terminal report narrative_cordaid 2

Institute for Social Change and Urban Development, Inc
Securities and Exchange Commission Registration No. CN200416439
19 Easter Lily St.,Lillesville Subdivision, Camarin, Caloocan City
Telefax: (63) 961-0628 / EMAIL: iscud.philippines@gmail.com
ISCUD
PROJECT TERMINAL REPORT
PROJECT NUMBER
Partnership Project No.: 329/10142
PROJECT TITLE
“FORMATION OF ADVOCACY CAMPAIGN AND CONVERGENCE”
(One Project-Year: March 2006 to February 2007)
SUBMITTED TO
CORDAID ASIA DEPARTMENT
Mrs. MARIET MULDERS
Team Leader, Sector Health and Well-being
& Program Officer
Email: mmu@cordaid.nl
P.O. Box 16440
2500 BK The Hague
The Netherlands
Tel. +31 (0)70 3136 544/ Fax +31 (0)70 3136 511
E-mail cordaid@cordaid.nl/ www.cordaid.com
SUBMITTED BY
INSTITUTE FOR SOCIAL CHANGE AND URBAN DEVELOPMENT (ISCUD), INC.
JOSEPH MARQUEZ AQUINO
Executive Director
Email: oseaquino@gmail.com
Office Address: 19 Easter Lily Street, Lillesville Subdivision, Camarin, Caloocan City
Email: iscud.philippines@gmail.com
(Caloocan City, Metro Manila, Philippines, May 2007)

Project Terminal Report
ISCUD-CORDAID Partnership Project No. 329/10142
Created on 5/18/2007 1:40:00 PM
Institute for Social Change and Urban Development (ISCUD), Inc.
Page 2 of 10
FN:terminal report narrative_cordaid 2/Laptop of Joseph "ose" M. Aquino
1. CONTEXTS
1.1. Changes in project contexts during the implementation:
During the project implementation, the advocacy had some major but positive changes due
to succesful tactical results of the campaign which had been advanced (within the bounds of
project’s year 1 / Phase 1 Target Thrust and Outputs) in close-partnership with the ISCUD-
organized partner –- CWG-ST (Campaign Working Group for Secure Tenure), a loose-
network / alliance of leaders of Caloocan urban poor community base-organizations; to wit:
First, the CORDAID-approved project targets on Capability Building (2nd
Quarter Target),
which should have been supposedly implemented as two (2) seminars targeting 50 each
seminar to cover 100 leaders from around 100 urban poor organizations in Caloocan City,
had rather been reconceptualized into two major sub-activities: (1) Pre-Planning
Groundwork/ Consultative Orientations and (2) BHoLCO (Basic Housing Literacy and
Campaign Orientations) within the reformulated objective to reach out the widest possible
city geographical clusters of the urban poor communities and leader-advocates. The
BHoLCO sessions, a major effective reformulation of the capability-building, had been
conducted in the ten (10) geographical clusters which actually attained (within the 3rd
Quarter Period on October to November 2006) the participation of 232 leaders from 104
urban poor base-organizations in Caloocan City. The reformulation of capability building
seminars into BHoLCO sessions had been the result of the recommendation-outputs from
the series of Pre-Planning Groundwork-Consultations (held in the middle of project’s first
quarter until beginning of 2nd
quarter) and the Strategic Planning of CWG-ST (1st
Quarter
Target but rescheduled middle of project year’s 2nd
Quarter on July 28-30, 2006).
Second, the CORDAID-approved activity on Sectoral Campaign Mobilization (targeted for
end of 4th
Quarter) was reconceptualized into “Sector In-door Mobilization” dubbed as 1st
Caloocan City SANDIWAAN (actually held beginning of 4th
Quarter on December 6, 2006).
The reconceptualization (as in-door summit instead of mass campaign rally) was due the
early positive advancement of the dialogues conducted by ISCUD and CWG-ST with the
City Government and with the support of national institutions specifically PCUP (Presidential
Commission for the Urban Poor) and NUPSC-NAPC (National Urban Poor Sectoral Council
of the National Anti-Poverty Commission) and as well as by maximization of the mandate of
national executive policy, issued through Presidential Executive Order No. 367 (by former
Philippine President Corazon C. Aquino, mandating UPSW - Urban Poor Solidarity Week -
every December 2-8 of each year). The project’s activity on “sector campaign mobilization”
had been reconceptualized and rescheduled as “in-door mobilization” in a period earlier than
expected and even positively dubbed initially as “urban poor summit” (by the City Officials)
and later on as SANDIWAAN (by the composite Steering Committee of which the CWG-ST
and ISCUD became members as a result of dialogues) which successfully achieved the
pressure objectives for the City Government to operationalize/reorganize the CHUDB with
mechanism for participation of its direct beneficiaries (the city’s urban poor sector). The 1ST
SANDIWAAN pressured the City Mayor to sign two (2) City Executive Orders (drafted and
advocated by ISCUD and CWG-ST) of which one is on the reorganization of CHUDB (City
Housing and Urban Development Board) and the other is on the convening of CUPSA (City
Urban Poor Sectoral Assembly) defined in the issued Executive Order 019-06 as a “crucial
requirement” for identifying the representatives of the urban poor sector to CHUDB. The
overwhelming active presence and pressure of principled leaders and organizations in the
said SANDIWAAN also prompted the City Mayor to declare every first Wednesday of
December each year as Caloocan City Urban Poor Day.

