground to (a) identify the real and potential peace and conflict impacts of an intervention; and (b) formulate and implement their own solutions non-violently and effectively? (2) Is the initiative built on a partnership that leads towards the genuine ownership by partners on the ground? Building peace includes "un-building" the structures of violence. Just as the removal of the structures of violence does not automatically bring peace, neither does the simple adding (or strengthening) of peace capacities automatically stop violence. For this reason, peacebuilders must strategically consider how to unbuild the structures of violence as well as to build the capacities for peace – otherwise they risk seeing their hard work washed away in the next flood of violence. Neither development nor peacebuilding on its own will magically create peace. Development and peacebuilding activities can make important positive contributions to peace and unity (or they can increase Produced by LGSPA and GOP-UN MDP ACT for Peace Programme for field-testing purposes; 2007

existing tensions). However, on their own they will not create peace. Full, genuine, and lasting peace requires substantive and on-going efforts by a wide range of actors (local, national, regional, international) in a broad range of activities (military, trade, development and humanitarian assistance, diplomatic, and so on). Haste makes waste – PCIA takes time. Despite the time pressures that always affect the planning and implementation of a project or initiative, there needs to be time for genuine dialogue, learning and capacitybuilding. A rushed PCIA is a doubtful PCIA.

What are the steps in doing PCIA? STEP 1: Assessing the Environment The first step is to look at the environment with which you are dealing and establish whether it is conflictprone. There are two important reasons why you need to be able to tell whether or not an area is conflictprone: 1) PCIA is required only in conflict-prone areas: it would be burdensome, unnecessary and possibly counter-productive to apply PCIA to every project, program or initiative. The ability to tell the difference between a conflict-prone and a non-conflict-prone area (or more and less conflict-prone areas) allows you to decide when and where PCIA is necessary. 2) Different types of conflicts have different patterns, intensities, and impacts. The ability to analyze conflicts is essential for anticipating and responding to possible impacts on a project or initiative.

How to tell you are in conflict-prone setting – before it is too late?

Violent – usually militarized – conflict is taking place, or has taken place (conflict zones, postconflict settings, transitional settings) Competition over scarce resources (such as: water, agricultural land, and fish; grazing lands; access to education, public employment, or housing) Absence of effective conflict management and resolution mechanisms

More than one group claims the right to have, govern, or use the same piece of land

Competition or disagreement over the allocation of the benefits of newly discovered resources (oil, diamonds, strategic minerals, etc.)

Unresolved socio-economic tensions (e.g., workers vs. plantation owners; laborers vs. land owners; unemployed vs. corrupt government officials

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A feeling by a group (or groups) that they have been "wronged" or exploited, and, possibly, the presence of a leader who is trying to use this feeling to fight for "justice." Or, the absence of a leader able to harness dissent constructively.

STEP 2: Risk and Opportunity Assessment Now that you have mapped the peace and conflict geography of the space around an initiative, the next step is to undertake a Risk and Opportunity Assessment. This will help you to better understand how the specific peace and conflict environment may affect a project or initiative.

Risk & Opportunity Assessment Focus Impact of Peace & Conflict Environment on an initiative

Before starting an initiative or project we need to decide whether it makes sense to try to work in a particular conflict environment, i.e., is there enough room to work in the area, or are the levels of risk/violence too high and peace opportunities too low? Is the initiative appropriate â&#x20AC;&#x201C; that is, does it have the right ingredients for success (personnel, operating procedures, peace and conflict sensitivities? What needs to be done to reduce the chance of failure of an initiative cause by conflict?) To answer these questions, we need to do a basic Risk and Opportunity Assessment of the ways in which the conflict may hinder a proposed initiative and to determine whether (and how) existing or newly-emerging peace capacities and resources may help it. While Risk and Opportunity Assessment needs to be undertaken before starting an initiative or project, it should be repeated throughout the life of an initiative. Because both the peace and conflict environment and the initiative itself will change over time, it is important that we monitor the on-going feasibility and appropriateness of the initiative throughout its life. There may be cases where the risks are too high â&#x20AC;&#x201C; and the opportunities are too low â&#x20AC;&#x201C; to proceed with a project. If this is the finding of the assessment, then it would be a useful exercise to determine what specific requirements or conditions would need to be in place (or what would need to change) before you would rethink about launching the project.

Step 3, 4 and 5: Pre-, In, Post Project Assessment Having analysed ways in which the peace or conflict environment might affect a proposed initiative, the next task is to assess how the proposed initiative may affect peace or conflict both in the immediate area in which it will be working and beyond. To be useful PCIA should be applied at every stage of the project cycle. You will notice that the same analysis is applied to each stages of an initiative: Pre-initiative PCIA. This application involves looking for the potential peace and/ or conflict impact of an initiative before an initiative begins, during the design and planning stage. In-initiative PCIA. This application involves looking for peace and/ or conflict impact while an initiative is underway, during initiative implementation. At this stage you are monitoring immediate impacts, both formally and informally, and making changes to initiative design and direction as necessary. Produced by LGSPA and GOP-UN MDP ACT for Peace Programme for field-testing purposes; 2007

Post-initiative PCIA. The final application involves looking for the peace and/ or conflict impact after an initiative has been completed. PCIA should be integrated into formal initiative evaluations, though an assessment can be done outside of the evaluation process as well.

What are the Benefits of PCIA? PCIA is an extremely important and useful process that will help you ensure that the initiatives you are working on do not aggravate violent conflict and, as far as possible, contribute to building peace within and between communities. Some organizations like the Sindaw Ko Kalilintad for example have been able to enhance their project designs through the introduction of strategies that can help mitigate potential conflict and promote more peace. Perhaps the clearest manifestation of its benefit is when a community based organization was able to put on hold the implementation of projects which were assessed to be conflict-creating.

What are some of the challenges and limitations to doing PCIA? In advocating for the use of PCIA, the challenge lies in mobilizing the LGU, generating commitment and buyin from various stakeholders, identifying who should and can initiate the process, and building champions In building the capacity of LGUs for PCIA, there is a need to: a) simplify technical jargon into more user friendly terms; b) gain more experiential grounding and application; c) sustain and further develop coaches; d) identify ways to meaningfully and strategically integrate the application of PCIA in key LGU processes and; d) ensure that Culture of Peace is factored into the process. In mainstreaming PCIA, it is important to be able to harness mechanisms (such as MPOC, LT, LSB/LDC, ELA) for integration of peace and conflict impact assessment, sustain PCIA process and integrate PCIA into donor processes for project development and appraisal.

Philippine Experience in Broad Strokes In 2002, partners and key institutions working around peace issues were brought together in an LGSP IIsupported workshop where PCIA was introduced by Kenneth Bush who started working on the PCIA concept and process in 1998 under the auspices of the International Development Resource Center (IDRC) based in Canada. The seeds that were planted then took root in two main fields: a) community based initiatives where PCIA was used as a means to assess organizational projects of the a Central Mindanao Alliance of Peace Advocates called the Sindaw Ko Kalilintad; and, b) LGU-led projects in which ACT for Peace-trained facilitators introduced the process in a series of PCIA workshops.

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The learnings from field experiences were consolidated and summarized in a roundtable discussion held in February 2007 which also became the springboard for a continuing convergence of major programs such as the LGSPA, ACT for Peace Program, Conflict Prevention and Peacebuilding Program, National Democratic Institute and the Office of the Presidential Adviser on the Peace Process. Recognizing the challenges of mobilizing LGUs for peace work and specifically for PCIA, a smaller group of practitioners and facilitators were convened in a three-day writeshop to level off on basic concepts, principles and processes of PCIA in the context of local governance processes. The results of the writeshop have come in the form of this field guide which is envisioned to strengthen the role and involvement of LGUs in peace work through mainstreaming of PCIA processes in local governance.

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Chapter 2:

THE ROLE OF LOCAL GOVERNMENTS IN PEACE WORK National Mandate Executive Order No. 3 entitled “ Defining Policy and Administrative Structure for Government’s Peace Efforts” provides the framework for the implementation, coordination, monitoring and integration of all government peace initiatives in the pursuit of a just and lasting peace in the country. Signed by President Gloria Macapagal Arroyo on February 28, 2001, the EO mandates the Office of the Presidential Adviser on the Peace Process (OPAPP) to coordinate and implement the “Six Paths to Peace” which outlines the six components of the comprehensive peace agenda defined by the National Unification Commission (NUC) as a result of a series of consultations held in 1992 and 1993. The six paths include: a) social, economic and political reforms; b) consensus building; c) peace talks with different groups; d) reconciliation; e) protection of civilians and de-escalation of conflict including the recognition of peace zones and protection of human rights; and, f) building and nurturing of a climate conducive to peace. These are concretized into five (5) goals in Chapter 14 entitled “ National Harmony: The Peace Process” of the Medium-Term Philippine Development Program 2010 as follows:

National Peace Plan 1. 2. 3. 4. 5.

