Guidebook On Community-Environment and Natural Resources Enterprises
Guidebook On Community-Environment and Natural Resources Enterprises
Guidebook On Community-Environment and Natural Resources Enterprises
Mabuhay!
The Project Management Team (PMT) of the Enhancing Natural Resources Management
through the Enterprise Development Project of the Forest Management Bureau (FMB)
extends its heartfelt gratitude to the men and women of the eight partner Peoples
Organizations of FMB:
We also thank our partner agencies and organizations, and particular individuals:
The Local Government Units of the above-cited POs who provided assistance and promoted
the enterprise products through trade fairs and by declaring these as their One Town, One
Product (OTOP);
The national and provincial offices of the Department of Trade and Industry, Department
of Science and Technology, Bureau of Food and Drugs, and Fiber Industry Development
Authority, who extended support for training programs, trade fairs, and logistics; and
The DENR Regional, Provincial, and Community Environment and Natural Resources
Offices concerned. The implementation of the Enterprise Development Project would have
not been possible without their active participation.
We are particularly indebted to the men and women of the Regional Support Teams (RST)
who served as the FMB staffs counterparts in facilitating the project. They conducted
meetings, documented activities, organized training programs, and assisted the POs in
their market surveys and participatory forest resource inventories. In the process, they too
enhanced their knowledge and skills in ENR-based enterprise-related activities.
We like to extend appreciation to our National Consultants, Ms. Janet Martires, Training
Specialist, whose advice and direct assistance enabled the PMT to effectively organize
and conduct its various capability building activities, and to Ms. Armie Pajarito, Enterprise
Development Specialist and For. Robert Natividad, Product Development Specialist,
for sharing their technical expertise. Our gratitude is also extended to Almira Andin and
Raymond Velasco for having patiently reviewed, edited, and layouted the manuscript.
To our international partners, the Food and Agriculture Organization (FAO) and the New
Zealand Aid Programme (NZAP), thank you for giving us the opportunity to make a difference
in the lives of the men and women in the eight community-based forest management
(CBFM) sites. Your financial assistance enabled us to initiate real transformation from
subsistence-based livelihood to community entrepreneurship an attempt to create
employment and generate additional income for rural households and communities.
Indeed, this endeavor has proven that promoting community ENR-based enterprises is an
effective mechanism to stimulate environment protection and development.
We give our special thanks to Mr. Patrick Durst, Senior Forestry Officer, Regional Asia-
Pacific Office-FAO-Bangkok, and Ms. Patrice Tan for their invaluable insights. Mr. Dursts
periodic monitoring visits have provided motivation to PMT and RST members.
We thank the members of the FMB Executive Committee and the rest of the FMB staff
for the support and cooperation extended to the PMT. For their continuous support and
advice, we thank the Honorable Secretary Ramon J.P. Paje and the members of the Project
Steering Committee chaired by Undersecretary Manuel D. Gerochi.
Above all, we are grateful to the Almighty God for without His divine intervention, the PMT
members would have not successfully consolidated this Guidebook.
Annexes
The Environment and Natural Resources (ENR)-based
Enterprise Development and Management Framework
1
ORGANIZE THE ENHANCE THE FINALIZE THE
ENTERPRISE ASSESS THE
EFTS CAPACITIES COMMUNITY EFTS
FACILITATORS TEAM AND READINESS ACTION PLAN
(EFT)
Select the team Orient the EFT Conduct the Schedule the
members on their roles and PO (and follow-up EFT
functions Pamilya) meeting
Enterprise
Readiness
Assessment
(PERA)
Prepare the Conduct a Conduct the
administrative Training Needs follow-up PO
requirements Assessment (TNA) or community
meeting
Validate the
PERA results
Train the EFT
Draft the
action plan
2
Preliminary
Phase
PHASE INTRODUCTION
The Preliminary Phase presented in this Guidebook may be viewed as not necessarily part
of the usual community-level enterprise development and management framework. In fact,
it can be viewed as a standalone, especially if one does not need help from third party or
external facilitators. However, in the case of Community-Based Forest Management
Agreements (CBFMA), awardees should implement the preliminary activities before they
could even start with environment and natural resource (ENR)-based enterprise.
CBFM areas have plenty of timber and non-timber resources, as well as sites and sights
that can be converted into profit-generating products. Forest communities with CBFMAs
therefore have the incentive to start up or scale up ENR-based enterprises. In CBFMAs,
the peoples organization (PO) functions as the managers of the forest resources. They are
also expected to lead the sustainable utilization of timber and non-timber resources using
environment-friendly technologies. Ultimately, the POs success in implementing ENR-
based enterprise activities is critical in the operations of family-initiated enterprises.
The Preliminary Phase focuses on the role of external facilitators and how they could help
a potential or existing community enterprise assess their entrepreneurial capacities. For
a potential start-up ENR-based enterprise, the Preliminary Phase suggests steps to be
undertaken, documents to be prepared, and tools to be accomplished, or essentially the
minimum requirements before one can start up and sustain a community-driven enterprise.
Meanwhile, for POs or PO-affiliated families with existing enterprises, this Phase provides
3
a checklist of requisites that can be re-reviewed prior scaling
up the community enterprise.
OBJECTIVES
Organize the facilitators team
Equip the facilitators team with basic capacities related
to enterprise development and management
EXPECTED OUTPUTS
The facilitators team organized and trained
Other important The PO (and Pamilya) Enterprise Readiness Assessment
documents that need to
be reviewed prior the Tool accomplished and analyzed
community assessment The PO and/or PO-affiliated families categorized as
are the Community Ready or Not yet ready to start up an enterprise, or
Resource Management
Framework (CRMF) and are Beginner or Advanced implementers of an existing
Resource Utilization enterprise
Plan (RUP) of the PO The action plan of the facilitators team, which will lead
with the Department of
Environment and Natural to the formation of the Core Group
Resources (DENR) and
local government unit
(LGU).
4
ACTIVITIES
Community development projects are normally facilitated In the case of the Forest
Management Bureaus
by a team of technical workers and/or community organizers
(FMB) Community ENR-
coming from support institutions, agencies, or offices. based Enterprise Project
The same goes with community ENR-based enterprises: with the Food and
Agriculture Organization
community entrepreneurs may need the help of forestry
(FAO) and New Zealand
technicians or CBFM coordinators, especially on matters Aid Programme (NZAP),
related to the use, transformation, and transportation of the facilitators teams
are called Regional
natural resources from the forestlands to the market.
Support Teams (RST).
RSTs comprise CBFM
Here in the Preliminary Phase, the group of assisting staff or coordinators from the
Regional, Provincial, and
facilitators shall be called the Enterprise Facilitators Team
Community DENR Offices,
or EFT. as well as staff from other
units.
5
The EFT can be organized based on alike or differing
functions. Examples of alike functions are those handled
A multi-expert EFT allows by CBFM coordinators from the Regional, Provincial, and
for the following:
Cooperation and Community Offices of DENR. All CBFM coordinators are
sharing of expertise expected to regularly monitor on and provide technical
Spread of workload assistance to their partner POs. On the other hand, teams
among staff, which
could then help resolve can also be organized among staff members with differing
the usual workforce functions, also known as multi-expertise. This setup is
constraints encountered by very common in implementing community programs and
government agencies
Institutionalization of projects. For example, for enterprise programs in protected
ENR-based enterprise- areas, we have the CBFM coordinators, local government unit
leading programs and (LGU) representatives, the Protected Area Superintendent,
projects within the
institution, agency, or and the Protected Area Management Board. The formation
office of a multi-expert EFT manifests the ideals of convergence:
all facilitators, in unison, respond to the needs and interests
of the PO and/or community.
6
Adept in information, education, and communication
(IEC) campaigns, negotiation and decision-making, training,
and other participatory activities The RST for Davao
Strong willingness and interest to facilitate enterprise Oriental (Region 11)
development and management activities, including making experienced some
limitations when a
feasibility studies and project proposals member was transferred
Fit to travel and do fieldwork to another official
A team worker assignment.
Gender sensitive The criteria used in
re-selecting a new
Prepare the necessary administrative team member included
willingness, commitment
requirements and time to work closely
Administrative requirements prepared in advance are with the community,
important: it shows the ability of the EFT to foresee previous linkages with
partner agencies, and
potential schedule conflicts that may arise from staff- knowledge of the project
facilitators having to do some degree of multi-tasking. area/ community.
Ideally, the participating institutions, agencies, or offices
This also implies that
should prepare in advance a Special Order (SO) to help its apart from the musts,
staff-facilitators manage their tasks and schedules wisely. another preferred
qualification was the
familiarity with the local
culture and dialect.
ACTIVITY 2. ENHANCE THE CAPACITIES AND
READINESS OF THE FACILITATORS TEAM
7
local meetings, workshops and trainings, and other EFT
operational expenses.
8
PHASE 4. SUSTAINING AND ENHANCING THE
ENR-BASED ENTERPRISE
Update the results of the EFT-level MER
Assist the PO, through its Enterprise Committee,
update its MER activities
9
(DOLE), as these agencies can help clarify concerns on PO
registration and related legal requirements. Speakers can also
be sought from the Department of Trade and Industry (DTI)
and the Technical Education and Development Authority
(TESDA) for issues related to product merchandising and
The orientation on the PO trading, and the Bureau of Internal Revenue (BIR) on tax
(and Pamilya) Enterprise
Readiness Assessment incentives.
Tool may be included in
EFT orientationtraining The EFT should also undergo an orientationtraining to
sessions. However, a
separate PERA Orientation fully grasp the ENR-based Enterprise Development and
may be conducted to Management Framework. The sample module below can
allow for more in-depth be rearranged based on the EFTs work design.
discussions among EFT
members.
MODULE 1. THE ENTERPRISE CONCEPTS
Terms and Definitions
Nature of Community ENR-based Enterprises
Guiding Principles in Starting or Upscaling ENR-
based Enterprises
Importance of ENR-based Enterprises and its Link
to Natural Resource Management Strategies (CBFM,
PACBRM, and/or watershed management)
10
Subsequent training and workshop sessions are best taught
using adult-learning methodologies, also known as
learning by doing. These should focus on knowledge
and skills related to
community profiling and analysis;
participatory resource inventory;
facilitation techniques;
basic knowledge on community enterprise development
and management, including product review and market
analysis; and
basic knowledge on laws, policies, and procedures
related to enterprise development and management.
11
The PERA Tool is a simple profile-updating instrument used
to gauge the readiness of a PO, community, and/or family
to start-up or scale-up the ENR-based enterprise. The data
generated using the PERA Tool will give the EFT a hint on
the preparedness of the PO, as well as the type of ENR-
based enterprise that best suits the community.
12
Some of the methodologies that may used by the EFT during
community assessment include:
13
1. The manageable number of FGD participants is 10 to 15.
Here are some tips in 2. Select participants representing the following:
conducting FGDs PO officers
PO and/or community members engaged in any
type of livelihood or enterprise
PO and/or community members not running any
livelihood or enterprise
PO members from different sitios or areas with
different land uses (e.g., those living near natural
forests, riverbanks, grassland, or ranch)
3. Get the ideas of all FGD participants
4. Traffic the FGD discussions and ensure a respectful
dialogue
5. Manage the FGD time
6. Acknowledge and thank the FGD participants
7. Open for a follow-up FGD
14
secondary sources, the EFT can now determine if a PO or
PO-affiliated family is ready to start up or scale up an ENR-
based enterprise (Annex B). A sample checklist is shown
below.
15
If all of the items are checked, then the PO or the Pamilya
can be categorized as Ready. However, if only most (i.e.,
All items checked = not all) of the boxes remain unchecked, then the PO or the
READY Pamilya is Not yet ready.
At least 1 item
unchecked = NOT READY
The Preliminary Phase particularly notes that a potential
PO or Pamilya enterprise is at risk if PO registration or
legal personality is left unchecked. The main reason for
this is that the POs legal identity is the starting point of all
legal transactions (e.g., contract agreements, bank account
requisites, tax exemptions, among many other business-
type engagements). On the same note, the checklist
A family-initiated ENR-
based enterprise should should be able to validate if the POs enterprise activities is
first have all of the items consistent with its CRMF and RUP.
under Is my PO ready
to start up or scale up
an enterprise? checked, ANALYZE THE PERA RESULTS
as it is expected that it At this stage, the EFT can now assess the readiness of a
will, in varying degrees, potential or existing enterprise.
gain from the POs own
enterprise operations.
The four suggested classifications are as follows:
16
BEGINNER. This categorization is only for
enterprises that has already started operations
(normally, in the start-up stage). The PO or Pamilya
has almost all of the items checked in the PERA Tool
Box. An incomplete checklist however indicates that
the enterprise still needs to institutionalize internal
systems, procedures, guidelines, among many
others, hence the assistance of the EFT.
Phase
PERA 1
Not yet
ready
Complete the minimum
requirements:
PERA Toolbox
18
The following topics should be explained thoroughly in the
community meeting:
The role of the EFT
Summary of the results and findings of PERA
The EFT Action Plan (final draft) showing the activities
from Phase 1 to Phase 4
The EFT should also present the time frame of each activity
so that the PO or community members know they will
take over the facilitation. This Guidebook particularly The EFT should later
relinquish or transfer its
recommends organizing the Core Group (last sub- roles to the PO and/or
activity of the Preliminary Phase) and the Enterprise community members.
Committee (Phase 1). In discussing the Core Group
formation, the EFT can emphasize the following:
The value of organizing a Core Group
Its roles and functions
Selection criteria and process
Member qualifications
19
Has time to conduct the roles expected of him or
her
20
21
SELECT THE
ORGANIZE UPDATE THE SELECT THE ORGANIZE
BEST ENTER-
THE CORE COMMUNITY TOP THREE THE
PRISE FOR
GROUP PLAN ENTERPRISE ENTERPRISE
IMPLEMEN-
OPTIONS COMMITTEE
TATION
Conduct
SWOT
Analysis
Activities of Phase 1
22
Phase 1
SELECTING THE
COMMUNITY ENR-BASED
ENTERPRISE
PHASE INTRODUCTION
Phase 1 begins with the formation of the Core Group with members coming mostly from
the peoples organization (PO). Typically, organizing the Core Group is conducted with
the assistance of the facilitators team, referred to as the Enterprise Facilitators Team or
EFT in the Preliminary Phase. In the absence of facilitators, community leaders or local
entrepreneurs can perform the facilitative activities.
OBJECTIVES
Organize and capacitate the Core Group
Conduct a market study to generate environment and natural resources (ENR)-based
enterprise ideas
Select the top three ENR-based enterprise options
Select the best ENR-based enterprise for implementation
Organize the Enterprise Committee
EXPECTED OUTPUTS
The Core Group organized and trained
An updated Community Resource Management Framework (CRMF)
Top three ENR-based enterprise options
The best ENR-based enterprise for implementation
23
The Core Group Action Plan produced, which should lead
to the formation of the Enterprise Committee
ACTIVITIES
24
individual expectations, as well as enhance teamwork. The
orientation should set the tone of the subsequent activities
of the Core Group. After the orientation, it is suggested
that the Core Group affirm their commitment to jointly
undertake the entrepreneurial activities with the PO
and EFT. (As mentioned in the Preliminary Phase, that
EFT should have already assessed the enterprise readiness
level of the PO or PO-affiliated families.)
Updating the community plan implies that the Core Group The role of the EFT
should conduct its own community assessment, apart from in collating and
analyzing the PERA
reviewing the results of the PO (and Pamilya) Enterprise results is detailed in the
Readiness Assessment (PERA), and market studies. The Preliminary Phase.
Core Group should also validate the correctness of the
CRMF.
25
In the Community-Based
Forest Management At the minimum, community plans should describe the
(CBFM) parlance, the
community plan is more following:
popularly called the
Community Resource Existing resources in the area, including those
Management Framework
(CRMF). Any new data with potential for product development
generated by the Core Biophysical condition of the site
Group should be validated Available areas for development and expansion
through personal
interviews and field visits. Available labor (human) resources
Levels of competency of PO or community members
on enterprise development and management
Existing financial management systems
Present livelihood activities of PO and community
members
List of institutions, agencies, and organizations
providing support to the PO or community
Some more PERA-related Technologies and infrastructures available in the
information that can be
area
generated by the Core
Group: List of all organizations operating in the
Vegetative profile old community
growth, secondary, brush
For a PO that is already operating an enterprise,
land, or production area
Topographic profile its strategy list, especially its marketing strategy
slope and elevation
Species timber, non-
timber, or agricrops
Conduct a Core Group-led community assessment
Key features Community assessment documents (Annex C) can help the
infrastructure and land Core Group update the Community/PO Profile and the CRMF.
development
Forest occupancy
When conducting community assessments, as preparation
socio-demographics for the take-off or enhancement of an ENR-based enterprise,
like cultural or migrant the other documents that should be reviewed are the
groups, households;
population
Community-Based Forest Management (CBFM) Five-Year
Livelihood and/or Work Plan and PO Accomplishment Reports. An exhaustive
enterprise ventures farm community assessment should include the following:
dependence and sources
of income; potential forest
resources for development; (1) Document REVIEW: THE PERA results
labor and skills, and level The PERA document provides information on the readiness
of competency; capacities
in enterprise resource
of the PO in terms of starting up or scaling up a community
planning, management enterprise. The Core Group should particularly focus on
systems, financial the legal status of the PO, its financial capability and
conditions
Evident issues or
commitments, and its administrative capacity.
concerns
26
(2) PARTICIPATORY RESOURCE INVENTORY
Forest resource inventories (FRIs) are a good source of
community assessment-related data because they describe In the enterprise site in
the availability of ENR resources, both timber and non- Limay, Bataan (Region 3),
the Project Management
timber, in the locality. Team (PMT) together
with the Regional
As a participatory tool, the Core Group should ensure that Support Team (RST)
conducted Participatory
both men and women partake in the FRI activities. FRI Training for selected
PO members of AFPAI.
