2P6 @©OSee © fm ®@ BcMP Bavanaean ORIENTED BARANGAY DEVELOPMENT PLAN (Workbook)ACKNOWLEDGMENTS The partnership of the Pasay City Goverment (LGU) and the Brotherhood of Christian Ministers of Pasay City (BCMP) wishes fo acknowiedge the following organizations and govemment offices who paved the way for the implementation of CBMS/FBI Ex MDG LAP in Pasay City: = UN Habitat United Nation Development Programme (UNDP) ‘+ Commission on Population ~ National Capital Region (POPCOM-NCR) ‘+ Pasay City Mayor's Office + Liga ng mga Barangay Inthe course of researching and preparing this report, the writers have become obliged to a large group of individuals forthe inspirations, assistance, ‘encouragement, and moral support fo this endeavor. Atty. Wencesiao B. Trinidad Ms. Lowie C. Rosales Cy ayer, Pasay Cy Coury Gooenaoy, UN Habit Aly. Emestina B. Carbajal Mr. Jaime Antonio Jr. ‘cy Administrator, Pasay Cy Projet Coordinator, UN-Habitat Engr. Merita L. Lagmay Rosalinda D. Marcelino ‘ty Planing, Pacay Cty jrcir, POPCOMNCR Mr. Gregorio Florante Dr. Celia Reyes By. Chatrnan 183 PEP-Co Dieter & CBMS Network Leader Mr, Losendo Garbo Brgy Charman 108 stino Tura, Jr iran, Goshen MPC ‘Mr, Romeo Espario Mr. Edmundo Mamboyo ‘egy. Charman 173 (Chairman, Yahad Cree Coop, (CBMS Enumerators People of PasayCONTENTS Page ‘Acknowledgoment. i ‘Table of Contents. ii CHAPTER1 —BAYANIHAN ORIENTED BARANGAY DEVELOPMENT PLAN 11 nroduction 4 12 Objectives, 1 1.3. Planning Organization, 2 44 The Planning Process. 2 4.8 Overview of the Planning Process. 2 1.5.1. Situational Analysis (SA) and Problem Identification (Session 1 & 2). 2 4.5.2. Vision and Mission (Session 3) 3 3 Goals, Objective and Target Setting (Session 4), 3 1.8.4 Formulation of Policies and Strategios (Session 4) 3 1.55 Identification of Programs and Projects (Session 4)... 4.56 Setting the Plan Implementation Mechanisms (Session 5). 4 4.5.7 _vestment Programming and Budgeting (Session 5)....4 4.5.8 Plan Implementation (Session 5) 4 4.59 Plan Monitoring and Eval on 8), 5 18 BOP Workbook CHAPTER 2 SESSION 1: IMPROVING SITUATIONAL ANALYSIS (SA) USING POPDEV APPROACH, 6 CHAPTERS SESSION 2: PROBLEM IDENTIFICATION AND INITIAL PRIORITIZATION. 14 CHAPTER 4 SESSION 3: IMPROVING THE BARANGAY DEVELOPMENT PLAN (VISION, MISSION) USING POPDEV APPROACH......17CHAPTER 5 CHAPTER CHAPTER? CHAPTER 8 aa 82 ‘SESSION 4: GUIDING PLAN FORMULATION OF GOALS, OBJECTIVES, TARGETS AND POLICIES, PROGRAMS, PROJECTS USING THE DEVELOPMENT PLAN MATRIX ‘SESSION 5: IMPROVING THE LOCAL INVESTMENT PROGRAM (LIP), SESSION 6: GENDER-RESPONSIVE MONITORING. ‘& EVALUATION (M & E). CATEGORIES OF GENDER-RESPONSIVE POPDEV INDICATORS BY LEVEL Inputs indicator. Output Indicators, 82.1 Outcome Indicators. ANNEX A - LIST OF FORMS ‘Situational Analysis (SA) Form. Problem Identifeation Form Individual Rating Sheet Problem identification Form Summary Rating Sheet. Goals, Objectives, Targets (What action do we need to take to get Ther rom, Plan Implementation Mechanism or COMPLAN (Form 5) ‘Sustainability Analysis Matric 23 28 34 368 37DEVELOMENT PLAN (WORKBOOK) 1 1.4 INTRODUCTION Barangays are the building blocks of cities, The development of a city the city economy by generating income and problems and deficiencies in the barangays in turn affect the pace of ‘development not only in the barangay but in he city as a whole, ‘The primary objective of cty development its residents who are all living in barangays. Thus any city development effort should start with barangay development which is Intiated, defines and planned not only by barangay officials but by residents and other barangay stakeholders as well Improving the quality of ie of, ium Development Goals-esponsive Barangay 8 o provide a guideline to the barangay on how programming and budgeting work. The BOP ‘led approach to gender and population and s. Gender Population and Development integration in planning was initiated to improve development pianning and ‘make development plans more effective, efficient and equitable. By doing 0, the planners are able to have a comprehensive view and Understanding of the existing situation that guides them to determine what factions to be taken so thal different segments of the population will The Manual also treats seemingly separate activi continuous process. 4.2 OBJECTIVES ‘This Manual provides @ methodology to assist department and for sectoridepariment and jg, staff, barangay residents, and other barangay and city Preparing an Annual Investment Plan and Barangay Development Plan 14.3. PLANNING ORGANIZATION In preparing an MDG-responsive Barangay Development inning Team (BPT). BPT barangay in conducting putting together reports necessary in the formulation of the Barangay shall also serve 2s the secretariat of the Barangay Development Council 1.4 THE PLANNING PROCESS Figure 1. The Planning Process ‘SA and Vision and problem Mission jontiieation | | formulation Plan monitoring Plan Investment ‘and evaluation Implementation Budgeting Programming 4.8 OVERVIEW OF THE PLANNING PROCESS, ‘The planning process consists of several stages, namely plan 4.5.1 SITUATIONAL ANALYSIS (SA) AND PROBLEM IDENTIFICATION (Session 1 & 2) ‘The SA deseribes the condition of the area or the locality in terms of its strengths. weaknesses, opportunities and threats, and the factors that brought these issues and concems. Based on the localiy’s. sa of the community the vision ofthe locality and its people. ‘The SA also identifies the determinants of causes of the prevailing situation, These det lon in the le or not A 2desirable condition isthe area or the locality’ strength while its problem or weakness or threat isis undesirable condition. Profile (SEP) of the area or the locality is the best guide for hing the situational analysis. There is @ need to have a up fo date and reliable SEP to guide and faciitate the preparation of a good SA. The gender‘esponsive POPD! indieatore of the SEP show whether the localty’s situation is desirable or saggregated data it faciitates the {ender gaps and gender-differentated impacts of policies, programs and Projects are identified. The analytical frameworks provided should guide planners in undertaking the SA, 1.5.2 VISION AND MISSION (Session 3) ‘After analyzing the situation, the planner, in consuttation with the target beneficiaries formulate ther vision and mission or the desired future state of thelr locality and peor i an important part of the planning process since these define the direction, ensure that the vision and mrission capture the aspiration of the women and men in the focalty and keeps the community in its course despite changing demancs of Constituents and shifing politcal and economic forces. 4.5.3. GOALS, OBJECTIVE AND TARGET SETTING (Session 4) In setting goals, objectives and targets (or the desired outcomes of ns to identified problem situations is a need to specify whe fare affected by a particular problem situation and invoved them in identtying the desired outcome. 