® OBB OCOFS©& SoH e.ACKNOWLEDGMENTS ymment (LGU) and the Brotherhood fishes fo acknowledge the following ved the way for ihe implementation of CBMS/FBI Ex MOG LAP in Pasay City | UN Habitat United Nation Development Programme (UNDP) ‘Commission on Population ~ National Capital Region (POPCOM-NCR) Pasay Gily Adminstrator’ Office Pasay City Planning and Development Office MIMAP-CBMS Network Coordinating Team Department of Interior and Local Government (DILG) Goshen Mult-Purpose Cooperative ‘Yahad Consumer and Crecit Cooperative Barangay 193,186,179,184,201 igang mga Barangay In the course of researching and preparing this report, the writers have become obliged to a large group of indivluals forthe inspirations, assistance, ‘encouragement, and moral support to this endeavor. ‘ty. Wenoeslao B. Trinidad Ms. Lowie C. Rosales ‘ity Mayor, Pasay Cy County Coorinaar, UN Haba Ally. Emestina B. Caria Mr, Jaime Antonio J Cty Aamir, Pasay Cay Peet Goorin, UN Habiat Mareatino ior, POPCOMNER LL Lagmay (Sty Planning, Pasay Cty Mr, Gregorio Florante Dr. Celia Reyes egy, Chatan 184 PEP-Co Dieter & COMS Network Loader i Mr, Losendo Garbo Mr. Faustino Tutte, Jr By. Chaiman 185, ‘Chama, Goshen MBC Mr. Romeo Espario Mr. Edmundo Memboyo gy. Sharman 170 in, Yaad Creat Coop, CBMS Enumerators People of PasayCONTENTS Page ‘cknowledgement . i “Table of Contents, i CHAPTER 1 BAYANIHAN ORIENTED BARANGAY DEVELOPMENT PLAN, Introduction 1 Legal Mandate. 1 0b) 3 Planning Organization a The Planning Process. 4 ‘Overview of the Planning Process. 4 4.6.1 Situational Analysis (SA) and Problem Identification 4 1182 Vision and Mission 8 1.6.3 Goals, Objective and Target Setting 5 1.6.4 Formulation of Policies and Strategies. 5 4.6.5 Identicetion of Programs and Projects 5 4.8.6 Setting the Plan Implementation Mechanisms. 5 4.6.7 Investment Programming and Budgeting. 6 8 venation. 6 169 19 and Evaluation. 6 CHAPTER 2 IMPROVING SITUATIONAL ANALYSIS (SA) USING POPDEV APPROACH, 8 21 Plan Formulation: Situational Analysis. 8 2.1 Whats Situational Analysis? 8 2.4.2. Why Conduct @ Stuatonal Analysis? 8 2.4.3 Whatis-a Good SA?, 2CHAPTERS PROBLEM IDENTIFICATION AND INITIAL PRIORITIZATION 3.1 Priosizing Problems Situations. CHAPTER 4 IMPROVING THE BARANGAY DEVELOPMENT PLAN (VISION, MISSION) USING POPDEV APPROACH. 41 Whats Vision?, 4.1.1 Why isa Vision importa. 44.2. What isa Good Vision 4.1.3. Vision Formulation: Where would we ike to be?. 42 Whatis a Mission?. 424. Whyis a Mission Important? 42.2 Missi ent CHAPTERS GUIDING PLAN FORMULATION OF GOALS, OBJECTIVES, TARGETS AND POLICIES, PROGRAMS, PROJECTS. 51 Whatis.a Goal 52 Whats a Objective?. 53 Whatisa Target? : 5.4 Howto formulate Goals, Objectives and Targets? i 5.5 Formulating Plan interventions: Policy and Strategy, Programs and Projects 55.1 Whatis a Polcy and Strategy?, 20 20 20 20 2 24 24 5.52 Strategy Fomulalion: What isoues do we need o dress to get thore?. 24 5.5.3 Program and Project Identification: What actions must we take to get there?, 55.4 Wratis a Program?. 555 Whatis a Project? 5.6 Howto Formulate Policy/Stralegy, Programs and Projects? 2 28 29 EyCHAPTERS IMPROVING THE LOCAL INVESTMENT Local Investment Programming?, What i a Investment Programming? ‘What is An Investment Program? Why Develop an Investment Program?, How to do Local Investment Programming?. Setting the Plan Implementation Mechanism?. \Whatis Plan Implementation Mechanism?. ‘Why Prepare a Plan Implementation Mechanism?. \Who are the Plan Implementers?. CHAPTER7 GENDER-RESPONSIVE MONITORING ‘& EVALUATION (M & E). Monitoring and Evaluation, What is Project Monitoring’. 39 30 0 Mt What are the two Components of Project Monitoring?...41 Why do we Monitor a Project? Monitoring vs, Evaluation. Categories of Gender-Responsive POPDEV “1 a2 ry 43 4“ 44 a4DEVELOMENT PLAN (MANUAL) 1 14 Introduction blocks of cies. The development of a city hea nd dynarism of the erent In the barangay butin the ally as a whole. ‘The primary objective of cty development i improving the quality of fe of its residents who are all living in barangays, Thus any city development effort should start with barangay development whichis inated, defined and planned not only by barangay officials but by residents and other barangay stakeholders 25 wel lennium Development Goals-responsive Barangay ers are able to have a comprehensive View and understanding of the uation al gues the for the people. This Manual also treats seemingly separate activities into one single and continuous process. 4.2 Legal Mandate Development planning is mandated by law. The Local Government Code pf 1981 (RA. 7180); The Urban Development and Housing Act of 41982 (RA 7278);, and The Social Reform and Poverty Alleviation Act of 4997 (R.A. 8425) all mandated the formulation of local development plans, the Local Government Code, the barangay is “the nenting unit of government policies, plans, in the community, and as a forum wherein 1the colective views of the people may be expressed crystalized and considered Furthermore, the Local Goverment Code also stipulated the creation of Barangay Development Councils (BDC). Sec. 108 states that “each local ‘government unit (including barangays) shall have @ comprehensive muii- ‘sectoral development plan to ted by its development council and ‘approved by iis sanggunian. For this purpose, the development council at $e baranay level, shal esis he corresponding sanagunian neti te direction of econor | development, and coordinating ovclopment eft wth ts fertorareaston, PHILIPPINE LEGISLATION, MANDATED DEVELOBHENT PLANS, "AND PARTICIPATORY PLANNING POLICES ‘Te Loot Goverment Code of | S001 A TI60, ‘ce 1, Seaton 2 Encourage more ‘people's partcpation in {he uroan sevelopment process Development ana Housing Act of 052 “The Soaal RAO 1987 RA 8428)section 5: following functions: “mobilze people's participation in local development is; prepare barangay development plans ; and monitor and evaluate {the implementation of national or focal programs and projects.” nt PlanvBarangay implementation of a range of programs, projects and tasks) prepare an ‘annual end multi-year budget; and evaluate the implementation of the programs and projects investment Plan/Barangay Development Plan. The Ma for sectordepartment and barangay officials, staff, ‘and other barangay and city stakeholders. in prepating an Annual Investment Plan and Barangay Development Pian. Development Plan; program the 44 Planning Organization an MDG-responsive Barangay Development Pls rman should create a Barangay Development Council (B ve as the technical working group of the barangay in