Completion of comprehensive peace agreements with rebel groups resulting in cessation of armed hostilities by 2010 Completion of implementation of all final peace agreements signed since 1986 Implementation of an enhanced and integrated reintegration, rehabilitation and amnesty program to mainstream former rebels into society Rehabilitation, development and healing of conflict-affected areas; and, Strengthening the peace constituency and citizens; participation in the peace process

Goals and Action Plans Local Government Units play key roles in the achievement of these goals as the administration has identified in a peace plan comprising two major strategies of: a) peacemaking and peacekeeping; and, b) peacebuilding and conflict prevention.

Strategies a. Peacemaking and peacekeeping

Action Plans and Role of LGUs 1. Continuation of peace talks and conclusion of final peace agreements with each of the rebel groups

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Strategies

Action Plans and Role of LGUs • Conduct of confidence building measures, adoption of interim or humanitarian ceasefire mechanisms, and negotiations on the substantive agenda constituting reforms to address the roots of armed conflict 2. Complementary measures to minimize the level of violence arising from armed conflict • Support for grassroots peacekeeping initiatives including the community declaration of peace zones and other spaces for peace, citizens’ campaigns for and monitoring of ceasefire agreements and localized peace talks • Tapping of traditional and indigenous mechanisms for conflict settlement • Informal education to promote nonviolent means of conflict resolution

b. Peacebuilding and Conflict Prevention

3. Full implementation of existing final peace Agreements • Support for the full implementation of RA 9054 or the new Organic Act for an expanded ARMM • Provision of livelihood/ direct development assistance to unserved MNLF state commands and Bangsamoro women’s cooperatives 4. Implementation of an enhanced and integrated reintegration, rehabilitation and amnesty program to mainstream former rebels into society • LGUs taking the lead role in the reintegration program in their own localities under the coordination of the Amnesty and Reintegration Commission (ARC) 1. Rehabilitation and development of conflict areas • Delivery of core shelter units and immediate livelihood assistance for displaced families • Infrastructure and basic services for conflict affected communities 2. Catch up development program for ARMM and affirmative action agenda for Muslims • Completion of devolution of national agencies to the ARMM • Budget reform to enhance fiscal autonomy • Completion of infrastructure for inter-connectivity of ARMM-constituent provinces and city • Catch up plan for health and education to raise the Human Development Index • Filling up of all vacancies and support for effective operation of shari’ah courts • Land tenure improvement for actual occupants • Enhanced agricultural productivity program • Support for the implementation of the ARMM Special Economic Zone Act of 2003 • Holding of peaceful, orderly and meaningful elections in the ARMM in accordance with RA 9333 3. Conduct of healing and reconciliation programs in conflict affected communities • Conduct of community based interfaith and intercultural peace education and advocacy campaigns, trauma counseling and rehabilitative services for displaced families especially women and children victims of armed conflict • Holding of community rituals and traditional practices for cleansing, healing and reconciliation

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In the accomplishment of these goals and action plans, LGUs would be able to play their roles better through the use of impact assessment processes which can help them gauge the potential peace and conflict impact of their interventions in peacemaking, peacekeeping, conflict prevention and peacebuilding. The capacity to anticipate and identify peace and conflict impact can help make the LGU processes more effective and contribute more meaningfully to the peace process at whatever level of intervention and engagement. As such, peace and conflict impact assessment should be built into the mainstream of LGU processes which have a direct and indirect bearing on peace.

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Chapter 3:

MAINSTREAMING PCIA IN LOCAL GOVERNANCE PROCESSES What is mainstreaming? According to the LGSP-II Mainstreaming Toolkit, in any society or organization, there is a “mainstream” where choices are considered and decisions are made which affect the economic, political and social position, and options, of the citizens of that society or organization. Mainstreaming is a strategy to ensure that concerns related to a specific issue or theme are considered within this central decision making area. It is an approach to governance that makes mainstreamed considerations a part of planning, budgeting and program formulation. Mainstreaming contributes to more responsive government and better service provision because it takes into account special issues, such as impact assessment in this case, that “cut across” various government departments and impacts on all sectors. It is a long process that takes place in many fronts, requiring changes in awareness, attitudes, policies, plans and programs The end goal of mainstreaming is to ensure that initiatives to address cross cutting issues have been woven into the fabric of society in a way that contributes to sustainable development

Why is PCIA important to good governance? Government policies and programs affect the peace and conflict situation in an area as outlined in Chapter II. Thus, the LGU has a strategic role to play in creating an environment of peace and unity within and between different communities. LGU activities have a strong potential to positively contribute to peace. For example, local government can create opportunities for constituents to cooperate and form linkages and productive relationships in pursuit of LGU-driven projects and programs like delivery of health services, clean water or waste management. On the other hand, LGU projects can inadvertently create conflict by increasing competition for scarce resources or increasing inequities in service delivery. PCIA will enable the LGU to anticipate, monitor and evaluate the impact of their interventions on peace and conflict.

What are the main challenges to integrating PCIA in LG processes? In a recent roundtable discussion held among PCIA practitioners, some challenges faced in their efforts to integrate PCIA in LG processes were identified as follows: Produced by LGSPA and GOP-UN MDP ACT for Peace Programme for field-testing purposes; 2007

• • • • • •

Insufficient understanding of the concepts of peace work beyond the traditional mindset of peace, equating it with peace and order and policing The usual assumption that development automatically brings peace, which leads to the lack of continuous attention to building a culture of peace and addressing the root causes of conflict Lack or absence of technical skills, resources or authority for conflict resolution or to integrate peace and conflict considerations into local legislation and development programs LGU initiatives themselves can contribute to conflict Political dynamics brought about by patronage politics as well as incompatible goals, interests and processes traditional leadership and elected officials Maximizing the role of the Municipal Peace and Order Councils (MPDO) in peace work

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Chapter 4:

HOW TO MAKE INTERNAL PROCESSES IN LOCAL GOVERNANCE MORE PEACE AND CONFLICT-SENSITIVE: Awareness Raising Approach An Awareness Raising Approach involves changing mindsets, attitudes and developing the commitment of the LGUs to peace as measured through the peace and conflict impact assessment lens. The strategy is directed towards those who are involved in policy and decision making such as LCEs, legislative bodies and, in the case of project implementation, the MPDCs. LG Processes where PCIA can be mainstreamed a. Policy Development b. Operationalization of Local Special Bodies (LSBs) c. Barangay Justice System (Katarungang Pambarangay)

A. Performance Management This section focuses on a specific aspect of Performance Management which is the Local Governance Performance Management System (LGPMS) as an internetâ&#x20AC;&#x201C;based self evaluation tool in assessing LGU performance. LGPMS serves as a guide in identifying the strengths and weaknesses of the LGU service delivery system. It can also be used as a management tool in the project implementation cycle. It is composed of series of structured questionnaire divided into five performance areas (Governance, Administration, Social Services, Economic Administration and Economic Development) and distributed along 17 service areas with 107 indicators. LGPMS is an important tool and is used in prioritizing programs, projects and activities that will be outlined in the Executive and Legislative Agenda which is the basis for determining projects that will be funded by the 20% Development Fund under the Internal Revenue Allotment of the LGU. In the processes involved, in LGPMS a potential conflict that may arise is how agencies are dealt with and the reliability of data. Thus, it is important to subject this process to PCIA in order to mitigate possible conflict that may arise. Likewise, if the LGPMS goes through a PCIA process, it can help ensure the transparency, accountability and participation in decision making among respective agencies and personnel which can, in turn, contribute to the success of LGU operations.

Steps involved in LGPMS Convening the LGPMS Team

Tasking/ Date setting

SLGR Preparation

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Data Gathering

Validation and Data encoding 17

Observable Results and Key Questions to Ask What can result from PCIA mainstreaming

Step 1. Convene LGPMS Team

Willingness of concerned agencies to accept responsibility for data gathering

What processes/ mechanisms are in place that help the LGU/ agencies appreciate LGPMS and their role in data gathering and validation?

Reliable data are generated and used as a basis for policy formulation and local development planning

What potential conflict (issues and problems) can arise from the process of gathering and validation of data?

What mechanisms should be in place in gathering data so that potential conflict is avoided?

2. Tasking, date setting 3. Data Gathering 4. Validation and Data encoding 5. SLGR Preparation

Key Questions to ask

More effective validation process

Stronger sense of ownership and consensus on the data and report

What methods should be utilized to help ensure gathering and validation of reliable data?

Appreciation of the LGPMS process as an effective tool for self assessment such that issues/ weaknesses that are identified will be addressed at different levels

What is coming out of the report that may induce conflict (i.e. blaming, defensiveness and loss of face)? What measures can be done to mitigate potential conflict?

How should the SLGR be written so that the language is sensitive, particularly when the report tackles not so positive results? How can we come up with accurate reports that are not offensive?

Concrete steps taken by LGU which manifest how it is able to promote rights and responsibilities and the other principles of Culture of Peace

B. Policy Development Policy Development is a very crucial step in the LGU processes. The kind of services that the LGU delivers emanate from the policies which are crafted on the basis of a systematic process of issue identification and analysis up to policy formulation. These policies may originate from the executive and made legal through the passage of a resolution/ordinance approving the project including the budgetary requirements by the Legislative Branch. Since resources are very scarce in the LGU, policy development should be done in such a way that conflict among the policy makers and beneficiaries alike will be minimized. The policies that will be developed Produced by LGSPA and GOP-UN MDP ACT for Peace Programme for field-testing purposes; 2007

should redound to the improved status and conditions of the constituents and environment. Policies that are developed should also answer specific issues and needs of the populace and the environment.