As a process, FRIs identify forest species, gather timber Following the learning-
by-doing principles in
measurements (e.g., diameter breast height), and record training, lectures and
and analyze ENR-related data. FRIs should result in an discussions complemented
exhaustive listing of timber and non-timber resources in the actual applications. The
PO participants used
area, their estimated volume, and their uses. inventory equipment,
identified the baseline and
Data generated from these FRIs provide baseline sample plots, conducted
actual field surveys, and
information on the POs capacity to conduct forest implemented database
management planning and decision-making. management (data entry,
processing, and analysis).
Data collection focused on
(3) ORGANIZATIONAL PROFILE the name and number of
The organizational profile, which is normally kept by the PO species, height, diameter,
Secretary, contains information on the POs management and the species uses.
The output was a list
system. It lists all existing committees and their functions, of existing timber and
including their interrelationships (e.g., a committee with non-timber resources in
other committees). If the POs organizational profile is the area, their estimated
volume, and the uses
not updated, data can be generated by interviewing PO of the final consumer
officers and members; they are those most familiar with product.
the daily workings of the organization. As a document for
The same inventory
community assessment, the Core Group should focus on process was conducted in
the POs legal status, officers and members, and current Palawan (Region 4B) and
and past projects. Camiguin (Region 10).
27
Inasmuch as the focus of the assessment is PO-related,
it will help of the organizational profile contains a list of
livelihood or enterprises managed by PO-affiliated
families or individuals. Their presence may reinforce the
entrepreneurial success of the PO. At the same time, the PO
can support the start up or scaling up of family-owned or
managed livelihood or enterprises.
28
Land and building are the fixed assets of the
PO. The cost of buildings can be computed using the
cost of materials, labor, and other expenses incurred
from the construction.
Vehicles and equipment are another form of fixed
assets. These include motorbikes, jeeps, delivery
trucks, or equipment used for production. Their costs
should incorporate the corresponding depreciation
value.
Capital contribution normally refers to the grants
received from support organizations or membership
dues received by the PO. Capital may be in the form
of cash or non-cash. Non-cash items correspond to
services rendered or goods sold (to be valued).
29
processes that need to be instituted in order for the PO
to reach this goal. Some of the concepts associated with
market studies are product quantity and quality, packaging,
labeling, mode of distribution, pricing structures, and
consumer profiles.
The Core Group must Financial records are also vital. The Core Group should be
be cautious that only able to foresee the processes and costs related to product
financial data directly
development up to packaging, and the expenses to secure
related to the livelihood
and enterprise operations the necessary administrative papers (e.g., Bureau of Food
be reported this is one and Drugs/BFAD for food and beverage).
of the intricacies involved
in the data-gathering for
community- or family- (2) PRODUCT PROFIle
based livelihood and Product profiling consolidates the list of different products
enterprises.
generated by the PO, may they be in raw form or as semi-
processed or finished goods. The Core Group should keep a
separate profile for each product.
30
Some of the concepts related to product profile are the
product description, packaging, volume of products
produced and sold, pricing structure, and market outlets.
31
1. Product. The type, quantity, seasonality, color,
shape, form, size, style, design, packaging, and
labeling required by the market. This item also
Marketing Mix: identifies who competes with whom. Inasmuch
The Five as the PO generally deals with ENR products, the
Core Group should determine the environmental
32
3. PricE. Product pricing is mainly accession print and broadcast media,
influenced by prevailing market and joining trade fairs and exhibits.
prices, purchasing capacity Word-of-mouth and house-to-house
of consumers, nature of the promotion may be just as equally
product, production costs, and the effective. E-commerce, or selling
reasonable profit margin that the through the Internet, has also become
PO plans to generate. All expenses, a popular mode for marketing and
including land rent and labor, sales. Price discounting can also
should be accounted. One tip is be done, as this is also a popular
by listing all the entrepreneurial approach for product promotion.
activities and their related costs. The costs involved in the promotional
For machines and equipment with activities should be pegged as an
life span of more than 10 years, overhead expense.
only the depreciation costs should
be included. 5. People. The Core Group should
identify all the target consumers
4. Promotion includes all activities (people), or in other words, all
that announce the products those who have the capacity to pay
existence to the target market. for the POs product offerings. Failure
For ENR-based enterprises, to identify the right consumers may
promotional activities should leader to financial loss. On the same
highlight the benefits end-users note, the right mix of end-users will
will gain if they buy the pro- help generate a continuous stream
environment and pro-community of revenues for the ENR-based
product. The PO can target high- enterprise. Sustaining the cash flow
profile marketing and promotional generated from the market is key
activities like setting up billboards, for all enterprise operations.
Value chain analysis is relevant in strategic management. Using the value chain,
POs can specify its priority activities in relation to its competitors. Given that value
chain analysis requires some technical expertise, it is suggested that the Core Group
seek the assistance of the EFT.
33
should describe the types and characteristics of the
POs existing and potential markets, as well as their
distance from the community or production site.
Know the markets needs and wants. Market
preferences should be explicitly identified by the Core
Group. Preferences pertain to product quality and
quantity, packaging, delivery schemes, and terms of
payment. Note that product pricing is influenced by
market preferences. Knowing the market preference
will help the PO sustain its enterprises customers.
Determine the market scope. The scope of the
market, whether barangay, municipality, province,
country wide, or for domestic or export purposes,
defines the terms and conditions of the marketing
and promotions activities.
Identify the competitors. POs, individuals,
organizations, and cooperatives producing and/
or selling similar products within a specific market
scope should be identified and listed by the Core
Group these market players are considered as
the enterprises competitors. Market competition
is defined by the types of product sold, pricing and
delivery, and sources of raw materials. Competition
can also be assessed by looking into the existing market
collaborations (e.g., alliances and federations). For
the community enterprise, knowing the competitors
can help the PO
1. decide how many products (volume) it
should produce;
2. identify the preferences of untapped
markets; and
3. determine the market price of both its ENR
product and the product alternatives (i.e., the
The One Town, One competitors).
Product (OTOP) of the
Department of Trade and
Industry (DTI) is a known (4) INDUSTRY analysis
sub-strategy of industry Industry clustering is a major strategy for countryside
clustering.
development; the Core Group should help the PO see this
See also The Industry as a focused approach for product promotion. Led mainly
Value Chain, previous by the national government, industry clustering facilitates
page.
34
investments and financing for ENR-based products like
wood, abaca, bamboo, non-timber handicrafts, food and
beverage, among many others. Industry clustering is also
adopted by municipalities, provinces, and even at the
regional level.
35
Discussions related to CRMF updating must be carefully
crafted by the Core Group. With the aid of the EFT, the Core
Groups updated CRMF report should later incorporate all the
ideas and suggestions from PO and community members.
36
The Core Group should identify as many enterprise ideas
possible. The creativity of Core Group, with the aid of
PO or community members, should not be restricted.
In fact, the best product offerings spring from the most
creative ideas.
37
reflect the livelihood and entrepreneurial capacities of the
PO.
38
SAMPLE score matrix
(shortlisting enterprise ideas to
enterprise options)
Enterprise ENR Market and Social and Total
S&T
Idea Management Economy Institutional Score
1. Water 3 3 3 1 10
bottling
2. Seed cloning 5 1 2 2 10
3. Supplier of 5 3 4 5 17
bamboo
poles
4. Timber 2 2 2 5 11
processing &
harvesting
5. Dried fruit 5 5 3 2 15
processing
6. Jam 4 5 2 2 13
production
39
is perceived as important by the PO or community. For
example, under S&T, will the PO need to secure loans to
buy new equipment for water bottling processing? Under
Market and Economy, is the PO constrained by the limited
buyers of cloned seedlings?
40
As repeatedly stressed, the Core Group should always
validate the gathered information, including the results of
the SWOT analysis (e.g., FGDs or community surveys).
ACTIVITY 4. SELECT THE BEST ENTERPRISE FOR For a quick recap, after
the Core Group generates
IMPLEMENTATION the enterprise ideas, it
then identifies the top
three enterprise options.
At this stage, the Core Group should have already gathered
The Core Group is now
much information about the PO and the enterprise options almost ready to select
appropriate for the community. We particularly note the the best enterprise for
implementation.
valuable contributions of the validated community plan,
market study, updated CRMF, and the SWOT analysis.
41
INFORMATION CHECKLIST:
THE TECHNICAL COMPONENTS OF AN
ENR-BASED ENTERPRISE
Information Needed Examples
What is the biophysical Slope, topography, soil condition, climatic
condition of the site? type of the area
What are the technologies Wood processing, drying, grading, harvesting,
required to pursue the production
enterprise?
What are the required S&T- Raw material processing, agroforestry,
related knowledge and skills harvesting and planting
(e.g., related to the final
product/output)?
What are the required Supply management, enterprise planning,
enterprise competencies? financial management, marketing and
promotions
Are there existing research and Cloning technology, bamboo furniture
technology-related materials? making, mangrove development
What are the gaps and Bookkeeping, resource mobilization,
necessary interventions? marketing, packaging, labeling
PROFIT =
GROSS SALES EXPENSES
42
Particularly for ENR-based enterprises, Income may refer to
sales generated from selling timber or non-timber products,
as well as all interests earned. In contrast, Expenses
may include the amount paid for seeds and seedlings,
transportation costs, supplies and materials, salaries of the
PO members working for the ENR-based enterprise, and
rental of land space and equipment.
43
large community meetings.
For the context setting, the Core Group may start with
a presentation of the criteria and sub-criteria used in
the enterprise ideashortlisting. In other words, the Core
Group may once again explain how the enterprise options
were generated. More important, the Core Group should
explain the reasons behind their recommendation; that is,
why the feasibility study of one enterprise is better than the
other two. As a form of affirmation, The Core Group may
ask PO or community members to put a check or X mark
on each of the three enterprise options. Another approach
is to list all the sub-criteria used by the Core Group, much
like duplicating the Score Matrix used to short-list the
enterprise ideas. This validation activity will eventually
result in the PO or community selecting the best (No. 1)
ENR-based enterprise for implementation.
Note that in some cases, What happens to No. 2 and No. 3 Enterprise Options?
other enterprise options
may arise an idea The feasibility studies may be temporarily shelved, assuming
offshoot as many calls it that the PO has limited financial and/or management
after more information capacities to pursue two or three enterprises all at once.
is gathered by the Core
Group. This implies the However, the Core Group should properly record the two
need to review the earlier other feasibility studies. These documents can be used for
shortlist, and even the future reference, especially when the PO eventually decides
criteria and sub-criteria
used. to expand its enterprise operations.
44
ACTIVITY 5. ORGANIZE THE ENTERPRISE
COMMITTEE
At this stage, the PO can now plan for the ENR-based
enterprise. From the perspective of the Core Group, the
enterprise planning activities should now be delegated
to the PO. Forming the PO-led Enterprise Committee
is therefore imperative. The Enterprise Committee shall
oversee the detailed preparation of the enterprise plan
and of course, implement all activities required by the
enterprise.
45
how to sustain the enterprise operations.
46
47
MOBILIZE AND PREPARE FINALIZE
CAPACITATE THE THE THE
ENTERPRISE COMMITTEE ENTERPRISE PLAN ENTERPRISE PLAN
(1) Introduction
(2) Vision, mission, goals,
and objectives
(3) Marketing plan
(4) Production plan
(5) Organizational plan
(6) Financial plan
(7) Resource management
and environmental plan
(8) Sustainability
mechanisms
(9) Monitoring,
evaluation, and reporting
mechanisms
Activities of Phase 2
48
PHASE 2
PLANNING THE
COMMUNITY ENR-BASED
ENTERPRISE
PHASE INTRODUCTION
As soon as the top enterprise option is selected, the newly formed Enterprise Committee
can now write its Sustainable Community ENR [environment and natural resource]-based
Enterprise Plan (SCEEP). The SCEEP can be viewed as the roadmap for the Enterprise
Committee. Remember: Failure to plan is preparing to fail.
OBJECTIVES
Equip the Enterprise Committee with knowledge and skills on enterprise planning
Prepare the SCEEP
Develop the Monitoring, Evaluation, and Reporting (MER) Framework
EXPECTED OUTPUTS
The committee members equipped in enterprise planning
The SCEEP prepared
The Monitoring, Evaluation, and Reporting Framework prepared
49
ACTIVITIES
50
be missing information, data gathering should focus on
the SCEEP and not on the improvement of the feasibility
study.
Make action plans as
Write the SCEEP specific and detailed as
Using the information from the feasibility study, the possible. Indicate dates
and persons responsible.
Enterprise Committee can now proceed with the SCEEPs This will allow for easy
details (see Annex E for additional guide.) monitoring and evaluation
(Phase 3).
(1) INTRODUCTION
This segment presents the enterprise name, owners, contact
information, registering office, and other basic information
about the ENR-based enterprise.
51
A sample of the vision and mission statements, as well as
their corresponding goal and objectives, is shown below.
VISION: Five years from now, the Duhat Fruit Wine Enterprise will be among
the top grossing fruit wine suppliers in the province.
MISSION: A functional CBFM Cooperative composed of competent men and
women providing good quality and affordable Duhat fruit wine.
GOAL: Enhance natural resource management in order to increase wine
production by 20% by 2017
OBJECTIVES:
Produce at least 7,000 Duhat fruit wine bottles a year.
Develop and maintain the 20-hectare Duhat plantation for sustainable
supply of Duhat fruits.
Increase the cooperatives income by at least Php 20,000/mo.
The Enterprise Committee The Market Study initially generated by the Core Group
may also review the (Phase 1) should be enhanced by the Enterprise Committee.
Marketing Mix report of Of particular note, as they are dealing with an ENR-based
the Core Group (Phase 1).
enterprise, the committee should also focus on the following
details:
52
Sales Target
Product Rate/Unit Quantity Total
1.
2.
3.
4.
5.
TOTAL
For the projected product mix, the Core Group will need to
constantly review the updated CRMF.
53
in wholesale or as retail.
54
management, technology management, and waste
management. Considering that this portion of the SCEEP
may need to incorporate some technical know-hows, the
Enterprise Committee may initially seek resource speakers
from the EFT, if not request a special training altogether.
Production Matrix
Period from
Total Collection Production Risk
Product (Kg) Production
Production Period Risks Prevention
to Sales
1.
2.
3.
4.
5.
(See also Annex_____ for additional guide)
55
to develop or manufacture a specific product.
56
the Peoples Organization is the
manager of the enterprise
PO General
Assembly
Board of Directors
PO Officers
Enterprise Committee
Federation
Enterprise
Committee
57
What then is the relation of the family-owned or
A family-owned enterprise managed enterprise with the PO? Some community
in Leyte (Region 8) is livelihood or enterprises are owned or managed by families
led by a husband-wife or individuals affiliated with the PO. Under this setup,
tandem and assisted by
their kin. The family uses parents take the lead while adult siblings help in the daily
the registration, business operations. Decisions made, even those that impact the
permit, and BIR receipt long term, rely upon each family member. Note that parents
of the PO. In turn, the PO
receives a 10% share for should ensure that the entrepreneurial activities would not
every good sold. affect their childrens schooling.
58
earnings or loss, may they be cash or non-cash, and the net
profit of an organization for a specific time interval (e.g.,
from January to December 2011). The balance sheet shows
the assets, liabilities, and capitalization of the enterprise
at a specific point in time (e.g., as of December 2012).
Using specific financial entries, the Enterprise Committee
can assess the financial standing of the PO (see Financial
Ratios).
Gross Margin
---------------------
Gross Margin Percentage Sales
Net Income
Net Income to Sales ---------------------
Sales
Fixed Cost
Break-even ---------------------
Variable / Sales
Net Income
Return on Investment ---------------------
Total Investment
59
Direct - Collect a certain amount of cash from
individuals or groups so that the PO can offer a percentage
of the cash assets for re-lending or re-issuance, such as
for PO beneficiaries, new PO projects, or new enterprise
endeavors.
Trust Fund DENR can assist the PO establish a trust fund
depositing collection, but subject to specific requirements.
Thereafter, a certain percentage of the amount generated
from the trust fund can also be used for re-lending.
Establish a Beneficiaries Association and let the
members manage the cash collection.
60
by the over-arching principle that enterprise development
and management is not a one-shot-deal.
61
and outputs for the enterprises operations, or essentially
the different activities of the value chain. If continuously
and properly implemented, the MER Framework can be
used as a feedback tool from the Enterprise Committee to
the PO then to the larger community, and vice versa.
62
ACTIVITY 3. PRESENT, VALIDATE, AND FINALIZE
THE ENTERPRISE PLAN
63
Manage THE ENTERPRISE
ACCESS AND
MOBILIZE THE
g -Day Operat
ENTERPRISES
r in a y-to ion
RESOURCES o D s
t
ni
RECORDS
ENSURE ADEQUATE
MONITOR THE
Ev
SOURCE OF RAW
MARKET SITUATION
MATERIALS
alu
CONTINUOUS
ation
SECURE THE SECURE THE CASH ENR sustainability
PRODUCT
DEVELOPMENT
FLOW
ADMINISTRATIVE Launch the Economic upliftment
DEVELOP ENR
PROTECTION,
Str
CONTINUOUS
on
at
CONSERVATION, AND PRODUCT eg
ORGANIZE nd
C
MITIGATION MEASURES PROMOTION ic
O
AND STAFF THE
a per
ations (Directing g
ENTERPRISE po rtin
Re
Activities of Phase 3
64
PHASE 3
IMPLEMENTING THE
SUSTAINABLE COMMUNITY
ENR-BASED ENTERPRISE PLAN
PHASE INTRODUCTION
After the Sustainable Community ENR [environment and natural resource]-based
Enterprise Plan (SCEEP) has been validated by the PO, the Enterprise Committee can
now formally pursue the different enterprise activities. The long-term implementation of
SCEEP should be viewed as two interrelated management activities: day-to-day operations
and strategic operations.