4.54 FORMULATION OF POLICIES AND STRATEGIES (Session 4) In the formulation of the strategies, the gender-responsive POPDEV recognize the many interacting gender, factore affecting or causing @ problem situation iy theee factors because they are the areas where appropriate interventions can come in. Policies and strategies reaponds to the causes of the problem in order to achieve the stated goals, Objectives and targets, 4.5.8 IDENTIFICATION OF PROGRAMS AND PROJECTS (Session 4) Policies and strategies have to be translated into concrete and implementable programs and projects to address the specific direct or indirect causes related to the problems. Program and project need to be assessed and priritzed based on the seriousness of the problem and or their potential to generate the greatest Impact. They should directly 3‘address the problems of target beneficiaries and promote women's and men's equitable access to and control of benefits and resources. 4.8.6 SETTING THE PLAN IMPLEMENTATION MECHANISMS, (Session 5) Preparation for the implementation of the plan should be done. The local development multi-sectoral in nature. It contains programs jects that respond to the diferent sectoral and multi-sectoral ‘of the area or the community. AS such, the attainment of the (goals, objectives and targets requires concerted efforts of cifferent sectoral ‘roups, Therefore, a mechanism should be putin place to coordinate the Various groups involved in plan implementation. This should inchide the target beneficiaries, the LGt te sectors, government and non- ‘government organization as land providing services, Role and responsible these enfles in pian implementation should be defined and acceptance of and commitmer their dented roles and responsibilies of these entties in implementation should be defined and acceptance of and commitment to their dentiied roles and responsiblites should be taken. 4.5.7 INVESTMENT PROGRAMMING AND BUDGETING (Session 5) Investment programming, the program and project concepts identfied in the development pl developed and |, priotized and ranked using some investment criteria that reflect the area's of the localiy’s development priorities. This is to ensure that there is sufficient financing to effectively and efficiently implementing the priority programs and projects. The prograins and pr smpected to contribute to the at 5, goals, jestment programming would re festment program, it should be based on a good development pian tum, was based on a sound SA. 48.8 PLAN IMPLEMENTATION (Session 5) in plan implementation, project activities are undertaken to achieve desired outputs by using the various inputs such as human resources, ind facliles. Implementation puts to test the LGUs capability in human resources, nancial resources, equipment and partners euch as chil society busines groups, women’s groups and individuals in implementing the plan. The sustainably of the program will also depend on these ‘capacities. Thus, the LGUs implementing programs and projects should ects’ objectives and planned jowed accordingly. Any departures from the plan should be properly evaluated against such considerations as cost effectiveness, long term versus short-term effect, intensive versus extensive impact, and others. ‘4In plan implementat the heath of specific for example, if we are intr Improving the different that the overall impact becomes larger, of in such a way individual agency's contribution accumulates towards the achievement of the goal 9 PLAN MONITORING AND EVALUATION (Session 6) Plan monitoring ensures that the Intended beneficiaries are actually reached the intended beneficiaries of the program or project. Statistics and information should be generated to determine the project's performance snned activites are systematically and timely ented and appropriate Interventions are undertaken in cases of deviations, Plan evaluation looks ect and indirect results or impact of the program, as wel unintended effects. At the end of the planning period or upon the completion of a program or project, evaluation | undertaken to determine: 1) whether the started goals, objectives and targets of the plan or the programiproject have been achieved; and 2) he programiproject has te be expanded, redesigned or scrapped. 1.6 BDP WORKBOOK This BOP Workbook wil provide the Development Council (BDC) Members an easy sponsive Barangay Development Plan, This BOP ‘Session 1: Improving Situational Anal (SA) Using POPDEV Approach ‘Session 2: Problem Identification and Initial Prioritization Session 3: Improving the BDP (Vision, Mission) Using the POPDEV Approach Session 4: Guiding Plan Formal Policies, Programs, Projects Using of Gosle, Objectives, Targets and Development Plan Matric ‘Session 5: Improving Local Investment Programming Session 6: Gender-Responsive Monitoring & Evaluation (M & E)ANALYSIS (SA) USING POPDEV APPROACH ‘The Planning Process Overview do wo want to 90? Goals, Objectives, Targets (Session 384) ‘Where are we now? Situational Analysis and problem identification sion 1 & 2) How do we get there? + Policies/Strategies ‘Are wo getting there? “Monitoring “Evaluation (Gession 6) Plan Implementation ProgrammingiBudgeting (Session 48 5) SESSION 1 OBJECTIVES: Get familiar wth the concepts and processes of situational analysis, Understand the Importance of a good SA in planning Leam how to identity problem situations ‘SESSION OUTLINE: Situational Analysis (SA) What is SA? Why SA? ‘What is a good SA? Improving SA Using the POPDEV planning approach 3, Workshop‘Where aro wo in the planning process? THE BARANGAY PLANNING PROCESS Figure 1, The Planning Proves. J em] Foe) rom prose |-s) “mission fo} Objective |_| | strategy em fa ssion 1) na ar crmutaon vannteat ' formal nd Tag Pun Formulation | anmontorng [ean | J tnvectnant | and evaluation [implementation Budgeting |_ Programming | ANOTHER VIEW OF THE BARANGAY PLANNING PROCESS Where do we want to go? Vision, Goals, Objectives, |f Are we geting there? “Monitoring Evaluation + Investment ProgrammingBudgeting WHAT IS AN SA? 0 Assessment of the many interacting factors affecting a locality and its people Reviews past and present conditions of an area and asks: How are we doing? ‘Ace the situations in the locality desirable or not? ‘What factors brought these about? © Identifies the locality’ strengths, weaknesses, opportunities and threats, 1WHY CONDUCT SA? © Have comprehensive view or understanding ofthe localityIfs conditions to dotermine its development concerns Know what interacting factors brought about these development concerns © Objective basis for development planning, decision making and action WHAT IS A GOOD SA? © Identifies the population are, where they are, and the extent oftheir situation BARANGAY CBMS SURVEY RESULTS AND SEP Critical compre (CBMS Survey Results) the preparation of the Situational Analysis is a timely, ble SOCIO-ECONOMIC PROFILE OR SEP 1D What is an SEP? + Compilation of data and indicators that describes characteristics of locality and its people; and + Allows the POPDEV analysis in each step of the planning process 