Fourth Quarter Report

4Ps, SLP, and KALAHI-CIDSS

Office of the Assistant Secretary for Specialized Programs

Contents
Pantawid Pamilyang Pilipino Program .............................................................................. 2
Sustainable Livelihood Program...................................................................................... 24
Kapit-Bisig Laban sa Kahirapan - Comprehensive and Integrated Delivery of Social
Services ............................................................................................................................. 40

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Pantawid Pamilyang Pilipino Program
Republic Act 11310 describes the Pantawid Pamilyang Pilipino Program, or 4Ps, as the
national poverty reduction strategy and a human capital investment program that provides
conditional cash transfers to poor Filipino households for at most seven years (2019, Section
4). The program seeks to improve the households’ health, nutrition, and education through
conditions for the cash transfers, and to contribute to breaking the intergenerational cycle of
poverty.

This report outlines the accomplishments of the 4Ps in October and November 2020 or parts
of the fourth quarter (Q4) of CY 2020. At the time of reporting, the data available are those
from the 4Ps October Implementation Report and 4Ps report in the third Specialized
Programs Management Committee meeting on December 16, 2020.

This document further describes the 4Ps’ progress in its contributions toward the strategic
directions of the DSWD, identifies important milestones and changes in the program, and
points to opportunities and challenges—the responses to which may be incorporated in the
steps of the program moving forward.

1. What has been the progress of the program? What are the highlights of
its accomplishments in terms of its coverage, the general condition of
its beneficiaries, and its responsiveness as a program?

1.1. Coverage

The coverage of the 4Ps as a program pertains to the overall picture of household
beneficiaries and the support they have received through the conditional cash transfers, as
well as the reach of the 4Ps across the country including poor regions and provinces.
Coverage has been a primary consideration in the targeting for 4Ps as a program, and is an
indication of the ability of the program to permeate where it is needed.

1.1.1. Active Beneficiaries

As of November 30, 2020, the active household beneficiaries of Pantawid Pamilya are
4,304,913. The number represents 97.8 percent of the 4,400,000 target households based
on the General Appropriations Act for 2020.

Table 1. Total number of active 4Ps households, October and November 2020
Program Coverage October November

Number of active household 4,304,014 4,304,913

beneficiaries

Percentage in target of 4,400,000 97.8 97.8

(%)

The active household beneficiaries are equivalent to the households that are eligible to
receive grants. They belong to the total number of registered households, which further
comprises households that are eligible to receive grants but whose grants are on-hold
pending updates and resolutions of grievances; and households that are ineligible to receive
grants. In October of Q4, these numbers correspond to 212,175 and 573,000, respectively.
The total number of registered households as of end of October 2020 is 5,089,189.

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Table 2. Total number of registered 4Ps households, October 2020

Household Classification October

Total number of registered households 5,089,189

Eligible to receive grants 4,304,014

Eligible to receive grants but on-hold 212,175

pending data updates or resolution of
grievances

No longer eligible to receive grants 573,000

1.1.2. Households with Incomes Above Poverty Threshold

The number of households that are no longer eligible to receive grants point to a crucial
figure—the number of households whose incomes have gone beyond the poverty threshold.
While the change in the incomes may not be completely attributable to the 4Ps as a
program, observing the figure anchors the intended character of 4Ps as a poverty reduction
mechanism.

In October, there had been 31,566 households whose incomes were above the poverty
threshold.

Table 3. Breakdown of 4Ps households that are no longer eligible to receive grants,
October 2020
Household Classification October

No longer eligible to receive grants 573,000

Fraud 10,632

Waived 39,589

Duplicate 31,261

No more eligible members 443,478

Income above poverty threshold 31,566

Other reasons 16,474

The primary reason for the increase of 283 4Ps households from September to October was
the reactivation of households still eligible for the program.

1.1.3. Geographic Coverage

Based on the 2018 Philippine Statistics Authority’s poverty statistics, the poorest region in
the country was Bangsamoro Autonomous Region in Muslim Mindanao or BARMM at 54.2
percent poverty incidence. This was followed by the poverty incidences in the Zamboanga
Peninsula (25.4 percent), Caraga (24.1 percent), Eastern Visayas (23.9 percent), and
SOCCSKSARGEN (22.4 percent).

The 4Ps as a program has identified target numbers of poor beneficiaries per region for
2020. By the end of October, the deviation of the actual 4Ps beneficiaries from the total of

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the regional targets was 95,986. The BARMM, Ilocos Region (I), and Caraga Region
exceeded 100 percent of their target beneficiaries. Western Visayas and Cagayan Valley
were at 99.4 and 99.1 percent of their respective targets. (Table 4 shows the regional
breakdown of the number of target and actual 4Ps beneficiaries.)

Table 4. Target and actual 4Ps households per region, end of October 2020
Island / Region Target vs. Actual
Target Actual Difference Percentage
(%)
NCR - National Capital Region 227,341 219,616 7,725 96.6
CAR - Cordillera Administrative 63,894 59,819 4,075 93.6
Region
I - Ilocos Region 204,742 206,719 (1,977) 101.0
II - Cagayan Valley 106,212 105,428 784 99.3
III - Central Luzon 297,237 294,582 2,655 99.1
IV-A CALABARZON 325,640 319,190 6,450 98.0
MIMAROPA 200,534 194,494 6,040 97.0
V - Bicol Region 378,232 372,006 6,226 98.4
Luzon 1,803,832 1,771,854 31,978 98.2

VI - Western Visayas 325,411 323,599 1,812 99.4

VII - Central Visayas 294,186 285,343 8,843 97.0
VIII - Eastern Visayas 286,839 280,013 6,826 97.6

Visayas 906,436 888,995 17,481 98.1

IX - Zamboanga Peninsula 323,074 297,826 25,248 92.2
X - Northern Mindanao 272,074 266,283 5,791 97.9
XI - Davao Region 267,976 257,335 10,641 96.0
XII - SOCCSKSARGEN 255,357 235,682 19,675 92.3
Caraga 189,279 189,688 (409) 100.2
BARMM 381,972 396,391 (14,419) 100.8
Mindanao 1,689,732 1,643,205 46,527 97.2
Grand Total 4,400,000 4,304,014 95,986 97.8

In terms of coverage, most of both the target and actual beneficiaries resided in Luzon,
followed by Mindanao, and then Visayas. The highest number of active beneficiaries
belonged to BARMM at 396,391. This was followed by active beneficiaries in the Bicol
Region (372,006), Western Visayas (323,599), CALABARZON (319,190), and Zamboanga
Peninsula (297,826).

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 1.1.4. Characteristics of Beneficiaries

Marginalized Groups

The active household beneficiaries of the 4Ps include marginalized groups, among them
[indigenous peoples or IPs] who are either itinerant or in geographically isolated and
disadvantaged areas (GIDA), homeless street families, and ―families in need of special
protection due to natural and man-made calamities‖ (DSWD Pantawid Pamilyang Pilipino
Program, 2020 September, p. 9).

In October, the proportions of different marginalized groups among the 4Ps beneficiaries
remained similar. Most of the active beneficiaries belonged to Sets 1 to 9. IPs in
geographically isolated and disadvantaged areas next comprised many of the beneficiaries
(171,892); and by the end of October, most of them came from BARMM (29,457), Davao
Region (28,021), and Zamboanga Peninsula (22,251). IPs in the GIDA were followed by
families in need of special protection due to natural and man-made calamities (26,373).
Itinerant IPs comprised the smallest number across different groups of 4Ps household
beneficiaries in October.

Table 5. Marginalized groups among 4Ps households, October 2020

Specific Characteristics of 4Ps
October
Households

Sets 1-9 4,101,857

Homeless street families 3,556

Indigenous peoples in geographically 171,892

isolated and disadvantaged areas

Indigenous peoples who are itinerant 336

Families in need of special protection 26,373

Grand total 4,304,014

Sex of Grantees and Household Heads

Among the beneficiaries, there are the grantees, who refer to household members
authorized to withdraw or receive grants from the program. As of October, there are
3,691,645 female grantees while there are 612,396 male grantees. These figures represent
85.8 and 14.2 percent of the grantees, respectively.

Table 6. Sex of 4Ps grantees, Q3 2020

Sex of Grantees October

Female 3,691,645

Male 612,396

Grand total 4,304,104

Among beneficiaries are the household heads—adult persons, male or female, who are
responsible for the organization and care of the households and who are regarded as such

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by the members of the households. At the end of October, close to 9 out of 10, or 89.1
percent of the households have male household heads.

Table 7. Sex of household heads by percentage, Q3 2020

Sex of Household Heads October

Female 89.1

Male 10.9

Children

Part of the mechanism of the 4Ps is the set of conditions for entitlement for the cash
transfers. Among these conditions may be regular preventive health and nutrition services
including checkups and vaccinations (zero to five years old), taking of deworming pills (one
to 14 years old), attendance in daycare or preschool classes (three to four years old), and
attendance in elementary or secondary classes (five to 18 years old). These conditions have
further details such as prescribed frequencies.

At the end of October, there are 7,450,671 children aged zero to 18 years old (based on the
computed difference between the birthdate of the children and date of latest reporting
database). This would be a decrease from the number of children beneficiaries in September
which was 7,692,415.

Table 8. 4Ps Children per age group, October 2020

Sex of Grantees October

Zero to Two (0-2) 55,917

Three to Five (3-5) 205,939

Six to 14 (6-14) 3,800,737

15 to 18 3,388,078

Total 7,450,671

The households of the children beneficiaries receive conditional cash transfer grants per
child enrolled in daycare or elementary, junior high school, and senior high school. The
highest number of children belonged to the bracket of ages six to 14 at 3,800,737. This
figure is followed by children in the bracket of ages 15 to 18 at 3,388,078. A closer look at
the children beneficiaries would show that by end of October, among children aged six to 14,
the most number belonged to Grades 1 to 6 (2,224,268) while the most number of
beneficiaries among children aged 15 to 18 belonged to Grades 7 to 10 (1,9765,297).

Table 9. 4Ps Children per age group and grade level, end of October 2020
Age Group

Zero to Three to 15 to 18 Total Percentage

Six to 14
Grade Level Two (0-2) Five (3-
(6-14)
5)
Kindergarten - 106,983 375,955 21,035 503,373 6.8

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Grades 1 to 6 - - 2,224,268 493,951 2,718,219 36.5

Grades 7 to 10 - - 970,135 1,976,297 2,946,432 39.5

Grades 11 to 12 - - - 843,230 843,230 11.3

No Grade Level 55.917 98,956 230,979 53,565 439,417 5.9

Reported

Total 54,275 206,939 3,800,737 3,388,078 7,450,671 100.0

Percentage 0.8 2.8 51.0 45.5 100

The 4Ps program also monitors the number of children taking the regular curriculum and the
Alternative Delivery Mode/Alternative Learning System (ADM/ALS). The number of those
taking the ADM/ALS by the end of October was 88,317.

Table 10. 4Ps Children taking the regular and ADM/ALS curricula, October 2020
Type of Curriculum October

Regular Curriculum (Grades 1 to 12) 6,419,564

ADM/ALS (Elementary and Secondary) 88,317

Elderly Members

Elderly members or senior citizens are those individuals who are 60 years and over.
Compared with the start of the quarter, households with at least one elderly member was
equivalent to 744,139, the end of the quarter saw an increase with 760,741 households
having at least one elderly member.

Table 11. 4Ps Households with at least one elderly member, October 2020
Age Group October

60 to 69 821,594
70 to 79 341,190

80 and above 157,881

Total 1,320,665

Indigenous Peoples Households

The 4Ps further monitors IP households and household members. The reach of the program
among the IPs is important, as IPs could become disadvantaged groups whose fundamental
freedoms, education, and development may be hampered by poverty. By the end of
October, more than 15 percent (15.4 percent) or 662,275 of the 4,304,014 active household
beneficiaries were IP households. More than seven out of 10 (72.3 percent) or most of the IP
households came from Mindanao, followed by IP households from Luzon (24.8 percent), and
IPs from Visayas (2.9 percent).

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Table 12. 4Ps IP households and their distribution across island groups, Q3 2020
Island
October
Group

Number of Percentage
IP (%)
households

Luzon 164,431 24.8

Visayas 19,164 2.9

Mindanao 479,161 72.3

Total 662,756 100.0

Members who are Persons with Disability (PWD)

Among the 4Ps households are members who are persons with disability. In October, the
proportion of households with PWD to 4Ps households is close to one in every 20. There
were 203,284 households with PWD/s in October.

Solo Parents

According to the 4Ps Implementation Report (2020, October), Republic Act 8972 or the ―Solo
Parents Welfare Act of 2000‖ recognizes solo parents as part of the disadvantaged sectors
in the country. The latest data on solo parents among the 4Ps households refers back to
October 2020, when there were 270,406 solo parents in the program.

Pregnant Members

Pregnant members are also being monitored in the 4Ps. Among the conditions for the cash
grants is pregnant members’ availing of themselves of prenatal services, giving birth in a
health facility attended by a skilled health professional, and receiving of postpartum care and
postnatal care for their newborns (RA 11310, 2019, Section 11).

As of the end of October 2020, there were 17,880 pregnant household members among the
active beneficiaries.

Households Engaged in Farming, Fishing, and/or Forestry

Households that are engaged in farming, fishing, and/or forestry belong to sectors that are
also of concern to 4Ps. They give a picture of part of the basic sectors that the 4Ps is able to
engage in. As of end of October, of the 4,304,014 active 4Ps beneficiaries, there are
1,933,224 households or 44.9 percent who have at least one member engaged in farming,
fishing, and/or forestry.

