MONITORING AND EVALUATION

SUB-MANUAL
Additional Financing for the KALAHI-CIDSS National Community-Driven Development
Program
Community-Based Response to COVID-19

Revised August 2021

Kapit-Bisig Laban sa Kahirapan- Comprehensive and Integrated Delivery of Social Services (KALAHI-
CIDSS)
Table of Contents
Abbreviations and Acronyms
Preface
…………………………………………………………………………………………………
Introduction
…………………………………………………………………………………………………

PART 1: The KALAHI-CIDSS M&E

…………………………………………………………………………………………………

1.1. Overview of Community-Driven Development (CDD) Approach and Principles

1.2. M&E through the program phase
1.3. Attention to gender and vulnerable group
1.4. Ensuring Accuracy and Quality
…………………………………………………………………………………………………

PART 2: Monitoring and Evaluation

…………………………………………………………………………………………………

2.1. What is Monitoring in NCDDP-AF?

2.2. What is Evaluation in NCDDP-AF?
2.3. Comparing Monitoring and Evaluation

…………………………………………………………………………………………………

PART 3: Key Steps in Monitoring and Evaluation

…………………………………………………………………………………………………

3.1. STEP 1 – Understanding the Results Framework and M&E Plan

3.2. STEP 2 – Data Collection
3.3. STEP 3 – Data Management
3.4. STEP 4 – Data Analysis
3.5. STEP 5 – Information Sharing and Utilization
3.6. STEP 6 – Capacity Building and Organization and Management
…………………………………………………………………………………………………
Annexes
…………………………………………………………………………………………………

Section 1: Forms and Tools

• ANNEX 1 – Summary of the Key Steps for Program M&E
• ANNEX 2 – NCDDP-AF Results Framework
• ANNEX 3 – Comprehensive M&E Plan
 • ANNEX 4 – Theory of Change
• ANNEX 5 – M&E Stakeholder Assessment Table
• ANNEX 6 – Program Team Resourcing Sheet
• ANNEX 7 – List of KPI Contributory Forms
• ANNEX 8 – Indicator Tracking Table (ITT)
• ANNEX 9 – Reporting Template

Section 2: Supplemental Guides

• ANNEX 10 – Geotagging Web Application Guide
• ANNEX 11 – Data Quality Assessment Guide
• ANNEX 12 – Municipal Talakayan

Section 3: Supplemental M&E Policies

• ANNEX 13 – NEDA-DBM National Evaluation Criteria
• ANNEX 14 – Policy and Plans: Adherence to Policies related to the Conduct of
Research and Evaluation Studies in the DSWD dated 25 January 2021
• ANNEX 15 – Memorandum Circular No. 08 series of 2020: Simplified Data Sharing
Guidelines on the Provision of DSWD Programs and Services during a National State
of Emergency

List of Tables, Figures and Boxes

A. List of Tables

Table No. Title

1 M&E through the Program Phase
2 Types of Grievances
3 Schedule of Program Review and Evaluation Workshops (PREWs)
4 KALAHI-CIDSS NCDDP-AF Results Framework
5 KALAHI-CIDSS NCDDP-AF key stakeholders and informational needs
6 KALAHI-CIDSS NCDDP-AF Data Gathering and Reporting Guideline
7 Submission, Review and Approval of Municipal Data
8 Example of Indicators Tracking Table
9 KALAHI-CIDSS NCDDP-AF Data Analysis Guideline
10 List of Reports Prepared at the RPMO Level
11 List of Reports Prepared at the National Level
 B. List of Figures

Figure No. Title

1 Accountable Management Levels and Functional Roles
2 M&E through the Program Phase
3 Types of Monitoring Activities
4 Process of Evaluation
5 KALAHI-CIDSS NCDDP Simplified Data Flow
6 KALAHI-CIDSS Information System Flow
7 Internal and External Convergence and Data Sharing
8 NPMO M&E Structure
9 RPMO M&E Structure
10 Municipal M&E Structure

C. List of Boxes

Boxes No. Title

1 Monitoring Best Practices
2 Comparing Key Features of monitoring/review and evaluations
3 The importance of target setting
4 Data analysis questions to help describe the data
5 Using traffic lights to highlight data
6 Criteria of good reporting
7 Reporting Tips
Abbreviations and Acronyms
ACT Area Coordinating Team
ADB Asian Development Bank
AR Accountability Reporting
BA Barangay Assembly
BDC Barangay Development Council
BDC-TWG Barangay Sub-Project Management Committee
BDIP Barangay Development Investment Plan
BDP Barangay Development Plan
BDRRMC Barangay Disaster Risk Reduction and Management Committee
BLGU Barangay Local Government Unit
CBME Community-Based Monitoring and Evaluation
CBRC Community-Based Response to COVID-19
CDD Community-Driven Development
CCDR Climate Change and Disaster Risk
CEF Community Empowerment Facilitator
CM Community Monitoring
CMO Convergence Management Office
COVID-19 Coronavirus disease- 2019
CSO Civil Society Organization
CSW Criteria Setting Workshop
DBM Department of Budget and Management
DBMS Database Management System
DeskApp Desktop Application
DILG Department of the Interior and Local Government
DQA Data Quality Assessment
DROM Disaster Response Operations Modality
DSWD Department of Social Welfare and Development
EIRR Economic Internal Rate of Return
GIS Geographic Information System
GOP Government of the Philippines
GRS Grievance Redress System
GTWA Geotagging Web Application
HH Household
HPMES Harmonized Planning Monitoring and Evaluation System
ICTMS Information and Communication Technology Management Service
IP Indigenous People
IS Information System
ITT Indicators Tracking Table
KALAHI-CIDSS Kapit-bisig Laban sa Kahirapan (Linking Arms against Poverty) -
Comprehensive and Integrated Delivery of Social Services
KC KALAHI-CIDSS
KC-NCDDP KALAHI-CIDSS- National Community-Driven Development Program
KPI Key Performance Indicator
LCC Local Counterpart Contribution
LGU Local Government Unit
LP Loan Proceeds
M&E Monitoring and Evaluation
MAC Municipal Area Coordinator
MCT Municipal Coordinating Team
MDE Municipal Database Encoder
MDRRMC Municipal Disaster Risk Reduction Management Council
MFA Municipal Financial Analyst
MIBF Municipal Inter-Barangay Forum
MLGU Municipal Local Government Unit
MOA Memorandum of Agreement
MOV Means of Verification
MS Microsoft
MT Municipal Talakayan
NAPC National Anti-Poverty Commission
NCDDP National Community-Driven Development Program
NCDDP-AF National Community-Driven Development Program Additional
Financing
NEDA National Economic and Development Authority
NGO Non-Government Organization
NPMO National Project Management Office
NSCB National Statistical Coordination Board
O&M Operation and Maintenance
OPAPP Office of the Presidential Adviser on the Peace Process
OSM Office of Strategy Management
PDPB Policy Development and Planning Bureau
PDPRA Project Development and Participatory Resource Allocation
PDO Project Development Objective
PDW Project Development Workshop
PLGU Provincial Local Government Unit
PIMS Project Information Management System
PSA Participatory Situation Analysis
RMEO Research Monitoring and Evaluation Office
RPMO Regional Project Management Office
SDU Social Development Unit
SET Sustainability Evaluation Tool
SQL Structured Query Language
SP Sub-Project
SPI Sub-Project Implementation
SRPMO/T Sub-Regional Project Management Office/Team
TA Technical Assistance
TF Technical Facilitator
TOC Theory of Change
TWG Technical Working Group
URPMT Unified Regional Program Management Team
VM Virtual Machine
PREFACE

This enhanced Monitoring and Evaluation (M&E) Sub-manual is a product of a series of consultations
with the program implementers, M&E officers, and program stakeholders. The NCDDP Additional
Financing will scale up the Disaster Response Operations Modality (DROM) developed under the
parent project to respond to the impact of the coronavirus disease – 2019 (COVID-19) pandemic and
other major disasters and to pursue the institutionalization of community-driven development (CDD)
principles in the harmonized Barangay Development Planning (BDP) of Department of Interior Local
Government (DILG).

The monitoring and evaluation processes are revisited to achieve the goals and adapt to the situation
brought about by the pandemic. Building on good practices and lessons from eighteen (18) years of
KALAHI-CIDSS implementation, this sub-manual incorporates the following:

v Data encoding at the lowest level to make the process faster by deconcentrating the task to a
number of Municipal Database Encoders (MDE) supervised by Area Coordinators (ACs) who
can quickly clarify and review data entries.
v Involvement of area coordinating team (ACT), Municipal Coordinating Team (MCT) and other
program staff in encoding and managing data to address backlogs and ensure quality.
v Use of appropriate technology where the latest technology is not always the best option given
the limited infrastructure, available network services and staff capacity at the barangay level
and need for offline encoding and multiple options for securing and transmitting data .
v Conduct of regular data quality assessments (DQAs) to check the quality and timeliness of
data as well as determine if prescribed processes are observed and if systems can further be
improved.
v Simplification of forms and procedures where monitoring and internal evaluation activities
are calibrated to make them complementary activities instead of a burden to communities,
LGUs and field implementers.
v More focus on analysis and feedback to demonstrate the value of good M&E data and to
generate buy-in from implementers on the need to support M&E activities.
v Capacity building for community volunteers and LGU staff to ensure quality information are
entered into the system and the data are utilized not only by the Program but also by the LGUs
and communities.
v Utilization of online platforms and multimedia are deemed appropriate when there is
restrictions on mobility and face-to-face interaction is inadvisable.

With the above insights, this sub-manual intends to enhance monitoring, evaluation, learning and
accountability practice in KALAHI-CIDSS NCDDP. The program can improve implementation, generate
support for community-driven development initiatives and ensure institutionalization and
sustainability.

For inquiries and other information:

Office Address: DSWD Central Office, Batasan Complex, Constitution Hills, Quezon City
Telephone Number/s: 8931-8101 to 07 loc. 513/527
Fax Number: 8952-0697
E-mail Address: kc@dswd.gov.ph
“KAPIT-BISIG, KAYA NATIN!”
Introduction
…………

What is this sub-manual?

…………………………………………………………………………………………………
The purpose of this Monitoring and Evaluation (M&E)’s Sub-manual is to promote a shared
understanding and reliable practice of M&E for the National Community-Driven Development
Program - Additional Financing (NCDDP-AF). It guides and supplements the conduct of program
monitoring and evaluation.

The key performance indicators and M&E processes are adjusted to respond to the coronavirus
disease pandemic of 2019 (COVID-19). Furthermore, the supplemental guidelines, tools, and policies
attached to this sub-manual will assist the program implementers with the specific M&E processes.

Who are the intended audience?

…………………………………………………………………………………………………
Those who manage programs and conduct monitoring and evaluation functions are the intended
users of this sub-manual. This M&E sub-manual was created with a variety of users in mind, including
KALAHI-CIDSS personnel, volunteers, and partner stakeholders.

Why is M&E important?

…………………………………………………………………………………………………
A well-performing M&E system is a critical part of good program management and accountability1.
Timely and reliable M&E provides information to:
® Support program implementation with accurate, evidence-based reporting that informs
management and decision-making to guide and improve program performance.
® Contribute to organizational learning and knowledge sharing by reflecting upon and sharing
experiences and lessons so that we can gain the full benefit from what we do and how we do
it.
® Uphold accountability2 and compliance by demonstrating whether or not the objectives have
been carried out as agreed and in compliance with the established standards and processes.
® Provide opportunities for stakeholder feedback, especially community partners, to provide
input into and perceptions of KALAHI-CIDSS NCDDP work, modelling openness to criticism,
and willingness to learn from experiences and to adapt to changing needs.
® Promote and celebrate the work by highlighting the accomplishments and achievements,
building morale and contributing to resource allocation and CDD institutionalization.

1
Based on the International Federation of Red Cross and Red Crescent Societies (2011)
2
KALAHI-CIDSS adopts the OECD/DAC definition of accountability
How to best use this sub-manual?
…………………………………………………………………………………………………
This M&E Sub-manual consists of three primary parts and annexes. The primary parts of M&E Sub-
manual focus on conceptualization, learning and main processes of the M&E system as the following:
Part 1 : The KALAHI-CIDSS M&E
Part 2 : Monitoring and Evaluation
Part 3 : Key Processes in M&E

Then, Annexes deal with Section 1: M&E Tools and Forms; Section 2: Supplemental Guides such as
Geotagging Web Application (GTWA), Data Quality Assessment, and Municipal Talakayan and Section
3: Supplemental M&E policies. The program implementers and officers with monitoring and
evaluation functions are directed to the Annexes for supplemental guides. The supplemental guides
are stand-alone documents with detailed procedures and tools. This can be printed individually.

Some of the texts are highlighted to emphasize the main points or important ideas. The boxes are
learning tips and practical guides while the tables and figures consolidate the main M&E processes
and systems.

This sub-manual is not exhaustive of monitoring and evaluation operations. The Regional Program
Management Office (RPMO) may develop guidelines tailored to their needs, technicality, context, and
language; this sub-manual is intended to supplement such resources in such cases. Any significant
improvements or innovations must be approved by the National Program Management Office
(NPMO). This M&E Sub-manual is not a philosophy, ideology, or even teaching instead; it is a
supplemental guide in improving the M&E system and achieving the greatest potential positive and
sustained impact by KALAHI-CIDSS National Community-Driven Development Program.

Feedback and revision

…………………………………………………………………………………………………
This guide will be periodically reviewed and updated to consider learning gained from use in the field
and ensure it conforms to the program standards and current context. The World Bank and the NPMO
must agree on essential modifications, including the indicators. At times of revision, the feedback from
field implementers and across units are highly welcome. This M&E sub-manual is a living document;
therefore, necessary changes may occur in implementation.
Part 1:

The KALAHI-CIDSS M&E

…………

What you will find in Part 1:

1.1. Overview of Community-Driven Development (CDD) Approach and

Principles
1.2. M&E through the Program Phase
1.3. Attention to Gender and Vulnerable Groups
1.4. Ensuring Accuracy and Quality

Part 1 provides an overview of key M&E concepts and considerations to inform planning and
implementing effective monitoring and evaluation.

1.1. Overview of Community-Driven Development

(CDD) Approach and Principles
…………………………………………………………………………………………………

CDD is the approach utilized by KALAHI-CIDSS in implementing the program since 2002. The M&E
system is deeply anchored to the principles of CDD. Thus, the communities will conduct their needs
assessment, identify suitable interventions and community monitoring activities. The community
volunteers and LGU officials and staff are empowered through capacity-building to fully equip them
to monitor their projects and utilize the information for their development. Indeed, the community
volunteers, the LGU and KALAHI-CIDSS staff work hand in hand to produce decisions based on
evidence-based results. Thus, the program employs accountability reporting and external evaluation
studies to ensure the transparency and accountability of the program. Grievance Redress System (GRS)
is installed in every community to ensure that concerns are responded upon.

CDD approach utilized the vertical and horizontal dimensions in policy making for designing the M&E
system. The vertical dimension involves the policymakers who decide on the rules such as, project
managers, sector heads, M&E unit heads, and other technocrats. In contrast, the horizontal dimension
consists of the policy takers who implement the policies, such as the street-level bureaucrats3. Street-
level bureaucrats are typically the local government unit officials and staff, M&E officers, Area
Coordinating Team (ACT), Municipal Coordinating Team (MCT) and community volunteers who have

3
Colebatch, H. 2002. Chapter 3: Who Makes Policy? pp 22-37 in Policy Buckingham: Open University
direct access on the ground, interprets and implements program policies.4 The CDD approach
considers vertical and horizontal decision-making in crafting policies and systems for the program,
including the M&E system.

For additional financing, the M&E system highlights a comprehensive approach involving various
KALAHI-CIDSS sectors in data monitoring, evaluation, management, and learning to address
problems quickly and efficiently. A strategic M&E system assists the program team in making
decisions, improving policies, and implementing programs. Data accountability is promoted at all
levels, from the local to the national, and throughout all operational sectors. The M&E unit will lead
on database management, monitoring, evaluation, learning, and accountability to meet the overall
program's goal, outcomes, and outputs. The accountable management levels and functions are
depicted in Figure 1.

Figure 1: Accountable Management Levels and Functional Roles

FUNCTIONAL ROLES
MANAGEMENT LEVELS
IMPACT
DSWD and NPMO Management Policy Formulation and Decision-
Making
RPMO and Program Managers OUTCOME
Policy Implementation and Program
Technical, Operations and Support Management
Staff (e g. ACT, MCT SDU, M&E OUTPUTS
team, Safeguards) Project. Activity Implementation and
ACTIVITIES/ Support Services
INPUTS

The NPMO management is in charge of policy formulation and decision-making. As a result, they will
be held accountable for strategic planning and achieving overall program impact or project
development goals and outcomes. The KALAHI-CIDSS NPMO reports to DSWD as a parent institution.
The RPMO and program managers are held accountable for policy implementation and program
management. They interpret the aggregated outputs and connect them to the program's goals.
Technical, operations and support staff are held accountable for assuring the quality of project activity
execution, which includes training reports, paper-based forms, pictures, encoded data in management
information systems, and technical analysis. They are mainly responsible for the accuracy of
community data and the interpretation of activities/inputs.

The M&E system in NCDDP aims to help the management and program stakeholders determine if
program implementation is progressing based on plan (monitoring) and if the progress is able to
deliver the desired results (evaluation). Implementation of the M&E system is guided by the
following key principles of CDD:

4
Lipsky, M. 2010. Street-level Bureaucracy: The Critical Role of Street-level Bureaucrats, Street-level
bureaucracy : Dilemmas of the Individual in Public Services. NY: Russell Sage.
 ü Participation - by involving both communities and LGUs in M&E activities such as Municipal
Talakayan, participatory mapping, and grievance redress and resolution; and providing
capacity building activities to enable them to meaningfully participate in data gathering,
processing and analysis, and especially in data utilization for their own development.

ü Empowerment – communities and LGUs are not just sources of data but are partners in all
M&E activities. By experiencing M&E activities and through capacity-building activities, they
are equipped with the necessary skills to utilize the benefits of having quality information that
can be used to promote their development. The decision-making is informed by evidence.

ü Convergence – data from other Department of Social and Welfare Development (DSWD)
programs and different national government agencies (NGAs) are fully utilized for community
planning and prioritization and better targeting the poor and marginalized. On the other hand,
KALAHI-CIDSS NCDDP-AF data are shared with the local government units (LGUs),
communities, DSWD programs and other NGAs as a reference for complementary initiatives
that would promote inclusive and sustainable development.

ü Transparency – sharing to all stakeholders and the general public the status of KC-NCDDP
implementation and findings of special studies

ü Accountability – through the grievance redress system (GRS), Municipal Talakayan, and
feedbacking mechanisms such as Accountability Reporting and Reflection Sessions where
accomplishments and shortcomings are discussed by the community

The abovementioned principles shall always uphold the M&E systems and activities from setting up at
the community to the national level. All data coming from barangay and municipal levels are
channeled through the Project Information Management System (PIMS) and Geotagging Web
Application (GTWA) as a primary management information system for data monitoring across KALAHI-
CIDSS sectors. The project implementers can input and access the information generated, explained
in the Data Management Section.

1.2. M&E through the Program Phase

…………………………………………………………………………………………………
The M&E system cuts across the program cycle from pre-implementation to closure. Figure 3
illustrates how various M&E activities will support each stage of the program cycle, underscoring the
need to ensure that M&E findings or outputs from multiple activities are communicated to appropriate
stakeholders to inform organizational strategies and adjustments.

The identification of monitoring and evaluation are included in the planning exercise carried out first
by the NPMO and translated into RPMO plans. Monitoring and evaluation activities are conducted
across levels as shown in Figure 2 below:
 Figure 2: M&E through the Program Phase

Consistent with previous implementations of the CDD approach, the activities also support learning
and adaptation, optimizing M&E activities and information to sharpen stakeholders’ understanding of
program conditions and using these to adjust operational policies and systems.

The responsibilities for M&E are distributed across levels in the Program at national, regional,
municipal and barangay levels. There are designated M&E staff at the national and regional levels
who are in-charge of coordinating, providing technical assistance (TA) to Area Coordinating Team
(ACT) and Municipal Coordinating Team (MCT) staff, training, encoding, data quality reviews, and
monitoring. The next diagram (Table 1) presents these activities divided into (i) pre-
implementation, (ii) social preparation, and (iii) sub-project implementation phases. KALAHI-CIDSS
NCDDP staff can refer to this diagram for an overall picture of monitoring, evaluation activities that
should undertake in the different phases.

Table 1: M&E Across the Project

MAIN M&E ACTIVITIES PRE-IMPLEMENTATION SOCIAL PREPARATION SUB-PROJECT

IMPLEMENTATION
Management Enhancement of System Maintenance
Information System Database (PIMS & Data sharing and coordination with ICTMS and
GTWA) other OBSUs
Staff Capacity Building R/SRPMO, ACT training Technical assistance and regular learning sessions
on M&E Tools
LGU and Community MCT, MDE, other LGU Community skills Technical assistance
Capacity Building and community training and regular learning
volunteers training on sessions
M&E Tools
 Technical assistance
and regular learning
sessions
Results Monitoring Development of Monitoring of KPIs through Indicators Tracking
Comprehensive M&E Table (ITT) and Quarterly Reporting
Plan
Operations Monitoring Review and Tracking of activities and physical
enhancement of accomplishments; data gathering, checking,
guidelines submission, reporting and data sharing

Geographic Information Review and Participatory Mapping Geotagging of on-going

System enhancement of sub-project
Geotagging Geotagging of proposed implementation
sites
Grievance Monitoring Review and GRS Orientation and Grievance Redress
enhancement of GRS volunteers’ selection Monitoring
per EODB
GRS Installation

Grievance Redress
Monitoring
Data Analysis Data Gathering Data Preparation Process for Data
Analysis
Data Quality Review and Data Preparation DQA in all municipalities
Assessment enhancement of DQA twice per cycle
Internal Evaluation: Review and Data gathering and Conduct of Municipal
PREW, Municipal enhancement of survey Talakayan
Talakayan, special guidelines
studies Report Preparation and
Feedbacking
External Evaluation and Review existing DSWD Provision of support to evaluators as needed
Special Studies Research and
Evaluation Guideline
Third-Party Evaluation Provision of support to evaluators as needed
Progress Report Preparation of report Monthly/ Quarterly/
template Annual Progress Report

In-sync with other

DSWD OBSUs and NGAs
report requirement

Implementation
Completion Report
1.3. Attention to Gender and Vulnerable Groups
…………………………………………………………………………………………………..

The KALAHI-CIDSS NCDDP highly considers the inclusive participation of the vulnerable or
marginalized groups. This includes attention to differences and inequalities in society related to
gender, ethnicity, age, ability, or socioeconomic status. Therefore, it is essential to collect and analyze
data to disaggregate by sex, ethnicity, and any other social distinctions that inform program decision-
making and implementation.

Promotes and advocates gender equality and women's empowerment. Under the NCDDP AF, it is
essential to sustain the collection of sex-disaggregated data to track the achievement of gender
mainstreaming objectives and indicators continually. The regional and national M&E officers will
continue to track the progress and performance of the Gender Action Plan targets and the results
framework. At the national and regional levels, the Program will collaborate closely with the DSWD's
Gender and Development (GAD) Focal Point System (GFPS) to align Program objectives with
Department's plans and goals.

Representation of vulnerable groups, particularly indigenous people in areas where there are
populations of IPs. The other members of marginalized groups based in the context of KALAHI-CIDSS
NCDDP refer to women, indigeneous people, members of Pantawid, and the poor. The Program
continues to track and review the indicators and studies that support the empowerment and
participation of vulnerable groups in context of COVID-19.

Overall M&E practices should uphold the principle of “do no harm”. Participants in data gathering
and monitoring have a legal and ethical obligation to report any evidence of criminal behavior or
misconduct that may cause harm to others or have an adverse impact on social welfare (e.g. alleged
sexual abuse). Thus, the data collectors shall display appropriate demeanor and respect local customs.
“Under this circumstance, evaluators/ data monitors should seek to maximize the benefits and reduce
any unnecessary harm that might occur, provided this will not compromise the integrity of the
evaluation findings” (American Evaluation Association, 2004)5.

5
American Evaluation Association, 2021. American Evaluation Association Guiding Principles for Evaluators. [pdf] Available at:
<https://www1.eere.energy.gov/ba/pba/pdfs/drft_aeae.pdf> [Accessed 1 March 2021].
1.4. Ensuring Accuracy and Quality
…………………………………………………………………………………………………

The program M&E upholds accountability and should therefore be accountable in itself. This means
that the NCDDP-AF M&E process should be accurate, reliable, and credible to the beneficiaries and
stakeholders.

The conduct of M&E in additional financing strives to ensure the quality of data by increasing accuracy
and precision. Accuracy means that the data measures what it is intended to measure. For example,
if you are trying to measure knowledge change following a training session, you would count how
many people were trained and include some test of any knowledge change.

Similarly, precision means that data measurement can be repeated accurately and consistently over
time and by different people. For instance, every year's impact evaluation assessment shall be
consistent with the baseline design to measure the changes that happened throughout the
implementation. The design and implementation shall remain consistent with the baseline and be
approved by the World Bank and NPMO management.

Indeed, as part of ensuring the quality and accuracy of data, it is vital to be aware of the possible bias
and errors that may happen in the implementation. Bias end errors occur when the accuracy and
precision of measurement are threatened by the researcher or staff's experience, perceptions and
assumptions of the researcher or staff, or the tools and approaches used for measurement and
analysis6. The following are some possible types of bias and error to be encountered:

a. Selection bias results from poor selection of the sample population to measure/study. It
occurs when there is a favouritism of certain group/s of people to study, which does not
represent the larger population or condition. It is often to bias the success groups and
convenient sites or population to reach, which hampers the accurate representation of
conditions of the whole population and can exclude those in greatest need.

b. Measurement bias results from either owing to a flaw in the data measuring instrument or
the data collector – causes measurement bias. Direct measurement can sometimes be done
incorrectly. The data collector's views can influence how questions are asked, and replies are
recorded—for example, various interpretations of KPI measurement and verification
methods.

6
IBID
 c. Processing error results from poor data management – miscoded data, incorrect data entry,
incorrect computer programming, and inadequate checking. This source of error is prevalent
with the entry of quantitative (statistical) data.

d. Analytical bias is caused by insufficient data analysis. The statistical methodologies used or
how the data is sorted and analyzed all produce various findings and interpretations. An
excellent practice to help reduce analytical bias is to carefully identify the rationale and have
a systematic data analysis.

Bias and errors are hard to detect and even difficult to avoid, so we are doing the following measures
to minimize or, if possible, prevent such bias and errors. The guide on data collection, data
management, data analysis and data quality assessment are included in this manual to guide the
course of M&E implementation. For instance, the comprehensive M&E plan detailed the
measurement for each indicator. Data quality assessment is designed to verify data accuracy and
completeness, such as cross-checking figures with other data sources or computer double-entry and
post-data entry verification when possible. The National M&E will guide the operations in times of
unexpected events. A participatory approach to data analysis can help to include different
perspectives and reduce analytical bias. The national and field offices may employ several strategies
and methods to minimize bias and error.
Part 2:

Monitoring and
Evaluation
…………

What you will find in Part 2:

2.1. What is Monitoring in NCDDP-AF?

2.2. What is Evaluation in NCDDP-AF?
2.3. Comparing Monitoring and Evaluation

2.1. What is Monitoring in NCDDP-AF?

………………………………………………………………………………………………….

Monitoring is a continuing function that uses systematic collection of data on specified indicators
and project outputs. It provides the management and the main stakeholders an ongoing development
intervention with indications of the extent of progress and achievement of objectives and progress of
allocated funds.7

All program implementers who perform monitoring functions shall carry out strategic monitoring
plans in achieving the program goals. The Comprehensive M&E Plan by the program shall monitor the
implementation of the NCDDP-AF and account for the achievement of indicators. The Area
Coordination Team (ACT), Municipal Coordinating Team (MCT) and other staff shall monitor field
operations and deliver assistance to communities. The NPMO and RPMO shall monitor the key
performance indicators, activities, outputs, and standards of KALAHI-CIDSS, including compliance to
gender, social and environmental safeguards, finance, procurement, and other program standard
guidelines. In brief, the program monitoring in the KALAHI-CIDSS includes results framework,
standards and outputs based on the planned activities and timeline.

7
Adapted from: Organization for Economic Co-operation and Development (OECD). 2002a. “Glossary of Key
Terms in Evaluation and Results-Based Management.” Paris: OECD/DAC
Types of Monitoring in NCDDP-AF

There are four types of monitoring to be conducted in the Program: (1) Results Monitoring, (2)
Operations Monitoring, and (3) Grievance Monitoring. It is important to remember that these
monitoring types often occur simultaneously as part of an overall monitoring system. See the Figure
3: Types of Monitoring Activities.

Figure 3: Types of Monitoring Activities

Results Monitoring Operations Monitoring Grievance Monitoring

•Results Framework/ KPIs •Standards •Grievance/ Complaints/

•M&E Plan •Processes Feedback
•Policies •PINCOs
•Work & Financial Plan

1. Results Monitoring
Results monitoring is designed to address the “so what” question by measuring and reporting if
Project implementation is progressing in the right pace and direction toward achieving the of
NCDDP-AF Results Framework. As it entails a project-wide perspective, analysis of the results
framework is done primarily at the NPMO and RPMO. Guided by the Results Framework, KALAHI-
CIDSS NCDDP M&E Officers periodically track the progress of KPIs. The indicators tracking table (ITT)
is created to measure the progress of each indicator that will explain further in the ITT section (Annex
8). Each KPI has a corresponding means of verification (MOV) to ensure its accuracy and validity. The
information gathered is frequently compared to barangay and municipal baseline data and
supplemented with special studies that will explain in the Evaluation section.

2. Operations Monitoring
Operations or implementation monitoring is designed to address compliance, answering the “did
they do it” question. The implementation approach focuses on tracking and evaluating whether
project plans and activities are carried out according to schedule, policy, and standards. It often links
the implementation to a particular unit of responsibility. At each point of the project phase,
performance and fund obligation rules are timed if plans are met. Specifically, this focuses on tracking
and technical-level management of:
 • Various community processes;
• Work and financial management activities within the set timelines based on time, quality and
cost standards in the activity work plans of NCDDP-AF facilitators and beneficiary
communities; and,
• Standards in the different KALAHI-CIDSS NCDDP-AF technical sub-manuals.

Most of the M&E tools are geared towards operations monitoring and are used not only by M&E
Officers but also by other program staff at different levels. In the conduct of operations monitoring,
it is thus important that all implementers are aware of their roles in data gathering, quality
assessment, and analysis. Sectors/program monitors shall directly input their required monitoring
data on an existing management information system (MIS) such as Project Information Management
System (PIMS) (Mobile App, DeskApp and Web Application) and Geotagging Web-based Application
(GTWA). For AF, the PIMS will include additional tagging that signify the RPMO review the database.
Conduct of monthly learning and information session with management team and ACT/MCT will
commence to provide timely technical assistance, immediately address red flags and other findings
that may have a bearing in the conduct of program activities.

Under the Additional Financing, there will be two arrangements at Area Coordination Team (ACT) level
under program implementation monitoring. First, in the new municipalities, the program will hire
community empowerment facilitators (CEF) to join the ACT. Second, in former areas the ACT will
partner with municipal coordinating team (MCT) whom are hired by the municipal government in
conducting and facilitating community activities and program monitoring. Thus, the Area Coordinator
(AC) and Municipal Area Coordinator (MAC) should ensure the reliability and completeness of data
uploaded at PIMS and GTWA.

Particularly for disaster-affected areas and GIDA, geotagging of proposed sites for sub-project
implementation is critical to ensure the risks are properly mitigated or alternative sites are identified.
RPMO M&Es is to distribute hazard maps to ACTs and other program implementers to facilitate
informed decision-making of communities and local governments together with community-based
knowledge. At RPMO, it is recommended that IEC materials for hazards maps and online data
collection and storage be generated.

3. Grievance Monitoring and the Grievance Redress System

The Grievance monitoring records the complaints, positive or negative feedback about the program
implementation and problems, issues, needs, concerns and observations (PINCOs). The Grievance
Redress System (GRS) is a salient feature of KALHI-CIDSS NCDDP that promotes social accountability
and responsiveness to its beneficiary communities. The system should be installed at the initial stage
of the CEAC or DROM, starting from the Municipal Orientation. Issues may include misuse of funds
and allegations of corruption; inappropriate intervention by outside parties (in making decisions,
determining allocations, in procurement etc.); and violation of project policies, principles or
procedures, among others. It also responds to simple requests for information to clear up a
misunderstanding.

The system upholds transparency and accountability and demonstrates the commitment of the
Program to provide opportunities for the empowerment of communities. It is for this reason that the
system ensures the participation of the Barangay Assembly (BA) or the Barangay Sub-Project
Management Committee (BDC-TWG)/BDRMMC and volunteers in the handling and redress of
grievances. Below are the principles of the GRS:

• Transparent and participatory

• Socially inclusive and open
• Institutional capacity-building for good governance
• Simple and accessible
• Quick and proportional action
• Objective and independent
• Anonymity and security
• Due process

Any concerned individual with a complaint relating to the project, its implementation, the
project staff, local personalities in the areas of project operation, and others can
file grievances/complaints . The GRS is intended as an open system and any of the following
stakeholders may lodge a complaint with the GRS and will be assured of prompt action:

• Any or all residents of the barangay and municipality where the project is being implemented
• Officials of local and national government agencies
• Staff of non-government organizations, faith-based institutions, consultants,
media representatives and local business groups
• Non-residents of the barangay or municipality who stand to gain or lose from the project
• Each municipality and barangay have Grievance Redress Committee (GRC) to record
and address any grievances.

Filing of complaints can be done at any level of the Project’s implementation structure (DSWD
Central, KALAHI-CIDSS National and Regional Offices, Municipal and Barangay levels) using any of
the means such as letters, emails, text messages, verbal narration from walk-in complaints, phone
calls, KALAHI-CIDSS social media accounts, grievance boxes, reports of staff, findings from World Bank
missions, call-in questions from radio programs, and media newscasts, newspaper articles, and
other publications. Concerns and grievances can be also sent via official KALAHI-CIDSS social media
accounts at national and regional level such as in Facebook (DSWD KALAHI-CIDSS and RPMO KALAHI-
CIDSS FB account). Grievances and complaints can be filed anonymously through complaint centers
such as 8888 Citizen’s Complaint Center. There is a grievance intake form and resolution form which
is accomplished by those who receive the grievance and uploaded or lodged in the PIMS database. At
the barangay and municipal level, the grievance box will also be installed. Both online and offline
means of communication about grievance will be activated.

The system groups grievances, comments and queries into three, categorized mainly according to the
level of authority delegated to address or resolve them. The GRS deals with three types of grievances.
The categorization is mainly to sort the different comments and grievances according to the main
authority that will address or resolve them. The Table 2: Types of Grievances describe it as follows:

Table 2: Types of Grievances

Type of Grievance Description
Type A Non-contentious queries, comments, and suggestions.

This type is non-contentious and merely requests for

information/updates, seeks clarification or a response and
suggestions to enhance the project design, improve operations and
facilitate administrative/logistical support to the project.

Type B Compliance with project processes, Memorandum of Agreement

(MOA) and other KALAHI-CIDSS implementation arrangements.

This type of grievance results from the non-performance of obligation

of any of the parties involved to project processes and documents.

Type C Conformance with KALAHI-CIDSS procurement and finance

guidelines.

This includes grievances or offenses pertaining to conformance with

KALAHI-CIDSS government procurement and finance guidelines such
as misuse of funds, allegations of corruption, falsification of public
documents.

Meanwhile, main activities under the GRS likewise fall to the following:
• installation in KALAHI- CIDSS NCDDP additional areas;
• monitoring and feedback to grievance senders on KALAHI-CIDSS action; and;
• incorporation of GRS monitoring reports in the regular KALAHI-CIDSS progress report.

The ACT/MCT should actively include in their agenda any grievances that arise during the
implementation and feedback them to the officers-in-charge in Grievance. At Regional level shall
ensure that all program staff is fully aware of the GRS through the provision of GRS guide, the conduct
of training, and continuous provision of technical assistance at all levels. Production of IEC materials
related to Grievance Redress System at field offices using the local language is recommended. This is
to guide the ACT, MCT and barangay and municipal grievance committees in handling and addressing
grievances. To ensure the effectiveness of the GRS, the Grievance Handling Procedure must adhere to
the Ease of Doing Business (EODB) and Efficient Government Service Delivery guidelines provided by
the program offices. See Grievance Redress System Manual for detailed guidelines including the GRS
principles, structure, and processing.

