1. Alliances of Local Governments in the Philippines
By: Johny Sauro Natad
© December 14, 2011
Posted and updated at http://johnysnatad.wordpress.com/2011/12/14/alliances-of-local-governments-in-
the-philippines/
Introduction
Worldwide, alliance building or inter-local partnership considered as strategic importance
in addressing local governments’ common issues and problems that do not respect political
boundaries. Alliance of local government units (LGUs), which interchangeably referred to as
inter-local cooperation has been proving to be cost effective and efficient in the delivery of
services to its multi-stakeholders especially the LGUs.
In the Philippines, inter-local cooperation of LGUs believed to be formally started after
the proclamation of Republic Act No. 7160 or the Philippine Local Government Code of 1991.
Many of these alliances are inspired by R.A 7160, which is also in consonance with the
Philippine Constitution. The LGU alliances in the Philippines could be considered as significant
mechanism in the realization of political and administrative decentralization and local autonomy
in the country.
The Philippine Fisheries Code of 1998 (Republic Act No. 8550) also requires inter-LGU
alliance especially to water ecosystem that traverse political boundaries of many LGUs like
lakes or seas.
Economic development, the environmental protection and management (including
ecosystem, coastal resource, tourism and landscape management), and integrated health
development are the major purpose of establishing among many existing alliance of LGUs in the
Philippines.
Definition
The Wikipedia defines as “a cooperation or collaboration, which aims for a synergy
where each partners hopes that the benefits from the alliance will be greater than those from
individual efforts”. Usually, the alliance is engaging for a particular or indefinite period and
shared expenses and risks involving technology transfer and economic specialization used to
achieve a common objective (“Strategic Alliance”, n.d.).
The Origo Social Enterprise Partners (n.d.) presented the following description of
partnership and alliance:
• A partnership is an alliance between organizations from two or more sectors that
commit themselves to working together to develop and implement a specific project.
Such a partnership implies that participants are willing to share risks, costs and
benefits, review the relationship regularly and revise the partnership as necessary.
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2. • Alliances between parties drawn for example, from businesses, government and civil
society, that strategically aggregate the resources and competencies of each to resolve
a specific problem/challenge.
• Partnerships across different sectors of society imply transcending some of the divides
between business/NGOs/governments. Interest from many governments and NGOs in
working with business is quite high so the partnership model has been replacing the
adversarial model.
• Partnering across sectors means that different sectors of society are open to
communicate and collaborate with each other, fostering and creating more inclusive-
participatory models for solving problems.
• A management tool to deliver business, social and environmental development
outcomes by optimizing the effectiveness of different partners’ resources core
competencies.
The alliance of Local Government Units (LGUs) have been performing vital role in
contributing genuine and sustainable development. With the establishment of the alliances, the
LGUs can achieve the achievement of plans with joint effort and shared agreement to solve
such as environmental problems and effective delivery of prime services that resulted to
influence management and achieve better human safeguard or protection (Asia Forest Network,
n.d.).
Alliance and Decentralization
This inter-local cooperation or alliances of LGUs have been contributing to the
implementation of political and administrative decentralization of the government in the
Philippines. The Republic Act 7160 or the 1991 Local Government Code of the Philippines
generally stresses about decentralization of powers to Local Government Units.
Decentralization is the “dispersion or distribution of functions and powers; specifically the
delegation of power from a central authority to regional and local authorities” (Merriam-Webster,
n.d). Thus, decentralization creates need for alliances. With the formation of alliance, the
stakeholders can carry various outlooks, have experience and capacity into a dialogue and can
take action to wide range of concerns. Alliance is a distinctive strategic position where
partnership and shared engagement with planning and implementation agencies at local level
which direct them to better position in policy recommendation, decision making and can bring
information from the community level to the right people in the management (Asia Forest
Network, n.d). The alliances are filling the vacuum left by the central government in tackling the
declined upland forest and marine ecosystem and helps formulate solutions that can be
addressed by the local government (Environmental Science for Social Change [ESSC], 2011).
