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What were the challenges encountered in terms of of each thematic areas?

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What were the challenges encountered in terms of of each thematic areas?

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What are the best practices (what strategies or mechanisms were employed to address the challenges identified in the first question)?

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What are the best practices (what strategies or mechanisms were employed to address the challenges identified in the first question)?

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Best Practices: Capacity-building workshops on procurement and finance; establishing transparent financial reporting and competitive procurement processes.

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Recommendations: Regular financial literacy training for community volunteers and implement suppliers conference.

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Challenges: Community members sometimes feel disengaged due to historical mistrust in government projects, or they may lack awareness about their role in KALAHI-CIDSS. Remote areas pose logistical issues, limiting participation.

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Challenges: Achieving a comprehensive understanding of barangay needs can be difficult, as community members may lack training in data collection or analysis. Prioritization conflicts can arise.

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Allocation of O&M budget at the barangay Annual Investment Plan (AIP)

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1. difficulty to convene urban communities due to its economic pattern which is typically busier than the rural communities thus, participation rate is lower than standards.

2. less recognition of IP Political structure leads to less participation among IP communities (usual practice is recognizing IPMR which belongs to bureaucratic structure and just a representation in the political system)

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MOA between DSWD and registering bodies 

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MOA between DSWD and registering bodies 

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Area for Consideration: Forging of MOA between DSWD Central Office and registering bodies such as SEC, DOLE, CDA; main purpose is to waive the fees for registration of Operation and Maintenance Groups and provision of technical assistance to covered Municipalities, Cities in registration and accreditation of the groups.

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Best Practices: Conduct of Early Procurement Activities (EPA) upon approval of the RFR documents by the RPMO Engineering and Procurement Sector. Leads to timely delivery of goods and completion of sub-projects.

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1. close coordination with BLGU, Pantawind Staff, Parent Leaders and CVs in mobilizing communities for a better participation.

2. partner the Tribal council/Elders in mobilizing IP communities

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Encouraged LGU for the adoption and establishment of CDD process mainstreamed across LGUs project implementations

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Challenges: The delay issuance of Certifications (CP/CNO) due to late conduct of validation activities. We understand that the NCIP do not have enough staffing per province but since this is part of the implementation requirements prior to the start of construction phase, the essence of securing such certification somehow has been defeated especially now that the subprojects are already completed.

Another, is the unexpected fees set by the NCIP (their prepared WFP) in line with the validation activity which were not included in the planned budget of the areas.

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Formulation of CDD Ordinance and/or Resolutions adopting CDD Elements into the Local Development Planning and Budgeting System of the Local Government Unit.

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Setting the foundation through community organizing with ample time for social preparation to ensure inclusion and high participation rate

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Most of the LGUs have already passed Municipal Ordinances for their own implementation and adoption of key CDD mechanisms. 

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Most of the LGUs have already passed Municipal Ordinances for their own implementation and adoption of key CDD mechanisms. 

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Likewise, last Tuesday during the FO 8 SDC Meeting, the Committee passed a Resolution for Endorsement to RDC Full Membership Meeting next month for all LGUs of region 8 to pass Municipal Ordinances for the CDD Institutionalization. fyi

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Tell us what's on your mind, and we will do our best to answer your questions or provide clarification.

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Development of O&M Plans and establishment of dedicated O&M groups within the community.

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Limited technical capacity of Community Empowerment Facilitator (newly hired) without experience/comprehensive understanding of what community development somehow affects quality facilitation of Participatory Situational Analysis that led to poor planning

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Area for Consideration: Forging of MOA between DSWD Central Office and registering bodies such as SEC, DOLE, CDA; main purpose is to waive the fees for registration of Operation and Maintenance Groups and provision of technical assistance to covered Municipalities, Cities in registration and accreditation of the groups.

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One time release of grant budget amounting to 2.5M and below to fund proposed intervention of the barangay.

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Challenges: The delay issuance of Certifications (CP/CNO) due to late conduct of validation activities. We understand that the NCIP do not have enough staffing per province but since this is part of the implementation requirements prior to the start of construction phase, the essence of securing such certification somehow has been defeated especially now that the subprojects are already completed.