OBJECTIVES
Organize and mobilize the various sub-committees headed by the Enterprise
Committee
Develop and enhance the ENR base to ensure sustained availability of raw materials
Launch the ENR-based enterprise
Establish enterprise systems and standard operating procedures (SOPs)
Implement the enterprises day-to-day operations and lead its strategic direction
Conduct monitoring, evaluation, and reporting (MER) activities
EXPECTED OUTPUTS
Sub-committees organized, staffed, and mobilized
Enterprise management SOPs set in place
The ENR-based enterprise launched
65
Day-to-day and strategic operations managed, directed,
and controlled
Monitoring, evaluation, and reporting activities
conducted
The ENR base developed and enhanced, and
environmental impacts and gender concerns assessed and
addressed
ACTIVITIES
The management wheel
refers to the day-to-day
ACTIVITY 1. ACCESS AND MOBILIZE THE
operations, strategic ENTERPRISES RESOURCES
operations, and MER
activities in the Phase
Flowchart (see p. 64). Before implementing the management wheel of the ENR-
based enterprise, capital resources should have already
been explored and gathered by the Enterprise Committee.
66
Majority of Forest
Management Bureaus
TIPS IN accessing additional funds (FMB) partner POs
from external sources established guidelines
and passed resolutions
Funds sourced from donors should not be treated after receiving financial
as dole outs, but as capital investments that should assistance from FMB and
generate new profits in order to sustain the enterprise. the New Zealand Aid
Recoupment mechanisms for grants received must Programme (NZAP). The
be specified in a PO Resolution or Memorandum of terms for recoupment were
highlighted.
Agreement (MOA). The amount should be recovered
and re-used to implement other enterprise activities In Palawan (Region 4B)
Assess and compare the loan packages, including and Camiguin (Region 10),
service charges, interest rates, repayment schemes, the respective POs utilized
penalties, and other terms and conditions. their Php 75,000 to buy
new tables and band saw
Assess the POs readiness to acquire and pay loans to process raw logs. The
or generate new funds from grants. Lending agencies recoupment period was
and donors normally require a 2- to 3-year accounting three years.
record certified by a public accountant showing that
the PO is in good financial standing.
Monitor the status of loans or grant applications.
The PO officer in charge of the grant or loan
application must be duly endorsed by the PO (i.e., with
a Board Resolution).
Maintain credit trustworthiness and always pay the
The Federation in Iloilo
dues on time. (Region 6) generated
about Php 6.8 million
from retention fees after
implementing contract
reforestation (Forestry
Sector Project) with
DENR. From the amount,
resources are those in the immediate forest (supply base); the Federation kept
for human capital, PO members can pool their indigenous a certain percentage
(revolving fund) to assist
knowledge, skills, and other expertise. PO members engaged in
bamboo sawali and abaca
Non-cash and cash incentives are extended by national trading.
government agencies like the Department of Trade and Likewise, the PO in
Industry (DTI) and the Department of Science and Technology Palawan (Region 4B)
(DOST) through its various programs and projects like utilized the earnings
from its lending and
technology transfer programs, One Town, One Product sari-sari store to support
(OTOP), and the Small Enterprise Technology Upgrading and maintain its timber
Program (SET-UP). harvesting enterprise. The
PO availed loans from
financing institutions and
NGOs.
67
ACTIVITY 2. SECURE THE ADMINISTRATIVE
REQUIREMENTS
68
BIR registration is particularly important for community
organizations facing fund shortages. This document is
needed before one can qualify for and access investment
promotions, export incentives and privileges, tax
exemptions, and other services offered by the national
government.
69
Affirmed CRMF as a means to avail the free of
administrative fees when securing an Environmental
Clearance Certificate (ECC); this is in lieu of the Initial
Environmental Examination (IEE)
Five-year Work Plan
Forest Resource Inventories (FRIs) duly
acknowledged by the Department of Environment
and Natural Resources (DENR) staff
Harvesting and post-harvesting permits (i.e.,
Resource Use Permit/RUP)
LICENSE/PERMITS AGENCy
Harvesting Permit for planted trees, Department of Environment
rattan, and other natural resources. For and Natural Resources
harvesting trees planted on private lands, no (DENR)
permit is required provided that the owner
has secured a Certificate of Registration For the province of Palawan,
from the local Community Environment and Palawan Council for
Natural Resources Office (CENRO). Harvesting Sustainable Development
from naturally grown and residual forests is (PCSD)
prohibited by Executive Order (EO) 23.
Environmental Clearance Certificate The IEE Checklist may be
Special Land Use Permit downloaded from <www.emb.
Certificate of Timber Origin gov.ph>
Certificate of Lumber Origin
Rattan and Bamboo Cutting Permit
Wood Processing Permit, which requires a
five-year log supply to address sustainability
(EO 23)
Pre-Conditioned Certificate The issuance National Commission on
of this certificate requires an earlier issuance of Indigenous Peoples (NCIP)
the Free Prior and Informed Consent (FPIC) by
the indigenous peoples community concerned
Permit for rice retailers and grains National Food Authority
processing (NFA)
Permit for drugs, cosmetic, pharmaceuticals Bureau of Food and Drugs
and processed food (BFAD)
70
ACTIVITY 3. ORGANIZE AND STAFF THE
ENTERPRISE
71
A good track record in fulfilling livelihood or enterprise
activities
A community enterprise, in
The composition and number of the Enterprise
its initial year, may start
with a small number of Committee and Sub-Committees may depend on the
staff performing a variety type, scale, scope, and extent of the enterprise activities.
of tasks. A core group (see
It is also important to consider the competencies of the
Phase 1) may be created
in the meantime until the members based on their main functions:
enterprise overcomes its
limited resources.
Enterprise Committee head (Chairperson)
As enterprise development and Sub-Committee Heads
advances (Phase 2) A good leader
and new technologies
Acceptable and respected by the group
are introduced,
organizational structures Decisive and has good rapport with community
should be formalized members and other organizations like LGUs, non-
and new staff should be
government organizations (NGOs), and support
recruited.
agencies
Transparent
Committed
72
price fluctuation, and movement of products in the
market
Creative and innovative
Has negotiation skills
Can collaborate with other organizations to
establish market linkages
Can maintain a simple database on pricing,
product delivery, and other marketing information
Operations Sub-Committee
ON THE SUPPLY SIDE:
Ensure that all supplies are purchased at the right
price at the right time. May involve going to the
market to buy materials, bringing the materials to
the production site, or arranging transport.
Prepare safe storage (e.g., raw materials are
protected from rain or pests).
ON THE PRODUCTION SIDE:
Ensure production follows the required harvesting
and post-harvesting standards
Ensure the product volume (based on production
schedule) is met at the lowest cost possible
Conduct stock inventories
Ensure that the stocks for distribution are kept
safely
Finance Sub-Committee
Ensure the availability of cash and other finances
Record transactions, prepare vouchers, issue
checks, and prepare and submit financial reports to
national government agencies
Present periodic financial reports to the PO
Develop financing and investment guidelines (to
be approved by the PO)
73
Marketing and Promotions Sub-Committee
Conduct market research. Maintain a database
of products and services, pricing schemes, market
outlets, existing competitors, and production trends
Design the label and overall packaging
Implement promotional activities (e.g., discounts
and product sampling)
Promote the benefits that can be derived from the
ENR product (e.g., environment and social relevance
as highlight of the promotions)
Identify distribution channels and product outlets
Maintain a network of raw material producers,
processors, manufacturers, advertising agencies,
distributors, and prospective buyer groups
Initiate marketing arrangements (to be reviewed
and endorsed by the PO), including monthly rentals
and permits of market outlets
74
The PO should also ensure that all committee members
receive the appropriate remuneration upon improvement
of the enterprises financial situation. Normally, the pay
scheme is based on the wage rate produced by the Regional
Wage Board.
75
ENR sustainability, to include technological feasibility. In
the management wheel, these principles reflect as
76
Marketing and Promotions, and ENR-related functions).
These data can also serve as basis in planning how much,
when, and where to draw the cash requirements.
77
sources like TV, radio, newspapers, buyer surveys, and even
through direct observation. All gathered information should
be properly documented, as these can be reviewed when
identifying new market targets.
78
supply in general. Finally, the records can be easily pulled
out for submission to the POs partner institutions, agencies,
or offices.
79
80
Product development for the
rattan and wood furniture making enterprise of umacap (Region 8)
Strategic Operations (Directing and Controlling)
Similar with the daily operations, the strategic operations One way to check if the
of an ENR-based enterprise manifest as a mix of enterprise enterprise is fulfilling
functions. In general, these include the continuous its strategic direction
is by reviewing the
motivation and improvement of the enterprise staff; vision, mission, and goal
ensuring that the enterprise positively impacts the physical statements (Phase 2).
and socioeconomic environments; and sustaining the
interest of the general consumers.
81
The Enterprise Committee should ensure that it promotes
good manufacturing practices, workers health and safety,
and participation of both men and women in all aspects of
the enterprises activities. Social responsibility is strongly
encouraged.
82
(3) Develop ENR protection, conservation,
and mitigation measures
In general, the enterprises operations should avoid causing Some of the documents
irreparable damage to the physical environment. The that should be reviewed
by the Enterprise
Enterprise Committee should therefore allocate funds to
Committee is the Forest
mitigate and address looming negative environmental Resource Inventory (FRI)
concerns. At the same time, the Enterprise Committee initiated by the Enterprise
Facilitators Team
should provide funds to continuously develop the forests
(Preliminary Phase) and
timber and non-timber resources, which are essentially the the Core Group (Phase 1).
ENR-based enterprises supply source. Finally, it should also
help address prevailing environmental concerns like climate
change.
83
Billboards and streamers
Flyers and brochures
Field trips to the production site
84
Sample Computation of a Selling Price
Selling Price =
Cost of Production + Margin of Profit and Risks
where
Cost of Production = Fixed Cost (Overhead Cost) + Variable Costs (wages,
supplies, or taxes)
Margin of Profit = A certain percentage of Capital
Risks = Monetized value for unforeseeable events (typhoon, and
pests and plant diseases)
85
demands of bigger markets, individual families end up
selling their products to middlemen or assemblers. In
contrast, an ENR-based enterprise should direct its sales to
the end-users.
86
Stronger market positioning, especially if the cooperative
is part of an industry cluster
Stable enterprise management, and basic awareness
of cooperative laws and regulations, with the guidance of
CDA
87
accomplishment or interim reports, or by conducting
interviews with the buying public or selected enterprise
staff. In general, monitoring can be classified as
Self-monitoring. Sub-committees are to conduct
periodic internal reviews on their own tasks in
relation to the overall operations of the enterprise.
The aim of this type of monitoring is to eventually
generate feedback from the PO, particularly on sub-
committee efficiencies and accountabilities.
External monitoring. Independent monitoring
may be initiated by a partner agency, as in the case of
ENR-based enterprises that received grants or loans
from external parties. The Enterprise Committee will
be asked to report on the actions taken, the responsible
persons assigned, and the implementation dates
agreed upon by the PO and the funding agency. The
accomplishment reports normally follow a clearly
defined report-and-decision-making outline.
88
Is the enterprise benefiting the PO, community,
and host LGU, and not just the staff directly engaged
in the enterprise? Did the enterprises operations
result in (a) shared incomes, (b) enhanced public
image of the community, and (c) new opportunities
for product development and marketing?
Will new opportunities for scaling-up benefit
individual members, the community, and/or the
cluster of communities?
89
EVALUATE THE DECIDE ON THE ASSESS THE FINALIZE THE
ENTERPRISE FUTURE OF THE COMMUNITY EFTS
OPERATIONS ENTERPRISE ACTION PLAN
Are we ready
Are we ready to replicate
to modify the our products or
product? process?
Activities of Phase 4
90
PHASE 4
SUSTAINING AND ENHANCING
the COMMUNITY
ENR-BASED ENTERPRISE
PHASE INTRODUCTION
Are we ready to scale up? At this stage, the Enterprise Committee can now plan for the
future activities of the enterprise. The monitoring and evaluation reports generated by the
Enterprise Sub-Committees in relation to the Sustainable Community ENR [environment
and natural resource]-based Enterprise Plan (SCEEP) will be reviewed to aid in the decision-
making of the peoples organization (PO).
OBJECTIVES
Evaluate the current standing of the ENR-based enterprise
Determine if the enterprise is ready for product innovations or expanded operations
Deploy new strategies to scale-up the enterprise
Implement the updated SCEEP
EXPECTED OUTPUTS
Monitoring and evaluation results generated periodically
New finance, operations, marketing and promotions, and ENR strategies formulated
An updated SCEEP
91
ACTIVITIES
92
Delivery Reports give information on the types
and volume of products purchased by buyers, and
the types and volume of raw materials (supply)
used by the enterprise. Using these indicators, the
Enterprise Committee can determine the enterprises
production (inputoutput) efficiency.
93
Together with their enhanced capacities, the
sub-committee members have recommended
product and process innovations. This situation
is a common outcome of enterprise staff regularly
attending trainings and workshops, or if regularly
engaged in market research. New equipment and/or
process innovations can enhance product quality, if
not altogether shorten the whole production cycle.
94
SCEEP. Is the ENR-based enterprise now ready to move After participating in the
forward? To facilitate in the decision-making, the Enterprise DOST training, some PO
members in Pangasinan
Committee should make the following assessments: (Region 1) adjusted the
alcohol content, label,
Are we ready to modify the product? and packaging of their
duhat wine. Modifying
Product modification entails improvements in the design, the product eventually
color, packaging, shape, taste, or texture of the ENR product. led to the procurement
It normally correlates with finding means to satisfy the of new equipment, also
provided by DOST through
bigger market and the related price adjustments. Essentially, a soft loan for the Small
product modifications require in ENR-based technology Technology Upgrading
and/or innovation strategies. The PO through the Enterprise Program (SET-UP).
Committee may tap the assistance of the Department of Product modification was
Science and Technology (DOST), Department of Trade and also conducted by the PO
Industry (DTI), and other government and non-government in Leyte (Region 8) for
their rattan and wood
organizations in order to improve the design and quality furniture after attending
of their ENR products. The Enterprise Committee may also trade fairs and exhibits.
invite resource speakers with expertise on total quality
management, innovation management, and technology
management.
95
The PO in Bataan (Region versus enterprise replication).
3) decided to make more
coconut midrib plates and
baskets after receiving Expansion is normally considered when
more orders from nearby
towns. To facilitate There is increased demand for the ENR product,
the production, the PO
established a Production either in its original or modified form.
Center within their CBFM
area and established a New machines are procured. Optimum
Display Center within
the barangay proper so productivity is the ultimate goal of technology
visitors can know more acquisition. Acquiring the appropriate equipment
about the enterprise and can further enhance the production process, but this
the PO members life
stories. endeavor should be supported by skills training. The
Enterprise Committee should particularly note that
certain equipment and tools require DENR permits,
like those used for wood harvesting and processing.
Using the extracted seeds, Are we ready to replicate the ENR product or
the PO established a enterprise process?
mini-nursery and later Replication is somewhat similar to the concept of enterprise
planted the seedlings
in their CBFM area. expansion, only that it rests more on the POs partner
They received financial organizations, not on the Enterprise Committee per se.
assistance from the DENR This setup also implies that production costs are borne by
for the establishment of
at least 15 hectares of them. If product or process replication is chosen as a means
duhat plantation through to expand the enterprises operations, the Enterprise
the Upland Development Committee should implement monitoring systems so that
Project.
96
the quality, label, and packaging of the new ENR products Strategic decision-making
align with the original. deals with long-term
planning. Pursuing
strategies implies that
the Enterprise Committee
ACTIVITY 3. REVIEW AND UPDATE THE SCEEP should not be easily
swayed by temporary
failures and challenges.
After deciding on whether to modify, diversify, expand,
or replicate the enterprise processes or products, the
Enterprise Committee should now re-review the SCEEP
and identify new strategies. The following strategies are
particularly important for ENR-based enterprises:
97
Are there available resources in the community if the PO
were to increase its sales volume?
If the PO-led enterprise cannot guarantee sustainable
supply of raw materials, can it initiate legal agreements
with other enterprises and/or organizations?
What conservation strategies should be instituted to
ensure protection and sustainability of the forestland?
If environmental wastes are generated, how should
these be disposed or re-used by the community?
Is resource utilization covered by an approved Resource
Use Plan (RUP)? What is the overall management plan if the
PO is dealing with watershed areas?
98
PO and community members, or
as capital build-up for the PO-led enterprise.
99
requirements and incidentally, many POs see this as a very
tedious process. However, under the cooperative scheme,
PO members can receive higher benefits, such as patronage
refunds and dividends.
100
revenues.