Steps involved in Policy Development Issue / Problem identification

Implementation of policy

Research

Plenary (Adoption of Policy)

Committee Hearing

Public Hearing

Monitoring and Evaluation

Areas for Mainstreaming and Key Questions to Ask Step 1. Issue / Problem identification 2. Research/ drafting stage 3. Committee Hearing 4. Public Hearing 5. Plenary (Adoption of Policy) 6. Implementation of Policy 7. Monitoring and Evaluation

What can result from PCIA mainstreaming Strengthened participation and representation of constituents and line agencies being affected by the policy Contributed to increasing the transparency, accountability and appropriateness of public decisionmaking Formulation of quality and consistent policies Well informed and skilled lawmakers who are able to craft peace-promoting and conflict-sensitive policies through an effective policy monitoring and research process LGU demonstrates how it is able to promote rights and responsibilities and the other principles of Culture of Peace

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Key Questions to ask Who will be affected by the policy being developed? How will they be affected? In what way can they be involved in the process of policy development? What measures can be adopted/ instituted to mitigate potential conflict arising from the policy? How will these policies be implemented and monitored? How are the results of the monitoring and research process being fed back to the lawmakers? Are the policies peacepromoting or conflict-creating?

C. Operationalization of Local Special Bodies (LSBs) Organization/formation of the Local Special Bodies (LSBs) is mandated under RA 7160 known as the Local Government Code of the 1991. One of the major functions of these bodies is policy advisory to the Sangguniang Bayan. It is also mandated that the composition of LSBs should have Civil Society Organization representative so that the concern of the latter will be heard. Specific guidelines are provided in terms of how LSBs should be operationalized in a way that participation from key sectors in the community is ensured. With more sectors able to participate in governance, there is bound to be greater confidence among the constituents in their capacity to deal with peace and conflict issues in a non-violent way. Participation in legitimate channels of authority also builds the credibility of the governance system especially in communities where conflict has arisen from the failure of law and order. Perhaps the most important benefit which this local governance process of operationalizing the LSBs can achieve is the improvement of social communication between and among those who are in positions of authority and those whom they have committed to serve as public servants. These include the unorganized and organized groups of women, children, peasants, fisherfolks, elders, and others whose interests, if addressed, could contribute to a more inclusive local peace process. Organization/formation of the Local Special Bodies (LSBs) is mandated under RA 7160 known as the Local Government Code of the 1991. One of the major functions of these bodies is policy advisory to the Sangguniang Bayan. It is also mandated that the composition of LSBs should have Civil Society Organization representative so that the concern of the latter will be heard. Specific guidelines are provided in terms of how LSBs should be operationalized in a way that participation from key sectors in the community is ensured. With more sectors able to participate in governance, there is bound to be greater confidence among the constituents in their capacity to deal with peace and conflict issues in a non-violent way. Participation in legitimate channels of authority also builds the credibility of the governance system especially in communities where conflict has arisen from the failure of law and order. Perhaps the most important benefit which this local governance process of operationalizing the LSBs can achieve is the improvement of social communication between and among those who are in positions of authority and those whom they have committed to serve as public servants. These include the unorganized and organized groups of women, children, peasants, fisherfolks, elders, and others whose interests, if addressed, could contribute to a more inclusive local peace process.

Organization/ Reconstitution of LSBs

Reorientation

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Conduct of Regular meeting

Mainstreaming PCIA and Key Questions to Ask

Step 1. Organization/ Reconstitution of LSBs 2. Reorientation 3. Conduct of Regular meeting

What can result from PCIA mainstreaming Designation of appropriate CSO representative to the appropriate LSBs More cohesive relationship and effective communication between and among the LSB members Effective participation of LSB members Enhanced LSB capacities to perform their duties and responsibility Peace-promotive and conflictsensitive LSB members LGU demonstrates how it is able to promote rights and responsibilities and the other principles of Culture of Peace

Key Questions to ask How will the process ensure the selection of appropriate CSO (genuine and credible) representatives? What are the strategies that will promote cohesiveness among the LSB members? How can these be supported by the systems (e.g., financial/budget allocation) of the LGU? How does the LGU ensure effective participation of the LSB members? How is peace defined by LSB members particularly that of the MPOC? What measures are being undertaken to develop the abilities of LSB members for peace work?

D. Barangay Justice System (Katarungang Pambarangay) The Katarungang Pambarangay or the Barangay Justice System, as an innovation of the Philippine Justice system, provides the traditional mode of resolving disputes at the barangay level to achieve peace and harmony within the community and to provide an accessible and effective form of justice for community members. It provides for local disputes which fall under its jurisdiction to be resolved through mediation, conciliation, or arbitration by the Lupong Tagapamayapa of which the Punong Barangay is the Chairman. The essence of the Katarungang Pambarangay is the amicable settlement of disputes to arrive at peaceful resolution of conflicts. The disputants must arrive at a mutually gainful agreement to obtain a peaceful resolution of the dispute and thus avoid litigation and elevation to the formal confines of the courts. The important consideration in amicable settlement is the extent to which the parties are willing to compromise their respective claims against each other within the limits imposed by law, morals, good customs, public order and public policy. It is designed to achieve the following objectives: 1) to obtain a just, speedy and inexpensive settlement of disputes at the barangay level; 2) to preserve Filipino culture and traditions concerning amicable settlement

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of disputes; and, 3) to relieve the courts of docket congestion and thereby enhance the quality of justice dispensed by them (Suarez, 1999).

Steps and Processes Involved KATARUNGANG PAMBARANGAY PROCESS Filing of Complaint

Issue Summons to the Parties

Mediation

Settlement

yes

no Constitute Pangkat

Conciliation

Arbitration

Execution Settlement

Arbitration Award

yes Execution

Certificate to File Action

Execution

Mainstreaming PCIA in the Barangay Justice System and Key Questions to Ask Step 1. Filing of Complaint 2. Sending of Summon to the other party 3. Mediation by the Punong Barangay 4. If settlement failed, submit the dispute to the Pangkat for conciliation (mediation). 5. If not settled by

What can result from PCIA mainstreaming Consensually generated solutions arrived at through the Brgy. Justice System process Increase in confidence and trust among people in the Barangay Justice System Increase in number of cases resolved through the Brgy. Justice System Enhanced capacities of mediators/ local conflict

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Key Questions to Ask In addition to the usual procedures for settling of disputes, what steps should be taken by the mediator in order to enable parties in conflict to arrive at mutually satisfying solutions and settlement? What principles and approaches should be emphasized in laying the ground rules so that both parties are enjoined to adopt a principle-based and mutually satisfying mediation process?

Step Pangkat, issue certificate to file action 6. At any stage of the proceedings, the disputants can agree in writing to submit their disputes for arbitration and they shall abide of the award made by either the lupon or pangkat chair

What can result from PCIA mainstreaming resolution facilitators for a more consensus building and mutually gainful approach to conflict resolution Recognition of the importance of local conflict resolution processes LGU demonstrates how it is able to promote rights and responsibilities, living with justice and compassion and the other principles of Culture of Peace

7. If settlement is reached either in punong brgy./pangkat, execute a settlement agreement

Key Questions to Ask How can both parties be provided with opportunities to articulate their understanding of the conflict issues? What can be done to enable both parties to surface their interests and how they want these interests to be addressed? What can be done to avoid parties getting into positional bargaining and instead be encouraged to explore common interests and possible options to resolve their conflict? Does the composition of the Lupon represent the different disadvantaged sectors? Does the process allow for enough time for both parties to arrive at consensually generated solutions? To what extent have both parties engaged in healing and reconciliation processes? Has there been a decrease or increase in the recurrence of conflict between parties? Are there parties who kept on appearing before the Lupon either as an accused or complainant? What knowledge and skills do the mediators need to develop in order to enhance the mediation process into a more mutually satisfying one for parties in conflict? What can be done to tap into the traditional (formal and informal) conflict resolution processes to complement the barangay justice system?

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Chapter 5:

HOW TO MAKE INTERVENTIONS MORE PEACE AND CONFLICT-SENSITIVE: Applying PCIA in Local Governance Processes

Application Strategies involves influencing processes, systems, procedures and mechanisms in local governance in a way that LGU initiatives contribute positively to peace rather than further exacerbating conflict dynamics. This involves a series of steps which lead to a decision on how the project/initiative can be further improved or whether it should be implement-ed at all considering the potential impact on the peace and conflict situation. One approach could be to weave into the LG process particular steps in PCIA which can complement and enhance it. Another would be to stimulate conflict-sensitive thinking by asking key questions focused on impact areas such as: a) conflict management capacities; b) armed violence and sense of security; c) political processes; d) economic processes; and, e) social empowerment.

LG Processes where PCIA can be mainstreamed a. b. c. d. e.

