WOPD Guindulman is a non-stock, non-profit and voluntary member-based federation of rural women in Guindulman, Candijay and Duero, Bohol, Philippines. It has 19 rural women member local organizations with 564 regular members. Organized, registered and accredited to the Government. Envisioned a strong and independent (self-managing and self-sustaining) federation. The general assembly is the law making body and can only amend the constitution and by-laws of the federation. The members of the Board of Directors and the staff are responsible and ensure the proper implementation of the planned activities. The rural women members were given women's orientation and capability building trainings. They lack skills in self-employment projects to generate income and eventually become self-reliant. The members are the rural women farmers and fishers who belong to the low income earner of the community because they are not the owner of their product (no price control to their own product) and they have no access to the market.

The Women’s Organisation for Progress and Development of Guindulman Inc. (WOPD) is a non-stock, non profit and voluntary member-based federation of women in Guindulman Bohol. It was established in January 2000 as an offshoot of the strategic gender planning. It is a federation of rural women organisations and presently it is composed of 17 member women organisations (on Barangay level) with a total of 500 members. WOPD has a partnership with ZijActief Noord- en Zuid-Holland. WOPD is working towards its "vision 2010" meaning to become a strong and independent (self-managing and self-sustaining) member-based federation of local women organizations in Guindulman. However WOPD is striving to be independent, the organisation still needs assistance to realise all the organisation plans. The general objective of the proposed project is to upgrade the services of WOPD through assessments and evaluations of all income generating projects, capability building activities, all local organisations and the members itself.

The Women’s Organisation for Progress and Development of Guinduilman (WOPD) has introduced a proposal for continuing the first phase of a project started in 2007. Moving towards its vision 2010 is the guiding tool of WOPD. Vision 2010 means “Strong and independent (self-managing and self-sustaining) member-based federation of local women organisations in Guindulman. WOPD aims to be an active and assertive voluntary organisation, in which the members are committed to achieve common goals i.e. progress and development of Guindulman rural populations, especially women. It will consolidate or even grow by 2010.” The general objective of the submitted project is to continue the services of WOPD through income generating projects, fund raising and capability building training to further strengthen the organisation towards self management .

General objective: To consolidate the services of WOPD through income generating projects, fund raising and capability trainings to strengthen the organization towards self management. Specific objectives: 1. To equip the WOPD BOD and the LO with necessary knowledge and skills through ongoing education. 2. To upgrade the documentation skills of the board secretary and treasurer through computer training. 3. To equip the staff with specific knowledge to be used for the ongoing hands on to the officers and members of the board and LO 4. To own an income generating project specifically the eatery which is presently managed by the WOPD. 5. To organise a workshop for the board and staff on :How to give attention to emancipation issues like violence against women and children; Equipping the board over public speaking and English speaking; Advocacy and lobbying for the staff and board; to learn how to be a cooperative including principles and strategy of organizing. 6. To make a financial planning with German Technical Cooperation (GTZ) for implementation of water tanks, and ecological sanitation and rainwater harvesting irrigation. 7. To make an annual special edition of the newsletter for the external communication with the GOs, NGOs and other POs

With the 7 center-based trainings that focused on the capacity building of the WOPD board and the 4 area-based trainings lined up/planned for this year, it is expected that all the basic skills needed by the board of WOPD to increase and strengthened their capacities will be provided and implemented so that the WOPD can independently stand to manage their own affairs. A comprehensive evaluation shall be conducted at the end of the project term together with the representative of Agriterra in order to gauge the impact of the project to the board of WOPD and to its member organizations. Specific activities: 1. To conduct seven (7) management trainings for WOPD board and officers of the organization with in 1 year period 2. To conduct four ( 4 ) area based organizational trainings to ten (10) member organizations of WOPD 3. To implement income generating project (IGP's)/livelihood projects such as backyard gardening, hog production, mongo production and other appropriate agricultural productions for 10 local organizations 4. To construct a building for the Eatery project or other income generating project for the federation 5. To hire additional fulltime organizer that shall focus the activities in the area and trained the members of the board of WOPD in organizing and monitoring its member organizations

Het project is voortgekomen uit een gezamenlijke Zij Actief (N. Holland) Agriterra missie. Bocap een NGO die de federatie van vrouwen al jarenlang ondersteund met financieele assistentie van o.a. Cordaid en ook Zij Actief is reeds jarenlang partner van Zij Actief Noord en Zuid Holland. Op initiatief van Agriterra is een gezamenlijke missie uitgestuurd met als doel te analyseren hoe de verhouding tussen de NGO Bocap en de federatie Forward te professionaliseren en machtverhoudingen te veranderen in het voordeel van de Federatie. Een eerder voorstel, ingediend door Bocap is afgekeurd met name omdat de rol en verhouding tussen dienstverlener en uiteindelijke beneficiary ongelijk was en de uiteindelijke meerwaarde van Bocap voor de federatie te onduidelijk. Ook was de verhouding tussen investering en uiteindellijk aantal beneficiaries onacceptabel. Het huidige voorstel van 1 jaar is een overbruggingsfase waarin de transitie van Bocap als leidende organisatie en Forward als ontvangende organisatie moet worden omgekeerd. Na een jaar wil Agriterra / Zij Actief Forward als volwaardige partner zien die, op verzoek assistentie en dienstverlening via Bocap kunnen vragen/inhuren. De nu ingezette prograamas op het gebied van training, inkomsten generende activiteiten en kredietvoorziening zouden na het transitiejaar dus door Forward gemanaged moeten worden. Capaciteitsversterking van Forward staf en bestuur om projecten efficient uit te voeren en financieel/administratief goed te verantwoorden is dus een noodzaak. Ook zal Forward in komend jaar een strategisch plan moeten uitwerken om toekomstige dienstverlening richting leden zelfstandig vorm te geven (eventueel met ingehuurde assistentie van Bocap). De relatie tussen Bocap en Zij actief zal ook moeten ontwikkelen naar een relatie tussen zij Actief en de vrouwenfederatie Forward. Forward kent nog een zwakke structuur en organisatiegraad. in totaal zijn er 300 vrouwen aangesloten bij de verschillende lokale vrouwengroepen verenigd in FORWARD. het project past, met name door het partnershap met Zij Actief, in het geformuleerde AgriFem programma. Zij Actief is nauw betrokken bij de tot stand koming van het huidige voorstel en de geinitieerde verandering van verhoudingen tussen Bocap en Forward. The project aims at continuing the process of strengthening the women´s federation Forward by strengthening their organisational structure, improving management capacities of staff and representatives (Board members) and establishing a structure able to provide services towards members. Main programmes implemented do focus on: enabling women to initiate and manage (off-farm) income generating activities, gender equality and empowerment of women, promotion of sustainable agriculture, provision of credit facilities. Bocap is responsible for delivery of training and consultancy services and will in the 1 year transition phase also be responsible for the project administration and management. During the transition fase a Management Team existing out of 7 Bocap and 8 Forward representatives will provide overall direction, guiding and formulate policies related to the project.