the studies, surveys, analysis, organization of barangay Consultations and putting together reports necessary in the formulation of the Barangay Development Plan.4.5 THE PLANNING PROCESS Figure 1. The Ptaning Process ane fision anc [Goat ssmt, L] vasname LL sete Identification formulation | and Target, setting Plan Investment Plan monitoring plementation Budgeting Programming ‘and evaluation 1.6 Overview of the Planning Process fication, charting the vision land mission, setting goals, objecives and targets, formulation of policies identification of programs and projects and seling the plan ton mechanisms and strtures, 1.8.1 SITUATIONAL ANALYSIS (SA) AND PROBLEM IDENTIFICATION ‘that wants to become in he hiure Ths desea future slate fs he viion ofthe locality and its people. The BA also Idris tho deterinans or causes ofthe prvaingsexdisaggregated data it faciitales the gender gaps and gender. differentiated impacts of polices, programs and projects are identiied. The analvical frameworks provided should guide planners in undertaking the SA 4.6.2 VISION AND MISSION Aer analyzing the In setting gosis, objectives solutions to identied problem si affected by a particular problem the desired outcome, 1.8.4 FORMULATION OF POLICIES AND STRATEGIES ‘gender, population and development factors affecting or causing a problers Situation. Iti Important to ideniy these factors because they are the areas ‘where appropriate interventions can come in. Policies and strategies respond tothe causes of the problem in order to achieve the stated goals, objectives and targets 1.6.5 IDENTIFICATION OF PROGRAMS AND PROJECTS Policies. and strategies have to be transieted Into concrete and implementable programs and projects to address the specific direct or impact. They should directly address ‘and promote women's ard men's fils and resources. ‘equitable 2c028s to and cor 4.6.8 SETTING THE PLAN IMPLEMENTATION MECHANISMS and targets requires concerted ‘eifors of diflerent sectoral groups.‘Therefore, a mechanism should be put in place to coordinate the various folved in plan implementation. This should inctude the target ies, the LGUs, private sectors, government and non-government orgar '88 other agencies doing related activities and providing services. Role and responsible these enilies in plan implementation should bbe defined and acceptance of and commitment to their identified roles and responsiblities of these ents in plan implementation should be defined ‘and acceptance of and. commitment to their identified roles and responsibities should be taken. 4.6.7 INVESTMENT PROGRAMMING AND BUDGETTING In investment programming, the program and project concepts ont in the development plan’ are developed and then screened be properly evaluated against such considerations at lang teem versus short-term effects, intensive versus extensive impact, and thers, In plan implementation, for example, if we are interested in improving 1.6.8 PLAN MONITORING AND EVALUATION Plan monitoring ensures that the intended beneficiaries are actually reached the inionded benefciarios ofthe program or project. Statistics and 6information should be generated to determine the project's performance such that intendediplanned activiies are systematicaly and timely implemented and appropriate interventions are undertaken in cases of ovations Plan evaluation looks at the direct and indirect resuits or Impact ofthe 1. a8 well as the intended and unintended effects. ij period or upon the completion of program orp 1) whether the started goals, objectives and the plan of the programiproject havo been achieved; and 2) ‘As in plan monitoring, sex-disaggregated permit more comprehensive assessment. Also, th should be considered in the program implementat eyele, or both tof plan evaluation the next planningIMPROVING SITUATIONAL ANALYSIS (SA) USING POPDEV APPROACH 2 Inpreparing the MDG-responsive Barangay Development Plan, four (4) basic questions should be asked. These are: Where are we now? would we lke to be? ues do we need to address to get there? icons do we need to take to get there? 1 2 8. 4 24 PLAN FORMULATION: Situational Analysis : Where are we now? In answering the frst question, BDC needs to undertake a situation ‘analysis. A situation analysis provides the barangay a detailed profile oftheir ‘community. tis ike a madical chart ofa patient which contains the results of different tests showing the heath congition ofthe patient. Thus, the situation demography or population, economic. development, social conditions, physical status including infrastructure, environment and finance among thors, The City Planning Development Office (CPDO) has done a comprehensive household survey this year 2005 called Community-Based Monitoring System (CBMS) in 201 barangays in Pasay. CPDO conducted a 100% household survey in each barangay. 24.2 Whatis Situational Analysis? assessment of the many interact ie, demographic, _ physical ) affecting a locality and its peo factors (2.9,, socio- cultural and "en and women); It reviews past and present conditions of an area and asks: ‘a. How are we doing? [Are the various conditions existing inthe locality desirable ‘or not?; and ‘What factore brought about the undesirable situstions? Itidentiies the locality’s strengths, weaknesses, opportunities and threats24.2 Why Conduct a Situational Analysis? ‘To have a comprehensive view or understanding ofthe locality to determine its development concems and the people (men and \Wornen) and areas affected by therm, + To know what interacting factors (social, polica, cultural, economic, demographic, institutional and otners) brought about by these development concems; and + To have an objective basis for development planning, decision- making and action; + To determine the target beneficieies whom we want the Interventions to affect, and + To determine the differential impact of programs and projects to ‘women and men. ‘As planners, we need to understand the diferent population and + Iie able to capture @ comprehensive and correct view of the fon ofa locality, based on adequate, timely, relevant and reliable data and range of options for identfying and choosing rvertions to address the problem situations develop the ‘and thus attain the stated development vision, goals, objectives ‘and targets, and helps identfy correctly the population groups affected by specfc situations, Unless the corect population groups and areas are targeted, the planned interventions may not be effective and may not make a difference in the lives of women and men. To be able to accomplish all these tasks °‘and facitate tne preparation ofa good and gender sensitive SA. 2.1.4 How to Prepare the SA? ‘There are several approaches on how to arrive at an acceptable the one we are introducing here is @ combination of a POPDEV-sensitive and gender-responsive planning approach. in this Guide, wwe look at good SA Table 1. Sample Situational Analysis (SA) Form usu = Province A Sector Social ees J Determinants Devt Pang susugeat | —— Out || name | vate | stndard | 5.21, | Proximate Undertying coma yates | Pree (Direct) indiect) *ernce | suena | Poor uizaton of | Hay ata ar — ing | heath care cewices | women In provinces | Infants Soe md Poorhesth sevices.