Table 13. 4Ps Households engaged in farming, fishing, and/or forestry, Q3 2020
Island
October
Group

Number of Percentage
households (%)

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 Luzon 636,145 32.9

Visayas 408,426 21.1

Mindanao 888,653 46.0

Total 1,933,766 100.0

1.1.5. Grants Released and Mode of Payment

The latest data on grants released refer to the June to July 2020 period or Period 3 of 2020
(This is as stated in the October 2020 implementation report). The total amount of cash
grants released and paid to eligible and compliant 4Ps household beneficiaries is
PHP11,166,895,450.00.

Of such amount, the education grants comprised the least proportion: PHP2,910,700.00.
Health grants were equivalent to PHP6,202,212,750.00 while rice subsidies were equivalent
to PHP4,961,772,400.00.

To continuously improve the delivery of grants, the DSWD, ―through the Landbank of the
Philippines, is engaging other service providers such as local banks […] and cooperatives‖
as conduits for the cash grants.

Among the 4,304,014 active households, 91.1 percent or 3,922,366 would receive their
grants through cash cards, while 8.9 percent or 381,648 households availed themselves of
over-the-counter payments.

Figure 1. Number of 4Ps beneficiaries by mode of payment, October 2020

Over-the-counter
Payments
[VALUE]
8.9 %

Cash Cards
[VALUE]
91.1 %

1.2. Conditions of Beneficiaries based on Compliance Data

The Pantawid Pamilyang Pilipino Program provides cash grants to household beneficiaries
based on the latter’s compliance with specific conditions. These conditions are related to
children beneficiaries’ attendance and participation in school, beneficiaries’ availing of
themselves of nutrition and health services, and beneficiaries’ participation in the family
development sessions.

However, since Period 1 or from February to March 2020, compliance monitoring has been
temporarily suspended ―in support to Proclamation No. 922, which declared a State of Public
Health Emergency throughout the Philippines due to the Corona Virus Disease (Covid 19)
pandemic‖ (DSWD, 2020, p. 6). This meant that ―all monitored beneficiaries [had been]
relieved temporarily of their responsibility to comply with the conditionalities of the program‖
(DSWD, 2020, p. 6).

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Based on the October 2020 report of the 4Ps, as of August to September 2020, there are
903,405 children aged zero to eighteen years old who were being monitored for health,
health and education, and education conditions only.

For family development session condition, the 100.0 percent compliance of households is
attributed to the suspension of the program condition in support to Proclamation No. 922
(DSWD, 2020, p. 31). All beneficiaries were deemed compliant to all conditions.

The number of beneficiaries for monitoring for check-up/immunization of pregnant women

and children from zero to five years old was 325,242. The number of parent beneficiaries
being monitored for their attendance in Family Development Sessions was 4,291,874.

As of the end of October, a total of 994,349 updates were encoded and approved through
the Beneficiary Updates System. Of these updates, education information has the most
instances of being filed for updating at 764,404 or 80.2 percent of the total updates.

1.3. Responsiveness

Part of the responsiveness of the 4Ps as a program is its ability to monitor, understand, and
resolve grievances and complaints in a systematic manner.

By the end of October, the 4Ps was able to encode and record in its GRS a total of 109,813
complaints. The recording would be through calls, grievance forms, social networking sites,
courier services, and electronic mail.

Table 14. 4Ps Encoded and resolved grievances by end of each month, October 2020
October
Number Percentage
(%)

Encoded 109,813 100

grievances

Resolved 100,869 91.9

grievances

Throughout October, the top grievance categories from highest to lowest are the following:
Social Amelioration Program-related issues, cash card-related issues, payment-related
issues, and misbehavior of beneficiaries.

Table 15. Top grievance categories in terms of total number, October 2020
Top Grievance Categories in terms of
October
Total

Social Amelioration Program-related 37,171

Cash card-related 30,949

Payment-related 21,479

Misbehavior of beneficiaries 13,363

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By the end of the October, 78,968 household beneficiaries were delisted based on existing
policies. This meant that the households have been removed from the program due to
reasons such as fraudulent acts, inclusion error, and households’ waiving of their inclusion in
the program. The total number of households deactivated was 713,046. These households
are those whose program beneficiaries were suspended due to inconsistencies in data, on-
going validation process, or other issues.

1.3.1. Program Personnel

By the end of the quarter, a total of 14,051 technical and administrative positions assigned at
the National and Regional Offices were approved for the 4Ps program. As of the end of
October, 95.0 percent or 13,347 of the approved positions were hired. And an additional
8,783 personnel were hired for contractual positions.

2. How has the program been doing in terms of its strategic contributions
to DSWD? What are the reported enabling and challenging factors to
such contributions?

2.1. Physical Targets and Accomplishments

Based on the latest available data from the accomplishment report of the 4Ps National
Program Management Office, the following are the physical targets and accomplishments of
the program. The count of 4Ps households with improved well-being reached 1,970,867 with
a variance of 2,429,133 from the 4.4-million physical target.

Table 16. 4Ps Physical targets and accomplishments, Q3 2020 (latest data available)
4Ps households with improved well- Physical Physical Variance
being Targets Accomplishments
Count of 4Ps households with 4,400,000 1,970,867 2,429,133
improved well-being

Survival level 150,000 5,803

3.41% 0.29% 3.12%

Subsistence level 4,030,000 1,364,793

91.59% 69.25% -22.34%

Self-sufficiency level 220,000 600,271

5.00% 30.46% 25.46%

The social welfare and development indicators or SWDI assessment used to monitor the
well-being of 4Ps households began in September 2019. It sought to reach 3,716,005
households nationwide except for BARMM and Marawi City. As of June 15, 2020, at the
national level, a total of 3,031,298 or 81.84 percent of beneficiaries were assessed. Of this
total, 2,247,552 or 73.90 percent of the beneficiaries were encoded in the system but
generated data was equivalent to 1,970,867 or 87.69 percent of total encoded data.

A challenging factor in the continuation of the assessment relative to the 3,716,005 target
was the Corona virus disease 2019 (Covid-19) pandemic.
The Covid-19 pandemic likewise challenged the monitoring of specific outcome indicators, in
particular: the percentage of 4Ps children not attending school who returned to school, and

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the percentage of 4Ps households not availing themselves of key health services who then
accessed the said services.

In terms of the output indicator of the number of 4Ps beneficiaries provided with conditional
cash grants, as of November, there are 4,304,913 beneficiaries of the 4,400,000 target.
According to the quarterly report of the 4Ps National Program Management Office, the
number of households provided with conditional cash grants decreased in Q3 ―due to
continuous validation of households in the ground per pay period‖ (4Ps NPMO, 2020, n.p.).
There were households validated without eligible children for monitoring and thus were
delisted from the program.

Table 17. 4Ps beneficiaries provided with conditional cash grants, Targets vs.
accomplishments by region, October 2020
Physical Physical Variance
Targets Accomplishments
Q3 Q3

Number of 4Ps beneficiaries provided 4,400,000 4,304,014 95,986

with conditional cash grants

Field Office NCR 227,341 219,616 7,725

Field Office CAR 63,894 59,819 4,075

Field Office I 204,742 206,719 (1,977)

Field Office II 106,212 105,428 784

Field Office III 297,237 294,582 2,655

Field Office IV-CALABARZON 325,640 319,190 6,450

Field Office IV-MIMAROPA 200,534 194,494 6,040

Field Office V 378,232 372,006 6,226

Field Office VI 325,411 323,599 1,812

Field Office VII 294,186 285,343 8,843

Field Office VIII 286,839 280,013 6,826

Field Office IX 323,074 296,826 25,248

Field Office X 272,074 266,283 5,791

Field Office XI 267,976 257,335 10,641

Field Office XII 255,357 235,682 1,9675

Field Office CARAGA 189,279 189,688 (409)

DSWD-BARMM 381,972 396,391 (14,419)

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 2.2. Strategic Contributions: Performance Governance System

In terms of the strategic contributions of the program to DSWD, four key contributions and
deliverables were completed and five were ongoing based on the latest data from the Q3
report. Seven deliverables were not completed upon their removal due to the Covid-19
pandemic.

Table 18. Status of 4Ps’ strategic contributions as of Q3, 2020 and Response and
Recovery Plan Updates
Strategic Contributions Details Remarks
COMPLETED

1 Pilot testing of 4Ps 7-year One (1) approved guidelines on Pilot

social case management
framework and strategies to
include guidelines for the
field testing and case
referral pathways
Implementation on the 4Ps social case
management 7-year modular strategy
presented to the Pantawid ManCom by
June 31, 2020

2 Conduct of training of SSDMD Training

1. KIlos Unlad E-Learning Course Soft
Launch July 27-August 7
2. KIlos Unlad E-Learning Course Full
Run September 22-26 and October 2-8
FOs GADD

3 One (1) module on Social Case

Management accepted by the NPM by
March 31, 2020

4 One (1) Pantawid Multi-Stakeholders

Convergence and Partnership Framework
on May 30, 2020

ON-GOING

5 SWDI Assessment Report Annual report on SWDI

containing analysis of
profiles of level of well-
being of at least 200,000
4Ps households

6 Report on the continuous Report on the continuous cleansing of

cleansing of 4Ps beneficiary 4Ps beneficiary records

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 records
7 Guidelines on CCT Plus
8 Policy regarding coverage
based on RA 11310
(existing, replacement, and
new households identified
poor from Listahanan 3)
9 Operations Manual based
on the 7-year intervention
program
10
11 Report indicating 300,000
children not attending
school that returned to
school (NAS due to early
cohabitation, early
pregnancy, VAW, or child
labor)
12 Report on the well-being
improvement of 3.7 M
household beneficiaries
13
14
Approved of DSWD ManCOm on January
31, 2020 Endorse to Execom on April
2020 Comment by Execom to rename
"Enhanced Support Services
Intervention" revised on May 11, 2020
Policy on HH replacement is already
approved since last year 2019, we are
implementing the approved hh
replacement policy in achieving the target
active hhs based on GAA which is 4.4M
HHs
All those are covered within revised OM
NOT COMPLETED
Conduct of Risk Assessment on March Removed due
19-20, 2020 to pandemic
Bi-annual report on June and December Removed due
2020 to pandemic
Monthly report on SWDI Removed due
to pandemic
Quarterly report on SWDI status report Removed due
to pandemic
Monitoring of National scoreboard Removed due
to pandemic
14
15 Comparative Analysis of Comparative Analysis of 2019 SWDI and Removed due
2019 SWDI and 2019 2019 Listahanan 3 to pandemic
Listahanan 3

16 QMS-ISO Certification One (1) initial documentation report for Removed due
ISO-ready GRS business process to pandemic
approved by NPM on June 30, 2020

Response and Recovery Plan Commitments

Program Deliverable Activity Accomplishment

Focus 1: Sustain well-being of the poor, marginalized and vulnerable individuals, families,
communities through responsive social protection program

Objective 1.1: Ensuring delivery of social welfare development programs

PANTAWID Policies on relaxing Relax program Since Period 1 or from

4Ps conditionalities conditionalities and February to March 2020,
continue the compliance monitoring has
release of cash been temporarily
grants by suspended.
December 2020

PANTAWID Position paper on Submitted 6 November 2020

the implementation
of the expanded
and enhanced 4Ps

PANTAWID Coordination and One (1) Proposed for removal with

collaboration with compendium of the justification that the
DOLE in the Summary of indicator is dependent on
development of Agreements DOLE and Bayanihan 1
position paper (SOAs) on the expired on June 25, 2020.
regarding the coordination and
expanded and collaboration with
enhanced 4Ps the DOLE in the
development of
position paper
regarding
expanded and
enhanced 4Ps by
August 2020

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Focus 2: Robust collaboration and coordination with stakeholders

Objective 2.2: Mainstreaming responsive social protection programs

PANTAWID Report on the social DSWD social As of end of September

amelioration amelioration 2020, the number of
program programs beneficiaries for SAP
implemented by implemented Tranche 1 was 4,287,445
agencies beginning April while the number of
2020 (Pantawid- beneficiaries for SAP
ESP) Tranche 2 was 1,387,130.

Focus 4: Responsive organizational policies

Objective 4.1: Ensuring fiscal flexibility

PANTAWID (with Report on the funds Modify and re- ―Recalibrated AWFP
FMS) modified and program available submitted for MOOE budget
disbursed for funds to sustain items on advocacy and M&E
COVID-19 DSWD programs activities.‖ See Statement of
and projects Allotment, Obligations, and
adaptive to the Balances for details.
current pandemic
context as well as
provision of
benefits to DSWD
frontline workers

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 2.3. Statement of allotments, obligations, and balances

The grand total of the budget for 4Ps as per the FY 2020 General Appropriations Act was
PHP108,765,970,000.00. Based on the budget, the allotment for the grants was
PHP101,116,719,000.00. In terms of amount, this was followed by the allotment for
personnel service which was PHP4,551,717,000.00 and for implementation which was
PHP2,587,973,000.00. The rest of the allotment, which was equivalent to
PHP509,561,000.00, was set aside for bank service fees.

However, parts of the allotment had been transferred to Protective Services for Individuals
and Families (PSIF)-Emergency Subsidy Program (ESP). The total amount transferred to
PSIF-ESP was PHP7,880,739,997.00, leaving an available balance of
PHP100,885,230,003.00.

In terms of obligations, the total obligations of the Central Office amounted to

PHP60,121,353,310.53, while the total obligations of Regional Offices were equivalent to
PHP 4,806,559,976.21. These figures combined would result in a total of
PHP64,927,913,286.74 of obligations.

In the obligations of the Central Office, PHP 59,538,829,300.00 were obligations for grants
while the obligations for personnel service in the Central Office was PHP 181,381,476.18
and the implementation costs in the same office amounted to PHP 387,211,332.35.

The combined obligations for personnel service in the Central and Regional Offices
amounted to PHP 3,958,911,667.74 while the combined implementation costs for both
offices were at
PHP 1,413,606,267.00.