Local Development Planning/ ELA Capacity Development Delivery of Services and Facilities Integrated Area and Community Public Safety Plan Emergency Response

A. Local Development Planning And Executive Legislative Agenda Local Development Planning is a major function of the LGU that entails analyzing, identifying issues and concerns. The aim is to come up with priority programs to utilize LGU resources that would bring about development to its constituents. The process of planning calls for the participation of both internal and external stakeholders. In this manner they ensure quality and appropriate plans for the municipality. Said plans are also provided with proposed budgetary allocations. Approval shall be done by the Legislative Body after having been presented to them. The LGU budget process undergoes several stages: department heads prepare budget proposals, and then LFC consolidate and presents them on a budget hearing which will be approved by the Sanggunian through passing and enacting ordinance on appropriation. When all this will be achieved, the budget is ready for implementation or allocation. A well prepared plan means appropriate, responsive and relevant interventions that would contribute towards the building of positive peace. It will contribute to the dismantling of structural violence such as poverty, diseases, unemployment, lack of adequate education and others. Equally important, the LGU will be working towards the dismantling of the cycle of conflict caused by lack of development. Produced by LGSPA and GOP-UN MDP ACT for Peace Programme for field-testing purposes; 2007

Steps Involved in Local Development Planning The Rationalized Planning System (RPS) recommends four major steps to local planning: STEP ONE: Drafting a vision for the municipality or province STEP TWO: Gathering data on local realities specifically for selected data or key local development indicators

STEP THREE: Identifying gaps between “Vision” (Step 1) and “Reality” (Step 2) that needs to be addressed by the comprehensive land use plan (CLUP) or comprehensive development plan (CDP)-ELA STEP FOUR: Formulating goals, and objectives to address these gaps and translating these goals and targets to concrete policies, programs and projects STEP FIVE onwards: Executive and Legislative Agenda Formulation

LDP and Budgeting Process (realities described by the LGU participants) Situational Analysis: - Review of Plans - Objective Setting - Strategy formulation - Review of Program Structures - Elevate municipality projects to province Authorization - Budget hearing - Approval by the Sanggunian

Planning: - Elevate provincial projects to RO, NGA - LFC prepares proj. briefs to be financed by GF - Budget call LFC computes budget ceiling

Review - By the higher Sanggunian

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Budget Plan & Approval: - Dep’t. heads submit budget proposal - LFC conducts budget hearing - LFC consolidates budget into LEP & BESF

Execution - LCE

How PCIA can be mainstreamed in LDP/ELA LDP Process and BP

PCIA Step Applicable

1. Drafting a vision for the municipality or province 2. Gathering data on local realities specifically for selected data or key local development indicators 3. Identifying gaps between “Vision” (Step 1) and “Reality” (Step 2) that needs to be addressed by the comprehensive land use plan (CLUP) or comprehensive development plan (CDP). 4. Formulating goals, and objectives to address these gaps and translating these goals and targets to concrete policies, programs and projects.

Who Should Participate and Facilitate? MDC

Key Questions

- Does the vision reflect an awareness of peace values and aspirations? - How does it describe the state of peace that is desired?

Assessing the conflict environment focusing on: Nature and sources of conflict, Stage of conflict, Timeline, Stakeholders Mapping (Onion Ring), ABC Triangle, Conflict Tree, Pillars

- ROA (what are risks or opportunities existing in the environment)

MDC

- What are the types of conflict & stages of the conflict being experienced in the area? - Is there competition over resource: what kind of resource, who are the groups interested to have control of resource, how is the allocation of benefits being done?

MDC (Municipal Development Council)

- Is there a conflict management and conflict resolution mechanism in place?

- MDC (Municipal Development Council)

Location - What are the possible impacts of the location on the proposed programs/ projects? Timing - How might the timing of the proposed project affect its chances of success? Political Factors - How might the changing political context affect the proposed programs/ projects? Armed Conflict & Sense of Security - What is the possible impact of armed conflict on the proposed programs/ projects? - What socio-economic factors might affect the proposed programs/ projects? - Is the project appropriate in terms of structure, objectives, process and etc.? - Are there other factors that might affect the proposed programs/projects (e.g. national disaster, environment fragility)

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LDP Process and BP 3. Plan & Budget Approval a. finalization of priority projects w/ budget by MDC b. submission to legislative body c. approval by Sanggunian

PCIA Step Applicable - Peace & Conflict Impact Assessment (on the different area per project)

Who Should Participate and Facilitate? - MDC (Municipal Development Council)

Key Questions Key questions in relation related to the different impact areas: Conflict Management Capacities: - Will the proposed programs/projects provide opportunities for individuals/ groups to get involved in responding to peace building efforts? Armed conflict and sense of security - Will the proposed programs/projects affect the peopleâ&#x20AC;&#x2122;s sense of security positively or negatively? how? - Will the proposed programs/projects affect the military/paramilitary/ criminal environment directly /indirectly, positively/negatively? How? - Will there be real improvements in the political, economic, physical, food security among men and women? - How can benefits be more broadly or fairly distributed? Political structure & processes - Will the proposed programs/projects help or hinder the strengthening of the relationship among stakeholders in the municipality? How? - Will the proposed programs/ projects have positive or negative impact on the political structures and processes? - What will be the impact of the proposed programs/ projects on the HR conditions within the municipality? Economic structure & Processes - Will the proposed programs/ projects contribute to or distract from efforts to reconstruct damaged economic and social infra? - Will the proposed programs/ projects address the unequal distribution of wealth? Social Empowerment - Will the proposed programs/projects create or support equity and justice? - Will the benefits of the proposed programs/ be shared equitably by both genders? - Will the proposed programs/ projects contribute to positive communication or interaction?

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B. Capacity Development Capacity Development is a program intended towards the enhancement of the knowledge, skills and attitude (KSA) of the LGU personnel. The Human Resource Management Office is in charge in the delivery of this program. Capacity Development becomes strategic if it is based on a strategic plan of an LGU such as a CDP or an ELA. Any effort to improve LGU capacity should be geared towards contributing to the attainment of its development objectives and goals.i A Capacity Development Agenda outlines the capacity development strategies, programs and initiatives that need to be undertaken to address identified organizational competency gaps, indicating the target groups, specific approaches that are recommended, resources required and the timeline. For purposes of this fieldguide, and to be able to demonstrate concretely how mainstreaming of PCIA can be done in this area, this section will focus on the more specific capacity needs that are usually addressed through provision of training interventions Delivery of basic services has a direct impact in building confidence in the capacity and sincerity of the LGU to address one of the causes of conflict in the communities. Measures that guarantee a higher success rate in terms of service delivery should thus be instituted, including the development of LGU capacities towards peace-oriented service delivery. As the LGU personnel are the frontline of the delivery of basic services of the LGU, it is equally important for the LGU to equip their staff with appropriate knowledge, skills and attitudes that will gear them towards more effective service delivery. Peace promoting attitudes and conflict management capacities, for example, are essential skills which can enhance the ability of the LGUs to connect service delivery with the goals of peacebuilding. Harmonious relationship among the personnel can also be fostered with capacity building strategies aimed at inculcating in them the principles of the Culture of Peace.

Steps involved in the Capacity Building Process (focused on Training Strategies)

Training Needs Assessment

Design and/or Selection of appropriate training programs

Monitoring and evaluation

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Selection of participants

Implementation of training program

Observable Results of Mainstreaming PCIA and Key Questions to Ask Step 1. Training Needs Assessment 2. Selection of appropriate program 3. Selection of Participants 4. Implementation of program 5. Monitoring and evaluation

What can result from PCIA mainstreaming Less conflict among the personnel More positive communication/ interaction among personnel More objective and transparent processes of selection and access to training opportunities for the personnel Increased capacities of the personnel in identification and transformation of problems LGU demonstrates how it is able to promote rights and responsibilities and the other principles of Culture of Peace Increased intra/interpersonal relationships among the personnel

Key Questions to ask Is there an established Human Resource system that supports the implementation of the capacity development program? What tools are being used to identify the needs for capacity development program? How does the LGU measure the relevance and appropriateness of the training program? How does the CapDev Program support the HR goals of the LGU? To what extent are the Culture of Peace principles and goals integrated in the Cap Dev Program? Are both men and women being benefited by the HR Program? What are the criteria and mechanisms in selecting participants for specific training opportunities? How will the CapDev Program develop more peace-promoting attitudes and skills that the personnel can apply in their work? Is there an established monitoring and evaluation system to measure changes in behaviors resulting from the application of their learnings?