| St poor More than 50% of propre na 855 of | facing wih anemia | Poverty incidence of | | (2000) prownces i 555 -somotbits | -se% of ftendec by TBA | pregnancies | - onaiored high TER atin province | 22 seqaiee |Below are the suggested steps in preparing the SA: ‘Stop 1 : Identify Sector or Sub-Sector Outcome Development outcomes of a sector are the end resus that we expect the ives of women and men. For example, happening to the health its moralty, morbidity, and nutritional suggested that the sectoral frameworks ‘serve as guide in determining the outcomes of the diferent sectors. Example: HEALTH OUTCOME: Mortality, Morbidit Disability Nutritional Status, ‘Step 2 : Identify Indicators for each of the Sector Outcomes the health outcome of mortality may be maternal mortality rate, crude death rate, {cated by infant ld mortality rate ‘Stop 3: Obtain Data for each Indicator ‘The primary source of data is the Socio-Economic Profile (SEP). However, data from other sources may be relevant in coming out with comprehensive profile of the locality Step 4: Determine whether the Outcome is Desirable or Not Using the data for our indicators, we compare the outcome with: uicome (for instance, if our unemployment rate 5 years ago is is 7%, then we are improving) (example, comparing the poverty of the neighboring municipalties will 8@ Off then them) Other reference points Example Region A ~ 45 ‘Another Locality — 43 From the comparison, we will be able to determine whether we are bette off or not If we are not better off, it bocomes the basis for problem nidentifcation. I etter of, then it becomes strength ofthe LGU that might be (good to be replicated and sustained To further enhance the analys by the problem ~ women or m ‘whether iis a practical or srateg row how each problem situation affects women and men in their cfferent roles. a urter epecity who are affected ‘Step 5: Find out the causols ofthe situation By referring tothe diferent sectoral frameworks discussed earler, we can uch a eiuaton in a more systematic and comprehensive way. and know the socio-economic, demographic, cult ‘Step 6: Prepare a POPDEV Framework \We may use the existing POPDEV sramework as a model, The framework should show which factors are the proximate determinants and which are the underlying determinants ‘Step 7: Identity Affected Population n, we should identi the specific population group Problem: Who are they? Where are they and How they are affecied? This is to determine the extent to which the project is reaching them during monitoring process. Example: Who: Infants and children of poor fails To integrate gender perspective in the analysis, the following questions ‘Should be asked in a given sivation 2. Who are atected by the problem situation ~ women or (se males and ferrales by age) b, Where are these women and men? ©. How re women and men afected?4d. Whats the extent oftheir problem? ‘Step 8: Use Population Projections Population projections (including those of speciic segments of the populations, ¢.g,, women, chidren, farmers, fisher fos, uplands, et.) are {ised to determine how many people wil be covered by the program, project ‘of services over the plan perio. “This will provide us with some basis for determining the funding requirements ofthe projec ater on. ‘Step 6: Validate SA with Local Community ‘gathered from the community. “The participation of and consultation with women in validating the situational economic profile (S using the POPDEV approach,PRIORITIZATION 3 3.4 Prioritizing Problems Situations 4) Why Prioritize Identified Problems? + Tofind which ones o adsress during the plan period + To decide which problems must be attended to fist, next and so To determine the value the locality places on the identified prevaling problems b) How to Priortize Situations? In consultation with the community (especially with women and Problems and concems are prlortized according to @ set of selecton trent. ©) Two Processes: “The fist process isthe sectoral classification ad prioritization, Each sector will lassi and prize problems. ‘The second process is multsectoral classifcation. Al tho partcipantsisectors convene as one group t© classy and prioitze all the problems identied by the sector. 4) Sot the Criteria ‘The plannere choose a eet of eteria, which might include the following ‘a. Urgency ofthe problem or concem B. Seriousness of the problem or concem the problem or concem ~ how many people (women and affoctod + Magnitude of dieety affected population ‘+ Magnitude of indirecty affected population Consequence of the problem + Impact on the solution of other problems ~ who (women and ‘men by age) ae affected by hese cthor problem situationsImpact on strengths, potentials and opportunites ofthe area Impact on other locates © Others the problem impli the size or magnitude ofthe peop indrecty affected by the problem, The more people or the 4 ‘he priory compared with a problem ‘Obviously, these ertera are ‘overiap with one another. The general problem meets, the higher the ron of that particular problem becomes,IMPROVING THE BARANGAY DEVELOPMENT PLAN (VISION AND MISSION) USING POPDEV 4 APPROACH 44 Whatisa Vision? {Avision is a desited state or scenario of a locality and its peopl. land men want fo become or where to go, say in 20 to 20 years, ‘captures the expression of peopl recognizes gender Issues and looks 8 4 441 Why is a Vision Important? + Awidely shared vision is the most powerful engine thal drives the ‘women and men to progress. serves as the driving force that moves the ward the achievement of @ common development direction ides direction and guides all development efforts of the ‘or community 4.1.2. What isa Good Vision? [A good vision is always based on a good SA, which takes into ‘account the localiy’s pobloms and gender issues, comparative advantages, potentials and capabiliies, Hence, a good vision statement. captures the aspirations of the people in the community ‘needs and