1 Why prepare an SEP? + Local development planning demands substantial data inputs ‘especially in the SA; + SEP is the primary basis of the SAHow to prepare the Situational Analysis (SA)? [Step + Identify sectortsub- sector outcome Sectoral frameworks Can serve as guide in the determination of "Step 6 Prepare a POPDEV ramework May use existing frameworks as} Step7 Identity affected population. Step 3 Obtain data for each indicator Primary souree of | datas the SEP, as | well as others. out | comes! = Name ‘outcomes forthe J sectors - Step 2 Identity indicators | “for each of the Factors that directy sector outcome orindirectly affect ‘the outcome is desirable or not Table 1. Sample Situational Analysis (SA) Form indicators Value | Standard or ‘other Reference the outcomes. Baterminants T siaement eFPrate | proximate | Underyng suchgn | tree) te Target Popula- 49.04 (ationa, 105) 48.98 (1900) Increasing igh ‘compared ational ‘igure and past sta Someta onaerea igh isk a provinceProbie | Dateminanis Tagat Strength Population Prostata 1 | STEPS ON SA PREPARATION Stop 1: Identify sectorlsub-sector outcomes. rangay CBMS survey results yields five major problems. Classify the maior ‘The | Sectoral frameworks can serve as guide in the determination of outcomes for the sectors. (See Table 1) Development outcomes of a sector are the end resuits that we expect the ‘of women and men. For Example: HEALTH OUTCOME: Mortality, Morbidity, Nutntional Status, Disability ‘Step 2: Identity Indicators for each of the Sector Outcomes le, the health outcome of mortality may be indicated by infant te, maternal mortality rate, crude death rate, child mortality rate ‘Stop 3: Obtain Data for each indicator “The primary source of data isthe Soclo-Economic Profile (SEP), However, dala from other sources. may be relevant in coming out with ‘compretvensive profile ofthe locality, Using the locality's data, compare outcome with = Past data= National data Step 4: Determine whether the Outcome is Desirable or Not Using the data for our indicators, we compare the outcome with nning standard (to determine how we fere against a prescribed ideal ) ‘outcome of a similar planning unit (example, comparing the poverty hat ofthe neighboring municipalities will m) ‘+The outcome of higher level pl ‘+ Other reference points From the comparison, we will be able to determine whether we off oF not. we are not better off, it becomes the basis fr ientfcation. If better off, then it becomes strength of the LGU bbe good to be replicated and sustained, affected by the problem — womer determine whether itis a practical or strategic gender cancem. It is also Jmportant to know how each problem situation affects women and men in their different roles, Step 5: Find out the causels of the situation ‘about such a situation in a more systematic and comprehensive way. socio-economic, demographic, information and ideas on how to correct problem situations and enhance udesirable outcomes. These factors are the potential areas for identifying the development interventions ~ policies, strategies, programs and projects ~ needed to either solve a problem or enhance strength, Step 6: Prepare a POPDEV Framework We may use the existing POPDEV framework as a model. The framework should show which factors are the proximate determinants and which are the underying determinants. ‘Stop 7: Identity Affected Population For every problem situation, we should identiy the specific population ‘group of groups affected by the problem: Who are they? Where are they? land How they are affected? This is to determine the extent to which the project is reaching them during monitoring process. Example: Who: Infants and children of poor families Where: in @ poor community in Provinoe A Extent: High infant deaths per family Population projections (including those of specific segments of the populations, @.,, wom isher foks, uplands, etc) are Used to determine how many people will be covered by the program, project or services over the plan period Tris will provide us with some basis for determining the funding requirements of the project later on. Step 9: Validate SA with Local Community Usually, consuitation with the community and the local officials is done through interviews or community meetings (e.g., pulong-pulong, Focus Group Discussions (FGDs) etc). This will validate the findings and data ‘cancers may remain invisible in the plan, nal analysis, after all, 2serves as the basis for the formulation of appropriate as well as gender responsive polices, strategies, programs and projects Conelusion 19 of locality's conditions ‘2 framework that will show Interrelationships of fact ‘SA depends on adeque Problems are identi standards or data of simile comparing ‘with past data, or national or regional data, or Workshop to guide SA formulation 1D dently the outcome of a sector (refer to the sectoral framework); 1 Nameltist the indicators needed to measure the oulcome. Indicate the value and compare with the standard 1 Indicate itis a problem or a strength; 1D List the doterminants and classify whether proximate or underiying (refer ‘back to the framework); and 1D Identity the target population SA Form mi - Dar Target Population ‘Nana _[Vabe | Banda " | Proxinate[UniongSESSION 2: PROBLEM IDENTIFICATION AND 3 INITIAL PRIORITIZATION SESSION 2 OBJECTIVES: Lear simple approaches in prioritizing identified problem situations. Apply these approaches in actus local situations. ‘SESSION 2 OUTLINE: Why peoritize problem situations? Why prioritize ldentified problems? © To find cut which problems to address during the planning period 0 To decide which problems ought to be attended first, next and so on 0 To determine besetting he Levels of Prioritizing problems, * Within the sector (e.g. Social sector) * Inter-sector prioritization of identiied problems ‘Stops on how to prioritize problems? Step? Factors that directly or indirectly ue the locality places on the identified problems ‘Step 5 Indicate the ranks of each ‘problem identified | Review identified problems affect the outcomes. + v Step 4 - — _ | Assess the problems vis-ivis, sup? ] the criteria Determine appropriate | |_——_e ited stakeholder a To know wh Steps Set the erteria | to address a sp Tips in Identifying problems. * Problems are derived from the worse off situations of a locality+ Problems always related tothe sector or sub-sector outcomes ‘Template for Individual Rating Ex: Housing Sector Prablema/eaves [Tovar | i 3a z a8 3 35 Women's” med assess to a housing ownership ‘Complicated housing aysiems and w | procedures. & Matching affordably Tevels with % ‘women's desired housing design | _| Tr inegraing gender concemain)25 [25 [1812 |75 | setlement planning - & Acceptance of women Ww the|20 [28 [7B —]10~ | 75 housing industry ‘Step 4: Review identified problems. Factors that directly or indirectly affect the outcomes, ‘Stop 2: Determine appropriate stakeholder “To know who to coordinate with to address a specific situation. Stop 3: Set the criteria The LGU chooses