Another, is the unexpected fees set by the NCIP (their prepared WFP) in line with the validation activity which were not included in the planned budget of the areas.

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Conduct Forum with MASSO, MENRO/PENRO/CENRO AND ROD for the procedure in the transfer and Annotation of Safeguard Documents, since sa mga barangays natin most of the lot documents donated at binili ay hindi pa properly transferred

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Creation and establishment of QR Codes for the ESMR, CNC and ANNOTATION para mas madali ma check and documents

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One of the best practices is that every ACT should secure files through drive files per ACT and must transmitted to the MCT and RPMO Level para mabilis ang data retrieval (good sample to sight is TEAM SOUTHERN LEYTE, yan ang good practices na ginagawa ni Sir Joem) Whatever happens sa ACT/MCT and docs due to weather condition, may secured copy files tayo. Isa din kasi sa mga dahilan walang proper turn over, kaya ang sumasalo na AC it takes time to retrieve all data.

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1. Some stakeholders, especially in remote and marginalized areas, may have insufficient knowledge of the program's objectives, processes, and benefits. This often results in low participation and misaligned expectations.

2. Local Government Units (LGUs), community volunteers (CVs), and other stakeholders may have varying priorities, which can lead to delays in project approval, resource allocation, or implementation.

3. Some stakeholders may resist community-driven development (CDD) approaches due to traditional hierarchies or hesitation to adopt new processes that empower marginalized groups.

4. Engaging stakeholders in geographically isolated and disadvantaged areas (GIDAs) can be difficult due to poor infrastructure, limited transportation, and communication barriers.

5. Sustained engagement from stakeholders, such as CVs and barangay officials, may waver due to competing demands, lack of incentives, or volunteer fatigue.

6. Limited resources, technical skills, and training among stakeholders can hinder active participation and delay project implementation.

7. Political dynamics, such as local leaders prioritizing personal interests or politicizing program implementation, can create conflicts or reduce trust in the program.

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1. Conduct regular program orientations and training sessions for stakeholders, including LGUs, CVs, and community members, to increase understanding and buy-in.

2. Encourage the active involvement of marginalized groups, such as women, indigenous peoples, and persons with disabilities, through targeted outreach and representation in committees.

3. Use participatory tools like Participatory Situational Analysis (PSA) and Barangay Assembly Discussions to involve all sectors in decision-making.

4. Establish accessible and transparent communication mechanisms, such as community boards, SMS updates, and social media platforms, to disseminate information and collect feedback.

5. Schedule periodic consultations with stakeholders to align priorities, address concerns, and foster a sense of ownership.

6. Involve LGUs early in the process to strengthen partnerships and clarify their roles.

7. Implement grievance redress systems to address disputes and concerns in a timely and fair manner. Facilitate dialogues to resolve conflicts among stakeholders and build trust.

8. Ensure that LGUs are actively involved in program planning and implementation to align priorities and secure resources.

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1. Conduct sustained information dissemination through barangay assemblies, local radio programs, and IEC (Information, Education, Communication) materials to deepen stakeholder understanding of KALAHI-CIDSS.

2. Integrate stakeholder engagement into LGU plans and budgets to ensure continuous support and resource allocation.

3. Provide consistent capacity-building programs and psychosocial support for volunteers to reduce burnout and enhance their skills. Allocate funds to provide minimal allowances or transportation support for volunteers.

4. Encourage stakeholders to participate in monitoring and evaluation activities to enhance transparency and accountability.

5. Transition successful CDD practices into local governance systems to ensure long-term sustainability beyond the program lifecycle.

6. Develop specific strategies for engaging geographically isolated communities, such as deploying mobile teams and using alternative communication methods.

7. Advocate for program neutrality by emphasizing the program's objectives and focusing on collective benefits rather than political agendas. Engage civil society groups to monitor and safeguard against political biases.

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POST EVALUATION. Digital Certificate of Participation will be sent automatically into your email address upon accomplishing.

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POST EVALUATION. Digital Certificate of Participation will be sent automatically into your email address upon accomplishing.