interests and is shared by all + | rwlatively long term — does not change as often as other ‘components of the Local Development Plan (LDP),4.1.3 Vision Formulation: Where would we like to be? Upon completion of the SA based on CEMS Results, the planners ‘andlor BDC can now proceed to anewering the next question’ Where would we lke to be? answering the question: ‘Where would we ike to be?", the BDC wi have results of the SA, CBMS Diagnostic Report, Probiem Identfication Ranking, ‘and use these in formulating a draft Barangay Vision. formulating the draft Vision, the BDC Team should trame the question within a specie tmeframe such as "Where would we want tobe in five years?” In order {0 establish a reference to determine when the Vision ‘willbe achieved and whether willbe achieved within that tmeframe. ‘The Vision should be a shared aspiration or goal of the whole barangay and not just the EDC. Thus, itis important that consuitatons with 1a wide @ cross-section of the sector or barangay as possible should be undertaken, programs and projects should ighed othe vision and the achievernent of such, Features ofthe Vision include the folowing ‘Graphic ~ it should evoke a vivid image sector official or residents of the thelr sector or barangay transformed int ‘Space - It should be descriptive and refer specifica to the sector or Darangay, Example: The Heritage Center of the City. The Entertainment Zone. The Automotive Vilage ‘Time-bound - The Vision should include a definite time frame for achieving ‘the Vision. Example: Vision 2020. Simple - the Vision should not have abetract and complicated words that ‘are dificult to remember or understand. All residents of whatever income las of educational attainment should understand the Vision and reate tot ‘Shared ~ The Vision should be based on common values, ream of a8 reat a cross-section ofthe sector or barangay a BDC oF few but intuenta residents. In order make stakeholders to have @ common understanding of how to jon a really, is necessary that the Vision Statement be ”transleted into a Mission Statement with quanttative performance targes oF incieators thal embody the kind of development being envisioned VISION OF THE DAVAO REGION “The Davao Region envisions isl as the country's Most Livable Region ‘hat is home fo all peoples, ceeds, and persuasions; plenttl n economic ‘portunities; responsive in fs delivery of basic services; and ever minatul (of s legacy to those who wil inherit ts futuro” VISION OF LUCENA “We envision a peacetul and progressive Lucena strategically postioned as «2 socie/ and econome center in the Southeast Calabarzon Corridor, blessed wath 2 God/-loving and enightened ctizenry, enjoying life to the fullest, and fequtably shang the ruts of an ecologcaly-sound agro-ndustia! ‘evelopment: Focus Questions on Vision Formulation Focus Question: Vision ‘our BarangaylOiy/Province Is successful today, how would you ecribe Ke? + What conditions do you want to seein place in your CiyProvince? 4.2 What is a Mission? government unit red vision, and wil not do to achieve ther de {A sample Mission Statement could include the fotowing quantitative performance targets ly era Minimize the incidence of eime by eighty percent (80%) Reduce unemployment by fity percent (30%) In quantiying the mission, the sector or barangay should choose Indicators which are most relevant to the vsion it has formulated. Wf the Sector oF barangay seeks to bo a Hertage Barangsy and a Tourist 8Destination it shou number of tours, 1de in the mission indicators such as increase ‘and attractions. Performance targets can also be presented in the form of maps showing the physical implications of the Vision formulated. Maps are visual Images of describing future scenarios and attributes ofthe barangay. ‘The vision formulated as a result sectoral or barangay consultations wil now serve as the focus of all offers of the sector or barangay. 4.22. Mision Statement \We can also subject our mission statement tothe folowing questions: 1) What eervces do we provide? 2) What fs unique about our services and how do we deliver such 3) Who are our customers? We can use the format below in formulating the mission statement, Lucena City Exietsto “essence” ‘= | 1) Some examples of mission statements: ¥ of life of the citizens through a Pian, 2001-2010)GUIDING PLAN FORMULATION OF GOALS, OBJECTIVES, TARGETS AND POLICIES, 5 PROGRAMS, AND PROJECTS population, development and gender mainstreaming down to the level of Strategies and projects In a consistent manner. 64 Whatis a Goal? ‘A goal Is a broad statement of medium-range to longange desired general problem situation ofa locally or impact on women and broad statement because A gender-esponsive goal is based on a cles is wrong about women's and men's les and what specific changes. are desired with respect to these probleme. The goal of development planning is tthe effects will be postive, However, te Unless the intention (with respect to ge 5.2 Whatis an Objective? 8 more specife statement of @ shortrange desired ‘inthe formulation ofthe plan's goals, consultations with various ‘stakeholers, Including the women, should be conducted inthe formulation ‘hat they re verically and horizontal aligned and compatble. 5.3 Whatis a Target? A target adekesses a specific problem or sectoral concer experienced by a spectic group responsive and POPDEV sensitve si Statement of @ desred outcome or fe, Measurable, 2»{quantitation of te objective 6.4 — How to Formulate Goals, Objectives and Targets? ‘Step 1: Set Goals Using gendor-resporsive POPDEV approach, setting of goals starts with the review of the situabonal analysis, entity problem stuatons or concems, which are multi-sectoral in nature; meaning, t encompasses several sectoral concoms, For example: Problem si 1. Poorhealth of ‘han ane problem situation). ‘The following guide questions may be used in formulating goats: Die te LGU con 8 8 factor n coming up withthe goals? ‘gal seting? In what capacity? iy specified inthe goals? Are both women partcipants and beneficiries? inthe goals? Step 2: Formulate the Objectives. For each goal, formulate objectives based on the identified problem situations chat might fal under @ particular goal. Specty objectives in Tesponse to specific sectoral prableme. Consider the folowing setting each objective: 1) Wh are the women and men affected by the problem, 2) Where are the women and men affected by the problem, and 53) What is te extent of the problem experienced by women and sectoral problem situations idertifed in the Situational to improve the quali of fe ofthe women