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Erle Frayne D. Argonza

[Writ 04 May 2008, Quezon City, MetroManila]

Good afternoon! Food be with you! (Hmmm that’s to borrow from Christian’s ‘peace’ maxim…)

You may wonder how we stakeholders of development do our coordination here in the Philippines, and I’d say coordination is practically the same everywhere. It involves ‘partnering’, an unraveling of distrust and a sincere effort to cooperate and collaborate. Partnering eventually creates strong institutions, thus catalyzing development further.

I was just a 23-year old enterprise supervisor in the defunct Ministry of Human Settlements (MHS) in 1982, when news came out that development councils will be constituted at the regional level. It used to be part of partnering mechanisms at the regional level, with the National Economic Development Authority (NEDA) serving as secretariat, till it floundered and slept in the late 1970s.

When the regional development council or RDC woke up again, circa 1982, the MHS was already making waves in the development arena. This agency was eventually mandated to revive the council, in collaboration with the NEDA and all provincial governors. I remember then that the charismatic and management-savvy Governor Faustino Dy of Isabela was elected 1^st chair of the revived RDC, with Area Manager (regional director) Tito Osias of MHS serving as convenor.

Down the hierarchy of power and influence the provincial development councils or PDCs were also constituted. I had the luck then of representing the MHS to begin building the PDC core in Batanes, the same core being the members of the KKK Secretariat (KKK = Kilusang Kabuhayan at Kaunlaran or National Livelihood Movement, a major state funding program for enterprise) then emerging. My provincial and deputy bosses, who was almost always out of the region (their families were in Manila), mandated me to be the lead convenor for the core building of both bodies.

It was a fruitful work to begin with, the task in Batanes. State and business representatives were invited to comprise the core, down the mayor’s level. Civil society was weak here then, there were no developmental NGOs to invite here then, so it was purely a state-market synergy we had there in Basco (capital town). Within just three (3) months of consultations, our coordination outputs were simply enormous, the targets could overwhelm a single agency if it were left alone to implement them. But with many partners to achieve the goals, including modernizing the pier and acquiring a ship dedicated for Batanes alone (the islands were practically isolated from the ‘mainland’ Luzon), development goals are optimistically achievable.

Acquiring the experience I needed for my next task, Cagayan, I then moved to add inputs to a PDC core plan that was already begun then before I occupied my Tuguegarao office (capital town). Because there was a provincial manager-designate, and my post was just recently upped to deputy provincial manager, my first tasks were to travel to different towns and subtly convince the mayors and line agency partners at that level about the need for development coordination at the provincial level. That ‘massaging’ had to be done, because mayors were reportedly luke warm about the idea of a PDC.

After three (3) months on the job, my provincial manager was sadly sacked from duty, and so I had to take over as Acting Provincial Manager. Then did I do the convenor tasks at its core, with Governor Cortez role-playing PDC chair. Mr. Bagasao, provincial head of the Ministry of Local Governments (MLG), was co-convenor. There was no NEDA office at the provincial level, so the MHS-MLG-Governor’s Office served as lead implementers of the council. I myself prepared the agenda for all succeeding meetings.

It was quite tough a work there, I recall. Cagayan was quite large a territory to navigate, state officials and business groups too many to manage, but we did make headway in forming the active core. State officials could hardly see each other eye to eye at local levels, but there they were in the council, forging inter-agency linkages as semblances of ‘committee work’ of a gigantic cooperative. Sadly, the mayors were absentee, and this almost piqued me at some point to the extent that, warlord-like, I would challenge those pretentiously all-knowing absent mayors to some war games to show them I was serious in the job.

But again, like the Batanes narrative, the Cagayan experience was largely a state-market synergy, with nary a developmental NGO to invite. What we did then was to invite peasant and fisherfolk groups, which were largely enterprise-group types, but that was the best remedy then for the absence of NGOs there. (Contrast this to today’s Cagayan where dozens of developmental NGOs are in operation.) We set the rules of engagement, built interagency teams, ironed out convergences among state agencies’ plans, got inputs from the chamber of commerce and dealers’ groups, and then conceptualized new projects. Among those new projects during my watch was the industrial estate in Sta. Ana (today’s CEZA).