101
ANNEXES
Annex A (in two parts): Enhanced version of the Training Needs Assessment Tool used
for the Eight FMBNZAPFAO-assisted Sites
Annex B (with two samples): The PO (and Pamilya) Enterprise Readiness Assessment
(PERA) Tool
USERS GUIDE
This Training Needs Assessment (TNA) is intended to identify the need for capability
building on particular entrepreneurial skills of the Regional Support Team (RST)
members under the NZAID-FAO assisted ENR-Community Enterprise Development
Project. This tool is designed with very simple, easy-to-answer questions. It will be
accomplished as a questionnaire. The RST members as the main informants will be
provided with this questionnaire by the Training Specialist or Project Management
Team (PMT) member/s, or by the HRD staff, as in the case of other projects. Any
clarifications about the tool can be made with the PMT or Training Specialist/staff
present. The PMT members can also make use of this same tool to assess their
training needs.
The list is in tabular form with about 90 specific skills that make up an ideal
entrepreneur or facilitator of an enterprise venture. It may appear quite long and
pressuring, but the items are simplified and provided with samples or details for
easy understanding. Furthermore, the Specific entrepreneurial KSA are arranged
according to phases as designed in ENR-CED Guidebook.
There are two boxes with ratings of 0-5. Be guided by descriptions of the ratings.
As you answer the items in the table, you might have to refer back to the two
boxes of ratings. Dont feel contained by the number or rating. At times when
you cannot decide whether your rating falls between two scores, it would be good
to pause for a moment, reflect, recall and decide. If this dilemma persists, it will
not do you any harm if you choose the lower score because it reflects a safer
assessment.
Annex A, part 1
For this table, we are not aiming for a perfect or high score or even to compete
with others in the team. An honest rating of oneself will greatly help in designing
the best training modules and modalities for you.
Part 3. Skills Background and Enhancement Needs. This portion gets to know
how the RST member learned the KSA as listed in Part 2 and how else these KSA
requirements be enhanced.
A collation tool is prepared for an easy and organized data collation, interpretation
and analysis (see Collation Form, Analysis Guide and separate Users Guide). The
RST members shall go over the same TNA towards the end of the ENR-CED Project
using this same tool to assess by then if the Project has created any impact in terms of
enhancing their facilitative and entrepreneurial capabilities (KSA).
So what are you waiting for? Get your pen and start answering the tool. Enjoy
answering the TNA.
Annex A, part 1
PO ENTERPRISE COMMITTEE MEMBERS AND OTHER DIRECT
PLAYERS
TRAINING NEEDS ASSESSMENT
USERS GUIDE
The PO Enterprise Committee members (normally 10-15 members) are our main
informants for this TNA. To make the assessment more realistic and representative
of the PO or community entrepreneur, we shall interview additional 15 direct players
more or 50% of the enterprise committee from each of the step in the supply chain.
Selection of the additional respondents can be done through random and judgemental
sampling. Judgemental sampling is
picked by listing all other direct players in Some random sampling methods
Given condition: A list is prepared of the other
the supply chain and identifying who direct players in the supply chain.
among them can best represent the supply 1. Picking names of individuals under odd or even
chain and/or answer the questions in the numbers.
2. pikit-turo (with closed eyes, interviewer points
interview schedule. Random sampling down his/her pen to the list. The name which
isnt particular as to the qualities of the the pen points is chosen as informant.
ones to be picked, for as long as the 3. Names are individually written on small sheets
of paper and raffled.
additional informant belongs to the supply
chain.
1
Researchers call the paper with the set of questions for interview as interview schedule.
Annex A, part 1
The questions are designed in both open-
ended and closed-ended questions 2 . The How do we know an informant finds a question
interviewer is given the liberty to explore or difficult?
1. Bows down his head.
give probing questions especially if the 2. Shows a blank stare at interviewer for a few
respondents show any difficulty in answering seconds.
the question/s. Difficulty to answer can be 3. Raises or crosses eyebrows.
4. Pouts and smiles.
caused by: 5. Takes some time to answer.
unclear phrasing or delivery of 6. Poses answers not related to the question.
questions 7. Asks interviewer to repeat or simplify the
question.
nervousness or shyness of 8. Calls another person in the crowd to help
respondent him/her answer the question.
really unknown answers
questions requiring confidential answers
Answers to the probing questions will still have to be written on the interview
schedule either as marginal notes or as main answers. For authenticity, answers are
best written in verbatim form meaning, the interviewer should not translate answers
to his/her own language or understanding. Or else, he/she will be writing his personal
answers rather than the informants.
This TNA tool can be used for both the PO Enterprise Committee members and the
other direct players. If the respondent is not a member of the Committee, then the
interviewer should immediately cross out questions # 15 and 16. It is divided into 5
major parts.
2
Closed-ended questions are questions that are answerable by YES or NO. Open-ended questions may
require a rundown of items, some reasons or explanations.
Annex A, part 1
respondents to think and reflect on their strengths and weaknesses as well as the
factors that led to the success or failure of their initial enterprises.
There are two boxes with ratings of 0-5. Read the descriptions of the ratings to
the respondent. To maximize time, you may read the KSA items (column 1) first
and ask for his/her self-rating, followed by the rating he/she would give to the
POs KSA. You may use this line Ano po ang inyong rating o grade sa inyong
sariling kakayahan at karanasan sa pagpapaganda ng produkto o quality
controlling. Ano naman ang rating ng samahan sa kakayanan at karanasan
nitng magpaganda ng produkto o quality controlling? Note that the third
column is intended for the respondents self-rating, while the third and rightmost
column is for his/her rating of the POs capability.
As you ask the questions on the KSA one-by-one, you might have to refer back to
the two boxes of ratings to refresh the mind of your respondent. Explain to the
respondent that he should not feel contained by the number or rating for we are
not aiming for a perfect or high score or even to compete with others in the
Committee or the PO. An honest rating of oneself will greatly help in designing
the best training modules and modalities for the PO. At times when your
respondent cannot decide on the rating, it would be good to pause for a moment,
reflect, recall and decide. If this dilemma persists, it will not do the respondent
any harm if he chooses the lower score because it reflects a safer assessment.
Because this is not a regular activity of the community or the PO, then we make sure
that we maintain ethics in the conduct of the TNA. A house-to-house interview is
advantageous as it will to require people to move from their farms or homes to a
common place and will not force the interviewer to immediately finish an on-going
interview because of a queue of respondents. Moreover, it will not require you or the
project to allocate funds for lunch or snacks of a bigger group. Nevertheless, the
conduct of an interview in a pre-arranged common place is advantageous too in that it
saves time for the interviewers especially if homes of informants are far from each
other. A gathering like this also becomes a venue for group updating, sharing and
discussing concerns after the individual interviews.
Annex A, part 1
arriving earlier than the informants to the site pre-arranged by the RST
and/or the PO Enterprise Committee (usually the Barangay Hall, trading
center or PO Chairmans house)
choose a space where you can talk and hear each other (than hear the
answers of other respondents or noise around) and where both of you are
comfortable. Do not go to a very private and secluded area.
allow for a few minutes of cooling or settling down. For newcomers in the
area, then this will be a few minute getting-to-know you period. But this
should not take much of your time. Maybe 2-3 minutes of introduction is
enough.
ask permission that you will write his/her answers on the interview schedule
throw/relay the questions clearly.
Do not talk more than the respondent/informant.
Probing is very much acceptable, but make sure that your questions are very
much in line with the original question.
Be conscious about questions that are arranged in succession or leaping form. For
instance, Question #10 asks whether the respondent has had an experience running
an enterprise. Questions 11-13 are successive questions only if the answer to item
#10 is yes. But if it is a no, then the interviewer has to leap or jump to item #14.
Be sensitive of the respondents condition.
Light snacks can be served depending on your funding capacity.
Maintain eye-contact with the respondent. Be candid at it. Exaggerating eye-
contact will intimidate ones respondent.
Breaking the ice or giving a breathing space before the next questions will
maintain the energy of the respondent.
Thank the respondent.
Ask permission for a possible come-back for filling up of data gaps,
validation or confirmation.
Annex A, part 1
DEPARTMENT OF ENVIRONMENT AND NATURAL RESOURCES
ENR-COMMUNITY ENTERPRISE DEVELOPMENT PROJECT
Below are some questions that will help us determine what best assistance could be provided to you as you facilitate
major activities in the ENR-Enterprise Management Project. Kindly answer them as best and as honest as you can.
Your responses will be kept confidential.
I. PERSONAL INFORMATION
1. As an RST member, rate the following knowledge and skills based on YOUR capability and
experience in using them. Capability will mean your ability and comfort level in using the stated skill
at present. Your experience includes the times, trainings, projects and activities and other occasions
when you made use of the indicated skill or knowledge. Rate each of them using 0-5, 5 as the highest
score and using the following as your guide. See the parallelism of the conditions in the boxes.
Capability: Experience:
0 = Never heard (Ano ito?) 0 = never tried it or not been trained in it
1 = Heard a little about it but its all concept for 1 = have tried it once with supervision but
me. (Narinig ko na yan, alam ko dati yan. not repeated; training was by actual use
Ano na nga ba yan?)
2 = Know it but cannot do it alone. Still need 2 = formally trained; tried it twice or more
more training & supervision. (Kaya k o before with tight supervision, but have
yan, turuan pa at tulungan mo lang ako.) forgotten how we did it. Can probably do
it if I will be reminded and guided.
3 = I can do it with minimal supervision. Dont 3 = formally trained; Did it only when
need training except for new methods. instructed or as planned in projects
(Kayang kaya, puera kung bagong teknik)
4 = I can do it. Supervision almost not needed. 4 = formally trained more than once; Have
(kayang kaya kahit anong project/negosyo) done it many times at work and home
5 = Its very easy. I can devise my own tools or 5 = I now train others about it; I can see
Techniques from the basic skill I have. results/impacts of my effort/inputs
(Madali lang yan.Eto pa ang magandang
idagdag dyan).
Rating
Set 1. General Knowledge and Skills Capa- Expe-
bility rience
1. Data Gathering and Processing
a. developing data gathering tools
b. conducting data gathering techniques
> interview
> observation
> Focused Group Discussion (FGD)
> resource inventory & mapping
c. analyzing /interpreting data
d. encoding/consolidating and keeping data
Annex A, part 2
2. Training Management
a. designing TNAs
b. conducting TNAs
c. analyzing TNAs results
d. interpreting TNA results
e. designing trainings
f. developing training reading materials
g. developing presentation materials
h. conducting actual training sessions
i. organizing cross visits/field trips
j. conducting post-training assessment/follow-up
4. Organization Strengthening/Management
a. Organizational Systems Installation
> policies/guidelines formulation
> records keeping
b. Building alliances/networks
c. Background in Basic Financial management
> bookkeeping
> preparing financial reports
> financial analysis/cash flow analysis
> following disbursement procedures
> following canvassing rules and procedures
> procuring and purchasing
Annex A, part 2
2. Enterprise Development/Business Planning
2.1 market study
a. developing a simple market study tool
b. conducting the study
c. interpreting the data
d. analyzing the market data
d.1 assessing/determining possible scope of an enterprise (ex. the
enterprise as a supplier or a major player in the production of raw,
semi-, or finished products)
d.2 assessing/determining the scale of production (i.e. level of product
reach, such as geographical or economic class)
d.3 assessing market requirements/demand for product quality, volume,
price, package and mode of distribution
d.4 determining competitors edge
2.2 Management and Financial Profitability Study
a. assessing organizational/people competencies & systems to run enterprises
b. setting criteria in identifying competent/appropriate enterprise players
c. determining staffing/manpower requirements for the enterprise
d. forecasting sales and ROI or profit from an enterprise
3. Implementing an Enterprise
a. sourcing for funds/capital
a.1 exploring internal capital sources (ex. share capital, membership fees,
reserves, capital-build ups, revolving funds)
a.2 mobilizing external resources
a.2.1 applying for and obtaining credits/loans from banks or other sources
a.2.2 networking for enterprise sponsorship or donation
b. identifying & prioritizing investments
c. budgeting
d. canvassing
e. product development/improvement and quality control
f. identifying and using appropriate machines, tools, equipment and methods for
chosen enterprise/s
g. costing and pricing
h. obtaining permits or registrations
i. product packaging/labeling
j. establishing workable enterprise management/operational structure with well-
defined roles and responsibilities
k. production area maintenance (including fire, security & sanitation mgt)
l. stockroom management (include. sorting, indexing, overall sanitation & order)
Annex A, part 2
5. Benefit Sharing
a. computing for equitable benefit sharing
b. ensuring timely appropriations
4. What among your present skills and knowledge need to be further enhanced so you can better
facilitate/help in the enterprise activities of the community?
a. ______________________________
b. ______________________________
c. ______________________________
d. ______________________________
e. ______________________________
5. What skills and knowledge are necessary in running an enterprise that you dont have yet and you
wish to learn, be trained and supervised?
a. ______________________________
b. ______________________________
c. ______________________________
d. ______________________________
e. ______________________________
7. Besides training, how else can you best learn entrepreneurial management skills?
_________________________________________________________________________
Annex A, part 2
DEPARTMENT OF ENVIRONMENT AND NATURAL RESOURCES
ENR-COMMUNITY ENTERPRISE DEVELOPMENT PROJECT
Hello Respondent:
Salamat sa inyong pagpayag sa interview na ito. Ang inyong mga sagot sa mga katanungan na ibibigay namin sa
inyo ay makakatulong upang makita ang mga kakailanganin ninyong suportang pagsasanay para mapatakbo ninyo
ng mas maigi ang inyong negosyong sinusuportahan ng NZAID-FAO at DENR at maaaring ang iba pa.
Isinasaalang-alang namin ang privacy at confidentiality ng inyong mga sagot.
Salamat po!
I. TUNGKOL SA SARILI
5. Kaya mo rin ba ang ginagawa ng ibang kasamahan mo sa negosyo na ito? Oo ___ Hindi ____
Gaya ng ano?___________________________________________________________________
Alin ang hindi mo kaya? _____________________________ Bakit? _______________________
6. Ano ang mga patakaran/rules ang sinusunod ninyo o/at ng Samahan sa pagsagawa o sa mga gawain
ng inyong role bilang (hal. Gatherer, cook, atbp.) _______________________________________
_________________________________________________________________________________
_________________________________________________________________________________
7. Sino sa komunidad/PO ang hindi kasama sa mga gawain sa negosyo pero may kasanayan din?
_________________________________________________________________________________
Bakit hindi sila nakasali sa negosyo ng Samahan ngayon?___________________________________
_________________________________________________________________________________
Kung sila ba ay iimbitahang maging direct player, sila kaya ay kusang sasama? Oo ___ Hindi___
Sa anong gawain kaya sila sasama o magboboluntaryo? ____________________________________
8. Ano ang dapat katangian ng isang miembro na may gampanin, posisyon o role sa negosyo bilang
(Gatherer, weaver, atbp) upang maging mas epektibo siya sa kanyang gawain? _________________
_________________________________________________________________________________
9. Puwera sa mga kasanayang mo sa kasalukuyang negosyo ng inyong Samahan, ano pa ang inyong
ibang kasanayan? O saan pa kayo magaling o puedeng maasahan? ___________________________
________________________________________________________________________________
Annex A, part 2
III. MGA KARANASAN SA PAGNENEGOSYO
10. May karanasan ka na ba sa pagnenegosyo? Meron ___ Wala ___
Kung MERON, anong klase ng negosyo o produkto ito? _____________________________
Kung WALA, tumuloy sa tanong # 14.
11. Sa paanong paraan mo ginawa o pinatakbo ang negosyong ito? Piliin sa ibaba. Bilugan ang letra.
a. Sariling negosyo
b. May kapartner (kung meron, sino ang kapartner ________________)
c. Maraming kapartner
d. Kooperatibang uri
Kung NALUGI, ano mga kadahilanan o nagdulot upang ito ay malugi? ____________________
_____________________________________________________________________________
Kung hindi masagot ang katanungang ito, maaaring magbanggit ng isa o ilan sa mga makasulat
sa ibaba.
a. Bantay o guardia k. rules/regulations
b. Buyers/contacts/market l. sasakyan
c. capital/pera m. stockroom
d. gamit o equipment sa paggawa n. sustainable source ng resources
e. daan o farm-to-market road o. tindahan/display center
f. imbentaryo p. training
g. manggagawa/Skilled workers q. utang/loan
h. planta/pasilidad o lugar ng pagawaan r. relasyon ng mga tao
i. recording ng pera s. manager
j. registrations (with govt registering agencies)
13. Ano ang natutunan mo sa karanasang ito na puedeng i-advise sa ibang nais magnegosyo?_______
______________________________________________________________________________
14. Sa inyong rekoleksyon, anu-ano na ang mga nasubukan na negosyo o bisnis (malaki o maliit man) ng
inyong Samahan? Kailan ito naganap? Ano nang kalagayan nito?
Kung NALUGI, ano mga kadahilanan o nagdulot upang ito ay malugi? ____________________
_____________________________________________________________________________
15. Ano ang pakiramdam na kasama ka sa PO Enterprise Committee? Bilugan ang sagot.
a. Masaya d. Nanghihinayang
b. Walang nararamdaman e. Kinakabahan
c. Malungkot f. iba pang sagot _________________________
16. Ano ang katangian mo at napili ka bilang PO Enterprise Committee member? ______________
_____________________________________________________________________________
Annex A, part 2
17. Bilang miembro ng PO Enterprise Committee o kasapi ng Samahan na may direktang gampanin sa
negosyo ng samahan, ano ang inyong masasabi sa iyong kasanayan sa pagpapatakbo ng negosyo?
Gamitin ang rating board na nasa Box #1. I-rate din ang kakayanan ng kabuuang Samahan sa mga
nakalistang mga kasanayan sa pagnenegosyo. Gamitin ang rating na nasa Box #2.