and men incoverenton the three problem situations are aspects “To achieve thi goal, there's need to formulate specific objectives such a: 4; bmprovd heath fants and ther in Barangay & jerease Income and productivity of poor farmers in Barangay A. & Generation of more job opportunes in Barangay A. the sbove objectives respond to specific problems situations alin nature, They contribute to the atainment ofthe goal) The following que responsive objecti ne may help in the formulation of the gender- 43 Wil tho objective address the women & men? ‘Stop 3: Sot the Targets ‘women and men and their practical and strategie needs) and the time frame they are expected to be achieved. ustration To achieve Objective No. 1 which in Barangay A" we may sate t inproved health of infants and mothers et nthe following manner. + Reduced infant mortality rate in Barangay A from 50 to 40 by the ‘end of 2005, + Reduced maternal mortality rate In Barangay A from 10 to 5 by the end of 2008. To achieve Objective No. 2, whlch is “increased income and productivity of ‘poor farmers in Barangay A.” we may slale Our tarpet in the following 1. increased Income of poor families In Barangay A by 30% in two years. 2, Inereased investment on labor intensive industries in Barangay A ‘by 10% by the yoar 2008. (ote that the above targets state the desired resuits which are Specific, Measurable, Atainable, Realsic and Timebound (SMART).‘The following are some considerations insetting gender-esponsive ‘and POPDEV-sensitive targets: 4, Does it contribute tothe attainment ofthe objectives? 2, Does it address a speciic or sectoral concern experienced by wornen ‘and men or groups identified in the SA 3. Does it have a relsbie and quantifiable set of indicators that are gender responsive and POPDEV-sensive? 4, Does ttacire identified priorty needs and targets 0s they relate to the ‘fferent needs of women and men, pparlcuarly the practical end strategic gender needs? and 5, Ie attainable end measurable within tele ofthe project? ets SMART ~ Specie, Measurabe,Achievabe, Realsic and Time-bound and fender responsive, Equal}-orened, Aware of si-ecanomc diferences nthe Ives of Target stakeholders 5, Base targets on accurate ca, ‘4. Mentor and rake regular assessments af the LGU's progress towards achieving their, rtrgets and ind ways to Maiko“eating of targets" an iegel part the quality assurance process. Process Check for Consistency In the POPDEV Planning Approach, It's important to check the consistency ofthe following Targets with the objectives: stves withthe goal and '3) The goal wih the vision of the locality. ‘This is to ensure that each contributes to the attainment ofthe high-level To check the appropriateness and consisoncy of stated goals, objectives and targels, the folowing may be used as guide questions: 1. Are goals, objectives and targets responsive to the problems and the genderresponawe SA? Are they consistent ity? 2 contribute tothe attainment ofthe goals?3, Wilthe targets contribute tothe attainment ofthe objectives? 4. Are the goels, objectives and targets consistent wih higher and lower visions, goas, objectives and targets? 5. ‘Are there exisiing goale, objectives and targets that might be in contlct wit thet ‘Objectives and targets? 5.5 FORMULATING PLAN INTERVENTIONS: POLICY AND STRATEGY, PROGRAMS AND PROJECTS: 5.5. What is a Polley and Strategy? irategy are good stuatonal analysis and goals, objectives and targets. ‘The formulated programs and projects th gies have 0 be translated into concroto ‘achieve the vision and goals formulated early 5.5.2 Strategy Formulation: What Issues do we need to address to get there? ‘The BOC can now proceed to the next phage of the process and answer the question: * What issues do we need to address to get ere?” In the preceding phases, the barangay’s current conditons were ‘dented and the vison forte future determined. In this phase, the BDC val identity the chalenges in achieving the vision. Key Issues according to urgency and developed, the BDC should now identitythe corresponding optons av ‘stuation and the achievement to bridge the gap between the current eon, ‘The purpose of this phase is to build on information generated from previous phases to define and piriize barangay development issues and fesign appropriate, relevant and responsive strategies and actons to aderess them. Based on the Situational Analyss, possible strategies should be Identied and fommulated. Svategles shouldbe formulated according to the ‘folowing ‘Strongths-Opportunities Strategies. Strategios the barangay whe ulzing opportunities around it maximize strengths of Example: ‘Strength = Pasay isthe county/s booming commercial distri, ‘Opportunity : There isan increase in number of working population from atferent areas Strategy Develop a housing program forthe housing population Focbarangave Strength: The barangay has @ number of hertage sites. Opportunity ° The Ciy has been declared a Tourist Center. Stalegy Develop hertage sites to promote tours oriented actives in the barangay. aknese-Opportunties Strategies. Strategies which use opportune to address weaknesses. Example Forseciors Weakness : The igh unemployment rate within Pasay City. Opportunity : Ther ng numberof ICT jobs inthe Gy. Strategy: Develop @ workfores development program focusing on ICT for ety residents Fe rangays Weakness: The barangay has 2 lot of dlapidated and deteriorating residential stuctures Opportunity : ‘There sa high demand for rental housing. Strategy Promote the improvement of deteriorating structures in the barangay "by encouraging the “conversion into. rental housing,Strengthe-Thrests. Strategies. Strategies which use the barangays ‘strengths toward te threats Example Forsectore Strength Pasay has the most outstanding social development program, Threat ‘The proliferation of informal setters remains Unresolved Strategy Develop an affordable housing program forthe informal eaters. Focberangays Swrength : The barangay has sizable open land. ‘Threat New commercial developmentin the adjacent city has drawn many residents to shop there. Strategy : Encourage the development of commercial ‘space in avalable land Weaknessee-Threate Strategies. Strategies which address weaknesses to minimize impact of treats, Example: For he sectors Weakness : The cost o fice space in Pasay ie rlativey high. ‘Threat Commercial and business centers are emerging in nearby ites Strategy > Provision of business retention incentives to fms curently located in the cy. andlor develop satelite business centers “which have lesear offs space cost Forbarangavs \Wesknese : The barangay has many informal setters Threat Poverty ia the nearby provinces is causing increased latves ive ‘migration inthe barangay where many of the Strat Relocate, decrease or control the number of informal setters in the barangay.