a set of criteria, which might include the following: = Urgency ofthe problem or concern 1888 ofthe problem or concer the problem or concer: + Magnitude of directly and indirectly affected population + Impact on strengths, potentials and opportunities ofthe area + Impact on other localities Others ‘Step 4: Assess the problems vis-a-vis criteria + Break down a criterion into sub-criteria to reduce element of subjectivity: “+ Assign weights to the chosen set of criteria, sum of all weights should not exceed 100%; a“+ Subject each local problem against a set of simple, common sense criteria = 88 an inital prioritization process, + Priorizaion can also be done through consultation with key informants Step 5: Indicate the ranks of each problem identified Workshop on Problem Prioritization Deliberate and agree on the ctiteria and weights to be used for the SA workshop, AS much as r probloms; o a a I rate the problems using the criteria (one sector ~ one o o Rank the problems Workshop on Problem Prioritization Problemsiissues | Critera/Weights Total ‘Serious [Exit | Conse (8%) [ness | 20%) | quence (20%) (5%)SESSION 3: IMPROVING THE BARANGAY DEVELOPMENT PLAN (VISION, MISSION) 4 USING POPDEV APPROACH SESSION 3 OBJECTIVES: 11 Deepen understanding of the basic concepis ofthe plan formulation processes. 13 Discuss the various concepts that guide and direct local development planning, 1B Provide an opportunity to apply these concepts to their actual situations, ‘SESSION 3 OUTLINE: 13 Guiding Plan Formulation: Vision, Mission, Goal, Objective, Target 11 Formulating Pian Interventions: Policy, Strategy, Programs and Projects, 15 Werkshop ‘THE BARANGAY PLANNING PROCESS Figure 1. The Planning Process, _ a vane | [og some 14 ‘once L) ofa | eer || a 7 SE, Ste | Ble ln | | ea raxowtig |_| LT nin and evaluation Implementation eee Programming Somme | | a Si, ste Zinn Monten Sant pnGuiding Pian Formulation: Vision and Mission ‘A Good Vision Statement Captures the aspirations ofthe community and is shared by all sectors of, tem = does not change as often as other components of jopment Plan (LDP), Developing a Vision Statement Requires: + Consultation and participation of all sectors ofthe locality : 1 for consistency against visions of higher and lower planning levels Consistency Check for Vision {Boge tdesotbe a prefered ities? ‘+ Canit be felt or experienced? Does it give people goosebumps when they hear it? How to Formulate Vision? Step 1 Review ot SA ‘The SA describes tho preset stee or condton ote ocalty_| Step 2 Preparation o Draft Vision ‘This wi seve as a wong | document dug community ‘consutatonWhats a Vision? + A vision is a desired state or scenario of a locality and its people. + In broad statements, it describes what the locality and its women ‘and men want fo become or where to go, say in 20 to 30 years, ‘captures the expression of peop! recognizes gender issues andl ‘equality contributes to end ‘rom development. + it is based on the localit’s capabilities and comparative advantages. It is attractive, and although ambitious, it is achievable. Why is @ Vision Important? is the most powerful engine that drives rogress. ‘= tt serves as the driving force that moves the entire community toward the achievement of a common development direction. + It provides direction and guides all development efforts of the locality oF community What is a Good Vision? (on is always based on a good SA, which takes into account the roblems and gender issues, comparative advantages, potentials ‘and capabilities. Hence, 2 good vision statement + caus the sprains ofthe pape in the communiy adresing needs and interests and is shared by all sectors of the evelopment Pian (LDP), ‘Moreover, @ good vision statement requires the consultation with and participation of women and men in all sectors of the locality. It is also aldated for consistency with the visions of Vision Formulation: Where would we like to be? Upon completion of the SA based on CBMS Results, he planners and/or [BDC can now proceed fo answering the next question. Where would We like to be? swering the question: “Where would we like to be?" the BDC wil fo formulate a draft Vision for the barangay. The BDC will take the 9resuits of the SA, CBMS Diagnostic Report, Problem Identifcation/Ranking, and use these in formulating a draft Barangay Vision, jon should be a shared as ‘and not just the BDC. Thus, it fa cfoss-seclion of the sector of barangay as possible should be Undertaken, “The Vision should also be measurable and verifable so atthe end of each Features ofthe Vision include the following: ‘Graphic — It should evoke a vivid image sector oficial or residents of the barangay would lke to see their sector or barangay transformed into, Example: A Treestned, Garden Barangay. ‘Specific - It should be descriptive and refer specifically to the sector or barangay. Example: The Heritage Center of the City. The Enterlainment Zone, The Automotive Vilage. include @ definite time frame for 2020. ‘Time-bound < SAR. Viton Example Vision should not have abstract and complicated words that ‘to remember or understand. All residents of whatever income ‘cross-section of the sector or barangay and not just stakeholders to have a common understanding of how to the Vision Statement be performance targets ing envisioned, translated into a Mission Statement with quar (oF indieators that embody the kind of develope VISION OF THE DAVAO REGION "The Davao Region envisions itslf as the country's Most Livable Region that is home to all peoples, creeds, and persuasions; plentiful in economic 20‘opporturitie; responsive in its delivery of basic services; and ever mindful Of ts legacy to those who wil inherit its future”, VISION OF LUCENA “We emvision a peaceful and progressive Lucena strategically positioned 1s a social and economic center in the Southeast Calabarzor sed with a God loving and enlightened citizenry, fullest, and equitably sharing the fuits of an ecologically-sound agro- industial development.” Focus Questions on Vision Formulation Vision += tfour BarangayiCily/Provines is successful today, how would you describe it? ‘+ What consitions do you want to seein place in your City/Province? What is a MISSION? Itis a statement that helps define both what a local government unit an its constituents will and will not do to achieve their desired vision. ‘why ission Important? It helps channel collective action into a common direction, so that women ‘and men's energies and organization's resources serve @ common purpose. It also provides meaning and motivation, since It can help women ‘and men see how their work conthibutes to the attainment of the vision. ‘A sample Mission Statement could include the following quenttative performance targets: Reduce flooding by fity percent (50%) Reduce trafic by thity percent (20%) Tolally eracicate drug addiction among the youth Minimize the incidence of crime by eighty percent (80%) RRedluce unemployment by fifty percent (50%) In quantifying the mission, the sector or barangay should choose indicators which are most relevant to the vision it has formulated. f the ‘sector or barangay seeks to be a Heritage Barangay and a Tourist Destination it should include in the mission indicators such as increase number of tourists, faites 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 fulure scenarios and attributes ofthe barangay. “The vision formulated as a result ofthe sectoral or barangay consultations will now serve as the focus of al efforts ofthe sector or barangay. 