Kalumaran report on the Leadership training implemented based on the three aspects as follows:
Achievements
a. Localized the CPA Training Module with focus on the following:
Adoption of more indigenous references, imagery/symbols, and methodologies
Establishing the local context, ensuring translation that is both accurate and sensitive to literacy levels and cultures
Ensuring that contents result to tangible benefits for the organizations (e.g. LT to lead to drafting of Constitutions & By-Laws, formulation of Vision-Mission-Goals, and General Program of Action)
Logical sequencing of topics such that they are more cohesive and relationship from one to another is understood
b. Conducted Instructors’ Meetings
For leveling off on the module and methodologies
For establishing the first set of trainers at the Kalumaran level
For assessment and improvement on the content and methodologies
c. Conducted 2 Trainers Trainings attended by 15 and 20 trainees respectively
Collected participants profile for training needs analysis (educational background, age, experience, etc)
2 underrepresented regions in the first training were covered by second training of trainers
Lessons Learned
a. Preparations for the LT
• Time for localization of module and preparation by instructors is critically needed to ensure a successful training program; instructors’ meetings and “dry run” session is recommended
• CPA’s help in module and instructors’ development
b. Actual conduct
• Creative, participatory, indigenous--- these are description of methods that are found effective in the LT
• Research (for example on local, legendary indigenous leaders) is important in module development to provide relevant references for trainers
• On visual aids--- indigenous, portable, not technology-dependent
• Nightly assessment of training proved helpful in providing speakers with immediate critique on approaches and on the contents
• Group dynamics kept energy levels high throughout the training
• Overall, the specific objectives for Kalumaran have been met; the training also proved to be an initial organizational diagnosis of Kalumaran member organizations
c. Exchange Program
• Inter-peoples exchange is a critical component of solidarity building, broadening of perspectives, and learning of other grassroots-based techniques in organizing and advocacy
• Leveling off on objectives and programs needed for guidance and to maximize the learning experiences
Challenges Faced
Ongoing threats to indigenous leaders and organizations in Mindanao in the light of the Oplan Bantay Laya (military operational plan of repression of progressive organizations in the Philippines)
Effectively of the Human Security Act of 2007 after the May elections (anti-terrorism bill)
Lack of certainty in securing funding for LT continuity in Mindanao
Need for at least one full time staff to make continuity effective
Need for a system of follow up on LTS Alumni (trainers) and their continuing formation, feedback in local application; creation of regional indigenous education officers’ pool and a regional indigenous speakers’ pool
Specific Experience in the field:
Women’s participation
− Total number of Women participated in the training:
1st training – 3 participants and 4 facilitators
2nd – 7 participants and 4 facilitators
− 1/3 of the total person were women, reflective of the reality that women are a still a minority in elected leadership positions at the regional, provincial and municipal organization levels. Yet, women are essential to managing the organizations, and tend to work in ways which are not always ‘visible.’ Usually, their roles in traditional positions of leadership are limited to health and education.
− Usually, in organizations in the community, women are not vocal in sharing their ideas in a large mixed-gender group. But if they are ’empowered’, they actively and vocally participate in leadership roles.
− In our experience, women actively participate in the LTS if they have a relatively higher level of formal education, they are conscious of human rights and gender issues through participation in alternative education, and when they are recognized and respected as traditional leaders in the community.
Recommendation:
1. Minimum: To integrate in the module the particular role of women in leadership
2. Maximum: there is a separate training for women to address their particular needs.
Dealing with the Authorities
- we have experience of local government officials participating in the LTS as they are also members of peoples organizations; so far our relations have been fine with the authorities since trainings have been held in larger urban centers
- Based on past experience of conducting community activities, a courtesy call with the local government official thru the peoples organization has been held, so as to develop sense of ownership of the training by the PO, and avoid any possible negative impression of an outside group conducting activities in the community.
- Courtesy calls to the local government informing them of the trainings in the community can strengthen the relations between the local peoples organization and the local government. The barangay captain can sometimes also be part of the program, and the municipal level officials may also donate rice or other things for the training
Security
- If the PO is well-established in a community then most likely training will be held in the community if not then the training will be conducted outside the community (e.g. Butuan Training).
- Generally, we never inform the military if we conduct trainings in the community.
- It is a regular practice that the host organization for the training will provide security for the whole duration of LT through a security committee.
- Local officials can also be tapped in asserting the legitimacy of the organization and civilian nature of the activity if the military should question it.
- Maximizing the prestige of IWGIA and AIPP as international organizations that may provide added security.
- Some of our instructors face threat from the military and paramilitary. This can affect the availability of the trainers for the training or the training will be suspended or postponed due to harassment of the community (e.g. Balit).
Logistic in organizing/traveling
- In Mindanao, there is difficulty in terms of communication between communities and the urban centers, distance of communities and terrain, transportation, availability of participants, and unforeseen situations like flashfloods, landslide and militarization.
- We must be conscious of the traditional calendar/practices when planning trainings. (Planting-harvesting cycle, rituals, community affairs.)
- While resources can be tapped locally. organizing trainings in the community involves a lot of time and financial resources due to communication and transportation challenges.
Materials
- portable, not technology dependent, tap locally available materials
Dealing with traditional leaders
- We have had no problem thus far regarding traditional leaders’ participation. The module discusses traditional and modern leadership and opens the discussion to the relation between the two, and we also have our consultation and coordination with the traditional leaders for the trainings.
- There is still a need for a further study on the relations between the traditional and modern leadership.
What to do to ensure the continuity of the training?
- Commitment of the organizations and local trainors is principal from which will flow the local counterpart of the organizations and determination to pursue it.
- Absolute minimum, we need fulltime staff to monitor, administer and to follow-up trainees, do leg working among the local and regional organizations to ensure their commitment.
- KALUMARAN as Mindanao-wide federation must devise a means to continue the trainings regardless of external factors.