Overall there are various processes and tools to assist with the types of monitoring, which generally
involve obtaining, analyzing and reporting on monitoring data. Specific processes and tools may vary
according to monitoring needs, but there are some overall best practices, which are summarized in
Box 1: Monitoring Best Practices below.

Box 1: Monitoring Best Practices

ü Monitoring data should be well-focused to specific audiences and uses (only what
is necessary and sufficient).
ü Monitoring should be systematic, based upon predetermined indicators and
assumptions.
ü Monitoring should also look for unanticipated changes with the project and its
context; this information should be used to adjust project implementation plans.
ü Monitoring needs to be timely, so information can be readily used to inform project
implementation.
ü Monitoring should be participatory, involving key stakeholders – this can not only
reduce costs but can build understanding and ownership.
ü Monitoring information is not only for program management but should be shared
when possible with local partners and any other relevant stakeholders.
ü Monitoring is simple, usable and transfers technology to the local communities.

2.2. What is Evaluation in NCDDP-AF?

………………………………………………………………………………………………….

Evaluation is a periodic, systematic analysis of project or program performance in terms of

achievement of higher objectives and is conducted to process the lessons learned for improving
design during implementation or applying the lessons to other projects or programs.8. Evaluation is

8
Organization for Economic Co-operation and Development (OECD). 2002a. “Glossary of Key Terms in
Evaluation and Results-Based Management.” Paris: OECD/DAC
done through outcome survey, internal program review and thematic studies to assess and appraise
project outcomes. This will be further explain on the types of evaluation.

On the conduct of research and evaluation studies, this shall adhere the Memorandum Circular No. 9
series 2019: The DSWD Research and Evaluation Policy and Memorandum Circular No. 10 series 2019:
The DSWD Research Protocol, summarized at Annex 14 whenever applicable.

Evaluations involve identifying and reflecting upon the effects of what has been done and judging
their worth. Their findings allow program managers, beneficiaries, partners, and other program
stakeholders to learn from the experience and improve future interventions. One tool in guiding
evaluation is the Evaluation Criteria from NEDA-DBM which measures the relevance, effectiveness,
efficiency, and sustainability which define as follows:

ü Relevance (on alignment and consistency with national priorities and policies, on
responsiveness to stakeholder needs, on complementation with other program/project, and
on programmatic alternatives);
ü Effectiveness (on achievement of objectives, on unintended results and on timeliness);
ü Efficiency (on efficient delivery of outputs and on operational alternatives); and,
ü Sustainability;

See Annex 13: NEDA-DBM National Evaluation Criteria which referred from NEDA-DBM Joint
Memorandum Circular No. 2015-01: National Evaluation Policy Framework of the Philippines. This
contains the detailed questions for each aspect.

The Sample Evaluation Questions Guide and Evaluation Criteria aims to guide the RPMO and NPMO in
their internal program review and evaluation and ACT and MCT when they conduct assessment and
accountability reporting with the barangay and municipality towards the end of the project. However,
the Project team in charge of evaluation can design and modify the evaluation guide. The goal is to
ensure different perspectives from different key stakeholders are considered, and it reinforces
learning from and ownership of the evaluation findings.

The information gathered will be scrutinized extensively during the evaluation phase to assess change.
Program evaluation can aid in identifying and comprehending program outcomes. The collected
data can be analyzed in various ways such as learning sessions, regional, provincial, and LGU dialogues,
feedbacking, data comparisons, desk reviews, NGOs, POs, CSOs assessments, specialized studies, and
technical reviews. The methods for analyzing the data can be changed depending on the resources
available, the context, and other factors. Field offices can devise ways and methodology to evaluate
data. The schematic Figure 4: Evaluation Procedure depicts a possible program evaluation process.
 Figure 4: Process of Evaluation

Types of Evaluation in NCDDP-AF

Evaluation aims to extract lessons to arrive at better ways in implementing the project, and assess
other measures of project success, best practices and lessons learned. There are three main KALAHI-
CIDSS evaluation activities by the KALAHI-CIDSS NCDDP, which are the (1) internal evaluation, (2)
external evaluation and special studies, and (3) third-party evaluation.

1. Internal Evaluation
The internal evaluation is conducted by those responsible for implementing the program. It is less
expensive than external evaluations and helps build staff capacity and ownership. Overall internal
evaluation helps to:
• Improve program based on knowledge of what worked well and what did not
• Acknowledge the hard work of members and volunteers
• Celebrate successes as a team
• Increase social accountability and learning
• Plan for moving forward

There are varied ways of conducting the internal evaluation process of the KALAHI-CIDSS.

® Program self-evaluation on the implementation within the program management and

operations. This shall be done annually through the conduct of Program Review and
Evaluation Workshop (PREW) – in compliance with DSWD Administrative Order 9 series of
2019. An official report on the result of the PREW shall be processed for possible program
implementation enhancement. The NPMO and RPMO shall ensure the conduct of PREW. The
integrated PREWs and related activities shall be conducted in an annual basis following the
 schedule9 stated at below (Table 3: Schedule of Program Review and Evaluation Workshops
(PREWs).

Table 3: Schedule of Program Review and Evaluation Workshops (PREWs)

Activity Timeframe
st rd
Conduct of Regional Integrated PREWs for Field 1 – 3 week of October
Offices
• Submission of Documentation Reports 4th week of October
to CO-OBSs and PDPB
Conduct of Integrated PREWs for Central Office 2nd - 3rd week of November
- OBSs
• Submission of Documentation Reports 4th week of November
to PDPB
Submission of consolidated Integrated PREW 1st of December
Documentation Reports to the Secretary and
EXECOM Members

The following schedule might change due to unforeseen events and amendment by the
DSWD, NPMO and RPMO.

® Municipality Talakayan with the partner local government units. The Municipal Talakayan
(or simply, Talakayan) is an M&E tool designed to measure overall development of Kalahi-
CIDSS NCDDP municipalities. It is an annual (end-of-cycle) activity which brings together the
local stakeholders (community citizens, local government officials and organized local groups)
into a municipal-level democratic dialogue providing a venue to discuss their development
situation, issues and identify plans to address the identified development gaps. Operationally,
the Talakayan is conceptualized as both a diagnostic and capacity-building tool. As a diagnostic
tool, it captures and assesses a “snapshot” of the conditions and level of development of the
municipality by measuring indicators on the aspects of local governance, poverty reduction
and people empowerment. As a capacity-building tool, it intends to enhance awareness and
appreciation of the roles and responsibilities of the stakeholders in the development process.
It is thus expected to build local capacities in results-based participatory M&E through
knowledge generation, sharing, and collaborative self-assessment among stakeholders.

The Talakayan has the following specific objectives: (i) to increase local stakeholders’
awareness of development status in the municipality; (ii) to provide a venue for systematic
face-to-face feedback from stakeholders; (iii) to promote the use of information at the local

9
PREWs schedule is based on the DSWD Administrative Order 9 series of 2019 guideline. Ref:
https://www.dswd.gov.ph/issuances/AOs/AO_2019-009.pdf
 level to support better planning and reporting of outcomes; and (iv) to clarify experiential
lessons learned. Aside from the achievement of these objectives, the output of the activity is
the “Municipal Talakayan Report” which contains analysis of the whole Talakayan data and
experiences which serves as a guiding document for the LGUs and input to KC-NCDDP
implementation as well.

As a key implementation strategy, the Talakayan engages third-party partner/s (local

academic/research institution, non-government organization, or individual consultant) to
strengthen the LGU-Third Party collaborations supporting the provisions of the Local
Government Code in promoting good governance. See Annex 12 for the detailed guideline on
Municipal Talakayan. The activities and conduct of Municipal Talakayan are in coordination
with the Capacity Building Unit.

® Conduct of internal studies by program staff or partner interested groups that will support the
CDD institutionalization. This shall be led by the Knowledge Management Team.

2. External Evaluation and Special Studies

Acknowledging the value of quality evaluation for the attainment of KALAHI-CIDSS NCDDP-AF
objectives, the Program, in partnership with independent groups, shall conduct external evaluation
and special studies. The involvement of independent groups in the conduct of special studies would
reduce bias, portray an accurate picture of KALAHI-CIDSS NCDDP-AF and give credibility to the
findings. Another reason for engaging external groups is the limited capacity of DSWD to conduct
focused and in-depth studies given the scope of KALAHI-CIDSS NCDDP-AF. However, M&E staff,
knowledge management sector and relevant DSWD sectors shall guide the development and conduct
of these special studies. On the conduct of impact evaluation assessment or any outcomes survey, this
shall be reviewed by the World Bank and National Program Management Office (NPMO).

The evaluation activities shall focus on the key outcomes outlined in the Results Framework that could
not easily be drawn from monitoring and administrative data. The evaluation themes would include
the following:

• KC-NCDDP impact
• KC-NCDDP processes
• Empowerment
• Governance
• Poverty reduction and local development
• Disaster risk reduction and management
• Social inclusion and participation
• Benefits and cost effectiveness
• Sub-project technical standards
• Institutionalization and sustainability

The following are recommended studies:

a) Consolidating/Synthesizing lessons learned/ innovations

o Responding to vulnerable groups (Ips, women, conflict-affected areas)
o Sustaining CDD practices in local governance (e.g. Process Documentation on
Performance of Municipal Coordination Team)
o Contribution of NCDDP to environmental protection and social safeguards
o GRS/ Feedback System adopted by the community

b) Evidence-based strategic adjustments or just-on-time assessment of new modalities

o Process documentation of Local Economic Development (LED) Pilot areas
o Process documentation on the Harmonization process of CDD and BDP
o Incorporating ICT tools and mechanisms in Community Monitoring in COVID-
19 context

c) Support to local institutionalization

o Community leadership/volunteer development
o Assessing levels of technical assistance and resources augmentation in
support to policy strengthening in devolution (Evolving role of DSWD in
context of Disaster Response)
o Analysis of Resource Sharing between and among Municipal and Barangay
LGUs

The results of the external quantitative and qualitative studies shall be utilized to stimulate more
program lessons exchange, experience sharing, public dialogues, policy discussions and generating
inputs for institutionalizing CDD. Finally, findings will be used to generate support and buy-in from
local government units and various national government agencies (NGAs) to fully adopt and
implement CDD.

3. Third-Party Evaluation

At the national level, the mechanism for promoting third-party evaluation of KALAHI -CIDSS NCDDP-
AF is for the accountability and compliance with oversight national government agencies, KALAHI -
CIDSS NCDDP steering committee, and other groups. These existing national-level mechanisms shall
be utilized for engaging civil society groups who might be interested in the KALAHI-CIDSS NCDDP-AF
third-party monitoring and evaluation.

At the sub-national level, the KALAHI-CIDSS NCDDP shall perform the following activities to promote
the third-party monitoring and evaluation: (i) seek out local civil society groups, by establishing points
of contact through making an inventory of civil society organizations operating at the provincial and
regional levels where KALAHI-CIDSS implementation is active, (ii) hold regional and provincial dialogue
and information dissemination with civil society organizations, (iii) involve non-government
organizations (NGOs), civil society organizations (CSOs), and people’s organizations (POs) in local
project assessments of the NCDDP-AF together with communities and LGUs, (iv) conduct lessons
sharing activities, and (v) explore other strategies, activities, and platforms for third-party monitoring
and evaluation in KALAHI-CIDSS NCDDP-AF.

The third-party provides for accurate and comprehensive monitoring and evaluation of component
outputs and technical compliance of components through site visits, as well as data management for
auditing and reference purposes.

2.3. Comparing monitoring and evaluation

…………………………………………………………………………………………………

The main difference between monitoring and evaluation is their timing and focus of assessment.
Monitoring is ongoing and tends to focus on what is happening. On the other hand, evaluations are
conducted at specific points in time to assess how well it happened and what changes it made.
Monitoring data is typically used by program managers and implementers for ongoing program
implementation, tracking outputs, budgets, compliance with procedures, etc. Monitoring tracks the
progress made in key performance indicators and collects anecdotes to infer logic behind the data.
Evaluation examines the larger outcomes and changes that require more methodological rigor in
analysis, such as the impact and relevance of an intervention. Evaluation is done periodically through
the internal evaluation, external evaluation, and special studies, and (3) third-party evaluation.

Box 2: Comparing Key Features of monitoring and evaluation10

Monitoring
Why? Check KPIs, activity and sub-project
implementation, inform decisions
and remedial action, update
project plans, support
accountability
Evaluations
Assess progress and quality,
identify lessons and
recommendations for longer-term
planning, organizational learning
and accountability, sustainability

10
Adapted from White, Graham and Wilies, Peter. 2008. Monitoring Templates for Humanitarian
Organizations. Commissioned in the European Director-General for Humanitarian Aid (DG ECHO), p. 40
When? On-going during project
Who? Internal, involving program
implementers
What? Results Monitoring, Operations
Monitoring, Community
Monitoring and Grievance
Monitoring
Periodic and annual
Internal staff, external consultants,
and NGA
Internal Evaluation,
External Evaluation and Special
Studies,
Third Party Evaluation
Part 3:
Key Steps in Monitoring
and Evaluation
…………

The key M&E steps discussed in Part 3 are:

3.1. Understanding the Results Framework and M&E Plan

3.2. Data Collection
3.3. Data Management
3.4. Data Analysis
3.5 Information reporting and utilization
3.6. Capacity-building and Human Resource

Part 3 builds upon the key M&E concepts presented in Part 1 and Part 2, outlining six key steps for
program M&E. Taken together, these methodologies are to guide planning for and implementing the
NCDDP-AF M&E system for the systematic, timely and effective collection, analysis and use of program
information.

Key reminders for all M&E steps:

…………………………………………………………………………………………………
® The M&E steps are interconnected and should be viewed as part of a mutually supportive
M&E system. We identify different methods to help organize and guide the discussion. These
methods are not necessarily separate but interrelated, often happening simultaneously. For
example, what data is collected will largely depend on the data needed to be reported – one
step is integral to the other step and would be planned concurrently.

® M&E planning should be done by those who use the information. Involvement of program
staff and key stakeholders ensures feasibility, understanding and ownership of the M&E
system. M&E planning should not be limited to a national and regional office but informed by
the realities and practicalities of the field. The NCDDP-AF envisions transferring the CDD
technologies, including M&E processes at the municipal and barangay levels. The field offices
shall strategize the capacity building of community volunteers and local government staff in
conducting different CDD activities, including monitoring and evaluation.
 ® When appropriate, it is useful to build on existing M&E capacities and practices. New M&E
processes may not only burden the local capacity, but they can alienate local stakeholders. If
existing M&E practices are accurate, reliable, and timely, this can save time/resources and
build ownership to coordinate with and complement them. The RPMO and communities can
devise their existing monitoring and evaluation practices relevant to their current needs,
context and situation brought about by pandemic and disasters. The conduct of M&E activities
shall be in coordination with BHERT to ensure compliance with local health protocols. Some
systems must adjust considering the program’s timeline and revised design; however, these
shall be informed to NPMO and comply with issued standards.

® M&E should be tailored and adjusted to the real-world context throughout the program life
cycle. The program operates in a dynamic setting and uncertain events such as disasters and
health hazards brought by coronavirus disease - 2019 (COVID-19). The M&E activities shall
adapt accordingly to the protocols prescribed by the government and local situation. Like a
program itself, the M&E system should be monitored, periodically reviewed, and improved.

® Only monitor and evaluate what is necessary and sufficient for program management and
accountability. It takes time and resources to collect, manage and analyze data for reporting.
Extra information is more often a burden than a luxury. It can distract attention away from
the more relevant and valuable information. It can also overload and strain a program's
capacity and ability to deliver the same services it seeks to measure. The program
implementers shall monitor and evaluate what is necessary and required.

3.1. Step 1 – Understanding the Results Framework

and M&E Plan
…………………………………………………………………………………………………

3.1. Step 1 – Understanding the Results Framework

and Scope of M&E system
3.1.1. Understanding the NCDDP-AF Results Framework
3.1.2. Comprehensive M&E Plan
3.1.3. Theory of Change
3.1.4. Key stakeholder informational needs and
expectations

The Results Framework is the guiding compass of the program. Therefore, it is essential to understand
the program’s outcomes and objectives and how it is being measured. This section also serves as a
reference point for the M&E system, guiding critical decisions such as informational needs,
methodologies and allocation of resources.

3.1.1. Understanding the NCDDP-AF Results Framework

Among the important activities at pre-implementation is the development of the Program’s Results
Framework. The Additional Financing would pursue the same development objective of the NCDDP:

“To empower communities in targeted municipalities to achieve improved access to services and to
participate in more inclusive local planning, budgeting and implementation.”

The results framework of the proposed AF would reflect the same key performance indicators (KPIs)
as that of NCDDP. While the parent project achieved most or even more than the target values, the
AF would retain the same targets for the following reasons: (i) most of the targets are measured in
terms of percentages to capture efficiencies of continuing aspects of the project; (ii) the LGUs are
taking on the role of community facilitation as part of the institutionalization strategy thus some
intermediate indicators would need time to achieve; (iii) the various protocols related to COVID-19
(e.g. physical distancing) would require longer time to complete some community activities; and, (iv)
it would take time to implement new types of sub-projects that respond to the pandemic. The results
framework includes additional or new intermediate indicators under Component 1 to reflect specific
responses to the COVID-19 pandemic, as well as new indicators under Component 2 to measure the
achievement of the capacity building for LGUs in pursuit of CDD institutionalization. See Table 4:
NCDDP – Additional Financing Results Framework

Table 4: NCDDP- Additional Financing Results Framework

Overall Project Development Objective:

Communities in target municipalities empowered to achieve improved access to basic services, as

well as to participate in more inclusive local planning, budgeting, and implementation.

Project Outcome Indicators:

● At least 63% in access to roads, education, health centers and water (major KC
investments) in KC-NCDDP municipalities
● 70% of households in NCDDP municipalities with at least one member attending regular
Barangay Assemblies
● 65% of members from marginalized groups (including Indigenous People (IPs) and
women) attend regular Barangay Assemblies (BAs)
o 65% of members from female-headed households KC-NCDDP
municipalities who attend regular barangay assemblies
o 65% of members from IP households in KC-NCDDP municipalities who
attend regular barangay assemblies
● 10,200,000 direct project beneficiaries
 Intermediate Outcome Indicators by Project Component
Component 1: Barangay (Community) Sub-Grants for Planning and Investment

● 85% of NCDDP community sub-projects completed in accordance with technical plans,

schedule, and budget
● 80% completed NCDDP sub-projects that have satisfactory or better sustainability
evaluation rating
● 35% of female participation in NCDDP paid labor component during sub-project
implementation
● 60% of barangays with isolation units in accordance with health protocols
● 80% of barangays with organized and trained Barangay Health Emergency Response Team
(BHERT)

Component 2: Capacity Building and Implementation Support

● 85% of NCDDP municipalities with municipal poverty reduction plans prepared in

accordance with NCDDP participatory process
● 85% of NCDDP municipalities with increased membership of people’s organizations (POs)
& civil society organizations (CSOs) in local development councils
● 1,577 of NCDDP municipalities w/ staff trained by DILG using the Local Governance
modules
● 16,000 of barangay local government units trained on community-based emergency
response and recovery

Component 3: Program Management and M&E

● 99.60% of Grievances registered related to delivery of project benefits addressed

● MIS providing necessary information in a timely fashion to measure project effectiveness
and results
● Number of NCDDP studies regarding effectiveness and outcomes completed
● Issuance of joint DILG-DSWD Memorandum Circular on participatory local development
guidelines

See Annex 2: KALAHI-CIDSS NCDDP-AF Results Framework for detailed information. The set indicators
may have a proxy or sub-indicators if the World Bank and KALAHI-CIDSS NPMO concur.

3.2.1. Comprehensive M&E Plan

The comprehensive M&E plan is developed including the detailed key M&E requirements for each
indicator to guide the measurement of each indicator. It summarizes key indicator information in a
single table: a detailed definition of the data, its measurement, the methods and timing of its
collection, the people/unit responsible and data sources. See Annex 3: Comprehensive M&E Plan for
NCDDP- Additional Financing. This helps to understand the Results Framework and Key Performance
Indicators (KPIs). For Additional Financing, proxy indicators are developed to respond with the current
situation brought about by COVID-19 pandemic. The key performance indicators (KPIs) will be
reviewed periodically and will be adjusted accordingly.
3.1.2. Theory of Change

The Theory of Change (ToC) or Program Logic provides for a comprehensive picture of the different
pathways or steps required to achieve short term or intermediate changes and eventually towards the
attainment of the End of Program Outcome. It not only situates the different relationships of
outcomes and their relation to the broader goal but also identifies foundations and influence activities
and examines assumptions and risks crucial to the success of the program. It also maps out the
different stakeholders and the opportunities available for them to influence the end of program
outcome.

The ToC NCDDP-AF adopted the previously crafted version which anchored to the DSWD and Human
Development and Poverty Reduction Cluster (HDPRC). The ToC is useful in strategizing and refining a
more logical strategy and results framework through facilitating the identification of more realistic
objectives, interventions, KPIs, and evaluation questions that will provide a framework to monitor,
evaluate, and report on the performance of a program and produce useful and relevant information
for the management and other key stakeholders.

The following overall objectives of ToC are:

• Target clients and communities are less vulnerable and more resilient.
• Poor, vulnerable, marginalized individuals and communities actively and effectively
participate in improving their quality of lives; and
• Improved delivery of social welfare and development (SWD) services.

As a result, the KC-NCDDP ToC identified “Citizens in target municipalities implement local solutions
to address their needs” as its End of Program Outcome. Three pathways were also identified as critical
to the attainment of NCDDP end of program outcome.

• Citizens in target municipalities are prepared for risks and disasters;

• Citizens in target municipalities implement local solutions to address social
welfare and development needs; and
• Target LGUs actively deliver quality and inclusive basic social welfare and
development services.

See Annex 4: Theory of Change diagram for complete details.

3.1.3. Key stakeholder informational needs and expectations

Key stakeholder informational needs and expectations are the primary information requirements
of those affected by the project. It includes stakeholder motivations, experience, commitment, and
the political and other constraints under which various stakeholders operate. Local knowledge must
consider when planning M&E functions to ensure that they are relevant to and feasible in the context
and that M&E information is credible, accepted and more likely to be supported.

Typically, the KALAHI-CIDSS NCDDP-AF involves multiple stakeholders at different levels. Table 5
summarizes some key stakeholders and some of their everyday informational needs.

Table 5: KALAHI-CIDSS NCDDP-AF key stakeholders and informational needs

v Communities (barangay/municipal/provincial) provided with information to

better understand, participate in, and own the CDD principles and processes.
They also gather and use the information for their strategic planning of their
local development plans.

v Program management uses information for decision-making, strategic planning,

and accountability.

v Program technical staff and operations uses information for program

implementation and calibration of strategies and plan

v World Bank requires information for transparency, accountability, long-term

strategic planning, knowledge sharing, organizational learning, and advocacy.

v DSWD Offices, Bureaus, Services and Units (e.g. PDPB, PMB, AOC, ICTMS) use
information for the Department’s strategic planning, goals and accountability.

v National Steering Committee agencies (national government agencies and

CSOs) outside the KALAHI-CIDSS, typically require information to ensure
compliance and accountability.

v Local Authorities (local and national government officials) require information

to ensure that legal and regulatory requirements are met.
An M&E stakeholder assessment table is provided in Annex 5. It is a helpful tool to refer to throughout
the program cycle, summarizing: who are the key stakeholders, what information they require, why,
when, how (in what format). The RPMO and ACT/MCT can adapt this table and revise it according to
their needs. Typically, the key stakeholder assessment is good to conduct during the project's planning
stage and adjusted in implementation.

3.2. Step 2 – Data Collection

…………………………………………………………………………………………………

3.2. Step 2 – Data Collection

3.2.1. Data Collection
3.2.2. Means of Verification
3.2.3. Indicator Tracking Table (ITT)

Once the results framework and M&E scope is clear and understood, the next step is organizing
reliable collection of the data so it can be efficiently analyzed and used as information.

3.2.1. Data Collection

Data collection is done at the barangay, municipal, regional and national levels. Data may be in the
form of text and numerical data or geotagged photos. For additional financing, the COVID-19 protocols
on containment and management are strictly observed, and monitored by the BHERTs. At the
barangay and municipal data collection the following arrangements are made for the new areas and
former areas of the NCDDP-AF implementation:

• New Municipalities - ACT staff in new local government units shall be responsible for data
gathering, scanning and checking from the barangay level directly to the PIMS and Geotagging.
The program and municipality will employ community empowerment facilitators (CEFs) to be
part of ACT. Meanwhile, the encoding and uploading of the means of verifications (MOVs)
should be done by the municipal database encoders (MDEs) via the DeskApp. The municipal
hired staff and community volunteers assist in data collection and data analysis during the
project implementation.

• Former Municipalities – ACT in previous municipalities are limited to the Technical Working
Group (TWG): Area Coordinator (AC), Technical Facilitator (TF) and Municipal Financial Analyst
(MFA). Hence, the ACT shall ensure complete data capture, gathering, encoding, and updating
of the databases by constant monitoring and feedbacking of status. The municipality hired
Municipal Coordinating Team (MCT) shall assist and conduct data collection, management and
recording activities, scanning the MOVs. The MDE shall encode and upload such MOVs. The
 community volunteers assist in data collection and data analysis during the project
implementation.

The RPMO and NPMO will review and validate the data collected. All the collected data shall be
encoded to PIMS and Geotagging via the DeskApp and/or PIMS Mobile App. All official data reported
shall be deduced from PIMS and GTWA.

Below are the data gathering activities, sources, and information used at each level.
i. At the Community or Barangay Level

Data gathered connects to Social Preparation and Community Planning activity. Prior to
the implementation the ACT and MCT coordinate with Municipal Planning and
Development Coordinator (MPDC) and the Punong Barangay (PB) of their assigned
barangays to collect and gather data to (i) review the PPAs identified in the current BDP
and; (ii) review, consolidate and process available data from the official databases at
barangay-level, Community-Based Monitoring System (CBMS) data used in BDP
preparation, Barangay Profiles, Registry of Barangay Inhabitants (RBI), Situational
Analysis/PSA-generated information, climate and disaster risks, and other relevant
demographic, environment, social, economic data used for the ranking of barangays and
allocation of NCDDP-AF grants and, where critical information is missing, the Facilitator
works with the MPDC to supplement the data from the MLGU databases.

During the implementation, the following data are being collected and monitored quality
and timeliness of activities, initial outputs, community participation, sub-project
implementation, grievance and geotagging. Generally, the ACT and MCT collects direct
data from the barangay level. The Facilitators shall have close coordination with the
Punong Barangay (PB), the BDC -TWG, MCT, MPDC, community volunteers and others in
determining data sufficiency. To summarize below is the general responsibilities of ACT
and MCT:

ü At the community level, the data being collected during the social preparation
and community planning stage are (i) criteria for prioritization and programming
of SPs, (ii) list of priority SP to be supported by the project over the three (3)
years, (iii) list of members of the BDC -TWG and (iv) the BDC/BDRRMC resolution
approving the prioritized SPs, inclusion of the SPs in the Barangay Development
Plan (BDP)/ Barangay Development Investment Plan (BDIP) and Annual
Investment Plan (AIPs) for 2021 and 2022 and endorsing the same adoption by
the Sangguniang Barangay (SB).
 ü On the COVID-19 assessment and needs analysis (PSA), the following data shall
be produced: (i) updated barangay profile and sectoral planning data tables, (ii)
accomplished PSA materials analyzing local conditions (e.g., community/social,
transect, spot and other thematic maps, historical timelines, seasonal calendars,
access and control diagrams, and other charts) and (iii) list of priority needs
around COVID-19 and (climate change and disaster risk) CCDR in the barangay.
ü The ACT and MCT with the help of community volunteers, PB, MPDC, will be in-
charge in ensuring data in the Barangay Profile and sectoral planning data tables
are from existing official databases at municipal and barangay-level, including
CBMS data used in BDP preparation, Barangay Profiles, Registry of Barangay
Inhabitants (RBI), Situational Analysis/PSA-generated information, climate and
disaster risk assessment (CDRA), and other relevant demographic,
environmental, social and economic data.
ü The ACT and MCT shall give special attention on data describing conditions in
poor, geographically isolated and depressed areas, and those with
disproportionate number of women, IPs and other marginalized groups, within
the barangay in identification and prioritization of needs and SPs, and for
programming of SP implementation.
ü The ACT and/or MCT Facilitator prepares the forms and templates to be used,
paying special attention to tools on prioritizing SPs for NCDDP- AF support.
ü Means of verifications related to SP implementation activities and schedule, and
compliance to ESMP, gender, community labor, safety CSOs and POs
certification, training documents (attendance sheets).and other guidelines and
targets.
ü For grievances, the GRS Committee at the barangay level together with the
Facilitator keep track of grievances and complaints, and ensure timely and
effective grievance resolution.
ü As part of the SP completion activities, the ACT and MCT shall lead, coordinate
and/or assist in the preparation of the sub-project completion reports
(accountability reporting, audit reports, SP completion report, SP turn-over,
Operation and Maintenance (O&M) and Sustainability Plan implementation)
together with BDC -TWG, BDC/ BDRRMC and MDRRMC.
ü Built into their regular field work, ACTs and MCTs also conduct geotagging of sub-
projects.

ii. At the Municipal Level

Data gathering at this level focuses on collecting profiles, grievances, SET, quality and
timeliness of activities, and delivery of commitments based on memorandum of
agreement (MOA) and special implementation arrangement (SIA). Facilitation of MOVs at
the municipal level are tasked to ACT and MCT. Hence, data filing management and
collection through PIMS and other online storage are recommendable to secure the
MOVs. Critical data gathering at this level includes:

ü LGU priorities from Barangay Development Planning (BDP) and Barangay

Development Investment Programming (BDIP)
ü On the municipal orientation and enrollment process, the following provisions on
MOA shall be properly recorded and discussed: (i) conduct of project activities
under COVID-19 conditions; (ii) municipal and barangay cash and in-kind
counterparts; (iii) criteria, availability and use of data for allocation of barangay
grants and community planning; (iv) MIAC and MCT composition; (v) support to
sub-project implementation; (vi) compliance to COVID-19 containment and
management in activities and; (vii) other concerns. The RPMO in close
coordination with the MCT and the MIAC shall process the approval of MOA at
Sangunniang Barangay (SB) and signing by the Municipal Local Chief Executive
(LCE).
ü At the MDRRMC meeting under social preparation stage, it is expected to have
the following outputs: (i) data tables used in analyzing barangay-level COVID-19
and CCDR conditions, (ii) criteria used for ranking barangays, (iii) MDRRMC
resolution on the proposed NCDDP- AF grant allocations to barangays and (iii)
MDRRMC TA support plan for barangays under the CBRC AF NCDDP. The meeting
shall be facilitated by AC. After the MDRRMC meeting, the MDRRMC and SB
Resolution documents are disseminated to all barangay LGUs and planning
sessions with the MCT and MIAC on the conduct of BDRRMC meeting.
ü On the MIAC Technical review, the AC shall lead in producing the following
outputs of the activity: (i) MIAC technical certification ensuring quality standards,
(ii) MIAC resolution endorsing the SP Proposal and RFR to the RPMO and (iv) MIAC
resolution authorizing the BDC -TWG NCDDP AF Area coordinator and Barangay
(if the SP is to be provided with block grants from project funds) or; the Punong
Barangay and Barangay Treasurer (if the SP will be funded with GOP funds) to
open a bank account to receive block grants.
ü Means of verifications such as the MOA, MIAC Technical Certifications,
Certifications from Municipal Health Office (MHO) certifying the compliance of
isolation units in health protocols for isolation units built by local government
and others
ü Gathering national government agency (NGA) data from heads of municipal local
government unit (MLGU) departments to validate national and provincial level
information.
ü Grievance intake, as performed by the officer-in-charge in Grievance Monitoring.
 iii. At the Regional/National Level

Regional level information is mostly about regional/provincial plans and commitments,

grievances and findings from RPMO spot checks and technical assistance. Like municipal
plans, these will aid communities in understanding gaps and opportunities in promoting
development in their area. Regional M&E staff will act as point persons who will
coordinate and consolidate information at this level.

Lastly, national-level data gathering mostly refers to internal and external convergence
activities, NCDDP-AF plans and national level activities and grievances filed directly at the
DSWD Central Office.

The Table 6: KALAHI-CIDSS NCDDP-AF Data Gathering and Reporting Guideline summarizes the data collection
process as follows:

Table 6: KALAHI-CIDSS NCDDP Data Gathering and Reporting Guideline

LEVEL WHO ARE TASKS REPORTS TO BE TIMELINE

INVOLVED/ SUBMITTED
CONTRIBUTING

Barangay/ Area Coordinating Document community Documentation and 3-7 days after the
Municipal Teams, Municipal activities in paper-based applicable annexes (i.e., activity
Coordinating Teams, forms Attendance Sheets,
Community Post-Activity Evaluation
Volunteers Forms) of NCDDP-AF
community activities

Barangay/ Area Coordinating Assist in developing Barangay Profile/ Immediately upon

Municipal Teams, Municipal barangay database Barangay Database availability
Coordinating Team,
Community Municipal poverty
Volunteers reduction plans
Barangay/ Area Coordinating Facilitate and collect MOVs that captured in Immediately upon
Municipal Teams, Municipal means of verifications barangay level availability
Coordinating Team (MOVs) (Barangay Development
Plan, Training
Attendance, etc.)

Barangay/ Area Coordinating Geotagging of sub- Subproject photos Operations and

Municipal Teams, Municipal projects RFR requirements
Coordinating Team

Barangay/ Technical Review of community- Technical and financial Monthly

Municipal Facilitators, prepared technical and sub-project progress
Municipal Financial financial sub-project reports
Analysts, Community records, required for
Volunteers NCDDP-AF processing of
community funding
requests

Municipal AC and MAC Quality-checking of Inventory of MOVs with Immediately after

MOVs submitted by the status on quality and submission of
ACT/MCT members quantity MOVs

Municipal
ACT and MCT Copy/encode data from Data typed into PIMS Within 7 days after
including Municipal the NCDDP-AF paper- the conduct of
Database Encoder based forms municipal or
(MDE) barangay activities

Municipal ACT and MCT Scanning of MOVs Inventory of scanned Within 14 days
including Municipal MOVs after the conduct
Database Encoder of the activity at
(MDE) municipal and
barangay activities

Municipal AC and MAC Checking the quality of Municipal Database Immediately after
encoded data data encoding
 Municipal AC and MAC Uploading of encoded Municipal Database Immediately after
data to the PIMS and data checking
Geotagging

Regional Regional M&E Unit Desk review/quality Reviewed Municipal Immediately after
with inputs from checks of the database Database the uploading by
technical, financial and providing feedback. ACT/MCT
and process
staff/officers

Regional Regional M&E Unit Review of the uploaded Reviewed Municipal Immediately after
municipal database; Database data checking
verify the data encoded
at PIMS

Regional Regional M&E Unit Regional consolidation Regional Indicators Every 15 days from
and Regional Project and report preparation Tracking Table and end of the quarter
Manager (RPM) Progress Report

National National M&E Unit Desk review/quality National Consolidated Immediately

with inputs from checks of database and Data after the RPMO
technical, financial providing feedbacks to approval of the
and process RPMO database
staff/officers

National National M&E Unit, Overall KC-NCDDP Overall Indicators Every 45 days from
National Project progress report Tracking Table and end of the quarter
Management Office preparation Progress Report

The submitted data from municipal level can be updated by MDE, ACT/MCT, RPMO and NPMO.

Table 7: Submission, Review and Approval of Municipal Data

ACTIVITY MDE ACT/MCT RPMO NPMO
Add ✔ ✔ ✔ ✔
Update ✔ ✔ ✔ ✔
Delete ✔ ✔ ✔ ✔
Review ! ✔ ✔ ✔
Approve ! ! ✔ ✔

If a sub-regional office is established, it will implement data collection and approval changes. For other
KALAHI-CIDSS NCDDP Projects. their respective Operations Manuals will guide their data
collection. Convergence, on the other hand, is promoted to provide more successful programming.
3.2.2. Means of Verification

All the means of verifications (MOVs) including paper-based forms, geotagged photos, policies
documents (resolutions, executive orders, ordinances) case stories, other secondary data and other
MOVs shall be uploaded and encoded to PIMS or GTWA whenever necessary. The ACTs and all
program implementers are directed to the NCDDP respective sub-manual for the list of forms in
project activities. The different KALAHI-CIDSS NCDDP-AF forms and templates related to: Finance,
Engineering, Process and Procurement, are compiled to the Collection of Forms and Tools. Each KPIs
has also a corresponding MOVs to comply with and can be found in Annex 7: List of KPIs Contributory
Forms.

