Using a qualitative research approach, this fieldwork study explored the processes, problems, and outcomes of four purposively sampled non-government organizations (NGOs) participating in the Department of Environment and Natural Resources (DENR) Contract Reforestation Program (CRP). Selection of NGOs were based on the organization's mission; rationale for establishing the organization; previous history of working with community groups; development approaches, strategies, and methodologies; and performance in the CRP.
Results:
NGO Contractors: Two of the four organizations in this study had experience in environmental and socio-economic grassroots development. These two were community-based and encouraged the active participation of community members in the decision-making processes related to the program's design, implementation, and maintenance.
Selection of Contractors: None of the contractors in this study were accredited by the DENR prior to the issuing of the contract. In all of the community sites in this study, the community residents stated they had no input in the choice of their contractor.
People's Participation: Only one of the four contractors in this study involved the community residents in the initial preparation and design of the development plan.
Capacity Building: Two of the four NGOs in this study provided on-going and comprehensive development trainings. These same NGOs worked directly with local community development organizations that were established by the NGOs prior to the DENR contract.
Program Maintenance: The maintenance of CRP in communities was primarily dependent on either the participants' commitment to the program or the availability of monies to pay wage laborers.
Recommendations:
To accomplish the goals set forth in the Master Forestry Plan, the DENR needs to examine and modify six primary areas within the department: The use of predominantly numerical measurements and quantifiable targets and goals; temporal needs to produce sustainable results; ability to respond to the needs of "the people" and meet their commitments and obligations to the people; sharing control and ownership of participatory programs; redefining and adapting to their new role as program enablers, not just program initiators; and developing and utilizing the expertise and skills of the DENR Desk Officers for more proactive development activities.
The DENR also needs to assist "the people" to redefine and understand their roles in the participatory development process. Development intermediaries, such as NGOs, should be program facilitators, not program managers.
The community residents need to have a more active role in their development. They should not be silent or invisible partners in joint endeavors.