It was an altogether fulfilling experience for me then as a budding technocrat. I loved every bit of the job. Walls among state officials were broken down, cooperation gelled, new bold and ambitious projects were identified, existing ones were fast-tracked (irrigation, electrification, public works, enterprise finance, food sector development). It was beautiful!

Sadly, I had to leave that work, as I needed to go back to my schooling: to the University of the Philippines where I longed to take up my masters degree in sociology. I simply monitored the ensuing institutionalization efforts for the councils…till later, I heard about the constitution of municipal and barangay (village) development councils. That’s partnering at work, and mind you, it surely works if you put your heart and mind into it. It brightens up the world a bit.  

Erle Frayne D. Argonza

[Writ 04 May 2008, Quezon City, MetroManila]

Good afternoon! Food be with you! (Hmmm that’s to borrow from Christian’s ‘peace’ maxim…)

You may wonder how we stakeholders of development do our coordination here in the Philippines, and I’d say coordination is practically the same everywhere. It involves ‘partnering’, an unraveling of distrust and a sincere effort to cooperate and collaborate. Partnering eventually creates strong institutions, thus catalyzing development further.

I was just a 23-year old enterprise supervisor in the defunct Ministry of Human Settlements (MHS) in 1982, when news came out that development councils will be constituted at the regional level. It used to be part of partnering mechanisms at the regional level, with the National Economic Development Authority (NEDA) serving as secretariat, till it floundered and slept in the late 1970s.

When the regional development council or RDC woke up again, circa 1982, the MHS was already making waves in the development arena. This agency was eventually mandated to revive the council, in collaboration with the NEDA and all provincial governors. I remember then that the charismatic and management-savvy Governor Faustino Dy of Isabela was elected 1^st chair of the revived RDC, with Area Manager (regional director) Tito Osias of MHS serving as convenor.

Down the hierarchy of power and influence the provincial development councils or PDCs were also constituted. I had the luck then of representing the MHS to begin building the PDC core in Batanes, the same core being the members of the KKK Secretariat (KKK = Kilusang Kabuhayan at Kaunlaran or National Livelihood Movement, a major state funding program for enterprise) then emerging. My provincial and deputy bosses, who was almost always out of the region (their families were in Manila), mandated me to be the lead convenor for the core building of both bodies.

It was a fruitful work to begin with, the task in Batanes. State and business representatives were invited to comprise the core, down the mayor’s level. Civil society was weak here then, there were no developmental NGOs to invite here then, so it was purely a state-market synergy we had there in Basco (capital town). Within just three (3) months of consultations, our coordination outputs were simply enormous, the targets could overwhelm a single agency if it were left alone to implement them. But with many partners to achieve the goals, including modernizing the pier and acquiring a ship dedicated for Batanes alone (the islands were practically isolated from the ‘mainland’ Luzon), development goals are optimistically achievable.

Acquiring the experience I needed for my next task, Cagayan, I then moved to add inputs to a PDC core plan that was already begun then before I occupied my Tuguegarao office (capital town). Because there was a provincial manager-designate, and my post was just recently upped to deputy provincial manager, my first tasks were to travel to different towns and subtly convince the mayors and line agency partners at that level about the need for development coordination at the provincial level. That ‘massaging’ had to be done, because mayors were reportedly luke warm about the idea of a PDC.

After three (3) months on the job, my provincial manager was sadly sacked from duty, and so I had to take over as Acting Provincial Manager. Then did I do the convenor tasks at its core, with Governor Cortez role-playing PDC chair. Mr. Bagasao, provincial head of the Ministry of Local Governments (MLG), was co-convenor. There was no NEDA office at the provincial level, so the MHS-MLG-Governor’s Office served as lead implementers of the council. I myself prepared the agenda for all succeeding meetings.