The figures, when combined, would show a 60.0 percent utilization of implementation costs,
63.5 percent utilization of the grants, and a 87.0 percent utilization of personnel service. With
an overall balance of PHP 35,957,316,716.26, there was 64.4 percent overall utilization.

17
Table 19. 4Ps Statement of allotments, obligations, and balances (actual obligations) as of October 2020

18
 2.4. Risks

Based on the Risk Monitoring Report from the National Program Management Office of the 4Ps
covering the period of Q3 and October, there were 77 identified risks of the program. (There
were two remaining divisions and one external office that had not been able to submit their
revised updates.)

Of the 77 risks, 10 are closed and addressed based on the measures taken, and are being
monitored for possible recurrence. Among the risks, 39 have reduced risk ratings.

The following table highlights the open risks with residual risk ratings of 3 to 5. The risk analysis
scores and risk rating change for the said open risks are also indicated. The ratings and
categorizations have been derived ―as is‖ from the monitoring report. Risk owners pertain to
specific divisions of the 4Ps National Program Management Office.

Additional risks were submitted by two other divisions of the 4Ps National Program
Management Office in December 2020. These risks are included below.

Each risk with the either the highest residual risk rating per division, with an upward tick in the
risk rating change, or the highest risk analysis rating per division, respectively, has been
highlighted.

Risk Name Risk Owner Residual Risk Risk Rating

Risk Rating Analysis Change
Rating
1 Delay in processing of GRD 3 1 Down
complaints
2 Political risk* GRD 3 N/A N/A
3 Different interpretation of GRS GRD 3 1 Down
guidelines
4 Inappropriate resolution indicator GRD 3 1 Down
5 Unresolved payment cases due GRD 3 3 Up
to unapproved retro payment
transactions because of
insufficient fund
6 Unreleased EMV cards GRD 3 1 Down
7 Non-monitoring of beneficiaries, CVD 3 3 Up
non-payment of grant risk
8 Unreliable compliance data- CVD 3 3 Up
accountability risk
9 Inaction of workers (following CVD 3 3 Up
RCVOs submitting incorrect
and/or incomplete list of facilities
during data cleanup in P3 and
P4)
10 Unreliable CV data (related to CVD 3 3 Up
start of classes in different
schools and transfer of children
beneficiaries between schools of
different start dates of classes)

19
11 Change of leadership IPD 3 3 Same
12 Conflict of interest IPD 3 2.5 Same
13 Mismatched needs of IPD 3 3 Up
beneficiaries
14 Poor monitoring of risks RMQAD 3.5 2.5 Down
15 No monitoring tool for risk RMQAD 3.5 1.5 Down
mitigating controls
16 Poor compliance of concerned RMQAD 3 2 Down
division
17 Data risk on system upgrade RMQAD 4 4 Same
18 Non-moving accounts RMQAD 4 4.5 Up
19 Unavailability of audit trail RMQAD 4 None N/A
indicated
(on hold due
to
pandemic)
20 Fast turnover of Regional GAD GADD 4.5 2 Down
officer
21 Couples’ attendance to GADD 4 4 Same
mandatory FDS topics
22 Supply side risk GADD 5.5 5.5 Same
(sic? 3.75)
23 Case management of gender- GADD 4 4 Same
based violence and/or gender-
related cases
24 Misinformation regarding GADD 3 2 Down
Pantawid systems change
25 Sensationalized Pantawid SMD 5 3.5 Down
Pamilya issues/stories by media
26 Public perception of corruption at SMD 4 3 Down
Pantawid Pamilya
27 Public perception on Pantawid SMD 3 3 Same
catering to the poor people
28 Report of poor rating of success SMD 3 2 Down
or failure of implementation
29 Social marketing and advocacy SMD 3 2 Down
efforts scrimped on budget
allocation
30 Non-compliance to some existing FDD 3 1.5 Down
NAC policies on FDS
31 Declining FDS attendance rates FDD 3.5 2.5 Down
32 Delay in awarding of service PMED 3 4 Up
provider for IEs and spot checks
33 Unsatisfactory output of service PMED 3 3 Same
34 Incorrect household status BDMD 3 None Same
indicated
35 Un-encoded update transactions BDMD 2 None Down
indicated
36 Incorrect capturing of data BDMD 2 None Down
indicated
37 Not-culturally sensitive conditions MCCT 3 None Same

20
 indicated
38 Menu-based, not needs-based MCCT 3 None Down
indicated
39 Absence of guidelines MCCT 3 None Same
indicated
40 No existing systems guidelines MCCT 3 None Same
indicated
*Indicated as neither open or closed

Low fund utilization, which is a risk that belongs to the ASD, does not show a residual risk rating
nor a risk analysis score.

3. Summary of Findings and Recommendations

A. As of November 2020, the active household beneficiaries of Pantawid Pamilya are

4,304,913. This number represents 97.8 percent of the 4,400,000 target households
based on the General Appropriations Act for 2020.

B. In October, there had been 31,566 households whose incomes were above the poverty
threshold.

C. As of October 2020, the available report on grants released was from June to July 2020.
The total amount of cash grants released and paid to eligible and compliant 4Ps
household beneficiaries was PHP11,166,895,450.00. Of such amount, health grants
were the highest at PHP6,202,212,750.00. Rice subsidies were equivalent to
PHP4,961,772,400.00. The education grants comprised the least proportion at
PHP2,910,700.00.

D. To continuously improve the delivery of grants, the DSWD, ―through the Landbank of the
Philippines, is engaging other service providers such as local banks […] and
cooperatives‖ as conduits for the cash grants (4Ps NPMO, 2020, p. 29). Among the
4,304,104 active households, 91.1 percent of 3,922,366 would receive their grants
through cash cards, while 8.9 percent of 381,648 of the households availed themselves
of over-the-counter payments.

E. The Pantawid Pamilyang Pilipino Program provides cash grants to household

beneficiaries based on the latter’s compliance with specific conditions. These conditions
are related to children beneficiaries’ attendance and participation in school, beneficiaries’
availing of themselves of nutrition and health services, and beneficiaries’ participation in
the family development sessions. In terms of beneficiary updates (which then serve as
basis in monitoring compliance of beneficiaries), as of end of October 2020, a total of
994,349 updates were encoded and approved through the Beneficiary Updates System.
Of these updates, education information has the most instances of being filed for
updating at 764,404 or 80.2 percent of the total updates.

F. However, since Period 1 or from February to March 2020, compliance monitoring has
been temporarily suspended ―in support to Proclamation No. 922, which declared a
State of Public Health Emergency throughout the Philippines due to the Corona Virus
Disease (Covid 19) pandemic‖ (DSWD, 2020, p. 6). This meant that ―all monitored
beneficiaries [had been] relieved temporarily of their responsibility to comply with the

21
 conditionalities of the program‖ (DSWD, 2020, p. 6). It would be important then to study
how the 2021 plans of the 4Ps as a program would integrate and be responsive to the
changes among the beneficiaries, particularly in their health and education following the
Covid-19 pandemic.

G. Further, present August to September 2020 compliance rates in education and health
are at 97.0 percent. For family development conditions, ―100.0 percent compliance of
households is attributed to the suspension of all program conditions in support to
Proclamation No. 922, series…‖ (DSWD, 2020, p. 31). All beneficiaries were deemed
compliant to the condition.

H. Based on the October 2020 report of the 4Ps, as of February to March 2020, there are
325.242 children aged zero to five years old who were being monitored for health
conditions. The number of parent beneficiaries being monitored for their attendance in
Family Development Sessions was PHP4,291,874.

I. Part of the responsiveness of the 4Ps as a program is its ability to monitor, understand,
and resolve grievances and complaints in a systematic manner. By the end of October,
the 4Ps was able to encode and record in its GRS a total of 109,813 complaints. The
recording would be through calls, grievance forms, social networking sites, courier
services, and electronic mail.

J. Throughout the quarter, the top grievance categories from highest to lowest are the
following: Social Amelioration Program-related issues, cash card-related issues,
payment-related issues, and misbehavior of beneficiaries. It could contribute to the
program to look into the consistent challenges in cash cards, payments, and
misbehaviors of beneficiaries. For example, the Family Development Sessions may
integrate responsiveness to such reported misbehaviors.

K. Overall, the count of 4Ps households with improved well-being as of October 2020 may
be based on the latest data from Q3, when the households reached 1,970,867 with a
variance of 2,429,133 from the 4.4-million physical target. A challenging factor in the
continuation of the assessment relative to the 3,716,005 target was the Corona virus
disease 2019 (Covid-19) pandemic. Similar with the recommendation related to
compliance, the Q4 2020 plans and the 2021 plans may look into integrating the
challenges in the SWDI assessment and designing solutions to either catch up in terms
of coverage or develop innovative solutions for the SWDI assessment to continue (with
the Covid-19 pandemic being accounted for, as well).

L. In terms of the strategic contributions of the program to DSWD, four key contributions
and deliverables were completed and five were ongoing at the time of this report’s
preparation. The four completed contributions pertain to: the approved guidelines on the
pilot implementation of the 4Ps social case management modular strategy, the conduct
of Social Services and Development Ministry training, the module on social case
management, and the 4Ps multi-stakeholders convergence and partnership framework.
Seven deliverables were not completed upon their removal due to the Covid-19
pandemic. These seven deliverables may be for monitoring in the planning for 2021.

M. The grand total of the budget for 4Ps as per the FY 2020 General Appropriations Act
was PHP108,765,970,000.00. Based on the budget, the allotment for the grants was
PHP101,116,719,000.00. In terms of amount, this was followed by the allotment for

22
 personnel service which was PHP4,551,717,000.00 and for implementation which was
PHP2,587,973,000.00. The rest of the allotment, which was equivalent to
PHP509,561,000.00, was set aside for bank service fees.

N. However, parts of the allotment had been transferred to Protective Services for
Individuals and Families (PSIF)-Emergency Subsidy Program (ESP). The total amount
transferred to PSIF-ESP was PHP7,880,739,997.00, leaving an available balance of
PHP100,885,230,003.00.

O. In terms of obligations, the total obligations of the Central Office amounted to

PHP60,121,353,310.53, while the total obligations of Regional Offices were equivalent to
PHP 4,806,559,976.21. These figures combined would result in a total of
PHP64,927,913,286.74 of obligations. Further, the figures would show a 60.0 percent
utilization of implementation costs, 63.5 percent utilization of the grants, and a 87.0
percent utilization of personnel service. With an overall balance of PHP
35,957,316,716.26, there was 64.4 percent overall utilization.

P. Of the 77 risks based on the risk monitoring report of the 4Ps National Program
Management Office, 10 are closed and addressed based on the measures taken, and
are being monitored for possible recurrence. Overall, based on the December report of
the 4Ps, 29 have reduced risk ratings. These risks may be accounted for and planned
for in terms of mitigation in the 2021 plans of the program.

23
Sustainable Livelihood Program
I. BACKGROUND INFORMATION

The Sustainable Livelihood Program is the Department and Social Welfare and Development’s
(DSWD) capacity-building program that provides access to opportunities that increase the
productivity of livelihood assets of poor, vulnerable, and marginalized communities, in order to
improve their socio-economic well-being.

This report summarizes the accomplishments and progress of the SLP to its Regular and
Special Programs, and to its program implementation and commitments to the DSWD’s
Response and Recovery Plan, and to the Performance Governance System in the fourth
quarter of the current year.

II. ASSESSMENT OF PHYSICAL AND FINANCIAL ACCOMPLISHMENTS

A. Physical Accomplishments

Table 1: Physical Accomplishments as of November 2020

SLP PROGRAMS ANNUAL TARGET ACCOMPLISHMENT

1 Total number of participants provided with 65,003 88,484

livelihood assistance by SLP Regular
Program and LAG Implementation

2 Total number of participants provided with 119,392 TBD

livelihood assistance from funds labeled
as ―For Later Release‖

3 Total number of participants provided with 65,771 93,941

livelihood assistance by LAG Bayanihan 2
(December 28, 2020)

Table 1 shows the Physical Accomplishments for the fourth quarter, as of November 2020,
except for LAG under Bayanihan 2. These figures are still subject to change once the December
numbers have been finalized. The table shows the actual number of participants who received
grants for the SLP Regular Program, LAG, FLR, and LAG 2.

As reported from the 3rd Quarter Report, the pandemic resulted to the shifting the priority to the
implementation of LAG. Their LAG accomplishment increased from 80,709 last quarter to
81,277 within the fourth quarter. Adding the 7,207 physical accomplishment for the SLP Regular
Program, their total accomplishment will be 88,484 or 136%. SLP was able to exceed their
targets by maximizing the full budget for grants rather than allocating it as Community
Mobilization Fund, thus, more participants were able to utilize the funds.

24
 Meanwhile, the SLP funds tagged as ―For Later Release‖ from DBM was released last October
22, 2020, which was initially withheld due to DBM NBC No. 580 s. 2020, or the Adoption of
Economy Measures in the Government Due to the Emergency Health Situation. In order to
extend livelihood assistance to more poor families affected by lockdowns due to COVID-19
pandemic, DSWD started the process of requesting to release the amount since June 2020.
Funds are downloaded to FOs on 10 November 2020. Unofficial reports show that they were
able to accomplish 30,588 or 25.62% out of their 119,392 target. These numbers were not
reflected in the table above as they are yet to release an official report for their
accomplishments.

As for the LAG-2, its funds were also released last October 22, 2020. Out of their 65,771 target,
they were also able to accomplish 93,941 or 142.83%. SLP applied the same strategy from the
first implementation of LAG in order to exceed their target.

B. Financial Accomplishments

Table 2 shows the utilization of the SLP Regular Program for CY 2020 SLP current
appropriations which is at 92.11%. Of the obligated amount, 91.39% was disbursed. In the
breakdown of the funds, the Admin Cost incurred the lowest obligation with 77.84%, while
Grants incurred the highest obligation with 98.78%.