Created on 5/18/2007 1:40:00 PM
Page 3 of 10
Third, the CORDAID-approved project targets on “campaign assembly” (3rd
Quarter Target)
was re-conceptualized into a citywide “sectoral assembly” of the urban poor leaders
(rescheduled and actually held on end of 4th
Quarter on February 24, 2007) formally named
as CUPSA (City Urban Poor Sectoral Assembly). The only target of CORDAID-approved
project on the activity for the formation of “campaign assembly” is to formalize a consultative
group of campaigners and advocates of the 10 Strategic Issues, wherein the campaign on
the last of 10 issues, the 10th
strategic issue (operationalization/reorganization of CHUDB)
would be prioritized to provide a participatory functional structure that will plan, design and
implement specific programs relative to the other nine (9) Strategic Issues; however, the
actual outcome rather produced greater positive objective-results (a formalized structure
more than a “campaign assembly” and more than a consultative campaign structure) –- that
which convened a formal urban poor sector structure (sector assembly) in Caloocan City
legitimately recognized as CUPSA as per the issued Executive Order 019-06 and as per the
“Sectoral Guidelines” adopted approved by the said sectoral assembly/CUPSA. The said
Sector Assembly or CUPSA had also been successful in terms of advancing the sectoral
agenda by its adoption/approval of the 10 Strategic Issues (as foundation framework and
basis of unity) and the PHASES-OD (as framework for designing and implementing plans
and actual programs). In addition to achieving greater project results that are more than the
target objectives, the sectoral assembly also elected the “21-member sectoral council” which
shall be the sole body of recognized automatic nominees from only among which the City
Mayor can choose/select/appoint the sectoral representatives (as CUPSR or City Urban
Poor Sectoral Representatives) to the CHUDB as per the CUPSA-approved “Sectoral
Guidelines for Sector Representation in CUPSA and CHUDB”.
1.2. Project position, continuity and directional thrusts:
Judging however from the over-all assessment of ISCUD and CWG-ST, that since the City
Government of Caloocan also mobilized the urban poor organizations within its own loyal
political clout (through city government’s department arm, UPAO and CRO – Urban Poor
Affairs Office and City Relations Office), only eight members out of the elected 21 members
of CUPSC have the “full” loyalty grasps of the unification agenda of CWG-ST and ISCUD
and only around five other members are swayable/inclined in great loyalty to the sector
(totaling 13 members or more than majority of membership but not yet dramatically solid in
case of a possible close-rank loyalty polarization between the city government and the
urban poor sector). Hence, sector unification and deepening of issues, agenda and sectoral
programs are still necessary to be continuously waged for the CUPSC to become solidly
unified within the strategic issues of the sector rather than at the command of the “electoral
politics;” but can only be done through continuous issue campaigns and actual
programmatic sectoral activities at the ground communities of 21 geographical clusters.
The nature of Philippine electoral politics or participatory governance has complexities
beyond the control of project intervention but could be influenced by “sector unification”
through continued advocacy struggles through capability building orientations and
organizing the specific programmatic interventions at the actual ground communities. The
CUPSA adopted the 10 Strategic Issues and PHASES-OD but will still require the
popularization activities at the level of urban poor mass leaders and mass membership of
urban poor organizations. The CWG-ST as core advocates outside of direct government
pacification has to be sustained as campaign-advocates outside of the city government’s
direct influence and structure –- not only in the aspects of secure tenure programs but also
on immediate issues for livelihood and employment and on the basic social services like
health, water, education, nutrition and sanitation and community well-being.