2 = May kaunti akong nalalaman sa bagay na iyan. 1 = May ilan sa amin na na-train/seminar na
Narinig ko na yan ng magkailang beses ngunit tungkol dyan. Pero hindi ko pa nakikita o
hindi ko pa nasusubukan gamitin yan. naririnig na ginawa na nila iyan.
3 = May kaalaman o kasanayan na ako nyan. 2 = Ang mga na-train sa Samahan ay sinubukan
Nagamit ko na yan nang minsan, pero hindi pa nang gawin iyan, ngunit hindi naging tuloy-
ako sanay at hindi masyadong maintindihan. tuloy at nakalimutan na. May malabo pa at
Hindi ko kaya kung walang tutulong sa akin na walang ibang nakakaalam. Kailangan ang
mas may-alam. tutok ng eksperto o ulitin ang training.
Annex A, part 2
4. Training Management
a. pagdisenyo ng simpleng programa ng training
b. paggawa ng mga training at presentation materials
c. pagpapadaloy ng training
d. pag-organisa ng fieldtrip o cross visit
e. pagsasagawa ng cliniquing o reflection session o evaluation sa mga training
f. pag-follow-up ng mga na-train
6. Reporting
a. Process Documentation/journalizing/pag-diary
b. pagsulat ng isang report /packaging
c. pagkuha ng maayos na litrato
2. Pagplano ng Negosyo
2.1 Pag-aaral ng market
a. pag-kuha ng datos tungkol sa mga posibleng market ng napiling negosyo
b. pag-intindi/pag-analisa ng mga datos
b.1 paggamit ng datos sa posibleng scope o gampanin ng PO at ng negosyo nito
(ex. bilang supplier, assembler, atbp ng raw-, semi- or finished products)
b.2 paggamit ng datos sa posibleng scale o lawak ng aabutin ng negosyo o
produkto (ex. provincial, national, pambarangay)
b.3 pag-aaral ng demand o requirements ng market patungkol sa kalidad, dami,
presyo, hitsura ng produkto
b.4 pag-aral ng mga kakompitensya sa negosyo (competitors)
Annex A, part 2
a.2 paghanap ng kapital sa labas
> pag-apply ng loan, credit o utang sa bangko at iba pang sources
> pakikipagnetwork para sa donasyon/sponsorship (pera, makinarya, teknolohiya,
training o experts
b. pagprioritize ng mga dapat pagkalagyan ng kapital
c. pagdevelop at pag-improve/pagpapaganda ng produkto/ pagsisiguro na maganda at
maayos ang kalidad ng produkto (quality control)
d. pagpapalawak ng ibang produkto o product lines sa kasalukuyang resources
e. pag iisip ng ibang istilo o arte ng produkto (styling)
f. paggamit ng mga makabagong makina, tools, gamit, at metodolohiya
g. paglagay ng tamang cost at presyo
h. pagkuha ng mga permit at lisensya ex. DTI at BFAD, atbp
i. packaging ng produkto/labeling
j. paglagay at paggamit ng akmang istruktura (organizational structure) na may malinaw na
mga roles/gampanin at responsibilidad
k. production area management (may seguridad sa apoy, magnanakaw, sanitasyon)
l. pag-ayos ng stockroom (may tamang indexing, sectioning, labeling)
m. pag-imbentaryo
4. Pagpromote at Pagbenta
a. pag-aalam kung ano ang mga negotiables/puedeng i-give-up at non-negotiables o di
puedeng i-give up sa pakikipagnegotiate sa potensyal na markets
b. pagpopromote ng produkto ng Samahan
> paggawa ng brochure at iba pang babasahin tungkol sa produkto
> paggawa ng mga pakulo upang mabenta ito
> pagsali sa mga trade fairs, displays, exhibits, etc.
c. pagkumbinsi sa mga target na customer (oral)
d. pagpili ng pinakamagandang market/customers
e. sales calling o patuloy na pagbisita o pangungumusta sa mga customer
f. pagnenegotiate
g. pagkokontrata, ex. sa mga markets/buyers o closing commitments
h. pagpipili ng istratehiyang lugar para sa display, outlet o tindahan
i. pagdisenyo ng display center, outlet o tindahan upang mas maging kaakit akit sa mamimili
j. pagsisiguro ng maayos na pagtransport ng produkto
k. pagkokolekta ng benta
l. pagmonitor o pagsubaybay ng kalakasan o kahinaan ng produkto/negosyo at customer
satisfaction
m. pagtugon sa mga reklamo ng customers
n. pagkuwenta ng kita o ganansya
19. Ano ang kaalaman at kasanayan sa pagnenegosyo na wala ka pa ngunit kailangan mo? ________________
______________________________________________________________________________________
20. Anong kaalaman at kasanayan ang wala pa ang inyong PO Enterprise Committee at/o ang kabuuang
samahan ngunit kailangan upang maging maayos ang pagtakbo ng negosyo? ________________________
_______________________________________________________________________ Sa paanong paraan
kaya mapapabilis ang pagkatuto ng mga tao? __________________________________________________
21. Paano masisiguro ng Samahan na magiging sustenable o pangmatagalan ang negosyong ito?
______________________________________________________________________________________
22. Ano ang maaaring gawin ninyo upang masiguro ang sustenableng pagkukuhanan ng resources/raw materials para sa inyong
negosyo? ___________________________________________________________________
23. Ano sa tingin ninyo ang kalagayan ng negosyong ito matapos ang limang (5) taon? ____________________
_______________________________________________________________________________________
Annex A, part 2
POENTERPRISEREADINESSASSESSMENT(PERA)TOOL
A. ThePeoplesOrganization
NameofPO
OfficialAddress
TypeofPO ___Association
___Cooperative
___CoreGroup
NameofPOPresident
Yearformed
YearRegistered
RegisteringAgency
Registrationnumber
Dateregistrationwaslastupdated
TotalOriginalMembers
Currentmembership Total:____Male()Female()
Otherregistrationsobtained,ex.withDTI,BIR
Expertise/experienceofthePO(plscheck) ()AgroforestryDevelopment
()TreePlantationDevelopment
()NurseryManagement
()TimberrelatedLivelihood/enterprise
()Nontimberrelatedlivelihood/enterprise.
()FinancialMgt/Bookkeeping
()Others,pls.specify:________________
Committeesformed;checkiffunctionaltodate ()_____________________________________________
()_____________________________________________
()_____________________________________________
()_____________________________________________
Projects(being)implemented _______________________________________________
_______________________________________________
_______________________________________________
Agencies/officespartneredwithsofar; Agency/Office Purpose
Forwhatpurpose _____________________________________________
_____________________________________________
_____________________________________________
B. TENURIALINSTRUMENTANDRESOURCEUTILIZATION
1. ThePOwasawardedwith:()CBFMA()CLOA()CADT()PACBRMA()others___________
2. Dateawarded(orsigned):________________
3. Areacoveredbyabovetenurialinstrument:___________ha.
4. Barangay/scoveredbytheinstrument:___________________________________
5. Municipalities(andprovinces)administrativelycoveringthearea:______________
6. ThePOhasaplanrelatedtotheabovetenureinstrument.ThePOimplements(putacheck)and
updatestheplan(indicateexactorestimatedateplanwasreviewedandupdated).Putacross
ifimplementationandupdatingarenotbeingdone.
Annex B, sample 1
Plan Implementedornot Updatedor
not
__CRMF
__ResourceusePlan(RUP)
__FiveYearWorkPlan(FYWP)
__PACBRMPlan
__watershedmanagementplan
__IndividualFarmPlans
__Others,specify:_________
7. HowwelldothePOmembersknow/understandtheplanandparticipateinitsimplementation?
Know/understand Participateinimplementing
()everybody ()everybody
()majority(80%andmore) ()majority
()halftoabitabovehalfofthemembers ()halftoabitabovehalfofthemembers
()some(below50%) ()some(below50%)
()few(ex.officersonly) ()few
8. WhatarethePOslimitationsordifficultiesinimplementingtheplan/s(item#6)?___________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
9. WhatarethetimberandnontimberspeciesavailablewithintheCBFMareathatarepotential
foranenterprise?Intermsofvolume,ratetheresourcesincolumn2from110,10asvery
manyand1asalmostreceded.
Timber/nontimber Volume ActualorpotentialUsesof/Productsfromtheresource
10. WhatarethetimberandnontimberresourcesoutsidetheCBFMareabutthatthePOhas
accesstoandarepotentialforenterprises?Intermsofvolume,ratetheresourcesincolumn2
from110,10asverymanyand1asalmostreceded.
Timber/nontimber Volume Uses/Products Wherearethey
Annex B, sample 1
11. WhatpermitorcertificationdoesthePOhaveinordertouseanyresourceintheCBFM?
Permit/Certification CertifyingAgency Conditionofthepermit
12. Usingthelistsin#8and9,howdoyouharvestthem?
Resource Harvestingtechnique
13. Whattechniquesdoyouusetoensurethatsuchresourcesarestillavailableintheyearsto
come?(ex.replanting,coppicemgt.,ANR,etc)________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
C. WILLINGNESSTOUNDERTAKENRMBASEDENTERPRISES
1. Whatlivelihood/enterpriserelatedactivitiesdoesthePOconductorplantoundertake?
Currentlyundertaking Planstoundertake
2. Whatskillsinthecommunity/POareexistingandmightbeusefulincurrentorfutureenterprise
undertakings?Whohavetheseskills?
Skills Who(nameorsectorlikemen/women;youth)
Annex B, sample 1
3. Whattools,machines/facilitiesorinfrastructuresdoesithavethatcanbemadeusefulforfuture
enterprises?
Machines/facilitiesorinfrastructures Ownership(whoowns/takescare)
4. HowinterestedarePOstoundertakeNRMrelatedenterprise?
()veryinterested ()interested ()quiteinterested/hasapprehensions ()nointerest
5. WhatarethereservationsofthePOmembersinundertakingNRMrelatedenterprises?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
6. HowsooncanthePObeginanenterprise?
()assoonaspossible ()withintheyear ()beyondthisyear
7. WhatarenecessarysothatthePOcanbecomemoreconfidenttoundertakeenterprise?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Annex B, sample 1
PAMILYAENTERPRISEREADINESSASSESSMENT(PERA)TOOL
A. THEPAMILYA
1. NameofEntrepreneur/family
2. Addressofresidence
3. Status/typeoffamilyenterprise ___individualproducer(onememberoffamilyonly)
___familyrun(majorityoffamilymembers)
___clan(familyandrelatives)
4. Informantsageandsex ______yrsold()male()female
5. Entrepreneursaffiliation/POmembership POname:
6. YearofmembershipinthePO
7. ShareorfeespaidorvolunteeredtothePO P______________since__________(period)
Things/tools/land,etc.donatedorlenttoPO:
_______________________________________________
_______________________________________________
8. Participationofindividual/familyinthePO ()veryactive( )active()seldomactive()inactive
Ifinactive,why:____________________________________
_________________________________________________
9. Anyindividual/familytenureinstrument
()yes()noneIfyes,statethenature_____________
10. Howlargeistheareacoveredbythetenure
instrument?
11. Anyplanastothemanagementofthisarea ()farmplan()croppingcalendar
()others,pls.specify______________________________
________________________________________________
12. Howdidyouobtainthisinstrument ()releasedbyDENR
()transferredfromrelative
()transferredduetopurchaseofright
()othermeans__________________________________
13. Datethetenureinstrumentwasobtained
14. Address/locationofthisarea
B. THEENTERPRISEANDPRODUCT
1. Whatlivelihood/enterpriserelatedactivitiesdoestheinformantorfamilyconduct?Nameof
enterprise?(Column1).Ifnoneyetorwishtoexpandto,whatenterprisedoestheinformant
plantoundertake?(column2)
Currentlyundertaking Planstoundertake
Annex B, sample 2
2. Howlonghastheenterprisebeenoperating?_____
Ifnotyetimplemented,howsoondoestheindividualwanttobeginanenterprise?
()assoonaspossible ()withintheyear ()beyondthisyear
3. Howmuchcapitalizationhaveyouinvested(orreadytoinvest)intotheenterprise?__________
Arethereinvestmentscomingfromothersources?____fromwhere/whom?_______________
4. Forcurrententerprise/s,underwhatname/whosenameistheenterprise?_________________
Whatregistrationsdoestheindividualpossessthatmaketheenterpriselegallyoperational?___
______________________________________________________________________________
Whenwasthisregistrationfirstobtained?_______________fromwhatoffice_____________
Whenwasthisrenewedorupdated?____________________
5. Forfutureenterprises,whatregistrationshavebeenobtainedsofar?____________________
Fromwhatoffice?___________________Whenwasthisobtained?_____________________
Whatistheupdatesofar?_______________________________________________________
6. Forfutureorcurrententerprises,whatplanrelatedtotheenterprisedoyouhave?__________
7. Whatarethefamilyslimitationsordifficultiesinimplementingtheplan/s?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
8. Whatskillsdoestheinformantorfamilyhaveandmightbemadeusefulincurrentorfuture
enterpriseundertakings?Whohavetheseskills?
Skills Whointhefamily(indicatesexandage)
9. Whattools,machines/facilitiesorinfrastructuresdoestheinformant/familyhavethatare
used/canbemadeusefulforfutureenterprises?
Machines/facilitiesorinfrastructures #andstatus(inworkingconditionornot)
10. Howinterestedistheindividual/familyinundertakingNRMrelatedenterprise?
()veryinterested ()interested ()quiteinterested/hasapprehensions ()nointerest
11. WhatarethereservationsoftheindividualinundertakingNRMrelatedenterprises?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Annex B, sample 2
12. Whatarenecessarysothattheindividual/familycanbecomemoreconfidenttoundertakeor
continueitsenterprise?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
C. THERESOURCESUSED
1. Whattimberandnontimberresourcesarebeingusedbythefamilyinitsenterprise?Orwishes
touseinfutureenterprises?Wherearetheseobtained?Whoownsthem?
Resources Where Ownership
2. Iftheresourcesare(tobe)obtainedfromareasoutsideofthefamilyspropertybutwithinthe
CBFMarea,whatagreementwiththePOwassetonthefamilysaccessingoftheseresources?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3. Checkifthefollowingplansareknownandunderstoodtotheinformant/family,andifthe
familytakespartinitsimplementation.Isonesplan(A.11)relatedtothis?Checkifyes.
Plan Known/heard understood participates Indivplan
relatedto
this
__CRMF(forCBFMareas)
__ResourceusePlan(RUP)
__FiveYearWorkPlan(FYWP)
__PACBRMPlan(forPACBRMAarea)
__watershedmanagementplan(for
watershedareas)
__IndividualFarmPlans
__Others,specify:_________
4. Usingthelistsinc.1,howdoyouharvestthem?
Resource Harvestingtechnique
5. Whattechniquesdoyouusetoensurethatsuchresourcesarestillavailableintheyearsto
come?(ex.replanting,coppicemgt.,ANR,etc)________________________________________
____________________________________________________________________________
Annex B, sample 2
COMMUNITY ASSESSMENT
DATA CHECKLIST
1. Name of Enterprise
2. Location
3. Area
4. Number of Staff
5. Community Population
6. Tenure instrument issued
a) Duration of the tenure
b) Area Covered
c) Name of PO
d) Number of Members
e) Registering agency
8. Resources available in the area which are presently used or have potentials for
enterprise development [ Please enumerate and indicate estimate area covered]
a) Timber products
b) Non-timber products
c) Medicinal
d) Eco-tourism sites
e) Health products
f) Food and beverages
Annex C
Market Situation Analysis
Check List of Information
Note: Listing of Possible Market Outlets of the Enterprises [The listing should focus on the possible
market outlets where the enterprise ideas identified by the PO may be sold. The PO can
identify as many market outlets, if possible]
D. Name and nature of products bought [ If wood-based please indicate species used]
E. Mode of Delivery
F. Mode of Payment
G. Product Requirement
Quantity
Quality [Form, color, etc]
Price
Packaging
I. Please indicate the distribution flow of the products from the first outlet to end-user
Annex D
NATURAL RESOURCE BASED PRODUCTION
Technologies required Nursery preparation, plantation, wood processing, drying, grading,
harvesting, production
Available knowledge and Cashew processing, basket making, lumber scaling, agroforestry, timber
entrepreneurial skills of the harvesting
Enterprise Committee Woodcraft, furniture making, lumber grading, financial management, lumber
scaling, sorting,
Cloning technology, bamboo furniture making, Mangrove development
Characteristics/ Slope, topography, soil condition, climatic type of the area, accessibility,
Bio-physical condition of the site species-site matching
Raw material supply Location of sources (indicate whether naturally grown or planted)
Nature and sources (timber and non timber)
Availability (area and volume)
Extent of development of the resource
Extent of use of the resource
Land management Land use planning, area development
Waste management approaches Reuse, reduce, recycle, composting system
PROCESS FLOW
(The series of actions which produce a change or development in a specific production system. It should result in a
properly planned and organized process flow in the manufacturing system, further leading to higher productivity and
lesser processing cost.)
Annex E
NameofEnteprise:___________________________
CashFlowProjection,2012
PerQuarter
Startup Q1 Q2 Q3 Q4
CASHINFLOW(PasokngPera )
RevenuefromSales(Benta )
CollectionofReceivables(Koleksyon )
Investments
OtherCashInflow
(Donasyon,Grnt,etc.)