Types of Alliances and its Purpose
Formation of alliance of LGUs or the inter-LGU alliances varied according to its typology:
(1) the natural alliance; (2) the public-private alliance; and (3) the quasi-public alliance
(Philippine Development Forum, 2010). Natural alliance is formed between LGUs for either a
general or sectoral but with a common purpose of general members which motivated usually by
the alliance-wide impact in the delivery of basic services and facilities that surpass local political
boundaries and entailed large expenditure. This type of inter-LGU alliance retains their public
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3. character. The public-private alliances are cooperative undertaking of organizations composed
of both public (LGUs) and private sectors like NGOs, business groups, and other private
entities. This alliance is usually registered with the Securities and Exchange Commission (SEC).
The quasi-public alliances are natural alliances among LGUs with common objective for public
service but being managed and controlled as a private corporation through a separate legal
entity. This type of alliance is granted juridical personalities through the congressional
legislation.
The ESSC (2011) identified the following emerging alliance with concerned on
environmental and resources management:
Alliance Location Focus
Matarino Bay Management Building partnerships to improve resource
Eastern Samar
Council management and local livelihoods
Carood Watershed Sustaining and harmonizing local government
Bohol
Management Council initiatives in Carood watershed
Lanuza Bay Development Surigao del Sur Strengthening environmental governance through
Alliance local policy formulation
Agusan Marsh Agusan del Sur Sustainable watershed management as a
Development Alliance response to land and water problems
Bukidnon Watershed Bukidnon Collaboration initiatives towards comprehensive
Protection and landscape management and greater human
Development Council security
Allah Valley Landscape South Cotabato Local government initiatives for protected area
Development Alliance and Sultan management
Kudarat
Lake Mainit Development Agusan del Partnership building towards sustainable
Alliance Norte and management of Lake Mainit
Surigao del
Norte
Source: Environmental Science for Social Change, (2011)
These alliances are an evident that people are working together to deal with
environmental issues and equitable resources management.
The Philippine Development Forum (2010) presented the list of alliances with its
membership, reason for coming together and mode of formalization.
Alliance Membership Reason for Coming Mode of Formalization
Together
Iloilo
Alliance for Northern Iloilo For 9 municipalities Health Development MOA, 2000; SEC
Health Development Registration
(ANIHEAD
Northern Iloilo Alliance for 10 municipalities Coastal Resource MOA, December 29,
Coastal Development Management 1999; SEC Registration
(NIACDEV)
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4. Alliance Membership Reason for Coming Mode of Formalization
Together
Banate Bay Resource 3 municipalities Coastal Resource MOA, February 28, 1996
Management Council Management
(BBRMCI)
Metro Iloilo-Guimaras 1 province; 1 city; 5 Economic EO No. 559, August 28,
Economic Development municipalities Development 2006
Council (MIGEDC)
Southern Iloilo Coastal 5 municipalities Coastal Resource MOA, 2002; SEC
Resource Management Management Registration
Council (SICRMC)
Iloilo Second Integrated Area 5 municipalities Economic MOA, July 8, 1997; SEC
Development, Inc. Development Registration, March 7,
2007
Negros Occidental
Southern Negros Coastal 1 city; 2 municipalities Coastal Resource EO 1996; MOA, October
Development Management Management 6, 2005
Council (SNCDMC)
Central Negros Council for 1 city; 6 municipalities Coastal Resource MOA, January 26, 2005
Coastal Development Management
(CENECCORD)
Northern Negros Aquatic 5 cities; 3 Coastal Resource MOA, 2000
Resources Management and municipalities Management
Advisory Council
(NNARMAC)
Oriental Negros
Sta. Bayabas Inter-Local 1 city; 2 municipalities Health Per EO 205, 2008
Health Zone (ILHZ)
Antique
Libertad, Pnadan, Sebaste 4 municipalities Coastal Resource MOA, October 3, 1997;
and Culasi Bay Wide Management SEC Registration
Management Council
(LIPASECU)
Coasthaven 4 municipalities Coastal Resource MOA, October 15, 2007
Management
Cebu
Camotes Sea Resource 1 city; 4 municipalities Coastal Resource MOA, May 2, 2007
Management Council Management
(CSRMC)
Southeast Cebu Coastal 7 municipalities Coastal Resource MOA, April 19, 2005
Resource Management Management
Council (SCCRMC)
Bohol
Maribojoc Bay Integrated 1 city; 4 municipalities Coastal Resource MOA, 2005; EO 23
Resource Management Management series of 2005,
(MBEMO) December 20, 2005
Abatan River Development 5 municipalities River Management, EO No. 19, November