The KALAHI-CIDSS forms will generally be utilized for data intake and encoding will focus on critical
information. The modifications in MOVs will be adapted to PIMS to capture the new indicators and
revised forms.

Other forms and MOVs can be developed by the different RPMOs based on their need and context
provided that these are first reviewed and cleared with the NPMO to make sure that information
requirements are not present in other existing MOVs.

3.2.3. Indicator Tracking Table (ITT)

The Additional Financing for NCDDP will employ an indicator tracking table (ITT) to record and track
the performance of the KPIs.

ITT is an important data management tool to update the program implementation management. It
differs from the M&E plan. The M&E plan prepares the program for the data collection on the
indicators while ITT records the ongoing measurement of the indicators via-a-vis its targets. The
program management report later explains the performance of the indicators reflected in the table.

Annex 8: Indicator Tracking Table template adopted by the program with specific instructions and
examples. The Table 8 below is the sample of ITT.
 Table 8: Example of Indicators Tracking Table
Indicator Project Life of LoP % of Annual Year %of Q3 Reporting Period
Baseline project to LoP project to Annual
Date Value (LoP) date to target Date target Target Actual %
target date to target
date
% of 2020 80% 85% 80% 94% 85% 2021 81% 80% 50% 37.5%
NCDDP
community
sub-
projects
completed
in
accordance
with
technical
plans,
schedule
and budget

An important function of the indicators tracking table is that it helps to determine variance, a key
measure of indicator performance. Variance is the difference between identified targets and actual
results – the percentage of target reached. For instance, in the example above, 80% were targeted to
complete sub-projects in accordance with technical plans, schedule and budget during the third
reporting quarter. However, the actual sub-project implemented is 50%. Therefore, the percentage of
target, variance, was 37.5 per cent. Paying attention to variance encourages critical analysis of and
reporting on program performance. It also entails setting targets, a good practice in program
management. Knowing whether the indicator exceeds or underperforms its target helps to determine
if the program is progressing according to plans, or whether there may need to be adjustments to the
implementation or time frame. Generally, a good rule of thumb is that variance greater than 10 per
cent should be explained in program reports.

In our example above, the variance of 62 per cent is well above the 10 percent rule and therefore
needs an explanation in the program report – which can prove useful for future programming. For
instance, the explanation may be that low completion of sub-project completion was because they
were planned in these communities at times that coincided with a religious holiday (e.g. Ramadan),
or that the regional lock downs limited travel to participate in the sub-project
construction/implementation. Such information provides valuable lessons for community
participation in the ongoing program or future ones.

Therefore, it is important to conduct a target setting prior to program implementation. This will help
to systematize and plan strategically in achieving the desired goals and outcomes of the KALAHI-CIDSS
NCDDP-AF.
 Box 4: The importance of target setting

Target setting is a critical part of M&E planning and responsible program

management. In order to determine variance (the percentage of target reached), it
is necessary to not only measure the indicator but identify beforehand a target for
that indicator. Program teams may hesitate to set targets, afraid that they may not
accomplish them, or sometimes it is just difficult to predict targets. However, target
setting helps to keep the program’s expected results realistic, to plan resources, track
and report progress (variance) against these targets, and to inform decision-making
and uphold accountability.

Do targets change? Absolutely. Data collected during program M&E often leads to
reassessing and adjusting targets accordingly. Certainly, such changes should
communicate with the program management team. However, due to the short period
of time implementing the additional financing, targets should be strategized
diligently. The RPMOs can have their target setting based on their context and
covered areas per program phase. The targets in Results Framework shall be
considered all the time.

3.3. Step 3 – Data Management

…………………………………………………………………………………………………

3.3. Step 3 – Data Management

3.3.1. Data Management
3.3.2. Project Management Information System
3.3.3. Data Handling and Security
3.3.4 Data Quality Assessment

3.3.1. Data Management

There are four types of data in KALAHI-CIDSS NCDDP-AF: these are text data, numerical data,
scanned copy in PDF format and geotagged photos. There are different sets of data that can be
encoded offline using the PIMS mobile app, DeskApp and PIMS and Geotagging Web application.

The PIMS Mobile App will collect community data such as the Municipal Profile, RDANA, Barangay
Profile, PTA Checklist, GRS Installation and Maps. While, most of the implementation data are encoded
in the DeskApp at the Municipal level.
There are also sets of data that can be encoded online such as the Regional and National data using
the PIMS WebApp and Geotagging WebApp. Data can be encoded offline using the PIMS Mobile App
that can directly synch into PIMS Webapp and Deskapp that can automatically sync to PIMS and
GTWA. The PIMS Mobile App will be directly synched to PIMS web application. Upon updating the
PIMS desk app it will synch those update from PIMS web application.

Figure 5: KALAHI-CIDSS NCDDP Simplified Data Flow

PIMS Mobile Data Flow

i. At the Community or Barangay Level

At the barangay level, most of the data are gathered through paper-based forms. Some
of the data such as the RDANA, Barangay Profile, GRS Installation, maps and PTA checklist
can be directly encoded using the PIMS mobile app. The ACT and MCT geo-tagged the
sub-project implementation. ACT and MCT will be given access to encode data in PIMS
and Geotagging. Data gathered will eventually be subjected to ACT/MCT quality-
checking before encoding and uploading to PIMS WebApp and Geotagging WebApp.

ii. At the Municipal Level

The bulk of encoding activities happens at the municipal level. The whole ACT/MCT shall
be trained to handle PIMS DeskApp and PIMS Mobile App to ensure almost real-time
encoding and secure sensitive grievance information. The Municipal Database Encoder
(MDE), hired and provided access to a computer by the municipal LGU, supports the
ACT/MCT. The following are the roles of ACT/MCT members in ensuring that data are
encoded and updated correctly:

• The Technical Facilitator (TF) encodes technical information such as

detailed physical accomplishments in the Geotagging WebApp.
• The Municipal Financial Analyst (MFA) and their MCT staff counterpart
ensures the financial information encoded are correct and updated both
in the DeskApp and in the Geotagging WebApp.
• For the rest of the data, encoding is handled primarily by Municipal
Database Encoder (MDE) with the support of Community Empowerment
Facilitators (CEF) and their MCT staff counterparts under the supervision
of the Area Coordinator or the Municipal Area Coordinator

When encoding is done by the MDE, ACT/MCT members who submitted the MOVs
should ensure that all entries are complete and correct. Encoders are to refer to the
ACT/MCT members if there are concerns over the data. Final approval will be by the Area
Coordinator.

Scanning of MOVs should be done by the ACT/MCT members once it is verified and
analyze substantially. Uploading of MOVs to PIMS WebApp should be facilitated by the
MDE and AC.

Similar to encoding, data submission/uploading is done immediately upon approval of

the AC/MAC on the encoded data to support the real-time data sharing targeted by
KALAHI-CIDSS. Using the sync upload feature of DeskApp and PIMS Mobile App, data is
directly sent over the internet to the national server hosted at the DSWD Central
Office. For municipalities with no access to the internet, they may bring the DeskApp file
stored in a USB storage device to the nearest municipalities with access to the internet.
It can be uploaded using mobile data, or any available access point (internet café,
establishments with wi-fi, etc.). On PIMS Mobile App, they can synch the data upon
access to internet connection.

At the end of the day, Area Coordinators (AC) will be held accountable for the
completeness, timeliness, and accuracy of the encoded and uploaded information. The
ACT should use PIMS data during reporting to local stakeholders.

Figure 6: KALAHI-CIDSS Information System Flow below shows the data processing and
submission.

Figure 6: KALAHI-CIDSS Information System Flow

Geotagged photos are uploaded by the Area Coordinating Team and/or Municipal
Coordinating Team. PIMS provides a facility through KALAHI-CIDSS interactive website
where geotagged photos can be submitted. See Annex 10: Geotagging Web Application
Guidelines for complete details.

iii. At the Regional and National Level

At the regional and national levels, data encoding is done by all concerned NCDDP-AF
staff, with technical support from the M&E Unit. Primary data review is performed
primarily by the RPMO and NPMO M&E staff. Regional M&E handles the data encoded
by ACT/MCT/ mDe across community levels. Meanwhile, downloading pertinent
information to implementers, feedbacking among levels, and reporting to various parties
sum up the NPMO M&E unit’s activities for this part.

• The officers in charge of grievance monitoring at all levels are responsible

for ensuring that all grievances, inquiries or concerns are captured and
reflected in the PIMS. They are responsible for encoding the grievances
received by the RPMO/NPMO staff in the system.

• For data gathered during spot checks and technical assistance by the
RPMO, the concerned staff upon receiving the feedback and
recommendation, will encode/update the data in the database in
coordination with the ACT.

• If encoding is a critical activity at the municipal level, data review is the

primary role of RPMO M&E staff. Upon submission of data from the
municipal level, the said M&E officers in charge with their cluster check
accuracy and timeliness of data. If there are findings on the data that need
correction or clarification, the concerned ACT/MCT must address the
findings and re-submit the data.

• Meanwhile, NPMO M&E Officers secure national-level data from the

NHTO, other DSWD Offices, implementing agencies, Philippine Statistical
Authority (PSA) mapping agencies, and other official government data
and provide these to field implementers, particularly for the RPMO and
ACT’s use. These data become included or linked in the database for
subsequent use of field offices.

• NPMO also publishes field data for feedback, generating summaries

dashboards, maps and indicators, which are made available to field
implementers at the ACT/MCT, and RPMO levels. All operations is
recommended to utilize official data from PIMS and Geotagging database
to ensure the accuracy, completeness and consistency of data across
levels. Thus, in the event the data is not captured at an existing database,
the RPMO may devise their database capturing the localized,
contextualized or unique data. Data are also shared with DSWD, LGUs and
general public to adhere in transparency and accountability of project
resources.
At all levels, the consolidation of information will be done automatically by the database system.
Overall, the NPMO spearheads the program data from official management information systems such
as PIMS and Geotagging. It collects, manages and troubleshoots issues from the entry points such as
PIMS (Mobile App, Desk App and Web application) and Geotagging. RPMO consolidates data from
their respective municipalities and barangays. For particular queries, issues, or concerns on PIMS and
GTWA, the NPMO has developed a ticketing system to report any problem encountered that will
further explain in the 3.3. Data Handling and Security section.

3.3.2. Project Management Information System

The program utilizes two management information system as (1) the Project Information
Management System (PIMS) and (2) Geotagging Web Application (GTWA). PIMS is the central
database for the results monitoring, operations monitoring and grievance monitoring, while the
GTWA holds the data for physical sub-project implementation progress.

1. Project Information Management System (PIMS)

The PIMS consists of technology (hardware and software), datasets, personnel, and other resources
to create, maintain, visualize, analyze, and share information and services to all KALAHI-CIDSS NCDDP
divisions participating LGUs, and the general public. It consists of a database, GIS and interactive
website. The KALAHI-CIDSS PIMS is expected to support the internal workflows across the units and
the external workflows across the LGU. NPMO M&E team will provide guidelines when there are
system issues and concerns. For a complete implementation, the following major components of the
system is considered:

• System Infrastructure – A complete system infrastructure comprises the

technology components of the IS. It includes the hardware, network, DBMS, GIS
and the software.
• Information Infrastructure – This defines the design and format of files and
databases. The procedures for capturing the data, processing methods to produce
output, and database management are also part of the information infrastructure.
• Applications – Applications are needed to let stakeholders all over the country
perform data management, editing, spatial analysis, mapping and visualization
without directly connecting to our data storage.
• Responsible Person – The NPMO hires an in-house computer programming team
to develop, maintain, manage and update the database for the KALAHI-CIDSS. This
is to ensure the quality, sustainability and reliability of the data are maintained
through providing standards and procedures to operate the system.
The PIMS is also integrated with GIS data with other existing information systems in KALAHI-CIDSS
that do not have mapping and visualization capabilities. GIS technology provides sophisticated
capabilities to observe what is going on in the project, measure the impacts of intervention, analyze
distinctive data, craft plans, and decide what actions to take. These capabilities help in the daily
operations within KALAHI-CIDSS but extend vertically to other levels such as the regions and
municipalities. If appropriately coordinated, GIS solutions can evolve into a multi-department
implementation that enables geographic data sharing among different national government agencies
(NGAs) and DSWD OBSUs that utilize GIS technology.

PIMS has three applications used in collecting and managing data such as (1) PIMS Mobile App, (2)
PIMS DeskApp and (3) PIMS Web Application. Each definition and installation process are discussed
below:

i. PIMS Mobile App - is an aid in the collection, uploading, processing and monitoring of several
and basic module from PIMS DeskApp. It is an android application that serves as a mobile
counterpart of the PIMS Deskapp to facilitate the collection and sending of field data to our
web server. The PIMS Mobile App is a new initiative from NPMO. It is an in-house programme
development thereof the modifications and enhancements are continuous.

Primarily, the PIMS Mobile App can directly collect community data such as:
ü Municipal Profile
ü RDANA
ü Barangay Profile
ü PTA Checklist
ü Oversight
ü GRS Installation

The platform and framework used for PIMS Mobile App are Xamarin, Visual Studio, and
Android. The features of the PIMS Mobile App are one time synchronization which that mobile
app can save the credentials of user, offline saving at the local phone database, online
uploading and direct connection or synchronization at PIMS web application. However, there
are some limitations for time being in utilizing the PIMS mobile app, this will be used for
NCDDP-AF, Android operating system required Android 8.1 (Oreo) to Android 10 (Q), available
only through android installer, and capturing the geotagged photos are still under
development.

a. Installation Procedure:
Step 1: Using your phone’s browser go to https://ncddpdb.dswd.gov.ph/downloads
(Please noted that multiple logins is required by PIMS webapp)
Step 2: Browse the link and search for PIMS Mobile.

Step 3: Tap the PIMS Mobile v1.

Step 4. Phone will automatically download the zip file of the apk.
Step 5. Wait until it is finish.
Step 6. Tap the downloaded file

Step 7. Tap the apk, confirmation prompt will appear and ask for your confirmation.

Step 8. Tap install. (Note:Tthis app is not registered to playstore, so play protect will
prompt. Upon the complete development this will be available at Google Play Store
for easy download).

S6 S7
. S8
.
.

Step 9. Wait until finish (DO NOT OPEN IMMEDIATELY)

Step 10.Check on your screen if PIMS Mobile icon shows.

 S 10
.

S9.

Step 11. Add geolocation access to the application.

Step 12. Find to App settings>app>PIMSMobile.KC>permissions.

Step 13. Finally, add location permissions. Settings>app>PIMSMobile.KC>permissions

Step 14. Choose between allow all the time and allow only while using the app.
 Finally, synch to the PIMS webapp.
1. Go to Sync module.
2. Login your PIMS WebApp credentials (Note: Make sure to login first before
synchronization. PIMS mobile also follow the same principle of library synchronization
with PIMS DeskApp)
3. Tap sync button.
4. Wait for confirmation. (Note: Network error my occur depends on your location and
internet assess)

NPMO developed and managed the PIMS Mobile App. It will

ii. PIMS Desk App – is a is a portable project information management system that serves for
the staff from municipal levels, the general purpose of DeskApp is to encode the collected
data from paper-based forms even without internet connection and upload to the PIMS
WebApp for monitoring and evaluation of the uploaded data.
Below are some challenges encountered in DeskApp and troubleshooting to address it.

a. DeskApp Troubleshooting
COMMON ISSUES HOW TO ADDRESS
• Fail Upload Internet Connection should be stable
MOV/s should be present in the MOV folder
Should have access in PIMS/Correct access
should be used
Fail to Open DeskApp Pre-requisites installers should be properly
installed
(Requirements for Windows 7, 8 and 8.1
only)

Pre-requisite Installers for DeskApp

Data not Present in the DeskApp
Unsuccessful syncing of the Library for first
time syncing
Library should be updated and don't forget
to sync download
Sqlite and MOV folder should be copied to
the DeskApp folder of the new laptop/pc
Should have access in PIMS/Correct access
should be used
PIMS and Geotagging account should be
logged in

b. Installation Procedure:
Step 1: To install the DeskApp, copy and save it to the computer’s Drive C (C:\).

To install the DeskApp in the new computer or laptop, the following link is
used: DeskApp Installer
Link: https://ncddpdb.dswd.gov.ph/downloads. For Windows 7, 8 and 8.1 only,
it needs to install Microsoft Net Framework, Windows 7 Enterprise and Microsoft
Network as pre-requisite. The PIMS DeskApp supported the Operating System
Version from Windows 7 32bit and 64bit up to Windows 10 32bit and 64bit.
Step 2: Browse the DeskApp and double click to start the app.

Step 3: Minimize and DO NOT CLOSE the pop-up window

Step 4: Open Google Chrome and type “localhost:5000”. The application runs in
any browser.
 The NPMO office will provide updates on the enhancements. The current version
is the DeskApp Version 6 which will be readily to use in program implementation.
DeskApp is a continuous improvement therefore the system is enhanced from
time to time to further improve it.

b. PIMS Web Application - is basically the mirror of DeskApp, where the main
purpose of WebApp is to consolidate all the uploaded data coming from the
municipalities to view from the National Program Management Office and
Regional Program Management Office for monitoring and evaluation.

The PIMS WebApp and PIMS DeskApp used Integrated Development Environment
(IDE) and Framework such as Visual Studio, ASP.Net MVC, ASP.Net WebAPI and
Angular JS. It functions and utilizes as follow:

o Visual studio is a environment where the developer build code, edit and
publish the application.
o ASP.Net MVC used to decouple the User Interface, Model or the Data
handler and the application logic.
o ASP.Net WebAPI used to be a bridge or an interpreter that handles
request from any client including browsers and the mobile devices.
o Angular JS is served to extend the user interface and bind the requested
data from the database up to the view or user interface.

a. There are different User Levels who can access PIMS:

PIMS User Level
Level Access
ACT/MCT Can access/ view the record from assigned
municipalities
RME (Research Monitoring Can access/ view the record of all municipalities
and Evaluation) from specific region.

Other KALAHI-CIDSS Staff Can only access specific module from PIMS
WebApp based on their designated user level
like NCDDP AF Users - Can only Access NCDDP AF
Module

On other division/unit such as National CB OR

Regional CB - Can access Community Building,
O&M etc.

Super Access Can access/ view the record from all regions
 b. Access Procedure:
Create a User Registration Account through this link: Visit:
https://geotagging.dswd.gov.ph/Account/Register. The MCT and ACT and all
other staff can directly create an online account. The access levels of account are
managed by NPMO.

PIMS Macro-and Micro-level benefits

In comparison to other system solutions, a well-planned PIMS implementation will result in the
following macro-and micro-level benefits:

• Information System Integrity, Security and Sustainability – PIMS dovetails to the

existing enterprise information system of the DSWD-ICTMS. The availability of
particular hardware and software in the ICTMS office minimizes KALAHI-CIDSS
costs for hardware and software procurement. The ability of both systems to work
together lessens the cost of configuring and operating the infrastructure. With the
established IS integrity and security of ICTMS, it will be sure that KALAHI-CIDSS
information is protected from corruption and malware. Also, the PIMS platform
has an adequate capacity that allows and supports system integration with other
internal KALAHI-CIDSS projects and other OBSUs.

• Usability of the System – Compared to other systems, PIMS WebApp is a user-

friendly application and is effectively used by non-IT users, given the appropriate
user training and technical support.
Overall, the PIMS operation is headed by the NPMO. The National M&E team approves access levels
ranging from ACT/MCT to Regional and National. Various levels of access have different amounts of
responsibility. Direct accounts to PIMS can be created by regional, ACT, and MCT staff. The Regional
M&E is given special access since it manages community data at the barangay and municipal levels
that can be used in operations.

2. Geotagging Web Application

Aside from the text and numerical data captured in MOVs, KC-NCDDP also uses geotagging to capture
photos on field and pinpoint their location. Geotagging uses a device with a camera and built-in
Global Positioning System (GPS) receiver. The operations monitoring team (ACT/MCT) uses android
phones in conducting geotagging activities. In geotagging, the surveyor must stand in an unobstructed
view of the sky and let the phones communicate and receive radio signals from the satellite or network
signals.
Geotagging WebApp is mainly used to improve operational monitoring of sub-projects in NCDDP-
AF. The GTWA database enables tracking the sub-project movement status in the field. It provides
other information such as financial releases, physical targets and safeguards.

ACTs and MCTs conduct the fieldwork for the geotagging of KALAHI-CIDSSNCDDP activities and sub-
projects per GTWA Guidelines (Annex 10). The RPMO M&E Officers audit the geotagging output from
the field. On the conducted fieldwork, ACT and MCT are asked to submit summary tables and write-
ups if necessary. The NPMO responds to field staff's questions and concerns about geotagging
processes and geotagging-related issues flagged in the PIMS WebApp through the ticketing service.
Protocols on geotagging vary depending on the type of sub-projects.

Management information systems will further explore to maximize information communication

technology (ICT) tools, applications, and online monitoring and evaluation purposes.

3.3.3. Data Handling and Security

• Data format and filing. The standard format for scanned MOVs (documents, forms) is a PDF
file. It should be a jpeg file with a maximum size of 25Mb per photo for geotagged photos. For
images that exceed the 25Mb limit, the Geotagging WebApp will automatically convert it to
fit within the full size. For local backup copies, the RPMO shall have a standard way of filing
for easy retrieval of documents for hard copies and scanned copies. The utilization of online
storage and other application for compiling the MOVs are a recommendation. RPMO shall set
uniform data filing formats across MCT and ACT in their respective areas.

• Support Ticketing System. The PIMS web applications have a ticketing system to resolve the
day-to-day issues. It can be accessed directly through this
link https://ncddpdb.dswd.gov.ph/PIMSTicketing. The data handling time issues raised
depends on its gravity and categorization as follows:

§ Enhancement – depending on the gravity of the request, enhancement may take

two weeks to 1 month to upgrade the system.
§ Bugs – depending on the investigation and assessments, repairing bugs will take 1-
3 days. RPMO needs to look at a couple of bugs.
§ Proposal – similar to enhancement but shorter time frame it takes an hour to a
month, depending on the request.
§ Connectivity – this is an internet connection problem that takes at least one day to
resolve depending on the issue
§ Ticket Validation – this refers to concern need to further investigate and quality
check such as the subproject geotagged ID. This will take at least 1-3 days to
resolve.
 The NPMO M&E team handles the PIMS and Geotagging issue. NPMO will document the
resolution on the ticketing page and provide feedback to the client on actions taken after
investigating and remedying the problem.

• Data security and legalizes. Data shall be protected from non-authorized users. In this regard,
a user account is required to access the system. User accounts can be manually created by
registration but requires approval from the system administrator. Once the user has ended its
engagement with KALAHI-CIDSS, they will have no access to the systems. KALAHI-CIDSS
program adheres to Republic Act Number 10173 or Data Privacy Act 2012. Any security
considerations for confidential data and legal requirements shall uphold at all times. For hard
copies, ACT/MCTs at the municipality should ensure that the documents are filed properly in
safe storage and location following the standard imposed by the RPMO. Confidential data
need to identify who authorizes the release/access of this data.

• Data quality control. It is essential to identify procedures for checking and cleaning data and
how to treat missing data. In data management, unreliable data can result from poor typing
of data, duplication of data entries, inconsistent data, accidental deletion, and data loss. These
problems are prevalent with quantitative data collection for statistical analysis. From the
barangay/municipal level, the ACT/MCT and other program staff responsible for data
collection shall ensure data quality, the figures and information written in the form. The
Regional and National M&E officers shall review and provide technical assistance if necessary
to ACT/MCT to ensure that the PIMS and GTWA data are correct and updated. NPMO regularly
updates the system developments to RPMOs and ACTs that will guide them to encode the
data properly.

• Responsibility and accountability of data management. It is essential to identify the

individuals or teams responsible for developing and/or maintaining the data management
system, assisting team members in using and enforcing any policies and regulations. The
proper turn-over of data, reports and accounts shall commence to ensure the program
continuity and effectively formulate a solution.

• Data backup and restoration management. Backup is performed on all data generated
through server management, physical/digital copy and other software management tools. For
source code, web packages, databases, MOVs, and photographs, the system administrator
does weekly differential backups and monthly full system backups. NPMO will recover and
restore the system's data in the event of unforeseeable circumstances.
3.3.4. Data Quality Assessment
Data quality assessment (DQA) is a process of evaluating data to determine if they meet the
objectives of the program, and thus are of the right type, quality, and quantity to support their
intended use. The dimensions by which data quality is determined are:

® Accuracy
® Consistency
® Completeness
® Relevancy
® Accessibility; and
® Timeliness.

The quality of data is highly dependent on the underlying data management and reporting systems.
To produce quality data, functional components need to be in place at all levels. The DQA tool is
designed to (i) validate the quality of data collected, (ii) assess the system that produces the data and
(iii) develop strategic actions to improve the data and the system.

The DQA tool is composed of the following three components:

Component 1: Compliance to data encoding and submission standards. This first component
deals with the completeness and timeliness of data submission from the municipal/barangay
up to the national level. NPMO evaluates the Municipal and Regional teams on their
compliance with reporting requirements and standards.

Component 2: Data verification. This looks into the accuracy and consistency of data from
the source document, cross-checking the reported information with the paper-based forms,
templates and other post documentations.

Component 3: System assessments. The last component looks into staff competencies
concerning data collection and management and the overall information management
system.

National M&E officers will be conducting data verification and system assessments in all regions. While
the Regional M&Es will be conducting data verification twice per phase in all municipalities covered.
In times of on-site validation is apprehended due to pandemic and other disaster’s security protocols,
the virtual DQA and use of multimedia platforms shall commence. This further helps to ease the
process of validation and protect the safety of M&E personnel. However, the paper-based MOVs and
required photos shall be uploaded and updated at PIMS and Geotagging website for further validation.
Please see Annex 11: Data Quality Assessment Guide for a detailed discussion of the tools.
3.4. Step 4 – Data Analysis
…………………………………………………………………………………………………

3.4. Step 4 – Data Analysis

3.4.1. Data Analysis Plan
3.4.2. Key Data Analysis Stages

3.4.1. Data Analysis Plan

Data analysis is the process of converting collected (raw) data into usable information. Data analysis
is an essential step in the M&E process since it shapes the collected data and possible applications.
Data analysis involves converting, cleaning, and modelling data to get the required information. The
results are shared, with conclusions suggested and decision-making aided. Making meaning of
collected data to inform ongoing and future programming is a constant effort throughout the program
cycle. Data visualization is used to represent data to make finding relevant patterns in the data more
accessible.

Data analysis involves:

o Looking for trends, clusters or other relationships between different types of data.
o Assessing performance against plans and targets.
o Forming conclusions.
o Anticipating problems and identifying solutions and best practices for decision-making and
program learning.

A reliable and timely analysis is essential for data credibility and utilization. Below is the general guide
in planning for data analysis.

A. Purpose of the Data Analysis

After securing all necessary clearances, submitted data are published through PIMS which is shared
across the program. Using this information data analysis can be done at all levels of implementation
to:

® Identify accomplishments in activities and outputs;

® Provide learning from the implementation to the project managers and implementers
® Determine course of implementation through attainment of milestones and KPIs;
® Identify red flags and formulate appropriate measures;
® Match fund utilization with accomplishments;
 ® Determine accomplishments along internal convergence initiative and attainment of
strategic goals of the Department;
® Generate reports to oversight agencies, partners and other stakeholders; and
® Identify leads for further studies.

B. Frequency of data analysis

Data analysis has to be given sufficient time. The time frame for data analysis and reporting should
be realistic for its intended use. Accurate data is useless if delivered too late or infrequently to
program managers; a compromise between speed, frequency, and accuracy may be required. It's
crucial to remember not to spend too much time collecting data (which might lead to data overload)
while leaving insufficient time for analysis. Consider the program's data collection (Table 6: KALAHI-
CIDSS NCDDP-AF Data Gathering and Reporting Guideline) in sequence for data analysis.

The frequency of data analysis will largely depend on the frequency of data collection and the
informational needs of users – typically reflected by the reporting schedule. A schedule for data
analysis can coincide with key reporting events or be done separately according to program needs.
Whenever data analysis is scheduled, it is essential to remember that it is not an isolated event at the
end of data collection. Still, it is ongoing from program start and continuous monitoring and evaluation
events.

C. Responsibility for data analysis

Roles and responsibilities for data analysis will depend on the type and timing of the analysis.
Analysis of monitoring data can be undertaken by those who collect the data, e.g. Community
volunteers through the assistance of ACT/MCT, RPMO, NPMO and across division/units. Ideally, there
would also be an opportunity to discuss and analyze data in the broader forum, including other partner
organizations, beneficiaries and other stakeholders.

D. Process for data analysis

Data analysis employ various processes. There is no single recipe for conducting data analysis.
However, it is important to note that data analysis should be structured and planned for and not
conducted as an afterthought or to meet a reporting deadline. It can be tailored according to the
program needs and context and best to include as many units or divisions in analyzing the data and
municipal and barangay at the community level.

Another factor to consider is whether any specialized equipment (such as calculators or computers)
or software is required (e.g. Excel, SPSS, Microsoft Access). Consider whether the staff has data
analysis experience or whether additional training is needed.
3.4.2. Key Data Analysis Stages

There is no one recipe for data analysis, but four key stages can be identified: 1) Data preparation;
2) Data analysis; 3) Data validation; and 4) Data presentation. The program team is encouraged to
involve all sectors in describing or interpreting the data they handle or manage.

1. Data Preparation
Data preparation, often called data “reduction” or “organization”, involves getting the data
into a more usable form for analysis. The data gathered must be processed or organized for
analysis. This includes reorganizing the data to meet the needs of the various Analysis Tools.
For example, in an Excel Spreadsheet or Statistical Application, the data may need to be
organized into rows and columns in a table. Data should be prepared according to its intended
use, usually informed by the results framework indicators, program standards and reporting
requirements.

Then, data cleaning looks into the processed and organized data if incomplete, duplicate or
contain errors. Data cleaning is a process of preventing and correcting these errors. Certain
several types of data cleaning depend on the kind of data.

At the barangay and municipal level, the community volunteers prepares the collected data
for analysis. The ACT and MCT shall provide technical supervision on the data preparation.
Then, the ACT and MCT encode the finalize data in DeskApp or Mobile App. For data such as
the barangay development plans, geotagged photos and others, it is important to first identify
and summarize key points. The ACT/MCT may facilitate the community volunteers in
highlighting the critical statements, pictures and visuals on the data they have collected. AC
and MAC ensure the quality, completeness, and accuracy of the encoded and uploaded
information. It ensures the MOVs are correct, validated and no double entries at PIMS.
Normally, it will take 14 days to prepare the data from community level. However, this may
vary depending upon the data urgency, needs and scope of reporting and presentation.

Typically, the encoded data in PIMS is cross-checked, cleaned and organized by the M&E
Officers in-charged of Database. At regional level, the Regional M&E Officer will check the
quantity, quality and timeliness of data. On quantity, it will assess the completeness of means
of verifications (MOVs) required. The quality it will look into the consistency of data uploaded
in PIMS vis-à-vis MOVs, ensure the accuracy of data, and validate the scanned MOVs if all
required information are captured, and readable. The collected data can be also cross-checked
with other PIMS module and other KALAHI-CIDSS databases. Each Regional M&Es may devise
own initiative in data cleaning and organizing that will help in reinforcing critical analysis. The
 Regional M&Es will update the ITT based on collected information to capture the variance and
reinforce critical reflection on indicators progress.

At the national level, National M&E will be responsible for consolidating all the data, cleaning
the and gathering results from the regions. National M&E shall ensure the accuracy,
consistency, completeness and timeliness of program data. The PIMS can be used to generate
tables, embed graphs, and maps at various levels of disaggregation, as well as looking at
indicators across time, modalities, political boundaries, and fund source. Based on collected
data, the National M&Es will update the ITT to incorporate variance and urge critical reflection
on indicator improvement.

Typically both RPMO and NPMO, takes at least not more than 5 days in data preparation after
the data collection. However, this may vary depending upon the kind of report and
presentation requested and needed. It will be best to align the data preparation based on the
prescribed timeline of data collection and reporting.

2. Data analysis

The data would be ready for analysis once it had been processed, organized, and cleaned.
Various data analysis techniques are available to analyze, evaluate, and develop conclusions
based on the criteria. Data visualization can also be used to evaluate data in a graphical
format to get valuable insight regarding the messages within the data. Additional Data
Cleaning or Data Collection may be required as part of the process, therefore these activities
are iterative in nature.

Data analysis involves all sectors. It is important that other sectors describe the data based
on objective findings rather than interpreting it with opinion or conclusion.

At the barangay level primarily community volunteers coordinate with the BDC -TWG and
BDRRMC/BDC for analyzing the data gathered. At the municipal level, the consolidated data
from the barangay will be further analyzed by MDRRMC and MIAC which led by community
volunteers or representatives from BDC-TWG. The ACT and MCT shall provide technical
assistance on this matter. It is important in analyzing the data to acknowledge any
assumptions (hypothesis/limitations) during the analysis process. On the conduct of barangay
and municipal analysis, the following are needed information:

• Check if target activities where conducted against the goals and safeguards
• Determine the outputs, sub-project implementation and safeguards
• Identify reasons behind the accomplishment and bottlenecks
• Include anecdotes that will shed light to findings
 • Include lessons learned and ways forward

The committees or sectors involved in data analysis depend on the data report and
requirements. There are some data have to discuss and analyze only within BDC-TWG or
within BDRRMC/BDC. It is upon the discernment and discretion of ACT to guide the community
volunteers in data analysis.

Both at NPMO and RPMO shall involve all concerned sectors/ units/ divisions in analyzing the
data and providing feedback. Initially, the M&E Officers will conduct primary analysis of data.
Then, together with other operational units/divisions such as the Engineering, Procurement,
Finance, Safeguards, Capacity Building, Community, Communications and other teams shall:

• Analyze the outputs against target indicators, and set activities and timeline
• Compliance to safeguards
• Check if target activities are in accordance with work and financial plan
• Identify reasons for bottlenecks and accomplishments
• Include anecdotes that will shed light to findings
• Produce lessons learned and recommendations

All sectors shall agree to the results of findings, interpretations, conclusions and resolve issues
as necessary.

3. Data validation

It is important at this point to determine if and how subsequent analysis will occur. If there
are high-profile or contentious results and conclusions, a triangulation is necessary. Data
triangulation is a useful technique for bolstering results reached during the data analysis
stage. Triangulation involves identifying additional primary and/or secondary resources, focus
group discussions, or interviews clarifying a particular finding further. Indeed, data should be
validated using various sources and/or procedures before being labelled as a "fact."

The data that needs to be verified at the barangay level can be triangulated with other BDC-
TWG, BDRRMC or secondary data at the municipal level as necessary. Meanwhile, at the
municipal level the data validation is spearheaded by ACT and MCT in coordination with MIAC
members. Data that needs to be validated can be cross-checked with MDRRMC, municipal
data and official national data.

At the National and Regional levels, the Community Development Officers and other
units/divisions verify the data needs to be addressed. M&E Officers and concerned
units/divisions can triangulate data to produce more factual and evidence-based findings.
4. Data presentation

Data presentation seeks to effectively present data so that it highlights key findings and
conclusions. A useful question to answer when presenting data is, “so what?”. What does all
this data mean or tell us – why is it important? Try to narrow down the answer to the key
conclusions that explain the story of the data presents and why it is significant. Some other
key reminders in data presentation include:
• Make sure that the analysis or finding you are trying to highlight is sufficiently
demonstrated.
• Ensure that data presentation is as clear and simple as accuracy allows for users to easily
understand.
• Keep your audience in mind, so that data presentation can be tailored to the appropriate
level/format (e.g. summary form, verbal or written).
• Avoid using excessively technical jargon or detail.

There are numerous examples/formats of how data can be presented. The M&E Officers and
other sectors who is writing, presenting and reporting the data analysis can use variety of ways
to present the data in their reports or presentations. Some examples are written descriptions
(narratives), matrices/tables, graphs calendars (e.g. representing seasonal performance), pie
and mapping (e.g. wealth, hazard, mobility, social, resource, risk, network, influence and
relationships); asset wheels (a variation of pie charts representing allocation of assets); Venn
diagrams; timelines/histories; and causal flow diagrams. Whatever format is used, be sure that
the analysis are trying to show is highlighted clearly.

At barangay and municipal, the CVs can creatively present the results of data analysis in their
respective BDC-TWG, BDRRMC, MIAC, MDDRMC and local government units. The ACT and
MCT shall give technical guidance to community volunteers in effectively report and write
their findings.