TotalCashInflow
CASHOUTFLOW
PurchaseofFixedAssets
Building
Equipment
PurchaseofMaterials
Salaries
SalariesandWages
EmployeeBenefits
Rental
OfficeSupplies
Communications
Fuel,Gas&Oil
Permits&RegistrationFees
TotalCashOutflow
NetCashAvailable(Deficit)
Add:BeginningCashBalance
EndingCashBalance
Annex F
NameofEnteprise:___________________________
IncomeStatement,JanuarytoDecember2012
Total Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
Revenues
Sales
Less:SalesReturns
Add:OtherRevenues
PaymentofServicesfromDENR
TotalRevenues
Less:CostofGoodsSold
Beg.Inventory(Annex1)
Add:ProductionCost
Less:Inventory,End
TotalCostofGoodsSold
GrossProfit
OperatingExpenses
SalariesandWages
Allowances/Incentives
Honorarium
Rental
OfficeSupplies
Communications
Fuel,Gas&Oil
Permits&RegistrationFees
Representation
TotalOperatingExpenses
NetIncomeBeforeTax
Annex F
NameofEnteprise:___________________________
BalanceSheetasofMarch31,2012
ASSETS
CurrentAssets
CashonHand
CashinBank
ReceivablesTrade
ReceivablesMembers
Inventory
TotalCurrentAssets
FixedAssets
Land
Building
Equipment
TotalFixedAssets
TotalAssets
LIABILITIESANDOWNERS'EQUITY
CurrentLiabilities
AccountsPayable
ShorttermLoansPayable
LongtermLiabilities
Loans
TotalLiabilities
Owner'sEquity(Member'sEquity)
Owners'Capital/PidinCapital
Less:Drawings/DividendsPaid
RetainedEarnings
Reserves
Coopguaranteefund
GeneralReserveFund
CoopEducational&bTrainingFund
OptionalFund
TOTALLIABILITIESANDOWNERS'EQUITY
Annex F
InventoryofGoods,RawMaterials,ChemicalsandOtherMaterials
ForthePeriodEnding__________________
1.RawMaterials
2.InProcess,Storage
3.FinishedGoods
4.ChemicalsandOtherMaterials
5.PackagingMaterials
Annex F
AllYouHavetoKnowaboutPhilHealth
1.WhatisPhilHealth?
PhilHealthisagovernmentownedandcontrolledcorporation.Itsprimarypurposeistoensure
sustainable,affordableandprogressivesocialhealthinsurancewhichendeavorstoinfluencethe
deliveryofaccessiblequalityhealthcareforallFilipinos.
InviewofRepublicAct7875,otherwiseknownastheNationalHealthInsuranceActof1995,PhilHealth
wasestablishedtoprovidefinancialmedicalassistancetoitsmembers.
2.WhoarequalifiedtobecomePhilHealthmembers?
AnybodycanbeamemberofPhilHealth,providedthatheorshecanpaythemonthlycontributions.
Thosewhoareemployed,whetherlocaloroverseas,andpayingeitherindividuallyorthrougha
sponsor,andevenretiredemployees(lifetime),arequalifiedtobecomemembers.
3.Howcanonebecomeamember?
a)Overseasworkers
FillouttheM1bformortheOFWInformationSheet.
SubmitittothePhilHealthrepresentative,alongwiththeappropriateandnecessary
documentsneededtosupporttheapplication.
Submitanyofthefollowing:
i.ValidOverseasEmploymentCertificate(OEC)orEreceipt
ii.Reentryvisa
iii.JobContract
iv.CertificateofEmployment
PayP900fortheoneyearpremium.Itisadvisablethoughthatthetotalamountof
contributionstatedinthecontract,bepaid.
b)Employed
FillouttheM1aform.
Collectandpresentallthenecessarydocumentstosupportthedeclareddependents.
SubmittheformandthedocumentstotheHRdepartmentofthecompany.Theyare
theonesresponsibleforforwardingyourapplicationtothePhilHealthofficethroughthe
Er2form(ReportofEmployeeMembers)
PhilHealthwillthensendthenewmembertheMemberDataRecord(MDR),alongwith
thePhilHealthIdentificationNumberorPIN.NewemployeeswhoalreadyhavetheirPIN
mustinformtheHRpriortoitssubmissiontoPhilHealth.
Annex G
c)IndividualPayingmayincludefreelanceprofessionals,employeesseparatedfromwork,
employeesfrominternationalcompaniesthathavenoagreementwithPhilHealth,andallother
individualsnotbelongingtothestatedcategories:
FilloutandphotocopycopiesoftheM1bform.
Securenecessarydocumentstosupportthedeclarationofdependents.
SubmitthedocumentstoPhilHealth,andtheofficewillinturnsendbackthe
individualsPINandMDR.
Paythepremium(P100/month)eitherannually,semiannuallyorquarterly.
d)SponsoredincludestheFilipinofamiliesthatbelongtothelowest25%bracketofthe
population.TheDepartmentofSocialWelfareandDevelopment(DSWD)throughthe
FrameworkofCommunityBasedInfoSystemMinimumBasicNeeds(CBISMBN)isthe
departmenttaskedtodeterminethefamiliescomprisingsaid25%.Contributionswillbe
sponsoredbytheLocalGovernmentUnits(LGU)inpartnershipwithPhilHealth.
e)LifetimereferstoretireesandpensionersofSSS,GSIS,AFP,PNP,BFPandBJMP
FillouttheM1cformandphotocopytheaccomplishedcopies,withattached11recent
photo
SecureaCertifiedTrueCopy(CTC)oftheSSSorGSISRetirementCertification,oranyof
thefollowing:
PrintoutofDeath,DisabilityandRetirement(DDR)fromanySSSoffice;
PrintoutofcontributionsissuedbyanySSSofficeindicatingthelatest
contributionsuponretirement(onlyafterMarch4,1995)
Certification/LetterofApprovalofRetirementfromtheGSIS;
ServiceRecordissuedbytheemployer;
Certification/RetirementGratuityfromtheemployer
StatementofServicesissuedbypreviousemployerindicatingnotlessthan120
monthsofserviceexcludingleaveofabsenceswithoutpay;
Certification/LetterofApprovalofRetirementfromtheGSISindicatingnotless
than120monthsofservice;
General,BureauorSpecialOrderindicatingtheeffectivitydateofretirement;
Certifiedtruecopy(CTC)ofBirthCertificateoranytwoofthefollowing:
CTCofBaptismalCertificate
CTCofMarriageContract/Certificate
Passport
DriversLicense
SSSMembersID
AlienCertificateofRegistration(ACR)
ServiceRecord/s
EmployeeID
Schoolrecords
VotersID
SeniorCitizensID
Annex G
Dulynotarizedjointaffidavitoftwo(2)disinterestedpersonsattestingtothe
factofbirthoftheregistrant;
AnyothervaliddocumentsacceptabletoPhilHealth
Uponsubmissionandprocessing,PhilHealthwillissuetheLifetimeMemberCardwhich
isavalidIDforalltransactionswiththeagency.
4.HowcanemployersregistertheiremployeeswithPhilHealth?
BothcompaniesintheprivateandpublicsectorsarerequiredtoregisterwiththePhilHealthInsurance.
Herearethestepstofollow:
a)SubmitthenecessaryrequirementstoanyPhilHealthoffice.
GovernmentSectorsEmployers PrivateSectorEmployers
EmployerDataRecordorER1Form EmployerDataRecordorER1Form
M1aformsforeachemployee Businesspermit/licensetooperateand/oranyofthe
followingasapplicable:
Singleproprietorships DepartmentofTradeand
Industry(DTI)Registration
Partnershipsand SecuritiesandExchange
corporations Commission(SEC)
Registration
Foundationsandnon SecuritiesandExchange
profitorganizations Commission(SEC)
Registration
Cooperatives CooperativeDevelopment
Authority(CDA)Registration
Backyard BarangayCertificationand/or
industries/venturesand MayorsPermit
microbusiness
enterprises
b)Afterprocessing,PhilHealthwillissuethePhilHealthEmployerNumber(PEN)andthe
CertificationofRegistrationfortheemployer.ItwillalsoissuethePhilHealthIdentification
Number(PIN)andMemberDataRecord(MDR)forconcernedemployees.
c)Asproofofregistration,theCertificateofRegistrationmustbeplacedinaconspicuous
areaintheoffice.
5.Howmuchisthemonthlycontribution?
Themonthlycontributionis2.5%ofthesalarybaseoftherangewhichcoversthebasicrateofthe
employee.Halfofthetotalamountofcontributionwillbedeductedfromtheemployeessalary,andthe
otherhalfmustbeshoulderedbytheemployer.
Annex G
6.Howcanemployeespaythecontributions?
Employeescontributionswillbededucteddirectlyfromtheirsalaries.
TheemployersrepresentativemustthenremitthepremiumscollectedtoanyPhilHealthofficeorat
anyaffiliatedbanksonorbeforethe10thdayofthemonth,usingtheME5Form.Then,fileorreport
thepaymentstoaPhilHealthofficeusingtheRemittanceReportForm(RF1)onorbeforethe15thof
themonth.
7.HowcanPhilHealthbecontacted?
FormoreinformationabouttheservicesofPhilippineHealthInsuranceCorporation,logonto
http://www.philhealth.gov.ph/.Itislocatedat17/FCitystateCentre,709ShawBoulevard,PasigCity
withcontactnumber:(+632)6383080.
Annex G
PRE-LAUNCHING CHECKLIST
ORGANIZATIONAL READINESS
1
IEE Checklist may be downloaded from <www.emb.gov.ph>
Annex H
9 Proof of Ownership or Right Over the Applied Area (any of the
following)
CBFMA No.
In case of Tax Declaration, provide duly notarized Affidavit of
Ownership or No Adverse Claimant
Contract of Lease, Operating Agreement, Deed of Assignment
Others as deemed appropriate
9 Zoning Certification from DZA and/or HLRB or Locational
Viability as deemed appropriate
9 Project Plans
Location/Vicinity Map
Site Development Plan
; 11. Signage / notices put up
; 12. Initial inventory of production inputs purchased
Annex H
ISFP-FLD Form No. 4
MARKET CATALOGUE
INTERGRATED SOCIAL FORESTRY PROGRAM
MID YEAR ____ / CY ____
Region _____________
Noted by:
Date Date
Annex I
LIST OF INSTITUTIONS PROVIDING ASSISTANCE
GOVERNMENT FINANCING
Social Security System (SSS)
INSTITUTIONS SSS Building, East Avenue
Diliman, Quezon City
Development Bank of the Phil. (DBP)
Phone: (02) 920-6446 to 55 Local 5720
BDBP Building
Fax: (02) 926-1644
Sen. Gil J. Puyat Avenue Cor. Makati Avenue,
Email: [email protected] and member_
Makati City
[email protected]
Phone: (02) 818-9511 to 20 and 818-9611
to 20
Livelihood Corporation (LIVECOR)
Email: [email protected]
7/F, One Corporate Plaza 845 A, Arnaiz Ave.,
Makati city
Land Bank of the Philippines (LBP)
Phone: (02) 817-1531 Telefax: (02)
Land Bank Plaza M.H. Del Pilar cor. Dr.
817-0858
Quintos Sts. Malate, Manila
Email: [email protected]
Phone: (02) 522-0000/450-7001 and 405-
7146/551-2200
Fax: (02) 528-8542/23/551-5395
Email: [email protected] DTI REGIONAL &
PROVINCIAL OFFICES
National Livelihood Support Fund (NLSF)
4/F, Hanston Building Emerald Avenue, NATIONAL CAPITAL REGION
Ortigas Center, Pasig City Regional Ofce
Phone : (02) 631-2946 Fax : (02) 631-2954 12/F, Trafalgar Plaza 105 H.V. Dela Costa St.
Email : [email protected] Salcedo Village, Makati city
Phone: (02) 811-8367/811-8231-
Philippine Export-Import Credit Agency 33/890-4854 (Business Name) Fax: (02)
(PHILEXIM) 811-8271
Formerly Trade and Investment Email: [email protected] / [email protected].
Development corporation (TIDCORP) ph
17/F, Citibank Tower Valero cor. Villar Sts.,
Makati City Area I (Manila, Pasay, Makati)
Phone: (02) 893-0300/893-4204/848-1900 Phone: (02) 811-8231 Local 1210/1236
Fax: (02) 893-4474/893-4852 Email: [email protected]
Email: [email protected]
Area II (Las Pinas, Muntinlupa, Taguig,
Quedan and Rural Credit Guarantee Pateros, Paranaque, Pasig)
Corporation (QUEDANCOR) Phone: (02) 811-8231 local 1209/1237
Quedancor Center Email: [email protected]
34 Panay Avenue, Quezon City
Phone: (02) 373-9711 Area III (Quezon City, Marikina, San Juan,
Telefax: (02) 373-9452/373-9453 Mandaluyong)
Email: [email protected] Phone : (02) 811-8231 local 1224/1238
Email : [email protected]
Small Business Guarantee and Finance
Corp. (SBGFC) Area IV (Caloocan, Navotas, Malabon,
17/F & 18/F, Antel Corporate Center Valenzuela)
139 Valero St., Salcedo Village, Makati City Phone : (02) 811-8231 local 1223/1239
Phone : (02) 813-5720/751-1888 trunkline Email : [email protected]
Email : [email protected]
Annex J
Cordillera Administrative Region Region 6 (Western Visayas)
Regional Ofce Regional Ofce
Jesnor Bldg., #4 Carino St,, Baguio City DTI Bldg., JM Basa-Peralta Sts.
Phone : (074) 443-9715/6549/443- Iloilo city
9696/5310/(074) 443-7859 Fax: (074) Phone: (033)335-0548/0222
443-7859 Fax: (033) 335-0083/335-0060
Email: [email protected] Email : [email protected]
Annex J
CARAGA Region Regional Ofce Mountain Province
4F, D&V Bldg. 2/F, Multipurpose Bldg.
JC Aquino Avenue Bontoc, Mountain Province
Butuan City Telefax: (074) 602-1047
Phone : (085) 342-5615 Email: [email protected]
Fax : (085) 815-6158
Email: [email protected] Region 1 (Ilocos Region)
Annex J
Quirino Telefax: (047) 237-5474
DTI Ofce, DIP Bldg., San Marcos, Cabar- Email: [email protected]
roguis, Quirino
Telefax: (078) 692-5047 Region IV-A (CALABARZON)
Email: [email protected]
Cavite
Region 3 (Central Luzon) DTI Ofce, #36Malihan Street
Zone 1, Dasmarinas, Cavite
Pampanga Phone: (046) 414-0188/414-0904
Capitol Bldg., Capitol compound, City of San Fax: (046) 414-0699
Fernando, Pampanga Email: [email protected]
Telefax: (045) 861-2711
Email: pampanga_pipo@yahoo,com Laguna-Victoria
DTI Ofce, Varimco Compound
Olongapo No. 38 Purok 3 Km. 75 Banca-Banca
2/F, Olongapo City Hall National Highway, Victoria, Laguna
Olongapo City Telefax: (049) 559-0254
Phone: (047) 224-5988 Fax: (049) 559-0151
Telefax: (047)224-6545 Email: [email protected]
Email: [email protected]
Batangas
Zambales DTI-Batangas Provincial Ofce
DOST Bldg., Balili NACIDA Bldg., B. Morada Avenue
Iba, Zambales Lipa City, Batangas
Phone: (047) 224-6545 Telefax: (043) 756-1336
Fax: (047) 224-5988 Email: [email protected]
Email: [email protected]
Rizal
Aurora DTI Ofce, G/F Fair Trade Commercial
DTI Ofce, National Highway Center, KM 23 Ortigas Ave. Extension
Brgy. Suklayin, Baler, Aurora Cainta, Rizal
Telefax: (042) 209-4213 Phone: (02) 660-6116/240-4636
Email: [email protected] Fax: (02) 656-6827
Email: [email protected]
Tarlac
2/F, Anita Bldg., Zamora Sat. Quezon
San Roque, Tarlac City DTI Ofce, Merchant cor. Enverga St.,
Phone: (045) 982-4724 (DTI) Lucena city
Telefax: )45) 800-1450 Phone : (042) 373-4686
Email: [email protected] Fax: (042) 660-7658
[email protected] Email: [email protected]
Annex J
Oriental Mindoro Region VI (Western Visayas)
Telefax: (043) 286-7093
Email: dtior,[email protected] Negros Occidental
3/F, Prudential Life Bldg.
Marinduque San Juan cor. Luzuriaga Sts.
DTI Ofce Bacolod City
Cor. Moreno & del Mundo Sts. Phone: (034) 433-0250
Malusok, Boac, Marinduque Telefax: (034) 434-2621
Telefax: (042) 311-1039/332-1750 Email: [email protected]
Email: [email protected]
Region V (Bicol Region) Iloilo
DTI Ofce, JM Basa Peralta Sts.
Region V (Bicol Region) Iloilo City
Phone: (033) 509-8111
Albay Telefax: (033) 337-0392
Albay Provincial Ofce Email: [email protected]
2/F ACCI Bldg., Rosal St.
Bonot, Legaspi city Aklan
Telefax: (052) 820-6830 2/F, Provincial Capitol Bldg.
Email: [email protected] Kalibo, Aklan
Phone: (036) 262-5919
Camarines Norte Fax: (036) 268-5280
DTI Ofce, Lucio Magana Street Email: [email protected]
Daet, Camarines Norte
Phone: (054) 440-1337/571-2310 Antique
Fax: (054) 440-1339 DTI Ofce, T. Fornier St.
Email: [email protected] San Jose, Antique
Phone: (036) 540-8726
Camarines Sur Telefax: (036) 320-1569
DTI Ofce, FEDMACSI Bldg. Email: [email protected]
Panganiban Drive, Naga City
Phone: (054) 811-2858/811-2787 Capiz
Fax: (054) 473-8111 2/F, Bermejo Bldg., Mc.kinley St.