C. Service Delivery Section 16 of the Local Government Code states that â&#x20AC;&#x153;every Local Government Unit shall exercise the powers expressly granted, those necessarily implied thereon, as well as powers necessary, appropriate, or incidental for its efficient and effective governance, and those which are essential to the promotion of the general welfare. Within their respective territorial jurisdictions, local government units shall ensure and support, among other things, the preservation and enrichment of culture, promote health and safety, enhance the right of the people to a balanced ecology, encourage and support the development of appropriate and self-reliant scientific and technological capabilities, improve public morals, enhance economic prosperity and social justice, promote full employment among their residents, maintain peace and order, and preserve the comfort and convenience of their inhabitants. â&#x20AC;&#x153; As such, LGUs are mandated to take the lead in the efficient and effective delivery of basic social services for health, education, shelter, emergency relief in times of disasters, as well as provision of facilities, services Produced by LGSPA and GOP-UN MDP ACT for Peace Programme for field-testing purposes; 2007

and infrastructure to support economic development to their respective constituents. Development planning processes and Performance Management Systems are put in place to ensure that constituents and other multi stakeholders are able to participate in the planning, implementation and monitoring / evaluation of services and programs undertaken by the LGU. Structural violence characterized, among other things, by the majority poor having no access to inadequate social services especially provided by the government, has spawned not only human misery but also the three decade- long insurgency problem and the quest for Bangsamoro self-determination. The provision of social services to address the basic problems of food scarcity, homelessness, poverty to name a few, restores peopleâ&#x20AC;&#x2122;s faith in governance processes and machineries and is counted as essential to peacebuilding work. However, because a large number of population do not have access to basic social services, the LGU could encounter problems in project delivery. To encourage the LGU to undertake the PCIA in the process of service delivery should be an advocacy aimed at helping LGUs further develop its capacity for conflict prevention and peace building. The steps herein describe the normal project cycle, where the LGU identifies its priority needs and usually includes this in formulating its Executive and Legislative Agenda or in other planning processes. However, sourcing of funds could come from its development fund of not less than 20% or from outside sources, either ODA or from line agencies.

Steps in Service Delivery

Project Evaluation

Needs analysis / contained in ELA

Project Concept Development / Planning

Budget / Appropriation not less than from 20%

Project Implementation

If disapproved Project Validation if approved/ MOA signed/ Project Planning

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Resource Mobilization / Proposal Development and Packaging

Mainstreaming PCIA in Service Delivery Steps in ServiceDelivery Pre-Project Implementation

Steps of PCIA which can be used

Meetings and Consultations - planning for implementation to include: review of project documents and / or MOA with donor agency (ies) project concept validation identification of personnel involved activation of Bids and Awards Committee

Assessing the environment Risk and Opportunity Assessment Assessing potential peace and conflict impacts during project validation of proposal design, target beneficiaries, implementtation structure and budget appropriation

Who will be involved? facilitate?

Key questions or indicators of impact

Socio – Economic MPDC, Municipal Dev’t Council/ concern agencies; or LCE and LGU; concerned function-aries as may be identified

How will the project impact on the peace and development processes of the LGU? Will the project contribute to: social cohesion? support to development of people’s organizations /CSOs/ private sector? developing trust and confidence of revolutionary groups in government processes? Are women and men equally represented in the planning processes? Will the emerging economic environment be conducive to women’s empowerment or will it rather reinforce economic marginalization and increase women’s vulnerability? What measures are in place to ensure the effective participation of other sectors and stakeholders in the design of the project? What mechanisms and processes will ensure that criteria for selection of beneficiaries is made clear to all stakeholders? Will the processes ensure prioritization of least served and marginalized constituencies? transpa-rency in selection? in fund appropriation and work scheduling? Timing Are there major activities that might be involved in that can affect project implementation? (e.g. elections, peace talks, eruption of violence, etc.) What are the factors (cultural, religious, political, ethnic, gender bias) that may affect the implementation of the project? How will local resources (financial and human) be mobilized for the requirements of project implementation? Will the project contribute to poverty reduction? Will it contribute to increased income, generate employment opportunities or increase productivity especially those of “marginalized sectors/communities?”

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Steps in ServiceDelivery

Steps of PCIA which can be used

Who will be involved? facilitate?

Key questions or indicators of impact Is the project relevant to the condition of the target community? How will the project be sustained such that benefits accrue to more members of the community? Conflict Management Capabilities How can the project increase the capacity of structures or individuals in the LGU esp. of the target beneficiaries to manage peace and conflict dynamics in the community? How will the project contribute to enriching, if not installing, an LGU initiated and supported mechanisms that keep track of violent conflicts? Or contribute to their just resolutions? Political structures and processes What specific policies or mandates does the planned project/ program address? How can the project/ program strengthen mutually beneficial relationships between the LGU and community and CSOs including members of revolutionary groups in the community? What mechanisms are in place what would allow for project policy enforcement? Will the emerging political system recognize and protect women’s rights and interests? And will women be enabled to influence and participate in the political process? Armed Conflict and Sense of Security Is the peace and order situation in the area favorable for project implementation? Are there perceived threats of military operations? Or eruption of clan feuds? Or threats from lawless elements? How might the level of “trust and confidence” of the target communities in relation to LGU/ donor-initiated project assistance affect the entry of the project in the area? What project strategies could be developed or strengthened to raise the awareness and activities of the community on human rights and protection issues?

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Steps in ServiceDelivery During project implementation conduct of activities according to workplan procurement of materials or other goods as the case may be

Steps of PCIA which can be used

Who will be involved? facilitate?

Key questions or indicators of impact Political Structures & Processes

LGU personnel or from Line Agency/iesas designated by project document in the Implementation Structure and Plans

How is accountability and transparency practiced among project implementers and stakeholders especially when relating to beneficiaries and donor agencies /partners? How does the project ensure effective participation of partners and beneficiaries in the different phases of the project? Will women be enabled to influence and participate in the political process? What mechanisms ensure clear coordination among staff, beneficiaries, principals & partners during project implementation What can be done to avoid exploitation of the project for partisan interests of elected officials? How does the changing political climate, (i.e., leadership changes) affect project implementation? Social Empowerment Does the project create avenues for social cohesion such that people are able to participate regardless of gender, belief, ethnic origins and class?

Does the project support gender & capacity enhancement of both formal and informal community structures such as the Barangay Development Council, Katarungang Pambarangay or others that are present in target communities?

Will womenâ&#x20AC;&#x2122;s capacities and skills be recognized and incorporated in the provision of social services? Will they generate socio-economic relationships that are advantageous to women? Does the project enable marginalized people to have confidence in their ability to engage in governance and economic activities? Environment Do project activities contribute to greater awareness of human responsibility to protect specific eco-systems and the international covenants to which the country is a signatoree Economic processes Are there mechanisms in place to ensure efficient and timely delivery of services to the Produced by LGSPA and GOP-UN MDP ACT for Peace Programme for field-testing purposes; 2007

Steps in ServiceDelivery

Steps of PCIA which can be used

Who will be involved? facilitate?

Key questions or indicators of impact target beneficiaries? What new skills and technologies were promoted or enhanced by the project to warrant application? Increased productivity? Engagement in alternative gainful employment? to enable beneficiary communities to transform conflict ravaged and mainly rural economies to develop? Armed Conflict and Sense of Security Does the project seek to engage military personnel in the implementation of planned activities? Are other revolutionary forces present in the area supportive of the project? What structures, policies and processes help in addressing potential conflict areas during project implementation that may come from any armed group? Does the project have corresponding IEC activities that could contribute to peopleâ&#x20AC;&#x2122;s feeling of security? Socio-Economic

Post project implementation monitoring evaluation / assessment

Benefi-ciaries / Project Management Structure / Donor Agency

What were the factors and processes that may hinder or facilitate the smooth project implementation? What social benefits will the project bring to the community that will foster greater cohesion and harmony? What new skills and technologies will be learned and applied in the project to effect development changes in the target conflict prone communities? Will the emerging economic environment be conducive to womenâ&#x20AC;&#x2122;s empowerment or will it rather reinforce economic marginalization and increase womenâ&#x20AC;&#x2122;s vulnerability? What the management system is in place that would ensure project sustainability? Does this system promote transparency, accountability, participation and project ownership? Political structures and processes How will local governance structures (such as the

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Steps in ServiceDelivery

Steps of PCIA which can be used

Who will be involved? facilitate?

Key questions or indicators of impact BDC, LT, BC, Inter-Agency Bodies, LSBs) be enhanced because of engagement in project implementation? Will women be enabled to influence and participate in the political process? Does the project allow for participation of other stakeholders and sectors? What support will be generated by the LGU from bilateral bodies and other agencies to expand social services delivery and pave the way for convergence of services? What processes will contribute to promoting trust and confidence among beneficiary communities in government? What potential tensions could erupt as a result of the project, if any? What measures will be taken to avoid these tensions?

D. Integrated Area and Community Public Safety Plan (IACPSP) The Integrated Area/Community Public Safety Plan (IA/CPSP) is a document that contains the detailed plans, programs, projects and activities which are designed for the primary objective of enhancing the role of the local government units in fostering a safe, secure, peaceful and progressive community. This is prepared by the local peace and order council (POC) which is created by law where issues and concerns on peace, public safety are discussed. A good and sound IA/CPSP springs from community-based consultations/assessments involving representatives from all sectors. Participatory consultations and planning ensures the inclusion of the issues of the different sectors and not just those of the few; the acceptance and ownership of the stakeholders of the plan; and also the gathering of broad-based supporters for the plan. IA/CPSP serves as guide for the local government units on what programs, projects and activities which they can implement in their area as an answer to the peace and order problem, including public safety, disaster, environmental protection and health and sanitation.