Created on 5/18/2007 1:40:00 PM
Page 4 of 10
The institutional support of PCUP (Presidential Commission for the Urban Poor) and the
NUPSC (National Urban Poor Sectoral Council) is one crucial resource ingredient necessary
to sustain the project achievements of year 1 in the next phases; but such support must
extend to the level of continuing programs on policy advocacy internally within each of
partner institutions.
Also, one major aspect is that the project campaign implementation had effectively and
successfully mobilized the advocacy activities in the first district or North of Caloocan but
largely fall short in the communities of District 1 which is South of Caloocan. The ISCUD
project staff’s initial assessment recommended the continuing “sweeping” organizing activity
in the south of Caloocan (district 2) but will focus on solid networking at selected areas in
the 1st
District, North of Caloocan, within the context of necessity to maintain solid formation
of core-advocates to defend in the next phases the gains achieved in the project-year 1.
The new paradigm issues on gender-equality and ecology related to urban poor secure-
tenure had not yet been thoroughly discussed within the levels of theory more so with actual
activities implemented and should be properly and honestly be assessed as one weakness
of the project –- necessary to be addressed in the next phases.
The potential/possible problematic in the supposed next phase is the unavailability of
enough resources required for defending the gains in the ensuing project years (since
CORDAID Asia informed ISCUD of discontinuance of support for Project Phase Two and
offering instead a “Bridge Fund” for year 2007; as per email dated December 19, 2006 by
Ms. Mariet Mulders due CORDAID budget constraints for urban programmes in all Asia).
Our general concurrent forecast for next phase will be to refocus the targets and activities in
order that ISCUD and CWG-ST will have sustain the campaign advocacy and continue to
pressure the City Government to effectively implement the agenda achieved in the Project’s
Year 1/Phase 1. To defend the project achievements requires restrategizing and refocusing
geographical areas of concerns that can be influenced. ISCUD decided to limit the
geographical area in the Year 2 / Phase 2 of solid organizing work in around ten to fifteen
barangays within the Bukid area (part of District 1, North Caloocan City).
The general perspective for sustaining and advancing the campaign to the next phase is
that which: to “readjust the targeting of “circle of concerns” relative to the resources/sources
of support that may become available to wage “circle of influence” –- in view of advancing
the gains and outcomes achieved in the 1st
project-year/phase 1. The readjustment will be
primarily on prioritizing geographical focus of campaign activities; but covering the whole
sectoral policy agenda in Caloocan and integrating as much as possible the issues of new
paradigm, specifically on concerns for ecological sustainability and gender-equality issues.
2. OBJECTIVES
2.1. Interim Position of the Project Period relative to continuance of struggles:
Generally, the crucial interim position of the [one-year] project partnership of ISCUD and
CWG-ST with CORDAID on “Formation of Advocacy Campaign and Convergence” has
been the successful achievement of “facilitation of the urban poor organizations for
democratic participation in the formal governance structures of the city.”
Specific project interim positions relative to set project targets are, to wit:

Created on 5/18/2007 1:40:00 PM
Page 5 of 10
1. Capability-building activities oriented and prepared well a network of core-leaders
with know-how on housing-related rights and on networking processes, mechanisms
and unity campaigns; with actual attendance of 232 leaders which more than
doubled the set target for 100 leaders and surpassing the targetted 100
organizations by the actual participation of 104 organizations –- the concurrent
project strength is the availability of network of campaign-capable leaders that can
wage advocacies to “defend the gains” and further “advance of struggles.”
2. Campaign issues and agenda, specifically the 10 Strategic Issues, were not just
merely “discussed” but strengthened the unity formation of CWG-ST and had been
formally adopted approved by the CUPSA instead of just by mere assembly of
advocates; the last issue or the 10th
issue of the 10 Strategic Issues was prioritized in
the project’s first phase/ year-one as the most crucial issue that would facilitate,
design and implement the necessary programs for all other nine strategic issues in
the next phases of advancing the project outcomes; PHASES-OD had also been
adopted by CUPSA as specific framework for planning, designing and implementing
particular programs that will arise out of the 10 Strategic Issues –- which had been
very crucial for project year-one in unifying the sector for principled engagement with
the city government for secure tenure issues including the agenda on basic social
services and livelihood; however, the said strategic unity issues requires
popularization at the level of membership of organizations at the ground
communities resolving specific problems of each of the 21 geographical clusters.
3. The Project convened the formal structure of “sectoral assembly” as CUPSA, instead
of mere “consultative and campaign assembly.” Not only the campaign engagement
was facilitated but more rather the policy-results of engagements (issuance of two (2)
City Executive Orders, one for CHUDB operationalization and the other for
convening the CUPSA). The City Mayor also declared every 1st Wednesday each
year as Caloocan City Urban Poor Day. The target campaign assembly that should
wage advocacy issues became the assembly structure of the sector; the target
campaign for policy documents became actual material policy documents (City
Executive Orders 018-06 and EO 019-06) –- the CUPSA is a crucial structure of the
sector that should be facilitated for consolidation in the next phase to deepen the
issues at the levels of CUPSA leaders in each of the 21 geographical clusters as well
as the mass membership in all the CUPSA geographical clusters;
4. The (s)election of sector representatives to CHUDB had been ensured as not to be a
full inherent power of the City Mayor; limitation had been adopted by the urban poor
sector through the CUPSA-approved “Sectoral Guidelines” wherein it provided that
the City Mayor can choose/select/appoint the sectoral representatives to CHUDB (as
CUPSR or City Urban Poor Sectoral Representatives) only from those CUPSA-
elected 21-member CUPSC (the sole body of recognized automatic nominees). But
the City Mayor has yet to appoint the said CUPSR to CHUDB which should number
at-least six (6) or at-least ¼ of the fully-organized CHUDB –- the mandate of two
EOs issued by the City Mayor are clear sector gains but will have to be defended for
actual implementation, not only on sector representation to CHUDB but also for
actual specific programs for secure tenure, delivery of basic social services and
livelihood in each particular geographical clusters.
(Note: For project’s interim position in matrix format, please see:
Annex: “Project One-Year Achievements Compared to Target Thrust and Outputs).

Created on 5/18/2007 1:40:00 PM
Page 6 of 10
3. ACTIVITIES AND OUTPUTS
3.1. Overview comparison of the planned and the realized activities and outputs:
The actual project activities carried out relative to planned activities successfully produced
the results and outcomes that are far more than the CORDAID-approved targets which had
been set at the outset of the project implementation.
The successful implementation of target activities had undergone some positive
reconceptualizations, in terms of forms, processes, mechanisms and time-schedules, to
adapt to tactical gains of certain periods as well as to seize the potential opportunities of
specific events and particular engagements that ensued from the internal and external
developments. The successful periodic and certain reconceptualizations were
correspondingly assessed and decided in each particular periods of the project
implementation, through regular joint tacticizing with ISCUD partner network of campaign
core-advocates, the CWG-ST.
The Strategic Planning activities produced outputs that leveled-off the ISCUD and the CWG-
ST on the major target directions of the project. The Capability-Building Activities
reconceptualized into two main sub-activities – that of Pre-planning consultations of CWG-
ST and the BHoLCO sessions which produced not only capacitation of leaders for the
campaign but unity formation with leveled-off understanding of campaign strategic issues as
basis of unity. The BHoLCO sessions also provided the ground preparations rallying the
leaders support in the successful dialogue-engagements of the CWG-ST with the City
Government officials.
The supposed activity for Campaign Assembly positively reconceptualized into a successful
structure more than the target which resulted rather into a formalized sectoral assembly or
CUPSA that had been participated in by urban poor leaders coming from base organizations
covering all the 21-geographical clusters.
The activities for Campaign Mobilization was reconceptualized into a successful urban poor
summit (dubbed 1st
Caloocan City SANDIWAAN) and became an in-door mobilization that
pressured the City Government and the City Mayor to issue the Executive Order (018-06)
mandating the “reorganization of CHUDB” and another Executive Order (019-06)
mandating the convening of CUPSA. The said supposed campaign mobilization
reconceptualized into SANDIWAAN also resulted in the declaration of the City Mayor of
“every first Wednesday of December each year as Caloocan City Urban Poor Day!” The
activities on Dialogues produced outstanding results not only on positive engagement with
the City Government but also with the national institutions like the PCUP and NUPSC-
NAPC. The specific results of dialogues were advanced each particular periods relative to
the actual periodic situation and tactical developments of the project implementation.
The four core-major activities of the project year were implemented in a reconceptualized
manner in such a way as to coherently serve the major one year objectives that had been
proven successful by the actual over-all results and outcomes of the project year 1/Phase 1.
(Note: For the full report and specifics on the comparison of the CORDAID-approved activity
plans and the realized activities and outputs, in matrix form: please see:
Annex:“Quarterly Results Compared to Target Activities and Outputs).