Management Council Ecotourism 19, 2005
(ARDMC) development
PaDaYon Bohol Marine 3 municipalities Environmental MOA, June 7, 2007; EO
Triangle Management Council Protection No 22 Series of 2004,
(PADAYON) September 7, 2008; SEC
Registration, June 7,
2006
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5. Alliance Membership Reason for Coming Mode of Formalization
Together
Eastern Samar
Alliance of Seven 7 municipalities Coastal Resource MOA, 2005
Management
Borongan Inter-Local Health 5 municipalities (6 Integrated Health Per EO 2005, 2008
Zone RHUs) Services
Mindanao
Lanuza Bay Development 7 municipalities Economic MOA, 2004*
Alliance (LBDA) Development
PPALMA Alliance (PPALMA) 7 municipalities; 1 Economic MOA, 2004**
province Development
Lake Mainit Development 2 provinces; 8 Lake Management MOA, March 1999
Alliance (LMDA) municipalities
Mt. Kitanglad Range PAMB 8 municipalities Environmental
Protection
Camarines Sur
Metro Naga Development 1 city; 14 Economic MOA, April 23, 1993; EO
Council (MNDC) municipalities Development No. 102, June 18, 1993
Partido Development 10 municipalities Economic RA No. 7820, November
Administration (PDA) Development 18, 1994; RA No. 8989,
December 31, 2000
Source: Critical Ingredients in Building and Sustaining Inter-Local Cooperation (pp.20-21)
The Philippine Development Forum (2009) reveals that the institutional, financial and
legal aspects are the crucial and interrelated elements of the alliance building as manifested in
the publication entitled “Critical Ingredients in Building and Sustaining Inter-Local Cooperation”.
The institutional aspects largely deals with the purpose and with the structures and system while
involves minimally in resources. Legal aspects essentially deal with structure, system and
resources while also link with purpose. Resources are the main concern on financial aspects to
attain the purpose but also take into account the structure and system.
Legal basis on Alliance formation
The legal basis on the formation of alliance can be specifically defined in the Philippine
Constitution of 1987, the Local Government Code of 1991, the Memorandum of Agreement
entered into by concerned LGUs, the Executive Orders, and other relevant laws. The 1987
Constitution of the Republic of the Philippines Article X. Section 13 states that “Local
government units may group themselves, consolidate or coordinate their efforts, services, and
resources for purposes commonly beneficial to them in accordance with law.”
Likewise, the Local Government Code of the Philippines emphasizes the general
provision of local government as declared in the Constitution. Under the Local Government
Code’s Book I General Provisions, Title One, Article Three, Section 33 provides the Cooperative
Undertakings among Local Government Units.
Local government units may, through appropriate ordinances, group themselves,
consolidate, or coordinate their efforts, services, and resources for purposes
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6. commonly beneficial to them. In support of such undertakings, the local government
units involved may, upon approval by the sanggunian concerned after a public
hearing conducted for the purpose, contribute funds, real estate, equipment, and
other kinds of property and appoint or assign personnel under such terms and
conditions as may be agreed upon by the participating local units through
Memoranda of Agreement.
With the joint undertakings of the inter-LGU alliance, the basic legal instrument used to
initiate such is the Memorandum of Agreement (MOA). Encarta Dictionary defines a
“memorandum” (n.d) as “summary of legal agreement: a written statement summarizing the
terms of a contract or a similar legal transaction”. It serves as the formal agreement among
involving LGUs and binds them to adhere the cooperative undertakings of the alliance. The
MOA provides for the agreed roles and responsibilities and the details on the focus programs of
the alliance. Osorio (2010) defined MOA as “the basic legal instrument used to initiate an inter-
LGU alliance. The MOA serves as the formal agreement involving 2 or more LGUs whereby
each become obligated to the other with reciprocal rights to demand of what is promised by
each respectively. The MOA binds the LGUs to adhere to the alliance’s cooperative
undertakings. To formally organize an alliance. Local Chief Executives (LCEs) of participating
LGUs are required to sign a MOA” (p.24)
Based on the Memorandum of Agreement (1999) signed and entered into by 2 provincial
LGUs, 8 municipal LGUs and government line agencies of Lake Mainit Development Alliance in
March 1999 declares the (1) formation of the alliance, (2) purpose, (3) benefits to the LGUs, (4)
LMDA board, (5) Project Management Office, (6) responsibilities of the parties, (7) trust fund, (8)
transitory provisions, (9) amendments, (10) effectivity.