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Steps in Preparing an IACPSP Assessment of the State of Peace and Order in the Locality

Community-based Safety and Security Assessment

Identification of major problems affecting peace and order

Resources and Constraints

Monitoring System Implementation of Programs, Projects and Activities

Strategies and Interventions

Mainstreaming PCIA in IA CPSP

Components Of IA/CPSP 1. Community Based Safety and Security Assessment

Relevant PCIA Steps Step 1 Scanning the Environment

Who is involved

POC Members

a. Assessment of the State of Peace & Order in the Locality

Who would facilitate DILG, COPPCIAtrained CSO, LGSP

Areas of Assessment

Armed Violence and Security

Key Questions/Indicators of Measuring Impact on Peace and Conflict Aside from PRA and PSA tools which can be used in assessing the local situation, the National Democratic Institute has developed a module focused on identifying the communityâ&#x20AC;&#x2122;s familiarity on basic rights, community dynamics, community profile, public safety assessment and community peace commitment building. Using the PCIA lens would entail asking the following questions:

b. Identification of major problems affecting peace and order

Step 1 Scanning the Environment using the Scanning Assessment and Response Analysis (SARA) method

POC Members

DILG, COPPCIAtrained CSO, LGSP

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What are the types of conflict being experienced by the locality? Is the control over, or use of territory or resources being disputed? Is the socio-economic gap between groups is increasing? Is the unemployment rising while living standards and human security are declining? Does the IA/CPSP committee have adequate representatives from disadvantaged sectors?

Components Of IA/CPSP 2. Resources and Constraints

Relevant PCIA Steps

Who is involved

Who would facilitate

Step 2 Risk and Opportunity Assessment

Areas of Assessment Location

Timing

How might the changing political context (environment) affect the proposed intervention? What is happening politically that may help or hurt the intervention?

Military Context

What is the possible impact of militarized conflict on the proposed intervention? What is happening in the peace and conflict environment militarily that may affect the intervention? What socio-economic factors might affect the proposed intervention? How? What is happening in the peace and conflict environment socio-economically that may affect the intervention? Are there any exclusionary barriers that prevent inclusion and participation of a certain category of populations? Are these cultural beliefs and practices that could undermine the role of women in the implementation of the project/ initiative?

Other factors

Step 3-5 (pre, in, post PCIA)

What are the possible impact of the location on the proposed interventions? What is happening in the peace and conflict environment (related to location) that may affect the intervention? How might the timing of the proposed intervention, affect its chances of success? What is happening in the peace and environment (relating to timing) that may affect the intervention?

Political Context

SocioEconomic

4. Design of Strategies and Intervention

Key Questions/Indicators of Measuring Impact on Peace and Conflict

Are there any other factors that might affect the intervention? How might they help or hurt? ? absence of violence in the area POC Members

DILG, COPPCIAtrained CSO,

Conflict Management Capacities

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? presence of IEC on the anti-crime prevention efforts and public safety ? politicians without armed bodyguards ? presence of violence due to competition for natural resources

Components Of IA/CPSP

Relevant PCIA Steps

Who is involved

Who would facilitate LGSP

5. Programs, Projects and Activities

6. Monitoring System

Areas of Assessment Militarized violence and human security Political structures and processes Economic structures and processes

Social Empowerment

Key Questions/Indicators of Measuring Impact on Peace and Conflict ? number of internally displaced persons ? number of persons who are victims of violence and human rights abuses ? presence of organizations helping for the attainment of peaceful ? Role and participation of women ? ratio of peace and order funds to total annual appropriations ? decrease in income/increase of unemployment in the locality ? increase number of new business establishments ? number of school-age children who are out of schools due to violence ? levels of tolerance/distrust within cultural, social, ethnic, political, religious organizations ? rejection of a gun culture/ militarized culture ? increase budget allocation for health and sanitation ? number of women availed maternal and reproductive health care ? recognition and incorporation of womenâ&#x20AC;&#x2122;s capacities and skills in the provision of services

E. Emergency Response Section 17 of the Local Government Code states that Local Government Units shall endeavor to be selfreliant and shall continue exercising the powers and discharging the duties and functions currently vested upon them. They shall also discharge the functions and responsibilities of national agencies and offices devolved to them pursuant to this Code. Local government units shall likewise exercise such other powers and discharge such other functions and responsibilities as are necessary, appropriate, or incidental to efficient and effective provision of the basic services and facilities. Among the services is social welfare which include programs and projects for rebel returnees and evacuees; relief operations; and population development services.

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It is also the mandate of the Local Government Units to organize an Area Coordinating Center or a Disaster Coordinating Center which, in times of emergency, is the responsible entity tasked to coordinate and facilitate the management of relief operations, mobilize resources, and see to it that operations are properly conducted and responsive to the needs and concerns of the evacuees. As peace work is relative to development, responding to emergencies, if done in accordance with standards can also empower people, eliminate fear and prejudices, and build peopleâ&#x20AC;&#x2122;s confidence so that they can be active players in governance. Emergency response of the Local Government Units is very crucial in peace work, as disasters can set back development and increase vulnerability. However, if done with peopleâ&#x20AC;&#x2122;s involvement and if it is grounded in uplifting human dignity it can also provide opportunities for development and decrease vulnerability. The Local Government through the Area Coordinating Center and the Disaster Coordinating Center should be responsive to the needs of the evacuees and displaced people.

Steps and Processes involved in Emergency Response

Convene DCC

Conduct Rapid Assessment

Plan out relief operations

Conduct of relief operations Post emergency situation assessment

Mainstreaming PCIA in Emergency Response Processes Steps in Emergency Response

PCIA Steps which can be applied

Who will be involved/ facilitate

1. Convene the Disaster Coordinating Council Conduct (Rapid assessment of the emergency situations)

1. Assessing the environment

Governor or Mayor as the case maybe or the Executive Officer/Action Officer

2. Risk and Opportunity Assessment

Key questions on indicators of impact Location: What is the nature of the disaster and its location? How many are affected? Are there factors in the location which could affect emergency response? (e.g. accessibility, etc.) Is the affected community experiencing some form of conflict? What type and what stage is the conflict in? Who are involved in the conflict? Political, social, economic, military and cultural context What factors in the political, economic,

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Steps in Emergency Response

PCIA Steps which can be applied

Who will be involved/ facilitate

2. Delivery of emergency relief assistance > procurement and distribution, evacuation center management, monitoring

Key questions on indicators of impact military and socio-cultural context could affect emergency response? Human Security Is the provision of emergency assistance adequate, appropriate, given in a timely manner, in good condition and according to SPHERE standards? What mechanisms are used to ensure this? What initiatives are being taken to negotiate ceasefire and peace talks etc. that could help restore a sense of security among the residents? What preventive measures are in place? What specific rights of the IDPs are being guaranteed in the emergency response processes? What mechanisms are in place that can help address violations of IDP rights? Are there protection measures for relief workers? What mechanisms are in place to ensure equitable distribution of relief assistance? Are womenâ&#x20AC;&#x2122;s capacities and needs considered in determining relief strategies and resource allocation? Conflict Resolution Management Capacities How does the ER processes ensure that the conflicts among the IDPs are dealt with effectively? What mechanisms are in place to facilitate the resolution of conflicts? Who are involved in mediating these conflicts? What knowledge, skills and attitudes can the ER processes train them to develop so that they can effectively deal with conflict? Social Empowerment How does the emergency assistance promote peopleâ&#x20AC;&#x2122;s participation instead of dependency ? How does the emergency assistance demonstrate respect for the human dignity of the IDPs?

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Steps in Emergency Response

PCIA Steps which can be applied

Who will be involved/ facilitate

Key questions on indicators of impact Are gender considerations factored into planning and evacuations management? What is the level of participation of community in the relief management? How does the emergency assistance promote awareness of the social and political aspects of the peace process? Political processes What is the level of response of local government departments, line agencies in the emergency situations? How does the emergency assistance processes ensure the development emerging leaders or organizations?

3. Post Emergency Situation Assessment and Evaluation

Governor or Mayor or the action officer of the Disaster Coordinating Center

Will women be enabled to influence and participate in the political processes Social Empowerment What is the level of participation of stakeholders? Men? Women? How does the relief operations provide avenues for interaction among and between groups? How does the relief operations impact on women and children? Was the relief operations done in a manner that uplift human dignity? Sense of Security Are the relief services appropriate? Timely? In good condition and in accordance with SPHERE standards? How does the emergency assistance ensure the safety and security of the relief workers? In what way does the emergency response restore the individualâ&#x20AC;&#x2122;s sense of security? Does the emergency assistance provide opportunities for people to develop their capacity for emergency preparedness? To what extent are IDPs involved in efforts to resolve the armed conflict situation? e.g. through calls for cessation of hostilities

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Chapter 6:

HOW TO USE THE FIELD GUIDE The following steps are being recommended as a process, which the LGUs and support institutions can adopt in introducing and utilizing the field guide:

1. Getting support from leadership In order to get the support of the LCE for the mainstreaming of PCIA, there is a need to engage them from the beginning. A simple courtesy call or an orientation meeting with the LCE can be a good opportunity to present the following: a) context which the field guide seeks to address; b) benefits of mainstreaming PCIA in LG processes; c) content and processes for mainstreaming outlined in the field guide; d) possible ways in which the field guide could be utilized by the LGU; and, e) requirements for mainstreaming. The commitment of the LCE can be firmed up formally with the signing of a Memorandum of Agreement which or informally with an expression of consensus on the activities and schedule which the LGU will undertake to start the process of mainstreaming.