Created on 5/18/2007 1:40:00 PM
Page 7 of 10
4. ORGANIZATION
4.1. Relevant Changes in the Project Staffing:
In the implementation of the project year, the ISCUD hired one Advocacy Officer (full-time
volunteer work with 2/3 salary) and one Advocacy Staff (full-time volunteer work with ½ part-
time salary). The ISCUD, at the outset, also hired one full-time Assistant for Administration
and Finance but later, in the middle of project implementation, the ISCUD had broken down
the said full-time work by hiring rather one Admin Assistant (full-time volunteer work with ½
part-time salary) and one Finance Assistant (full-time volunteer work with ½ part-time
salary). The ISCUD also hired one utility/house guard (full-time volunteer work with ¼ part-
time allowance) and one liaison/house guard (full-time volunteer work with ¼ part-time
allowance).
For appropriate review of system of recording and filing of project finances, the ISCUD hired
a Technical Consultant for Finance (Mr. Alfredo M. Garcia) in the middle of the project-year
on September 2, 2006 which ended November 9th
of 2006.
The ISCUD hired the services / signed a contract with “Cesar R. Marcelo and Associates’
CPAs” on October 18, 2006 for the External Audit of finances for calendar year ending 2006
and the project finances for period March 2006 to February 2007.
The ISCUD also signed a contract with a Technical Consultant/Assistant (Mrs. Jennifer
Garay-Cruz) on January 15, 2007 for ensuring the proper bookkeeping of financial records
and preparing Financial Statements ending calendar year 2006. The services of Mrs. Cruz
had been extended through another contract signed on March 23, 2007 to ensure proper
review and appropriate charging of project expenses relative to CORDAID-approved budget
vis-à-vis actual expenditures for the whole project period March 2006 to February 2007.
The hiring of staffs and consultants were decided primarily on the basis of Attitude, Skills
and Knowledge for Work Description and Objectives (ASK-Work-DO). The final decision on
hiring of staff weighs the applicant’s proven track-record on voluntary contribution to the
underprivileged and in the civil society formations, regardless of ideological leaning.
The Executive Director acted as the Project’s Coordinator while at the same time functioned
as Chief Executive of the organization.
The concurrent ISCUD staffing is being maintained on full voluntary basis without pay
(possibly to be reconsidered later by the Board as payable depending on the availability of
resources) to ensure sustaining the gains of project year-one.
4.2. Relevant changes in the ISCUD partner-organization for the campaign:
At the outset, the ISCUD dreamed big by targeting to organize a partner network of urban
poor base-organizations that will unify for the advocacy campaign in Caloocan City.
However, due to limited resources, the project implementation actually only
organized/formalized a loose-alliance of campaign core-advocates which is a network of
core-leaders coming from the 26 urban poor organizations (named as CWG-ST - Campaign
Working Group for Secure Tenure).