The NPMO and RPMO M&E officers shall be responsible for data presentation and devise ways
to present better the data with management, partner stakeholders and others. At the RPMO
level, after the management approves the data, this will be submitted and reported to NPMO.
The National M&E shall consolidate all feedback from other divisions and results from the
regions. The data analysis results will be presented to the national management for final
feedback and approval. Once approved, this will be shared with partner stakeholders, other
OBSUs and others as necessary.
 An important reminder, the diagram should correspond to the narrative or description of
the data. There are multiple tools/ways to present the data analysis and one of it through
using traffic lights. The Box 5 below is one way to highlight data and stating the analysis.

Box 5: Using traffic lights to highlight data

One way to highlight data in its presentation is through a ‘traffic light’ approach that rates data
either: 1) green for on track against target, 2) orange for slightly off track but likely to meet target,
and 3) red for off target and unlikely to meet target. As shown below, information can be
highlighted in the indicator tracking table so it can be easily identified and explained in the program
report. This can be a useful method in reporting.

Example Indicators Target Actual % of Explanation of variance

target discussed in program
management
Direct beneficiaries 16,000 16,100 5%
Number of isolation 100 0 -100% Delivery of construction
facilities constructed supplies hindered due to
nearby municipal lock down
Lesson learned – Coordinate
with neighboring municipalities
about the project and get entry
pass ahead of time
Number of barangay 100 20 -20% Low budget of LGU to conduct
health emergency and BHERT training
response team (BHERT) Lesson learned – Coordinate
organized and trained with LGU to allocate more
portion of LCC to BHERT
training

To summarize the process of data analysis, the Table 9: KALAHI-CIDSS NCDDP Data Analysis Guideline
presents the process for data analysis at each level:

Table 9: KALAHI-CIDSS NCDDP Data Analysis Guideline

Data Analysis WHO ARE Tasks Things to Prepare Timeline
Stages INVOLVED/
CONTRIBUTING
Barangay Level
Data Community Clean, organize, Paper-based forms, *14 days
Preparation Volunteers (CVs) consolidate and MOVs
Area Coordinating quality-check
Team (ACT), community data to Community Data
Municipal be used in BDRRMC/ Visualization
Coordinating Team BDC – TWG and
(MCT) other barangay level
meeting
Data Analysis BDRRMC/ BDC – Check if target Summary of Findings Immediately after
TWG/ BDC activities where and Conclusion checking the
Members conducted against community
ACT, MCT, CVs the goals database

Determine the
outputs and sub-
project
implementation
progress

Identify reasons
behind the
accomplishment and
bottlenecks

Include anecdotes
that will shed light
to findings

Data BDRRMC/ BDC – Triangulates the Summary of the Immediately after

Validation TWG/ BDC data. If there is a findings, results and checking the
Members need to further
ACT, MCT, CVs validate the finding, data needs to be community
it will be cross - validated database
checked with other
BDC-TWG, BDRRMC
/ BDC and/or
Municipal data.

Data CVs, ACT, MCT Present the data to Data Reports and Immediately after
Presentation BDRRMC/ BDC/ presentation findings /
BLGU/ BDC-TWG triangulation
and general public
MUNICIPAL LEVEL
Data BDC-TWG, Organize all Reviewed municipal
Preparation Municipal necessary barangay data from MOVs, PIMS *14 days
data to be used in
Interagency MDRRMC/ MIAC DeskApp and
Committee (MIAC), and other municipal Geotagging
ACT, MCT, CV level meeting
Municipal Data
Visualization
Data Analysis Municipal Check if target Clean and organize Immediately after
Interagency activities and sub- municipal data checking the
projects where
Committee (MIAC), municipal
implemented
MDDRMC, BDC- Summary of Findings database
TWG, ACT, MCT Determine if and Conclusion
outputs, sub-
projects and
safeguards were
delivered
 Identify reasons
behind the
accomplishment and
bottlenecks

Include lessons
learned and ways
forward
Data MIAC, MDDRMC, Triangulates the Data Analysis findings Immediately after
Validation BDC-TWG, ACT, data. If there is a findings
need to further
MCT validate the finding,
it will be cross -
checked MDRRMC,
municipal data and
official national
data.
Data BDC-TWG, MIAC, Present the data the Data Reports and Immediately after
Presentation ACT, MCT, CV data to MIAC, presentation findings /
MDRRMC, MLGU, triangulation
other stakeholders
and general public.
REGIONAL LEVEL
Data Regional M&E Check and verify the Regional Data *Not more than 5
Preparation quantity, quality, Visualization days after data
collection
and timeliness of
municipal data

Harmonize all inputs

from ACT and MCT
Data Analysis Regional M&E and Analyze the outputs Summary of the Immediately after
other units/ sectors against target findings, results and findings
indicators, and set
activities and data needs to be
timeline validated

Check if target
activities are in
accordance with
work and financial
plan

Compliance with
Safeguards

Identify reasons for

bottlenecks and
accomplishments
 Include anecdotes
that will shed light
to findings

Produce lessons
learned and
recommendations
Data Regional M&E and Triangulates the Summary of the Immediately after
Validation other units/ sectors data. If there is a findings, results and findings
need to further
validate the finding, data needs to be
it will be cross - validated
checked with other
units in KALAHI-
CIDSS
Data Regional M&E, Report to regional Data reports and Immediately after
Presentation Regional Project management for presentation findings /
approval and triangulation
Management Office
feedback.
As necessary/
Submit report to the Every 15 days
NPMO from end of the
quarter
National Level
Data National M&E Check and verify the Clean, organize and Immediately
Preparation Division (PMED) quality, accuracy, validate PIMS and after the RPMO
consistency and approval of the
GTWA data
timeliness of overall database
data
National Data
Visualization
Data Analysis National M&E and Analyze the outputs Summary of the Immediately after
other divisions against target findings, results and findings
indicators, and set
activities and data needs to be
timeline validated

Check if target
activities are in
accordance with
work and financial
plan

Compliance with
Safeguards

Identify reasons for

bottlenecks and
accomplishments

Include anecdotes
that will shed light
to findings
 Produce lessons
learned and
recommendations
Data National M&E Triangulates the Summary of the Immediately after
Validation Division and other data. If there is a findings, results and findings
need to further
divisions validate the finding, data needs to be
it will be cross - validated
checked with other
divisions in KALAHI-
CIDSS
Data National M&E Unit, Harmonize all inputs Overall KC-NCDDP Immediately after
Presentation National Project from other divisions report and findings /
and regions triangulation
Management Office presentation
Report and present Every 45 days
to NPMO for final from end of the
approval and quarter
feedback.

3.5. Step 5 – Information Sharing and Utilization

…………………………………………………………………………………………………
3.5. Step 5 – Information Sharing and Utilization

3.5.1. Data Reporting

3.5.2. Internal and Convergence of Data
3.5.3. Considerations on Data Reporting

Information sharing and utilization are an essential component of the M&E system that enables
implementers to communicate to program management, partners and other stakeholders the
progress, difficulties and challenges encountered during implementation. The data reporting is the
most visible part of the M&E system. Reporting is where collected and analyzed data is presented as
information for program management and key stakeholders to use. It is essential the reporting made
by NPMO and RPMO can be utilized by the program beneficiaries and key information stakeholders.

Reporting is a critical part of M&E because no matter how well data may be collected and analyzed,
if it is not well presented it cannot be well used – which can be a considerable waste of valuable time,
resources and personnel.
3.5.1. Data Reporting

In KALAHI-CIDSS NCDDP-AF, reports are prepared monthly, quarterly, and annually following standard
format. Reports flow from communities to the municipal, regional and national levels. The PIMS and
GTWA data shall be used in reporting across all levels and division. See Annex 9: Reporting Template
for RPMO and NPMO.

i. At the Community and ACT/MCT Level

The ACT/MCT is responsible for preparing reports at the barangay and municipal levels,
as well as facilitating and coordinating the preparation of reports by communities and
LGUs. To ensure the accuracy and uniformity of data, the PIMS and Geotagging data shall
be used for reporting and data sharing to LGUs by all program staff.

Barangay/Municipal level reports focuses on the following:

ü Status of Project Milestones and Activities;
ü Community participation;
ü Community sub-project implementation; and
ü Grievance monitoring
ü Engineering report

The AC leads the sharing of reports analysis among ACT and MCT members through
regular internal assessment meetings of the team. The ACT/MCT shall utilize the PIMS
and Geotagging database in data analysis and learning. The ACT/MCT shall report
concerns and issues that arise within the week or immediately to RPMO to address the
concerns in timely manner.

In addition, the results are shared with other community members for learning and
decision-making. It can bring it up at regular barangay assemblies or special meetings of
technical working groups at the barangay and municipal level during BDRRMC and
MDRRMC. The ACT and MCT shall assist the community volunteers in facilitating the
discussion.

Barangay Accountability Review (BAR)

At the end of sub-project completion, there should be a conduct of Barangay
Accountability Review that will discuss and report the project implementation. It includes
the following:
 i. discussion on the results of audit activities;
ii. review of the commitments of the BLGU in support of implementation
against what are actually delivered;
iii. strengths, challenges and constraints;
iv. key lessons learned and;
v. recommendations to improve implementation in year 2.

The BDC, convened as the BDRRMC, to report the results of the BAR. The BDC (i) takes
note of the results and lessons from the BAR and make necessary and appropriate
enhancements to the process for the 2nd round of sub-projects; (ii) reviews the AIP and
confirms the next SP to be implemented and; (iii) moves implementation to the next
phase. BDC prepares and submits the sub-project completion report and other relevant
documents to the Area Coordinator in-charge.

The results of all project review activities shall be reported in (i) the immediately
succeeding Barangay Assembly; (ii) in a special BA called for the purpose; (iii) through
sitio/purok meetings and/or; (iv) other information dissemination activities as
appropriate. The ACT and MCT gathers the minutes of the meeting.

ii. At the Regional Level

The RPMO receives monthly and quarterly monitoring reports from ACTs, MCTs and
communities. From these reports, the RPMO prepares monthly and quarterly
consolidated reports for submission to NPMO and discussion during regular assessment
meetings at the regional.

Regional consolidated reports are also shared and reported during the regular gatherings
of regional convergence groups of government agencies and regional development
councils. The Regional Program Director or the Regional Program Manager takes this
opportunity to share the accomplishments of KALAHI-CIDSS NCDDP-AF to different
stakeholders in the group to get more support for the program and promote CDD
strategy.

For all KALAHI-CIDSS modalities and special projects, the report extraction will be every
25th of the month unless otherwise there is a preceding guidelines released by the
Department.
 Table 10: List of Reports Prepared at The RPMO Level
REPORTS PREPARED SUBMITTED TO WHOM DUE DATE
Program Accomplishment Report for Regional Planning Unit Annually
the following:
A. Annual Report
B. Budget Hearing
C. President’s Sona
Harmonized Planning Monitoring and Regional Planning Unit Quarterly
Evaluation System (HPMES)

Narrative Progress Report Regional Program Quarterly

Management
Monthly Accomplishment Report Regional Program Monthly
Management

Legislators’ Folders Regional Planning Unit Monthly

Congressional Report Regional Planning Unit Monthly

Unified Regional Program Regional Planning Unit As Need

Management Team (URPMT) Arises
Stories/Best Practice Social Marketing Officer As Need
Arises

iii. At the National Level

At the National level, reports are prepared for program management, , oversight
agencies, DSWD Office, Bureau, Service or Unit (OBSUs), oversight agencies, members of
the National Steering Committee, other stakeholders and the general public.

For all KALAHI-CIDSS modalities and special projects, the report extraction will be every
25th of the month unless otherwise there is a preceding guidelines released by the
Department.
 Table 11: List of Reports Prepared at the National Level

REPORTS PREPARED SUBMITTED TO WHOM EXPECTED

DATE
Progress Report and Indicators Tracking WB, Other Development Quarterly
Table Partners and NEDA

Consolidated Physical and Financial Program Management/ Every

Status of Community Sub-Project Regional management
Consultation meeting
Meeting

Good News Report (Narrative and DSWD RMEO and PMS Monthly
Statistical Report)

Legislators’ Folders DSWD RMEO and Monthly/Quar

Legislators terly
Harmonized Planning Monitoring and
Evaluation System (HPMES) DSWD PDPB and DBM Quarterly

Program Accomplishment Report for

the following:
A. DSWD Annual Report DSWD PDPB Annually
B. Budget Hearing DSWD PDPB and FMS
C. President’s SONA DSWD PDPB and PMS

Human Development Poverty Reduction DSWD PDPB and NAPC Quarterly

Cluster (HDPRC) Report

Official Development Assistance (ODA) DSWD PDPB and NEDA Annually

Portfolio Review/

NEDA Alert Mechanism DSWD PDPB and NEDA Quarterly

Part of the loan agreement with the World Bank is for NPMO to prepare and submit a
Progress Report to development partners quarterly. The report is composed of a write-
up and summary tables on targets and accomplishments of the Project KPIs,
disbursements and other concerns. The report also includes descriptions of the actions
on problems and challenges as well as priority activities and plans. Moreover, the report
reflects the participation of the program beneficiaries. See Annex 9: Reporting Template.

Whenever results from third-party and external project evaluation reports and studies
are available, these are summarized and included in the progress report. For wider
 dissemination, the report is also posted regularly on the PIMS, KALAHI-CIDSS website,
DSWD Maps, DSWD Dashboard and DSWD GIS Tableau Public Account.

Aside from the reports submitted to different stakeholders, information sharing also
happens in the following activities at the National level:

ü Regular staff meetings;

ü Assessments and planning (PREW);
ü National Steering Committee and Technical Working Group meetings;
ü Other internal or external Kalahi-CIDSS fora.

3.5.2. Internal and External Convergence of Data

Internal and external convergences have been on the DSWD's agenda for a number of years, mainly
to ensure that the Department's strategic priorities are reached. This was also motivated by the
executive order to ensure that the KALAHI-CIDSS NCDDP does not duplicate the mandates of other
agencies, but rather encourages integration and supports national thrusts.

Internally, data gathered during program implementation is shared at all stages, including NPMO,
RPMO, and ACT/MCT. The data is accessible through the project management information system via
PIMS and GTWA. The National Communications Unit will develop information education
communication (IEC) materials to be used in strengthening CDD principles in order to promote CDD
institutionalization and implementation of Additional Financing.

Within DSWD, data sharing with other OBSUs such as Pantawid, DROMIC, SLP, PDPB, PMB, Listahanan
commence to strategically contribute in the Department’s overall goal and planning. The KALAHI-
CIDSS NCDDP will continue to contribute in strategic planning and monitoring of the Department’s
Harmonized Planning, Monitoring, and Evaluation (HPMES) lead by the PDPB. The HPMES monitoring
forms will be distributed to RPMOs and will be consolidated at NPMOs to ensure that the programs
activities and programs contribute in the Department’s goals and objectives. In times of other national
emergency/ disaster occurs, the Memorandum Circular No. 08 series of 2020: Simplified Data Sharing
Guidelines on the Provision of DSWD Programs and Services during a National State of Emergency
(Annex 15) allows other OBSUs to collaborate and share data. This will facilitate the ease in planning
and targeting in responding to unexpected events.

External convergence begins with the formation of the National Inter-Agency Program
Implementation Team (NIAPIT)'s TWG. The TWG on Information Sharing, for example, aims to
develop a database system with various projects and initiatives at the municipal and barangay levels,
identify agencies and programs to be included in the database system, draft guidelines on data sharing
and use, and develop field guidelines for KALAHI-CIDSS NCDDP Additional Financing implementers on
how to use the convergence database. The Local Government Units (LGUs) utilized the data from
participatory situational analysis (PSA) approach to guide the planning and implementation of the
project in their respective areas. The Municipal Planning and Development Office (MDPO), together
with KALAHI-CIDSS staff, oversee the project database to connect with existing LGU databases. At the
end of the program, the MPDO may adopt the existing Desktop app database for their use.

Given the thrust for convergence, data from other DSWD programs and NGAs will be used at various
stages of the KALAHI-CIDSS NCDDP-AF implementation to inform program directives and targets, (ii)
identify initiatives from other actors that may complement KALAHI-CIDSS NCDDP-AF activities, and (iii)
identify funded projects to avoid duplication during community prioritization.

The KALAHI-CIDSS NCDDP data is made available to general public and partner stakeholders through
the Kalahi-CIDSS NCDDP website, DSWD Maps, DSWD Dashboard, and DSWD GIS Tableau Public
Account..

Figure 7: Internal and External Convergence and Data Sharing

Other NGAs Pantawid

NPMO DROMIC
NIAPIT TWG on Information SLP
Sharing RPMO PDPB
PMB
LGUs ACT/MCT Listahanan

KALAHI-CIDSS NCDDP website, DSWD OBSUs, DSWD Database, DSWD Maps, DSWD GIS Tableau
Public Account

Local Government Unit

(Municipal Planning and Development Office)

3.4.3. Considerations on Data Reporting

Reporting can be costly in both time and resources and should not become an end in itself but serve
a well-planned purpose. Therefore, it is critical to follow the set standard for reporting. Box 6 below
summarizes key reporting criteria to help ensure its usability.
 Box 6: Criteria of good reporting

® Relevant and useful. Reporting should serve a specific purpose/use. Avoid

excessive, unnecessary reporting – information overload is costly and can
burden information flow and the potential of using other more relevant
information.
® Timely. Reporting should be timely for its intended use. Information is of little
value if it is too late or infrequent for its intended purpose.
® Complete. Reporting should provide enough information for its intended use. It
is especially important that reporting content includes any specific reporting
requirements.
® Reliable. Reporting should provide an accurate representation of the facts.
® Simple and user-friendly. Reporting should be appropriate for its intended
audience. The language and reporting format used should be clear, concise, and
easy to understand.
® Consistent. Reporting should adopt units and formats that allow comparison
over time, enabling progress to be tracked against indicators, targets, and other
agreed-upon milestones.

It is important reminder also that report formats and content should be appropriate for their intended
users. For example, graphs, charts and narrative work well with program management and the World
Bank, however for community is more on visual mapping or aide. Reporting should be translated in
the appropriate language and format (e.g. summary form, verbal or written). Building on the criteria
of good reporting introduced at the beginning of this section above, Box 7 summarizes some practical
tips to help make your written reports more effective.
 Box 7: Reporting Tips

® Be timely – this means planning the report-writing beforehand and

allowing sufficient time.
® Involve others in the writing process but ensure one focal person is
ultimately responsible.
® Be consistent with the figures/ graphics and narrative.
® Translate reports to the appropriate language especially for the
community level.
® Be clear, concise, avoiding long sentences – avoid jargon, excessive
statistics, and technical terms.
® Use formatting, such as bold or underline, to highlight key points.
® Use graphics, photos, quotations, and examples to highlight or explain
information.
® Be accurate, balanced, and impartial.
® Avoid unnecessary information and words.
® Adhere to KALAHI-CIDSS and required formats, writing and guidelines
® Check spelling and grammar.

3.6. Step 6 – Capacity Building and Organization and

Management
…………………………………………………………………………………………………

3.6. Step 6 – Capacity Building and Organization

and Management
3.6.1. Capacity Building
3.6.2. Organization and Management

It is important that prior the implementation the officers in charge in monitoring and evaluation is
trained and oriented. Some capacity building on M&E is recommended to attain the processes
described in this sub-manual. Another consideration is the human resource for M&E and its
responsibilities during implementation.
3.6.1. Capacity Building

Staff capacity building involves training, technical assistance, and coaching. With the following
competency areas, program staff will be able to better perform their functions and assist partner LGUs
and communities: data analysis, results-based and participatory M&E, process documentation, data
quality assessment, CDD institutionalization, social accountability, and grievance redress, report
writing and preparation, database operations, hazard mapping and geotagging, and other
supplemental competency areas.

Initially, the following trainings are proposed for program staff prior the implementation:
● Overview of KALAHI-CIDSS Monitoring and Evaluation
● Data Collection (KPIs and Result Framework)
● Data Management (Protocols, PIMS, Geotagging)
● Data Analysis and Reporting
● Grievance Redress System

However, these training will be calibrated through regular performance and needs assessment of
NPMO, RPMO and ACT staff. Meanwhile, capacity building for ACT and MCT will be proposed and
designed by the RPMOs based on their needs and skills assessment of their respective areas.

3.6.2. Organization and Management

This section presents the staffing complement to enable KALAHI-CIDSS perform monitoring and
evaluation functions stated earlier in the sub-manual. First, organizational structures are presented
at different levels and then the discussion focuses on the roles and responsibilities of the different
M&E staff.

i. Organization

To implement the different NCDDP-AF monitoring and evaluation activities, the program
has staff complement at the national regional offices. At the NPMO, the M&E Unit is
called Program Management Evaluation Division (PMED) and directly under the Office of
the National Program Manager for faster information sharing not only the said office but
also the Operations, Engineering, Finance, and Policy Development Division.

The M&E division is divided based on functions which include Planning & Monitoring,
Database Management, and Systems Development. M&E Officers from other projects
are also embedded in the unit to provide dedicated M&E support to their respective
 projects. Internally, the PMED is headed by the Project Development Officer V assisted
by various staff.

Figure 8: NPMO M&E Structure

Project Evaluation Officer V

Admin. Assistant
II (1)

PLANNING & MONITORING DATABASE MANAGEMENT SYSTEM DEVELOPMENT

(Project Evaluation Officer IV) (Project Evaluation Officer IV) (Information Technology Officer II (1)

Project Project Project

Evaluation Evaluation Evaluation
Officer III (2) Officer III (1) Officer III (2)

Sr. Admin Senior Admin Senior Admin

Assistant V (3) Assistant V (2) Assistant V (1)

Admin Assistant Admin. Officer IV

II (1) (1)

At the RPMO, there are at least three dedicated M&E staff: one Project Evaluation Officer
IV, one M&E Officer III for Grievance Redress Monitoring and one M&E Officer III for
Database Management. Staff complement increases depending on the project scope
areas. However, all M&E Officers report directly to the Project Evaluation Officer IV who
in turn reports directly to the Deputy Regional Program Manager. For guidance on
monitoring and evaluation activities, Regional M&E Units are also under the supervision
of the PMED.
Figure 9: RPMO M&E Structure

Project
Evaluation
Officer IV

M&E Admin
Staff

M&E Officer III M&E Officer III M&E Officer III

(Grievance) (Monitoring) (Database)
At the municipal level, the ACT and municipal hired MCT shall be responsible for data
collection, analysis and validation of the community data. The AC is responsible for overall
data checking and quality. The MAC shall assist in reviewing the data. The LGUs are
required to provide a Municipal Database Encoder who will also be reporting under the
Area Coordinator. This set-up would allow LGUs access to the database for increased
ownership and for the transfer of technology to LGU staff.

Figure 10: Municipal M&E Structure

Area
Coordinating Municipal
Team Coordinating
Team
Area
Coordinator
Municipal Area
Coordinator
Community
(MAC)
Empowerment
Facilitator

*Municipal
Technical
Facilitators
Facilitator

Municipal
Municipal Data
Financial Analyst Encoder

ii. Roles and Responsibilities

The PMED addresses information needs of the program through the conduct of different
monitoring and evaluation activities. It also coordinates M&E activities, shares
information and provides technical assistance to various offices in the Department.
While a more direct role is played at the NPMO, the PMED provides training, tools and
systems to RPMOs. As a unit, M&E staff at the national level will perform the following:

● Monitor results and progress towards outcomes based on input, process and
output standards set in manuals, guidelines and work and financial plans,
and prepare regular and on-demand reports;
● Establish systems for assessing KC-NCDDP in support to Program
management and operations and share evaluation outputs with partner
agencies, LGUs and communities;
● Develop a centralized program information management system & ensure
its functionality;
● Institutionalize the GRS at all levels;
 ● Build and strengthen staff and local counterparts' capacity on monitoring
and evaluation; and
● Spearhead lessons sharing.

Meanwhile, RPMO Officers act as a conduit between the NPMO and municipal field
implementers, carrying out programs and tools and providing training and technical
assistance to ACTs and LGU personnel. They also make sure that monitoring and
assessment tasks are completed and that expectations are met. They're also encouraged
to think beyond the box and experiment with new ways to enhance monitoring and
assessment. Finally, the RPMO is responsible for managing the database system at their
level and ensuring information exchange and usage, providing required daily and on-
demand data, and assisting other KALAHI-CIDSS NCDDP-AF workers who can use data for
operations.

However, due to the fluidity and needs of the M&E structure in various regions, the
human resource composition of M&E units varies. As a result, having a program team
tracking system to identify the duties and responsibilities of the staff is critical. Annex 6
serves as a template for The Program Team Resourcing Sheet method for coordinating
tasks and responsibilities.

The ACT ensures that all municipal and barangay data is collected and supported by facts.
In enforcing the monitoring activities, the ACT will coach/lead the municipally hired team
for former areas and the CEF for new locations. Upon establishment of M&E sub-regional
management team will adjust the work arrangements.
 ANNEXES
……………………
Section 1: Tools and Forms
Section 2: Supplemental Guides
Section 3: Supplemental M&E Policies
 Section 1: Tools and Forms
…………
ANNEX 1 – Summary of the Key Steps for Program
M&E
…………………………………………………………………………………………………
Step 1: Understand the Results Framework and M&E Plan
Activities
Review of the NCDDP-AF Results
Framework
Review the comprehensive M&E Plan
Identify the key informational needs and
expectations
Step 2: Data Collection
Activities
Review data collection guideline
Consolidate the means of verifications
(MOVs)
Establish data encoding, submission and
processing
Use indicator tracking table
Step 5: Data Management
Activities
Simplify data flow
Enhance project management
information system
Establish data handling and security
protocols
Conduct of Data Quality and Assessment
Step 3: Data Analysis
Activities
Develop the analysis plan; identifying
the:
1. Purpose of the analysis
2. Frequency of data analysis
3. Responsibility for data analysis
4. Process for data analysis
Tools
Refer to NCDDP-AF Results
Framework (Annex 2)
Refer to KALAHI-CIDSS NCDDP-AF
Comprehensive M&E Plan (Annex 3)
M&E Stakeholder Assessment Table
(Annex 5)
Tools
Refer to KALAHI-CIDSS NCDDP-AF
Data Gathering and Reporting
Guideline (Table 5)
Refer to List of KPI Contributory
Forms (Annex 7)
Indicator Tracking Table and
instructions (Annex 8)
Tools
Refer to Step 3 Data Management
Section
Refer to Step 3.3.1. PIMS and GTWA
Guideline (Annex 10)
Use RA 10173 or Data Privacy Act
2012 for reference
Refer to Data Quality Assessment
Guide (Annex 11)
Tools
Follow the key data analysis stages:
1. Data preparation
2. Data analysis
3. Data validation
4. Data presentation
See Table 9: KALAHI-CIDSS NCDDP-AF
Data Analysis Guideline
Step 5: Information Sharing and Utilization
Activities
Barangay Accountability Reporting
Review data reporting
Convergence of data internally and
externally
Tools
Reporting requirements - List of
Reports Prepared at the RPMO Level
(Table 8)
-List of Reports Prepared at the
National Level (Table 9))
Reporting template (Annex 9)
MC No. 08 series of 2020: Simplified
Data Sharing Guidelines on the
Provision of DSWD Programs and
Services during a National State of
Emergency

Step 6: Capacity Building and Organization and Management

Activities
Capacity-Building on M&E
Identify staff roles and responsibilities
Tools
Capacity-building M&E resources
Refer/update Organization Structure
Use Program Team Resourcing Sheet
(Annex 6)
ANNEX 2 – NCDDP-AF Results Framework
…………………………………………………………………………………………………………………………………………………………

Results Framework
COUNTRY: Philippines
PH National Community Driven Development Program -Additional Financing

Project Development Objective:

To empower communities in targeted municipalities to achieve improved access to services and to participate in more inclusive localplanning,
budgeting and implementation.

Project Development Objective Indicators by Objectives/ Outcomes:

Indicator Name PBC Baseline Intermediate Targets End Target

1 2 3 4 5
Empower communities to achieve improved access to services and to participate in local planning, budgetting

53.00 63.00
% increase in access to roads, education, health centers and
water (major KC investments) in KC-NCDDP municipalities
(Percentage)

Action: This indicator has been Revised

56.00 60.00 70.00 70.00
% of households in NCDDP municipalities with at least one
member attending regular Barangay Assemblies (Percentage)

Action: This indicator has been Revised

50.00 30.00 40.00 65.00
% of members from marginalized groups (women and IP) in KC-
NCDDP municipalities who attend regular Barangay Assemblies
(Percentage)
% of members from female headed households KC-NCDDP 55.00 65.00
municipalities who attend regular barangay assemblies
(Percentage)

Action: This indicator has been Revised

42.00 65.00
% of members from IP households in KC-NCDDP municipalities
who attend regular barangay assemblies (Percentage)
0.00 4,000,00 10,200,000.00
Direct project beneficiaries (Number) 0.00

Intermediate Results Indicators by Components

Indicator Name PBC Baselin Intermediate Targets End Target
e
1 2 3 4 5 6
Component 1: Barangay (community) Sub-grants for Planning and Investment

% of NCDDP community sub-projects completed in accordance 0.00 70.00 80.00 85.00 85.00 85.00
with technical plans, schedule and budget (Percentage)

Action: This indicator has been Revised

0.00 70.00 80.00 85.00 80.00
% of completed NCDDP sub-projects that have satisfactory or
better sustainability evaluation rating (Percentage)

Action: This indicator has been Revised

8.00 8.00 10.00 15.00 20.00 25.00 25.00 35.00
% of female participation in NCDDP paid labor component
during sub-project implementation (Percentage)

Action: This indicator has been Revised

0.00 60.00
% of barangays with isolation units in accordance with health
protocols (Percentage)

Action: This indicator is New

% of barangays with organized and trained Barangay Health 0.00 80.00
Emergency Response Team (Percentage)

Action: This indicator is New

Component 2: Local capacity building and implementation support (Action: This Component has been Revised)
0.00 85.00 85.00 85.00 85.00
% of NCDDP municipalities with municipal poverty reduction
plans prepared in accordance with NCDDP participatory process
(Percentage)

Action: This indicator has been revised

% of NCDDP municipalities with increased membership of POs & 0.00 50.00 70.00 85.00 85.00
CSOs in local development councils (Percentage)

Number of KC-NCDDP municipalities with staff trained in close 0.00 477.00 110,000. 1,577.00
coordination with DILG using the Local Governance modules. 00
(Number)

Action: This indicator has been revised

Number of barangay local government units trained on 0.00 16,000.00

community-based emergency response and recovery (Number)

Action: This indicator is New

Component 3: Project administration, monitoring and evaluation (Action: This Component has been Revised)
% of Grievances registered related to delivery of project 0.00 99.60
benefits addressed (Percentage)

Action: This indicator has been Revised

MIS providing necessary information in a timely fashion to No Yes Yes

measure project effectiveness and results (Text)
Action: This indicator has been Revised

Number of NCDDP studies regarding effectiveness and 0.00 1.00 2.00 1.00 2.00 2.00 15.00
outcomes completed (Number)

Action: This indicator has been Revised

Issuance of joint DILG-DSWD Memorandum Circular on No Yes

participatory local development guidelines (Yes/No)

Action: This indicator is New Rationale: Institutionalization of CDD in local development process
 ANNEX 3 – Comprehensive M&E Plan
…………………………………………………………………………………………………………………………………………………………
Comprehensive Monitoring and Evaluation Plan
COUNTRY: Philippines
KALAHI-CIDSS National Community Driven Development Program -Additional Financing

MONITORING & EVALUATION PLAN: PDO INDICATORS

UNIT/S
METHODOLOGY FOR DATA CAPTURE/ PIMS MODULE DIRECTLY DATA
INDICATOR NAME AND TARGET TYPE DEFINITION/ DESCRIPTION DATA CALCULATION FREQUENCY DATA SOURCE
DATA COLLECTION ENTRY FORMS RESPONSIBL APPROVAL
E

63% increase in access to and Retain-AF Impact evaluation Shall be consistent At mid- Impact Household No form None External NPMO
utilization of roads, education, assessment/ outcome with the Baseline term and evaluation survey needed consultan
health centers and water (major survey of the access in at survey last 2015 at end of t team
KC investments) in KC-NCDDP least 3-5 KALAHI-CIDSS project report
municipalities major investments
Conduct Baseline for
Inclusion of DROM new indicators
COVID-19 Sub-projects:
- Quarantine
Isolation
Facilities /
*Evacuation
Centers
- Disaster
Equipment,
Supplies and
Tools
- Telecommunica
tion Equipment
for Emergency
Preparedness
and Response
- Water System

70% of households in KC-NCDDP

municipalities with at least one Revised- Included in impact Total number of HH Annual PIMS Based on Attendance Barangay RPMO National
member attending regular AF evaluation study. present during the records of Sheet Assembly/ M&E
Barangay Assembly (BA) BA (Count the Total *BDRRMC
number of HH with attendance Assembly
Proxy indicator: %Community Barangay assemblies at least one (1) and reports on BDRRMC Profile
representatives in BDRRMC refer to NCDDP Family Present
during the BA, see
meetings as provided for in the conducted BA and DILG column divided by barangay
DROM design BA. Total Number of HH assemblies
currently residing in
Proxy indicator for the Barangay then
DROM: multiply it by 100. Based on the
BDRRMC
*BA refers to attendance
BDRRMC and reports,
Proxy:
*HH refers to Community
Community Total number of Volunteers
representatives in community Profile
BDRRMC meetings as representatives
provided for in the attended the
DROM design BDRRMC over total
number of
committee members
of BDRRMC

65% of members from Revised- Percentage of Total of women, IP Annual Based on Field based Attendance Barangay RPMO National
marginalized (IPs, women) groups AF participants in village and Pantawid HHs records of Sheet Assembly/ M&E
in KC-NCDDP municipalities attend attending regular BA reporting as *BDRRMC
assemblies who belong to attendance in part of PIMS
regular Barangay Assemblies marginalized groups11 over total HHs of Assembly
women, IPs and village BDRRMC Profile
• 65% of members from Pantawid assemblies
The women refers to the and
female-headed female-headed Women: Total
households KC-NCDDP attendance
households. female- headed
municipalities who attend households regularly complemente
the regular barangay Proxy indicators for attending the d by
DROM: barangay assembly specialized
assemblies
over the total female household
headed households survey
• 65% of members from IP *BA refers to in the community
households KC-NCDDP BDRRMC
IP: Total IP Based on the
municipalities who attend
*HH refers to members households at least BDRRMC
the regular barangay of marginalized groups one member attendance
assemblies who participate in regularly attending and reports
BDRRMC meetings as the BA over the total
Proxy indicator: %Community provided for in DROM IP HHs in the
representatives in BDRRMC design community
meetings as provided for in the
DROM design Proxy:

Total number of
members of
marginalized groups
attended the
BDRRMC over total

11
For NCDDP marginalized groups refer to IPs, women and Pantawid.
 number of
committee members
of BDRRMC

10.2 Million direct beneficiaries Retain-AF Total number of Sum of the total Annual Field reports Sub-Project Sub-Project GTWA RPMO National
households benefitting number of HHs sub- through Sub- Completion Completion Report M&E
from sub-projects projects Project Report
beneficiaries Completion
Report

MONITORING & EVALUATION PLAN: INTERMEDIATE RESULTS INDICATORS

UNIT/S DATA
DATA
FREQUENC DATA CAPTURE/ DIRECTLY
INDICATOR NAME AND TARGET TYPE DESCRIPTION DATA CALCULATION DATA SOURCE METHODOLOGY FOR STORAGE ANALYST/
Y ENTRY FORMS RESPONSIBL
DATA COLLECTION (PIMS) APPROVAL
E

85% of KC-NCDDP community Revised- The completed sub- Total number of SPs with Quarterly Progress Reports Field Report on Sub-Project GTWA ACT Regional
projects completed in accordance AF project is based on the SPCR over total number PIMS and GTWA Completion Report M&E
with technical plans, schedule and standard set by the of completed sub- Final Inspection Engineeri
budget Engineering unit. projects Report ng Unit

Certificate of
Completion and
Total number of sub- Acceptance
projects completed At the end
with SPCR over total of the
number of sub- program
projects funded

80% of completed KC-NCDDP Revised- Proportion of conducted Total completed Annual Sustainability NCDDP Sustainability SP ACT Regional
projects that have satisfactory or AF sustainability evaluation. KALAHI-CIDSS Evaluation reports on the Evaluation Tool Profiles M&E
better sustainability evaluation Each sub-project type has NCDDP projects that Tool (SET) SP (under Engineeri
rating specialized sustainability have satisfactory or sustainability SET tab ng Unit
evaluation test (SET)12. better sustainability evaluation
evaluation rating reports of
General duration for SET: over the total barangays and
Every 6 months completion conducted sub- municipalities
and every year thereafter project’s SET using KC SET
activities until the
program ends.