Table 2: Utilization of SLP Regular Program as of November 2020

Unobligated Utiliza-
Office Allotment Obligation Disbursement
Allotment tion (%)

NPMO 64,690,625.95 55,071,203.58 41,510,546.85 9,619,422.37 85.13%

BARMM 143,550,457.00 143,550,457.00 83,198,934.00 0.00 100%

Field 1,645,757,917.05 1,509,044,840.63 1,435,916,578.50 136,713,076.42 91.69%

Offices
TOTAL 1,853,999,000.00 1,707,666,501.21 1,560,626,059.35 146,332,498.79 92.11%

Table 3 shows the utilization of LAG under the Bayanihan 1, which was implemented because
of the pandemic. As of November 2020, SLP was able to obligate and disburse 100% of the CY
2020 SLP current appropriations.

Table 3: Utilization of LAG (Bayanihan 1) as of November 2020

Unobligated Utiliza-
Office Allotment Obligation Disbursement
Allotment tion (%)

Field 760,231,492.49 760,230,122.11 760,230,122.11 0 100%

Offices
TOTAL 760,231,492.49 760,230,122.11 760,230,122.11 0 100%

25
 Table 4 shows the utilization of the funds tagged as ―For Later Release,‖ which was released
from DBM last October 22, 2020 through SARO BMB-B-20-0017810. SLP was only able to
obligate 0.11% of the total allotment of 2.453 billion. Of the obligated amount, only 0.21% was
disbursed.

Table 4: Utilization of FLR as of November 2020

Unobligated Utiliza-
Office Allotment Obligation Disbursement
Allotment tion (%)

NPMO 1,198,000,000.00 0 0 1,198,000,000.00 0.00%

Field 1,255,000,000.0 2,673,436.00 200,000.00 1,252,320,564.00 0.21%

Offices
TOTAL 2,453,000,000.00 2,673,436.00 200,000.00 2,450,326,564.00 0.11%

Table 5 shows the utilization of the LAG Fund under the Bayanihan 2, with the allotment
amounting to Php 1 billion. 99.33% of the obligated amount, 91.83% was disbursed. In the
breakdown of the funds, the Admin Cost incurred the lowest obligation with 53.77%, while
Grants incurred the highest obligation with 100%.

Table 5: Utilization of LAG Fund (Bayanihan 2) as of December 2020

Unobligated Utiliza-
Office Allotment Obligation Disbursement
Allotment tion (%)

Field 1,000,000,000.00 993,315,146.78 918,309,926.04 6,684,852.74 99.33%

Offices
TOTAL 1,000,000,000.00 993,315,146.78 918,309,926.04 6,684,852.74 99.33%

III. PROGRESS OF STRATEGIC DELIVERABLES

A. SLP COVID-19 RRP Deliverables

The shifting priorities of the Department because of the pandemic led to SLP’s creation of the
SLP SULONG COVID-19 RRP 2020 to 2022 to align with the Department’s COVID-19 RRP.
Most of SLP’s RRP commitments contributed to RRP Focus No. 1, which is to sustain the well-
being of the poor, marginalized, and vulnerable individuals, families, communities through
responsive social protection programs.

During the second semester, SLP committed to contribute through the implementation of the
Livelihood Assistance Grant (LAG) and through the Balik Probinsya, Bagong Pag-asa (BP2)
Program.

26
 The Livelihood Assistance Grant (LAG) is pursuant to the Republic Act No. 11469, or the
Bayanihan to Heal as One Act, in which they provided eligible families with financial assistance
to support the economic recovery and rehabilitation of the livelihoods of the affected families.
Meanwhile, the BP2 Program is a comprehensive service given to families and individuals who
will return or relocate to other provinces.

Table 6 shows the status of the response and recovery programs under the SLP.

Table 6: Status of Response and Recovery Programs under SLP

Program Physical Target Accomplishment % Allotment (PHP)

SLP-LAG 52,913 83,599 157.99% 793,685,681.55

BP2 4,300 25 0.58% 222,100,000.00

For the fourth quarter, as of November 2020, SLP-LAG has exceeded its target of 52,913
families, deriving from both SLP’s CY 2020 continuing and current funds. LAG was provided to
83,599 or 157.99% families.

As for the BP2, since this is a collaborative effort between the three programs under the
Specialized Programs Sub-Cluster, the funds source for the provision of grants was derived
from the KALAHI-CIDSS CY 2020 Current Appropriation. SLP has identified 4,300 targets for
Regions III, V, VIII, X, and XI. Out of the 4,300 targets, 25 families received Livelihood Grants.
Most of the targets assessed are either not interested in the program or has already acquired
employment.

Table 7: Status of Response and Recovery Programs Deliverables under SLP

Activity Deliverable/Output Accomplishment

Major Program Output 1: Livelihood assistance received by eligible families/SLP participants

within the timeline

1.1 Continue the enhancement of
SLP processes through the
implementation of pilot
projects, regular SLP process
assessment and other related
activities.
Graduation Pilot Project
Launch.
Concept Paper for finalization
pending finalization of target
areas per approval of ADB.
Based on name-matching,
there are no unserved Level 3
households in Pangasinan.
This concern was discussed
with BRAC already. Target
date of implementation will be
on January 2021.

1.2 Development and Risk Treatment Plan (RTP) Ongoing; dependent on

operationalization of a Risk on special SLP approval of Program Results
Treatment Plan for SLP implementation due to Framework/TOC

27
 COVID-19 RRP
Implementation
1.3 Development of an enhanced
SLP Results/Logical
Framework/Theory of Change
in line with the Department’s
COVID-19 Response
1.4 Monitor implementation of
LAG
1.5 Monitor implementation of
livelihood assistance to
Internally Displaced Persons
(IDPs), Former Rebels (FRs)
and other families affected by
disasters and in conflict-
vulnerable areas (CVAs).
1.6 Streamline the SLP-NPMO
structure with DSWD’s Social
Amelioration Program-Special
Working Group (SAP-SWG)
for the implementation of
LAG.
Major Program Output 2: Partners engaged to provide complementary services to livelihood
recovery effects to SLP
2.1 Streamline Grievance
Mechanisms to be responsive
to current context
COVID-19.
Monitoring of RTP by July to Not yet started. To be
December 2020. monitored by the end of the
year.
Program Results Monitoring On-going. Monitoring is done
through regular submission through regular quarterly
of Quarterly Accomplishment submission of accomplishment
and Semestral Narrative reports from Field Offices.
Reports using DSWD
HPMES by July to
December 2020.
Issuance of the LAG Ongoing. All Field Offices are
Monitoring Tool to the Field provided with technical
Offices by June 5, 2020. assistance through official
memoranda (15), calls, and
texts.
Provision of technical Ongoing.
assistance to Field Offices
with regard to LAG
Implementation by June to
December 2020.
Accomplishment Report on On-going. Reports are
the Implementation and regularly submitted to the
Monitoring of Livelihood concerned OBSUs.
Assistance under EO 70,
Marawi, KAPATIRAN
submitted to SLP-NPM on or
before January 15, 2021.
Compliance Report of each Not yet started.
Unit/Division on their
assigned deliverables/tasks
on or before January 10,
2021.
Enhanced SLP Grievance The Guidance Note on the SLP
Mechanism Process i.e. Grievance Management
streamlined to the Process for the implementation
Department's Grievance of the LAG was signed and
System on SAP by June 30, approved by Usec. Neri on 1
28

2.2 Mobilize relevant partners that
could provide support such as
(a) access to affordable
micro-insurance, (b) access to
affordable micro-financing, (c)
access to relevant training
and technical support, (d)
linking to institutional and
commercial markets, and (e)
linking to gainful employment,
among others.
2.3 Capacitate and mobilize
concerned partners and Field
Office staff to ensure that
partnership agreements and
projects are faithfully
implemented, coordinated,
monitored and reported.
2020.
Monthly Report on the
monitoring of grievances
related to LAG
implementation by June to
December 2020.
(a) Referral to partner micro-
insurers;
(b) Referral to partner micro-
financers;
(c) Referral to partner for
training/technical assistance;
(d) marketing agreements
forged or listing of service
provider; and
(e) referral to employment
partners or certificate of
employment.
Timeline: June to December
2020.
Provision of Technical
Assistance through
meetings, workshops,
PREWS, including online
platforms, and submission of
Quarterly Partnership Status
Reports December 2020.
29
December 2020 and an
orientation on the Guidance
Note is scheduled on the 14-15
January 2021.
Not yet started. As to date,
there has been no grievance on
LAG implementation; only
request for inclusion.
Ongoing:
1. Referred two (2) MFI-NGOs
to Field Office V and IX namely
SEDP - Simbag sa Pag-
Asenso, Inc and Kasanyangan
Center for Community
Development Foundation Inc.
(KCCDFI) on possible
provision of microfinance loan
to SLP beneficiaries; Oriented
all Field Offices on the special
loan package developed by the
Landbank of the Philippines for
EPAHP Convergence Program
on November 17, 2020.
3. The Renewal of
Memorandum of Agreement
and Joint Memorandum
Circular between the DSWD-
SLP and TESDA is currently
being finalized. The said
partnership will cover the
provision of skills training to
those affected by the pandemic
in accordance with the TESDA
guidelines.
Provided Technical assistance
on engaging the two (2) MFI-
NGOs to Field Office V and IX
namely SEDP - Simbag sa
Pag-Asenso, Inc and
Kasanyangan Center for
Community Development
Foundation Inc. (KCCDFI) on
possible provision of

2.4 Provide technical support to
partnership related matters on
the implementation of LAG
and LSG-BP2P
Major Program Output 3: Responsive online platforms/strategies operationalized
3.1 Develop learning resources
and reference materials such
as but not limited to e-
Learning guidelines,
framework, modules,
platforms, among others
anchored on the desired
outcomes of the SLP – RRP.
microfinance loan to SLP
beneficiaries; Oriented all Field
Offices on the special loan
package developed by the
Landbank of the Philippines for
EPAHP Convergence Program
on November 17, 2020;
Provided Technical Assistance
on the conduct of EPAHP
Convergence Teams meetings
as well as on needed
partnership monitoring
tools/report.
Provision of Technical Ongoing. The last update was
Assistance upon request by from last quarter wherein a
December 2020. partnership meeting with CSO
Coalition, DTI, DA and FO NCR
held on August 6, 2020 to
activate small talipapas on the
SAP payouts areas.
e-Learning Guidelines, (LDAU)
Frameworks, Modules,
Ongoing consideration and/or
Platforms, among other
integration of comments/
Knowledge Management
inputs/ recommendations on
Products and IEC materials
the proposed "Livelihood
anchored on the desired
Learning and Development
outcomes of the SLP – RRP.
Framework as Adaptive
(SMKMU/LDAU) by June to
Strategy of the SLP in the New
October 2020.
Normal" from other SLP NPMO
Units, OBSUs, and Field
Offices; for finalization and
subject for approval within the
remaining weeks/months of
2020, eventual dissemination to
all concerned FOs/ OBSUs to
follow once available;
(LDAU)
Potential consultancy project
proposals related to the
development of e-Learning
platforms and/or, learning
30

3.2 Identify learning needs
through the conduct of
capacity needs assessment to
field implementers and
personnel.
3.3 Facilitate capacity-building
activities and various learning
development interventions
through appropriate and
viable e-Learning platforms,
methodologies, and
mechanisms.
3.4 Develop and implement SLP
e-Commerce platform
(ProdukTodo) in collaboration
with field implementers,
program associations and
individual participants, and
external partners and
stakeholders.
Results, analysis, and
project/ activity proposals
drawn out/ based/ and are
responsible to the
learning/capacity needs of
SLP field implementers and
personnel for 2021 intake
(SMKMU/LDAU) by August
to October 2020.
Supervise, facilitate, provide
assistance to, document,
and implement capacity-
building activities and
various learning
development interventions
through appropriate and
viable e-Learning platforms,
methodologies and
mechanisms (SMKMU/
LDAU) by the end of the 2nd
semester.
Soft implementation of SLP
e-Commerce platform or
PRODUKTODO which would
involve activities and tasks
on the continuous
preparation, ground working,
collaborating with partners
and concerned NPMO units/
31
management system, among
others have already been
incorporated by the LDAU into
its prospective Institutional
Development and Capacity
Building (IDCB) plan for 2021;
for further consideration in the
approved GAA.
(LDAU)
Ongoing. The Learning
Development and
Administrative Unit (LDAU) has
already started ground working
and coordination with the
DSWD FOs - SLP RPMO
counterparts through the SLP
Training Officers.
(LDAU)
Completed. Capacity-building
activities and other learning
development interventions
which were initially reflected in
the SLP-NPMO Institutional
Development and Capacity
Building (IDCB) plan have
already been carried-out
through various e-Learning
platforms, methodologies, and
mechanisms as reflected in the
executive summary and/or final
documentation report submitted
by the SLP-NPMO units- and
consolidated by the SLP-NPMO
LDAU.
Ongoing. In coordination with
FOs and e-Commerce Partners
- Orientations x Onboarding (as
of 14 Dec 2020)
General Orientation of Batch 1
(done on October 1)
Simultaneous Orientation +