* Environmental implication problem. Corresponding stategies tothe prety problems. ‘The results of the two strategy formulation exercises can be compared and a of strategies chosen by using & set of citeria based on Urgency, degree of impact in tems ofits effect on intrelated problems, ‘magnitude of contibution fo the achievement of he vision among others. ‘The final st of strategies should be presented and discussed with the sector offcais, Barangay Development Council and as wide a cross section ‘of te sector or barangay a8 possible to get he community agreement and support tothe strategies. 5.53 Program and Project Identification : What actions must we take to getthere? ‘After evaluating the strategies and proizing them, programs and ‘Government, national agencies andthe private sector can do to cary out the ftvatogy. Programs which require cooperation with other sectors of lagjacent barangays, Darengay clusters or several barangay clusters should alsa be identified ff such programs. are necessary to actress barangay problems snd achieve the barangay vision‘These shouldbe inthe folowing format Project2 Example: Using the previous example of the problem of low achievement level of Pasay elementary students in math, science and Engish, we can ‘ormulate this into a strategy: Strategy : Increase achievement levels of Pa Math, Science and English by undertaking program. elementary students in ‘aggressive recruitment Program 1 - Enter into a collaboration/pertnership withthe private sector, = Organize an Education Development Council which invoWes ‘educatonal instulons, NGOs and business corporations fe technical and financial suppor to raising the n fo teaching in Pasay schools, This wall be Eaueation Development Councl and the City ‘Ststegy into implementable activities target.558 What is a Project? ‘A project s an acy or set of activities that put ino action a chosen objective or target. It may be jaws the direction set by stated Viewed as 2 subset of @ program. strategy. 5.8 How to Formulate Policy/Strategy, Programs and Projects? ‘Step 4: Review the Determinants of Identified Problem Situations, Its important to specity clearly what the problem is and who are affected by whats the EXTENT of te proiems. This necessary for us to determine extent to which the project Is reacting the affected population and {0 whether the project has nade 8 ference in te aves of women and \We go beck tothe gender-esponsive POPDEV-sensive SA to Identity the eterminants of identifed problem situations, Then look for all poesble Seterminants or causes of a problem to get a wider range of optons of ‘addressing these determi ‘Then bated on the SA identity specific population groups affected by the problem. These are the target population groups intended to be reached. Some of the useful concepts n spect'ing larget population are: Population-atsisk, population-at-need and population-at- demand. ‘+ Population-atisk refers to the segment ofthe total population thats most likely to develop the problem; 1 refers to the portion of the population-atisk who are avaling of the project services. Direct targets and indirecttargets 1+ Direc targets ave thoes whom the project aims to bonofit and to 3m the project services are delivered + Indirect targets are those whom the project aims to benefit ‘although they donot receive tne project services ‘Step 2: Formulate Policies and Strategies Formulate gender-espensive and POPDEV-sensive poicies and strategies that respond to the determinants of specific problem sitaton to attain the ‘oale and objectives that considers practical and strategic gender needs.To translate the gender respective in the plan's goals, objectives. and ‘following questone ehould be considered inthe formulation of jes and strategies, Bender dive. Stop 3: Check Consistency of Policies with Probloms \We check consistency of policies and strategies wth the identiied problems, {ole and targets and with each other. The following questions wil serve as ‘Buide in checkeng consistency problems: and targets? ‘consistent at all level? What acton (eg, these poicies/srategles requre? ‘Step 4: Chock Consistency of Policies with Problems. ‘Again, we refer back fo the gender-responsive and POPDEY.-sensitve SA to determine the factor that are responsible forthe problem in order to Identity © Impact of tne project under consideration orto minimize whatever impact the project might haveConsider the folowing guide questions in designing programs and projects: +1. Were tne programs and projects designed in consultation with women ‘and professionals who have gender perspective? human rights? Do they directly contribute tothe solutons of he gender issues ortho rment and gender equality? 4, fe they clear about how women's capaciies to paricioale in the planning, entation and monitoring wil be developed, ‘enhanced and maximized? 5, fre they about the targeted ond ot the project benefits? Do they have meritonng mechanism indicators fo ensure the extent to which these benefis wil be stained? 6. Do they contbute to sustained capacty among institutions to promote women's empowerment and gender equalty as a way of tie?PROGRAM (LIP) 6 In the previous sections, we saw how each step in the planning ‘The Planning Process son ane 7 ‘ncnae once | ie ae i Plan Formation 1 ~ Pan onorna Pn - iinet | Sedetee impteneaton ovens —| eran 6.1 Local Investment Programming What Is Investment Programming? Is the process of screening, classtying and prceizing programs and nog to effectively64.2 Whatis An Investment Program? ‘consistent with and supportive of the national development vision, gos! objectives and targets contained in the Medium-Term Phi resources among comy {or us to arve at effective, efcent and equitable ways of allocating limited To eneure thatthe more Important programs and projects are funded Dror programs and projects, and thus achieve the greatest good for the {Greatest number of people inthe area ‘The 1981 Local Government Code mandates the development ofthe investment Program (LIP). Section 206 of the Code states that: “it is the basic pokey that LGUS may create Indebtedness and aval of Lecredit facitles to finance focal infastucture end other socio-economic ‘evelopment projects in aocerdance withthe approved local development land investment programs, "Moreover, Intemational and national ancing inattutons usualy require the LGUs to have a list of prionty programs. and projets. 