Published in January 2001

To address environmental management issues locally, local government units (LGU) need to tap severalpeople with various knowledge and skills. For instance, to understand better the physical characteristics ofnatural resources, biologists, foresters, and agriculturists are needed, among others. Social workers and socialscientists are necessary to help LGUs understand why various stakeholders behave in different ways. Tofacilitate consensus and resolve conflicts, LGUs will need individuals with negotiation and group dynamicsskills. Professionals with skills to motivate people, look for external funds, and manage resources are alsoneeded to run local environmental programs effectively. How can local governments avail of these various expertise given its limited budgetary and manpower re-sources? Where can the LGU get external technical assistance? What types of organizations can the LGU create tosustain its vision, strategies, and priorities for environmental management? This issue of Local GovernanceTechnical Notes article outlines several options. These options are derived from the combined experience of anincreasing number of LGUs, nongovernmental organizations (NGO), and other organizations who have devel-oped innovative ways to maximize the output of local government manpower and to creatively tap volunteerism.

Organizing Human Resources toManage LGU Environmental Programs

Environmental Management

ORGANIZATIONAL DEVELOPMENT Notes 1

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The Local Governance Technical Notes series is a publication of the Governance and Local Democracy (GOLD) Project made possible through supportof the United States Agency for International Development (USAID) under the terms of the GOLD Project Contract No. 492-0471-C-00-5089-00. Theseries provides information on key processes and tools in local government management, service delivery, citizen participation, and policy issues. Theopinions expressed herein do not necessarily reflect the views of USAID.

An increasing number of local government units have developed innovative ways to leverage their limited resourcesby tapping volunteer experts and people highly knowledgeable in consensus-building and resource management.

Technology

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The first step in organizing humanresources is to establish the locality’svision, strategies, and priorities for en-vironmental management. This canbe achieved through a consensus-building workshop using the Technol-ogy of Participation. This process andhow to get assistance is described indetail in Local Governance TechnicalNotes on Integrated Solid Waste Man-agement (LGTN-ISWM) Notes 3 onOrganizing Joint Action on IntegratedSolid Waste Management and LGTN-Watershed Management Notes 4 onBuilding Consensus for WatershedManagement.

To manage the implementation ofpriority actions based on consensus,an LGU will generally require two lev-els of organization. First, it needs tohave a multisectoral body that can ex-ercise oversight as well as serve aslocal champion to ensure that priorityactions are carried out. Second, itneeds to have a coordination or imple-mentation unit within the local govern-ment composed of LGU personnel.

The multisectoral body is composedof leaders representing various sectorsthat have a stake in the proper imple-

mentation of the environmental actionprogram. Initially, this may take theform of a Technical Working Group(TWG) that may be created by an Ex-ecutive Order for the purpose of plan-ning and start-up activities. Eventually,a more formal body such as an Envi-ronment and Natural Resources Coun-cil (ENRC) may be established throughan ordinance. The LGU may call thisbody by any name that symbolizes theseriousness of the effort. The LGU mayalso decide to create a committee ofthe Local Development Council for thispurpose.

The main purpose of the body is tofunction as a “steering committee” ofthe LGU environment program. It shallprovide a venue for discussing imple-mentation issues and resolving con-flicts. It shall serve as the principal ad-visory body to the local chief executive(LCE ) and the Sanggunian on environ-mental matters.

To ensure that this body is sustained,the LGU must provide two basic formsof support. First, the LCE must be vis-ible in this body, convene its first ses-sion, and participate actively in key ses-sions where decisions are needed.

Second, the LGU must provide secre-tariat support which can come fromthe appropriate line unit of the LGU.Note that the multisectoral body is notan implementing unit but an assem-bly of both paid government officersand volunteer leaders coming from civilsociety. The LGU line unit (e.g., Environmentand Natural Resources Office) on theother hand, is a critical unit becauseit must “make things happen.” If theLGU does not have sufficient budget-ary resources to hire new staff to mana new unit, it may commission an ex-isting department to perform this func-tion, e.g., Office of the Agriculturist orthe Office of the Planning Officer. TheLGU may also decide to create a unitwith seconded personnel from exist-ing departments. Whatever the LGU’soption may be, the important actionis to appoint a key person who canprovide leadership to the ENRO anduse networking skills to generate ex-ternal assistance. Even if technicalskills are available, they are uselessif there is no leadership.

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Where will the LGU get people forthe multisectoral body and the lineunit? How can additional outsidehelp be obtained? There are threesources available. The first is withinthe existing bureaucracy. Identifynatural “champions” in the LGU.They need not be senior officers, butcould be young staff who demon-strate interest in environmental mat-ters and have leadership and “peopleskills.” Identify one to three dy-namic staff and, together with non-government volunteer leaders, orga-nize them as the initial task forcethat will start the process of setting

the LGU’s priority action areas.A second source is civil society.

Among the citizens who actively par-ticipate in LGU programs, identify lead-ers who have “people skills,” resourcemobilization talents, and can volun-teer specific technical tools and tal-ents. Prepare a list of duties and re-sponsibilities for volunteers. Discussthese with them at the very start. En-sure that they are provided back-upsecretariat support. Give constantfeedback on the volunteer work theyprovide. Take note also of success-ful farmers, fishermen, business firms,and other producers who can serve

as “model” to their peers becausethey can participate right in their ownbackyard. A third source is external organi-zations such as national line agen-cies, technically competent NGOnetworks, and other free sources oftechnical assistance such as theU.S. Peace Corps, the British Vol-unteer Service Organization, and oth-ers. Show these organizations thevision and plan the LGU has forgedwith the citizens. Demonstrate thatthe LGU is already effectively usingits limited resources.