Created on 5/18/2007 1:40:00 PM
Page 8 of 10
4.3. Relevant changes in the ISCUD Board:
The ISCUD Board of Directors held its Annual General Assembly on August 27, 2006. The
said annual meeting decided to reorganize the ISCUD BOD and increase the number from
eight (8) into eleven (11) which is four (4) less than the original fifteen (15) Board members
in its founding registration at the Securities and Exchange Commission on October 14,
2004.
The concurrent 11 members of the Board are all the founding members / founding Board
Members.
The said annual meeting also reconsidered the officers of the organization by conducting an
election. The past officers remained the same except that a position of Internal Auditor was
added. The elected officers formally declared as Executive Committee.
The Executive Director was also reconsidered with a unanimous vote of affirmation of the
Board of Directors and mandated to sit as ex-officio member of the Executive Committee.
5. ASSESSMENT AND FORECASTS
5.1. Gains need to be defended; Struggles need to be advanced:
The achievements of project year-one far surpassed the target priority objectives –-
which convened the Sector Assembly (rather than just only an assembly that would
wage the campaign) recognized and formally legitimated as CUPSA by the City
Government with a clear sectoral strategic issues wherein sector programs shall be
founded –- but only an initialization/take-off stage essential to set the foundation for next
phases which should emphasize the actual fruition and completion of tangible projects
that are palatable to specific and particular community problems in view of the other nine
strategic issues affecting the 21 geographical clusters.
The outputs of the phase 1 project would forecast the unearthing of potential
resources/sources of support to the causes of the homeless urban poor sector of
Caloocan from among all other sectors –- social institutions and intermediaries like the
business philanthropists, the churches, NGOs, sectoral and civil society organizations.
ISCUD’s general assessment is that project (Phase 1) gains must be defended and
further advanced through continuance of struggles at the next phases; if the perspective
view is achieving palatable outcomes that are tangible to urban poor communities in
terms of specific secure tenure housing projects, delivery of basic social services and
productive enterprises founded in coherence with all the project’s 10 strategic issues
including the integration of the new paradigm issues on ecological sustainability and
gender-equality.
The recognition to defend the gains requires efforts to advance the potentialities of the
CUPSA, CUPSC and the CWG-ST as structure for reforms in Caloocan – but a forecast
of application of limited concerns due the limited next available resources for influence

Created on 5/18/2007 1:40:00 PM
Page 9 of 10
5.2. General forecasts for next phase:
1. CWG-ST will be maintained and assisted for its effective advocacy-engagement
with the 21-member CUPSC in order to forward the specific outputs at the level
of the CUPSA’s 21 geographical cluster processes, programs and projects;
2. The CWG-ST shall also be strengthened with capability to produce policy
recommendations to effectively pressure the CUPSC to exercise its roles and
functions in crafting policy reforms with the CHUDB and institutions of the
Caloocan city executive government and the city legislative council;
3. The CWG-ST shall also be capacitated to develop its capability to engage with
the national institutions like the PCUP and NUPSC-NAPC and other national
KSAs (Key Shelter Agencies);
4. To prepare and challenge the CWG-ST on probability of future next step to
organize itself from the present “network of leaders” into a “network of
organizations” –- (a network of organization rather than just of leaders); but that
will necessary require enough resources, processes and orientations at the level
of all-leaders and membership in each target organization;
5. The formation of CWG-ST as campaign-partner of ISCUD shall be prioritized in
around 10-15 barangays of Bukid Area of District 1, North Caloocan and shall be
maintained in other areas and in District 2, South Caloocan by a mere (less
priority) sweeping organizing;
6. The CWG-ST shall also be assisted to initialize projects for livelihood or
entrepreneurship endeavors through conceptualization of UPLEAD C-FUND
(Urban Poor Leaders Cooperative Fund); which shall also be advocated for
adoption by the CUPSC and CHUDB;
7. To prepare and ensure that issues of new paradigms, particularly on ecological
sustainability and gender-equality, will be integrated in the 10 Strategic Issues for
the next phase/s as part of the advocacy agenda of CWG-ST;
8. To continue organizing the CWG-ST and ensure its organizational capacity as
prime catalyst of advocacy through campaign intervention activities in the
processes of CUPSA and CUPSC and the CHUDB.

Created on 5/18/2007 1:40:00 PM
Page 10 of 10
6. ANNEXES:
6.1. Audited Financial Report: Project Year March 2006 – February 2007;
6.2. “Sectoral Guidelines” for representation of the Caloocan City urban poor sector
organizations in the City Urban Poor Sectoral Assembly (CUPSA) and in the City
Housing and Urban Development Board (CHUDB);
6.3. Directory, 21-member of 1st
CUPSC elected by 1st
CUPSA on February 24, 2007;
6.4. Ten (10) Strategic Issues and mandate of RA 7279 (UDHA);
6.5. PHASES-OD Framework for programs;
6.6. Campaign Historical Backgrounds of project outcomes (powerpoint presentation);
6.7. Executive Order 018-06 (Reorganizing the CHUDB);
6.8. Executive Order 019-06 (Convening the CUPSA);
6.9. Quarterly Results compared to target activities and outputs;
6.10. Project-year achievements compared to target thrusts and outputs;
6.11.

terminal report narrative_cordaid 2

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (10)

Similar to terminal report narrative_cordaid 2

Similar to terminal report narrative_cordaid 2 (20)

terminal report narrative_cordaid 2