Email: [email protected] Roxas City, Capiz
Phone : (036) 621-1151
Catanduanes Fax: (036) 621-2637
DTI Ofce, CSC Compound Email: [email protected]
Calatagan, Virac, Catanduanes
Phone: (052) 811-1947/811-1506 Guimaras
811-0694 DTI Ofce, 2/F, MAVIKKS Bldg.
Fax: (052) 811-1376 San Miguel, Jordan, Guimaras
Email: [email protected] Telefax: (033) 581-3165
Email: c/o [email protected]
Masbate
DTI Ofce, MPO Bldg. Region VII (Central Visayas)
Capitol Compound, Masbate City
Telefax: (056)333-5734/33 Cebu
Email: [email protected] DTI Ofce, 3/F LDM Bldg.
M.J. Cuenco Ave., Legazpi St., Cebu City
Sorsogon Phone: (032) 253-2631/255-7082/254-9510
DTI Ofce, 2/F, Benjamin Ty Bldg. Fax: (032) 253-5377
Cor. Vera and Quezon Sts. Email: [email protected]
Sorsogon City [email protected]
Phone: (056) 211-1467
Fax: (056) 211-1479 Bohol
Email: [email protected] 2/F, FCB Bldg., CPG Avenue
Tagbilaran City
Phone: (038) 411-3236/3302 / 501-8260
Fax: (038) 411-3533
Email: [email protected]
Annex J
Negros Oriental Southern Leyte
2/F, Uymatiao Bldg., San Jose Street DTI Ofce, Caridad Uy Bldg.
Dumaguete City S. Demetrio St., Abgao, Maasin City
Phone: (035) 225-4781 Southern Leyte
Fax: (035) 422-1764 Phone: (053) 381-2020/570-8595/8590
Email: [email protected] Telefax: (053) 381-2020
Email: [email protected]
Also,
Bais City Phone: (035) 402-8188/8181 Samar
Bayawan City Phone: (035) 531-0047 2/F, Mendoza Bldg., Rizal
Tanjay City Phone: (035) 415-8456 Catbalogan, Samar
Amlan Phone: (035) 417-0694 Telefax: (055) 251-2196
Bindoy Phone: (035) 405-3011 Email: [email protected]
Dauin Phone: (035) 425-2073
Guihulngan Phone: (035) 410-3098 Region IX (Zamboanga Peninsula)
La Libertad Phone: (035) 409-4020
Pamplona Phone: (035) 416-0182 Zamboanga City
San Jose Phone: (035) 417-0703 DTI Ofce, 2/F, VH Wee Bldg.
Siaton Phone: (035) 427-0092/93/90 Veterans Ave., Zamboanga City
Zamboanguita Phone: (035) 426-1105 Phone: (062) 991-2704/05
Fax: (062) 993-0594
Siguijor Email: [email protected]
DTI Ofce, CS Bldg., Legaspi St.
Poblacion, Siguijor, Siguijor Isabela City PMO SME Center
Phone: (035) 480-9065 Quirino City Hall, Complex
Telefax: (035) 344-2238 G/F, Motorpool Bldg., Isabela City
Email: [email protected] Telefax: (062) 200-7822
Annex J
Misamis Occidental Fax: (087) 811-4072
5 J. P. Quijano St., Oroqueta City Email: [email protected]
Telefax: (088) 531-1231
Email: [email protected] Compostela Valley
DTI Ofce, 2/F, Tru Bank Bldg.
Business Assistance Center Aravejo St., Nabunturan
City Hall complex, Ozamis City Compostela Valley Province
Phone: (088) 521-2891 Telefax: (084) 376-0500
Email: [email protected]
Camiguin
Tourism Pavillon Region XII (SOCSKSARGEN)
Mambajo, Camiguin
Phone: (088) 387-0036 Cotabato Province
Fax: (088) 387-0037 2/F, Ngo Plan Bldg.
Email: [email protected] National Hihgway, Kidapawan City
Phone : (064) 288-1531
Bukidnon Fax: (064) 288-1527
Bukidnon Provincial Ofce, DTI Ofce Email: [email protected]
Manuel Bldg., San Isidro St. [email protected]
Malaybalay City
Telefax: (088) 813-2101 Sultan Kudarat
Cell: (0916) 9364759 2/F, Quality Appliance Bldg.
Email: [email protected] Alunan Highway, Tacurong City
Sultan Kudarat
Southern Bukidnon sub-ofce Phone: (064) 200-3881
Municipal Hall Fax: (064) 200-3166
Manalo Fortich, Bukidnon Email: [email protected]
Phone: (063) 221-3534
Fax: (063) 221-5532 South Cotabato
Email: [email protected] 3/F, Deluz Bldg., Gensan Drive
Cor. Aquino St., Koronadal city
Region XI (Southern Mindanao) Telefax: (083) 228-2659
Email: [email protected]
Davao City
2/F, Davao City Chamber General Santos City
of Commerce & Industry Inc. Notre Dame of Dadiangas College
DCCCII Bldg., J.P. Laurel Avenue Marist Ave., General Santos City
Bajada, Davao City Phone: (083) 552-3252
Phone: (082) 221-4148/7515 Fax: (083) 552-5400
Fax: (082) 226-4433 Email: [email protected]
Email: [email protected]
Sarangani
Davao Del Norte DTI Ofce, 2/F National Agency Bldg.
DTI Ofce, Government Center Capitol Park, Alabel, Sarangani
Mankilam St., Tagum City Phone: (083) 508-2277
Phone: (084) 217-3337 Fax: (083) 508-2014
Fax: (084) 400-1451 Email: [email protected]
Email: [email protected]
Cotabato City Ofce
Davao Del Sur 5/F, CYM Bldg.
Institute for Community Services and Don Runo Alonzo Street
Development, Corjesu College Cotabato City
Sacred Heart Ave., Digos City Phone : (064) 421-9952
Telefax: (082) 553-2507 Fax: (064) 421-3351
Email: [email protected] Email: [email protected]
Davao Oriental
DTI Ofce, 3/F, Valles Bldg.
Rizal St.,Mati, Davao Oriental
Phone: (087) 388-3735
Annex J
CARAGA Region Academic Institutions
Agusan Del Norte Ilocos Norte
DTI Ofce, 3/F Rudy Tiu Bldg. Mariano Marcos State University
A.D. Curato St., Butuan City Batac, Ilocos Norte
Phone : (085) 341-5221/225-3341 Phone: (077) 792-4190
Fax: (085) 815-6158 Fax: (077) 792-3191
Email: [email protected] Email:[email protected]
Annex J
Other Sources of Information AUTOMOTIVE PARTS AND ACCESSORIES
Philippine Association of Hog Raisers, Inc. Tire Manufacturers Asso. Of the Phil. (TMAP)
(PAHRI) c/o Goodyear Philippines, Inc.
Rm. 2G Edecio Enriqueta Bldg. Alabang-Zapote Road, Almanza, Las Pinas
422 NS. Amoranto Ave., La Loma, Quezon City
City Phone: (02) 876-4777
Telefax: (02) 741-9532 Fax: (02) 876-4596
Email: [email protected]
Philippine Association of Broilers Integratora
c/o San Miguel Food Inc., CHAMBER OF COMMERCE AND
22/F JMT Bldg., ADB Avenue INDUSTRY
Ortigas Center, Pasig City
Phone: (02) 637-3506 American Chamber of Commerce and
Fax: (02) 637-3507 Industry of the Phils.
Email: [email protected] 2/F Corinthian Plaza
Paseo de Roxas St., Makati City
United Broilers Raisers Association (UBRA) Phone: (02) 818-7911 to 13
539 Gen. Luna St., Malanday Fax: (02) 811-3081
San Mateo, Rizal Email: [email protected]
Phone: (02) 654-1113 Fax: (02) 654-0123
Email: [email protected]
Annex J
PHILIPPINE CRITERIA AND INDICATORS FOR
SUSTAINABLE FOREST MANAGEMENT
Table of Contents
Introduction...
Questionnaire ................................................................................................................
Annex J
INTRODUCTION
Background
The Philippines has embraced the concept of Sustainable Forest Management as the main policy thrust in
order to guarantee the long-term stability of its forest resources. The policy to SFM is largely attributable to
the implementation of measures embodied in the 1987 Constitution; the Philippine Strategy for Sustainable
Development and Philippine Agenda 21; the Master Plan for Forestry Development; and the adoption of the
community-based forest management and watershed/ecosystem approaches as the main strategies for
SFM. These key measures were supported by various policy and institutional reforms embodied in the major
forestry programs and project supported by multi-lateral and bilateral funding institutions.
To measure the progress towards SFM, the DENR formulated a proposed criteria and indicators for SFM.
Initially, the Environmental Performance Monitoring (EPM) System was developed under Natural Resources
Management Program (NRMP). Apart from the EPM, the Model Forest Project assisted by FAO and Japan
has also designed a model forest level measurement of indicators. However, similar to EPM, the tool is
specifically designed for a particular forest management unit managed by organized forest-dependent
communities.
To assess the current state of SFM in the Philippines, it is necessary to have a full understanding of the
various components of SFM and their impacts on forest resources and ecosystems. These require a system
of criteria and measurable indicators to evaluate the changes and conditions and management systems at
national and forest management unit levels like timber concessions, industrial forest management areas, and
community based forest management areas. In this context, the DENR through the FMB implemented the
Project PD 225/03 Rev. 1 (F).
This project is intended to address the need for a system for tracking the progress towards the achievement
of SFM in the Philippines. It also seeks to harmonize and/or consolidate previous and ongoing efforts within
the DENR, which oftentimes are too focused or configured mainly for a particular forest management unit.
Efforts under the project will also lead to the determination of the level or degree upon which various
stakeholders have gone in the development of their areas. It would also lead into the assessment of the
state-of-knowledge vis--vis SFM requirements and the present capabilities of the Philippine forest
managers.
The C and I for SFM will provide a common yardstick by which the various stakeholders can determine the
state of the countrys forest resources at any given time at any particular location. With the adoption of
mutually agreed upon yardstick, the contentious debates that characterized discussions on Philippine
forestry will be minimized.
It will also lead to a common understanding of how to achieve SFM in the country by highlighting indicators
that constrain or veer away from SFM. Remedial measures by means of key management interventions can
be applied to put back on track the countrys efforts towards SFM.
The project was implemented with the basic philosophy of applying C and I as management tools for
reporting progress towards SFM and enhancing capability of FMUs in managing their forest resources on a
sustainable basis.
The Philippine C and I was pre-tested in selected FMUs in the country and were presented in a series of
consultations and discussions with forest managers, non-governmental organizations, academic institutions,
peoples organizations, other government agencies, and other civic society groups.
Presently, the DENR is developing an appropriate audit system for the Philippine C and I. Similar to the C
and I framework, the audit systems will be pilot-tested in selected FMUs and will be presented to concerned
stakeholders. Alongside the development of Philippine C and I and the appropriate auditing system is a
comprehensive analysis of the existing regulations governing the implementation of various modalities of
forest land and/or resource access and other forest management schemes. The analysis is aimed at
determining the gaps vis--vis SFM requirements and existing forest management strategies.
Annex J
The development of a user-friendly database and management information system for the Philippine C and I
is also being developed to facilitate information management, analysis, and retrieval.
The Purpose of the Philippine Set of Criteria and Indicators is to provide Forest Managers within the country
an improved tool for assessing changes and trends in forest conditions and forest management systems.
The criteria and indicators will also provide means of assessing progress towards the attainment of the
objective set under Executive Order 318 otherwise known as Promoting Sustainable Forest Management in
the Philippines and towards to the commitment to ITTO Year 2000 Objective.
Using the criteria and indicators as management tools will provide the forest managers a framework for
understanding, planning and implementing improved forest management technique. They will have or
enhanced capacity to comprehensively assess the situations of their forest management units whether they
are moving towards or away sustainable forest management. This will also help policy and decision makers
in developing policies and necessary actions to further strengthen SFM, focusing on aspects where
knowledge is still deficient, and in identifying those areas which are in need of assistance.
By the time that the indicators are made operational and appropriate prescriptions and standards are set, a
sound basis would be created for measuring sustainable forest management. The indicators identified in this
publication were thoroughly assessed through a series of consultations with different stakeholders and forest
managers to see to it that the identified indicators fit the forestry situation in the Philippines.
The Criteria and Indicators identified in this document will be reviewed and refined repeatedly to benefit from
experiences of different stakeholders and to reflect new concepts of sustainable forest management. The
revision should take into account evolving knowledge about the performance of forest ecosystems, human
impacts on the forests whether planned or unplanned and the changing needs of society for forest goods and
services. Moreover, the capability to measure indicators will increase and knowledge will improve about the
nature of best indicators to assess forest management in the Philippines.
The Criteria
The criteria identified by ITTO were adopted as elements of sustainable forest management in the
Philippines. Every criterion was accompanied with a full meaning and description as to what this particular
criterion pertains.
Criterion 1, Enabling Conditions for Sustainable Forest Management, covers the general institutional
requirements for sustainable forest management to succeed. Criterion 2, Extent and Condition of Forests,
deals with Forest Resource Security relates to the extent to which the Philippines has a secure and stable
forest state to meet the production, protection, and other social, cultural, economic and environmental needs
of the present and future generations. Criterion 3, Forest Ecosystem Health, relates to the condition of the
countrys forests and the healthy biological functioning of its forest ecosystem and it deals with the forest
conditions and health as affected by a variety of human actions and natural causes. Criterion 4, Forest
Production, deals with the production of wood and non-wood forest products with perceptions that
production can only be sustained in the long-term if it is economically and financially viable, environmentally
sound and socially acceptable. Criterion 5, Biological Diversity, relates to the conservation and
maintenance of biological functioning of the forests. Criterion 6, Soil and Water Protection, this criterion
deals with the protection of soil and water in the forest and Criterion 7, Economic, Social, and Cultural
Aspects, relates to the economic, social, and cultural function of the forest.
The Indicators
The indicators presented here have been carefully and comprehensively assessed and identified though a
series of consultations with the different stakeholders to fit in the situation of the Philippine forestry setting.
Annex J
Criterion 1 has a total of ten (10) indicators and mainly descriptive in nature. Criterion 2 is composed of Six
(6) indicators. In Criterion 3, there are two (2) indicators identified. Criterion 4 has a total of twelve (12)
indicators that were designed relate to the flow of forest produce. There are a total of seven (7) indicators
that were identified in Criterion 5. Criterion 6 is composed of five (5) indicators and a total of fourteen (14)
indicators identified for Criterion 7. A total of 56 indicators compose the Philippine C and I.
Criterion #1
Enabling Conditions for
Sustainable Forest Management
(Legal, policy, and institutional
framework)
Criterion #7 Criterion #2
Economic, Social, and Extent and
Cultural Aspects Condition of Forests
(Socio-economic (Extent of forest
functions) Sustainable Management resources)
of Tropical Forests
Criterion #5 Criterion #4
Biological Forest Production
Diversity (Production
(Biological diversity) functions of forest
resources)
Annex J
DEFINITION OF TERMS
The following are definitions of important terms as they are used in this manual.
Biological Diversity
The variability among living organisms from all sources including, i.e., terrestrial, marine and aquatic
ecosystems and the ecological complexes of which they are part; this includes diversity within species,
between species and of ecosystems.
Criterion
An aspect that is considered important by which sustainable forest management may be assessed. A
criterion is accompanied by a set of related indicators. (ITTO 1992)
Economic Instruments
These are interventions designed to influence the behavior of those who highly regard the natural
environment, utilize it or cause adverse impacts as a side effect of their activities e.g. users fee, forest
charges, performance bonds, users right etc. (ENRA)
Encroachment
The act or action of using forest land contrary to the provisions provided for in forestry laws and
regulations with regard to forest land uses.
Endangered species
Species or subspecies that is not critically endangered but whose survival in the wild is unlikely if the
causal factors continue.
Forest Type
A community of generally similar tree species composition, structure and function.
Forest workers
A person engaged or employed to do forest work and includes a person engaged under a contract who
supplies equipment or employs others to do forest work. (http://www.bcli.org)
Indicator
A quantitative, qualitative or descriptive attribute that, when periodically measured or monitored,
indicates the direction of change.
Natural Forest
Forests composed of indigenous trees, not planted by man.
Annex J
Plantation Forest
Forest stands established by planting or/and seeding in the process of afforestation or reforestation.
Protection Forest
An area wholly or partly covered with woody vegetations, managed primarily for its beneficial effects on
water, climate, soil, aesthetic value and preservation of genetic diversity.
Rare species
Species with small populations which could be threatened if the environment worsens.
Threatened species
General term to denote species or subspecies considered as critically endangered, vulnerable or other
accepted categories of wildlife whose population is at risk of extinction.
Annex J
CRITERION AND INDICATORS
Indicator 1.1 Existence and implementation of policies, laws and regulations to govern forest
management.
(a) national objectives for forest including production, conservation, protection and investment
(b) the establishment and security of the permanent forest estate
(c) forest tenure and property rights in relation to forests
(d) the participation of local communities and other stakeholders in forest management
(e) the control of illegal activities in forest areas
(f) the control of forest management
(g) the health and safety of forest workers
Indicator 1.3 Amount of funding in forest management, administration, research, and human
resource development
Indicator 1.4 Existence and implementation of economic instruments and other incentives to
encourage sustainable forest management
Indicator 1.5 The structure and staffing of institutions responsible for sustainable forest
management
Indicator 1.6 Number of professional and technical personnel at all levels to perform and
support forest management
Indicator 1.8 Existence of, and ability to apply, appropriate technology to practise sustainable
forest management and the efficient utilisation and marketing of forest products
Indicator 1.9 Capacity and mechanisms for planning sustainable forest management and for
periodic monitoring, evaluation and feed-back on progress
Indicator 1.10 Public participation in forest management planning, decision making, data
collection, monitoring and assessment
Indicator 2.1 Extent (area) and percentage of total land area under comprehensive land-use
plans.