It was quite tough a work there, I recall. Cagayan was quite large a territory to navigate, state officials and business groups too many to manage, but we did make headway in forming the active core. State officials could hardly see each other eye to eye at local levels, but there they were in the council, forging inter-agency linkages as semblances of ‘committee work’ of a gigantic cooperative. Sadly, the mayors were absentee, and this almost piqued me at some point to the extent that, warlord-like, I would challenge those pretentiously all-knowing absent mayors to some war games to show them I was serious in the job.

But again, like the Batanes narrative, the Cagayan experience was largely a state-market synergy, with nary a developmental NGO to invite. What we did then was to invite peasant and fisherfolk groups, which were largely enterprise-group types, but that was the best remedy then for the absence of NGOs there. (Contrast this to today’s Cagayan where dozens of developmental NGOs are in operation.) We set the rules of engagement, built interagency teams, ironed out convergences among state agencies’ plans, got inputs from the chamber of commerce and dealers’ groups, and then conceptualized new projects. Among those new projects during my watch was the industrial estate in Sta. Ana (today’s CEZA).

It was an altogether fulfilling experience for me then as a budding technocrat. I loved every bit of the job. Walls among state officials were broken down, cooperation gelled, new bold and ambitious projects were identified, existing ones were fast-tracked (irrigation, electrification, public works, enterprise finance, food sector development). It was beautiful!

Sadly, I had to leave that work, as I needed to go back to my schooling: to the University of the Philippines where I longed to take up my masters degree in sociology. I simply monitored the ensuing institutionalization efforts for the councils…till later, I heard about the constitution of municipal and barangay (village) development councils. That’s partnering at work, and mind you, it surely works if you put your heart and mind into it. It brightens up the world a bit.

Erle Frayne D. Argonza

[Writ 12 April 2008, Quezon City, MetroManila. The author was former community development assistant at the Ministry of Human Settlements, Region II, in early 1981.]

If Bob Marley were alive today and visited Mayoyao in Ifugao, Cordillera region, he might achieve euphoria even without having to smoke pot. And his cause for Dionysiac wonderment would be: a fishpond atop a mountain. And he’d declare wide-eyed, with nary a 2^nd thought, that “the Ifugaos are a free people! Hail Ifugaos!”

Free indeed is this sturdy ethnicity of highlanders, who used to be ferocious head-hunters and were dreaded by the Americans. They have since become tame, no longer do head-hunting, and have instead hunted for tons of bright ideas to multiply their survival chances up in the boondocks.

I was then a newly hired program staff for the Ministry of Human Settlements’ Regional Liaison Office in Region II or RLO-2. We covered the whole of Cagayan Valley and the Cordillera provinces of Ifugao, Kalinga and Apayao. As soon as I had a couple of days of briefing as a new staff, I immediately buzzed off for field work to monitor our community services at the town levels where we have deployed community organizers who were dubbed the HSOs (Human Settlements Officers).

Over 250 kilometeres south of Tuguegarao, the location of our liaison office (we were an adjunct of the central office in the region), was Ifugao which had to be traversed via Nueva Vizcaya. Armed with my monitoring sheets, itinerary, cassette recorder with The Police and Sex Pistols playing, and an escort of truly-armed Philippine Constabulary (our regional supervisor was Gen. Olivas of PC Region II), I visited couples of HSOs in Vizcaya for a day first, after which I proceeded to Mayoyao.

Well, the road to Ifugao was narrow, winding and gravel-rough, and only single-lane. And down below was crevice, hard rock, or some cursed dangerous vertical wall that King Kong would hate to scale. And my balls (excuse me) quickly moved from down loin up to past my head, as the goose bumps overwhelmed my being till we reached Mayoyao 40 kilometers from Banawe.

The recompense for the rough and hazardous ride was the beautiful scenery, so grand and beautiful beyond words. The best-looking rice terraces are found here, not in Banawe that is merely the entry point. And, without doubt, the fish pond built atop a mountain whose peak was leveled for the purpose.  