A MOA formally creating the Metro Naga Development Council (MNDC) was signed by
the 13 LGUs – Naga, Bombon, Calabanga, Camaligan, Canaman, Gainza, Magarao, Milaor,
Minalabac, Pamplona, Pasacao, Pili and San Fernando on April 23, 1993. The municipalities of
Bula and Ocampo joined the MNDC through a MOA with the then existing members of the
Council in July 1997. The LCEs of the 15 member-LGUs comprise the Council’s Executive
Committee. In charge of the administrative operations of the Council is its Project Development
Unit (PDU) headed by the MNDC Executive Director. The unit is likewise primarily responsible
for the implementation of the Council’s programs, projects and activities (Sacendoncillo, 2007).
Pigcawayan-Alamada-Libungan-Midsayap-Aleosan Alliance popularly known as PALMA
was formalize the establishment of the Alliance on August 07, 2000 during the signing of a
Memorandum of Agreement (MOA) was signed by and between the five municipal governments
of PALMA and the Provincial Government of Cotabato (PALMA Alliance, n.d.). And as inspired
by PALMA, the Southwestern Ligawasan Alliance of Municipalities or SLAM was officially
created on June 25th, 2008. A MOA was signed between the four municipalities of
Maguindanao namely Paglat, Datu Paglas, Sultan sa Barongis and General S.K. Pendatun
committing to their participation in SLAM and defining roles and responsibilities. (Southwestern
Ligawasan Alliance of Municipalities (SLAM), n.d.)
Illana Bay Regional Alliance in Region 9 (IBRA-9) composed of 8 LGUs signed a new
Memorandum of Agreement (MOA) last December 13, signifying their renewed commitment to
protect the Illana Bay. Mayors of Tukuran, Tabina, Dinas, Labangan, Tungawan, Dimataling and
San Pablo; and the city of Pagadian and the provincial governor of Zamboanga del Sur signed
the MOA. (“Alliance of LGUs”, n.d.)
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7. Aside from MOA, there are other legal instruments used in the formation of alliance like
Executive Orders (EO), Special Order, Memorandum and the Republic Acts. Some LGU
alliance have been created or supported by Executive Orders signed by the President or by the
Provincial Governor (GTZ, 2009). Based on the Philippine Constitution, the President can create
councils or other similar bodies as stated in Article X Section13.
The President shall provide for the regional development council or other similar
bodies composed on local government officials, regional heads of departments and
other government offices, and representatives form non—governmental
organizations within the regions for purposes of administrative decentralization to
strengthen the autonomy of the units therein and to accelerate the economic and
social growth and development of the units in the region.
The MNDC establishment was further bolstered by the Executive Order (EO) No. 102
issued on June 18, 1993 providing for its powers and functions, and an initial budget for its
operating expenses. (Sacendoncillo, 2007). The EO added representatives from line agencies
with offices in Camarines Sur and pegged at 25% (one-fourth) the representation of the private
sector (Metro Naga Development Council, n.d.).
Executive Order 559 (2006) created the Metro-Iloilo Guimaras Economic Development
Council or MIGEDC composed of 8 LGUs like Iloilo City, Municipalities of Oton, San Miguel,
Pavia, Leganes, and Sta. Barbara, and the provinces of Ilioilo and Guimaras.
The Bukidnon Watershed Protection and Development Council (BWPDC) was created
through Memorandum Order 270. The Council is mandated to generate policies and guidelines
and coordinated all programs and projects concerning watershed management in the entire
provice (Pasicollan, Pualo and Pasicolan, Simplicia, 2005). The BWPDC is composed of all
mayors, DENR, DA, DAR, NAPOCOR, NIA, academic and research institutions, NGOs, POs,
and religious and business sectors. (The Bukidnon Experience, n.d.)
