Autonomous Region in Muslim Mindanao Human Capacity Development Project(after extension of the project period) in the Republic of the Philippines
Summary of Terminal Evaluation Results
1. Outline of the projectCountry: The Republic of the Philippines
Project Title: Autonomous Region in Muslim Mindanao (ARMM) Human Capacity Development
Project
Issue/Sector: Governance
Cooperation Scheme: Technical Cooperation Project
Division in charge: Philippine office
Project Cost: 610 million Japanese Yen
Implementing Organization: Government of Autonomous Regionin Muslim Mindanao (ARMM)
Supporting Organizations:
Period of
May 19, 2008 –Office of the Regional Governor (ORG), Department of Trade andCooperation: March 31, 2013
Industry in the Autonomous Region in Muslim Mindanao(DTI-ARMM), Department of Public Works and Highways in theAutonomous Region in Muslim Mindanao (DPWH-ARMM), etc.
1-1. Background and outline of the project
The 1996 peace agreement between the government of the Republic of the Philippines and theMoro National Liberation Front (MNLF) led to the establishment of the Autonomous Region in
Muslim Mindanao (ARMM) consisting of five provinces and one city. Many years of armed
conflict have left the ARMM, with a population of about 3.25 million residents 1 , the leastsocioeconomically developed region in the Philippines, and having its poverty incidence 48.7%,
which is more than double the country’s average 19.7% 2. The setback in full-scale restoration anddevelopment stems from delayed peace talks between the government and the Moro Islamic
Liberation Front (MILF) that broke away from the original MNLF, various types of infrastructure
lacking development, and other factors. In particular, the lack of administrative capability of the
ARMM government, in which power has devolved through the “autonomy” specially approved
under the constitution of the Philippines based on the 1996 peace agreement, has been an obstacle.
More specifically, the causes include dysfunctional government, inadequately trained new staff
members including former MNLF officials and soldiers, and delays in delegating specificadministrative power to the ARMM and developing a support system for that purpose.
For the above reasons, JICA implemented the ARMM Administrative Capacity Development
Project (December 2004 – March 2007) to improve the basic skills of ARMM government
executives and officials (a total of about 440 members) who participated in the training. As a result,these executives and officials have improved their basic knowledge about administration andregional development, and thus demonstrated better skills in planning and management.
The administrative capacity of the ARMM government still lacks in a number of aspects,
however, and thus requires the improvement of practical/technical skills in specific fields andespecially the development of mid-level officers (technocrats). The government of the Philippines
has requested that a technical support project be implemented for improving the capabilities ofthese technocrats as a priority issue. In response, this project was launched in May 2008 as part of
the Japanese government’s peace and reconstruction support program known as theJapan-Bangsamoro Initiatives for Reconstruction and Development (J-BIRD), which initiatedactivities to develop administrative infrastructure, establish the Administrative Code, manage
human resource information carried on from the previous project, and strengthen thepractical/technical skills of technocrats for economic and infrastructural development. Terminal
evaluation conducted before the original project completion date March 2011 found that, though the12National Statistics Office, March 2013
National Statistical Coordination Board, 2012-1-

project purpose and outputs had been or would be accomplished, institutional and financial
sustainability is inadequate and that the project period should be extended. Thus, the project was
extended for two years until March 2013 and we conducted its terminal evaluation including theextended period.
1-2. Project overview
The Project develops capacity of mid-level officers (technocrats) in administrative management,
infrastructural development and economic development, aiming at improvement of administrative
capacity of the ARMM government,(1) Overall Goal: The administrative capacity is improved and economic development is
promoted in ARMM.
(2) Project Purpose: The middle management and operating core are capacitated in the target
agencies of Administration Development, Infrastructure Development and Economic
Development.
(3) Outputs
Output 1: Administration Development
1-1. Administrative Code and Implementing Rules and Regulations (IRR) are drafted andimproved.