Indicator 2.3 Extent (area) and percentage of total land area under each forest type.
Annex J
CRITERION 3: Forest Ecosystem Health
Indicator 3.1 The extent and nature of forest encroachment, degradation, and disturbance
caused by humans and the control procedures applied
Indicator 3.2 The extent and nature of forest degradation, and disturbance due to natural
causes and the control procedures applied.
Indicator 4.1 Extent and percentage of forest for which inventory and survey procedures have
been used to define the quantity of the main forest products
Indicator 4.2 Actual and sustainable harvest of wood and non-wood forest products
Indicator 4.8 Long-term projections, strategies and plans for forest production.
Indicator 4.9 Availability of historical records on the extent, nature and management of forests
Indicator 4.10 Availability and implementation of silvicultural procedures for timber and
non-wood forest products.
Indicator 4.11 Availability and implementation of harvesting procedures for timber and non-
wood forest products
Indicator 4.12 Area over which silvicultural and harvesting procedures are effectively
implemented
Indicator 5.3 Existence and implementation of procedures to identify and protect endangered,
rare and threatened species of forest flora and fauna
Indicator 5.4 Number of endangered, rare and threatened forest dependant species
Indicator 5.5 Measures for in situ and/or ex situ conservation of the genetic variation within
commercial, endangered, rare and threatened species of forest flora and fauna
Indicator 5.6 Existence and implementation of procedures for protection and monitoring of
biodiversity in production forests by:
Annex J
(a) Retaining undisturbed areas;
(b) Protecting rare, threatened and endangered species;
(c) Protecting features of special biological interest (e.g. nesting sites, seed
trees, niches, keystone species, etc); and
(d) Assessing recent changes in (a) to (c), above through inventories,
monitoring/assessment programs, and comparison with control areas.
Indicator 5.7 Extent and percentage of production forest which has been set aside for
biodiversity conservation.
Indicator 6.1 Extent and percentage of total forest area managed exclusively for the protection
of soil and water.
Indicator 6.3 Procedures to protect soil productivity and water retention capacity within
production forests
Indicator 6.5 Extent and percentage of areas in PFE production which has been defined as
environmentally sensitive (e.g. very steep or erodible) and protected
Indicator 7.1 Value and percentage contribution of the forestry sector to the Gross Domestic
Product (GDP)
Indicator 7.2 Value of domestically produced wood, non-wood forest products, and
environmental services in the:
(a) Domestic market;
(b) Export markets; and
(c) Informal markets including subsistence and illegal activities.
Indicator 7.4 Existence and implementation of mechanisms for the equitable sharing of forest
managements costs and benefits
Indicator 7.5 Existence and implementation of conflict resolution mechanisms for resolving
disputes between forest stakeholders
Indicator 7.7 Training, capacity building and manpower development programs for forest
workers
Indicator 7.8 Existence and implementation of procedures to ensure the health and safety of
forest workers
Indicator 7.9 Area of forests upon which people are dependent for subsistence uses and
traditional and customary life styles
Annex J
Indicator 7.10 Number and extent of forest sites available primarily for:
(a) Research and education; and
(b) Recreation.
Indicator 7.11 Number of important archaeological, cultural, and spiritual sites identified and
protected.
Indicator 7.12 Extent to which tenure and user rights of communities and indigenous peoples
over publicly-owned forests are recognized and practiced
Indicator 7.13 Extent to which indigenous knowledge is used in forest management planning
and implementation
Indicator 7.14 Extent of involvement of indigenous people, local communities and other forest
dwellers in forest management capacity building, consultation processes,
decision-making and implementation.
Annex J
PHILIPPINE CRITERIA AND INDICATORS FOR
SUSTAINABLE FOREST MANAGEMENT
Table of Contents
Introduction...
Questionnaire ................................................................................................................
Annex K
INTRODUCTION
Background
The Philippines has embraced the concept of Sustainable Forest Management as the main policy thrust in
order to guarantee the long-term stability of its forest resources. The policy to SFM is largely attributable to
the implementation of measures embodied in the 1987 Constitution; the Philippine Strategy for Sustainable
Development and Philippine Agenda 21; the Master Plan for Forestry Development; and the adoption of the
community-based forest management and watershed/ecosystem approaches as the main strategies for
SFM. These key measures were supported by various policy and institutional reforms embodied in the major
forestry programs and project supported by multi-lateral and bilateral funding institutions.
To measure the progress towards SFM, the DENR formulated a proposed criteria and indicators for SFM.
Initially, the Environmental Performance Monitoring (EPM) System was developed under Natural Resources
Management Program (NRMP). Apart from the EPM, the Model Forest Project assisted by FAO and Japan
has also designed a model forest level measurement of indicators. However, similar to EPM, the tool is
specifically designed for a particular forest management unit managed by organized forest-dependent
communities.
To assess the current state of SFM in the Philippines, it is necessary to have a full understanding of the
various components of SFM and their impacts on forest resources and ecosystems. These require a system
of criteria and measurable indicators to evaluate the changes and conditions and management systems at
national and forest management unit levels like timber concessions, industrial forest management areas, and
community based forest management areas. In this context, the DENR through the FMB implemented the
Project PD 225/03 Rev. 1 (F).
This project is intended to address the need for a system for tracking the progress towards the achievement
of SFM in the Philippines. It also seeks to harmonize and/or consolidate previous and ongoing efforts within
the DENR, which oftentimes are too focused or configured mainly for a particular forest management unit.
Efforts under the project will also lead to the determination of the level or degree upon which various
stakeholders have gone in the development of their areas. It would also lead into the assessment of the
state-of-knowledge vis--vis SFM requirements and the present capabilities of the Philippine forest
managers.
The C and I for SFM will provide a common yardstick by which the various stakeholders can determine the
state of the countrys forest resources at any given time at any particular location. With the adoption of
mutually agreed upon yardstick, the contentious debates that characterized discussions on Philippine
forestry will be minimized.
It will also lead to a common understanding of how to achieve SFM in the country by highlighting indicators
that constrain or veer away from SFM. Remedial measures by means of key management interventions can
be applied to put back on track the countrys efforts towards SFM.
The project was implemented with the basic philosophy of applying C and I as management tools for
reporting progress towards SFM and enhancing capability of FMUs in managing their forest resources on a
sustainable basis.
The Philippine C and I was pre-tested in selected FMUs in the country and were presented in a series of
consultations and discussions with forest managers, non-governmental organizations, academic institutions,
peoples organizations, other government agencies, and other civic society groups.
Presently, the DENR is developing an appropriate audit system for the Philippine C and I. Similar to the C
and I framework, the audit systems will be pilot-tested in selected FMUs and will be presented to concerned
stakeholders. Alongside the development of Philippine C and I and the appropriate auditing system is a
comprehensive analysis of the existing regulations governing the implementation of various modalities of
forest land and/or resource access and other forest management schemes. The analysis is aimed at
determining the gaps vis--vis SFM requirements and existing forest management strategies.
Annex K
The development of a user-friendly database and management information system for the Philippine C and I
is also being developed to facilitate information management, analysis, and retrieval.
The Purpose of the Philippine Set of Criteria and Indicators is to provide Forest Managers within the country
an improved tool for assessing changes and trends in forest conditions and forest management systems.
The criteria and indicators will also provide means of assessing progress towards the attainment of the
objective set under Executive Order 318 otherwise known as Promoting Sustainable Forest Management in
the Philippines and towards to the commitment to ITTO Year 2000 Objective.
Using the criteria and indicators as management tools will provide the forest managers a framework for
understanding, planning and implementing improved forest management technique. They will have or
enhanced capacity to comprehensively assess the situations of their forest management units whether they
are moving towards or away sustainable forest management. This will also help policy and decision makers
in developing policies and necessary actions to further strengthen SFM, focusing on aspects where
knowledge is still deficient, and in identifying those areas which are in need of assistance.
By the time that the indicators are made operational and appropriate prescriptions and standards are set, a
sound basis would be created for measuring sustainable forest management. The indicators identified in this
publication were thoroughly assessed through a series of consultations with different stakeholders and forest
managers to see to it that the identified indicators fit the forestry situation in the Philippines.
The Criteria and Indicators identified in this document will be reviewed and refined repeatedly to benefit from
experiences of different stakeholders and to reflect new concepts of sustainable forest management. The
revision should take into account evolving knowledge about the performance of forest ecosystems, human
impacts on the forests whether planned or unplanned and the changing needs of society for forest goods and
services. Moreover, the capability to measure indicators will increase and knowledge will improve about the
nature of best indicators to assess forest management in the Philippines.
The Criteria
The criteria identified by ITTO were adopted as elements of sustainable forest management in the
Philippines. Every criterion was accompanied with a full meaning and description as to what this particular
criterion pertains.
Criterion 1, Enabling Conditions for Sustainable Forest Management, covers the general institutional
requirements for sustainable forest management to succeed. Criterion 2, Extent and Condition of Forests,
deals with Forest Resource Security relates to the extent to which the Philippines has a secure and stable
forest state to meet the production, protection, and other social, cultural, economic and environmental needs
of the present and future generations. Criterion 3, Forest Ecosystem Health, relates to the condition of the
countrys forests and the healthy biological functioning of its forest ecosystem and it deals with the forest
conditions and health as affected by a variety of human actions and natural causes. Criterion 4, Forest
Production, deals with the production of wood and non-wood forest products with perceptions that
production can only be sustained in the long-term if it is economically and financially viable, environmentally
sound and socially acceptable. Criterion 5, Biological Diversity, relates to the conservation and
maintenance of biological functioning of the forests. Criterion 6, Soil and Water Protection, this criterion
deals with the protection of soil and water in the forest and Criterion 7, Economic, Social, and Cultural
Aspects, relates to the economic, social, and cultural function of the forest.
The Indicators
The indicators presented here have been carefully and comprehensively assessed and identified though a
series of consultations with the different stakeholders to fit in the situation of the Philippine forestry setting.
Annex K
Criterion 1 has a total of ten (10) indicators and mainly descriptive in nature. Criterion 2 is composed of Six
(6) indicators. In Criterion 3, there are two (2) indicators identified. Criterion 4 has a total of twelve (12)
indicators that were designed relate to the flow of forest produce. There are a total of seven (7) indicators
that were identified in Criterion 5. Criterion 6 is composed of five (5) indicators and a total of fourteen (14)
indicators identified for Criterion 7. A total of 56 indicators compose the Philippine C and I.
Criterion #1
Enabling Conditions for
Sustainable Forest Management
(Legal, policy, and institutional
framework)
Criterion #7 Criterion #2
Economic, Social, and Extent and
Cultural Aspects Condition of Forests
(Socio-economic (Extent of forest
functions) Sustainable Management resources)
of Tropical Forests
Criterion #5 Criterion #4
Biological Forest Production
Diversity (Production
(Biological diversity) functions of forest
resources)
Annex K
DEFINITION OF TERMS
The following are definitions of important terms as they are used in this manual.
Biological Diversity
The variability among living organisms from all sources including, i.e., terrestrial, marine and aquatic
ecosystems and the ecological complexes of which they are part; this includes diversity within species,
between species and of ecosystems.
Criterion
An aspect that is considered important by which sustainable forest management may be assessed. A
criterion is accompanied by a set of related indicators. (ITTO 1992)
Economic Instruments
These are interventions designed to influence the behavior of those who highly regard the natural
environment, utilize it or cause adverse impacts as a side effect of their activities e.g. users fee, forest
charges, performance bonds, users right etc. (ENRA)
Encroachment
The act or action of using forest land contrary to the provisions provided for in forestry laws and
regulations with regard to forest land uses.
Endangered species
Species or subspecies that is not critically endangered but whose survival in the wild is unlikely if the
causal factors continue.
Forest Type
A community of generally similar tree species composition, structure and function.
Forest workers
A person engaged or employed to do forest work and includes a person engaged under a contract who
supplies equipment or employs others to do forest work. (http://www.bcli.org)
Indicator
A quantitative, qualitative or descriptive attribute that, when periodically measured or monitored,
indicates the direction of change.
Natural Forest
Forests composed of indigenous trees, not planted by man.
Annex K
Plantation Forest
Forest stands established by planting or/and seeding in the process of afforestation or reforestation.
Protection Forest
An area wholly or partly covered with woody vegetations, managed primarily for its beneficial effects on
water, climate, soil, aesthetic value and preservation of genetic diversity.
Rare species
Species with small populations which could be threatened if the environment worsens.
Threatened species
General term to denote species or subspecies considered as critically endangered, vulnerable or other
accepted categories of wildlife whose population is at risk of extinction.
Annex K
CRITERION AND INDICATORS
Indicator 1.1 Existence and implementation of policies, laws and regulations to govern forest
management.
(a) national objectives for forest including production, conservation, protection and investment
(b) the establishment and security of the permanent forest estate
(c) forest tenure and property rights in relation to forests
(d) the participation of local communities and other stakeholders in forest management
(e) the control of illegal activities in forest areas
(f) the control of forest management
(g) the health and safety of forest workers
Indicator 1.3 Amount of funding in forest management, administration, research, and human
resource development
Indicator 1.4 Existence and implementation of economic instruments and other incentives to
encourage sustainable forest management
Indicator 1.5 The structure and staffing of institutions responsible for sustainable forest
management
Indicator 1.6 Number of professional and technical personnel at all levels to perform and
support forest management
Indicator 1.8 Existence of, and ability to apply, appropriate technology to practise sustainable
forest management and the efficient utilisation and marketing of forest products
Indicator 1.9 Capacity and mechanisms for planning sustainable forest management and for
periodic monitoring, evaluation and feed-back on progress
Indicator 1.10 Public participation in forest management planning, decision making, data
collection, monitoring and assessment
Indicator 2.1 Extent (area) and percentage of total land area under comprehensive land-use
plans.
Indicator 2.3 Extent (area) and percentage of total land area under each forest type.
Annex K
CRITERION 3: Forest Ecosystem Health
Indicator 3.1 The extent and nature of forest encroachment, degradation, and disturbance
caused by humans and the control procedures applied
Indicator 3.2 The extent and nature of forest degradation, and disturbance due to natural
causes and the control procedures applied.
Indicator 4.1 Extent and percentage of forest for which inventory and survey procedures have
been used to define the quantity of the main forest products
Indicator 4.2 Actual and sustainable harvest of wood and non-wood forest products
Indicator 4.8 Long-term projections, strategies and plans for forest production.
Indicator 4.9 Availability of historical records on the extent, nature and management of forests
Indicator 4.10 Availability and implementation of silvicultural procedures for timber and
non-wood forest products.
Indicator 4.11 Availability and implementation of harvesting procedures for timber and non-
wood forest products
Indicator 4.12 Area over which silvicultural and harvesting procedures are effectively
implemented
Indicator 5.3 Existence and implementation of procedures to identify and protect endangered,
rare and threatened species of forest flora and fauna
Indicator 5.4 Number of endangered, rare and threatened forest dependant species
Indicator 5.5 Measures for in situ and/or ex situ conservation of the genetic variation within
commercial, endangered, rare and threatened species of forest flora and fauna
Indicator 5.6 Existence and implementation of procedures for protection and monitoring of
biodiversity in production forests by:
Annex K
(a) Retaining undisturbed areas;
(b) Protecting rare, threatened and endangered species;
(c) Protecting features of special biological interest (e.g. nesting sites, seed
trees, niches, keystone species, etc); and
(d) Assessing recent changes in (a) to (c), above through inventories,
monitoring/assessment programs, and comparison with control areas.
Indicator 5.7 Extent and percentage of production forest which has been set aside for
biodiversity conservation.
Indicator 6.1 Extent and percentage of total forest area managed exclusively for the protection
of soil and water.
Indicator 6.3 Procedures to protect soil productivity and water retention capacity within
production forests
Indicator 6.5 Extent and percentage of areas in PFE production which has been defined as
environmentally sensitive (e.g. very steep or erodible) and protected
Indicator 7.1 Value and percentage contribution of the forestry sector to the Gross Domestic
Product (GDP)
Indicator 7.2 Value of domestically produced wood, non-wood forest products, and
environmental services in the:
(a) Domestic market;
(b) Export markets; and
(c) Informal markets including subsistence and illegal activities.
Indicator 7.4 Existence and implementation of mechanisms for the equitable sharing of forest
managements costs and benefits
Indicator 7.5 Existence and implementation of conflict resolution mechanisms for resolving
disputes between forest stakeholders
Indicator 7.7 Training, capacity building and manpower development programs for forest
workers
Indicator 7.8 Existence and implementation of procedures to ensure the health and safety of
forest workers
Indicator 7.9 Area of forests upon which people are dependent for subsistence uses and
traditional and customary life styles
Annex K
Indicator 7.10 Number and extent of forest sites available primarily for:
(a) Research and education; and
(b) Recreation.
Indicator 7.11 Number of important archaeological, cultural, and spiritual sites identified and
protected.
Indicator 7.12 Extent to which tenure and user rights of communities and indigenous peoples
over publicly-owned forests are recognized and practiced
Indicator 7.13 Extent to which indigenous knowledge is used in forest management planning
and implementation
Indicator 7.14 Extent of involvement of indigenous people, local communities and other forest
dwellers in forest management capacity building, consultation processes,
decision-making and implementation.
Annex K