How many places on Earth could one find fishponds that are not only impossible to build but also costly? And this one was built from concrete. Rectangular in shape, around it was classy cobble-like stone and cement aisle. Below is the pond, around two (2) meters deep, with the fingerlings just seeded. Covering around one (1) hectare in size or so, it was actually more of an experimental prototype, though the town residents thought of producing at commercial levels. Tilapia was the experimental species, to recall.

The Cordillerans are truly a wonderful people in terms of innovativeness in thriving. They’ve already chiseled out the mountains into productive rice lands. Now they followed through with fish farming, and of all places, atop a mountain.

The project, installed by cooperating agencies (mayor’s office, MHS, Bureau of Fisheries & Aquatic Resources or BFAR), was a success for the duration of my stay then in the MHS (I stayed till 1983). And there were no reputable enterprise financing programs for these types then. They funded it themselves, via local funds and private donors.

So for those who are interested to know the success story, please visit Mayoyao in Ifugao. Enjoy the ride up there. For relaxation, you can choose between bottles of gin or local rice wine (tapoy). And better quaff them, because whether hot or cold days, it is always cold up there. Ride the wave of the moment!

Bro. Erle Frayne D. Argonza

[Writ 12 April 2008, Quezon City, MetroManila. The author was former community development assistant at the Ministry of Human Settlements, Region II, in early 1981.]

If Bob Marley were alive today and visited Mayoyao in Ifugao, Cordillera region, he might achieve euphoria even without having to smoke pot. And his cause for Dionysiac wonderment would be: a fishpond atop a mountain. And he’d declare wide-eyed, with nary a 2^nd thought, that “the Ifugaos are a free people! Hail Ifugaos!”

Free indeed is this sturdy ethnicity of highlanders, who used to be ferocious head-hunters and were dreaded by the Americans. They have since become tame, no longer do head-hunting, and have instead hunted for tons of bright ideas to multiply their survival chances up in the boondocks.

I was then a newly hired program staff for the Ministry of Human Settlements’ Regional Liaison Office in Region II or RLO-2. We covered the whole of Cagayan Valley and the Cordillera provinces of Ifugao, Kalinga and Apayao. As soon as I had a couple of days of briefing as a new staff, I immediately buzzed off for field work to monitor our community services at the town levels where we have deployed community organizers who were dubbed the HSOs (Human Settlements Officers).

Over 250 kilometeres south of Tuguegarao, the location of our liaison office (we were an adjunct of the central office in the region), was Ifugao which had to be traversed via Nueva Vizcaya. Armed with my monitoring sheets, itinerary, cassette recorder with The Police and Sex Pistols playing, and an escort of truly-armed Philippine Constabulary (our regional supervisor was Gen. Olivas of PC Region II), I visited couples of HSOs in Vizcaya for a day first, after which I proceeded to Mayoyao.

Well, the road to Ifugao was narrow, winding and gravel-rough, and only single-lane. And down below was crevice, hard rock, or some cursed dangerous vertical wall that King Kong would hate to scale. And my balls (excuse me) quickly moved from down loin up to past my head, as the goose bumps overwhelmed my being till we reached Mayoyao 40 kilometers from Banawe.

The recompense for the rough and hazardous ride was the beautiful scenery, so grand and beautiful beyond words. The best-looking rice terraces are found here, not in Banawe that is merely the entry point. And, without doubt, the fish pond built atop a mountain whose peak was leveled for the purpose.  

How many places on Earth could one find fishponds that are not only impossible to build but also costly? And this one was built from concrete. Rectangular in shape, around it was classy cobble-like stone and cement aisle. Below is the pond, around two (2) meters deep, with the fingerlings just seeded. Covering around one (1) hectare in size or so, it was actually more of an experimental prototype, though the town residents thought of producing at commercial levels. Tilapia was the experimental species, to recall.