Major Program Output 4: Enhanced SLP policies and processes operationalized
4.1 Develop policy guidance to
FOs on the protocols on the
conduct of SLP activities
involving program participants
such as conduct of SLP
Assemblies, meetings and
activities related to project
implementation monitoring
that is compliant with the
existing policies on
social/physical distancing
measures
DSWD OBSUs, and
providing technical
assistance to Field offices
and SLP participants for
product inventories, listing,
and registration, among
others (SMKMU/ LDAU) by
the end of the 2nd semester.
Conduct Meetings and
workshops to ensure proper
implementation of the project
(PBU) by June to December
2020:
Development of e-
Commerce (Produktodo)
website by end of
October 2020.
Linking to SLP Livelihood
Website (SMEU) by end
of November 2020.
Policy Guidance submitted
to NPM on or before May
30/Issued to FOs before
June 10.
32
Onboarding Processes being
conducted care of the Partners
Currently reviewing endorsed
documents of FOs for Batch 2
Continuous coordination with
SMS re Launch details
Scheduled for Launch within
the week of Dec 14-18
(tentative) - New target date
endorsed to OSEC, Dec 22
(subject to approval and
availability of the Secretary)
Completed. The website is now
for on the process of security
checking of ICTMS.
Proposed to be moved by CY
2021 after the completion of the
Produktodo website and
contents of the livelihood
website (as per SMKMU).
Ongoing. Policy Guidance
Note was drafted but not yet
circulated to the Field Offices
since the implementation was
refocused to LAG.
4.2 Develop policy guidelines on
the process and conduct of
program monitoring and
evaluation activities that are
compliant with the existing
policies on social/physical
distancing measures.
4.3 Develop monitoring,
evaluation tools and
information systems for
efficient monitoring and
reporting of FOs on the
implementation of LAG and
LSG for Balik Probinsya, Balik
Pag-asa Program.
4.4 Conduct assessment or
evaluation on the
Monitoring of LAG physical
accomplishment vis-a-vis
target (monthly report) by
August 2020 onwards,
depending on the actual
implementation of the
regions.
Monitoring of LAG projects in
terms of achieving its
outcome result, depending
on the actual implementation
of the regions by September
2020 onwards depending on
the actual implementation of
the regions.
Provision of technical
assistance to SLP - RPMO
on the LAG monitoring
guidelines from June to
December.
Development of LAG
Information System from
June to July 2020.
Maintenance/ Enhancement
of the LAG Information
System by September 2020
onwards.
Provision of technical
assistance to SLP - RPMO
on the LAG monitoring tools
and information system by
June to December 2020.
Development of concept
note for the assessment/
33
Ongoing.
Not yet started. Monitoring of
LAG projects is still to be
conducted by the RPMO.
On-going. The SMEU provided
responses to SLP-RPMO in
queries related to the LAG
monitoring guidelines via email/
chat/ text or call.
Completed. The LAG
Information System was
cascaded to all SLP-RPMO last
05 October 2020.
On-Going. Maintenance and
enhancement of the LAG IS is
provided based on the issues
encountered and on the
recommendation of the SLP -
RPMO. Enhanced LAG IS
version 1.0.2 is cascaded by 14
Dec 2020.
On-going. The SMEU provided
responses to SLP-RPMO in
queries related to the LAG
monitoring tools and
information system via email/
chat/ text or call.
Completed. Concept Note was
already approved by Dir.
 implementation, sustainability
and/ or effect/ impact of the
LAG and LS-Balik Probinsya
Program to its beneficiaries.
evaluation of SLP LAG
implementation by 3rd
Quarter of 2020.
Inclusion of the assessment/
evaluation activities in the
WFP for 2021 by 4th quarter
of 2020.
Macuto on 11 Dec 2020.
Activity proposal for approval
by 1st quarter of CY 2021.
Not yet started. Awaiting for
the final budget for CY 2021.

4.5 Integrate and reinforce Revisit and amend Ongoing.

Gender and Development
(GAD) principles and
concepts into SLP policies,
guidelines, processes, and
activities.
partnership monitoring tool
to include monitoring of
women's participation in all
partnership-initiated projects
(PBU) by June to December.

4.6 Craft a communication plan Craft/develop SLP Ongoing, in coordination with

relevant to the current Communication Plan in SMS (as of 11 Dec 2020)
context. reference to the Thrusts and
Draft CommPlan already
Priorities and in line with the
started. Target submission of
Department's direction and
Final CommPlan on 18 Dec
perspective for 2021 intake
2020
(SMKMU) within the 2nd
semester.

Table 6 reflects the status of the SLP RRP deliverables for the fourth quarter. Supposedly, SLP
has 25 RRP deliverables due for the fourth quarter. However, some deliverables due from the
third quarter were adjusted to be accomplished by the fourth quarter, and some due for the
second semester have already been completed during the third quarter. Therefore, a total of 30
RRP deliverables are left to be processed or accomplished for the fourth quarter.

Out of the 30 deliverables, they have completed 7 RRP deliverables, 18 are still on-going, and 5
have not been started, mostly because of non-implementation and ongoing monitoring.

III.b. Performance Governance System Deliverables

For the fourth quarter, SLP’s PGS deliverables still focus on these KRAs: a) Social Case
Management, b) Information Capital, and c) Human and Organizational Capital. Table 6 shows
the progress SLP’s PGS deliverables by the fourth quarter.

Table 8: Progress of PGS Strategic Contributions

Activity Deliverable/Output Status

1 Accomplishment Report ● Participation in CO-CDD Based on the agreement with the

showing grants provided TWG activities such as, but Asian Development Bank and

34
 to the identified not limited to, the following:
beneficiaries of the a) Workshops on the
harmonized CDD development of the CO-CDD
process as a result of Toolkit; b) Field Assessment;
the Participatory and c) Orientation for Field
Situational Analysis / At Offices.
no cost / Nov. 2020 ● Provision of needed
technical assistance or
inputs to the CO-CDD TWG
and/or concerned Field
Offices, during the
implementation process.
● Submission of quarterly
status report during the
duration of the pilot project.
2 Forged or strengthened Learning Development
partnership through Interventions for GSP and PSP
Memorandum of Focals (Mid-Year); Establishing
Understanding (MOU) Effective Partnership;
or Memorandum of Orientation of the New and
Agreement (MOA) with Strengthened Partners (MCPI,
new/existing partners / FTI, DBP, DTI, DENR, DPWH,
PhP 658,800.00 / Nov. and others).
2020
3 Accomplishment Report ROMD
showing SLP program
● Conduct of Quarterly
modalities provided to
108,145 4Ps Checkpoint and Catch-Up
households (Level II Planning with the Promotive
and Level III) / Sept. Services Division Chiefs and
2020 SLP-Regional Program
Coordinators.
● Establishment of the CY
2020 SLP Incentive Program
35
Building Resources Across
Communities (BRAC), the pilot
testing for this project is moved to
CY 2021.
The SLP-NPMO has forged
partnership with DA-DAR-DENR-
DILG National Convergence
Initiative-Sustainable Rural
Development. Its MOU was
already signed by all parties on
November 6, 2020 and already
for notarization.
For the strengthened partnership,
the SLP-NPMO is renewing the
partnership with TESDA. Its MOU
and JMC is currently being
finalized. The target for the MOU
to be signed in before the end of
the year. As part also of the
strengthening of partnership, the
SLP-NPMO is forging DSA to the
new and existing partners in line
with its implementation.
Target will be reduced due to the
reduction of the current year’s
budget from PhP 5.451 Billion to
PhP 1.854 Billion. PhP 1.44
Billion was re-aligned for the
AICS implementation of the SAP-
ESP, and a total of PhP 2.453
Billion was unreleased due to
DBM National Budget Circular
No. 580 s 2020. PhP 2.453
Billion was released on
 for the top 3 Field Offices
(Mega and Non-Mega
Categories).
● Orientation on Project
4 Report showing at least
50% or 54,072 of 4Ps Feasibility Assessment and
HHs engaged in Business Management
microenterprise are Training for SLP Provincial
organized into Coordinators.
associations and ● Learning and Development
accredited to access Intervention on
government, private Organizational Management
sector resources / Sept. for Regional Program
2020 Coordinators.
● Bi-weekly monitoring of the
Field Offices’ status of
implementation using SLP-
5 Accomplishment Report ROMD’s Grants Utilization
showing 80% or 86,516 Monitoring Report.
of 108,145 4Ps HHs ● Bi-weekly updating of SLP-
served by the program ROMD’s physical scoreboard
are equipped to engage on Field Offices’ status of
into microenterprise or implementation.
be employed / Nov. ● Provision of regular technical
2020 assistance to Field Offices
regarding implementation
concerns through the SLP-
RPMO Process Monitoring
Officers.
6 Referral or endorsement
to private and public
TSSD:
partners of identified
graduating 4Ps HH ● SLP National Conference or
served / At no cost / Data Review 2020.
Nov. 2020 ● Reporting SLP-RPMOs using
the Office Baseline,
Monitoring, Assessment
System. Processing and
analysis of the data reported.
● 2020 SLP Performance
Review and Evaluation
Workshop.
● Consultation meetings with
existing and possible
partners for mainstreaming.
36
October 27, 2020. Pilot
implementation is moved to CY
2021.
This cannot be achieved until end
of 2020 or start of 2021 due to
shifting of focus from the regular
process (which includes
organizing SLPAs) to the
implementation of the Livelihood
Assistance Grants (LAG) for
individual enterprise in support to
the recovery phase for the target
participants whose livelihoods
were affected by COVID -19
pandemic and the community
quarantines imposed.
Target will be reduced due to the
reduction of the current year’s
budget from PhP 5.451 Billion to
PhP 1.854 Billion. PhP 1.44
Billion was re-aligned for the
AICS implementation of the SAP-
ESP, and a total of PhP 2.453
Billion was unreleased due to
DBM National Budget Circular
No. 580 s 2020. PhP 2.453 Billion
was released on October 27,
2020.
This is ongoing. (As the needs
arises depending on the list of
graduating 4Ps to be provided by
the Pantawid Program to SLP).
7 Grievance and Referral ● Orientation and Consultation
Management System Dialogue on SLP Grievance
(GRMS) / At no cost / Policy and Management.
Jun. 2020 ● Learning and development
intervention for SLP
Grievance and Management.
8 Baseline database of Completion and conversion of
4Ps households served all excel files to database of
through SLP in 2017, served beneficiary per year.
2018 and 2019 / At no
cost / Nov. 2020
9 SLP Monitoring and ● Enhancement of the existing
Evaluation System baseline system to integrate
(Social Preparation- the system of reporting from
Mainstreaming) / At no social preparation to
cost / Nov. 2020 mainstreaming stage.
● Provision of training to all
Field Offices through
technical sessions provided
by the SLP-NPMO SMEU.
● Development of the SLP
Mainstreaming Manual.
10 QMS-ISO Certification Learning and Development
of SLP Referrals/Walk- Intervention for SLP Grievance
in Process / At no cost / and Referral Management
Sept. 2020 Officers.
On Table 8, it shows that the 10 PGS deliverables of SLP are all on-going, and most of the
preparatory activities for the deliverables have already been completed. It is to be noted that
37
Referral System has been
developed on 2 May 2020. The
Proposed Activities for Grievance
is put on hold while awaiting for
the approval of the Policy
Guidance on the Grievance
Management Process of
Sustainable Livelihood Program.
The Grievance Policy was
submitted to the Office of Usec.
Neri on 16 November 2020 and
as of to date, undergoing the
review of Atty. April.
This is ongoing. Request for
adjustment to be completed by
1st semester of CY 2021 to
prioritize adjustments/
enhancement in the Offline
Baseline System and Livelihood
Assistance Grant Information
System based on the actual
recommendations of the SLP-
RPMO as main end-users. (only
1 IT Officer is assigned to these
tasks).
Enhancement of the existing
baseline system to integrate
system of reporting from social
preparation to mainstreaming
stage has been completed. The
SLP Mainstreaming Manual was
initially put on hold due to the
shifting of focus from SLP regular
process to the implementation of
Livelihood Assistance Grants,
however, this will be pursued until
end of December 2020.
SLP NPMO is on the process of
documentation for the ISO
Certification.
some activities, such as those indicated in items 1, 3, and 8, are being targeted for
implementation on CY 2021, first semester. This is mostly due to external factors such as late
release of funds from DBM and as agreed with external partners, and also, due to prioritization
of other activities.

IV. SUMMARY

The overall performance of the Sustainable Livelihood Program in terms of their Physical and
Financial Accomplishments is satisfactory at the time this report has been written.

1. The implementation of the SLP Regular Program and the LAG under Bayanihan 1
has exceeded its target of 65,003 at 136% or 88,484, with 81,277 households served
under LAG, and 7,207 households served under the Regular Program.

2. The funds for the Regular Programs were also utilized at 92.11%, and disburse them
at 84.18%. The numbers were affected by the low obligation and disbursement of the
Admin Costs at 77.84% and 66.08%, respectively, which needs to be addressed by
the SLP.

3. The funds on LAG under Bayanihan 1 has been obligated and disbursed at 100%.

4. The funds tagged as ―For Later Release‖ by SLP has a low physical and financial
accomplishment, mostly due to the fact that these funds had only been released last
October 22, 2020 by the DBM. These numbers may still go up once the December
official report has been finalized by the SLP-NPMO, as per the action plan submitted
by the SLP-NPMO.

5. The physical accomplishments of LAG under Bayanihan 2, amounting to Php

1,000,000,000, are at 142.83% or 93,941 households served. Meanwhile, the
obligation rate is at 99.33% and the disbursement rate is at 91.83%. This is
noteworthy because the funds had only been released from DBM last October 22,
2020 as well.

At the time of writing this report, most of the status of the RRP deliverables are on-going, and
only a few are tagged as completed. However, these activities are more on the provision of
technical assistance, monitoring of activities and accomplishments. The activities involving the
creation of guidelines and policies are ongoing because either they are still being routed for
comments or they are for approval on the level of the Office of the Undersecretary for
Operations.

In terms of PGS commitments, it seems that there has been progress on the status from the
third quarter. The preparatory activities for the implementation of the deliverables are mostly
completed, and they seem to have a plan to move the implementation of its activities on CY

38
2021 because of factors of late releasing of funds from DBM, agreement with external partners,
and prioritization of other urgent matters caused by the pandemic.