Alliance of LGUs can also be created through an organic act of the Congress stipulating
detailed powers and responsibilities and providing the necessary funds under the General
Appropriation Act (Osorio, 2010). The popular alliance of LGU is the Lake Laguna Development
Authority (LLDA) and the Partido Development Administration (PDA). LLDA was established
under Republic Act No. 4850 or An Act Creating the Laguna Lake Development Authority in July
18, 1966 as amended by Presidential Decree No. 813 October 17, 1975. The LLDA member
LGUs covers 14 cities and 47 municipalities within the provinces of Laguna, Rizal, Batangas,
Cavite, Quezon and Metro Manila (LLDA, 2007). The RA 7820 created the PDA in 1994 with the
member of 10 municipalities in Camarines Sur rationalizes the integrated and coordinated
approach for the development of the covering regions and districts in order to draw alongside
with develop regions and districts within of Camarines Sur (Osorio, 2010).
Republic Act No. 8550 or the Philippine Fisheries Code of 1998 provides the
development and conservation of the fishes and aquatic resources. Article 1, Section 16 of the
said Act states that:
The management of the contiguous fishy resources such as bays which straddle
several municipalities, cities or provinces, shall be done in an integrated manner, and
shall not be based on political subdivisions of municipal waters in order to facilitate
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8. the management of a single resource system. The LGUs which share or boarder
such resources may group themselves and coordinate with each other to achieve the
objectives of integrated fishery resources management. The Integrated Fisheries and
Aquatic Resources Management Councils (IFARMCs) established under Section76
of this Code shall serve the venue for close collaboration among LGUs in the
management of contiguous resources.
With RA 8550 as the basis, inter-LGU is a key to sustain integrated fishery resources.
Five adjoining municipalities of Hindang, Hilongos, Baybay, Bato and Matalom in Western Leyte
agreed to form alliance through IFARMC which was manifested by signing of MOA among Local
Chief Executives (LCEs) in April 2002. This alliance aimed to an integrated management of a
common fishery ground used by the majority of fishfolk in Western Leyte, Camotes Sea
(Savaris, 2004).
Illana Bay Regional Alliance in Region 9 (IBRA-9) composed of 8 LGUs signed a new
Memorandum of Agreement (MOA) last December 13, signifying their renewed commitment to
protect the Illana Bay. Mayors of Tukuran, Tabina, Dinas, Labangan, Tungawan, Dimataling and
San Pablo; and the city of Pagadian and the provincial governor of Zamboanga del Sur signed
the MOA (“Alliance of LGUs”, n.d.).
In the successful operation of an alliance, financial stability and sustainability is a very
critical concern. Thus, the alliance must have the ability to generate funds essentially required to
perform its responsibility and implement the projects of the alliance. The member LGU varies on
their annual contribution to the alliance. They may agree to contribute an annual minimum
amount. Some also agree to contribute certain percent of their 20% Internal Revenue Allocation
(IRA). The MOA entered into by member LGUs stipulated provisions pertaining to financial
obligation of the members to the alliance (Ferrer, 2010). The MNDC Memorandum of
Agreement, April 23, 1993 specify that the source of financing the Council program shall be
sourced from the contributions of the members equivalent to at least 2% of their annual
Economic Development Fund (Sacendoncillo, 2007).
Memorandum of Agreement signed by members of LMDA stipulate the Trust Fund
provision which states that:
The two provinces to this MOA shall initially contribute Php150,000.00 each while the
different municipalities shall contribute the amount of Php50,000.00 each to the trust
fund. All subsequent contributions of the LGUs are based on the approved work and
financial plan and all monies sourced by the alliance shall likewise form part of the
trust fund.
As also stipulated in MOA, each mayor agreed to initially provide a monthly contribution
of Php15,000.00 to a common SLAM fund. When the alliance activities began to show up, the
contribution later raised to Php25,000.00. Such fund will be used to shore up the development
projects of the alliance and its Project Management Office operations (SLAM, n.d.)
The RA 4850 (1966) clearly specify that the LLDA’s operating expenses with the sum of
One Million Pesos (Php1,000,000) is appropriated annually for rive (5) years from the general
fund of the National Government.