6.2. HOWTO DO LOCAL INVESTMENT PROGRAMMING? ‘Step 4: Identify and Prepare Programs/Project Concepts, ‘The identfied programs and projects in the local development pian will now be translated ito project concept Below isthe suggested format to Comply with Stage 1 LIP Form1. Individual Project Concept {Proponent Bet description of project Problemiconcer being addressed POPDEViGender lesues being addressed within the project Proposed plod of implementation ‘status Step 2: Prepare Master list of Projects by Sector ‘The indivi showing costs Comains the master st or long Ist of all programs and projects ‘categorized by sector. roposed projects are consolidated ino a master ist ‘Proposed schedule of implementation. LIP Form 2 Determine f Capital or Non-Capltal Project. The programs and projectsLIP Form 2 MasterList of Projects by Sector Reference Projects ‘capil or Non || Rice production eatancement Farm to market road Community-based forest management [_Tining centerfortveliiood | Enterprise development service ‘Rehabiltation of tourist destinations 6.3 SETTING THE PLAN IMPLEMENTATION MECHANISMS. 6.2.4 Whats Plan implementation Mechanism? for outcomes, 6.3.2 Why Prepare a Plan Implementation Mechanism? sectoral In character t contains spend to the diferent sectoral and ity Thus, the atainment of planned Local Development Plan prionty programe and projects ‘evelopment goals and objectives. + Joint efforts and resources of development agencies at the ‘community Women and men constiments, groups, outside the community Implementation, Including complementary efforts to translate the plan info concrete public as well a8 private investments and sctviios titutons within and ‘The major implementation concems include + Defhning of roles end assigning of responsibities to the ifferent implementing agencies+ Identtying and setting in place the mechanisms for Coordinating the various activites ofthe implementers Ieentifying and puting in place the various other implementation stuctures + Daveloping @ monitoring and evaluation system to assess the ‘effeciveness and efficiency of the implementation of the rograms/proects Structures and mechanisms Include + Specie goverment agencies ana private insttutions The strictures and staffing pattems within the LGU for coerdinating the efforts ofthe erent implementing bodies 1+ Mechaniame for wolvement of civil society including women, ‘such a8 support structures Ike day care center time and space to participate and GAD Co nfs to monitor women's paricipaion at varous levels jementaton ‘opportunities for women and men to participation inthe tation concems jay a role in Implementing the various programs and projects the Local Development Pian. The LDC defines the roles and responsibitles of these enites in plan impie ‘acceptance of their Meni roles and resporsibilies and makes the appropriate arrangements wit each of the participating groups. Implementation. (Local Budget Office, ‘Treasurer's Office, Assesso”'s Office,12 Monitoring and Evaluation ‘monitoring commatie. local project LGU Development Regulation and Control Measures. 1B Zoning ordinance ~ a legal mechanism or tool o ensure that jets are implemented according tothe land use plan of Promoting and Marketing the Pian © Why? 1 To ensure increased pu Including the specific pe ‘awareness and understanding ofthe pan, i of the local government. To generate broader pube suppor, commitment and cooperation in plan implementation ‘To sustain mass dissemination ofthe development vision, goals, and programslprojecte ofthe LGU and the loca leadership. Promoting and Marketing the Plan 1 Strategies ‘© Advocacy end Education = Use of Print and Electronic Media ft Networking and inst tonal Linkaging a LGU should therefore do the following: ‘Strengthen information management capabities Develop human resources for communication Manage production and mass or selecive dissemination of mut-media, information packages Promoting and Markating the Pian \Why a Gender-Responsive POPDEV Plan? Greater efectiveness: rater effcency Greater equityLegitimizing the 12 Plan legiimization involves the partcpatio of al women and men stakeholders through @ series of consultation toward achieving weer Acceptance and official adoption ofthe plan 13 Acceptance ofthe plan by women and men ofthe community ensures ‘hei concerted effort toward th attainment of the plan's dested outcomes. Estabishment of plan ovmership and consequent leading to greater accountabity.EVALUATION (M&E) 7 7.4 Monitoring and Evaluation During the Implementation, the programs and projects are closely monitored to ensure that they are caried out as schedules budget, and more imporanty, atthe intended benefice not corerive measures ae inte, At he endo he pana '8 program or project, evaluation Is caried ide withthe concepts and tools of plan monitoring and ‘upon completion ‘The Planning Process Plan monitoring Investment Budgeting r Programming devaluation are performed Monitoring 1. A. aystematc gender-responsive monitoring and on-going evaluation mechanism in te project design should be done. 2. If the projects monitoring and evaluation system is not ‘appropriate or thas no bul developing the system, the ‘considered:‘and gender-respon mustion Involve Beneficiaries in the development of POPDEV- ‘sensive and gonderresporsive se disaggregated data requirements, lrpretation of © IGentty measure the sex-iffereriiated effects and bene Used for monitoring and evalua fors which measure the resources the program: the output indicators which are the kind and magnitude of resulls that can be expected from good management of inputs cluding activites; and outbome gender-resporsive M&E into the project 7.2. Monitoring Monitoring requires an assessment ofthe progress of @ development program or project. The assessment includes the ienttication of issued problems encountered, wih the ond view of faciitatng the projects Implementation (NCRFW, 1988.31) the course of the implementation ofa program or projec, both the jan_and the specie programs or projects are monitored to EDA, 196434) the programproject fe undertaken according to net, why? What needs to be done to put back on ‘budget? le there a need to revise either the ey Were reached, was this done efficient, how ean ths be done?7.24 What ls Project Monitoring? ‘tis the systematic, tmely and regular gathering of feedback bout the progress of a project in terms of inputs, operations and ‘ulputs, and the timely provision of appropriate support or intervention 7.22 Whatare the two Components of Project Monitoring? ‘A. Systematic, timely and regular gathering of feedback ‘Aetual data Is compared fom plans and determines whether Clearance from funding and backstop agencies has been sought about and there are any deviations from the original plans. 