1-2. A data management to collect, compile and disseminate personnel information is
introduced to the core 17 departments/offices in ARMM.
1-3 (extension period) Sustainable institutional arrangement for implementation of
Administrative Code and IRR is formulated.
1-4. (extension period) In-House training for the sustainable implementation system on the
Human Resource Information System (HRIS) is introduced in the core 17
departments/offices in ARMM.
1-5. (extension period) The database of HRIS is finalized and integrated.
Output 2: Infrastructure Development
2-1. Technical qualifications of the DPWH-ARMM staff are improved.
2-2. Training of Trainers (TOT) trainers on infrastructure construction management are trainedin the DPWH-ARMM (in-house) and teaching capacity is improved.
2-3. The relevant agencies are capacitated to produce project proposals (roads & bridges,
water system) along with the guideline.
2-4. (extension period) Institutional set-up is drafted for sustainable capacity development by
the DPWH-ARMM.
2-5. (extension period) Engineers of the DPWH-ARMM are further capacitated in fourpriority civil engineering technology; 1) procurement of works and goods, 2) visual roadcondition assessment (ROCOND) survey, 3) materials and works quality control, and 4)
contract management
Output 3: Economic Development
3-1. Action plans are developed for selected Halal products (goat).
3-2. Technical Working Group (TWG) and extension service providers are capacitated toprovide business management training of selected Halal products (goat) in the ARMM
and province/district offices.
3-3. TWG and extension service providers are capacitated to provide technical advice on
production of selected Halal products (goat).
3-4. Tools and kits for selected Halal products promotion and marketing are produced.
3-5. (extension period) The sustainable implementation system on goat production / business
management in ARMM for future extension operation is established.
(4) Input
A. Japanese side: Total project cost is 610 million Japanese yen.
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Expert dispatch: Japanese consultants were dispatched for 139 times (132.23 M/M) in total in theareas of 1) project management/economic development (industry promotion)/human resource
development, 2) project management assistance/administrative management/human resource
development, 3) economic development (industry development)/human resource development, 4)
human resource information system/human resource development, 5) infrastructuraldevelopment/human resource development, and 6) training operation management/monitoring.
Counterpart training in Japan: 11 members
B. Philippine side
Counterpart personnel: A total of 30 members for administrative management 43 members forhuman resource information system, 30 members for infrastructural development, and 22
members for economic development were placed in position.
Offices (provided by Cotabato City) and computer facilities (e.g., land and buildings as newly
constructed properties) are provided.
2. Outline of Evaluation Team
Evaluation JICA Philippine Office
team
Period of evaluation: March 2013

Type of evaluation: Terminal evaluation(after extension of the project period)

3. Outline of Evaluation Results
3-1. Review of achievements(1) Project Purpose: “The middle management and operating core are capacitated in the target
agencies of Administration Development, Infrastructure Development and Economic
Development.” : Achieved.
All indicators of the Project Purpose have been achieved; the middle management and operatingcore have been capacitated through drafting of Administrative Code and IRR, finalization of
HRIS, and sustainable training mechanisms such as training program development and capacity
building of TOT trainiers in Administration Development, Infrastructure Development andEconomic Development. Specific achievements are as follows:
Indicators for Administration Development
1-1. Draft of Administrative Code and Implementing Rules and Regulations (IRR) is improved.
1-2. 75% of participating government offices start updating the HRIS.
1-3. Three staff (operator) can teach operation of HRIS.
[Extension period]
1-4. Institutional mechanism for tracking revisions of Admin Code and IRR is proposed by TWG.
1-5. Periodical in-house training program on HRIS is started to execute in 80% of the core 17
departments/offices.
1-6. The sustainable mechanism on HRIS is proposed.