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9. Common Issues and Problem in Alliance Operation
The Asia Forest Network (n.d.) cited the hindering feature of weak alliance, which are
the difficulties in securing commitment; lack in funding, human resources and technical
knowledge; low level of involvement from local government personnel due to little flexibility;
conflicting laws or different interpretation of issues; need for local champions; and quandaries
over legal identity and structure. LLDA (2007) is still faced with institutional, technical and
financial hindrances that will take more than persuasion to resolve despite the growing
partnership.
It is remarkable that the common fund generated from member LGU of Alliance are not
enough to ensure significant impact given the fact that alliance need to sustain its hired
personnel. There is very little budget or no amount is left to finance the significant project or
services of the alliance. Thus, there is a need for the alliance to access grants and other forms
of supports to augment the contribution of the members. Possible sources of grants and
supports are the provincial and national government, national line agencies, grants from
lawmakers, international funding agency and grants from foundations, NGOs and private sector
(Ferrer, 2010).
The experience of alliances shows that the generous and most committed members
financially sustain the alliance. The member LGUs may remit the whole amount at one time or
make installment payments until the whole amount is paid. Unfortunately, there are common
experiences of existing alliances showing the delays or no remittance of contribution (Ferrer,
2010). Member LGU contributions are not enough to sustain the operation of the alliance since
there are LGUs who did not contributed regularly. Changes in LGU direction of priorities might
hamper the operation of alliance especially when newly elected Local Chief Executives (LCEs)
set their main agenda and concerns to their respective LGUs that may or may not complement
the overall achievement of the alliance. Modification of new LCEs priorities may create fear in
the continuity of the implementation of the identified projects (Gidacan & Harting, 2008).
A clear statement regarding the schedule of remittance of contribution to be incorporated
in MOA or other legal instruments is of significant. There are only few alliances that clearly
define the schedule of payment in MOA. Reminders are very important through official written
notice of payments or verbal reminders. In most alliance, peer pressure is considered
successful strategy wherein members can make prompt payments if other members did it
(Ferrer, 2010).
Sustaining Alliance: The Pooling of Resources and its Impact
In spite of this problems encountered, the alliance continually delivered their mandate
through networking and accessing of funds (Gidacan & Harting, 2008). The pooled fund can
also be used by alliance as leverage in accessing external fund and supports especially as form
part of its counterpart.
Aside from the Common Fund, the MNDC practices resource complementation and
maintains a Common Fund that is from individual contributions of the member-LGUs, and other
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10. sources accessed from the appropriation from the national government and assistance
extended by local and foreign donors. MNDC also pool human resources. A Project
Development Unit that is composed of 5 individuals – 2 Project development officers; 1
Administrative and Finance Officer and 2 Support personnel—that manages the operation of the
Council. Officers/employees of member LGUs are at times assigned to assist the members of
this unit in the implementation of the MNDC’s programs and activities. The Council also
maintains an office at Naga City and maintains an Equipment Pool to facilitate the use of
equipment and machinery of its member-LGUs. (Sacendoncillo, 2007)
Sharing and pooling of fund and human resources is significant in LMDA’s operation.
Members the two provincial and 8 municipal LGUs afforded to allocate their meager annual
budget for the operationalization of alliance. Each LGU and member stakeholders delegated
one technical staff to become a member of the LMDA- Technical Working Group. (Gidacan &
Harting, 2008)
The shared fund and the regular payment of contribution by member LGUs will ensure
timely implementation of activities which promotes achievements of alliance goal. Likewise the
pooled fund can also be used by alliance as leverage in accessing external fund and supports
especially as form part of its counterpart (Ferrer, 2010).
Pooling of resources is so significant in PALMA. Aleosan town Mayor Cabaya, current
chair of PALMA, proudly updated the ARMM mayors about the PALMA accomplishment of on
construction of 281.45 kilometers farm to market roads with a total cost of P8.47 million, through
their pooled efforts. With PALMAs shared experience, Mayors of SLAM learned that this
strategy was also being applied to pursue similar development program concerning
environmental protection and health (SLAM, n.d.).