2. Consensus Building on PCIA Mainstreaming Previous experiences illustrate the need to anchor the PCIA process on a more comprehensive nderstanding of peace and conflict frameworks. A session on Culture of Peace would thus be very useful at this point. The session can happen in one day and will introduce the participants to the six major areas of peacebuilding based on the framework developed by Swee Hin Toh*. The Culture of Peace framework will lay the foundation for an orientation to Peace and Conflict Impact Assessment (PCIA) which should focus on its background, principles, key concepts and processes. After the participants have gained adequate information on PCIA, the LGU should be able to decide on the steps they can jointly undertake to pilot test PCIA mainstreaming. The LGU can choose to focus on one (1) specific Local Governance process where they think they will be able to demonstrate the mainstreaming initiative. Having identified areas for mainstreaming, the pilot testing strategies and activities should be decided upon. These should all be outlined in an action plan that they can monitor using methods, which can measure the attainment of the observable results identified in the mainstreaming matrix. It will help if a PCIA team is organized and given the task of ensuring that the plans are carried out in accordance with the PCIA principles of transparency, participation, inclusiveness, etc.

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3. Capacity Building on Mainstreaming PCIA There is a need to demonstrate how PCIA could be integrated in the specific local governance processes through a training intervention designed for the respective LGU department or unit which has been selected for pilot testing. The participants of the department or unit will be trained to: a) assess the environment for conflict issues and stakeholder interests; b) identify risks and opportunities in the environment which can affect the peace initiative; c) assessing peace and conflict impact before, during and after the initiative has been implemented. Similar to the orientation session described above, the foundation for this should be the concepts and strategies spelled out in the Culture of Peace framework. Focus on mainstreaming in the specific LG process will be sharpened through the use of key questions and indicators to determine possible and actual impacts of the process on the stakeholders involved. These are outlined in the PCIA mainstreaming matrix corresponding to the LG process being assessed. After the key questions and indicators are considered, the participants will be able to come up with recommendations in terms of how the specific LGU process can be further enhanced. All these should lead to the participantsâ&#x20AC;&#x2122; commitment to follow through activities which will enable them to take action on the recommended steps for improving the LGU process. These activities should be organized into a coherent plan which can be monitored on the basis of observable results and expected outputs outlined in the mainstreaming matrix. This means the development of a monitoring plan which the participants should agree on.

4. Monitoring the application of PCIA in specific Local Governance processes Monitoring of the mainstreaming steps and the results should be undertaken on the basis of the plans which have been formulated. This requires an investment of time and energy in documentation and information management. The results of monitoring will be consolidated in a Learning Forum where the LGU participants should be able to share what the mainstreaming process has enabled the LGU to achieve, the factors which facilitated or hindered the achievement of targets, lessons learned from the mainstreaming efforts and recommendations on how to further improve the PCIA mainstreaming field guide.

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ANNEXES Annex A:

FIELD-TESTING GUIDE FOR PCIA MAINSTREAMING 1. Background The PCIA Field Guide is meant to be used by LGUs and support institutions who work to strengthen LGU capacities. Being the result of a roundtable discussion and a writeshop, it has generated significant inputs from field practitioners in the areas and strategies for mainstreaming PCIA. In order to further test the viability and effectiveness of the process which have been articulated in the guide, field testing initiatives should be undertaken by LGU partners. Mainstreaming PCIA can help LGUs to develop more peace-oriented initiatives and processes which in the long run can contribute to more effective governance. It can also help enhance relationships among personnel and with the constituencies that they serve. As an important process, it needs to be introduced to as many LGUs as possible so that a critical mass of peace practitioners can be developed and capacitated to address to immediate and root causes of conflict particularly in the ARMM. This guide for field testing hopes to outline the objectives, methods and specific steps that can be undertaken by those who wish to make use of the PCIA Field Guide.

2. Objectives for Field Testing The field testing activities are aimed at generating feedback on the extent to which the PCIA mainstreaming processes outlined in the field guide are useful for the LGUs. It also seeks to generate recommendations on how the PCIA mainstreaming processes can be further improved based on the actual experiences of LGUs. Specifically, the following objectives are expected to be achieved: a. to introduce PCIA based on an understanding of peace and conflict concepts and dynamics which affect the development initiatives and projects in conflict-prone areas; b. to generate LGU appreciation for the importance of PCIA as a means of strengthening the peace impact of development initiatives and projects; c. to demonstrate how PCIA can be mainstreamed in specific LGU processes identified by partnerinstitutions; and, d. to establish ways and mechanisms for monitoring mainstreaming efforts in the LGU.

3. Recommended Strategies and Steps Produced by LGSPA and GOP-UN MDP ACT for Peace Programme for field-testing purposes; 2007

Strategy 1. Consensus Building

Activity a. Courtesy Call with the CEO The partner-institution sets a meeting with the CEO in order to explain the objectives of the field testing and generate support from the leadership to convene an Orientation Session A copy of the PCIA field guide will be provided for the reference of the CEO and specific dates and venue for the Orientation will be arranged. Logistical preparations will also be agreed upon. b. Orientation Session with LGU (with the participation of the CEO, Administrative Officer, SB representatives, Department Heads and other key LGU personnel)

Expected Outputs Commitment from the LGU on the PCIA mainstreaming process generated and formalized with a MOA

Timeframe 2-3 hours

Date, venue and logistics for orientation session agree upon

Participants will be oriented to peace and conflict theories which will be the foundation for appreciating the Culture of Peace framework as a way of identifying peacebuilding strategies based on the six paths or issues related to peace

4 hours

PCIA will introduced as a process of determining peace and conflict impacts of LGU processes

4 hours

Towards the end of the orientation session, participants will select one (1) specific process where the LGU can demonstrate mainstreaming of PCIA on the basis of the following criteria: - political will or support from the department head - support and cooperation from the other personnel involved in the respective LGU process To ensure that plans are monitored and implemented according to the objectives and expected outputs, a PCIA team will be formed which will be Produced by LGSPA and GOP-UN MDP ACT for Peace Programme for field-testing purposes; 2007

Strategy

2. Capacity Building

Activity composed of at least 2-3 key personnel in the department who can help facilitate the recommended processes for mainstreaming a. Workshop on PCIA Mainstreaming Participants coming from the respective departments involved in the LG process which has been identified for mainstreaming will be introduced to COP and PCIA concepts and processes

Expected Outputs

Timeframe

1 day

The LG Process will be reviewed on the basis of PCIA questions outlined in the matrix (refer to Chapter 4-5) pertaining to that process. Recommendations on how the LG process can be improved will be generated from the participants Monitoring mechanisms on the actions taken on the recommendations will be agreed upon The results of the mainstreaming steps will be documented for presentation in the learning forum which will be convened after all the participating LGUs have undergone their processes b. Learning Forum on PCIA Mainstreaming experiences

1 day

Participating LGUs will be convened to enable them to share their experiences and insights on their mainstreaming efforts pertaining to specific LG processes Recommendations on how to further improve the field guide will be generated and summarized

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Annex B: ORIENTATION SESSION ON PEACE AND CONFLICT IMPACT ASSESSMENT (PCIA) FOR LGUS SESSION GUIDE FOR FACILITATORS 1. Rationale Development players use many tools to monitor and evaluate the development impact of projects with the use of such indicators as increased water access, agricultural production, public health, literacy and so on. Yet, when a project is situated in a conflict-prone region such as ARMM, there are more than just development impacts to consider. Projects such as these affect, and are affected by the dynamics of peace and conflict within such regions. Thus, in order to ensure that they do not further exacerbate the conflicts in the area but contribute to the overall goals of peacebuilding, there is a need to measure these impacts in a comprehensive or systematic way. Peace and Conflict Impact Assessment (PCIA) seeks to address this need for impact measurement in conflictprone areas. PCIA is a means of anticipating, monitoring and evaluating the ways in which an intervention may affect or has affected the dynamics of peace or conflict in a conflict-prone region. It is a process, similar to Gender Analysis and Environmental Impact Assessment, which helps identify and understand the impact of an initiative on peace or conflict. It can be used in a broad range of conflict-settings, i.e., places where there is a risk that non-violent conflict may turn, or return, to violence. PCIA must be integrated into every stage of the project cycle- design, implementation and evaluationâ&#x20AC;&#x201D;if it is to help us in our work.