35% of female participation in Revised- Proportion of women Total number of Quarterly Employment Data capture ERS data entry SP ACT Regional
NCDDP paid labor during sub- AF participation in paid- women participated Record Sheet from NCDDP form Profiles M&E
project implementation labor during SPI in in SPI paid-labor (ERS) community (under
NCDDP over total number of ERS List
tab)

12
Under the Additional Financing, the SET is conducted until the project ends. After the project, SET shall be the responsibility of LGU. For more information, see the Asset Booking and Engineering Guidelines.
 paid employed CDD Sub- projects
laborers in SPI. Project completion
Workers basic reports
Profile

60% of barangays with isolation New-AF Will include newly Total number of Upon Sub-Project For LGU Barangay Sub- ACT Regional
units in accordance with health constructed isolation unit barangays with completio Completion established Isolation Units project M&E
protocols or existing community isolation units that n of the Report isolation units, in Accordance inspectio Engineeri
facility that was upgraded have MHO isolation compliance with Health n report ng Unit
or retrofitted to serve as certifications over unit Final with health Protocols
isolation unit in total number of Inspection protocols shall Checklist
accordance with barangays covered Report be certified by
government standards.13 by NCDDP-AF Municipal
Certificate of Health Office
Number of barangay Completion (MHO).
isolation units can be and
categorized into Acceptance
following: Municipal For KC
Health Office established
1. No. of barangays Certification isolation units,
with newly isolation the standard
units constructed in compliance
2. No. of barangays with health
with retrofitted protocols shall
isolation units be determined
3. No. of barangays and inspected
with clustered by Engineering
isolation units unit and
Municipal
Health Office
(MHO).

80% of barangays with organized and New-AF Proportion of target Total number of BHERT Once Attendance Field Report Barangays with Community ACT Regional
trained Barangay Health Emergency barangays that trained trained over total Sheet and on MIS Organized and Development M&E
Response Team (BHERT) and organized Barangay number of project Activity Trained Sector Communi
Health Emergency Team covered barangays. Minutes (for Barangay ty
(BHERT) KALAHI-CIDSS Health Developm
initiated Emergency ent Sector
trainings Response Team
(BHERT)
Checklist

85% of NCDDP municipalities with Retain-AF Proportion of Total number of Annual Copies of Field based Barangay RPMO RPMO/AC RPMO
municipalities prepared municipalities with Barangay reporting part of Development T
municipal poverty reduction plans poverty reduction plans poverty reduction Development CDD process Plans/ Annual
prepared in accordance with NCDDP plans over total Plans/ Annual Investment Plan
participatory process number of covered Investment
municipalities Plans

13
Inventory of existing isolation units shall commence prior the implementation. This should be included at the inventory of existing LGU infrastructures.
85% of KC-NCDDP municipalities with Revised- Increase means additional Total number of Annual PTA integration Field reports by PTA integration Capacity ACT Regional
AF number of NGO and PO municipalities with checklist ACTs checklist Building M&E
increased membership of POs and representation in the increased POs and
CSOs in local development councils Barangay Development CSOs at MDRRMC over Certification of
Council total number of the increased
municipalities membership
from BLGU

1,577 KC-NCDDP municipalities with Revised- Staff/officials of Sum of the total Once Attendance Review of Municipal training Training Capacity Regional
AF municipal/barangay LGUs number of LGUs staff upon Sheet training data entry building M&E
staff trained in close coordination with who completed the trained using the local completio attendance/ Form,
DILG using the Local Governance participatory local governance module by n of Training reports report
modules governance training jointly DSWD and DILG training
conducted by DILG and
*Targets to be confirmed DSWD

16,000 of barangay local government New-AF Number of target Sum of the total Once Attendance Review of Attendance Sheet Training Capacity Regional
barangays that trained number of LGUs staff upon Sheet training and Training building M&E
units trained on community-based officials and community trained on community- completio attendance/ Report
emergency response and recovery volunteers on community- based emergency n of Training reports report
based emergency response response and recovery training
*Targets to be confirmed and recovery

99.60% Grievances registered related Revised- This metric assesses the Total number of Every six Grievance GRS report Grievance Redress Grievance, National/ National/
AF project's openness and grievances addressed month Redress System System (GRS) PINCOS Regional Regional
to delivery of project benefits accountability mechanisms, over total number of (GRS) Intake Form Grievance M&E
addressed ensuring that the grievances received Intake Form redress
beneficiaries have Grievance/ PINCOs officer
confidence in the process, Grievance/ Resolution Sheet
eager to participate, and PINCOs
address their complaints. Resolution Sheet
Due to local sensitivities
and conflicts, not all
projects would be able to
create grievance or
resolution mechanisms.14

MIS is providing necessary information Retain-AF Yes/No based on biannual Availability of the Quarterly Progress Report PIMS/ PIMS/ Geotagging PIMS/ Regional Regional and
assessments system for reporting / Regular reports Geotagging Geotagging and National
in a timely fashion to measure project National M&E
effectiveness and results PIMS/Geotagging M&E

14 IP local grievance/ justice mechanism and other local justice systems shall commence and be respected.
15 KC-NCDDP studies on effectiveness Revised- Compilation of KC Studies Sum of the total Upon NCDDP Studies / Copy of the Regional National
AF number studies conduct Research Study and M&E
and outcomes completed conducted Outputs National
M&E

Issuance of joint DILG-DSWD New-AF Once at end of project Completion Copy of Joint NPMO
report Memorandum
Memorandum Circular on Circular
participatory local development
guidelines
ANNEX 4 – Theory of Change
…………………………………………………………………………………………………………………………………………………………
 ANNEX 5 – M&E Stakeholder Assessment Table
…………………………………………………………………………………………………
M&E Stakeholder Assessment Table
Who What Why When How M&E
Role/Function
Program Project progress Decision-making and Quarterly Quarterly Manage M&E
Management reports strategic planning project system
reports,
(NPMO/RPMO) annual reports

Program staff Project progress Understand Monthly Weekly field Collect monitoring
(All unit division) reports decisions and reports, data – supervise
their role in and quarterly community
implementation project reports members in data
collection
NPMO Annual Organizational Annual Reporting Review and
project knowledge system format feedback on
information sharing, report
learning and
strategic
planning

DSWD OBSUs HPMES Organizational Quarterly, Standard forms Collect monitoring

knowledge Annual template data and prepare
sharing, reports
learning and
strategic
planning

World Bank Project progress report Accountability Quarterly, quarterly Review and
and accomplishments to stated Annual project feedback on
objectives and reports, report
Special Studies outcomes outcome
assessment
National Steering External Accountability, Annual Quarterly Review and
Committee progress Collaboration, project feedback on
reports Knowledge reports with report
sharing, and feedback form
conserve
resources

Communities Community monitoring Accountability, Monthly Community Periodically collect

(beneficiaries) understanding monitoring and
and ownership report on program
data
Local authorities External Accountability, Quarterly Format based Review and
(local/congress/ progress Understanding, on indicator feedback on
national reports promotion, tracking table report
government and support and quarterly
officials) project reports
The M&E Stakeholder Assessment Table15 can be revised according to the key informational needs by
the national, regional and LGUs. It is a tool to identify who are the key stakeholders, what information
they require, why, when, how (in what format) and any role or function by the M&E officers. This can
be used at the local community as well.

15
Adopted from Siles, Rodolfo, 2004, “Project Management Information Systems”, which provides a more comprehensive
discussion on the topic.
ANNEX 6 – Program Team Resourcing Sheet
…………………………………………………………………………………………………………………………………………………………

A. By Staff
Name of Staff Position What are the What are the When to submit? Whom to report?
functions/activities? expected
deliverables?
Carlos Palomino Project Evaluation - Prepare reports Progress reports Every quarter, every Regional Program
Officer IV - Finalize reports year Manager
- Consolidate data
- Data clean up
- Data Analysis

B. By M&E Activities
Activity Name of Staff 1: Name of Staff 2: Anna Name of Staff 3: Name of Staff 3 Total Days
Glenn Madel
Data Collection Grievance Operation Monitoring Results Monitoring

Note: This is a recommended tool in tracking and organizing the roles and responsibilities of the people in M&E unit. However, the Region can devise its own tool in
delineating tasks and responsibilities among their team. The goal is to have clear responsibilities and accountability for each member of the team and distribute
tasks efficiently and effectively among team members. The similar tool can be adapted in the community monitoring.
 ANNEX 7 –List of Contributory KPI Forms
…………………………………………………………………………………………………
 List of Contributory KPI Forms
KC-NCDDP Outcomes and Indicators CDD Paper-Based Form

PDO INDICATORS

63% increase in access to and utilization of roads, • Household survey – No form needed.
education, health centers and water (major KC
investments) in KC-NCDDP municipalities

70% of households in KC-NCDDP municipalities with at • Attendance Sheet (Process manual)

least one member attending regular Barangay • BDRRMC Profile
Assembly (BA)
Proxy indicator: %Community representatives in
BDRRMC meetings as provided for in the DROM design

65% of members from marginalized (IPs, women) • Attendance Sheet (Process manual) )
groups in KC-NCDDP municipalities attend regular • BDRRMC Profile
Barangay Assemblies
• % of members from female-headed households
KC-NCDDP municipalities who attend the
regular barangay assemblies

• % of members from IP households KC-NCDDP

municipalities who attend the regular barangay
assemblies

Proxy indicator: %Community representatives in

BDRRMC meetings as provided for in the DROM design

10.2 Million direct beneficiaries • Sub-Project Completion Report

(Engineering manual)

INTERMEDIATE RESULTS INDICATORS

85% of KC-NCDDP community projects completed in • Sub-Project Completion Report

accordance with technical plans, schedule and budget • Final Inspection Report
• Certificate of Completion and
Acceptance
(Engineering manual)

80% of completed KC-NCDDP projects that have Sustainability Evaluation Tool (Engineering
satisfactory or better sustainability evaluation rating manual to be updated)

35% of female participation in NCDDP paid labor • Employment Record Sheet (ERS)
during sub-project implementation • CDD Sub-Project Workers basic Profile
(Engineering manual)

60% of barangays with isolation units in accordance • Barangay Isolation Units in

with health protocols Accordance with Health Protocols
Checklist

80% of barangays with organized and trained
Barangay Health Emergency Response Team (BHERT)
85% of NCDDP municipalities with municipal poverty
reduction plans prepared in accordance with NCDDP
participatory process
85% of KC-NCDDP municipalities with increased
membership of POs and CSOs in local development
councils
1,577 KC-NCDDP municipalities with staff trained in close
coordination with DILG using the Local Governance
modules
16,000 of barangay local government units trained on
community-based emergency response and recovery
99.60% Grievances registered related to delivery of
project benefits addressed
MIS is providing necessary information in a timely
fashion to measure project effectiveness and results
15 KC-NCDDP studies on effectiveness and outcomes
completed
Issuance of joint DILG-DSWD Memorandum Circular on
participatory local development guidelines
• Municipal Health Office Certification
Sub-Project Completion Report
• Final Inspection Report (Engineering
manual)
• Attendance Sheet and Activity
Minutes (Process manual) for KALAHI-
CIDSS initiated trainings
• Barangays with Organized and Trained
Barangay Health Emergency Response
Team (BHERT) Checklist
• Copies of BDP and/or AIP
• PTA integration checklist
• Attendance Sheet and Training
Report (Process manual)
• Barangay Local Government Units
Trained on Community-based
Emergency Response and Recovery
Checklist
• Attendance Sheet and Training
Report (Process manual) for KALAHI-
CIDSS initiated trainings
• Grievance Redress System
(GRS)Intake Form
• Grievance/ PINCOs Resolution Sheet
(Grievance manual)
PIMS and Geotagging
NCDDP Studies / Research Outputs
Copy of Joint Memorandum Circular
 Attendance Sheet

Activity: ____________________________________________ Date: ____________________________________________

Venue : ____________________________________________ Municipality: _____________________________________
Project (NCDDP-AF, IP-CDD, etc.): _______________________ Phase/Cycle: _____________________________________

Name Sex
Pantawid SLP Barangay Designation/ Is a Signature
Last Name First Name (yes/no) (yes/no) M F Age BDP-TWG Committee Member of
an IP Group
(yes/ono)
 Barangay/Community Activity Minutes Form

Region: ___________________________
Province: ___________________________
Municipality: ___________________________
Barangay/Community: ___________________________
Venue: ___________________________
Date: ___________________________
Total Brgy. Households _______ Total Families in the Brgy.____________

1. Activity Profile
Phase/Cycle: _____________________
Program/Project (e.g. NCDDP etc): _____________________
Activity Name: _______________________
Facilitator/s: _______________________
Documenter/Secretary: _______________________

2. Attendance
# marginalized representatives # of community group
Total Members at BDRRMC _______ _______ representatives ______
Households Represented _______ # of Pantawid HH _______ # of Pantawid Families ______
Male attendees _______
# of female-headed households
Female attendees _______ ______
Male IP attendees _______ # of IP HH ______ # of IP Families ______
Female IP attendees _______
Male Attendees 60 years old and above _______
Female Attendees 60 years old and above _______
Purok/Sitios represented _______________________________________________________________________
Sectors represented ___________________________________________________________________________
Agenda/Objectives

___________________________________________________________________________________
Highlights of the activity including details of facilitation process and quality of participation of men and women
during the activity. (Attach the LGU prescribed minutes)

PINCOs and Grievances

Who raised the Concern and
PINCOs and Grievances Resolution/Next Steps/Agreements
Profile of the Person
e.g. Juan, IP member

Prepared by: Approved by:

______________________________ _________________________________
Signature over Printed Name Signature over Printed Name

______________________________ _________________________________
Position Position

Attachments (not limited to the following depending on the activity):

Attendance Sheet, Resolutions, Results/Outputs of the Activity (Copy of Plans)
 Community Volunteers Profile

Province:_________________________________________
Municipality:_______________________________________
Barangay:_________________________________________

_________________________________________________________________________________________
Last Name, First Name, Middle Initial, Extension Name (Sr., Jr., etc)
Contact Number:____________________________________
Date of filling-up:_____________________________________________

Birth date (month/day/year):___________________

Sex (Male or Female):________________________ Civil Status:______________

No. of Children:______________________________ I.P. (Yes/no):____________ I.P. Leader (Yes/No):

Head of the HH (Yes or No):__________________

Highest Educational Attainment:_________________

Occupation:_________________________________

Sector/s Represented:__________________________

Current Position in barangay LGU:____________________

Date of Volunteer’s Identification/Appointment:_________________________________

Pantawid Pamilyang Pilipino Program Beneficiary (Yes/No)? __________Parent Leader (Yes/No): ___________
Sustainable Livelihood Program Beneficiary? __________ SLP Officer (Yes/No):____________

Committee Membership in KALAHI-CIDSS

Name of Committee Position Phase/ Cycle Start End Date
Date
 Previous Trainings Attended (Non KC-NCDDP)

Title of Training Training Provider Year Attended

Membership in Other Organization (Non KC-NCDDP)

Organization Position

__________________
Signature of Volunteer

___________________
Name and Signature of KALAHI-CIDSS Staff
Sub-Project’s Household Beneficiaries

Target HH: Actual HH:

Program/Project:
Municipality: __________________________________ ________________________

Barangay/Community:_______________________________ Phase: _________ Date: ________________

Sub-Project Name: ___________________________________________________________________________
Sub-Project Type: ___________________________________
Sitio/Purok Household Head HH Head Sex # of SP Beneficiaries within # of Families within the
Name (Male or the HH HH
(HH Beneficiary Female) (Beneficiaries of SP only)
of SP) Male Female Total IP Pantawid SLP

Note: This is an optional form. It can be replaced by other documents available at the community which
captures information on Households and Families including the Pantawid Pamilya Beneficiaries, IP and SLP
benefitting from the sub-project.
Barangay Isolation Units in Accordance with Health Protocols Checklist

Region : ___________________________________

Province : ___________________________________

Municipality : ___________________________________

Barangay Name With Isolation Unit? (Yes With MHO With Final Inspection
or No) Certification? Report (KC Funded Sub-
(Yes or No) Project )

Prepared by: Noted by:

_________________________________ ________________________________
M/Community Empowerment Facilitator MHO Officer

Date Accomplished :____________________

 Barangays with Organized and Trained Barangay Health Emergency Response Team (BHERT) Checklist

Region : ___________________________________

Province : ___________________________________

Municipality : ___________________________________

Barangay No. of BHERT No. of Trained Title of Date Sponsor of

Name members? Training Conducted Training
Male Female Male Female (KC, LGU,
NGA, etc)

Prepared by: Noted by:

_________________________________ ________________________________
M/Community Empowerment Facilitator MHO Officer

Date Accomplished :____________________

 Barangay Local Government Units Trained on Community-based Emergency Response and Recovery Checklist

Region : ___________________________________

Province : ___________________________________

Municipality : ___________________________________

Barangay No. of LGU No. of Trained Title of Date Sponsor of

Name members? Training Conducted Training (KC,
Male Female Male Female LGU, NGA, etc)

Prepared by: Noted by:

_________________________________ ________________________________
M/Community Empowerment Facilitator MDRRMO Officer

Date Accomplished :____________________

 PTA Integration Plans Checklist
Region: Province: Municipality:
Program: Phase/Cycle:

Requirements If complied, provide the following data:

ACCOUNTABILITY
Legislation/Resolution/Ordinances passed in support of CDD and Participatory Governance
Institutionalization of People’s PTA in LGU development, planning and
poverty reduction programs, plans, and activities Resolution No.: Date of Approval:
Convergence of NGA poverty reduction PPAs in the Municipality Resolution No.: Date of Approval:
Formation of MIAC (Executive Order/Resolution issued) Executive Order/Resolution No.: Date of Approval:
Formation of MCT (Executive Order/Resolution issued) Executive Order/Resolution No.: Date of Approval:
Formation of expanded MDDRMC (Executive Order/Resolution issued) Executive Order/Resolution No.: Date of Approval:
NGO and PO Accreditation Guidelines Resolution No.: Date of Approval:
Support to BDP Formulation and BDP implementation including GAD plans Resolution No.: Date of Approval:
Municipal resolution expanding MDRMMC membership to include CDD
volunteers/representative Resolution No.: Date of Approval:
No. of CDD Volunteers as members of MDRMMC:
Male: _______ Female _______
Support to KC-NCDDP Implementation
Allocation of LCC SB Resolution No.: Date of Approval:
Opening of Municipal Trust Fund Account No.: Date Opened:
KC-NCDDP Municipal Office Address:
Equipment provided for KC-NCDDP?:
if yes, attach list of equipment provided with information on
1. Equipment/Item Name/Type
2. Quantity
3. Date Provided
4. End-user
5. Functionality
Provision of KC-NCDDP Municipal Office and Equipment
Provision of personnel (including MCT, Municipal Database Encoder and No. of LGU paid Staff provided for KC-NCDDP: (attach list of Staff with
GAD Focal Person) designation)
 Assist community volunteers in KC-NCDDP procurement and Fiduciary
processes No. of TAs provided: (attach list of Activities with dates)
TRANSPARENCY
Available Information on the State of Municipality
Income and Expenditure Location of Posting: Date Posted:
Budget and data used for formulating the budget Location of Posting: Date Posted:
LGU Plans and Activities Location of Posting: Date Posted:
PARTICIPATION
NGO/PO engaged and represented in MDRRMC No. of NGO/PO accredited:
Total No. of NGO/PO representatives in MDRMMC:
Male _____ Female _____
Total No. of NGO/PO representatives in LSB:
Male _____ Female _____
(with Percentage vis-à-vis total composition)
Representation of highly marginalized/vulnerable groups in MDRRMC and
BDRRMC (Pantawid, IPs, Pantawid representative:Male ____ Female ____
Women, Youth, Elderly, PWD) IPs representative: Male ____ Female ____
Women representative: Male ____ Female ____
Youth representative: Male ____ Female ____
Elderly representative: Male ____ Female ____
PWD representative: Male ____ Female ____
(attached list of representative)
Regular LGU-CSO consultation and dialogue No. of consultations conducted:
(include dates conducted)
Conduct of participatory review and assessment of the gender No. of reviews/assessments conducted: (include dates
responsiveness of GAD Plans and GAD-funded projects conducted)
NGO participation in project implementation and monitoring No. of NGOs involved in activities: (include dates conducted)

Name and Signature of Area Coordinator Name and Signature of Municipal Area Coordinator
Grievance Redress System (GRS) Intake Form
 Grievance and PINCOs Resolution Sheet

A. Grievance Resolution Sheet

Note: This serves as an attachment to intake form.

 Grievance and PINCOs Resolution Sheet

A. PINCOs Resolution Sheet

Note: This serves as an attachment to intake form.

 ANNEX 8 – Indicator Tracking Table (ITT)
………………………………………………………………………………………………………………………………………………………..

Program Indicator Tracking Table

Level: (Regional, National)
Reporting Period: (Date, specific quarter, year)
Indicator Baseline LoP LoP % of LoP Annual Year to % of Q1 Reporting Period Q2 Reporting Period Q3 Reporting Period Q4 Reporting Period
Date Value target actual target Target date annual Target Actual % of Target Actual % of Target Actual % of Target Actual % of
actual Target Target Target Target Target
PDO Indicators
% increase in access to
roads, education, health
centers and water
(major KC investments)
in KC-NCDDP
municipalities

% of households in
NCDDP municipalities
with at least one
member attending
regular Barangay
Assemblies

% of members from
marginalized groups
(women and IP) in KC-
NCDDP municipalities
who attend regular
Barangay Assemblies

% of members from
female headed
households KC-NCDDP
municipalities who
attend regular barangay
assemblies
% of members from IP
households in KC-NCDDP
municipalities who
attend regular barangay
assemblies

Intermediate Outcome Indicators

Component 1: Barangay (community) Sub-grants for Planning and Investment

% of NCDDP
community sub-
projects
completed in
accordance with
technical plans,
schedule and
budget

% of female
participation in
NCDDP paid labor
component
during sub-project
implementation

% of barangays
with isolation
units in
accordance with
health protocols

% of barangays
with organized
and trained
Barangay Health
Emergency
Response Team
Component 2: Local capacity building and implementation support

% of NCDDP
municipalities
with municipal
poverty reduction
plans prepared in
accordance with
NCDDP
participatory
process

% of NCDDP
municipalities
with increased
membership of
POs & CSOs in
local
development
councils

Number of KC-
NCDDP
municipalities
with staff trained
in close
coordination with
DILG using the
Local Governance
modules.

Number of
barangay local
government units
trained on
community-based
emergency
response and
recovery
Component 3: Project administration, monitoring and evaluation

% Grievances
registered related
to delivery of
project benefits
addressed

MIS providing
necessary
information in a
timely fashion to
measure project
effectiveness and
results

Number of
NCDDP studies
regarding
effectiveness and
outcomes
completed

Issuance of joint
DILG-DSWD
Memorandum
Circular on
participatory local
development
guidelines
(Yes/No)
Indicators Tracking Table (ITT) Guide

A. Purpose and Compliance

• The ITT is an important data management tool for recording and monitoring indicator
performance. It informs program implementation and management, tracking progress
towards specific targets for better transparency and accountability within and outside the
KALAHI-CIDSS NCDDP-AF.
• ITT is attachment to the quarterly and annual reporting.
• The ITT can be formatted at spreadsheet.
• Rule of the thumb every indicator with greater or lesser than 10% variance should be
discussed in the narrative report.

B. ITT Format
• The ITT is designed and managed in an Excel worksheet that contains all of the indicators.
Excel formulas should be embedded in some cells of the ITT worksheet. These formulas
make automatic calculations (e.g. percentages) and therefore reduce the amount of data
that must be entered manually. However, even with the help of formulas to automatically
calculate, it is important to be careful that the data has been calculated as intended. If
there are problems with the formulas, sometimes there is a need to re-enter them. If
necessary, seek the assistance of someone experienced with Excel.
• As the ITT mirrors the Results Framework, the listed objectives and indicators in the
worksheet should remain the same throughout the life of the program.

C. ITT Completion – Overall Reminders

• Data reported in the ITT should be confirmed for the reporting period, and not made up
of estimates or guesses. If you are confused about what an indicator means or how to
report on it, refer to the KALAHI-CIDSS NCDDP AF Comprehensive M&E plan (Annex 3).
• Values for indicators should be numeric with descriptions reserved for the narrative
report.
• Remember that “0”, “NA” and “UK” all mean different things. Entering “0” means that no
progress was made against an indicator for the given time period. If your program does
not measure an indicator for a given time period (e.g. no target was set), enter “NA” (not
applicable). Only enter “UK” (unknown) for instances where an indicator target has been
set, but the indicator cannot be measured due to missing or unreliable data (e.g. the M&E
system may not be in place yet).
• For indicators that are measured in percentages, enter the numerator and denominator
as a ratio and then format the cell as a percentage (e.g. 50 per cent, not 0.5). This ensures
that all of the relevant data is entered into the ITT.
• A new ITT worksheet should be added for each new project/programme year as needed.
D. ITT Content
• Indicator – set indicators from the NCDDP-AF Results Framework
• Baseline date/value – The baseline is the current data as of end of December 2020 (this
can be obtained from PIMS). Enter the date of the program baseline and value for this
indicator. If a baseline has not yet been conducted but is planned, leave this blank. If no
baseline will be conducted or no data is required for a particular indicator, write “NA” (for
“not applicable”).
• Target - Targets should be set for each quarter and are usually entered into the indicator
tracking sheet during the same time period as the planning of the annual project budget
for the next year. If the indicator does not measure (set a target) an indicator for a
respective quarter, enter “NA” not “0”.
• Actual - Enter the actual indicator value for the current reporting period. Enter only
accurate data, not estimated data. Entering “0” means that no progress was made against
an indicator for the given time period. If the given quarter does not measure this indicator,
write “NA”. Enter “UK” (unknown) for instances where an indicator target has been set,
but the indicator cannot be measured due to missing or unreliable data.
• Percentage of target – This cell has a formula to automatically calculate the percentage
of the target that was actually achieved by the indicator during the reporting period (by
dividing actual by the target). Double check to make sure that the percentage is accurate,
and that the formula is working correctly.
• Year to date actual – This value will change each quarter there has been indicator
performance. Depending on the indicator, you may want to create a formula to tabulate
this automatically.
• Percentage of annual target – This cell has a formula to automatically calculate this value
by dividing the Year to date actual by the Annual target.
• Life of project (LoP) target - LoP targets are the fixed target from the Results Framework.
All LoP targets should be included in each annual indicator tracking sheet.
• Life of project (LoP) actual - This value will change each quarter there has been indicator
performance. Depending on the indicator, you may want to create a formula to tabulate
this automatically.
• Percentage of LoP target – This cell has a formula to automatically calculate this value by
dividing the actual to date by the life of program target. Double-check to make sure that
this is the accurate percentage, and the formula is working correctly.
 ANNEX 9 – Reporting Template16
…………………………………………………………………………………………………

DEPARTMENT OF SOCIAL WELFARE AND DEVELOPMENT

KALAHI-CIDSS
___ Quarter 20__ Progress Report

[ Fill-in the basic information. ]

Location : Name of the Region or National

Reporting Period : Quarter, Year

Report Compiled by: : Name of the M&E Officer who compiled the report

Report Approved by: : Name of the Program Manager/ Regional Director

Date Submitted: : Submission date

Executive Summary
[ Briefly describe in points the accomplishments during the reporting period that could be shared
with the program stakeholders.]

I. Program Reach (Per Modality)

[ This includes the presentation of the program accomplishment. Briefly describe the information in
the table. Make sure the information/data in the table is consistent with the narrative.]

Modalit TARGETS ACTUAL VARIANCE REASONS FOR

y [ Total no. of [ Total no. of [Difference between VARIANCE
targets for actual for Target and Actual [waived/disengaged/et
municipality and municipality and municipality/baranga c.]
barangay per barangay per y]
modality] modality]

Municipalit Barangay Municipalit Barangay

y s y s

NCDDP-
AF
(Group_
)

KKB-
BP2P

PAMAN
A 2021

16
This reporting template will utilize by NPMO to consolidate all the projects and modalities. This report will
be streamlined upon submission to the World Bank that focused only in NCDDP AF.
 II. Summary of Accomplishments
A. Physical Accomplishment
i.Social Preparation, Capacity Building, and Implementation Support for NCDDP-AF
ii.Participation of Community Members

(Per Modality)
Table 1: Status of Community Participation (Sex-Disaggregated) through implementation of Sub-projects as
of _____________
No. of No. of
Gender Indicators Total
Female Male
KC NCDDP - AF
Percentage of women's participation during the project development workshops
for the implementation
Number of women with paid labor reported
Percentage of women’s participation in paid unskilled labor for the
implementation
Percentage of members from female headed households KC-NCDDP municipalities
who attend regular barangay assemblies
KKB-BP2P
Percentage of women's participation during the project development workshops
for the implementation
Number of women with paid labor reported
Percentage of women’s participation in paid unskilled labor for the
implementation
Percentage of members from female headed households KC-NCDDP municipalities
who attend regular barangay assemblies
PAMANA 2021
Percentage of women's participation during the project development workshops
for the implementation
Number of women with paid labor reported
Percentage of women’s participation in paid unskilled labor for the
implementation
Percentage of members from female headed households KC-NCDDP municipalities
who attend regular barangay assemblies

(FOR NCDDP - AF)

Table 2: Total Status of Community Participation through implementation of NCDDP-AF Sub-project as of
___________

Location Total No. Capacity Total No. of Total No. of No. of female
(National - building Conducted community No. of barangay local participation in paid
itemized per volunteers BHERT government labor during sub-
region, regional trained trained units trained project
itemized per implementation
municipality)

Regional Community
 (Per Modality)
Table 3: Total Household Beneficiaries Benefit from Completed Sub-Projects as of __________

Modality Direct Indirect

KC-AF

KKB-BP2P (Families)

PAMANA 2021

B. Community Implementation of Sub-Projects (Per Modality)

i.Overall Status
Table 4: Status of Implementation –Total Funded and Completed SPs per Modality as of
__________
Modality Total Total % Annual SPs Completed from % SPs
Funded Completed Completed Targets Annual Target Completed
from Annual
Targets

KC-AF

KKB 2020

KKB-BP2P

PAMANA
2020

PAMANA
2021

ii. Community Grants (For AF only)

Table 5: Top Ten Funded SPs as of ________ by Type

Sub-Project Type Number of SPs Sub-Project Cost (PhP) Actual Household Beneficiary

Total
 iii. Status of SPs Funded (Per Modality)
Table 6: Status of Community SPs as of _______, by Cycle
Modality Year/ Completed % Completed Ongoing Not Yet Damaged Waived Total
Batch/Group Started
KC-NCDDP AF
KKB 2020

KKB-BP2P
PAMANA 2020
PAMANA 2021
Total

iv. Sustainability Evaluation of SPs (Remaining for NCDDP/for AF/Makilahok)

Table 7: SPs with SE Results as of _______

Project Total SPs Total SPs % of SPs SPS with % of SPs with SE and Average
Eligible for SE with SE with SE Satisfactory Rating Satisfactory Rating score
NCDDP
MAKILAHOK
NCDDP-AF

(FOR NCDDP - AF)

Table 8: Accountability Reviews (AR) Conducted as of ______
Barangay AR Municipal AR

C. Grievance Redress System (Per Modality)

Status of GRS and any significant grievance or feedback to raise.
Table 9: Grievances Received as of ____________, by Type (Cumulative)
Nature On- going Pending Resolved Total
Type A
Type B
Type C
Total

Table 10: Grievances Received as of ____________, by Type (Annual from January to present)
Nature On- going Pending Resolved Total
Type A
Type B
Type C
Total
 D. Safeguards Updates (NCDDP AF only)
i.Environmental Safeguards
• Summary of Environmental Compliance
Table 11: Environmental and Safeguards Compliance as of ____________
No. of SPs With CNC With ESMP % with ESMP

ii. Social Safeguards (NCDDP AF only)

1. Validation of KALAHI-CIDSS SPs in IP areas
Table 12: Validation of SPs in IP Areas as of ____, by Province/ Municipality
No. of SPs in IP No. of SPs submitted for No. of Validate d SPs % Validated

b. Status of CP/CNO (NCDDP AF only)

Table 13: Status of CP/CNO Issuance as of _____
No. of Validated SPs No. of CP issued No. of CNO issued Total with CP/ CNO % of Validate d SPs with CP/CNO

c. Compliance with Land Acquisition, Resettlement and Rehabilitation (LARR)

Requirements (NCDDP AF only)
Table 14: Tenurial Instruments by Land Ownership
Tenurial Instruments as of ___ (Previous Quarter) as of ___ (Current Quarter)
Total

E. Financial Accomplishment
i.Available Resources for KALAHI-CIDSS (per modality)
Table 15: FY ___ Available Resources, KC NCDDP
Particular IBRD GOP Total
Total

ii. Interim Financial Report for World Bank (Loan-NCDDP - AF)

Table 16: IBRD Fund Utilization over CY (year) Plan against Actual Disbursement in PhP, (period covered)
Expense Category Planned Disbursement (a) Actual Disbursement (b)
Component 1
Component 2
Component 3
Total
Disbursement rate (b/a) %
Table 17: Overall Loan Utilization (in Million), as of (period covered) (Loan-NCDDP-AF)
Disbursement
Expenditure Category Ceiling Actual Balance
(%)
US$ PhP US$ PhP US$ PhP US$ PhP
Good, Non- Consulting
Services, Consultant’ s
Services, Training,
Operating
Cost

Sub-Grants
Total

iii. Cash forecast for the next quarter per component (Loan-NCDDP -AF) in Million

Table 18: Cash Forecast for the quarters ending (quarter end) and (quarter end)
Expenditures Amount in PhP
COMPONENT 1
Sub-project Investments
CEAC
COMPONENT 2
Non-consulting Services
Trainings and Workshops
Operating Costs
COMPONENT 3
Goods
Non-consulting Services
Trainings and Workshops
Operating Costs
OVERALL TOTAL (PhP)
USD EQUIVALENT
III. Implementation Issues and Challenges (all modalities)
[This section includes the bottlenecks encountered in the implementation, lessons learned and
facilitating factors for success to achieve the program outcomes and objectives.]

A. Implementation Issues, Concerns and Challenges

• NCDDP AF
• PAMANA
• KKB (Balik Probinsya Bagong- Pag-asa Program)
• Others
B. Lessons Learned
• NCDDP AF
• PAMANA
• KKB (Balik Probinsya Bagong- Pag-asa Program)
• Others
C. Success Factors
• NCDDP AF
• PAMANA
• KKB (Balik Probinsya Bagong- Pag-asa Program)
• Others

IV. PLANS FOR THE NEXT PERIOD/QUARTER

[Ways forward for the next quarter or year]
• NCDDP AF
• PAMANA
• KKB (Balik Probinsya Bagong- Pag-asa Program)
• Others

V. ANNEXES
• Indicators Tracking Table
• Finance: (For NPMO compliance)
1. Cash Forecast for the next quarter
2. Designated Account Activity Statement
3. LBP Bank Statement
4. Bank Reconciliation Statement
5. Status of Sources and Uses of Funds in US$ and PhP
6. Variance Analysis of Use of Funds, all source in US$ and Php
a. Variance Analysis of Use of Funds, IBRD in US$ and PhP
b. Variance Analysis of Use of Funds, GOP in US$ and PhP
Section 2: Supplemental Guides
…………
 ANNEX 10 – Geotagging Web Application Guide
…………………………………………………………………………………………………


GEOTAGGING WEB
APPLICATION (GTWA)
GUIDE
For New, On-Going and Completed Sub-Projects

Version: 2021

Main Contents
Part 1: : Fundamentals of Geotagging
Part 2: : Protocols on Conducting Geotagging
Part 3: : User Roles and Responsibilities
Part 4: : Using the Geotagging System
Part 5: : Frequently Ask Questions
Part 1:

Fundamentals of
Geotagging
…………

I. Introduction
…………………………………………………………………………………………………

Geotagging Web Application (GTWA) is one of the two most helpful tools together with the PIMS used
by KALAHI-CIDSS National Community-Driven Development – Additional Financial (NCDDP-AF)
implementers. At various levels, geotagging was installed to monitor the progress of the
implementation concerning achieving Performance Indicators and providing Technical Assistance, and
making decisions. Several initiatives were spearheaded by the Monitoring and Evaluation Unit in
coordination with other sectors to capacitate and draw buy-in amongst project staff to maximize the
use of PIMS and geotagging web application.