Administrative Code and IRR were drafted (Indicator 1-1) and the former was officially approvedby the ARMM Legislative Assembly. TWG also developed a mechanism for continuous revisionof Administrative Code and IRR (1-4). All the agencies/offices that received training are updating
HRIS database (1-2). Instructors on HRIS were appointed in each agency/office, and more thanten staff have been capacitated to instruct others on operation of HRIS (1-3). Regular in-housetraining programs on HRIS were introduced to all the 17 target agencies/offices (1-5) andsustainable mechanism for HRIS operation was developed (1-6).
Indicators for Infrastructure Development
2-1. Three TOT trainers for in-house technical training are developed.
-3-2-2. In-house technical training is introduced in the DPWH.
2-3. Three project proposals are completed and submitted.
[Extension period]
2-4. 10 TOT trainers for in-house technical training are further capacitated to plan, implement andevaluate trainings on infrastructure construction management.
2-5. Institutional set-up (e.g. the in-house training unit, internal order) for continuous capacity
development activities (e.g. in-house training) is established.
13 TOT trainers were trained (2-1, 2-4) and their planning/implementation/evaluation capacity fortrainings on infrastructure construction management were improved through teaching experiencesin training and follow-through activities (2-4). Infrastructure management trainings were also
provided for district office engineers from island provinces, who had had few opportunities fortraining in the past. Project proposals in three sectors, roads, municipal hospitals and water supply
systems, were finalized and submitted to DPWH-ARMM (2-3). Institutional mechanisms forsustainable capacity development such as training unit and internal order were also developed(2-5).
Indicators for Economic Development
3-1. Business support by TWG/extension service providers started to be operational.
3-2. Technical support on Halal product (goat) started to be provided by TWG/extension service
provider.
[Extension period]
3-3. Business and technical support is operational in selected target LGUs with the complete
institutional set up in ARMM for sustainable implementation system on goat production /business
management.
Business and technical support was provided through training for famers by extension service
providers, not by TWGs (3-1, 3-2), because both of techniques and business management should
be instructed in an integrated manner by the service extension providers. Sustainable
implementation mechanisms were established and business and production technical support were
provided in the target three LGUs (3-3).
(2) Achievement at the Outputs level[Administration Development]: Mostly achieved
Output 1-1. Administrative Code and Implementing Rules and Regulations (IRR) are drafted andimproved: Achieved
Administrative Code was finalized (1-1-1) and enforced in December 2011 by approval of the
ARMM Legislative Assembly and the ARMM governor. Final draft of IRR was already submitted
to the governor (1-1-2) and its revision and systematization was also successfully completed(1-1-3).
Output 1-2. A data management system to collect, compile and disseminate personnel information
is introduced to the core 17 departments/offices in ARMM: Achieved
All of the 40 targeted staff/operators in the core 17 departments/offices were trained in HRIS
training and data management system training (1-2-1, 1-2-2). The trainees were satisfied with thetrainings (1-2-3) and their understanding, skills and operation level were improved according topost-test results. (1-2-1, 1-2-5). Thus HRIS database was established and HRIS training materials
were developed (1-2-6).
(Extension period)
Output 1-3. Sustainable institutional arrangement for implementation of Administrative Code andIRR is formulated: Partly achieved.
While Administrative Code was enforced by approval of the ARMM Legislative Assembly, it was-4-decided that IRR should not be approved because the Framework Agreement on the Bangsamoro
between the Government of the Philippines and the MILF in October 2012 had stipulated that the
ARMM government would be abolished in the future.
Output 1-4. In-House training for the sustainable implementation system on the Human Resource
Information System (HRIS) is introduced in the core 17 departments/offices in ARMM: Achieved.
All the 17 departments/offices were able to submit electronic data of personnel information to the
Office of Regional Governor (1-4-1), prepared and implemented action plans for operation andmaintenance of HRIS (1-4-2) and introduced in-house training systems with in-house trainers(1-4-4). HRIS of 6 out of the 17 departments/offices covers down to provincial office level(1-4-3).
Output 1-5. The database of HRIS is finalized and integrated: Achieved.
The database of HRIS was integrated.