'B. Timely provision of appropriate support or Intervention ‘The project examines the causes of the devitions, identiies solitons, and persons likely to solve the problems, and determines the type snd support and intervention necessary 10 ‘correc te deviations, 7.2.3. Why doweMonitora Project? When we provide systematic, tmely and regular information on a projects progress: 4. Monitoring helps in the immediate Identiication of strengths in current and future projects. ips determine weaknesses, gaps, erors and problems in ‘course of implementation and fonnulate possible sclutions to these problems. It faclitates the clarification and resolution of issues with project implementers. It provides sex-dieaggregated data which researchers and ferential ‘evelopment of future projects. 5, When we provide tmely and appropriate support or Intervene: ‘8. It promptly checks problems at an early age, thus preventing recurrences, unneceseary wastes in resources and possible ‘damaging effects on the program,jon and application of jon ofthe project's act 7.3 Evaluation ‘This refers to the systematic assessment of a planned, ongoing or completed intervention 10 determine ts relevance, efficiency, efectveness, impact and sustainably. The intent Is to incorporate lessons learn into the decision making process. Eve fation may be done in two ways: 4. Ongoing Evaluation ~ on-gnnand parade evan ‘arrangements; and the appropriateness of project design and the level or resources, 4995:31) Post Evaluation - On the other hand, post involves the 7.4 Monitoring vs. Evaluation ‘What the ctforence between monitoring and impact evaluation? Project_monitoring_and impect evaluation are two. interrelated brocestes, Thay are iporant eens of project managerent They aso nd. documentation during impar ject and how these hep in the attainment of the they provide inaighte and leseons Yor use In the next bet project planning.But there ae a few basic dferences between the to, namely: —____— Monitoring Monitoring focuses on operations Correspondence among inputs, actviies, | zeke queston: What ference did Ssategies and outputs. tasks te | project make? question: How is the prjectrunning? Evaluation Monitoring ie conducted continuously From the start of implementation. ‘Monitoring requires documentation of the | Impact evaluation necessit project's progress during is implantation. | documentation before, during and after the projects operation. Data gathered during Monitoring’ are used as. inputs during evaluation, “The person in-charge of project monitoring ig actively concered with conduct 26 well as the outcome of the project. 7.8 Categories of | Gender-Responsive POPDEV Indicators by Level Inputs Indicators Input indicators describe the quality and quantty ofthe various inputs ‘he past, present and ‘expected futur situation or condton ef the ocaiy and its people. Quality and quantty of inputs to developmental interventions Include: “+ Physical resources such as raw materials, fhancial and human resosurces + Technology, including equipment, management systems: Development priorities ofthe LGU / national level; and Policies and stratesies. Indictors used to make comparative descriptions of past, prosent and future eltuaons are usualy 2 Set of key social, economic and ‘demographic data such as:Population ize and densi nd wage rate ofthe labor force ‘and quantity of natural resources; Social service, infrastructure organizaton: and Desciptonvresulls of past, present and prospective development programs, ec 7.8.2 Output indicators, “These indicators measure the quantity and quay ofthe goods anc 4 recy by the completed program, project and other land reforesed and number of rees planted per person; the number of children ful ‘le, and the morbidiy rate by + For a training program, the number of trainees by age and by ‘88% and numberof courses conducted 7.53. Outcome indicators ‘8 aning program, an_ffoct te and an impact indicator would be the level of well eines, “The distinction ofthe three categories of indicators is further in the folowing rated[7 Reaute of P| outcome of PIP ee Guide Questions to facilitate monitoring and evaluation: Data Collection and Analysis 4 (es related to project Implementation identified”? Hos the project ‘dentiied the POPDEV-sensitve and_gender- responsive indicators to be morored and the monitoring frequency? Does the project include a mid-term or annual evaluation? What mechaniams have been buit into the project for corecive faction on te bass of evaluation? ion report given to project developers, decision-makers to gue them on insights z i t ‘ i 3 i i : q g 8 validation of data8. Operational — does the project have any of gener gender. ich wore identified in the course oF the project implementation? If s0, what fatempt are being made to avoid, minimize or compensate those aected?” Organization — Has the project led directly or indrecty to the tsiablshment of an organization, group, cooperatve or other inettuons or enterprise? 40, Socio-Economic What are tne lees of partcpaton inthe deilormalng ad of 11. Are appropriate control procedures in place to operationalize the signed MEE system? 12 Are concerned project personnel and management appropriately informed and trained on the use and importance ofthe designed M8 system? 48, Are the necessary logistics and support structures in place forthe ‘operation ofthe designed POPDEV-sensitive and gender-esponsive MAE system? Results Chain Performance Measure Budgot Matrix \Why is measure important WE willbe prompted do something about and its mark = Income level mortality raPerformance Measure Results Chain 4. Ae setintemally with the participation of key stakeholders, ‘accountailty Measures are regulaty and key operational decisions so that program objoctves are met, Sesired results are delvered 3, Must be composed ofa series of measures bulding on each oer ‘and integrated into the various components ofa program Results Chain Performance Measure Budget Matrix : STRATEGIC | MEASURE TARGET [BUDGETARY Goals | tis Year | REQUREME ur TwRACT ——freiy ison} Bor WR sion aso) UTCOWES | (OS wena Ba [Nx |S) ato) ‘SUTPUTS (oor NA Reto) RETNA Ga WR | ato) POT ‘usnt Guay [Actual Arcuri J Quantity | Actual Amount Tanape, Yes Folate, — | Guan | Atal Area | Comm | ‘Summation ‘TOTAL BUDGETARY RECUIREMENT (PHP)