The Cordillerans are truly a wonderful people in terms of innovativeness in thriving. They’ve already chiseled out the mountains into productive rice lands. Now they followed through with fish farming, and of all places, atop a mountain.

The project, installed by cooperating agencies (mayor’s office, MHS, Bureau of Fisheries & Aquatic Resources or BFAR), was a success for the duration of my stay then in the MHS (I stayed till 1983). And there were no reputable enterprise financing programs for these types then. They funded it themselves, via local funds and private donors.

So for those who are interested to know the success story, please visit Mayoyao in Ifugao. Enjoy the ride up there. For relaxation, you can choose between bottles of gin or local rice wine (tapoy). And better quaff them, because whether hot or cold days, it is always cold up there. Ride the wave of the moment! 

Bro. Erle Frayne D. Argonza

[Writ 09 April 2008, Quezon City, MetroManila. The author was former convenor, provincial development council of Cagayan, in late 82 till early 83.]

Imagine yourselves as young development planners, managers and implementers, all dreaming of waking up a sleeping province, vastly rich in resources but poor. Representing diverse agencies of state, bonded together by the shared sense of vision and duty, you find yourself confronting a population and a culture that didn’t share your enthusiasm for ambitious projects.

Such was my situation in the early 1980s in Cagayan, Luzon island’s northeastern most province. Already a deputy provincial manater for the Ministry of Human Settlements), at so young an age, I was convenor of the provincial development council there, and so it was my duty to prepare the agenda and call on the participants.

Fresh from my successful stints of handling enterprise development (with micro-finance) and community development, in no time at all did I rise to managerial post and help oversee development for an entire province. I had the luck then of co-partnering with other state officials, both local and national, who were very intelligent, competent, and visionary-type. Being like-minded, we were so happy being together in interagency bodies, and this wonderful social ecology facilitated our production of radical ideas to catapult the status of this province from the backwoods to the center of an emerging global economy.

 This was the time when our collective efforts accelerated the installation of electricity, irrigation facilities, water utilities, telephone, new piers and infrastructures, massive financing support for diverse enterprises, and more. All of these were covered by development plans and the master plan for Cagayan.

Within the aegis of such development visions, plans and implementations did we envision a gigantic industrial estate and international trading facility for the pathetically rural province. On my side, I had the privilege of presenting key ideas and consolidating some feedbacks and recommendations from other stakeholders, notably the provincial-level officials and the mayors’ offices.

Each of the interagency groups had their own assignments, and forwarded the results to the Office of the President then, thru the NACIAD and its arm for Cagayan, the CIADP. The Governor’s Office also had its consolidation works, which it likewise forward directly to the presidential palace. Wading through all those committee networks was itself tough, and tougher was it to go through all the outputs and coming out with a final, consolidated plan.

Sensing that my tour-of-duty for Cagayan will be brief, I used the opportunity to refine the framework and rationale for an industrial estate cum trade facility. We then agreed to call it the ‘Port Irene Project’ for simplification, Port Irene being the backward pier in the reclusive town of Sta. Ana. The ideas arising from these were then presented to the mayors and local-level stakeholders who, like some enthused movie viewers, simply stared at me with stony faces during the session meetings at the famed Kamaranan Hall.

I likewise explained to the stakeholders that, for a rural provinces development to be sound at all, no polluting light or heavy industries will ever be established in any town, save for Sta. Ana where such industries will be concentrated. Only cottage industries will be allowed per town.

No matter how energetic were my elucidations then, I only got stony faces. Anyway, our efforts eventually paid, as the project was put into final plan format (mid-80s), enabled with legislation (new Congress), and implemented. I had already moved on to other development concerns since I left Cagayan in late 83, even became a social scientist and professor, but my level of elation and sense of accomplishment over our ambitious deeds then remains till these days.

It pays to dream and envision big visions that are seemingly hard to take off. This I can personally put so much words to substantiate, based on experiences worth narrating to one and all.