V. RECOMMENDATIONS

For SLP to catch up with its targets due by the end of the second semester, the following are
recommended as next steps:

1. By January 2021, have SLP submit a summary of their deliverables that are beyond their
deadline, and identify the issues as to why these have not been accomplished. They should
further submit an action plan addressing these gaps and their recommendation to close
these pending activities.

2. SLP to provide a more comprehensive report on the Balik Probinsya, Bagong Pag-asa
(BP2) Program. The updates provided are from the SP Mancom Meeting, and it only
provides the status of 2 regions. The report will be helpful to have a broader picture on the
updates and accomplishments of the program.

3. SLP to provide a monthly monitoring report on the status of the PGS and RRP
commitments. SLP has already shared a monitoring report with me, as of November 18,
2020. Reiterating my recommendation from the third quarter report, to further instill
commitment and a sense of urgency with SLP, this monitoring report should be submitted
and routed to the OASSPEP monthly.

39
Kapit-Bisig Laban sa Kahirapan - Comprehensive and
Integrated Delivery of Social Services
Background Information

Kapit-Bisig Laban sa Kahirapan – Comprehensive and Integrated Delivery of Social Services

(Kalahi-CIDSS) is a community-driven development (CDD) program of DSWD which aims to
empower communities through participation in local governance and involvement in the
implementation of poverty-reduction activities.

Kalahi-CIDSS employs the community-driven development (CDD) strategy, a development

approach that seeks to combat poverty and improve local governance by strengthening the
capacity of citizens to identify and implement local solutions to poverty issues. In essence, it
puts power back in the hands of the people by giving them the opportunity to make informed
decisions on locally identified options for development.

Program Accomplishment Highlights

A. Coverage

Table 1: Summary of KC-NCDDP Targets and Accomplishments for Year 2020 as of 22

December 2020
Annual
Accomplishment % Completed
Targets
Total Number of Regions served 12 13 108%
Total Number of Provinces served 33 43 130%
Total Number of Municipalities
served 131 134 102%
Total Number of Barangays served 2,758 2,758 100%
Total Number of KC-NCDDP sub-
projects completed in accordance
with technical plans and schedule 3,030 2,136 70%
Total Number of Households served 757,500 527,900 70%

Please refer to Table 1. KC NCDDP’s reach has exceeded Y2020 annual target for Regions,
Provinces, and Municipalities served, all extending to more than 100% of its annual target. It
has reached 100% of its target Barangays to be served, reaching 2,758 barangay communities
all over the country. While DROM has activated a faster quick turnaround time in sub-project
implementation, majority of the accomplishment was only seen in Q4. Despite this, it has fallen
short of its target sub-projects, achieving over 2,000 sub-projects, 70% of its annual target.
Similarly, with over 500,000 households reached by implemented sub-projects, it has only
achieved 70% of its 757,500 annual target.

A total of 2,648 sub-projects have been implemented for Y2020 and 81% have been completed
as per Table 2 below. Majority of the completion has been contributed by the World-Bank
funded projects, where priority was raised for these sub-projects due to its loan closing by
31Dec 2020 (Refer to Table 3). All World-bank funded projects were expedited, achieving 90%
completion, except for Region V where it was flagged that more than 20 of its sub-projects will
only be completed in January 2021 due to calamities hitting the region in Q4’2020, affecting

40
procurement and implementation on top of the COVID-19’s mobility restrictions. Except for
Region V, all other regions have committed to complete all World Bank-funded projects by 31
Dec 2020. Government-funded projects have yet to reach completion by March of 2021,
achieving 69% completion as of 22 Dec 2020 (Refer to Table 4).

Table 2: KC-NCDDP Subprojects Completed and Households Served as of 22 December 2020

Total Sub- Total Sub- % Household
Regions projects projects Completed beneficiaries
implemented Completed served
CAR [Cordillera Administrative
Region] 111 75 68% 16,263
(for PIMS
REGION I [Ilocos Region] 34 30 88% data input)
REGION III [Central Luzon] 4 4 100% 35,850
(for PIMS
REGION IV-A [CALABARZON] 167 33 20% data input)
REGION IV-B [MIMAROPA] 107 106 99% 6,405
REGION V [Bicol Region] 573 366 64% 31,942
REGION VI [Western Visayas] 87 87 100% 167,971
REGION VII [Central Visayas] 736 731 99% 161,906
REGION VIII [Eastern Visayas] 244 244 100% 1,794
REGION IX [Zamboanga Peninsula] 56 44 79% 11,636
REGION X [Northern Mindanao] 215 177 82% 43,495
REGION XI [Davao Region] 112 38 34% 2,944
REGION XIII [Caraga] 202 201 100% 47,694
Grand Total 2,648 2,136 81% 527,900

Table 3: KC-NCDDP Subprojects Completed and Households Served as of 22 December 2020

World Bank-funded projects (IBRD only)
Total Sub- Total Sub- % Household
Regions projects projects Completed beneficiaries
implemented Completed served
CAR [Cordillera Administrative
Region] 65 48 74% 5,438
REGION III [Central Luzon] 4 4 100% 35,850
REGION IV-B [MIMAROPA] 107 106 99% 6,405
REGION V [Bicol Region] 353 234 66% 25,907
REGION VI [Western Visayas] 87 87 100% 167,971
REGION VII [Central Visayas] 736 731 99% 161,906
REGION VIII [Eastern Visayas] 107 107 100% 1,794
Grand Total 1,459 1,317 90% 405,271

41
Table 4: KC-NCDDP Subprojects Completed and Households Served as of 22 December 2020
Government-funded projects (GOP only)
Total Sub- Total Sub- % Household
Regions projects projects Completed beneficiaries
implemented Completed served
CAR [Cordillera Administrative
Region] 46 27 59% 10,825
(for PIMS
REGION I [Ilocos Region] 34 30 88% data input)
(for PIMS
REGION IV-A [CALABARZON] 167 33 20% data input)
REGION V [Bicol Region] 220 132 60% 6,035
(for PIMS
REGION VIII [Eastern Visayas] 137 137 100% data input)
REGION IX [Zamboanga Peninsula] 56 44 79% 11,636
REGION X [Northern Mindanao] 215 177 82% 43,495
REGION XI [Davao Region] 112 38 34% 2,944
REGION XIII [Caraga] 202 201 100% 47,694
Grand Total 1,189 819 69% 122,629

B. Sub-project Implementation as a response to COVID-19

Table 5: Summary of KC-NCDDP Subprojects Implemented as of 22 December 2020

Total no. of
Sub-projects % of Total No. Total Average
Sub-Projects implemented of Sub-Projects Cost
Isolation / Quarantine Facility 963 36% 463,541
Disaster Response / Pandemic
response / Rescue Equipment /Tools 810 31% 361,835
Cash for Work 476 18% 372,280
Telecommunication
equipment/device 92 3% 174,089
Water System 67 3% 351,595
Road (may include box
culvert/drainage as a component for
road) 56 2% 717,165
Other (sq.m. for buildings, unit for
equipment, and families for Food
Assistance) 47 2% 316,786
Livelihood Equipment / Building /
Center (sq.m. for buildings/center
and unit for equipment) 26 1% 280,288
Health Station 23 1% 473,968
Capability Building / Training /
Feasibility Studies 19 1% 197,970
Sanitary Toilets 19 1% 535,342
Community Center / Multi-Purpose
Bldg 13 0% 765,237
Electrification / Lighting 8 0% 591,289

42
 Total no. of
Sub-projects % of Total No. Total Average
Sub-Projects implemented of Sub-Projects Cost
Pre & Post Harvest Facilities 7 0% 467,697
Barangay Hall 4 0% 556,007
Day Care Center 4 0% 214,808
Footpath / Foot Trail / Access Trail
(may include box culvert/drainage as
a component for Footpath) 4 0% 432,367
School Building 4 0% 444,255
Flood Control / River Control
(including Box
Culvert/Drainage/Canal intended to
reduce or prevent flooding) 3 0% 383,951
Small Scale Irrigation 2 0% 128,844
Bridge (may include box culvert/
drainage as a component of bridge) 1 0% 182,243
Grand Total 2,648 100% 403,912

Due to the pandemic, majority of the identified sub-projects were focused to support the
communities’ ability to mitigate further health and economic impact of the pandemic. It can be
noted that the majority of the proposed sub-projects are related to COVID-19 response,
including isolation/quarantine facility, disaster response/pandemic response equipment tools
and cash-for-work. Note-worthy that these 3 sub-projects comprise 85% of total sub-projects
implemented within Y2020 (Refer to Table 5).

Table 6: KC-NCDDP Subprojects Implemented per Region via DROM as of 22 December 2020
(Highlight: Top 3 Subprojects implemented in response to COVID-19)
Disaster
Response /
Isolation / Pandemic
Cash for
Regions Quarantine Response / Others TOTAL
Work
Facility Rescue
Equipment /
Tools
CAR [Cordillera Administrative 36 111
Region] 51 15 9
REGION I [Ilocos Region] 11 20 3 0 34
REGION III [Central Luzon] 1 2 0 1 4
REGION IV-A [CALABARZON] 77 42 13 35 167
REGION IV-B [MIMAROPA] 13 48 0 46 107
REGION V [Bicol Region] 187 187 78 121 573
REGION VI [Western Visayas] 19 44 16 8 87
REGION VII [Central Visayas] 265 243 209 19 736
REGION VIII [Eastern Visayas] 105 108 31 0 244
REGION IX [Zamboanga 1 56
Peninsula] 34 19 2
REGION X [Northern Mindanao] 88 15 18 94 215
REGION XI [Davao Region] 43 33 32 4 112

43
 Disaster
Response /
Isolation / Pandemic
Cash for
Regions Quarantine Response / Others TOTAL
Work
Facility Rescue
Equipment /
Tools
REGION XIII [Caraga] 69 34 65 34 202
Grand Total 963 810 476 399 2,648

Please refer to Table 6. Top regions that have implemented an Isolation/Quarantine facility are
Central Visayas (Region VII), Bicol Region (Region V), and Eastern Visayas (Region VII).
Similarly, Disaster/Pandemic Response Rescue Equipment were implemented most in the said
regions. Cash for Work was mostly implemented in Central Visayas (Region VII), Bicol Region
(Region V), and CARAGA (Region XIII).

C. Enabling Policies

DROM’s quick response to COVID-19

Pursuant to the Presidential Proclamation No.929 signed on 16March2020, declaring a state of
calamity throughout the Philippines due to Covid-19 that impacted 81 provinces, 146 cities, and
1,488 municipalities, Kalahi CIDSS has shifted to the Disaster Response Operations Modality
(DROM) in the implementation of identified sub-projects as a solution to the impact of the
pandemic to these communities. DROM was first implemented to address the aftermath of
Typhoon Haiyan (Yolanda) in 2013 that affected 547 municipalities, to expedite the delivery of
response and services to these affected areas. As it proved to be effective in disaster
response, it has been identified as one of the key solutions of DSWD to the pandemic.

A Memorandum Circular (MC No.23, s.2020) entitled ―Guidelines on the Implementation of the
Community-Driven Development Support to COVID-19 Disaster Response through the Kalahi-
CIDSS Disaster Response Operations Modality (DROM) was approved on 14th October 2020 to
facilitate the quick response of identified interventions. With DROM, the implementation of all
the sub-projects has been fast-tracked with priority to interventions directly related to Covid-19,
seen reflected in the volume of sub-projects completed within Q4 2020.

Reverse migration as a response to COVID-19

To further assist in the COVID-19 interventions, Kalahi CIDSS has been in the forefront in the
Balik Probinsiya-Bagong Pag-asa Program (BP2) implementation with NHA as lead agency.
Implementation is pursuant to the President’s Executive Order No.114, s. 2020 where it has
institutionalized the program as a pillar of balanced regional development. With its aim to
decongest Metro Manila areas, encouraging families to go back to the provinces, it will further
support COVID-19 mitigation measures in diminishing rates of transmission in congested
Manila.

Approved on the 8th of June 2020, the Memorandum Circular (MC No.15, s.2020) entitled
―Guidelines on the Implementation of the Balik Probinsiya. Bagong Pag-asa Program‖ has
outlined the transportation, shelter and livelihood assistance that will be extended to encourage
families to return to the provinces. As this requires comprehensive planning between the ten
(10) participating NGAs, the initial target of 1,000 families that will be relocated this year was not
completed. After the 1st batch of families (81 families) who were transported to Leyte in May
2020, the succeeding batches are in the process of complete assessment, relocating to the
provinces of Camarines Sur, Isabela, Lanao del Norte, and Zamboanga del Norte. It is only in

44
Q4 2020 where an agreement has been reached between these ten (10) NGAs on each of their
contributions to the BP2 implementation. Next dispatch is scheduled in January 2021.

Table 7: Summary of Physical Targets and Accomplishment for KC-NCDDP and BP2
PHYSICAL
PROGRAM UNIT TARGET FOR ACCOMPLISHMENT %
Y2020

KC-NCDDP
Project 2,648 Sub-projects
Subprojects 3,030 87%
implementation implemented
via DROM

 81 families
relocated to Leyte
 14 families
relocated to
Balik Probinsiya Bulacan
– Bagong Pag-  18 families
Families 1,000* 13%
asa Program relocated to
(BP2) Cavite
 18 families given
assistance and
sent to their home
provinces
* Total target is 10,000 families for 2020-2022

D. Additional Financing for KC-NCDDP Projects from 2021-2023

Following the NCDDP project implementation from 2014-2020, DSWD through the KC NPMO
office has submitted a project proposal to the World Bank (IBRD) signifying Additional Financing
to further support the Kalahi CIDSS program. The project’s primary objective focuses on the
institutionalization of the positive results learned from more than 15 years of Kalahi CIDSS
implementation, which uses the CDD (Community-Driven Development) approach for enabling
the poorest community to participate in local governance and, in the process, improve access to
basic services. It will maintain the key design elements of KC-NCDDP as the parent project,
adopting some operational adjustments in pursuit of institutionalization. The table below (Table
8) summarizes the similarities and differences of the parent project (KC-NCDDP) and the
Additional Financing proposal.
Table 8. Summary of Comparison of AF KC NCDDP (CBRC) Key Design Elements with
KC-NCDDP (Parent Project) as specified in the proposal submitted to the Investment
Coordination Committee – Technical Board (ICC-TB) of NEDA
Design Elements KC-NCDDP ADDITIONAL FINANCING NCDDP
(AF KC NCDDP (CBRC))

Development objective Communities in target Communities in target municipalities

municipalities empowered to empowered to achieve improved
achieve improved access to basic access to basic services, as well as

45
 Design Elements KC-NCDDP ADDITIONAL FINANCING NCDDP
(AF KC NCDDP (CBRC))

services and to participate in more to participate in more inclusive local

inclusive local planning, planning, budgeting, and
budgeting, and implementation. implementation.