Data gathered from geotagging surveys use to manage community-driven projects in Kalahi-CIDSS
NCDDP areas. They are overlaid with other geographic information such as administrative boundaries,
rivers, roads, elevation, fault lines, flood, and others to create thematic maps that give a visual
overview of the existing sub-project situation.

II. Purpose of Geotagging

…………………………………………………………………………………………………

1. For completed Kalahi-CIDSS sub-projects: to identify geographically the access,

location and influence areas of completed sub-projects.
2. For proposed/on-going Kalahi-CIDSS sub-projects: to identify proposed/ on-going sub-
projects that are within or near high-risk sites.
3. More effective operational monitoring of sub-projects and major activities like
capacity building activities and barangay assembly.
4. To share gathered data to DSWD stakeholders through a web-based GIS mapping
application which would lead to a better situation analysis at the field level.
5. To engage the community to crowd source geographic information relevant to their
locality and to the program
 6. To overlay the geo-tagged data to existing GIS data sets of other poverty reduction
programs of DSWD and of different national agencies thereby allowing more
comprehensive development analysis

III. Principles of Geotagging

…………………………………………………………………………………………………

The term “geotagging” was coined to describe a GPS-enabled devices such as smart phone, PC tablet
and camera that are capable to receive satellite signals to determine the actual location where photo,
audio, video and SMS where captured.

1) GPS (Global Positioning System)

GPS or Global Positioning System is usually used in land surveying, aviation, military and other
applications where the determination of exact location is needed. As of today, there are about 30
active satellites which orbit the earth and transmit signals to enable the exact location of a GPS
receiver. There are facilities located in different countries that track the GPS satellites, monitor their
transmissions, perform analyses, and send command and data requested by GPS users to satellites.
Thus, anyone holding a GPS receiver and standing in an unobstructed view of the satellites can acquire
exact locations with the aid of control facilities.

Nowadays, various GPS receivers are used. These are:

1) GPS Navigation Device
2) GPS modules that need to be connected to a computer to be used
3) GPS loggers/tracking that record trip information
4) GPS Phones, GPS Tablet and GPS cameras, in which GPS is a feature rather than the main
purpose of the device.
 FIGURE 1.1 An image showing how a GPS receiver interacts with the satellites to acquire exact location of user

Figure 1.2 An image showing how a PC tablet/Geo-tagging device interacts with the satellites to acquire exact
location of user

In collecting location data of KALAHI-CIDSS sub-projects, the program opted to use the 4th from the
above list, also known as geo-tagging device. Due to massive use of smart phones and PC tablets, GPS
receivers are built into mobile devices with different degrees of signal sensitivity. Figure 1.1 and 1.2
illustrate that all kinds of GPS receivers use radio signals from satellites to get location information.
However, geo-tagging devices like GPS phones and tablets can use additional network resources in
time of inadequate signal condition.
 2) A-GPS (Assisted GPS)

A surveyor may use the capability of A-GPS in a geo-tagging device especially in places where radio
signals from satellites are very poor. An example of this is when a GPS receiver is used in vehicles,
under the canopy, close to high buildings or if a determination of exact location is impossible.
Instead of getting location information directly from the satellites, A-GPS can acquire location
information through the use of the internet.

Figure 1.3 An illustration of how A-GPS downloads information from the satellites and transmits
them into user’s geotagging device

Compared to Figure 1.1, Figures 1.2 and 1.3 demonstrate that geo-tagging devices have the
capability to use both its GPS and A-GPS capabilities. Nevertheless, A-GPS operations cost money as
they use data connection provided by the network operators like Globe, Sun and Smart.
 Table 1: Variability of GPS and A-GPS operations
A-GPS GPS

(Assisted Global Positioning System) (Global Positioning System)

Source of Radio signals from satellites and
triangulation assistance servers e.g. mobile
network cell sites
information:
Speed: A-GPS devices determine location
coordinates faster because they
have better connectivity with cell
sites than directly with satellites.
Radio signals from GPS satellites
GPS devices may take several
minutes to determine their
location because it takes longer to
establish connectivity with 4
satellites.

Reliability: Location determined via A-GPS are GPS devices can determine
slightly less accurate than GPS location coordinates to within 1
meter accuracy

Cost: It costs money to use A-GPS GPS devices communicate directly

devices on an ongoing basis with satellites for free. There is no
cost of operation once the device
because they use mobile network is paid for.
resources.

3) Sources of Errors in GPS

Acquiring and tracking satellite signals are sometimes challenging that may cause GPS operation
results to be inaccurate. Below are several factors that have to be taken into account in acquiring GPS
locations.

a) Adequate number of fix satellites

For the usual hand-held GPS receivers, the minimum number of satellites that should be fixed
to give information about the location is 4. On the other hand, because geotagging devices
have lower performance parameters than other GPS devices, mobile phones and tablets
require a user to see more than 10 satellites to acquire an accurate location.

b) Positioning of satellites
From the view of the user holding a GPS receiver, satellites should be very well dispersed over
the space to determine accurate location. If satellites are arranged in one direction or more
satellites are clustered in one position, then error may be up to 100 meters.

c) Reflected and blocked off signals

If the GPS receiver is used inside a vehicle or building, near a high structure or under a canopy
just like in Figure 1.5, some of the signals will be blocked off. The acquisition of location is
possible but mostly inaccurate. DOP or Dilution of Precision values should be low to get an
accurate location.
d) Clock inaccuracies
Time discrepancy between the GPS receiver’s clock and satellite clock can also distort results.
In reality, the universal time and GPS have an offset of 15 seconds that is why standard GPS
devices and geo-tagging devices may produce distorted information such as location, speed,
time and distance.

Figure 1.4 An illustration of how users can acquire inaccurate GPS results
Part 2:

Protocols on Conducting
Geotagging
…………

I. Frequency of Geotagging
…………………………………………………………………………………………………

Under the Additional Financing, the Frequency of Geotagging has two primary geotagging
monitoring components: (A) Request for Fund Release and (B) Operations Monitoring.

A. Request for Fund Release

During the sub-project implementation, the Area Coordinating Team (ACT) and Municipal
Coordination Team (MCT) will perform geotagging activities. Regional M&E will collect the geotagged
images in compliance with their arrangements or during a scheduled monitoring visit or TA in the
project area. Table 2: Required Geotagged Photos shall follow:

Table 2: Required Geotagged Photos for RFR

Stages Required Photos
st
Request for Fund Release (RFR) 1 tranche Proposed sub-project site. (See Table 3)
RFR 2nd tranche 70% of the SPI and photos of other non-
infrastructures SPs
Sub-project completion/During the Sub-project completion
Inauguration
Every 6 months completion and every Physical status of the SP as to date.
year thereafter (Sustainability Evaluation
Test)

During the first tranche, majority of the geo-tagged photos will include unoccupied lots.
 Figure 1.5 SAMPLE OF GEO-TAGGED IMAGE FOR FIRST TRANCHE

The Table 3 outlines the required photos for the Request of Fund Release (RFR) 1st tranche per type
of sub-projects:

Table 3: Photos Required for RFR 1st Tranche

Type of Sub-project Required Photos
Vertical Infrastructure
New At least three (3) photos of the proposed site,
Buildings taken from different angles, for sites that are not
ideal for standard plans.

One (1) photo for sites that are ideal for standard
plans.
Repair At least one (1) photo each of the perspective,
front, sides, rear and interior views
Horizontal Infrastructure
Roads New At least one (1) photo each of the starting station,
mid-section, end station and critical sections.
Repair At least one (1) photo each of the starting station,
mid-section, end station, critical sections and
sections for repair.
Bridges New At least one (1) photo each of the approaches
from both ends, and the span to be covered
Repair At least one (1) photo each of the approaches
from both ends, the span to be covered, critical
sections to be repaired
Safe/ Potable Water New At least one (1) photo each of the location of the
Supply System water source, and major items of works such as
reservoirs, tanks, tap stands, etc.
Repair At least one (1) photo each of the location of the
water source, major items of works such as
reservoirs, tanks, tap stands, etc., and critical
sections to be repaired.
Irrigation/Drainage New At least one (1) photo each of the starting station,
Systems mid-section, end station and critical sections.
 Repair At least one (1) photo each of the starting station,
mid-section, end station, critical sections and
sections for repair.
Livelihood Projects No photo required.
Cash For Work/ Food for Work No photo required.
Conduct of information, education and No photo required.
communication activities (IEC) and
capacity building activities and training

For infrastructure sub-projects that will request the 2nd Tranche, the requirements are physical
progress geotagged photos equivalent to 70% accomplishment and approved variation order,
reflecting the 10% contingency fund utilization. The non-infrastructure sub-projects such as Cash for
Work, Food for Work, Capacity Building, and IEC conduct may require specific photos. See Table 4:
Photos Required for RFR 2nd Tranche.

Table 4: Photos Required for RFR 2nd Tranche

Type of Sub-project
Infrastructure Projects
Livelihood Projects
Cash for Work/ Food for Work
Conduct of information, education and
communication activities (IEC) and
capacity building activities and training
Required Photos
70% of the SP construction progress
Photo of the actual conduct and output
Photo of the beneficiaries of the Cash Aides,
and/or Food-for-Work sub-project schemes
Photo of delivery and actual conduct of training

Under the Additional Financing, the geotagging for Sustainability Evaluation Test is conducted until
the project ends. After the project, SET shall be the responsibility of LGU. For more information, see
the Asset Booking and Engineering Guidelines. Lastly, when in doubt about the geotagged photos,
consult the Engineering and Finance team for guidelines.

B. Operations Monitoring

To monitor and report on the sub-project implementation in real time, the following geotagged
images will be generated.

Table 5: Sub-project Implementation Progress Monitoring

(Physical Progress Implementation)
Sub-Project Implementation Required Physical Progress
Monitoring

SPI Progress 1 15% in place

SPI Progress 2 50% in place
SPI Progress 3 80% in place
Random Monitoring Photos requested by the Engineer

Under the Additional Financing, enhancement of the monitoring of sub-project allows real-time
progress monitoring. Table 5: Sub-project Implementation Progress Monitoring will guide the ACT and
MCT in geotagging the actual progress of the implementation. The random stage allows for the
Engineers to check the sub-project implementation at any given time.

C. Notes in Capturing Images

Before capturing geo-tagged photos, make sure to double check first the following guides:

1. Ensure that uploaded photos have no watermarks since it obstructs the full view of the sub-
project

2. Avoid obstructions such as vehicles, walls, posts and people in capturing geo-tagged images
of sub-projects.
3. Capture whole SP in the frame

4. After each capture, play photos back and check whether the image quality has location in it
and the quality is good. This prevents the surveyor to go back to the site and repeat geo-
tagging activities.
Part 3:

User Roles and

Responsibilities
…………

I. User Roles and Responsibilities

…………………………………………………………………………………………………
The following are the responsibilities and roles in the conduct of geotagging from area coordinating
team to regional program management office to national program office. The tasks may change in
accordance to context and unexpected events occur.

Table 6: User’s Roles and Responsibilities

USER LEVEL ROLES and RESPONSIBILITIES
AREA COORDINATING TEAM/ MUNICIPAL COORDINATING TEAM
Area Coordinator / 1. Generate and review encoded data in the SPI Master list.
Municipal Area 2. Overall in-charge of the geotagging web app as team leader at the
Coordinator ACT/MCT level.
3. Ensures that ALL data encoded in the GTWA are complete, correct,
and updated.
4. Ensures that all data related to Safeguards, Land Acquisition, Sub-
project Completion Report and Closure Information are complete,
correct and updated.
5. Cascades to the concerned ACT/MCT staff specific data which
needs to be updated/corrected
Technical Facilitator 1. Responsible for adding and deleting SPs (Please ensure that
reference for encoding is the final and approved MDRRM
Resolution).
2. Ensures that all data related to Physical progress and Physical
targets are complete, correct, consistent, and updated.
3. Conducts geo-tagging and uploads geo-tagged photos (While
geotagging of SPs is a primary responsibility of the Technical
Facilitators, geotagging is still a team activity. AC, CEF, MFA and
MCT staff must still conduct geo-tagging of SPs when having field
visits and monitoring activities).
 4. Together with rest of the ACT, provides orientation and Technical
Assistance to MCT, Community Volunteers and M/BLGU on how
to geotagged sub-projects.
Municipal Financial 1. Ensures that Financial Information and Tranche Releases are
Analyst complete, correct and updated.

Community 1. Together with AC/MAC, ensure that all data related to Safeguards,
Empowerment Land Acquisition and Closure information in his/her assigned
Facilitator (if available) barangays are complete, correct and updated.
and members of MCT 2. Conducts geotagging and upload geotagged photos.

REGIONAL PROGRAM MANAGEMENT OFFICE

Monitoring and 1. Overall in-charge of monitoring of GTWA.
Evaluation Unit 2. Provide technical assistance to RPMO and ACT with regards to
GTWA encoding issues and concerns.
3. Configure registered accounts both for ACT and cluster-based
staff.
4. Conduct regular monitoring and provides regular tracking of
encoding issues and concerns to RPMO and ACT.
5. Regularly generate SPI Master list with BTF.
Social Development Unit 1. Ensure that Safeguard information and other process related
information are updated and reflects the correct data
Finance Unit 1. Ensure that BTF is updated, and other finance related information
are updated and reflects correct data.
2. Correct tagging of fund source of SPs is ensured.
Engineering Unit 1. Provide TA on the standards and proper protocol on how to get
single shot images and other required photos of SPs.
2. Ensure that no discrepancies on physical accomplishment status
between the GTWA and ACT/MCT data are present.
3. Review and approve uploaded geotagged photos (Google Sheet
will be shared as reference for disapproved photos)
4. Ensure that physical status, physical accomplishment, and other
technical related data are updated on-time.
NATIONAL PROGRAM MANAGEMENT OFFICE
Monitoring and 1. Overall in-charge of monitoring of GTWA.
Evaluation Division 2. Provide technical assistance to RPMO with regards to GTWA
encoding issues and concerns.
3. Configure registered accounts both for RPMO, ACT, MCT and
cluster-based staff.
4. Conduct regular monitoring and provides regular tracking of
encoding issues and concerns to RPMO, ACT and MCT.
5. Regularly generate SPI Master list with BTF. However, it may vary
for the contractual work.
Social Development 1. Ensure that Safeguard information and other process related
Division information are updated and reflects the correct data.
Finance Division 1. Ensure that BTF is updated, and other finance related information
are updated and reflects correct data.
2. Correct tagging of fund source of SPs is ensured
Engineering Division 1. Ensure that no discrepancies on physical accomplishment status
between the sub-projects and encoded data in the GTWA.
2. Review and monitor the uploaded geotagged photos.
3. Resolve issues/ tickets raised in PIMS ticketing system.
4. Ensure that physical status, physical accomplishment, and other
technical related data are updated on-time.
5. Provide TA on the standards and proper protocol on how to get
single shot images and other required photos of SPs.
Part 4:

Using the Geotagging

Web Application
…………

I. Account Registration
…………………………………………………………………………………………………

The person-in-charge in Geotagging shall have an account register to Geotagging Web Application
(GTWA). The GTWA can be accessed here link: https://geotagging.dswd.gov.ph

1.1. To register - just click log-in (located at the uppermost right of the webapp)

1.2. Click Register a new membership

1.3. Completely fill-out the Registration Form with the required data. (For DSWD staff: use the
official email address and other personnel: use the personal and existing Gmail account)

Password must contain alpha and numeric characters. After the registration for the respective NPMO
or RPMO M&E Officer in-charge of database of the username (Gmail account) and area of assignment
for the approval and configuration of your account.

II. System Access

…………………………………………………………………………………………………

1. Log in by the registered account.

2. To log out click the users button located at the upper right of the web app. Ensure to log
out properly when the system is not in used.

III. System Menu and Features

………………………………………………………………………………………………
5. Advance Filter Section

For specific SP for a specific modality and specific location, you may use the advance filter section,
fill it out with your desired information and click
6. Download Section

Click to see
the list of data/ information
that can be generated from the
GTWA.

7. List of Sub-projects

1. Photos- Click to upload geotagged photos

2. Details- Click to view SP details

3. Edit- Click to update SP information

IV. Geotagging Web Applications Data Field
………………………………………………………………………………………………

The Table 7 serves as guide in filling up the information in the interface of GTWA.

Table 7: GTWA Data Field Guide

Data Field Data/ Information Needed
BASIC SP INFORMATION (c/o Technical Facilitator)
Project Click dropdown menu and select appropriate data from the
selection (M&E unit will issue advisory once concurred by
the NPMO)

ERFR Sub Project ID Once SP is encoded in the E-RFRs, unique sub-project (SP)
ID for every SP will be generated (Encoding of SPs in the e-
RFRs is required prior to encoding in the GTWA)

Sub-project Name Please refer to the Municipal Resolution for the list of final
and approved SPs

Project Type Please refer to SP types at Engineering classification.

Cycle Click dropdown menu and select appropriate data from the
selection

Mode Click dropdown menu and select appropriate data from the
selection
Fund Source ‘WB’ for KC-NCDDP AF funded SPs
‘PAMANA’ for PAMANA funded SPs
Region Select the Region
Province Select applicable data for your province
Municipality Select applicable data for your municipality
Barangay Select applicable data for your barangay
Sitio Encode Sitio if there is any.
NCDDP Grouping Click dropdown menu and select appropriate data from the
selection
4th Call Put details if necessary.
Purely local Put details if necessary.
counterpart
contribution (LCC)
Incentives Put details if necessary.
From Saving Put details if necessary.
LGU-led Tick if applicable
Other Covered Applicable only for clustered SPs. If so, tick other barangays
Barangays covered (Available when record has already been saved)
FINANCE INFORMATION (c/o Municipal Financial Analyst)
KALAHI-CIDSS Grant Input final grant amount based from the final and
Amount approved MDRRM Resolution
LCC Amount Will be generated automatically from e-RFRs once e-RFR SP
ID is inputted
LCC Actual Amount Input actual LCC amount provided by the LGU
Operation and Input O&M Cost based from the approved amount. If SP
Maintenance Cost has no O&M cost, put ‘0’
Multiple SPs in one(1) Tick only if applicable
RFR Check if yes
TRANCHE RELEASES BTF Data (c/o RPMO Finance)
Target Tranching Connected to BTF. Once updated by RPMO Finance, data
will reflect in the said fields
PHYSICAL PROGRESS INFORMATION (c/o TF)
Physical Status Click dropdown menu and select appropriate data from the
selection

** SPs with download but has not yet started its

implementation are already considered on-going
Required Dates Input actual start date, target date started/ target date
completion actual date/started actual date completion

**For Purchase only SPs, the start date is the first day of
delivery. All other SPs start date is the first day of
construction or works
Physical Input latest Physical Accomplishment
Accomplishment
**Updating of Physical Accomplishment should be done on
a weekly basis. RPMO generates data every Friday of the
week. Therefore, all updates after Thursday will reflect on
the next report generation.
Target Date of Input Target Date of completion based on plan
Completion
Date Completed Input date of Completion.

**Reference for date of completion is the date of Final

Inspection.
Physical Targets Select the first category depending on the type of SP.
Target Quantity should already be filled out once SP is
encoded in the system. Whereas, Actual quantity will only
be encoded right after SP completion.
Select unit depending on SP Type
Household Input actual data based from the Sub-project concept Form
beneficiaries or Sub-project Households Beneficiaries Form

**Include the breakdown for HH direct beneficiaries and

indirect beneficiaries
SUB-PROJECT COMPLETION REPORT (c/o AC)
Household and family This section will only reflect when SP has been declared
Beneficiaries complete. Input Actual number of Households and Families
beneficiaries based from the Sub Project Completion
Report Form
 SAFEGUARDS INFORMATION (c/o AC)
Necessary Tick applicable documents
Documents/ Permits
Accomplishment
Indigenous People Tick if applicable
Ancestral Domain Tick applicable fields
Status
Validation Status Tick applicable fields
Land Acquisition Tick applicable fields and specify number of documents
CLOSURE INFORMATION (c/o AC)
Has Scanned SPCR Tick only once document is submitted to Field Office
Has turnover Tick only once document is submitted to Field Office
Certificate
Has SET Tick only once SE is conducted and input latest SE rating
Has Marker n/a
Has Before Photo Tick only if there are available uploaded before photos
Has After Photo Tick only if there are available uploaded after photos
With Operation and Tick only of O&M group is in place
Maintenance Group
Close Account Tick once accounts are closed
Booked Tick Has Booking and input Date Booked
Has Exit Moa Applicable only for as-built SPs

V. Transferring the Geotagged Photos

………………………………………………………………………………………………

Data Transfer

Data captured on the field thru the GPS-enabled devices may go directly to your phone’s or tablet’s
gallery. Below are the suggested steps to transfer the captured single shot and panorama images to
your desktop/ laptop for uploading in the GTWA.
a. Create a folder in your laptop/ desktop where all geotagged photos will be hosted.
b. Use the name of the municipality as the main folder name.
c. Create sub-folders inside the municipality folder containing all its covered barangays and
SP Title (ex. Barangay Poblacion I Cash for Work). If barangay has multiple SPs, create
folders inside the barangay folder containing all SPs.
d. Inside Barangay or SP folder, create another sub-folder as repository of 1st tranche, 2nd
tranche, and completed photos. Create separate folder for sub-project implementation
monitoring.
e. After creating folders, you may now transfer all geo-tagged photos in its designated
location. Ensure that every image is properly renamed as well.
f. Always have back-up copies of the geotagged image.
VI. Uploading Geotagged Photos in GTWA
………………………………………………………………………………………………

1. To add photos in the GTWA, click the ‘ADD’ button.

2. Prior to encoding of sub-project details in GTWA, ensure that the sub-projects are encoded first
in the electronic request for fund release (ERFR).

3. Fill-out the Intake Sub-project Record with the available data up to the bottom part and click
‘Save’.

8. Deleting uploaded SPs in GTWA. At the most bottom part of the webapp, tick delete record.
Reason for deletion is required. Click save afterwards.
The wrongly encoded SPs should be deleted immediately. Otherwise, a justification letter prepared
by the Technical Facilitator and noted by the Area Coordinator will be required by the RPMO. Technical
Facilitators should be extra careful with regards to adding and deleting SPs from the GTWA since
NPMO generates report on a weekly basis. Once SP is already reported at their level and the
management, several justification letters will be required by the NPMO.

VII. Recommended Applications

…………………………………………………………………………………………………
Generally, the smart phones can automatically take photos and generate the precise GPS. Ensure that
the location is on when taking a photo of the sub-project implementation.

In cases that the GPS is not a feature of the phone, the surveyor can use any the following applications:

Figure 7.1. Recommended Geotagging Applications

Application Developer Purpose and How to use
-Used in establishing a GPS navigational signal.

-Enable first the GPS functionality of the device.

-This app is for outdoor use only.

GPS Status and Tools -GPS error should be between 0-5 meters
by MobiWIA
-Fix satellites should be more than 10 meters

** Do not proceed with geotagging if error are more

than 5 meters and fixed satellites are less than 10.
Otherwise, location of the photos will be inaccurate
and you will repeat the same process in geo-tagging
your SPs.

-Used in recording tracks and waypoints.

-Don’t forget to click “My Location” icon first

and tick on “GPS satellites” before recording a
track.

-Click the “Start” button to start the recording.

-Click the “Stop” button to end the recording.

My Tracks by Google
-Save your recorded track.

-Rename it if necessary.
-To get/insert a waypoint:

Click on the “Marker” icon while recording.

Type the name, type and description of the

marker.
 Click “Add”.

-Used in acquiring geo-tagged single shot

images.
Camera ICS+
-Go to Camera Settings first.

-Turn on the store location tab.

-Used in acquiring geo-tagged panoramic (360°)

DMD Pano images.

The above applications are only suggested. The surveyors may use other applications but ensure that
the quality of the output is still within the standards set by the program. Hence, any smart phones or
tablets with GPS and camera are sufficient enough to take geotagged photos. Make sure the GPS is on
while taking photo, this will automatically tagged the location of the sub-project.
Part 5:

Frequently asked
questions
…………

What are the frequent asked questions?

…………………………………………………………………………………………………

Q: How frequent do we geotag SP’s?

A: 1. ACT/MCT shall conduct geotagging activities during:
Required Geotagged Photos for RFR
Stages Required Photos
st
Request for Fund Release (RFR) 1 tranche Proposed sub-project site. (See Table 3)
RFR 2nd tranche 70% of the SPI and photos of other non-
infrastructures SPs
Sub-project completion/During the Sub-project completion
Inauguration
Every 6 months completion and every Physical status of the SP as to date.
year thereafter

A. 2. ACT/MCT shall conduct geotagging activities to capture the progress of the

implementation:
Table 5: Sub-project Implementation Progress Monitoring
Sub-Project Implementation Required Physical Progress
Monitoring
SPI Progress 1 15% in place
SPI Progress 2 50% in place
SPI Progress 3 80% in place
Random Monitoring Photos requested by the Engineer

Q: Is there are limit to the number of images I need to capture and upload?
A: Minimum= 4 images (with exemption for SP billboards)
Maximum= none
Q: What is the proper way of taking images, portrait or landscape mode?
A: Single shot images= landscape mode
Panorama images= either of the two

Q: Who should upload geotagged photos?

A: All members of the ACT are required to register in the geotagging web app. This means that
the CEFs and TFs should upload their geotagged photos using their personal registered
accounts. In the case of municipalities without hired CEF, TF will be the one to uploaded all
captured geotagged images.

Q: How do I geotag PPEs, Medicines, Amenities and other equipment?

A: Upon delivery of said goods, ensure that these are outside their boxes to ensure that these
are really available before taking single-shot images.

Q: How do I geotag livelihood/ skills training/ Capacity Building/ Conduct of Information Education
and Communications?
A: Ensure that there are single-shot images captured during the actual conduct of training and
proof of delivery.

Q: How do I geotag Cash for Work?

A: Ensure that there is/are photo/s of the beneficiaries of the actual Cash Aides, and/or Food-
for-Work sub-project schemes. Consult finance team when in doubt.

Q: Do I need internet connection in doing geotagging?

A: Generally, we don’t use internet connection during the conduct of geo-tagging since we
use radio signals from satellites to get location information. The smart phones has installed
GPS location. We ONLY USE DATA if the signal to communicate with satellites are inadequate.
Which is why it is very important to check first the fix satellites available and the number of
errors present thru the use of GPS Status application. We do not proceed until we get 10 or
more fox satellites and less than 5 errors.

Q: Can I upload photos even without a GPS location?

A: Yes. The system will persistently notify that the photo does not have a location or latitude
or longitude. But the user can still upload it. When system issues occur, the GTWA has a
ticketing system to report any issues encountered. The national M&E will address the issues
reported in the system.
 ANNEX 11 – Data Quality Assessment Guide
…………………………………………………………………………………………………


DATA QUALITY ASSESSMENT

(DQA)
GUIDE
Version: 2021

Main Contents
Part 1: : Introduction
Part 2: : Data Quality Assessment Components
Part 3: : Data Quality Assessment Tools and Forms
Part 1:

Introduction
…………

Given the volume of data and information that will be captured in the field, it is important to have a
mechanism that will allow the program to assess the quality of its data and its overall data
management and reporting system. Making it possible for the management to provide and
disseminate correct data to its stakeholders.

Data Quality Assessment (DQA) is a process of evaluating data to determine if they meet the objectives
of the program, and thus are of the right type, quality, and quantity to support their intended use.
Results of DQA will determine the accuracy, consistency, completeness, relevancy, accessibility and
currency of the data. The KALAHI-CIDSS National Community-Driven Development Additional
Financing (NCDDP-AF) adopt the practices of DQA from parent implementation. However, some
modifications have been made due to new design of program implementation and new normal
brought about by coronavirus 2019 (COVID-19) pandemic. Nevertheless, the parent Data Quality
Dimensions (Table 1) set by the parent project shall still be utilized.

Table 1: Data Quality Dimensions

Dimensions Definition
1. Accuracy A measure of the correctness of data, accurate data
should represent what was intended or defined by the
original source of the data.
2. Consistency Data is consistent when the value of any given data
element is the same across applications and systems.
3. Completeness The extent to which the expected attributes of data are
provided; all required data elements are captured in the
database system.
4. Relevancy The extent to which data are applicable and useful for the
task at hand.
5. Accessibility Accessibility is the extent to which data are available or
easily retrievable.
6. Timeliness The degree to which data are current and available for
use as specified and in the time frame in which they are
expected.

The quality of data is highly dependent on the underlying data management and reporting systems.
In order to produce quality data, functional components need to be in place at all levels; from the data
 collection and encoding at the barangay and municipal levels to data checking, review and processing
at the sub-regional, regional and national levels. The DQA tools are designed to (i) validate the quality
of data collected; (ii) assess the system that produces the data and (iii) develop strategic actions to
improve the data and the system.

Figure 1: DQA Conceptual Framework

QUALITY DATA
(Accurate, Consistent,
Complete, Relevant,
Accessible and Timely)

FUNCTIONAL COMPONENTS
NATIONAL OF DATA MANAGEMENT TO
DATA MANAGEMENT AND

ENSURE DATA QUALITY

REPORTING LEVELS

M&E Structure,
Competencies and
REGIONAL Functions
Capacity Building
Data Requirements
MUNICIPAL Data Collection,
Reporting Forms and
Guides
BARANGAY/COMMUNITY Data Management
Systems and Processes

Overall Objectives
In general, the conduct of DQA aims to validate the quality of reported data from the field. Specifically,
it aims to:

● Ensure that the information and data used in reporting program performance reflects the
reality in the field and it is accurate, consistent, complete, relevant, accessible and timely;
● Evaluate the capacity of the KALAHI-CIDSS NCDDP-AF database system to capture,
manage, process, and report quality data; and
● Develop and implement measures to strengthen data collection and management at all
levels.
Part 2:

DQA Components
…………

The DQA tool is composed of three components: (i) compliance to data encoding and submission
standards; (ii) data verification; and (iii) system assessments.

COMPONENT 1: COMPLIANCE TO DATA ENCODING AND SUBMISSION STANDARDS

The KALAHI-CIDSS NCDDP-AF ensures to provide timely and complete data to management, partners
and other stakeholders is one of its objectives to facilitate better and informed decision-making. This
component deals with the completeness and timeliness of submission of data from the
barangay/municipality up to the national level. Reporting requirements and standards are set and
provided to all levels. The Municipal and Regional teams will be evaluated on the level of their
compliance to these standards.

COMPONENT 2: DATA VERIFICATION

Different forms, templates and documents are used, completed and collected by ACTs and other
program staff to capture and document KALAHI-CIDSS NCDDP-AF activities in the barangays and
municipalities. Given the volume of data and information being collected, the management still gives
high regard and importance to quality and providing accurate and consistent data to its stakeholders.
Data verification will look into the accuracy and consistency of data from the source document,
cross-checking the reported information with the paper-based forms, templates and other post
documentations. It will identify, track and resolve inconsistencies and errors in the database.

COMPONENT 3: SYSTEM ASSESSMENT

The Program Information Management System (PIMS), Geotagging Web-based Application and
DeskApp of KALAHI-CIDSS NCDDP-AF are the primary system in encoding, collecting, processing, and
managing data. As mentioned earlier, quality data is highly dependent on the systems in place. Strong
system should produce better quality of data. The assessment will look into the functionality and
effectiveness of the following:

● Knowledge and competencies of M&E officers and program implementers involved in

data collection and management
● Capacity building and technical assistance
● Data collection, processing and management
 • Use of paper-based forms and templates
• Encoding and submission
• Internal quality control
• Data utilization and reporting
• Storage and retrieval

Moreover, the objective of this assessment is to help the management understand the underlying
limitations and problems encountered during data collection, processing and management,
determine possible areas or source of data errors, identify measures to improve the capabilities of
staff involved in the process and strengthen data management at all levels.
Part 3:

DQA Tools and Forms

…………

Indicated in Table 2 are the tools and frequency of the conduct per component by the National and
Regional DQA.

Table 2: DQA Tools and Frequency by Component

LEVELS/ TOOLS FREQUENCY/

COMPONENTS
NATIONAL
Component 1 Ø Automated queries/reports which will
be part of the web application
(database) at the National Level
Ø The query/report will show the status
of submission of the ACT and Regional
Teams
SCHEDULE
Ø The reports are to be
generated monthly and
provided to Island Cluster
Teams as a basis for
technical assistance.
Ø Regional status of
submission will also be
presented during Program
Review and Evaluation
Workshop (PREW).

Component 2 Ø Documents Review and Spot Checks Ø National M&E Officers to

• Conducted at the municipal level, visit two (2) municipalities
documents review and spot checks per region in the span of 1
is the process of validating data year.
entries with the paper-based forms,
templates and other documents.
• A minimum of three (3) barangays
and databases are to be reviewed
and checked per visit.

Ø Inventory of Form
• The objective of doing inventory is
to check whether all required paper-
based forms are properly
accomplished and existing during
municipal visit. The forms checklist
contains all the paper-based forms
 and documents required by NPMO
(DQA Form 1).
• The accomplished checklist will be
attached to the Post- DQA Feedback
Report.

Ø Results of the documents review and

spot checks will be reported to the
region following the Post-DQA Form 1
(Annex 2).

Ø Actions taken will be reported back to

NPMO following the Post-DQA Form 2
(Annex 3), 15 days after the official
notice is reported to the region.

Component 3 Ø Focus Group Discussion with A/MCTs Ø Same as above.

and Municipal Database Encoders.
See Annex 4 for the FGD guide.

Ø Results/highlights of the FGD will be

attached to the Post DQA Feedback
Report.

REGIONAL
Component 1 Ø Ready-made queries/reports which
will be part of the web application
(database) at the Regional Level.
Ø The query/report will show the status
of submission of the ACT and MCT
Ø Municipal status of
submission are to be
presented during regular
assessment meetings and
regional PREW.

Component 2 Ø Documents Review and Spot Checks Ø To be conducted twice per

(see detailed discussion above) cycle for all municipalities
covered
Ø Inventory of Form (see detailed • 1st DQA: Social
discussion above) Preparation –
Community Planning
Ø Results of the documents review and Stage
spot checks will be provided to the • 2nd DQA: Sub-Project
ACT following the Post-DQA Form 1. Implementation Stage

Ø Actions taken will be reported back to

the sub-region following the Post-
DQA Form 2, 15 days after the official
notice is reported to the ACT.
 Component 3 Ø Focus Group Discussion with A/MCTs Ø Same as above
and Municipal Database Encoders

Ø Results/highlights of the FGD will be

attached to the Post DQA Feedback
Report.

At the event of disasters and health hazards occur and travel movement is restricted the conduct of
DQA shall utilize online platforms. However, the paper-based mode of verifications (MOVs) shall be
well-documented, scanned and uploaded to the program web-based applications (DeskApp, PIMS and
GTWA). Innovative strategies and indigenous practices in conducting DQA is encouraged.
Arrangements for DQA shall be properly communicated, arranged and organize internally across M&E
system.

On the preceding sections are the forms and guidelines used in conducting the DQA.
DQA Form 1

DQA Form Checklist

The following are the Program Implementation Management System (PIMS) Module utilized
under the Kalahi-CIDSS NCDDP. Put a check on the specific PIMS module to be assessed. [ The
following database will be adjusted/ updated upon updating the PIMS for Additional Financing
NCDDP. ]

1. Barangay Profile Database

____ Barangay Profile Form
____ RDANA

2. Barangay Assembly (BA) Database

____ Barangay/Community Activity Minutes Form
____ Barangay/Community Assembly Attendance Sheet
____ Barangay/Community Assembly Household Participation

3. Community Volunteers Database

____ Community Volunteer Profile

4. Municipal/Community Trainings Database

____ Barangay/Community Activity Minutes Form
____ Barangay/Community Training/Meeting Attendance Sheet
____ Municipal Activity Minutes Form
____ Municipal Activity Attendance Sheet

5. Participatory Situation Analysis (PSA) Database

____ Barangay/Community Activity Minutes Form
____ Barangay/Community Training/Meeting Attendance Sheet
____ Copy of Barangay Development Plan/Local Poverty Reduction Action Plan
____ Copy of Barangay Local Government Unit Resolution

6. Municipal Inter-Barangay Forum (MIBF)Database

____ Municipal Activity Minutes Form

____ Municipal Activity Attendance Sheet
____ Copy of MIBF Resolution

7. Grievance Redress System Database

____ GRS Monitoring Intake Form
____ GRS Installation Checklist
____ Barangay/Community Activity Minutes Form
____ Municipal Activity Minutes Form
8. Completed Sub-Project Database
____ Sub-Project Completion Report (SPCR)
____ Final Inspection Report
____ Certificate of Completion and Acceptance
____ Community Finance Form (SP Fund Utilization Report)
____ Sustainability Evaluation Tool (conducted 6 months after SP completion)
____ Employment Record Sheet

9. Municipal Local Counterpart Contribution (MLCC) Database

____ Community Finance Form Annex 8

10. LGU Engagement Database

____ MDC Expansion Checklist
____ PTA Integration Plan Checklist
____ MLGU Technical Assistance Checklist
____ Oversight and Coordinating Committees Checklist
DQA Form 2: Data Quality Assessment Feedback Report

Data Quality Assessment Feedback Report

Date of Conduct: : [ Date of Actual Conduct of DQA. ]

Region: : [ Name of the region to be assessed e.g. Region IV-A: CALABARZON ]
No. of Municipalities
Covered: : [ Total number of KALAHI-CIDSS NCDDP-AF municipalities covered during the assessment. ]
No. of Barangays Covered: : [ Total number of KALAHI-CIDSS NCDDP-AF barangays covered during the assessment. ]
Assessed by: : [ Name of the assessor who conducts the DQA. ]
Instructions: Fill-in the data requirements. Each component have to be assessed systematically, thoroughly and objectively. The DQA Criteria of Assessment will
serve as guiding basis on the score per component. It is a rubric to guide the assessor in giving rate. After each DQA, this should be disclosed to the concerned
offices.