2Mission Statement We can also subject our mission statement to the following questions: 4) What services do we provide? 2) What Is 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: ‘Exists “essence™ By services “Through "Spproachesatarewes” ‘Some examples of mission statements: Batangas City: “To improve the quality of life of the citizens through & sustained effor to atigin a balance agro-industrial; to generate more and to provide adequately the basic je8 and social servioes necessary 10 a ‘governance, people empowerment and ensuring fevelopment* (Davao del Norte's Provincial Comprehensive Development Plan, 2001-2010)‘SESSION 4: GUIDING PLAN FORMULATION OF GOALS, OBJECTIVES, TARGETS AND POLICIES, PROGRAMS, PROJECTS USING THE DEVELOPMENT PLAN MATRIX 5 GOT 3Ps Guide (What action do we need to take to get there?) [inadequate no. of textbooks for elementary level classrooms and teachers 1 _{Cause of the problems) ‘Goals Increase access to quality (Desired education | resultsfoutcome) “yinerease Supply of | To provide enough textbooks by % at the | classrooms in the elem elementary evel by 2008. | and secondary levels 70% yearly nerease in the | proved pupi- ‘budget forthe purchase of | classroom ratio from _ elementary textbooks | in 2000 to_ in 2006° Improved textbook-pupil_| Improved teacher-pupil | ratio from to im 2006 | ratio from _ in 2000 to in 2008 i ‘Seek assistance of NGOs, | Tap funding from foreign grants end civic | congressmanipossibie Objectives, targets are to | oriented organizations | sector advocate forthe implementation of the Increase budget for the | Education for All (EFA) purchase of textbooks: _ Donated Book projects | School Building Project Target Beneficiaries —/ 1 (Who shall be served? No, of Male, No. of Female) 2‘What is a GOAL? 1 Broad statement of desired outcome to be achieved in the medium and in the long term, 1D Addresses a general or overall problem situation of the woren and men of locality or community 1B Answers the question: Where do we want to go? What is an OBJECTIVE? Amore specific statement ofa short range desired outcome or result, 1 may be viewed as a subset of a goal and therefore contribute to the attainment of a stated goal | They respond to specific problem situations usually sectoral in nature. rARGET? Whats, C1 Avery specific, measurable, attainable, realistic and time-bounded (SMART) statoment of a desired outcome 1 A subset ofan objective, thus, contributes tothe attainment ofthe objective 1 May be viewed as the quantification ofthe objective Relationship of GOALS, OBJECTIVES & TARGETS Goal Sk ‘Target ‘Target ‘Target ¥ Reduction of inequity - GOAL 1: High and sustained economic growth (OBJECTIVES: + Improvad agricultural productivity of both women and men farmers increased investments Employment generationTARGETS: ‘To increase the production of all food crops by an average annual growth fate of 7% within the plan period. + To undertake crop zoning for the whole province within 3 years. + Tolinerease the average annual yield of palay by 0.3 metric ton per hectare in the next 5 years. ‘What is the basis of appropriate Goals, Objectives and Targets? ‘A good SA is the basis of appropriate goals, objectives and targets. Importance of Appropriate Goals, Objectives and Targets: Goals, 3f appropriate and sustainable plan programs, projects ‘concerns of women and men identified in ute tothe attainment ofthe goal fe to the atlainment ofthe objectives? rgenerational wellbeing 1x Ave there existing goals, objectives and targets that are in conic wth the proposed goals, objectives and targets? What is a policy or a strategy? 13 OBJECTIVE Improved health of women and infants a TARGET Reduction in IMR irom 60 to 45 per 1,000 live births by 2007, 12 POLICYIStrategy: Promotion of preventive rather than curative health * Promotion of primary health care Why Policy/Strategy? 10 To formulate ways of achieving he stated sustainable goals, objectives and targets. 10 To provide means of responding tothe problem situations of women and ‘men identified in the SA. 1 To guide ication of programs and projects addressing the problem situations identified in the SA 2What are the bases of Appropriate POLICIES/STRATEGIES? A good SA 1 Sustainable goals, objectives and targets Guide Questions in Formulating POLICIES/STRATEGIES 18 What isthe problem/set of problems affecting women and men of different ‘ages that we are addressing? 18 What factors (socal, economic, environment, etc.) have caused the problem situation? 1G How can the causes of the pr 1D What ae the priority 1D Which combination wi 1D Ate there existing pot 1D Is there a need to revise existing polciesistrategies So that they are sustainable and are gender responsive? 13 What actions (e.9,, legislative or executive) will these policies/strategies require? Consistency Check for Policy/Strategy idross the determinants of the problems fontied in the SA? consistent with the stated sustainable goals, DEFINING PROGRAMS AND PROJECTS ‘Steps in identifying Programs and Projects Bases for Appropriate & Effective PROGRAMS AND PROJECTS DA good SA 1D Gender-responsive sustainable goels, objectives, targets 1 Gender-responsive sustainable policiesstrategies ‘What are Appropriate and Effective PROGRAMS & PROJECTS? 1 Addresses specific determinants of problem situetions of women and men, Of all ages identified in the SA. 10 Relevant to stated gender-responsive sustainable goals, objectives and targets 1G Conform with stated gender-responsive sustainable polcy/strategy. 