[Infrastructural Development]: Achieved
Output 2-1. Technical qualifications of the DPWH-ARMM staff are improved: Achieved.
All the 15 members of infrastructure management group participated in technical training course
for project engineers (road construction, public procurement, and environmental and social
consideration) (2-1-1). The training participants were satisfied with contents of the training course(2-1-2), and post-tests proved that their understanding and skills had been improved (2-1-3). Their
field application of infrastructure management skills were also enhanced for road construction,material production and quality control through follow-through activities (2-1-4).
Output 2-2. Training of Trainers (TOT) trainers on infrastructure construction management aretrained in the DPWH-ARMM (in-house) and teaching capacity is improved: Achieved.
Training manuals and materials for field engineers were prepared (2-2-1) and all the 15 members
participated in the TOT training (2-2-2). 12 district engineers from island provinces participated inand completed training courses conducted by the TOT trainers (2-2-3). The training participants
were satisfied with contents of the training courses (2-2-4), and post-tests proved that theirunderstanding and skills had been improved (2-2-5). Their field application of infrastructure
management skills were also enhanced for road construction, material production and quality
control through follow-through activities led by the TOT trainers (2-2-6) and teaching skills of the
TOT trainers were also improved. 16 additional district engineers participated in the second batchof the training courses conducted by the TOT trainers (2-2-7) and training materials were revised
and improved for the second batch (2-2-8).
Output 2-3. The relevant agencies are capacitated to produce project proposals (roads & bridges,
water system) along with the guideline: Achieved.
13 out of 15 members of project proposal group participated in project proposal training course(2-3-1). The training participants were satisfied with contents of the training course (2-3-2), andpost-tests proved that their understanding and skills had been improved (2-3-3). Three sub-groups
which are road rehabilitation, hospital renovation, and water supply system, were capacitated towrite technically appropriate proposals (2-3-4). During the extended period, guidelines for project
proposal preparation was further enhanced (2-3-5) and three additional proposals were developed(2-3-6).
(Extension period)
Output 2-4. Institutional set-up is drafted for sustainable capacity development by the
DPWH-ARMM: Achieved.
Institutional set-up was drafted by the DPWH-ARMM (2-4-1).
Output 2-5. Engineers of the DPWH-ARMM are further capacitated in four priority civilengineering technology; 1) procurement of works and goods, 2) visual road condition assessment(ROCOND) survey, 3) materials and works quality control, and 4) contract management:
Achieved.
Workshops on the four subjects were held with participation of lecturers from the DPWH of thenational government. The training participants were satisfied with contents of the workshop-5-(2-5-2), and post-tests proved that their understanding and skills on the four subjects had been
improved (2-5-3)[Economic Development]: Mostly achieved
Output 3-1. Action plans are developed for selected Halal products (goat): Achieved.
Action plans for selected halal products (goat) was developed.
Output 3-2. Technical Working Group (TWG) and extension service providers are capacitated toprovide business management training of selected Halal products (goat) in the ARMM andprovince/district offices: Achieved.
Output 3-3. TWG and extension service providers are capacitated to provide technical advice on
production of selected Halal products (goat): Achieved.
Output 3-4. Tools and kits for selected Halal products promotion and marketing are produced:
Mostly achieved.
All or most of all of 21 members of the TWG participated in training courses (21 for Output 3-2,
20 for 3-3 and 19 for 3-4) (3-2-1, 3-3-1, 3-4-1). Almost half of the trainees served as trainers of
training for extension service providers for Output 3-2 and 3-3 (3-2-5, 3-3-5), but only two
trainees did so for Output 3-4 which was below original target of three trainees (3-4-5). 20 staff ofgovernment or agricultural cooperatives participated in the training for extension service providers(3-2-6, 3-3-6, 3-4-6), and 38 farmers participated in trainings conducted by the extension service
providers. The training participants were satisfied with contents of the training course for both
TWG and extension service providers (3-2-2, 3-3-2, 3-4-2, 3-5-2). TWG members thought that
their teaching skills were improved (3-2-4, 3-3-4, 3-4-4). Post-tests proved that understanding andskills of training participants had been improved (3-2-3, 3-3-3, 3-4-3). Materials of training
courses for TWG, extension service providers and farmers (3-2-7, 3-4-7) and guidebooks on
business management (3-2-7, 3-4-7) and goat production for extension service providers weredeveloped (3-3-7, 3-5-6). Furthermore, three model farmers were engaged in experimental goat
marketing activity (3-4-8).