Component 1: COMPLIANCE WITH DATA ENCODING AND SUBMISSION STANDARDS

Organize Data
Profiling Timeliness Overall
PIMS Module Findings/Comments Recommendations
(50%) (50%) (100%)

PIMS Module 1
[ Specific name of the PIMS Module to be [Total % based [ Total % based
[ Overall total % [ State concisely and
[ State clearly the recommendations.]
on DQA average ] briefly the finding.]
assessed. ] on DQA criteria ]
criteria]
PIMS Module 2
PIMS Module 3
PIMS Module 4
PIMS Module 5
PIMS Module 6
Component 2: COMPLIANCE WITH DATA ENCODING AND SUBMISSION STANDARDS

Inventory of
Forms Cross-referencing Overall
Findings/Comments Recommendations
(50%) (50%) (100%)

PIMS Module 1 [Total % based on [ Total % based [Overall total % [ State concisely and
[ State clearly the recommendations.]
DQA criteria] on DQA criteria ] average ] briefly the finding.]
PIMS Module 2
PIMS Module 3
PIMS Module 4
PIMS Module 5

Component 3: SYSTEM ASSESSMENT

Capacity Building and Technical Management and

Data Collection,
Assistance Sustainability Overall Findings/Comments Recommendations
Processing and
(30%) (40%)
Management
(30%)
[ Total % based on the DQA criteria ] [ Total % based on [ Total % based on [ Overall total %
the DQA criteria ] the DQA criteria ] average ] [ State concisely and
[ State clearly the recommendations.]
briefly the finding.]
DQA Criteria for Assessment

COMPONENT 1: COMPLIANCE WITH DATA ENCODING AND SUBMISSION STANDARDS

Excellent Good Sufficient Insufficient
(9.0-10.0) (8.0-8.9) (7.0-7.9) (0-6.9)
Organize Data At least 2 critical standards on At least 2 critical At least 2 critical Only 1 critical standard on
Profiling the 6 out of 6 modules review standards on the 6 out of standards on the less than the less than 6 modules
(50%) have complete and updated 6 modules have 5 modules have has updated report at the
report at the database, shown completed and updated completed and updated database and shown
the status of the submission and report at the database report at the database status of the submission.
with well-organized and filed and shown the status of and shown the status of
paper based MOVs. the submission the submission.
Timeliness All data is encoded and All data is encoded and Data is encoded on the Data are not yet available
(50%) completed before the given completed on the prescribed time however after a week or two on
timeline. prescribed time. incomplete or prescribed timeline.
questionable.

COMPONENT 2: DATA VERIFICATION

Excellent
(9.0-10.0)
Inventory of Forms All required paper-based forms
(50%) are properly accomplished,
existing during visit and files
(paper-based forms and digital)
are organized systematically and
kept in a secure manner.
Cross-referencing Data entries with the paper-
(50%) based forms, templates and
other documents are consistent
with the encoded data and
exceeded the expectations.
Good Sufficient Insufficient
(8.0-8.9) (7.0-7.9) (0-6.9)
All required paper-based Some of the paper-based The paper-based forms
forms are properly forms are accomplished are poorly accomplished
accomplished, existing and existing during visit. and missing during field
during visit and visit.
systematically organized.
Data entries with the Some data entries with The encoded data is
paper-based forms, the paper-based forms, mismatched with the
templates and other templates and other paper-based forms,
documents are consistent documents are templates and other
with the encoded data. incomplete on the documents.
database.
COMPONENT 3: SYSTEM ASSESSMENT
Excellent
(9.0-10.0)
Capacity Building and All members of the team
Technical Assistance responsible on M&E
(30%) activity have appropriate
training/orientation on
data management
processes and tools,
utilizes the training
receive, clearly articulate
the key informational
stakeholders and its
requirements and provide
technical assistance to
colleagues.
Data Collection, Demonstrates organized
Processing and and systematic data
Management quality control and data
(30%) security mechanisms and
innovate M&E processes
in data collection and
management.
Management and • Program/field
Sustainability team understand
(40%) the internal
protocols for
turnover/
succession in data
collection and
management.
• The municipal/
barangay local
government units
Good Sufficient Insufficient
(8.0-8.9) (7.0-7.9) (0-6.9)
All members of the team Half of the team Less than half of the team
responsible on M&E responsible on M&E responsible on M&E
activity have appropriate activity have appropriate activity understand the
training/orientation on training/orientation on key informational
data management data management stakeholders and its
processes and tools, processes and tools, requirements and
utilizes the training utilizes the training attended the training/
receive, and understand receive, and understand orientation on data
the key informational the key informational management processes
stakeholders and its stakeholders and its and tools.
requirements. requirements.
Demonstrates organized Some evidence of Lack of data quality
data quality control and organized data quality control and data security.
data security in data control.
collection and
management.
• Program/field • Half of the • Less than half of
team understand program/field the program/field
the internal team understand team understand
protocols for the internal the internal
turnover/ protocols for protocols for
succession in data turnover/ turnover/
collection and/ or succession in data succession in data
management. collection and/ or collection and/ or
• The M/BLGUs management. management.
clearly
 (M/BLGUs) clearly understand the • The M/BLGUs are • The M/BLGUs are
and consistently tools/documents. only aware of the only aware of the
applied the • GRS is visible and tools/documents. tools/documents.
tools/documents. installed. • GRS is visible and • GRS is visible and
• GRS is visible and • All members of installed. installed.
used by the Municipal • Half members of • Members of
community to Coordinating Municipal Municipal
process Team (MCT) are Coordinating Coordinating
complaints/issues involved in data Team (MCT) are Team (MCT) are
received. management. involved in data slightly involved in
• All members of management. data management
Municipal
Coordinating
Team (MCT) are
proactively
involved in data
management.

DQA Form 3: DQA Action Report Form

Data Quality Assessment Action Report Form

Region: :
No. of Municipalities
Covered: :
No. of Barangays Covered: :
Prepared by: :
Date of Submission :
Instructions: Fill-in the data requirements. From the DQA Feedback report choose at least more or less three significant findings to take an action upon. The DQA
Action shall be kept Specific, Measurable, Achievable, Realistic, and Timely (SMART). Both parties (assessor and assess) shall mutually agree on the actions taken
and timeline.
Component 1
Status Date Resolved
(whether
Findings Actions Taken
resolved or Planned Actual
not)
[ Enumerate the steps concisely on resolving
Finding 1 [ State briefly the finding from
the issue or findings. These should be well-
DQA report. ]
understood by the assessor and assess. ]
Finding 2
Finding 3
Component 2
Status Date Resolved
(whether
Findings Actions Taken
resolved or Planned Actual
not)
Finding 1
Finding 2
Finding 3
Component 3
Status Date Resolved
(whether
Findings Actions Taken
resolved or Planned Actual
not)
Finding 1
Finding 2
Finding 3
DQA Form 4

Focus Group Discussion (FGD) Guide

The FGD Guide help in assessing the components of the Data Quality Assessment (DQA) most importantly the
Component 3.

1. Competencies of program staff involved in data collection and management

• What are your specific roles and responsibilities in data collection and management?
• What are the facilitating and hindering factors that affect your work performance?
• How were you able to address issues and problems affecting your work performance?

2. Capacity building and technical assistance

• What are the trainings provided to the team in connection to data collection and
management?
• Are these trainings sufficient for the team to effectively and efficiently perform its
tasks? If not, what specific training do you need?
• Are there technical assistance provided by the sub-region and regional levels? What is
the frequency of TA provision?

3. Data collection, processing and management

Use of paper-based forms and templates
• Are there problems encountered in using the form?
• What are these problems? Were these problems resolved? If yes, how?

4. Data Encoding
• What is the data encoding process in the municipality?
• During software use, are there problems experienced during data entry? What are
these problems? How are these problems resolved?
• Are the data encoded from the paper-based forms complete?
• Are there procedures dealing with missing data? What are these?

5. Internal Quality Control

• Are there procedures to ensure that data are free of significant error and that bias is not
introduced? Are there procedures for data checking? Cite them.

6. Data Submission
• What are the existing modes for data submission?
• Are there problems encountered during data transmission? What are these?
 • Is there an existing schedule/timelines given to ACTs for the submission of data?
• Are there delays in the submission of data/reports? What are the common factors that
contribute to delayed submission?

7. Data utilization and reporting

• Who are the users of KC-NCDDP data in the municipality?
• How frequent do they use or request for data?
• What are the specific reports generated from the data collected?

8. Storage and retrieval

• How do you store your files? Do you follow a specific storage system?
• How do you protect your files?
• Have you experience problems in storing and retrieving files? Cite them.
• How are these problems resolve?
 ANNEX 12 – Municipal Talakayan
…………………………………………………………………………………………………


MUNICIPAL TALAKAYAN
Measuring and Learning Together Towards Result

Design and Toolkit

Version: 2021

Main Contents
Part 1: : Overview of the Municipal Talakayan
Part 2: : Municipal Talakayan Stakeholders
Part 3: : Aspects of Development and Sources of Information
Part 4 : Frequency, Activities, Outputs and Sustainability
Part 5 : Annexes of the Municipal Talakayan Toolkit
Part 1:

Overview of Municipal
Talakayan
…………

1.1. Background
…………………………………………………………………………………………………

Kapit-Bisig Laban sa Kahirapan-Comprehensive Integrated Delivery of Social Services (KALAHI-CIDSS) is a

community-driven development project implemented by the Department of Social Welfare and Development
(DSWD) as one of its key poverty reduction programs. The three poverty programs under DSWD’s convergence
strategy named “Tatsulo” are the Conditional Cash Transfer (CCT) program (otherwise known as the Pantawid
Pamilyang Pilipino Program), the Community-Driven Development (CDD) program (Kalahi-CIDSS NCDDP) and
the Sustainable Livelihood Program (SLP).

The Municipality Talakayan with the partner local government units. The Municipal Talakayan (or simply,
Talakayan) is an M&E tool designed to measure overall development of KC-NCDDP municipalities. It is an
annual (end-of-cycle) activity which brings together the local stakeholders (community citizens, local
government officials and organized local groups) into a municipal-level democratic dialogue providing a venue
to discuss their development situation, issues and identify plans to address the identified development gaps.

Operationally, the Talakayan is conceptualized as both a diagnostic and capacity-building tool. As a diagnostic
tool, it captures and assesses a “snapshot” of the conditions and level of development of the municipality by
measuring indicators on the aspects of local governance, poverty reduction and people empowerment. As a
capacity-building tool, it intends to enhance awareness and appreciation of the roles and responsibilities of
the stakeholders in the development process. It is thus expected to build local capacities in results-based
participatory M&E through knowledge generation, sharing, and collaborative self-assessment among
stakeholders.

The conduct of Municipal Talakayan, it shall take consideration of the COVID-19 protocols on containment and
management are strictly observed. This shall be closely coordinated with MDDRMC and BHERTS. The
Municipal Talakayan is a living document, hence any modifications, revisions and amendments in this guideline
may change as necessary provided it is consulted to NPMO.
 1.2. Objectives
…………………………………………………………………………………………………

The Municipal Talakayan is an activity designed to bring local stakeholders to a municipal-level democratic
dialogue, the output of which shall be used for planning for local actions going forward. It has the following
objectives:
• to increase local stakeholders’ awareness of development status in the municipality;
• to provide a venue for systematic face-to-face feedback from stakeholders;
• to promote the use of information at the local level to support better planning and reporting of
outcomes; and,
• to clarify experiential lessons learned.

1.3. Framework
…………………………………………………………………………………………………

The Municipal Talakayan Framework (Figure 1) highlights the key elements, outputs and the intended results
of the activity. The stakeholders involved in the Talakayan stretch from the high-level cabinet cluster down to
the barangay level stakeholders, including third-party partners. It also specifies the main aspects of
development DSWD address as well as the sources of information (local development indicators), at the
minimum. The targeted outcomes or results of the Talakayan are listed. The design’s foundation is also
emphasized, that all stakeholders work together annually to aim for the result.

Figure 1: The Municipal Talakayan Framework

The details of the framework are provided in the succeeding sections of this Part 6: Municipal Talakayan
toolkit.
Part 2:

Municipal Talakayan
Stakeholders
…………

1. National Stakeholders
The national stakeholders are mainly the National Project Management Office Monitoring and Evaluation
(NPMO M&E) team. The NPMO M&E shall take ownership, including future enhancements, of the design of
the Talakayan; and, shall start the Talakayan process by orienting the various Regional Project Management
Office Monitoring and Evaluation teams (RPMO M&Es).

2. Regional Stakeholders
The Regional Stakeholders of the Talakayan are the RPMO M&Es who shall serve as the regional coordinators
for the implementation of the Talakayan. The RPMO M&Es shall take charge of procuring the third-party
partners that may be needed in the implementation of the Talakayan; orient the municipal stakeholders who
shall serve as data collectors; supervise the construction of the various municipalities’ workplans and their
implementation; and, the integration of the various outputs and reports.

3. Municipal Stakeholders
A. Area Coordinating Team and Municipal Coordinating Team
The Area Coordinating Team (ACT) and the Municipal Coordinating Team (MCT) are composite
teams responsible for the implementation of KC processes and work directly with the community,
the LGUs, and other stakeholders of the project at the municipal and barangay level. The ACT is
deployed in the municipality by the Department of Social Welfare and Development (DSWD),
while the MCT is formed by the Municipal Local Government Unit (MLGU) to support KC Project
implementation.

For the Talakayan, the ACT and the MCT shall serve as coordinators in the municipal level. The
ACT shall further serve as the main data collectors for the Talakayan. They shall collect reports
and documents along with any databases already in spreadsheets. They are expected to review
and validate the information they collect by interviewing key informants. Documentation of the
review and validation shall be part of the Talakayan report.
 Depending on the number of barangays in a municipality and type of areas (New or former KC-
NCDDP areas), the number of ACT members varies:
• Area Coordinator (1 per municipality)
• Deputy Area Coordinator/Engineer (1 for every 25 barangays)
• Municipal Financial Analyst (1 for every 25 barangays)
• Community Facilitator (1 for every 5 barangays) – for new target areas

The MCT, on the other hand, is sometimes seconded by existing LGU staff or hired by the MLGU.
The team is composed of:
• Municipal Area Coordinator/Engineer (MAC)
• Municipal Engineer
• Municipal Financial Analyst (MFA)
• Municipal Community Facilitator (MCF)
• Municipal Gender Focal Person
• Municipal Encoder

Within the 3 year period, the ACTs and MCTs must work to institutionalize KC within the LGU.

B. Municipal Inter-Agency Committee (MIAC)

The MIAC is an ad-hoc structure formed through Executive Order by the Municipal Mayor as part
of the requirements for entry of the municipality into the KALAHI-CIDSS Projects. The MIAC
members are key informants and data providers needed for the information needed for the
Talakayan. Then are helping hand of MDRRMC in the implementation. MDRRMC/MIAC are among
the targeted participants during the Talakayan Day.

The MIAC is composed of the heads of the various offices, bureaus, and services of the MLGU; it
is composed of:
• Municipal and Barangay Local Chief Executive
• Municipal Sangguniang Bayan (SB) members
• Municipal Planning and Development Coordinator (MPDC)
• Municipal Health Officer (MHO)
• Municipal Budget Officer
• Municipal Disaster Risk Reduction Management Council (MDDRMC)
• Barangay Disaster Risk Reduction and Management Committee (BDRRMC)
• Municipal Social Welfare and Development Officer (MSWDO)
• Municipal Local Government Operations Officer (MLGOO)
• Community Environment and Natural Resources Officer (CENRO)
4. Barangay Stakeholders
Barangay stakeholders include barangay captains and community citizens. They shall serve primarily as
participants during the Talakayan day.

A. Barangay Captains, Tribal Leaders, and Other Influential Persons of the Community
At the barangay level, all Barangay Captains and members of BDRRMC and Barangay
Development Council (BDC) should participate. Add-on participants are those representing:
tribal leaders or elders and influential persons such as religious leaders.

B. Community Citizens: Volunteers and Non-Volunteers

The Municipal Talakayan is designed to engage community citizens during the actual day.
Community citizens may be classified into volunteers and non-volunteers. The volunteers are
those who play a direct role in implementing key KC Project activities involving different
community organizing strategies at the community and the municipal level. On the other
hand, the non-volunteers are ordinary citizens who are not directly engaged in any Kalahi-
CIDSS Project activities and are ideally representatives of the marginalized sectors of the
community. The labels “Volunteers” and “Non-Volunteers” need to remain internal to the
project team and should be replaced with “Community Citizens Group A” and “Community
Citizens Group B” in the Participants’ Registration Forms and during the Talakayan Day.

The total number of volunteers and non-volunteers per municipality shall be determined by
the RPMO M&E. The actual volunteers and non-volunteers that shall represent their
respective barangays shall be selected by the respective ACTs. Annex 2 provides an example
of how to determine the number of participants including volunteers and non-volunteers.

The actual volunteers and non-volunteers that shall represent their respective barangays shall
be selected by the respective ACTs. Annex 3 provides the procedure in selecting volunteers
and non-volunteers.

The number of participants per Talakayan Day shall be based on the COVID-19 protocols and
localized guidelines.

5. Third-party Partners
In recognition of the limited staff of DSWD, third-party partner/s will be engaged to facilitate the conduct of
the Talakayan of various municipalities. Such strategy is also expected to enhance LGU-Third Party
engagements which are being promoted in the Local Government Code as part of good governance. Third-
party partners will also be engaged to address two more limiting concerns in the LGUs – data limitations and
capacities of staff. One or more third-party partners for the Talakayan shall do the following tasks:
1) Integrate all data collected by ACT and MCT for presentation in the Talakayan;
2) Serve as lead facilitators and documenters for the Talakayan under the guidance of RPMO; and,
3) Provide technical and administrative support for the activities of the pre-Talakayan phase, Municipal
Talakayan Day, and activities of the post-Talakayan phase.

In many municipalities, NGOs are experienced in community facilitation but not in data collection and data
analytics. Thus, the usual scenario would be to engage two third-party partners; one for facilitation and
documentation and the other for data collection and analysis. The third-party partner/s can be an
academic/research institution, non-government organization (NGO), or individual consultants with specific
strengths on local governance; data collection, processing and analytics; facilitation and documentation;
communication and information dissemination. They are expected to have an understanding of the local
context (at least at the regional level) and with positive relationships with LGUs. The third-party should make
the content of the presentations and activities lively, meaningful, and interactive. Engaging various third-party
partners with specific skills is a quality assurance tool that ensures quality information fed into the Talakayan
and quality outputs from the Talakayan.

Annex 4 provides a sample TOR for third-party engagements as well as a list of institutions that may be
considered for such engagements. Many of these institutions are training institutions that may also provide
trainings for LGU staff on data collection and analytics. Two new government agencies that may also become
firm partners for the Talakayan are the Philippine Statistics Authority (merger of the National Statistics Office,
the National Statistical Coordination Board, the Bureau of Agricultural Statistics and the Bureau of Labor and
Employment Statistics) and the Philippine Statistical Research and Training Institute (formerly the Statistical
Research and Training Center).

A Regional Cluster Orientation shall be conducted to serve as venue for clarifying the roles and tasks of all that
shall be involved in the activities of the pre-Talakayan phase, Municipal Talakayan Day, and activities of the
post-Talakayan phase.
Part 3:

Aspects of Development
and Sources of
Information
…………
The Talakayan aims to present the following development status of the municipality for each of the following
aspects of development:
• Governance
• Poverty Reduction
• People Empowerment

The three aspects of development are chosen as part of the Talakayan since these are the ones that have been
consistently included by various agencies/countries/organizations’ as their areas of development. The
following are some other development measures in the country: (1) the World Bank’s World Development
Indicators for country level indicators; (2) the Philippines’ and other countries’ Sustainable Development
Goals (SDGs) indicators; (3) the results matrix of the Philippine Development Plan 2017-2022; (4) the
Human Development Network’s Human Development Index (HDI) as a tool to measure the overall
achievements in three basic dimensions of human development; (5) the Philippine Minimum National Social
Data Set (PMNSDS), as documented by Bascos-Deveza (2001), with a core set of 15 indicators consisting of six
data items in the area of population and development, four measuring absolute poverty, four measuring
productive employment and unemployment and one general measure of population disaggregated by sex and
age; (6) the Philippines’ Core Gender and Development Indicator System (CORE GAD), also documented by
Bascos-Deveza (2001), consisting of 20 core indicators for monitoring the outputs and impact of the Philippine
Plan for Gender Responsive Development and the Beijing Platform for Action; and, (7) the 14 Core Local
Poverty Indicators (CLPIs) identified by the National Anti-Poverty Commission (NAPC) used for the Social
Reform Agenda (SRA) in the 1990s to address poverty reduction in the country.

The following sources of information are targeted to provide the status of development:
1. For Governance
a. Municipal Profile, to include the following:
i. Vision, mission, goals
ii. Administrative structure (LGU composition, MDC and other local special bodies)
iii. Demographic data
b. LGU Thrusts and Performance in LGPMS
c. Seal of Good Housekeeping
d. Financial Performance
e. Major projects and programs in the municipality and funding sources including KC
Financial performance and listing of major projects and programs with funding sources are provided
with templates in Annex 5 for proper recording.

2. For Poverty Reduction:

a. 14 Core Local Poverty Indicators
b. An indicator on disaster risk reduction (proportion of barangays implementing disaster
risk reduction activities)
Examples of disaster risk reduction activities are: risk and hazard mapping, training of households and
individuals on rescue and evacuation, and installation of early disaster warning systems.

3. For People Empowerment:

a. KC M&E indicators including participation of women and marginalized sectors in
assemblies and fora.
b. Those with more updated data and more technically capable staff can present more
indicators such as the ones listed in a survey of development indicators in Annex 6.
Specifically, the additional information that can be presented is the databases
identified for the data collection for LPRAP. These are:
1) Community Based Monitoring System (CBMS)
2) Field Health Service Information System (FHSIS)
3) National Household Targeting System (NHTS)
Part 4:

Frequency, Activities,
Outputs and Sustainability
…………

4.1. Frequency
…………………………………………………………………………………………………

The Municipal Talakayan should be done at the end of per batch activity. For succeeding cycles, Municipal
Talakayan shall be synchronized with planning and budgeting of the MLGU. Thus, it could start in February
with the target to submit the report to the MLGU in June or July.

4.2. Activities
…………………………………………………………………………………………………

The activities of the Municipal Talakayan are grouped into three phases:
a. Pre-Talakayan phase
b. Municipal Talakayan Day
c. Post-Talakayan phase

The first phase is the Pre-Talakayan phase with duration of 3 months. It consists of the following preparatory
activities:

• Third-party engagement;
• Development of the regional proposal for the Municipal Talakayan of municipalities in the region;
• Workplanning and coordination activities among various responsible groups (RCPMO M&E, Third
party/ies engaged for the Municipal Talakayan, ACT, LGU officials, others);
• Collection of documents needed for the Municipal Development Agenda (Annex 7) provides a list
of the MLGU documents to collect and review);
• Data Collection for the Development Status from various sources of information
• Processing and analyses of the data collected including summary of Needs, Interventions, and
Gaps; and
• Preparation of materials for the Talakayan including the Gallery that shows the development
status of the municipality as well as plans and activities for the coming year.
The second phase is the Municipal Talakayan Day itself (Annex 8 details the activity through a Session Plan).
The Municipal Talakayan Day is a whole-day activity that has the following programme:

• Part 1: Presentation of the Municipal Profile and Development Status of the Municipality using
indicators under the three aspects of development
• Part 2: Presentation of Summary of Needs, Interventions (including KC), and Gaps (Annex 9)
• Part 3: Presentation of the Municipal Development Agenda - Plans and Activities for the coming
year
• Part 4: Gallery Walk (participants go through a guided tour of the Gallery and post their feedback,
comments, and suggestions. Instructions for these are in Annex 10
• Part 5: Talakayan Synthesis, Next Steps, Participants’ Evaluation of the Municipal Talakayan

The third phase is the Post-Talakayan (duration of 2 months after Municipal Talakayan Day). This phase shall
include the following:
• Talakayan Evaluation and Day-After Processing that shall be done with the RPMO M&E, the ACT,
the MCT, and third-party partners;
• Roadshow of the Gallery wherein it is brought to various municipal and/or barangay venues for
the purpose of disseminating information and getting more feedback from the community. It is
suggested that this Gallery then eventually stay in the Municipal Hall until it is replaced by the
Gallery of the next Municipal Talakayan; and
• Writing of Municipal Talakayan Report including feedbacking and revisions.

The activities for the preparatory work, Talakayan Day and post-Talakayan Day phases, with time frames and
person/s or unit/s responsible are listed in the table below:

Table 1: Roles of Talakayan Overall Coordinators and Field Coordinators

Overall Coordinators Roles

NPMO M&E • Serve as technical specialists;

• Orient RPMOs on the Talakayan Design and Toolkit;
• Consolidate the regional inventories of third-party partners
developed by the RPMOs into a national inventory of third-party
partners;
• Oversight function in terms of management of the Talakayan with
the end view of building capacities of RPMOs to manage the
annual activities in each covered municipality; and,
• Manage and consolidate outputs from the municipal, regional and
national levels.
 RPMO M&E
(in coordination with RPM,
DRPM, RPC, CDO IV and/or
other key RPMO staff)
• Oversee the management and implementation of the Talakayan
Design in each covered municipality in the region;
• Serve as coordinators and organizers between NPMO and
municipal levels;
• Develop an inventory of possible third-party partners and invite
them to participate in the Talakayan;
• Provide Municipal Talakayan orientation to the ACT, MCT, CSO,
Mayor, Vice Mayor, MPDC, MLGOO;
• Identify the MLGU Talakayan point person In consultation with
ACT-MCTI;
• Determine the total number of participants to the Talakayan per
municipality;
• Review and consolidate municipal and regional data and
documents which shall serve as inputs to the Talakayan; and,
• Consolidate and manage Talakayanoutputs from municipal and
regional levels.

Talakayan Field Coordinators

ACT-MCT
(in coordination with MPDC)
• Serve as liaison unit with RPMO, MLGU, and BLGU;
• Select the actual community participants of the barangay to the
Talakayan; and,
• Do data collection and ensure that all stakeholders submit data
as scheduled.

4.3. Outputs
…………………………………………………………………………………………………

The outputs of the Talakayan shall be the reports at different levels:

1. Municipal Talakayan Report
2. Regional Consolidated Talakayan Report
3. National Consolidated Talakayan Report

The first-level output of the Talakayan is the Municipal Talakayan Report which will be produced by the third-
party partner with the guidance of the RPMO M&E and after further analysis/processing of the results
presented in the Municipal Talakayan and after a Day-After Talakayan Evaluation with the RPMO M&E, ACT,
MCT, and the MLGU key person.
The Talakayan Reports shall have the following components:

1. Documentation Report (in English)

a. Documentation of the Pre-Talakayan Phase
b. Documentation of the Municipal Talakayan Day including the Day-after Talakayan
Evaluation

2. Analyses of the data collected for the Municipal Talakayan

Analyses of the data collected for the Municipal Talakayan should be linked to its framework. The
sessions of the Municipal Talakayan shall answer the following questions:
1) What is the profile of the municipality?
a. Vision, mission, goals
b. Administrative governance (LGU composition, MDC and other local special bodies)
c. Demographic data
d. Financial profile
2) How is the municipality performing (using LGPMS and Seal Good Housekeeping)? Is the
performance better now than before?
3) Are the basic needs of its citizens being met? What is their situation now compared to previous
years in the following areas(use CLPI plus 1):
a. Health
b. Nutrition
c. Shelter
d. Water and Sanitation
e. Basic Education
f. Income
g. Employment
h. Peace and Order
i. Disaster Risk Reduction
4) What are the programs and projects that have been provided in the municipality under the
following areas and what agencies/programs provided them (including KC):
a. institutional development
b. social development
c. economic development
d. infrastructure and physical development (including disaster risk reduction)
e. environmental management?
5) Has KC contributed to the any change (positive of negative) across time? In what areas? What
percentage of PSA priority areas were funded outside KC?
6) Is there more participation of women and marginalized sectors in assemblies and fora?
7) What are the levels of trust of the community on their officials?
 8) What are other significant opinions of the community on issues deemed important in
discussing development status of the municipality.
9)
For quantitative indicators, the analyses could range from the more basic descriptive analyses (tables, graphs,
and summary statistics) to the more analytical (correlation, scenario building/simulations, trend analysis). It
should be noted that total figure from all KC municipalities shall not be regarded as the provincial figure. In
addition, for consolidation purposes, all numbers should be total and percentages should be in averages.

4.4. Sustainability
…………………………………………………………………………………………………
It is suggested that the Human Development and Poverty Reduction Cabinet Cluster be part of the
stakeholders. The Cluster shall ensure sustainability of the Municipal Talakayan by harmonizing it with the
Barangay Development Plan (BDP)/ Barangay Development Investment Plan (BDIP) and mandating the
conduct of the Municipal Talakayan. It is recommended that the Municipal Talakayan be the first step in the
Grassroots Participatory Budgeting Process of the LGUs.
Part 4:

Annexes of the Municipal

Talakayan Toolkit
…………

Annex 1. Talakayan Activities by Phase, Schedule, Reference Documents, and Lead Person/s

Annex 2. Example of Determining Number of Participants

Annex 3. Procedure for Selecting Volunteers and Non-volunteers

Annex 4. Sample TOR for Third-Party Engagements

Annex 5. Financial Performance Templates

Annex 6. Survey of Indicators of Development

Annex 7. List of MLGU Documents to Prepare/Review

Annex 8. Municipal Talakayan Session Plan

Annex 9. Sample Worksheet of Summary of Needs and Kalahi CIDSS Interventions

Annex 10. Instructions for the Gallery Walk

Annex MTT 1: Talakayan Activities by Phase, Schedule,
Reference Documents and Lead Person/s
…………………………………………………………………………………………………

MUNICIPAL TALAKAYAN ACTIVITIES

Schedule Activities Reference Documents Lead Person/s
Preparatory Orientation of the RPMOs Talakayan Design and NPMO M&E
Phase on the Design and Conduct Annexes
(3 months of the Municipal Talakayan
before RPMO M&E
Talakayan Third-Party engagement Third-Party Engagement
Day) • Selection of Third-Party TOR, MOA
partner/s
- Construct an inventory of KC Project Briefers
possible Third-Party Talakayan Design and
partner/s Annexes
- Provide shortlisted Third-
Party partner/s’
Orientation on KC,
Talakayan, and Scope of
Work; Request Third-
Party partner/s for
proposals

• Coordination with DSWD

Regional Bids and Awards
Committee (BAC) and
Regional Legal Office for
procurement and
requirements for Third-
Party services

• Review of municipality to
classify it using the
classification scheme;

• List the assistance needed

from third-party/ies;

• Identification of Third-
Party partner/s and
provision of
additional/more detailed
information on KC Project
and Talakayan
 MUNICIPAL TALAKAYAN ACTIVITIES
Schedule Activities Reference Documents Lead Person/s
Preparation of Regional Talakayan Workplan RPMO M&E
Proposal for Talakayan for Talakayan Budget
various municipalities

Preparatory Coordination with ACT and

Phase MCT RPMO M&E, ACT, MCT, MPDC/MPDO,
(2 months • Orientation on Talakayan Talakayan Design MLGOO
before
Talakayan • Review of municipal data
Day) and documents including Using KC Data: Municipal
getting information from Background
Key Informants
ü Municipal data Classification of the
from KC M&E Municipality
database, other
KC forms and
reports
ü Major strengths
and challenges
ü Available
municipal data
and documents
from MLGU

• Identify MLGU Talakayan

key players and point
persons in terms of sharing
municipal development
agenda, use of data, and
self-assessments

• Discussion of how
participants are to be
selected.

Coordination with MLGU Talakayan Design RPMO M&E, ACT, MCT, MPDC/MPDO,
MLGOO
• Orient MIAC, MDRRMC List of MLGU Documents to
Talakayan point persons on Prepare/Review
purpose and design;
discuss relevance and use
from MLGU perspective

• Identify available reports,

reporting requirements,
 MUNICIPAL TALAKAYAN ACTIVITIES
Schedule Activities Reference Documents Lead Person/s
awards, information-
dissemination fora

• Arrange schedules and

relevant logistics

• Discussion of how Communication to RPMO M&E, ACT,MCT,MPDC ,MLGOO

barangay participants are barangays informing them to
to be selected submit nominees

• Communication to Selection of Participants

barangays informing them from the barangays
to submit nominees

• Final Selection of
Participants from
barangays

Planning with Third-Party RPMO M&E, ACT, MCT, MPDC/MPDO,

Partner/s MLGOO, Third-Party partner/s

• Work planning: develop Schedule of Main Activities

preliminary Schedule of
Activities and Tasking for
preparatory, during and
post-Talakayan Day
activities

• Contextualizing Talakayan
design to specific
municipality

• Discuss data collection and Using KC Data:

processing and Municipal Background
presentation materials to Talakayan Design and
needs of participants, e.g. Annexes
translation, how to make
Talakayan interesting and
useful etc.

• Logistics and budget

matters
Logistics Checklist
• Review of List of
Participants
List of Participants
 MUNICIPAL TALAKAYAN ACTIVITIES
Schedule Activities
• Plan for invitation of
participants to the
Talakayan
Data Collection
Updating with ACT
• Status of data collection
• Review of MLGU
documents and
preparation of draft
presentations for Gallery
and other parts of the
Talakayan Day program
-Send to Third-Party
partner/s for review /
advance information
Meeting with the ACT
• Check Understanding of
Talakayan Design
• Discuss the Talakayan Day
Workplan
• Municipal background
• Coordination with LGU
• Status of Invitation of
Participants
• Status of preparatory work
for Talakayan Day Program
Preparatory Preparatory Work for
Phase Gallery and Gallery Walk
(1 month
before
Talakayan Preparatory Work for Parts
Day) 2-3 of the Talakayan Day
program
Reference Documents Lead Person/s
Invitation of Participants
Gallery and ACT
MLGU Data Forms
RPMO M&E
Gallery
Guides for materials for the
different parts of the
Talakayan Day program
MLGU Data Forms
List of MLGU Documents to
Prepare/ Review
RPMO M&E, ACT, MCT, MPDC/MPDO,
MLGOO, Third-Party Lead Facilitator,
Talakayan Design Third-Party Lead Documenter, Third-
Party Admin Assistants
Municipal Background
Logistics Checklist
Talakayan Day Program
Gallery Session Guide Gallery/Gallery Walk Facilitators and
Documenters: ACT, Third- Party
partner/s, MCT, RPMO M&E
Guide for preparing ACT, Third- Party partner/s, MCT,
materials for the different RPMO M&E
parts of the program
List of MLGU Documents to
Prepare / Review
 MUNICIPAL TALAKAYAN ACTIVITIES
Schedule Activities Reference Documents Lead Person/s
Accomplished MLGU Data
Form

PSA Results

Preparatory Work for Participants’ Registration ACT, Third- Party partner/s, RPMO
Invitation/Registration, Form M&E
Talakayan Day Program,
Tarpaulins
-including finalizing
arrangements for
community participants if
necessary
(accommodations, travel,
etc.)

Preparatory Work for Talakayan Day Program ACT, Third- Party partner/s, RPMO
Introduction, Closing, and M&E
Post Evaluation Activities
-including finalizing speakers,
emcee, etc.