1D Are themselves sustainable, 2%Identifying Programs and Projects Example PROBLEM : Slow economic development of LGU GOAL _: Improved and sustained economic growth OBJECTIVE : Improved productivity of rice farmers (women and men) TARGET — : To increase the harvest of low income farmers (women and men) from 50 cavans to 100 cavan per hectare by 2006 POLICYISTRATEGY : Promotion of agri-industrial development PROGRAM : Comprehensive agrarian reform PROJECT 1 : Provision of credit to women and men farmers PROJECT 2 : Irrigation development PROJECT 3 : Establishment of cooperatives for credit ‘assistance for women and men farmer PROJECT 4 : Construction of post-harvest facilities and farm- ‘to- market roads. Conclusion 1D. Vision inspires people and drive them to change 1D Goals, objectives and targets must be based on a good situational ‘analysis that considers the diferent needs of women and men 11 Policies and strategies should conform with goals, objectives and targets 1D. Programs and projects should be relevant to goals, objectives, and targets ‘and conform wih stated policy and strategy WORKSHOP Pesticipants work by LGU a problems affecting your localtylagency 0 that addreas the chosen probloms: a ontibte othe atianment fhe stated goal aera progeans procs tat conform wih tate polces/strategiosDevelopment Plant Matrix ‘PROBLEMS | Doleriinanis of | “GOALS, |” POLICY! {Concane of the Protlem | OBJECTIVES, | STRATEGY “rman | aesetpiny, | “TARGETS ‘ediressed) | prograr projet)‘SESSION 5; IMPROVING THE LOCAL 6 INVESTMENT PROGRAM (LIP) ‘SESSION 6 OBJECTIVES: -esent the rationale and basic concepts of investment programming iscuss and apply the processes and tools of investment programming f= Introduce the aifferent financing options forthe investment program ‘SESSION 6 OUTLINE: Investment Programming m = Steps in Local investment Programming jon and Preparation of Programs/Project Concept {Matching of Available Funds with Funding Requirements ritzing programs snd inancing to effecivaly Investment Program 2 selected and developed from Itig.@ mix of prionty programs and ‘can be implemented for one year the inital program and project con: or longer such as 5 or 10 years. Why Develop an Investment Program «= limited government resources {ensure that the more important programs and projects are funded and implemented jy that LGUs may create rastructure and -w/ the approved 2. 8 a 3 local development & ‘Steps in Local Investment Programming 41. Identification & Preparation of Programs Project Concept Individual Project Concept ‘= ProponentBrief Description of Project Problem/Concern being addressed Gender Issues Objectives Cost (Total & Annual) Location “Target Beneficiaries Source of funds Period of Implementation Status 2. Master listing of Projects by Sector 3. Screening of Programs and Projects 3, Prioiizaion & Ranking of Programs & Projects Criteria Redundant projects Impracticallunrealistc projects ndesirable Inefcient Conticting Complimentary Compatible Urgency/seriousness of the problem being addressed Impact tothe target men & women beneficiaries Feasibility ofthe programiproject Cost-effectiveness Gender-responsiveness Environment-iendliness joriizaion & Ranking of Programs and Projects uP Fe —— Barangay — Criteria Value 7 Weight Projects 2 3 Impact Feasibility Cost fective | Gender Responsive: tT [Environment friendly4, dentitication of Internat & External Funding ing the annual costs of each project the total internal revenue (real property tax, business ‘ees & licenses, other taxes, services & operations, IRA) LIP Form 2. Projected Future Total Revenues | Projeted Future Total Revenves | LIP Form 2 } Real [Business [Other [Services @ ]IRA [All | Total Year | Property| Foes & | Taxes | Operations | others ___|Tax | Licenses | I L I ~ Steps in Local Investment Programming t = Estimating the projected fiscal balance Fiscal balance ~ amount for funding programs & projects ‘+ Matching of avellable funds with the funding requirements of the LIP UIP Form 3. Projected Fiscal Balance Projected Fiscal Balance —] LIP Form 3 | Trem YEAR Projected Revenue Less: Projected Operating Expenses Capital Outlay | j Non-Office Expenitue Obiigated Debt Service [Fiscal Baianes t LIP Form 4. Final Formal for LIP ( Final Formal for UP IP Form 4 a "Rank | Proposed | Location] Fund Coat Estimate Progct_| Source | Total Yi_| Y2_|_¥8Pian Implementation Mechanism 12 Aplan implementation mechanism is necessary because a plan (LDP) and its programs and projects are mul-sectoral in character. Hence the achievement of planned development goals and objectives requires: 1» Joint efforts and resources of development agencies atthe community ‘are required. = Women and men constituents, groups, institutions within and outside the community ‘= Implementation consists of complementary efforts to transiate the plan into conerete public and private Investments and activites. Plan Implementation Mechanism 1D. Major Implementation Concerns: '= Role definition and assignment of respo les of implementing ‘and implementers, ‘and mechanisms, Plan implementation Mechanism 18 Structures and Mechanisms: 1 Specific government agencies and private ructures and staffing patterns within the sent of the civil society, including women, like day care GAD committees, etc. ‘= Equal opportunities for women and men to participate. ‘= Monitoring and evaluation system. LGU Organization Structures and Mechanisms involved in Plan Implementation Monitoring and Evaluation Unit— local project monitoring committee, LGU Development Regulation and Control Measures o Zoning ordinance a legal mechanism o* tool to projects are implemented according to the land us1D. Texation measures - 2 mechanism to increase LGU revenues, provide Promoting and Marketing the Plan a Why? = To ensure increased public awareness and understanding ofthe plan, including the specific policies ofthe local government. rate broader public support, commitment and cooperation in jementation, in mass dissemination ofthe development vision, goals, and programeiprojects ofthe LGU and the local leadership. Promoting and Marketing the Plan a Strategies 1» Networking and Institutional Linkaging o LLGU should therefore do the following: 1» Strengthen information management capabilties = Develop human resources for communicati ‘= Manage production and mass or selective dissemination of mult-media Information packages Promoting and Marketing the Plan 11 Why a Gender-Responsive POPDEV Pian? effectiveness ‘efficiency equity Legitimizing the Plan ‘achieving wider ‘acceptance and offical adoption of the plan. 1B Acceptance ofthe plan by women and men of the com their concerted effort toward the attainment ofthe plan's.SESSION 6: GENDER-RESPONSIVE MONITORING & EVALUATION (M & E) 7 ‘SESSION 6 OBJECTIVES: + Present the Gender-Responsive Monitoring and Evaluation System * Discuss the Steps in Designing the Project Monitoring Scheme + Introduce the Result Chain Monitoring System SESSION 6 OUTLINE: Gentler-Responsive Monitoring and Evaluation ‘What is Project Monitoring? ‘Two Components of Project Monitoring ‘Why do we monitor a project? ‘Steps in Designing a Project Monitoring Scheme (PMS) + Developing the Monitoring Objectives Developing a Monitoring Plan athering Information Analyzing information + Providing Suppor Intervention + Evaluation + Monitoring vs, Evaluation + Gonder-Responsive Monitoring and Ev During the Implementation, the programs and projects are closely ‘monitored to ensure that they are carried out as scheduled and within the Dudget, and more importantly, that the intended beneficiaries are reached. If not, corrective measures are instituted. At the end of the planning period nis carried out. In n are performed to assess how 19 eavried out. At the macro level plan is done, A the micro level, monitoring ‘and evaluation of a specific program or project is also performed (NEDA, 4e34:34), {In monitoring and evaluating programs and projects, the following considerations should be taken into account (NCRFW 1998:33) 1. A