(Extension period)
Output 3-5. The sustainable implementation system on goat production / business management in
ARMM for future extension operation is established: Achieved.
Farmers’ training action plan (3-5-1), extension system plan (3-5-4), proposal for possible
application to other agricultural products (3-5-5) and “Halal Goat Industry Cluster Development
Plan” (3-5-7) were developed. Both the number of produced goats and income from goat sales
increased as a result of the training for farmers (3-5-3).
3-2. Summary of evaluation results(1) Relevance
Relevance is high. The terminal evaluation has reconfirmed the fact that no changes have been
made on the basis of judging appropriateness as confirmed at the advance and interim evaluations,
thereby suggesting a high level of appropriateness. In other words, firstly, “peace and thedevelopment of Mindanao” are important issues in the medium-term development plan of thePhilippine government, and the ARMM government’s lack of administrative capacity is
considered an obstacle to resolving this issue. Secondly, the Japanese government has positioned“support for the peace and stability of Mindanao” as one of the priority issues in its
country-specific support implementation program. In particular, strengthening the administrationof the ARMM government is considered a priority issue. Finally, while the ARMM severely lacks
capabilities throughout its entire organization due to inadequate opportunities for obtaining
satisfactory education, training, and practical experience for both the organization and individuals
following many years of conflict, the executive officers (as political appointees) will likely be
replaced in a short time (every three years). Meanwhile, mid-level officers are full-time andlong-term workers who constitute the core group for improving the administrative capacity of the
ARMM. Thus, the need for mid-level officers—the target group of this project—is quite evident.
As stipulated in the Framework Agreement on the Bangsamoro (FAB) signed by the Government-6-

of the Philippines and the MILF, the ARMM government shall be abolished when the Bangsamoro
Transition Authority (BTA) will be established. Nonetheless, the middle management of thecurrent ARMM government is likely to be engaged in the BTA and the succeeding Bangsamoro
Government. Therefore, capacity development of the middle management in the ARMM
government is still relevant in the current context.
(2) Effectiveness
Effectiveness is high. Outputs of Administration Development, Infrastructure Development, andEconomic Development have been achieved, and thus the Project Purpose has also been achieved.
That is, the middle management of the ARMM government has been capacitated through activity
in each of the three components.
(3) Efficiency
Efficiency is high. A comparison of the level of effects beginning to appear and the level of input
reveals no issues concerning efficiency, but the activities appropriately emphasize training. As thetiming of input, delays in the construction of HRIS facilities had affected relevant activities, butconstruction is now completed, thus making up for lost time. Members who have been trained toregister and update human resource information periodically use the computers provided at the
HRIS center. Therefore, the use of local resources is considered to have contributed to increased
efficiency.
The dispatched Japanese personnel were trained in Davao City rather than in Cotabato, where
there is a lack of public safety. This led to a finding that even if activities in Cotabato wereinterrupted, the function could be maintained in Davao, thereby helping to avoid the interruptionof all project activities (particularly between last December and January of this year). The Davao
office of the Project thus contributed to higher efficiency through its appropriate responses incrisis management and by not wasting time.
(4) Impact
The Overall Goal is likely to be mostly achieved. The following describes achievements of theOverall Goal, indicators.
