The aim and objectives of CODE-NGO’s work for the period based on the CODE-NGO Strategic Plan 2018-2022 and Balanced Scorecard (BSC, a business framework that helps the network design, manage, and track its strategies. It provides a “balanced” view of performance. At CODE-NGO, we look at performance from four perspectives: Stakeholders, Internal Processes, Financial, and Learning and Growth. In our BSC, the CODE-NGO Board, Member Networks, and Secretariat have their roles and responsibility.

1. Public policies, programs, and projects were adapted and implemented as a result of our advocacy. As the Secretariat of the Non- Government Steering Committee of the Philippine Open Government Partnership (OGP), we ensured that the 5th National Action Plan 2020-2022 was a co-creation of government and non-government stakeholders. The Digital Information for Monitoring and Evaluation (DIME) program of the Department of Budget and Management accepted our recommendation to include participatory mechanisms for open contracting information in the DIME portal. Through the advocacy work of our Center for Humanitarian Learning and Innovation (CHLI), the Cooperative Development Authority now requires all registered cooperatives to have their business continuity plans in place.
   On Sept. 21, 2020, we filed the 36th petition to the Supreme Court questioning the Constitutionality of several draconian provisions of Republic Act 11479 or the Anti-Terrorism Law (ATL). Our co-petitioners are national networks of humanitarian, development, and faith-based organizations – Philippine Misereor Partnership Inc. (PMPI), Disaster Risk Reduction Network Philippines (DRRNet PH), and the National Secretariat for Social Action/Caritas Philippines. The Board approved three position statements on the following emerging issues:

• COVID-19 Response
  Together with advocates of transparency and accountability, CODE-NGO called for the prudent utilization of national and local public funds to address the pandemic, with focus on providing safety nets for the most vulnerable.
• Anti-Terrorism Law
  CODE-NGO called for peace and protection of the civil society sector as the local organizations working on humanitarian, development, and disaster risk reduction and management in vulnerable communities are vulnerable due to the Anti-Terrorism Law.
• Press Freedom and the Closure of ABS-CBN
  Freedom of the press belongs not to the media but to the people. It is a freedom needed in the service of the people’s right to know. CODE-NGO spoke against the government’s attempt to silence the media, and joined the statement of unity led by the Philippine Center for Investigative Journalism.

2. Advocacy influences of our member networks (MNs) in recent years till 2020 were: inclusion of cooperatives in different legislations like the Bangko sa Baryo Bill and Bayanihan Heal as One/Recover as One Acts (NATCCO); COVID-19 emergency assistance on water, sanitation, and hygiene for conflict-affected communities in Mindanao and the iWash Handwashing Facility campaign (PBSP); initiatives of the Wellbeing Cluster in Cebu and Bohol (CENVISNET); NGO Transparency Initiative (AF); citizen monitoring of local government unit projects using DevLive platform (PHILDHRRA); engagement with the Governance Hub in Bicol (CBD); participatory local governance in Benguet and Mt. Province (CORDNET); CSO participation in the revision of the DRRM Law (PHILSSA – AKMMA); continuing advocacy efforts related to the Bangsamoro Autonomous Region in Muslim Mindanao (MINCODE); creation of a social protection coalition in Eastern Visayas (EVNET); strengthening systems for youth development in Lanao del Sur (PBSP); and protection of children’s rights against extra judicial killings (NCSD), among others.

3. The 10 Regional DRRM Coordination Hubs were immediately activated. Weekly hub exchanges covered COVID-19 needs assessment and response updates, good practices, lessons, and resources; community surveys and results; and government programs. Learning from these hub meetings, we organized webinars and shared resources on online learning facilitation, digital safety, requirements of the Securities and Exchange Commission and the Bureau of Internal Revenue, good governance practices under the new normal.

4. There were more synergies among our MNs this year. There is ongoing local convergence in the municipal LGU of Arteche, Eastern Samar, in Cebu and Bohol provinces, Davao, Quezon City and Antipolo. They also collaborated to raise resources for COVID-19 response in communities by aggregating food packs of vegetables, dried fish, and rice from cooperatives; to distribute the food packs; and to train cooperatives on Business Continuity Planning.

5. Nine new partnerships were forged for the legal protection of CSOs, our advocacy on Freedom of Information (FOI), and CHLI. Foremost in this list is TrustLaw, Thomas Reuter Foundation’s global pro bono legal program. Other national partners are: PMPI, DRRNet PH, Initiatives for Dialogue and Empowerment through Alternative Legal Services, and Philippine Center for Investigative Journalism. CHLI established partnerships with two large networks of cooperatives, namely, the Model Cooperative Network in Davao City, and Union of Enterprising Cooperatives in Region 4, as well as with the Department of Social Welfare and Development and Aboitiz Foundation.

6. We raised Php17M total income out of an adjusted Php20M target. The economic effects of the pandemic did not spare investment performance, which adversely affected our budget projection requirements. Monthly financial statements from fund managers were reviewed regularly, which allowed for timely action on investment maturities and placements. We consistently monitored the judicious use of our resources and calibrated spending among all programs and budget. Based on results of financial performance as of Dec 31, 2020, we have achieved the following ratios:

Before the year ended, the Board approved the Commission on Institution and Capacity Building’s (CICB) guidelines on use of earnings from the Peace and Equity Foundation long-term support.

7. Amidst the losses during the pandemic, we had some innovation during the year. For example, as part of the Philippine OGP till 2022, we were able to convene the business sector and raised their awareness on the OGP. The CHLI brokered the creation of Kaya Curate pages for two partner organizations, and sustained increase in the number of organizations and individuals using Kaya in the country. Five MNs trained on Digital Information for Monitoring and Evaluation (DBM), Open Contracting (PhilGEPS), and Data Visualization and used those to monitor infrastructure projects.

8. We immediately responded to MNs’ needs and concerns by extending financial support for their core operations, sustainability activities, COVID-19 response, staff salaries or support to their families, Zoom annual subscription, internet subsidy, and communication allowance. We also adjusted the Capacity Development plan to address their needs. The Commission on Internal Reform Initiatives (CIRI) revised its campaign plan for good governance of MNs. The revised plan implementation, spearheaded by CIRI members, focused on monitoring MNs’ compliance on good governance, providing technical assistance to MNs not yet certified by the Philippine Council of NGO Certification, and developing a Membership Monitoring System for each MN.

9. Beginning in March, Board meetings were organized monthly to keep each other abreast of local and national situations. A quick survey on MNs’ perceived threats, challenges, and opportunities was done. Various national and international papers/ studies were reviewed, including the government’s Anticipatory and Forward Planning. All of the above informed our reprioritized plans for the second half of the year. Safety protocols and work-from-home arrangement policies and guidelines were developed and reiterated to the staff. Weekly staff meetings as kamustahan sessions were used to air and address personal, family, and work concerns and to provide a familiar environment of happy friendships during the community quarantines. We accessed government’s social benefits for employees and provided other ways and means to help the staff cope with the situation physically, emotionally, and financially.