systematic genderresponsive monitoring and on-going evaluation ‘mechanism in the project design should be done, Fy]2. Ifthe project's monitoring and evaluation system i$ not appropriate or if it has no builtin MBE, one should be set up. In developing the system, the following concems should be considered management of inp which measures the end resuil and how the project impacts on the Identify and determine effects of projects on target groups. fe, Instituionalze the designed POPDEV-sensitve and gender- responsive M&E into the project. Monitoring In the course of the implementation of a program or project, both the overall plan and the specific programs or projects are monitored to determine (NEDA, 1994:34): 1 programiproject is undertaken according to 10, why? What needs to bo done to put back on budget? Is there a need to revise either the ‘schedule or the budget, or both? [5 More importantly, whether the identfed the identfied female and male 8 of programlprojact are reached. If not, why? Was the lysis faulty? What changes need Teach the intended beneficiaries? If they were reached, was this done ‘efficiently, efecively and equitably? If not, how can this be done? What is Project Monitoring?‘What are the two Components of Project Monitoring? ‘Systematic, timely and regular gathering of feedback from plans and determines whether clearance ‘agencies has been sought about and whether rom the orginal plans. ‘Timely provision of appropriate support or intervention ‘The project examines the causes of the deviations, identes solutions, ‘and persons likely to solve the problems, and determines the type and ‘support and intervention necessary to correct the devi Why do we Monitor a Project? 1) When we provide systematic, fmely and regular information on a Project's progress: the immediate identification of strengths that can be ture projects. determine weaknesses, Gaps, errors and problems in the implementation and formulate possible solutons to these 11 It faciftates the clarficetion and resolution of issues with project implementers. 1D It provides sex-disaggregated data which researchers and evaluators ‘can use in the interpreting overall and cif pact evaluation results ‘of females and males. It can also provide insights and lessons from the present project to be in development of future 2) When we provide timely and appropriate suppor or intervention: 2 It promptly checks problems at an early age, thus preventing Feourences, unnecessary wastes in resources and possible damaging effects on the program. 1D Tthelps in the early introduction and application of solutions that lead to the timely realization ofthe project's activites. This refers the systematic assessment of a planned, ongoing or tervention to determine its relevance, efficiency, pact and sustainabilly. The intent is to incorporate leseons leamt into the decision-making process. Evaluation may be done in two ways: 4. On-going Evaluation ~ On-going and periodic evaluation is conducted to provide arly feedback to project jement on the following concerns: policies affecting the project, atisinment of sectoral goals and 36objectives: adequacy of institutional arrangements; and the appropriateness of project design and the level of resources. (One familiar activity is the conduct of mid-program and project evaluation get group are whether 2. Post Ev ‘and objective asset Monitoring vs. Evaluation riment valid, The review likewise helps. determine should be modified due to environmental constraints. What is the cifference between monitoring and impact evaluation? Project monitoring and impact evaluation are two interelated processes. ‘They are important elements of project management. They also require baseline informatio both involve 8 critical tation, Moreover, Finally, they provide insights and lessons for use in the next project planning But there are a fow basic diferences between the two, name the ‘on operations — nce among tegies and output tion: How Is the proj inputs, | So Evaluation Toouses it asks question: What difference did the project make? [Monitoring is conducted continuously | from the start of implementation Impact evaluation is done after @ project, or after a certain stage of it, has been comg Monitoring requires documentation of the project's progress during its Implantation. Impact tion necessitates documentation before, during and afler eration. Daia gathered ‘are used a8 inputs The parson in-charge of project ‘monitoring Is | conduct as well as the outcome of the Project. evaluator fas no involvement with the day-to-day operations of a ly, the | evaluator should tached |Categories of Gender-Responsive POPDEV Indicators by Level Inputs Indicators Input indicators describe the quality and quantity of the various inputs to the development interventions as well as the past, present and expected future situation or condition of the locality ands Quality and quantity of inputs to developmental interventions include” 1. Physical resources such as raw materials, financial and human ‘Technology, including equipment Development proniies of the LGU. Policies and strategies. Input indictors used to make comparative descriptions of past, present land future situations are usually a set of key social, economic and demographic data such as: 4) Ropiaton size and den 5. Descriptioniresults of past, present and prospective development programs, etc. Output indicators, ‘These indicators measure the quantily and quality of the goods and services produced drecily by the completed program, project and other evelopment interventions. Examples of output indicators are: 1. For a community reforestation projec, the number of hectares of land number of courses conducted. ‘Outcome Indicators: ‘These measure the a the short run (effects) hich the needs of target beneficiaries are met. For example, ina training ould be the unemployment rate and an impact ‘wellbeing ofthe beneficiaries. Incieator would be thefstinction ofthe three categories of indicators is futher illustrated in the ing BrogramPProject (PIP) | PIP Results of PIP jutcome oF PIP | (Ex: Training Program) | Impleme | Implementation | Implementation tation Input indicators Output Incicators = Unemployment rate = Number of tim who | - ‘completed training (oy ‘age) = Number not able to = Cost per trainee complete training Income (tim, Long term (impact) Participant ‘age ‘Unemployment ~ Number of courses | rate completed ‘Actual cost of training household goods Guide Questions to facilitate monitoring and evaluation: 41. Data Collection and Ans ‘8, Does the project's MRE system explicitly measures the project's (gonder-cferentiated effects on the target groups? b, Are the data collected with sufficient frequency so. that ecessary projects adjustments can be made during the project? ‘Are the data fed back to project personnel and beneficiaries in fan understandable form, and on a timely basis to alow project adusiments? 