Key performance Please see Annex A in the AF With adjusted target values that
indicators Proposal Includes additional or new
intermediate indicators that:

 are related to COVID-19

responses.
 measure the achievement of the
capacity building for LGUs and
communities.
 measure the impacts of the
harmonization of DSWD and
DILG processes.
 measure the impacts of social
marketing and communications
to the achievement of project
purpose and goal.
Component Types The program has three (3) The three (3) components are
components composed of: maintained.

o Community Grants o Community Grants

o Capacity Building and o Capacity Building and
Implementation Support Implementation Support;
and and
o Project Management Cost o Project Management Cost
and Monitoring and and Monitoring and
Evaluation Evaluation
Component 1: Scope: Scope:
Community Grants
847 municipalities with poverty 676 municipalities with poverty
incidence above the national incidence equal to or above 21%
average; and were affected by natural
Target disasters from 2014-2020
Municipalities in the direct path of
Typhoon Haiyan

Municipal Allocation: Municipal Allocation:

Adjusted for inflation

Community grants for all identified Will be implemented in 2 phases,

poor municipalities with the 100% computed grant for 1st phase,
following allocation: 50% computed grant for 2nd phase

Municipal Poverty Allocation

Class Incidenc per Head
Municipa Poverty Allocatio e (in PhP)
l Class Incidenc n per
e Head (in > 50% 700.00
4th to 6th

46
 Design Elements KC-NCDDP ADDITIONAL FINANCING NCDDP
(AF KC NCDDP (CBRC))

PhP) Class 40 – 650.00

50%

4th to >50% 600.00 <40% 600.00

6th
Class > 50% 600.00
1st to 3rd
1st to 40 – 550.00 40 - 50% 550.00
Class
3rd 50% < 40% 500.00
Class

Includes:

o Planning grants that will be used

Include:
Planning grants used for the
implementation of the Community
Empowerment Activity Cycle
(CEAC) and the original DROM.
o Community organizing cost
for social preparation which
involves the
harmonization/integration of
CDD elements into the
barangay development process
in the context of Disaster Risk
Reduction Management
(DRRM) in response to COVID-
19 outbreak through a two (2)
phased planning and
implementation process
including hiring of staff that will
provide technical assistance to
the communities to ensure
achievement of project
objectives.

Local Counterpart Harmonized with the GPBP Local
Contribution Counterpart Contribution (LCC)
requirement which is equivalent
10% to 20% of Local
Development Fund (LDF)
For Phase 1 (223 - 2021, 453 -
2022), the AF KC NCDDP (CBRC)
shall employ a minimum LCC
requirement of 20% of total
estimated sub-project cost

For Phase 2 (223 - 2022, 453 -

2023), a LCC of 30% of total
estimated sub-project cost shall be
employed

For 2023, no LCC for SPI will be

required as corresponding LCC for
SPI of the investment grants that will
be given by DSWD in this year is
projected and expected to be

47
 Design Elements KC-NCDDP ADDITIONAL FINANCING NCDDP
(AF KC NCDDP (CBRC))

delivered by late 2022. However, an

LCC for CBIS will be needed as
phase 2 implementation for the 453
municipalities will happen in 2023

Table 9. Budget Summary – AF KC NCDDP (CBRC) (PhP 27,584,428,254.48) as specified

in the proposal submitted to the Investment Coordination Committee – Technical Board
(ICC-TB) of NEDA

Table 10. General Project Implementation Timeline as specified in the proposal submitted

to the Investment Coordination Committee – Technical Board (ICC-TB) of NEDA

48
The indicative financing plan is presented in Table 9. As shown, 56.55% of the total cost will be
supported by the Additional Financing from the World Bank (IBRD) while the Government of the
Philippines (GOP) will counterpart 26.39% of the total cost. The LGUs will further counterpart
17.05% of the total project costs. For 2021, projected implementation will be 27.31% of the total
project, 49.50% for 2022, and 23.19% for 2023, thus disbursed accordingly. The general
project implementation timeline is indicated in Table 10.
The Additional Financing of KC-NCDDP (CBRC) Proposal was presented to the World Bank
Head Office in Washington on 16 December 2020, with approval announced on the same day
(https://www.worldbank.org/en/news/press-release/2020/12/16/philippines-world-bank-
approves-two-projects-to-support-recovery-from-pandemic-boost-competitiveness-and-
resilience-against-shocks).
Progress of Strategic Contributions

A. Physical targets and accomplishments

Table 11: TOTAL KC-NCDDP Subprojects Completed per month in Q4’2020

Total Sub-
Total Sub-
Total Sub- projects
Total Sub- projects
projects completed
Regions projects completed as
completed in in end-
implemented of 22 DEC’20
end-OCT’20 NOV’20

CAR [Cordillera Administrative

Region] 111 9 20 75
REGION I [Ilocos Region] 34 - 8 30
REGION III [Central Luzon] 4 3 3 4
REGION IV-A [CALABARZON] 167 8 24 33
REGION IV-B [MIMAROPA] 107 - 5 106
REGION V [Bicol Region] 573 32 72 366
REGION VI [Western Visayas] 87 8 32 87
REGION VII [Central Visayas] 736 182 655 731
REGION VIII [Eastern Visayas] 244 217 243 244
REGION IX [Zamboanga Peninsula] 56 - 9 44
REGION X [Northern Mindanao] 215 24 130 177
REGION XI [Davao Region] 112 - 3 38
REGION XIII [Caraga] 202 154 201 201
Grand Total 2,648 637 1,405 2,136
% Completed of Total Sub-
projects implemented 24% 53% 81%

Looking at the monthly trend of completed sub-projects, completion by end-October was only
almost a fourth of total sub-projects implemented at 24% completion (Refer to Table 11).
Implementation was widely impacted by the unprecedented pandemic, transitioning to DROM
implementation and processing the necessary documentation for this amidst the COVID-19
mobility restrictions. This has picked up significantly by end-November 2020, achieving half of
total sub-projects implemented at 53% completion (Refer to Table 11). As of 22 December
2020, completion has reached 81% (Refer to Table 11) with majority completed among World
Bank-funded projects with 90% completion (Refer to Table 12) compared to Government-

49
funded projects with 69% completion (Refer to Table 13). All Regions except for Region V have
committed to complete their World Bank-funded projects by 31 December 2020 adherent to the
KC NPMO’s directive to properly close the World Bank loan within Y2020. GOP-funded projects
will be completed by March of 2021.

Table 12: KC-NCDDP Subprojects Completed per month in Q4’2020 for World Bank-Funded
projects (IBRD only)
Total Sub-
Total Sub-
Total Sub- projects
Total Sub- projects
projects completed
Regions projects completed as
completed in in end-
implemented of 22 DEC’20
end-OCT’20 NOV’20

CAR [Cordillera Administrative

Region] 65 8 15 48
REGION III [Central Luzon] 4 3 3 4
REGION IV-B [MIMAROPA] 107 - 5 106
REGION V [Bicol Region] 353 20 29 234
REGION VI [Western Visayas] 87 8 32 87
REGION VII [Central Visayas] 736 182 655 731
REGION VIII [Eastern Visayas] 107 100 106 107
Grand Total 1,459 321 845 1,317
% Completed of Total Sub-
projects implemented 22% 58% 90%

Table 13: KC-NCDDP Subprojects Completed per month in Q4’2020 for Government-Funded
projects (GOP only)
Total Sub-
Total Sub-
Total Sub- projects
Total Sub- projects
projects completed
Regions projects completed as
completed in in end-
implemented of 22 DEC’20
end-OCT’20 NOV’20

CAR [Cordillera Administrative

Region] 46 1 5 27
REGION I [Ilocos Region] 34 - 8 30
REGION IV-A [CALABARZON] 167 8 24 33
REGION V [Bicol Region] 220 12 43 132
REGION VIII [Eastern Visayas] 137 117 137 137
REGION IX [Zamboanga Peninsula] 56 - 9 44
REGION X [Northern Mindanao] 215 24 130 177
REGION XI [Davao Region] 112 - 3 38
REGION XIII [Caraga] 202 154 201 201
Grand Total 1,189 316 560 819
% Completed of Total Sub-
projects implemented 27% 47% 69%

50
B. Progress of RRP Deliverables

Table 14: Summary of RRP Deliverables and Accomplishment

PROGRAM DELIVERABLE ACTIVITY ACCOMPLISHMENT

Objective 1.1: Ensuring delivery of social welfare development programs

KC-NCDDP Number of Target: 2,758

Communities communities
provided with
2,758 (100%)
community
communities were
development
provided with community
projects
development project
(Data as of 16 Dec 2020)

KC-NCDDP Number of Target: 20-30% of

women who women had access to
received paid Implementation of DROM paid jobs
labor from the funded through the
33.46% of women had
community recalibrated WFP
access to paid jobs
development
projects (Data as of 16 Dec 2020)

KC-NCDDP Number of Target: 757,500

Beneficiaries Households
benefited in the
527,900 (70%)
community
Households benefited
development
from the community
projects
development projects
(Data as of 22 Dec 2020)

Objective 4.1: Ensuring fiscal flexibility

KC-NCDDP The AWFP of KC-NCDDP

(with FMS) GOP and IBRD Funds
under Current and
Continuing Appropriations
was recalibrated in June
amounting to
Php2,217,287,121.00 for
the DROM
implementation.
The PAMANA and KKB
2020 Funds of KC-
NCDDP tagged as "For
Later Release" amounting

51
PROGRAM DELIVERABLE ACTIVITY ACCOMPLISHMENT

to Php1,580,917,000.00
were authorized to
continue the utilization of
funds based on the
approved Work and
Financial Plan as stated in
the memorandum of the
Secretary dated 05 June
2020. The KKB funds will
be used for the BP2
implementation.
The AWFP of KC-KSB
was recalibrated in 12
August amounting to
Php79,820,000 for Covid-
19 CDD response.

Objective 4.2: Promoting informed and evidence-based decision-making through credible

and reliable information systems

KC-NCDDP Reformulation of 2021 OPC Checkpoint for

OPC and IPC for signing of OUS-OG
FY 2020

C. Progress of PGS Deliverables

Table 15: Summary of PGS Deliverables

DELIVERABLE ACTIVITY STATUS

1 KRA/Roadmap: Social Guidelines on the Done.

Case Management harmonized CDD process
MC 02 series of 2020 or
with Pantawid and SLP
Guidelines on the the Guidelines on the
harmonized CDD process Implementation of
with Pantawid and SLP by Harmonized CDD
Apr 2020 Process in
Specialized/Promotive
Programs was approved
on 02 March 2020.

2 KRA/Roadmap: TARA Draft the Done.

guidelines/working paper
Draft guidelines/ working Completed and
on CDD institutionalization
paper on CDD submitted on 31 March
institutionalization for 2020. HDPRC
review of the National coordination along with

52
 DELIVERABLE
Technical Working Group
(HDPRC) by Mar 2020
3 KRA/Roadmap: TARA
MOU with DILG for the
integration of CDD
principles in the LGU's local
planning process by Jun
2020
4 KRA/Roadmap: Human
and Organizational Capital
QMS-ISO Certification by
Sept 2020
5 76 municipalities reached
through social marketing
activities on the localization
of the CDD approach using
the approved guidelines by
ACTIVITY STATUS
the CDD
institutionalization will
still be pursued in 2021
depending on the
progress of the CDD bill.
1) Draft the MOU (Feb Done.
2020)
MOU was signed
2) Request staff to provide between DILG and
comments/input on the DSWD on Nov 2020.
draft MOU (March 2020)
Discussions JMC draft
3) Request DILG to and Makilahok materials
provide comments/input have started in Nov
on the draft MOU (March 2020.
2020)
4) Revised MOU based on
the comments/inputs
forwarded to NPM (April
2020)
5) Request DILG
concurrence on MOU
(August 2020)
6) Follow-up with DILG on
final review and comments
on MOU (Oct 2020)
1) Business Process Ongoing.
Making
Business Process
2) Attend ISO Awareness
Making was completed
and Documentation
on 31 January 2020.
course and Risk and
Attended ISO Awareness
Opportunity Training
Training by GASSG in
3) Attend
March 2020. Required
activities/meetings that are
Activities and meetings
deemed appropriate and
as the need arise.
required by the Cluster
Head
1) Prepare Activity Ongoing.
Proposal
Activities 1 and 2 were
2) Plan together with
completed already on 30
concerned Field Offices on
April and 30 May. The
how to conduct this
conduct of social
53
 DELIVERABLE ACTIVITY STATUS

Nov 2020 activity/provide technical marketing activities is

assistance to Fos ongoing.
3) Conduct of social
marketing activities
together with the
concerned Field Offices
(June-Nov)

D. Contribution to DSWD’s Organizational Outcome (Organizational Outcome 1: Well-

being of poor families improved) and other Output Indicators

Table 16: Summary of OO1 Indicators and Accomplishment

ANNUAL
INDICATORS ACCOMPLISHMENT REASON FOR VARIANCE
TARGET
Outcome Indicators

Percentage 10% 5% decrease in time (Updated Data not yet

increase in spent in accessing key available as of 22 Dec 2020)
access to major services
Results from 1st Round
KC investments 58% increase in cost (dry
Outcome Survey. On-going
in KC-NCDDP season)
processing of 2nd Round
municipalities 61% increase in cost
Outcome Survey results
(wet season)
Other Output Indicators

Percentage of 85% 90.49% (Updated Data not yet

completed KC- available as of 22 Dec 2020)
NCDDP projects
A total of 25,368 out of 28,035
that have
or 90.49% (cumulative from
satisfactory or
2014 to Q3’2020) subprojects
better
have satisfactory or better
sustainability
sustainability evaluation rating
evaluation (SE)
data from PIMS. Conduct of
rating
eligible subprojects for SE for
the 3rd quarter was delayed
due to implications brought by
the COVID-19 pandemic.