The combined resources and putting up on their own road-building crew, PALMA is
currently maintains two construction fleets, each consisting of a bulldozer, a grader, three to four
dump trucks and a compacter. The alliance has opened and repaired of farm-to-market roads
that give benefits to their 145 barangays. It helps increased farming incomes and reduced
transportation costs. This made PALMA won as one of the Galing Pook in 2007 for innovative
governance practices (Contreras, 2008)
Likewise the pooling of resources in two provinces of South Cotabato and Sultant
Kudarat now forming the Allah Valley Landscape Development Alliance (AVLDA) has also
garnered Galing Pook Award for 2008. With the multi sectoral cooperation among 19
Barangays, 1 banking institution, 2 water districts, 2 electric cooperatives, 2 mining companies,
1 agro-industrial company, 4 agricultural cooperatives, 4 NGOs and 2 civic groups the Riparian
Zone Revegetation program has able to accomplished planting of 15,000 bamboo hills in a 30-
kilometer stretch at the banks of major rivers. “The AVLDA also pursued the construction of
dikes at critical sections of the rivers and the re-channelling of water flow to save prime lands,
settlements and infrastructure facilities. Other projects include the Reforestation and Upstream
Resource Management (RURM) program which aimed to improve forest land cover, reduce
river siltation and provide livelihood opportunities to upland dwellers” (Allah Valley, n.d.).
Provinces of Sultan Kudarat and South Cotabato showed how the involvement of their different
LGUs concerning livelihood and sustaining major environmental task working together with
inter-government and other multi-sector (Mindanews, 2009)
In IBRA-13, the gains from collective efforts of inter regional bay-wide collaboration for
resource management and fishery law enforcement has been significantly manifested. “Inter-
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11. LGU cooperation has been helping settle differences between municipalities, specifically in
facilitating dialogues on coastal terminal points (CTPs) which determine municipal water
boundaries, a contentious issue among adjoining towns. In 2005, a total of 29 apprehensions
were reported by the Maritime Police, with violations ranging from fishing in municipal waters
with no permits to the use of illegal fishing methods.” (“Concerted effort” par.12).
Inter-local government collaborative approach has brought about meaningful
development in the northern part of Iloilo especially on the areas of health and coastal resource
management. “These alliances subsequently attracted the interest of funding agencies that
have found value in supporting development initiatives undertaken by allied local government
units. This synergistic modality implies greater assurance of success, fund management
efficiency, and also a greater number of people benefiting from the initiatives”. (Latoza, 2010,
par. 5).
LLDA (2007) find that the benefits achieved from the partnership overflow to the 13
million residents living in the Laguna de Bay watershed.
Insights Gained
Based on the above-related literature, the following are the insights gained about the
inter-LGU alliance in the Philippines:
• The alliance building or inter-local cooperation allows local government units to deal with
environmental management and socio-economic agenda not covered by national
government programs as part of the decentralization.
• Resources can be maximized and augmented to share out with resources and
ecosystems those cross-political or administrative boundaries.
• Alliances also allow the local government units to raise and improve priorities and plans
to higher planning authorities (i.e. provincial, regional and national government)
• The alliance permit the organization of LGUs and their LCEs based on a common cause,
(e.g. geographical proximity, common needs, similar passion, similar problems, has
borne very good results). Alliance served as the venue for Local Chief Executives
(LCEs) support each other, share-learning experiences in informal meetings,
complement each other’s strengths, and exert a pressure on other LCEs and
communities to participate in similar reforms.
• Other organizations have benefited from building alliances in the implementation of their
programs. Alliances have been demonstrating to be cost-effective to scale up programs.
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12. References:
Agriteam Canada Consulting Ltd. (2006). The Philippines-Canada Local Government Support
Program. A case study of local government capacity development in the Philippines.
(Discussion Paper 57N). Maastricht: ECDPM. Retrieved December 13, 2011 from
http://www.ecdpm.org/Web_ECDPM/Web/Content/Navigation.nsf/index2?readform&http
://www.ecdpm.org/Web_ECDPM/Web/Content/Content.nsf/0/97E487A0901ACFA9C125
71690037C84C?Opendocument
Allah Valley (n.d.) Retrieved December 13, 2010, from
http://www.galingpook.org/main/index.php/20090205145/alley-valley.html
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