2. Objectives The one-day Orientation Session on PCIA aims to enable LGUs to appreciate the importance of the process in developing LGU capacities for peacebuilding. Specifically, at the end of the one-day orientation session, participants are expected to be able to: a. articulate their understanding of conflict and peace based on personal experiences and theoretical frameworks b. explain the different conceptions of peace and a framework for building a culture of peace c. discuss the principles and guidelines for the use of PCIA d. determine the need for PCIA based on an assessment of LGU processes that impact on peace and conflict e. identify ways in which PCIA can be mainstreamed in different LGU processes

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3. Design Schedule Day 1

Session/Activity I. Welcome Rites Opening ritual

1 hour

Welcome Remarks

Process

Materials Needed

Expected Output

Opening Prayer With the principle of punctuality as a starting point, participants will be asked to open the training with prayers to be led by a Muslim, Christian and IP. Alternatively, an ecumenical prayer or song can be used to open the training

PowerPoint on “Orientation Session”

At the end of the session, participants should have:

for the participants: - manila paper (half) - fine-tipped permanent markers

Created a conducive learning atmosphere with a clarification of the expectations, objectives, content and methods of the orientation workshop

Welcome Remarks Welcome remarks will be formally given by the sponsoring organization II. Orientation Session Introductions and sharing of objectives Program overview

Introduction “Colors of Peace” Each participant will be asked by the facilitator to introduce him/herself by sharing their name, designation and the color which for them represents peace and why. They will also be requested to share their expectations (15 mins.) Program Overview The facilitator will present the objectives, methods and activities that have been designed for the orientation and relate these to the expectations of the participants. S/he can identify expectations which are beyond the training and which can perhaps be addressed in other trainings. (15 mins.

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for facilitator: manila paper white board marker masking tape PowerPoint slides

Schedule 2 hours

Session/Activity III. Understanding the Dynamics of Conflict Definition of Conflict Experience of Conflict and Peace Conflict concepts and theories

Process Introduction The session will be introduced as a discussion in which the participants are expected to be able to level off on their understanding on basic concepts and theories of conflict based on their own experiences Definition of Conflict: “Word Association Relay” Participants will be asked to form two lines with equal number of members each. Two manila papers will be posted on the front and each group will line up before each manila paper Facilitator instructs the participants to write one word, in turns, which they associate with the word conflict. After each pax has finished writing, s/he passes on the marker to the next person and goes to the end of the line When the music stops, the writing of words will also stop and the facilitator counts the number of responses (should not repeat what others have already written)

Materials Needed

two whiteboards whiteboard markers (2)

Expected Output Articulated their understanding of conflict and peace based on personal experiences and theoretical frameworks

permanent markers (fine point) 1 each participant permanent markers (broad tipped) 4 assorted colors manila paper masking tape

The facilitator processes the words to come up with a basic working definition of conflict Understanding the Dynamics of Conflict: “Circles and Triangles” Two lines will be formed with 15 members each. The rest of the participants will form an outer circle and act as observers Produced by LGSPA and GOP-UN MDP ACT for Peace Programme for field- testing purposes; 2007

Manila paper with grid of six horizontal and six vertical 51

Schedule

Session/Activity

Process The following instructions will be given: 1. This is an activity to enable us understand conflict on a deeper level 2. Each group will gather valuables and invest them in the activity 3. A shape will be assigned to each group (circle or triangle) 4. The objective of the activity is for each group to be able to form three lines of five shapes either horizontally, vertically or diagonally 5. There will be three rounds and for each round, the group representative will alternate with the other group’s representative in marking the shape on the grid posted on the board. The grid will have six squares horizontally and six squares vertically. 6. For each round, the groups will be given two minutes to plan their move. Representatives can be changed at the start of each round if they wish to do so 7. The principle of “touch move” applies

Materials Needed columns Two markers

Processing: the facilitator will process the experience by asking the participants how they felt during each round and generate their insights from the activity

Manila paper Permanent Marker Masking Tape

Discussion: The facilitator will lead the discussion on Conflict Theories focusing on the following key learning points: - Conflict is neutral, not negative

PowerPoint Slides with definition of Conflict

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Expected Output

Schedule

1 hour

Session/Activity

IV. Strategies for Conflict Resolution Continuum of strategies Conflict Resolution Theories Culture of Peace Framework

Process - Conflict is not a contest; its about problem solving - When conflict becomes violent, it is destructive - When conflict is transformed into stronger relationships it is good - There are different sources of conflict, namely: community relation, interest, needs, - The continuum of strategies for conflict resolution include: peacemaking, peacekeeping and peacebuilding Introduction of Session Continuum of Strategies for Conflict Resolution: “Pier Stop” Three PIER stops will be set up with manila paper indicating the following range of strategies each: Peacemaking, Peacekeeping, and Peacebuilding Three groups will be formed using cut out puzzles that they should form. Strategies will be defined as the means or ways in which peace can be achieved or conflict can be resolved. Participants will pretend they are in a boat ( to symbolize the way to a goal) and assign a captain to facilitate the discussion and a conductor to write the responses on the “pier stop” The song “Bugsay” will be introduced “Bugsay, bugsay, bugsay ngadto sa lawud Ngadto sa gidamgo nga lawud (2x) Ngadto sa, ngadto sa, ngadto sa gidamgo nga

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Materials Needed

Expected Output

Reference Material: Working With Conflict, p.4-15

Reference Material: Colored cartolinas

Identified processes which promote win-win strategies in conflict resolution

Permanent marker Pier stops Peaceful Ways of Dealing with Conflict, p. 80-90

Schedule

Session/Activity

Process

Materials Needed

Expected Output

lawud (2X)â&#x20AC;? Participants will go around the pier stops, spend 5 minutes in each stop and write the different strategies that they know which are related to peacemaking, peacekeeping and peacebuilding. Each strategy will be defined specifically When they get back to their original pier stops, they will be asked to summarize the strategies listed and present it in plenary Synthesis and Inputs The facilitator provides inputs on the continuum of strategies in peacebuilding focusing on: a) Map of Peacebuilding b) Nexus of Peacebuilding Key Learning Points: - Peacebuilding is all- encompassing in our social structures; it is connected to everything 1 hour

PowerPoint Slides : Understanding Conflict

Lunch Break

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Schedule

1 ½ hrs.

Session/Activity V. Integrating Peace and Development Introduction to Peace and Conflict Impact Assessment (PCIA)

Process Elements of Successful and Unsuccessful Peace Initiatives: Group Work Form groups according to areas or those who are familiar with the proposal they will be assessing. Let each group discuss their experience with projects being implemented in their community. Each one will share briefly (3 mins): a. a project which you have experienced to be successful b. the impact it created on the community c. 2-3 features which made it a success Creative presentations (poem or song: “ganito sila noon, paano sila ngayon”) are done in plenary. (45 mins) While the participants are presenting, the facilitator can already cull out the impact of the peace initiatives and visualizing these on the board. The column heading may be: Ganito sila noon, Ganito sila ngayon, and Success factors. After all have presented, the facilitator shall go over (read) and summarize the ideas drawn from the presentations and link this to PCIA.

Materials Needed

Expected Output

Manila paper and masking tapes

Permanent markers

Discussed the principles and guidelines for the use of PCIA

Variation to the grouping method and generating experiences and ideas on elements of successful peace initiatives: Participants will be asked to think of a sound that they relate to peace. Produced by LGSPA and GOP-UN MDP ACT for Peace Programme for field- testing purposes; 2007

Schedule

Session/Activity

Process Materials Needed While making their sound, they will go around and look for four other people whose sound they relate to. They sit together and share their experiences of peace programs that have been: a) successful and b) unsuccessful After each one has shared they will come up with a list of words that describe successful and unsuccessful peace programs. They will they come up with a group song or poem combining the key words that they use to describe the features of a successful and unsuccessful peace program. The song or poem should be composed of at least 4 stanzas. They will write the song or poem on manila paper and post it on the background while they present in front of the big group Synthesis The facilitator will cull out the key words describing the principles of a successful peace program and discuss PCIA concepts and principles Discussion Outline: (refer to PowerPoint) - What is PCIA? - Why PCIA? Reference Material: - Difference between development indicators and PCIA Manual peace indicators - When to do PCIA? - Principles of PCIA - Steps in doing PCIA

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Expected Output

Schedule

Session/Activity

1 1/2 hrs

VI. Mainstreaming PCIA in Local Governance Processes

Process Presentation of LG Processes involved and key questions to ask (refer to field guide)

Awareness Raising 1 Â˝ hrs

Application in Local Governance Processes

1 hr

VII. Planning for Mainstreaming of PCIA

Presentation of Local Governance Processes and Steps in Applying PCIA (refer to field guide)

Materials Needed

Expected Output Determined the need for PCIA based on an assessment of the LG processes which impact on peace and conflict Identified ways in which PCIA can be mainstreamed in different LGu processes

VIII. Closing

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BIBLIOGRAPHY

Bush, Kenneth. Hands-On Peace and Conflict Impact Assessment Manual. June 2006. Bush, Kenneth. One-Page Primer on PCIA. June 2006. Pelayo, Jenny. Post Activity Report, A Measure of Peace: Roundtable Discussion. LGSPA and ACT for Peace Programme. February 2006. Toh, Swee Hin. Towards a Culture of Peace. Walking the Path to Peace Kit. LGSP-II. May 2001 A Toolkit for Mainstreaming: Gender Equality, Environment, Peace and Unity, Poverty Reduction, and Participatory Governance. LGSP-II. 2003.

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