Policy and Practice

The Local Government Code enjoinsLGUs to create their EnvironmentNatural Resources Office (ENRO) tomanage LGU environmental manage-ment offices. The same Code man-dates the participation of the private

Enabling Framework

sector and nongovernmental organiza-tions (NGO) in local development coun-cils. Recent policies on natural re-sources management mandate andencourage the participation of civil so-ciety organizations in local decision-

Practices That Are Working

In late 1998, the ENRC with the help ofa facilitator conducted a self assess-ment workshop. Members identifiedhistorical trends, accomplishments,and gaps. They defined ideal attributesof an effective ENRC and evaluated their

performance against these ideal at-tributes. Based on their evaluaton,they undertook key actions needed toenhance the implementation of theirupland/agroforestry program.

The Municipality of Arakan in NorthCotabato conducted a consensus-building workshop using the Technol-ogy of Participation (ToP) in 1997. Theworkshop resulted in a shared practi-cal vision among LGU officials, NGOs,indigenous people groups, profession-als, and line agency representatives.Together, they identified the need topromote sound upland agroforesrtypractices as the highest priority thatneeded everyone’s assistance.

Building on the enthusiasm of par-ticipants, the LGU then created anEnvironment and Natural ResourcesCouncil (ENRC) composed of leadersfrom various sectors. The ENRC wastasked to serve as a “steering com-mittee” for the various activities theLGU wanted to immediately implementat the barangay level.

The LGU also created a MunicipalEnvironment and Natural ResourcesOffice (MENRO) and charged it withproviding day-to-day leadership to theprogram and serve as convenor andsecretariat to the ENRC.

The ENRC led the finalization of anaction program for upland farm assis-tance. It invited resource persons fromgovernment and NGOs to help ana-lyze their problems and recommendalternative approaches to solve theseproblem. Activities covered and guidedby the ENRC included: the dissemi-nation of quality planting materials ona “Plant Now, Pay Later” plan; on-sitetraining to farmers; acquisition of asmall watershed; and organization ofbarangay-level ENRCs.

making processes through such av-enues as the Environment and Natu-ral Resources Councils (ENRC) or theFishery and Aquatic Resources Man-agement Councils (FARMC).

The Environmental and Natural Resources Council of Arakan in North Cotabatotrained farmers to whom they disseminated quaity planting materials on a “PlantNow, Pay Later” plan, especially in the rehabilitation of watershed areas.

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• In Brooke’s Point and SofronioEspanola, Palawan, the Environ-mentally Sustainable DevelopmentOffice (ESDO) was created usingexisting personnel, i.e., the ViceMayor and the Sanguniang Bayan(SB) who served as action officers.Additional staff from LGU line de-partments, on agriculture, health,

and social welfare were detailed toESDO as complementary staff.• The ENRO of Nueva Vizcaya as-sessed its constraints, establishedits long-term objectives, and iden-tified key pilot projects to developinnovative service delivery strate-gies including tenure instruments inwatershed areas.

• The Bohol Environment Man-agement Office (BEMO) was estab-lished by the Province of Bohol byrecruiting and organizing staff fromdifferent LGU departments basedon a criteria agreed upon by appro-priate line agencies.

You may contact successful LGUswho may share their experience in or-ganizing multisectoral bodies and lineunits:• Municipal Environment and NaturalResources Office (MENRO), Arakan,North Cotabato. Contact person: Mr.Juan Brigido Bravo• Environmentally Sustainable Devel-opment Office, Office of the Mayor,Brooke’s Point, Palawan. Contactperson: Hon. Ariston Arzaga, ViceMayor• Environment and Natural ResourcesOffice (ENRO), Provincial Capitol,Bayombong, Nueva Vizcaya. Contact

person: Frank Tolentino• Environment and Natural ResourcesOffice (ENRO), Provincial Capitol,Puerto Princesa City, Palawan. Con-tact person: Engr. Rodolfo T. Amurao• Sanguniang Bayan (SB), MunicipalHall, Amlan, Negros Oriental. Contactperson: Hon. Estelina Cabangal, SBMember

In addition, LGUs may contact net-works to get directories of organizationsthat can be tapped. On solid wastemanagement, the Solid Waste Man-agement Association of the Philippines(SWAPP) provides information on goodpractices. Visit them at Unit 202,

Loyola Heights Condominium, E.Abada St., Loyola Heights, QuezonCity. You may also call Tel. (02) 434-5954, c/o Ms. Joy Jochico.

On watershed management, callPhilippine Watershed ManagementCoalition (PWMC) at Tel. (033) 320-0854; (033) 320-2373, and look for Ms.Jessica Salas. You can also reachthem at 2513 Magsaysay Village, LaPaz, Iloilo City. On coastal resources management,contact the Gerry Roxas Foundationin Dayao, Roxas City at Tel. (036) 621-1922, c/o Ms. Annie Villarruz.

With the Governor at the forefront, the Province of Nueva Vizcaya has forged the Land Management Agreement with occu-pants-tillers in watershed areas thus, converting settlers into land managers. This innovative way of organizing humanresources to manage local government environmental programs won the Galing Pook Award.