Percentage of 50% 63% (Updated Data not yet

women available as of 22 Dec 2020)
volunteers
The program aims to reach
trained on CDD
50% of volunteers trained are
women for gender balance.
However, during

54
 ANNUAL
INDICATORS ACCOMPLISHMENT REASON FOR VARIANCE
TARGET

implementation, actual
accomplishment exceeds the
target. A total of 1,144,988
out of 1,806,300 (cumulative
from 2014 to Q3’2020) or 63%
trained women.

Percentage of 80% 94.52% (Updated Data not yet

registered available as of 22 Dec 2020)
grievances
The program aims to resolve
satisfactorily
80% of filed grievances.
resolved in line
Actual accomplishment
with the GRS
exceeds set target. A total of
1,172 out of 1,240 or 95%
resolved grievances for the
3rd quarter of 2020.

E. Statement of Financial allotment, obligation and balance

Table 17: Summary of Funding Allotment, Obligation and Disbursement (Data available as of
30 November 2020)
FUNDING ALLOTMENT OBLIGATION UNOBLIGATED DISBURSEMENT UNDISBURSED
ALLOTMENT AMOUNT

NCDDP 2,217,287,121 2,024,851,736 192,435,385 1,764,812,507 347,691,853

(IBRD and
GOP)

IBRD 788,349,939 777,264,661 11,085,279 700,192,777 78,837,323

GOP 1,428,937,181 1,247,587,075 181,350,106 1,064,619,730 268,854,530

PAMANA 1,057,020,729 896,982,136 160,038,593 196,775,833 195,550,425

KKB 669,740,587 96,212,399 573,528,188 6,078,011 663,662,576

KSB 75,495,264 535,055 74,960,209 0 75,495,264

Total 4,019,543,701 3,018,581,327 1,000,962,375 1,967,666,351 1,282,400,119

Note: The official report balances shall come from the Finance and Management Service. The
amounts reported herein are the unofficial balances based on the monitoring of the National
Program Management Office.
*Based on obligations incurred as of 30 November 2020

55
**Based on the disbursements in the weekly monitoring report as of 10 December 2020

Table 18: Summary of Funding Allotment, Obligation and Percentage of Disbursements (Data
available as of 30 November 2020)
% % %
(DISBURSEM (DISBURSEM
FUNDING ALLOTMENT OBLIGATION (OBLIGATION / ENT / ENT /
ALLOTMENT) OBLIGATION) ALLOTMENT)

NCDDP 2,217,287,121 2,024,851,736 91.32% 87.16% 79.59%

(IBRD and
GOP)
IBRD 788,349,939 777,264,661 98.59% 90.08% 88.82%
GOP 1,428,937,181 1,247,587,075 87.31% 85.33% 74.50%
PAMANA 1,057,020,729 896,982,136 84.86% 21.94% 18.62%
KKB 669,740,587 96,212,399 14.37% 6.32% .91%
KSB 75,495,264 535,055 .71% 0 0
Total 4,019,543,701 3,018,581,327

As of 30 November 2020, total obligated amount for World Bank funds is at 98.59% while
disbursed amount for World Bank-funded projects is at 88.82% (Refer to Table 18). Due to the
World Bank loan closing in 31 December 2020, amounts downloaded to the Regions have been
expedited. Despite the DROM implementation where social preparation process was fast-
tracked, the SUB-ARO processing and release from the Central Office to the Field Offices,
though expedited, was only able to catch-up in Q4’2020. This has brought out a lot of delays in
sub-project implementation and completion in the different communities, where sub-project
completion was only significantly seen in Q4’2020. Despite the delays in cash download, the
Field Offices have still committed to complete all World Bank-funded projects, except in Region
V, by 31 Dec 2020.

Table 19: Summary of Regional Funding Allotment, Obligation and Disbursement for World
Bank-funded projects (Data available as of 30 November 2020) - IBRD only

UNOBLIGATED UNDISBURSED
REGIONS ALLOTMENT OBLIGATION DISBURSEMENT
ALLOTMENT AMOUNT

CAR 25,881,250 25,419,246 462,004 22,235,584 3,645,666

I 14,868 0 14,868 0 14,868
III 14,688,000 14,688,000 0 13,697,089 990,911
IV-A 354,000 0 354,000 0 354,000
IV-B 59,751,145 59,615,790 135,355 53,648,520 6,102,625
V 98,953,347 98,634,177 319,170 88,305,950 10,664,650
VI 208,948,150 208,948,150 0 191,328,685 17,621,115
VII 299,032,396 299,032,137 259 267,445,117 31,619,250
VIII 69,688,620 69,290,811 397,809 63,188,284 6,500,336
IX 82,000 50,900 31,100 0 82,000
X 488,000 488,000 0 0 488,000
XI 294,000 294,000 0 218,538 75,462

56
 UNOBLIGATED UNDISBURSED
REGIONS ALLOTMENT OBLIGATION DISBURSEMENT
ALLOTMENT AMOUNT

XII 0 0 0 0 0
CARAGA 803,450 803,450 0 125,010 678,440
NPMO 9,370,714 0 9,370,714 0 9,319,840
TOTAL 788,349,940 777,264,661 11,085,279 700,192,777 78,837,323

Table 19: Summary of Regional Funding Allotment, Obligation and Disbursement for
Government-funded projects (Data available as of 30 November 2020) - GOP only

UNOBLIGATED UNDISBURSED
REGIONS ALLOTMENT OBLIGATION DISBURSEMENT
ALLOTMENT AMOUNT

CAR 55,323,568 47,726,369 7,597,199 41,746,960 13,656,619

I 37,623,033 35,585,675 2,037,357 32,561,528 5,073,006
III 5,299,738 4,510,867 788,871 2,463,964 2,841,774
IV-A 79,864,336 71,538,913 8,325,423 63,159,383 16,704,954
IV-B 46,245,268 39,763,821 6,481,447 30,560,113 15,685,156
V 139,653,356 118,912,539 20,740,817 101,413,160 38,240,194
VI 91,267,041 82,880,208 8,386,833 68,123,961 23,207,079
VII 151,313,459 137,653,418 13,660,041 124,239,447 27,074,011
VIII 231,072,996 206,027,972 25,045,024 189,076,889 42,289,019
IX 62,028,710 53,832,006 8,196,704 46,549,267 15,479,445
X 168,069,704 160,473,235 7,596,469 143,171,006 24,898,700
XI 104,464,992 103,168,918 1,296,075 76,108,745 31,741,748
XII 11,372,113 7,577,194 3,794,920 6,926,839 4,445,275
CARAGA 146,022,091 140,922,959 5,099,132 138,518,467 7,517,551
NPMO 99,316,776 37,012,981 62,303,795 17,464,880 77,998,041
TOTAL 1,428,937,181 1,247,587,075 181,350,106 1,064,619,730 268,854,530

Overall Assessment and Recommendation

The Quick-Response Problem. Multiple events have challenged the rural communities in
Y2020. An unprecedented pandemic that hit in Q1’2020 presented to be the most challenging.
With this, has surfaced a gap in the rural communities’ ability to cope with the pandemic. The
lack of isolation/quarantine facilities have been the topmost identified need, followed by lack of
disaster/pandemic response equipment/tools. Aside from the gaps identified linked to health, an
economic gap has also been identified, where members of the rural communities lost sources of
livelihood due to mobility restrictions.

With the Kalahi-CIDSS program's 15 years implementation, it has already established presence
in the country’s rural communities where poverty is marked beyond the country’s threshold. It
has then established over the years a tested approach that will enable these rural communities

57
to catch-up in development. At the core of the KC program implementation is the Community-
Driven Development (CDD) approach as a solution to poverty and slow development in these
areas. The processes involved with the CDD approach will set a precedent to future
community-identified solutions beyond the KC program. The social preparation process is set
over an average of a 6-month implementation, implementing community organizing and
capacity-building activities, enabling community involvement and accountability. It is the first
step in CDD and community-identified solutions.

The social preparation process as a prerequisite though has presented a problem with the
imminent threat of the pandemic in these communities. Identified solutions cannot be concurred
among community members due to restrictions in community gathering brought about by the
pandemic. Even in the sub-project implementation (e.g. construction of isolation facilities), the
restriction on large gathering of construction workers has brought about delays in completion.

Given the geographical location of these communities where telecommunications/internet signal

may not be present, as well as access roads, the procurement and access to necessary
construction/pandemic materials/equipment was further challenged by mobility restrictions.
Moreover, due to these mobility restrictions between regions, provinces and municipalities, the
KC team in the Field Offices are not able to visit and facilitate technical assistance physically in
these communities.

Beyond these communities, access to financial institutions also became a problem. Aside from
banks being far from these communities, banks were not open for intermittent periods of time,
following regional, provincial, or municipal lockdowns, thus facilitation of community bank
account transactions were significantly delayed. Similarly, local government offices in the
municipalities were not open, thus necessary legal documentations such as municipal and
barangay resolutions cannot be accomplished quickly. As the DSWD Field Offices as well as
the Central Office did not require physical attendance, document processing was also delayed
since document review and approvals are not present in the online platform.

Aside from the unprecedented pandemic, the regular occurrence of typhoons on a yearly basis
compounded the problem in these rural communities. While it is anticipated to be happening
towards the end of the year in Q4 in Regions V (Bicol Region), VII (Central Visayas), and VIII
(Eastern Visayas), it was Region V that was hit the most in Q4’2020.

Thus, Response was required from multiple fronts. Since a number of processes are necessary
and pre-requisite to project implementation, the necessary quick-response time to the effects of
the pandemic and the typhoon to these rural communities was a problem.

The DROM (Disaster Response Operations Modality) as a Solution. Despite all these
challenges, the KC program completion rate has still reached more than 80% by Q4’2020 under
the KC-NCDDP funding from 3.9% recorded completion in Q3’2020. With the World Bank loan
closing, projects supported by this loan has been expedited significantly, achieving more than
90% completion, seen to have improved only in Q4’2020. This completion rate was achieved
with the activation of DROM in project implementation.

58
DROM was first implemented to address the aftermath of Typhoon Haiyan (Yolanda) in 2013
that affected 547 municipalities, to expedite the delivery of response and services to these
affected areas. As it proved to be effective in disaster response, it has been identified as one of
the key solutions of DSWD to the pandemic.

A Memorandum Circular (MC No.23, s.2020) entitled ―Guidelines on the Implementation of the
Community-Driven Development Support to COVID-19 Disaster Response through the Kalahi-
CIDSS Disaster Response Operations Modality (DROM) was approved on 14th October 2020 to
facilitate the quick response of identified interventions. With DROM, the implementation of all
the sub-projects has been fast-tracked with priority to interventions directly related to Covid-19,
seen reflected in the volume of sub-projects completed within Q4’2020.

Response still not Quick Enough. While DROM has fast-tracked completion of project
implementation achieving high rates of completion by year-end 2020, response was not quick
enough. The pandemic peaked by end-Q1’2020, but majority of the response only happened in
Q4’2020, leaving a 2-quarter gap with intermittent movement. While DROM expedited
community preparation processes, complementing policies were either not in place or not
executed quickly in the banks, local government offices in the municipalities, and the Central
Office.

Recommendation 1: Assess current financial processes within the Central Office

requiring a long line of approvals. Following the guidelines issued by the Anti-Red Tape
Authority to ensure quick facilitation of transactions within government offices, an accurate
process map of the current financial processes within the Central Office needs to be charted by
FMS, indicating actual document processing time in each step. This way, the actual timeline is
visible, thus enabling decision-makers in the executive offices to decide which parts of the
document process approvals of these financial documents need to shorten or be taken out.
This then, will necessarily identify risks with this new set of improved processes, thus necessary
to also identify the safeguards that needs to be implemented to reduce such risks. Following
suit, the process audit in the Central Office can be complemented with a similar process audit in
the Field Offices.

Recommendation 2: Invest in digital infrastructure and migrate document review and

approvals to an online platform. Document processing in the Central Office and Field Offices
still require pen and paper document review and approvals thus contributing to the delays in the
projects’ financial releases. An option to identify an existing online platform that can be
customized according to the agency’s needs can be explored. Should this present a big risk
due to the fact that the agency’s system becomes transparent to the online vendor, investing in
in-house program developers, though will take longer time to accomplish, can be an alternative.
A technical consultant may be able to identify other feasible options. Developed countries, in
the wake of the pandemic, have responded quickly due to the stability of their digital
infrastructure in their government systems. This is because they have invested in it, so we may
need to invest in the same.

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Recommendation 3: Invest in demonstrating Presence. As drafting enabling policies and
digitalization are identified solutions to address the quick-response problem, this can further be
complemented by Presence in the communities. Presence will not necessarily mean physical
presence in the communities, but instead will mean ―quick response time in times of crisis‖ to
community issues and concerns. This will entail investing more in manpower in the Field Offices
that can be more responsive, with justifiable caseload. The KC NPMO will be able to assess
and identify feasible options.

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