A) The Administrative Code was approved by the ARMM Legislative Assembly, signed by theregional governor, and officially enforced in December 2012. The final draft of IRR was
already submitted to the regional governor and its review and finalization were also done,
its approval was suspended because the FAB stipulated establishment of the new
Bangsamoro Government.
B) HRIS became operational in all of the targeted 17 departments/offices. Sustainable
operational mechanisms have been established through training materials and manuals
development, system improvement, and issuance of administrative orders.
C) Sustainable training mechanisms have been developed through training of TOT trainers andestablishment of a training unit. Project proposals have been actually developed byapplying what engineers learned in the training programs.
D) TOT trainers were trained and marketing tools were developed, and thus training forfarmers were conducted in the three target LGUS and sustainable training mechanisms
have been established. As a result, the number of produced goat and income from goat sales
has increased.
Positive impact is high. It includes strengthening relationships and building trust among related
government offices and agencies, and building relationships among central government agencies
and relevant organizations in other regions through training. In the Infrastructure Development
component, projects for which a FS would be conducted or proposals would be made are selectedfrom priority projects on the ARMM Regional Executive Legislative Agenda (ARELA).
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Consultations with the stakeholders (e.g., local governments, related agencies) were held in theprocess of preparing a FS and proposals, thus facilitating a dialogue with the municipalities
involved in planning without any political intervention. In the Economic Development component,
some model farmers have already succeeded in increasing goat production and income generated
by the activity. It is attributed to the project’s approaches including cascading technical transfer
model which can benefit farmers as early as the project period, and improvement of practicabilityof training and materials through visits to famers.
While no negative impact was particularly observed at the time of terminal evaluation, theregional balance of participants such as those living in island regions must be considered tominimize risks of regional disparity in expanding the training program to local offices and farmers,(5) Sustainability
Sustainability is high. In the technical aspect (1), the participants aim to acquire technical skills
consistent with the capacity and development levels considered necessary to maintain continuity. In
the organizational and policy aspects (2), sustainability has already been improved as a result ofactivities during the extension period. In the financial aspect (3), the ARMM government can
allocate necessary budget by itself.
(1) Technical aspects
An appropriate level of technologies is provided, with mid-level engineers having improved
their knowledge and skills, and increased their experience. The low rate of resignation alsosuggests a high level of continuity.
(2) Organizational and policy aspects
The terminal evaluation before extension (October 2010), given that the TWGs were likely to bedissolved and the project activities were conducted as pilot cases, recommended that thefollowing three issues should be addressed during the extension period; making operations
compulsory (as proper operations) through a system and as per regulations, establishing
operation and maintenance mechanisms, and establishing mechanism to maintain technicalskills and knowledge. These were addressed as follows during the extension period, and thusorganizational and policy sustainability is ensured:A) Administration Development: development of HRIS operational system and action plans,
issuance of administrative order to ensure the HRIS activities,
B) Infrastructure Development: establishment of a training unit, drafting of sustainablecapacity building mechanisms,
C) Economic Development: formulation of actions plans for farmers’ training, extension
system, and possible application to other agricultural products, and “Halal Goat Industry
Cluster Development Plan”(3) Financial aspects
The project activities have been controlled to prevent an excessive amount of funds from being
spent on maintenance and management. Therefore, the budget is in a range that can be securedby the ARMM government through its self-help efforts. The government should continue its
effort to secure the necessary budget.
3-3. Factors contributing to effectiveness<Implementation process>The proper selection of TWG members, the cascade method, process-oriented improvement ofskills, training and activities that take the beneficiaries into account, introduction of follow-throughactivities to be conducted after training, learning from other regions with good practices, and other-8-creative efforts are considered to have helped improve the capabilities of both individuals and thetechnical working group.