4. Are specific policies related to project implementation identified? Has the project identified the POPDEV-sensitive and gender-responsive indicators to be monitored and the monitoring frequency? oes the project include a mid-term or annusl evaluation? \What mechanieme have been built nto the project for corrective action on the basis of evaluation? 5. Are copies of the final evaluation report given to project developers, implementers and national decision-makers 10 guide them on insights and lessons learned for future use?6. Ate beneficiaries involved in designing data requirements? 7. Bee ben collected for mor jaies involved in the collection and validation of data ring purposes? 8. Operational — does the project have any of general andlor gender- differentiated negative effects on the beneficiaries which were identified in the course ject implementation? if s0, what attempts are being made to avol 2 oF compensate those affected? ©. Organization ~ Has the project led directly or indirectly tothe festablishment of an organization, group, cooperative or other institutions or enterprise? 410. Socio-Economic ‘2. What are the levels of participation inthe decision-making and enhanced at all levels of project implementation’? , What changes have resul involvement inthe project in terms of work, home, local community and society? 11. Are appropriate control procedures in place to operationalize the designed MBE system? 42. Are concerned project personnel and management appropriately Informed and tained on the use and importance of the designed M&E system? 19. Are the necessary logistics and support structures in place for the ‘operation of the designed POPDEV-sensitve and gender-responsive MBE system? Results Chain Performance Measure Budget Matrix Why is measure important 4. What gots measured gets done! = How did we leam to = Why do we stop our 2. Similarly, MDG introduced various measures of poverty incidence so that WE Will be prompted do something about it and its manifestationsPerformance Measure Results Chain 4. Aro set intemally with the participation of key stakeholders, ra than handed down by some external ently. Faciltates mean Monitoring & Evaluation (M&E), promotes transparency and accountability Measures are regularly collected to assist management make timely and key operational decisions so that program objectives are met, desired results are delivered ‘Must be composed of a serias of measures building on each other and integrated into the various components of a program Results Chain Performance Measure Budget Matrix (See Annex ) Project te: RESULTS | STRATEGIC [MEASURE ‘BUDGETARY GOALS REQUIREME NT IMPACT | (Giy Vision) | (Desired proportion | (or [NA (Mision) Ratio) | OuTcomES | (woe bene WK |(mo@) addressed) OUTPUTS (Proporion of target NA benetianes served) {Proportion of residents salted - tn the projet) RETIVTY — |(Guireach) —] (Proporion of | Gear | NA L berangaye reached) | Rato) INPUT —[ateriais [Unit of measure | Quantty_| Actual Aout Personnel, —[No. ofman-days | Quantity) Actual Amount manpower . Meals, venue | No. ofpadioad | Quantiy| Actual Amount costday 7 ‘Tranapo, | Gas Fuelin fiers, | Quantiy” | Actual Amount comm," _| TOTAL BUDGETARY REQUIREMENT (PPP) Summation‘Sample of Accomplished Results Chain Performance Measure Budget Matrix Project: Barangay Immunization Program RESULTS | STRATEGIC | MEASURE TARGET | BUDGETARY GOALS this Year | REQUIREME NT (PhP) IWPACT | Happy and | Proportion of San [80% [NA (VISION) | Healthy San _| Josenos who Josenos | believe they are healthy because of the various programs ofthe city ‘goverment OUTCOMES [MDG 4: Under 5 Morality [7Or000 | NA. (oe) Reduce Child | Rate births Morality — | No. of mothers satisfied with the | 96% immunization program OUTPUTS | Children | Prop of under’ [eo% [NA Immunized | children immunized due to project No. of mothers | 95 % ‘happy with CHO personnel services. TIVITY | Barangay} Proportion of 700% TNA Immunization | barangays reached Drive by immunization rive INPUT Vaccines | Boxes 15 580,000, Syringes __| Boxes. 1000 +100,000 Personnel | Midwives man-days | 37 17,500 Nurses man-days | 24 12/000 Promotional [No. of spots! 4 Sp01S 760,000 Radio Ads _| stationday Fuel for Diesel Fuelin ers | 200 irs 100,000 Vehicle ‘TOTAL BUDGETARY REQUIREMENT (PAP) 73500,1, Situational Analysis (SA) Form Lau: Sector: Ouicomes Tinie Statement Determinants Target Resuis [Name] Value | Standard | of — [ Proximate | Underiyiag | Population Comparison | problem | Direct) | Cadiect) or strengsh3A. Problem Identification Form Individual Rating Sheet ‘Problems/lssues ‘Criteria / Weights Toial Urgency] Seriousness | Extent 35%) | (30%)3B, Problem Identification Form ‘Summary Rating Sheet Problemaasnes Rank4. Goals, Objectives, Targets (What action do we need to take to get there?) Form Problems (oncems to be addressed) Tnadequate no. of textbooks for elementary level Tnadequate n0.of classrooms and teachers (Cause ofthe robles) Goals Terese scones to quality (Desired resutsloutcome) | education ‘Objectives Tnerease spply of textbooks | To provide cnough by _% atthe elementary Tevalby 2006 classrooms io the lem and secondary levels 10% yearly evease ia the improved pupi-classcoom tatio from in 200010 in 2006 improved teacher-pupil al ratio from__ to _in 2006 | ratio from in 2000 to _ GREAT) in 2006 Policy/Strateny Seek aisistance oF NGOs, | Tap funding fom (ovr the goals, objectives, | foreign grants an civic congressman/possibh targets are to be achieved) | oriented organization sector advocate forthe implementation of the Increase budget forthe | Education for Ail (EFA) purchase of textbooks, rogram ‘Danated Book projects | School Building Project (Appropriate and adequate Imeevention/solution to achieve the objectives) Projects (Aciivitiesies implemented to maximize the impact)PLAN IMPLEMENTATION MECHANISM OR COMPLAN (FORM 5) Rationale ‘Taret Auiience Strategies Reinforcement cot | Objectver | tntemat | exes | Messge | Medium | Tine- | tude eta | Montore frame Tahien Det ig rales; | ONETOR, | Wallwiwal | TONE | PHP | CALLS FROWWALL | LST OF ele SMES, TONE.” |Slogiain40| “AUG | 22000 | ” SCOGANTHONE, Baraneay er, rawiLy |" Souege | 2005 FROMTHE CMS Employment TESA, Locations SURVEY VSLisT ‘once DOLE” | -WALANG [Bieetues [JUNE | Pir — [CALLS FROM OF SBESO (60050) harchdnsed | TAMAD SA | “Tarai” | 2005 | 1000 | TARPULIN, | REOISTRANTS NGOs, PASAY") Bama BROCHURES’ (partues for PHONE. Aeelopaent) | TRABAIO TEESOREPORTSOW | LIST OF BUSINESS TTAWAG | Communiy | MAY- [ESTABLISHMENTS moss. | Valdion | AUG ‘THAT SUBMITTED sass | Yeas) | 2008 TRAINEDAGY | JOB VACANCIES RESIDENTS BY TEsbe. ‘SEMINAR WORKSIT raps am | May | pup | OPS AND COURSES | ‘saenc, | 205 | 24000 ust oF TESDE FoRWARD AND | EMPLOYED REVERSE PERSONS ExeLovuent | THROUGH TRACERS: REVERSE AND FORWARD ‘TRACERSSustainability Analysis Matrix Intervention Project See Social_|Eeonomio | Fnvironmest_| Social [ Beonomie | Environment Resource Build-ap (Positive Fifects) ‘Resource Rundown (Negative Effects) Value Sustainable Net Non sustainable Mitigating Intervention (to sinimize the non ‘sustainablity)