3-4. Problems and factors causing problems<Implementation process>In November 2009, a state of emergency was declared in the wake of the Maguindanao massacre,
which threatened public safety and prevented Japanese experts from traveling to Cotabato for sometime. While the change of government was a significant event that even affected external
conditions, the new government understood the importance of the project, associated activities andresults, and thus ordered that the TWG members not be replaced. The turn of events did not becomea disincentive that would otherwise adversely affect the level of the project and its achievements,and only had a minimal effect. However, the effect at the activity level and the replacement of thedirector and other key officials caused conflict in some government offices. This also delayed thedevelopment of a system to sustain the project’s achievements, a task that the ARMM government
should have originally conducted independently.
3-5. Conclusion
The project has contributed to capacity development of mid-level officers of the ARMM
government and indicators of the Project Purpose and the Outputs have already been achieved.
Issues regarding the project’s impact and organizational/policy sustainability, which were identified
by the terminal evaluation before extension (October 2010), have also been addressed by capacity
building, sustainability mechanisms and issuance of administrative orders. As such, all the fiveevaluation components show satisfactory results. Therefore, the project shall be terminated asplanned without any further extension or follow-up.
3-6. Recommendations
Issues to be addressed after the project termination are as follows.
3-6-1. Administration Development(1) Human Resource Information System
In order to ensure timely and sustainable update of the HRIS data, appointment of HRIS operatorsand follow-up training in each department/office is indispensable. Appointment of in-housetrainers who are in charge of operation and maintenance of the HRIS application and data andtechnical transfer to other staff in each department/office is prerequisite for that. Furthermore,
AMS-ORG should lead annual planning and monitoring digitization and update of all personnel
information. In particular, remote areas such as island provinces and district offices should beclosely monitored. It is also important to cover departments/offices which are not included in thesystem yet.
3-6-2. Infrastructure Development(1) Construction and maintenance of infrastructureThis trainer is not simply an instructor, but a “resource person” working to support and oversee
various public works projects to be implemented by the DPWH-ARMM in the future. The training
is urgently needed, and it is important to establish an operational system of in-house training. It isalso important to promote the discussion and achievement of system development, improvement oftrainer skills, and necessary budget allocation.
(2) Feasibility study (preparation of project proposals)
Despite the extremely high need for projects in this area, the government failed to strengthen its
capacity for many years. For this reason, it is important to use human resources having skills
improved in this project, and maintain a pool of workers having a certain level of capacity.
3-6-3. Economic Development-9-

(1) Business and technical support for halal products (goats) (training and consultation)
As goats were selected as the model product, the form of support has been shifting from thatprovided at an office to on-site support provided by personnel similar to Extensions Officers.
Because the business of the target farmers remains still very small in scale, the risks of theirbusiness activities must be fully taken into account in order to continue support activities. To
realize a support system that can function more effectively, it is important to strengthen skills andimprove the method of accepting consultation requests, while encouraging the cooperation ofparticipating organizations and providing additional training to the trainers already developed.
3-7. Lessons learned● Using Davao City with its stable security condition as the training site helped eliminate safety
constraints and facilitated achievement. At the same time, the combination with follow-throughafter training supposedly improved the effect. While this is an effective approach toward improving
individual skills and developing core human resources, the financial and logistics aspects must also
be considered in order for the counterpart organizations to continue the training.
● Local resources were used effectively for the establishment of the Administrative Code and
Implementing Rules and Regulations (IRR), infrastructure management, and economic development(i.e., raising goats). The simultaneous use of local resources also helped build relationships with
relevant parties in other areas, such as the central government offices and Region 11.
● Given that decision making is often affected by nepotism and politics, introducing the technicalworking group was an effective way of promoting communication and establishing sharedunderstanding in areas where the relevant parties are diversified.
● As exemplified by this project, the goals of a project to support a conflict affected area tend to becomprehensive and also be susceptible to drastic changes of preconditions and important
assumptions. The indicators for a Project Purpose, Outputs and Activities may be revised flexibly
when responding to such a case. In case site visits during the project planning stage were restricted
due to security concerns, additional study to examine needs and background should be also
considered after the beginning of the project.

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