Walk-through of Talakayan RPMO M&E, ACT, MCT, Third-Party

Day with final check on partners
logistics for all main and
support sessions

Talakayan Day Registration of Participants Talakayan Day Program ACT, Third-party partners
(one day) Registration Forms

Gallery Gallery Session Guide ACT,Third-party partners, MCT

Introduction Talakayan Day Program Emcee

• Welcome Remarks Mayor
RPMO M&E
• Overview of Talakayan and AC or MLGU Officer
Talakayan Day Program

• Introduction of Guests and

Participants

Part 1: Presentation of the Talakayan Day Program Third-Party Partner/s, RPMO M&E
Municipal Profile and
Development Status of the
Municipality using indicators
under the three aspects of
development
 MUNICIPAL TALAKAYAN ACTIVITIES
Schedule Activities Reference Documents Lead Person/s

Part 2: Presentation of Talakayan Day Program RPMO M&E, Third-Party Partner/s

Summary of Needs,
Interventions, and Gaps
(NOTE: this includes KC
interventions)

Part 3:Presentation of the Talakayan Day Program MLGU Officer, Third-Party Lead
Municipal Development Facilitator, RPMO M&E, Third-Party
Agenda- Plans and Activities Lead Documenter
for the coming year

Group Picture Guide to Gallery Walk and Lead Facilitators: Third-Party

Gallery Walk and Municipal Municipal Feedbacking Facilitators, RPMO M&E,ACT,MCT
Feedbacking

Closing Talakayan Day Program RPMO M&E

• Part 5: Talakayan Third-Party Partner/s

Synthesis, and Next Steps
AC,MAC
• Participants’ Evaluation of
the Municipal Talakayan

Post- Day-After Talakayan Analysis Plan RPMO M&E, Third-Party partner/s,

Talakayan Evaluation ACT, MCT, MPDO /MPDC or MLGU
(duration of 2 Talakayan key person (if available),
months after MLGOO
Talakayan
Day) Submission of Third Party Third Party Engagement – Third-Party Partner/s
Documentation Third-Party Documentation
Report to RPMO M&E Report Guide

Submission of Municipal Municipal Talakayan Report RPMO M&E

Talakayan Outline
Report to NPMO M&E

Editing, if any, and NPMO M&E

Feedbacking to RPMO M&E

Provision of Municipal RPMO M&E

Talakayan Report Copies to
• RPMO
 MUNICIPAL TALAKAYAN ACTIVITIES
Schedule Activities Reference Documents Lead Person/s
• MLGU (excluding Section
on implications to KC
Implementation)

Submission of Regional Regional Consolidated RPMO M&E

Consolidated Municipal Municipal Talakayan Report
Talakayan Report to NPMO Outline
M&E
Provision of National National Consolidated NPMO M&E
Consolidated Municipal Municipal Talakayan Report
Talakayan Report to Outline
• NPMO

• RPMOs
Annex MTT 2: Example of Determining Participants
…………………………………………………………………………………………………

The total number of coordinators and participants on the Talakayan day depends on the number of barangays
in the municipality. For example, using 25 as the average number of barangays, the breakdown of
coordinators and participants is given in table below.

However, the number of participants shall be adjusted in accordance to the COVID-19 protocols and localized
policies. BHERTS and MDDRMC assist in ensuring the compliance to the standard issues COVID-19 policies.

Estimated Number of Coordinators and Participants During the Talakayan Day

Coordinators and Participants Estimated No.
1.Coordinators 16 - 19
NPMO 2
• M&E Officers 2
RPMO 2
• M&E Officers 2
Third Party 12
• Lead Facilitator 1
• Lead Documenter 1
• Workshop Group Facilitators 4
• Workshop Group Documenters 4
• Administrative Assistants 2

2.Participants 47 - 50
Municipal Mayors/ MIAC/ MDRRMC 12 - 15
ACT 8
MCT 6
Barangay Captains/ BDRRMC/ BDC 8
Citizens 13
• Volunteers from Brgys (4 males,3 females 7
• Non-volunteers from Prioritized Brgys (3 males,3 females) 6
Estimated Total Number of Persons 63 - 69
Annex MTT 3: Procedure for Selecting Volunteers and
Non-Volunteers
…………………………………………………………………………………………………

In the selection of community participants to the Talakayan, representation of marginalized groups such as
gender, age, ethnic group, ability and social status should be ensured. Also, in cases applicable, an individual
from the marginalized group who is also a beneficiary of either Pantawid or Sustainable Livelihood Program
of the DSWD should be selected. This is part of the convergence effort of the DSWD.

The selection of the nominees from the barangays shall be done using the following procedure:

1. Each barangay shall be asked to submit two nominees, one from each group, using the following
procedure:

a. Volunteers (Community Citizens Group A)

The list may be modified by removing the inactive volunteers.

b. Non-Volunteers (Community Citizens Group B)

Construct a list of marginalized and poorest households by removing the following:
• Barangay officials and staff (secretaries, health and nutrition workers, etc.)
• LGU employed
• Those with formal and regular employment
• Those with OFW family members
• Citizens who were nominated but not elected as volunteers
• Other characteristics that provide power and authority

2. Each barangay should have at least one representation whether volunteer or non-volunteer; (NOTE:
In effect each barangay shall have at least two representatives: Barangay Captain and one citizen)

3. Representation of marginalized groups such as gender, age, ethnic group, ability, and social status
should be ensured: (NOTE: if the number of nominees is less than the number of participants that can be
accommodated in the Talakayan all of these nominees may be invited)

4. Over-invite in anticipation of a no-show rate of 10-20 percent;

5. The field teams should ensure that barriers to participation be minimized (i.e. provision of
accommodation and transportation allowance, if needed). The presentation materials and discussion
formats should keep in mind the participants especially the Non-volunteer group as an audience; and,
 6. A suggested script for inviting community citizens is in the box below:

Good day!

We are from the government’s DSWD and we would like to invite you to the Municipal Talakayan
(replace with local term) at the ________________ on _____________________.

We are inviting a number of citizens from barangays in your municipality and, together with all
Barangay Captains, we will all sit down to listen to officials of your municipal government discuss their
plans and activities. There will also be an exhibit of projects of different NGAs, NGOs and private
organizations working in your municipality. The Talakayan is one way where your municipal
government and their partners can inform you of their plans and projects.

We think that the Talakayan will be a useful place for you, your fellow citizens, and your barangay
and municipal officials to talk and listen to each other so that you will be able to discuss what will be
good for the development of your municipality, and this will enable programs to be developed and
adjusted with your needs and those of all groups taken into consideration. Your officials want to hear
from all of you, as the national government has asked all municipalities to find ways to listen to its
citizens.

Since the Talakayan will take a whole day, we have arranged for your:
• Transportation (describe specifics)
• Lunch, morning and afternoon snacks

A short report on the Talakayan will be prepared. This will be given to your municipal
government who will share it with your barangay officials who are themselves expected to share the
report with their villagers. A documenter will be taking down notes and maybe taking videos/pictures
to capture what went on during the Talakayan. Your name will not appear in this report except in the
list of participants unless you want it to.
At the end of the Talakayan, you will be asked to give your feedback on whether the meeting
was useful or not to you.

There are no penalties or consequences of any kind if you decide you do not want to participate
but we highly hope you can join us in this worthwhile discussion. We will be happy to answer any
question about the Talakayan. (NOTE: provide the program of activities )
NOTE: Provide a different script to invite barangay captains and MLGU officials.
Annex MTT 4: Sample Terms of Reference (TOR) for Third-
Party Engagements
…………………………………………………………………………………………………

A. Background of the Project

The NCDDP Additional Financing will scale up the Disaster Response Operations Modality developed under
the parent project in order to respond to the impact of the COVID-19 pandemic and other major disasters and
to pursue the institutionalization of CDD principles and systems in the harmonized barangay local
development planning in partnership with the DILG. It will also pilot test models for livelihood support to
target communities. The project aims to:

“To empower communities in targeted municipalities to achieve improved access to services and to participate
in more inclusive local planning, budgeting and implementation.”

NCDDP AF will work in partnership with the DILG to assist in preparing the LGUs within its coverage for the
expanded responsibilities as a result of the Mandanas ruling and the full devolution of basic services by way of
strengthening local response to COVID 19 and other natural hazards. DSWD will facilitate citizens’ participation
in the barangay development planning process in order to ensure continuity, quality, and inclusive provision
of services and disaster response.

Implementation of CDD activities in line with local development planning and implementation processes shall
reinforce existing, mandated good governance values in the current Philippine Local Government Code, by
facilitating more inclusiveness, broader community participation, transparency and accountability, as these
values are also embedded in the NCDDP. Assistance to be provided by the AF along social preparation, capacity
building, decision-making, and coordination, can propel the generation of the following results: increased
local dissemination and sharing of information; increased and more systematized local fora for expressions of
choice and voice by citizens in the communities; increased community-government interactions in the
different barangays; and increased availability of resources and technical assistance that can respond
to community-identified priorities. Capitalizing on the said results, more partnerships building in different
communities, among citizens, local governments, and sector national agencies can happen, for better
outcomes in access to basic services and improved well-being of households.

Against this backdrop, the KALAHI-CIDSS intends to assess the overall development of KC municipality focusing
on the achievement of project development objectives, institutionalization of CDD approach and broader local
development agenda through the ‘Municipal Talakayan’ (or Talakayan), an internal evaluation mechanism.
The Talakayan Design has been conceptualized both as a diagnostic and capacity-building tool for local-level
democratic dialogue. It is envisioned as an end-of-cycle activity to be conducted annually over the 3 years of
KC project duration.

As a diagnostic tool, it attempts to assess the level of development in a municipality by understanding the
broader development content and local processes in-place, and to identify changes over the 3-year period. As
a capacity-building tool, it intends to enhance awareness/understanding of the roles and responsibilities of
key stakeholders in local development and governance processes, thereby building local capabilities in results-
based participatory monitoring the evaluation through knowledge generation and sharing, and collaborative
self-assessment among stakeholders.

Because of the normative basis of the assessments, the Design is based on the Memorandum of Agreements
(MOAs) with the Municipal Local Government Units (MLGUs) and the Project’s logical framework indicators;
and intends to align with mayor performance indicators and mechanisms of the Department of Interior and
Local Government (DILG) and with norms underlying good governance measures in the United Nations and
elsewhere (transparency, accountability, participation, effectiveness).

B. Objectives of Engaging Third-Party Partner/s

With the roll-out of the Talakayan, the DWSD sees the importance of engaging Third-Party Partner/s primarily
to facilitate its implementation given the number of municipalities that will have to conduct it yearly and the
limited staff of the DSWD.

Moreover, the involvement of Third-Party Partner/s in this kind of evaluation activity aims to enhance local
partnership both at the DSWD-Third-Party Partner/s and LGU-Third-Party Partner/s levels promoting
participatory development that is essential for effective project delivery and attainment of the Project
development objectives.

C. Scope of Work

The Third-Party Partner/s shall follow the strict compliance of COVID-19 protocols and mechanisms at
respective areas.

The Third-Party Partner/s will serve as RPMO M&E partners in the roll-out implementation of the Talakayan,
and will be responsible for the delivery of two (2) main tasks.

The first task involves the implementation of the Municipal Talakayan Design. The Third-Party Partner/s,
under the guidance of RPMO M&E Unit, is expected to provide technical and administrative support for the
preparation, implementation, and post-implementation activities of the Talakayan. Specifically, they will:
 1. Serve as overall lead facilitator and documenter in all Talakayan activities;
2. Assist in the review and contextualization of Talakayan Technical Design, particularly, on the need
for local dialect/language translation to adapt to specific participants;
3. Assist in the data collection, consolidation, and review of documents at the Regional and
Municipal levels;
4. Assist RPMO M&E and MLGU on the preparation and finalization of presentation materials;
5. Ensure the completeness and readiness of all sessions’ materials and logistics before the
Talakayan Day;
6. Provide inputs and suggestions regarding the Talakayan Design’s content and methodology for
further improvement during the evaluation activity; and
7. Participate in the processing of Talakayan data for the preparation of Municipal Documentation
Report.

The second task is to prepare and submit the Municipal Talakayan Documentation Report which includes
documentation during the:

• Preparatory activities;
• Talakayan Day; and,
• Evaluation and Processing of Outputs activity.

Third-Party Partner/s Project Team

The two (2) tasks mentioned above will be undertaken by a team composed of twelve members, each with
specific roles and period of engagement.

1. One (1) Lead Facilitator

• Serves as focal person for coordination between the CSO and DSWD RPMO M&E Unit;
• Attend all Talakayan-related activities with RPMO M&E: meetings, cluster orientation,
preparatory, Talakayan Day and post-Talakayan activities;
• Lead the Third-Party Partner project team in providing guidance and technical assistance in
the conduct of Talakayan;
• Act as lead facilitator in all Talakayan activities (preparatory, Talakayan Day and post-
Talakayan activities);
• Ensure that all activities of the Talakayan Design are implemented accordingly; and,
• Ensure the correctness and completeness of the Municipal Talakayan Documentation Report
before submitting to the DSWD RPMO M&E Unit.
2. One (1) Lead Documenter
• Attend all Talakayan-related activities with RPMO M&E Unit; meetings, cluster orientation,
preparatory, Talakayan day and post-Talakayan activities;
• Document all Talakayan activities (preparatory, Talakayan Day, and Post-Talakayan activities);
and,
• Lead in the preparation of the Talakayan Documentation Report.

3. Two (2) Administrative Assistants

• Attend preparatory activities (i.e. strategizing and on-field activities), Talakayan Day, and post-
Talakayan (i.e. evaluation and processing of outputs) activities;
• Assist the RPMO M&E, ACT, and MCT in the preparation of Talakayan materials and supplies
(registration, workshop materials), arrangement of venue, etc.;
• Photo and video document all the Talakayan activities; and,
• Collect and safe keep all Talakayan materials for documentation purposes.

4. Four (4) Workshop Group Facilitators

• Attend preparatory (i.e. strategizing activity), Talakayan Day, and post-Talakayan (i.e.
evaluation and processing of outputs) activities;
• Facilitate assigned workshop group during the Talakayan Day; and
• Together with Workshop Group Documenters, prepare workshop group outputs using the
prescribed format and submits to the lead documenter/facilitator for consolidation.

5. Four (4) Workshop Group Documenters

• Attend preparatory (i.e. strategizing activity), Talakayan Day, and post-Talakayan (i.e.
evaluation and processing of outputs) activities;
• Assist Workshop Group Facilitators during the Talakayan Day;
• Document the discussions of the assigned workshop group during the talakayan Day; and
• Together with the Workshop Group Facilitator, prepare workshop group outputs using the
prescribed format and submit to the lead documenter/lead facilitator for consolidation.
D. Third-Party Partner/s Period of Performance and Outputs

Area coverage

The Third-Party Partner/s will serve as RPMO M&E partner in the roll-out implementation of the Talakayan in
(Insert number) of municipalities within the provinces of __________, ________, _________ in Region _____.
These series of Talakayan will be conducted for a period of (insert number) months, from (month) to (month)
(year).

Province Municipality No. of Barangays Schedule of Remarks

Talakayan
Third-Party Partners
Cluster Orientation

Third-Party Partner/s Engagement Period

There will be two (2) components of Third-Party Partner/s engagement : the Regional Cluster Orientation and
the Talakayan roll-out implementation.

The Regional Cluster Orientation is a 30 day exposure to an actual Talakayan where Third-Party Partner/s
representatives (i.e. lead facilitator and lead documenter) will be oriented and trained on the processes as
they observe it on the field. The clustering will be based on geographic proximity of the regions.

The Regular Talakayan, on the other hand, will be scheduled right after the Third-Party Partners Orientation.
The Third-Party Partner/s, under the guidance of RPMO, will lead the implementation of the regular
Talakayans, in a number of municipalities covered by the region. For each municipality, the Third-Party
Partner/s has to perform off-field and on-field preparatory activities, Talakayan Day, and post-Talakayan
activities.

The Third-Party Partner/s shall provide innovative ways to make the powerpoint presentations and activities
more lively, meaningful, and interactive (e.g. visuals/inforgraphics and other multimedia for the powerpoint
presentation and energizers in-between activities).
 Third-Party Regular Talakayan Total
Partner Project Regional Preparatory Talakayan Post-Talakayan Activities Man-
Team Members Cluster Activities days
Orientation Off-field On- Talakayan Evaluatio Documentation
(Observers in Strategizi Planning field Day n and Report
Actual ng with Processin Preparation and
Talakayan) RPMO g of Submission
M&E Outputs
1 man-day (3 0.5 man- 0.5 man- 2.5 1 man-day 1 man- 2 man-days 8.5
days) day day man- days
days
Lead Facilitator
Lead Documenter
Administrative
Assistant
Workshop Group
Facilitator
Workshop Group
Documenters

Municipal Talakayan Documentation Report

Within seven (7) calendar days, after the conduct of Evaluation and Processing of Outputs activity, the partner
Third-Party Partyner/s is expected to submit the Municipal Talakayan Documentation Report.

The Documentation Report should follow the prescribed outline and should be in two (2) language formats:
in English and in local dialect. The report package should include:
• Two (2) printed copies for each of the language format
• CD compilation of the electronic copies of the documentation reports, including photo and video
documentations.

E. Third-Party Partner/s Period of Performance and Outputs

The Third-Party Partner/s will work under the direct supervision and guidance of the RPMO M&E unit. They
will also work closely with the Area Coordinating Team (ACT), Municipal Coordinating Team (MCT) and MLGU
for the preparation, implementation and post-implementation of Talakayan activities.

F. Support to be Provided by the DSWD

The DSWD RPMO M&E will provide/arrange technical and administrative support to the Third-Party Partner/s,
particularly on the following requirements:
 1. Technical resources (data and information) and other requirements necessary for the Talakayan
design implementation, these include project documents such as KC briefer, other KC evaluation
studies and Municipal Talakayan Design;
2. Logistics, meeting arrangements, meals and accommodation arrangements, supplies during the
Talakayan field work activities;
3. Coordination with the MLGU, ACT, MCT and invitation of Talakayan participants.

H. Third-Party Partner/Fees and Schedule of Payment

The funding source for this project will be from DSWD NPMO M&E fund to be downloaded to RPMO.

The Third-Party Partner/s will be engaged for a period of (Number) months with a duration of 8.5 days per
municipality, including the 3-day Third-Party Partners Cluster Orientation. The total contract amount is
________________________________ for the entire duration of the assignment. This amount represents the
professional service fees, out-of-pocket costs such as communication, travel allowance, meals and
accommodation, supplies, printing expenses for the documentation report and _____ percent VAT.

This amount shall be paid on a progress billing:

• For the initial engagement, the partner Third-Party Partner shall be paid a partial amount of SIX
THOUSAND TWO HUNDRED PESOS ONLY (Php 6,200.00) which requires attendance in the Regional
Cluster Orientation. (*Note: Price may vary and change.)
• For the succeeding Regular Talakayan implementation, the Third-Party Partner shall be paid an
amount of EIGHTY FOUR THOUSAND PESOS (Php 84,000.00) for every municipality having completed
the Talakayan within the duration of the engagement period. (*Note: Price may vary and change.)

The processing of payments is subject to the submission of Municipal Talakayan Documentation Report,
reviewed and accepted by the DSWD RPMO in consultation with DSWD NPMO.
 Annex MTT 5: Financial Performance Templates
…………………………………………………………………………………………………

A. MLGU Financial Performance (2021-2023)

Table 1: Financial Profile by Revenue Sources in Municipality 1: 2021 to 2023

Revenue Sources 2021 2022 2023
IRA share
Locally-sourced revenues
Other revenues (include sources)

Total LGU Income

Total LGU Income per Capita
Development Fund=20% IRA
Development Fund per Capita

Table 2: Financial Profile by Sectoral Expenditure in Municipality 1: 2021 to 2023

2021 2022 2023
General public services
Education, culture, sports, and manpower
development
Health and Nutrition Services
Labor and employment
Housing and community development

Social welfare services

Economic services
Other purposes
MLGU Programs and Projects
Municipality: ______________________________
Office: ______________________________
List of Programs/Projects for the Year:

Program/ Project Brief Project Project Cost Funding Implementing Covered No. of
Description Duration Source Agency Barangays Beneficiaries
1.
2.
3.
Specific Programs/Projects/Services for:
A. Women
-Use of GAD Budget, Identify GAD Focal Person
1.
2.
-Other programs/ projects/ services for women
1.
2.
B. Poorest (as identified in MLGU Form 1)
1.
2.
C. Health and Nutrition Services
1.
2.
Note: If available, please provide the listed programs and projects with supporting pictures (printed or electronic file).
Annex MTT 6: Survey of Indicators of Development
…………………………………………………………………………………………………

Many sets of indicators of development, whether general or specific to a sector, have been developed
from national or country-level down to the municipal-level. The following is a list of such indicators:

1. World Bank has constructed the World Development Indicators for country level indicators with
the Philippines contributing in the 2021 database (http://www.data.worldbank.org,
https://data.worldbank.org/indicator)

2. The Philippines along with other countries have targeted the Sustainable Development Goals
(SDGs) and monitor the SDG indicators.
Goal 1: No poverty
Goal 3: Good Health and Well-being
Goal 5: Gender Equality
Goal 6: Clean Water and Sanitation
Goal 11: Sustainable Cities and Communities

3. PDP 2017-2022, is first medium-term plan geared towards the long-term vision. The overall
strategic framework goal is to lay down the foundation for inclusive growth, a high-trust and
resilient society, and a globally-competitive knowledge economy. The guideposts of the matrix are
the following:

a. Ensure people-centered, clean, technology-enabled and responsive governance

b. Expand opportunities across regions
c. Transform human capital development towards greater agility
d. Build safe, resilient and sustainable communities
e. Accelerate strategic infrastructure development

4. The Human Development Network developed the Human Development Index (HDI) as a tool to
measure the overall achievements in three basic dimensions of human development, namely,
longevity, knowledge, and a decent standard of living. It is premised on the principle that human
development cannot be measured by the yardstick of income alone since income is a means, not an
end, and there is no automatic link between income growth and human progress17. The three basic
dimensions are measured using the following:

17
http://hdn.org.ph/human-development-index-hdi/
 a. Health: life expectancy
b. Education: functional literacy rate and combined primary, secondary, tertiary enrolment
rate
c. Income: real income per capita.

5. The Philippine Minimum National Social Data Set (PMNSDS), as documented by Bascos-Deveza (2001),
lists a core set of 15 indicators consisting of six data items in the area of population and development,
four measuring absolute poverty, four measuring productive employment and unemployment and
one general measure of population disaggregated by sex and age:
a. Population estimates, by five year age group and sex
b. Life expectancy at birth by sex
c. Infant mortality per 1000 live births
d. Child mortality per 1000 live births
e. Maternal mortality per 100000 live births
f. Contraceptive prevalence rate
g. Average number of years of schooling completed by sex
h. Persons per sleeping room
i. Access to safe water
j. Access to sanitation
k. Monetary value of the basket of food needed for minimum nutritional requirement
l. GDP per capita in pesos
m. Average income per capita of families by decile group
n. Unemployment rate by sex
o. Employment- population ratio by sex

6. The Core Gender and Development Indicator System (CORE GAD), also documented by Bascos-Deveza
(2001), consists of 20 core indicators for monitoring the outputs and impact of the Philippine Plan for
Gender Responsive Development and the Beijing Platform for Action. The following are the areas of
the core GAD indicators:
a. Education and Training
b. Economy
c. Health
d. Poverty
e. Institutional Mechanism
f. Media
g. Power and decision making
h. Environment
i. Violence against women and girls
j. Armed conflict and human rights
 7. As part of the Social Reform Agenda (SRA) in the 1990s, the Philippines took serious steps to address
poverty reduction in the country. The National Anti-Poverty Commission (NAPC) was created as part
of such steps. It identified the monitoring and tracking of poverty as an integral part of poverty
reduction. It adhered to the principle that management of poverty reduction requires the
measurement of poverty. Consequently, in support of the flagship government convergence program
to provide minimum basic needs (Comprehensive and Integrated Delivery of Social Services), NAPC
developed 33 income and non-income indicators (Community- Based Information System). In the
process of streamlining and rationalizing this initiative, the indicators were reduced to a minimum
core set of 13 Local Poverty Indicators in 2003, and in 2004, one more indicator was added on maternal
mortality rate. Today these are now known as the 14 Core Local Poverty Indicators (CLPIs). In an en
banc resolution of the National Anti-Poverty Commission (NAPC) of March 2003, local government
units (LGUs) were directed to adopt the CLPI as a minimum set of community-based information for
poverty diagnosis and planning and integrate such information into their local poverty monitoring
systems and use in preparation of local level action plans and programs. Subsequently, the DILG issued
a memorandum circular in April 2003 that guided LGUs in the adoption of the Core Local Poverty
Indicators in:
• Planning and development of more focused, customized and responsive poverty reduction
plans.
• Better targeting of the services for the poor and the vulnerable; less leakages
• Monitoring and assessment tool of outcome/ impact of interventions 18
The following are the 14 CLPIs:

BASIC NEEDS CORE INDICATORS

A. Health 1 Proportion of child deaths aged 0-5 years old
2 Proportion of women deaths due to pregnancy- related causes
B. Nutrition 3 Proportion of malnourished children aged 0-5 years old
C. Shelter 4 Proportion of households living in makeshift housing
5 Proportion of households who are squatters
D. Water and Sanitation 6 Proportion of households with no access to safe water supply
7 Proportion of households with no access to sanitary toilet facilities
E. Basic Education 8 Proportion of children 6-12 years old not in elementary school
9 Proportion of children 13-16 years old not in secondary school
F. Income 10 Proportion of households with income below poverty threshold
11 Proportion of households with income below subsistence threshold
12 Proportion of households who experienced food shortage
G. Employment 13 Proportion of persons who are unemployed
H. Peace and Order 14 Proportion of persons who were victims of crime

18
http://www.pdf.ph/downloads/Annex_3_FINAL_PDF_Poverty_Mapping_Report_2_%5B1%5D.pdf
 Key Informant Interviews, Field Visits, and FGDs with various stakeholders indicated that the
CLPIs are the most available municipal-level information that may be used as indicators of
development for reporting in the Municipal Talakayan.

8. The DILG developed a GUIDE TO COMPREHENSIVE DEVELOPMENT PLAN (CDP) PREPARATION FOR
LOCAL GOVERNMENT UNIT 19. It gives detailed steps in the conduct of local planning and clarifies
the relationships of the Comprehensive Development Plan (CDP), the Comprehensive Land Use
Plan (CLUP) and Executive and Legislative Agenda (ELA). It provides a list various sectoral plans
that LGUs need to develop. Some of the plans that require inter-sectoral functional committees
are the following:

a. Disaster Management Plan

b. Local Poverty Reduction Plan
c. Gender and Development Plan
d. Sustainable Development Plan
e. Food Security Plan
f. Integrated Area Community Peace and Order and Public Safety Plan

DILG also provides a list of indicators for LGUs’ use in planning in its publication “Rationalizing the
Local Planning Process”, version 1 of which was written in 2008.
DILG also requires the LGUs to accomplish the Local Governance Performance Management System
(LGPMS). It is a self-assessment and web-based development management tool for provinces, cities
and municipalities capable of providing information on the capacities and limitations of LGUS in the
delivery of essential public services. It aims to provide results-oriented information concerning levels
of LGU management capacity, service delivery and state of development from which may evolve
decisions or actions to optimize investments or resources, establish LGU performance benchmarks
and generate strategic data for local and national policy development.
Its major output called the Annual State of Local Governance Report or SLGR, in downloadable
electronic format, provides strategic information concerning LGU performance in governance along
the areas of Administration, Social Services, Economic Development, Environmental Management
and Valuing the Fundamental of Governance.
The following e-Reports could be generated through LGPMS:
• State of Local Governance Performance e-Report (e-SLGPR)
• State of Local Development e-Report (e-SLDR)
• Financial Performance e-Report
• e-Summary Reports (provincial, regional, national)
There are two (2) LGPMS areas covered, with its respective sub-areas:

19 DILG-Reports-2011712-1939d5d3d3.pdf
 • Governance Aspect
o Administrative Governance
o Social Governance
o Economic Governance
o Environmental Governance
o Valuing Fundamentals of Good Governance

• Developmental Aspect
o Social Development
o Economic Development
o Environmental Development
SLDR Performance Scale. A perfect scale of 5 denotes excellent performance while performance scales of 1-4
indicates for improvements: 5= Excellent, 4= High, 3= Fair,2= Low, 1= Very Low.
SLDR Performance Scale. a 5-point scale and color codes are applied to visualize the result. The numerical
equivalent used to gauge the level of development is called the "Development Index":20
5 4 3 2 1
Very High High Fair Poor Bad

In the light of devolution, the Barangay Development Plan (BDP) and/or Barangay Development Investment
Plan (BDIP) shall be reviewed. Here are the following tools to analyze and develop the BDP/BDIP:

1. Community Based Monitoring System (CBMS)

2. Field Health Service Information System (FHSIS)
3. National Household Targeting System (NHTS)
4. Administrative data from National Government Agencies (NGAs).21

It is noted that the construction of the BDP/BDIP through a workshop is similar to the Municipal Talakayan.
Thus, there is a need to harmonize the BDP/BDIP workshop and the Municipal Talakayan eventually.

20 http://www.lgrrc6.org.ph/index.php?option=com_content&view=article&id=109:lgmps&catid=35:programs&Itemid=2
21 http://www.dbm.gov.ph/wp-content/uploads/Issuances/2012/Joint%20Memorandum%20Circular/JMC%202012-
1/Statement%20of%20policy.pdf
Annex MTT 7: List of MLGU Documents to Prepare/
Review
…………………………………………………………………………………………………

Municipal Development Agenda: Plans and Activities

Documents Year Persons/Unit
Responsible
1. Comprehensive Land Use Plan (CLUP) Latest Plan
2. Comprehensive Development Plan (CDP) Latest Plan
3. Executive-Legislative Agenda (ELA) Latest Plan
4. Local Development Investment Plan (LDIP) Latest Plan
5. Barangay Development Investment Plan (BDIP) Latest Plan
6. Barangay Development Plan (BDP) Latest Plan
7. COVID-19 and Climate Change Disaster Risk (CCDR) Latest Plan/
Assessment Report RPMO M&E1, Third
8. LGU Financial Performance Report Latest Plan Party Lead Facilitator,
9. Local Governance Performance Management Latest Plan MLGU focal person
System (LGPMS) or State of Local Governance
Report
10. Community-Based Monitoring System (CBMS) Latest report
11. Annual Gender Assessment and other GAD Latest report
reports/documents
12. State of the Municipality Address (SOMA) Latest report
13. Other relevant planning/ budgeting/ reporting Latest report
documents from the MLGU

Linking KC with Municipal Development Agenda

Documents Period Persons/Unit
Responsible
1. Consolidated PSA Results for the municipality Social
available at the national/regional/municipal Preparation and
level/barangay level Community
Planning Year 1 RPMO M&E
Annex MTT 8: Municipal Talakayan Session Plan
…………………………………………………………………………………………………

MUNICIPAL TALAKAYAN DAY

Duration: One (1) Day

Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved
AM Session
8:00 – 8:30 Travel to To derive a listing of • Talakayan Day
am Venue, participants and their Program
(30 minutes) Registration of profiles • Registration Forms /
Participants
Attendance Sheet
• Table, chair, ballpens
8:30 - 9:00 Introduction To formally open the The emcee will formally open the • Sound system Third-Party
am • Welcome Talakayan Activity activity, introduce the MLGU official for
•a Microphones Partner
(30 minutes) Remarks welcome remark and discuss the
• Overview of To orient participants objectives and expected output of the
Talakayan on the objectives and activity.
activities of the
Talakayan
9:00 -11:00 Session 1: To inform the 1) The MLGU Officer presents the • Part 1 powerpoint MPDO or
am Presentation of participants on the following information: presentation MLGU
(2 hours) the Municipal latest Municipal Profile material Officer
Profile and and Development
A. Municipal Profile • Projector
Snacks will be Development Status using indicators
given to the Status of the under the three 1. Vision, Mission, Goals • Laptop
participants Municipality aspects of 2. Administrative Governance • Municipal Profile
at 10:00 am. development a. LGU composition
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved
(governance, poverty b. MDC and local special bodies • LGPMS Performance
reduction and people – composition and (2011-2013)
empowerment) accreditation of CSOs • LGU Awards and
3. Demographic Data Recognitions
a. Population of Municipality • Local Poverty
(current and previous period) Situation
b. Population growth rate • MLGU KC KPIs
c. Total land area in hectares • Survey Results (some
d. Population density demographic
e. No. of households characteristics) from
f. No. of families KC activities in the
g. No. of poor households barangay
h. No. of poor families • Perception Survey on
i. No. of 4Ps households Barangay
j. No. of 4Ps families Constituents
k. No. of IP households
l. No. of IP families
m. No. of Adults (males and
females 18 years and older)
n. No. of youth (males and
females 13 to 17 years old)
o. No. of children (12 years and
younger)
p. No. of senior citizens (60 years
and above)
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved
q. No. of urban poor
r. No. of farmers
s. No. of farmers
t. No. of PWD
u. Population per Barangay (by
gender, poorest groups)

4. Financial Profile (2021-2023)

a. Revenue Sources
• IRA Share; per capita IRA
share; 20% Development
Fund; per capita
Development Fund
• Locally-Sourced Revenues
• Other Revenues (include
sources)
• Total LGU Income
b. Sectoral Expenditure
• Investment Patterns

B. LGPMS Performance from 2021-2023

(show in tables or charts)
1. Administrative Governance
2. Fundamentals of Good
Governance
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved
3. Economic Governance
4. Social Governance
5. Environmental Governance

C. LGU Awards and Recognitions

1. MDG Scorecard, Good
Governance Index, Other Awards
Received (Seal of Good
Housekeeping, Performance
Challenge Fund, etc.)

D. Local Poverty Situation

1. Poverty Incidence (2021, 2023
NSCB)
2. Identification of Poorest-
population and geographic
distribution of the poor and
marginalized, NHTS data, etc.
3. Mechanisms for tracking the
RPMO M&E
poorest – Social Welfare
and AC
Indicators Assessments, etc.
To determine KC 4. Core Local Poverty Indicators
contributions, including a. Health and Nutrition
other KC outcomes, to
• No./Percentage of children
local development
under 5 years old who died
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved
agenda along key result • No./Percentage of women
areas. who died due to pregnancy
related causes
• No./Percentage of children
0 to 5 years old who are
malnourished
b. Education
• No./Percentage of children
aged 6 to 12 who are not
attending elementary
school
• No./Percentage of children
aged 13 to 16 who are not
attending secondary school
c. Shelter
a) No./Percentage of
households living in
makeshift housing
b) No./Percentage of
households who are
informal settlers
d. Water and Sanitation
• No./Percentage of
households without access
to safe water
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved
• No./Percentage of
households without access
to sanitary toilet facilities
e. Income
• No./Percentage of
households with income
below the poverty
threshold
• No./Percentage of
households with income
below food threshold
• No./Percentage of
households who
experienced food shortage
f. Employment
• No./Percentage of persons
in the labor force who are
unemployed
g. Peace and Order
• No./Percentage of persons
who are victims of crimes
h. Disaster preparedness
• No./Percentage of
households given trainings
on disaster preparedness
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved

2) The RPMO M&E and AC will discuss KC

contributions to local development and
survey results from KC Activities in the
barangay level.

A. KC Contributions to Local
Development

1. This part explains specific KC

contributions to local
development/performance areas
of the municipality.

2. Prepare MLGU KC KPIs and its

status for first and/or second
cycle.

3. The RPMO M&E together with AC

will discuss each KPI and
determine which indicator/s
including other KC processes and
outcomes contribute directly or
indirectly to local development.
For example, focusing on MLGU
performance sector/area, that is,
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved
using LGPMS key governance
areas:
a. Administration
governance
b. Valuing fundamentals
of good governance
c. Economic governance
d. Social governance
e. Environmental
governance
f. Others

Note: Some KPIs may not be

applicable to specific municipality.

4. The discussion may include

findings from relevant KC impact
evaluations and other studies.
Simplify the statement for easier
and better appreciation of the
audience.

5. Prepare and finalize the

presentation material.
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved
11:00-11:15 ENERGIZER To allow the The facilitator gives an energizer (e.g. • Projector screen Third-party
am (15 participants to stretch exercise, dance, etc.) • Music (CD, flash partner
minutes) and relax before drive)
listening again to the
next part of the • Music player (laptop)
program.
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved
11:15-12:00 Session 2: To illustrate the 1) The second part of the Part 2 powerpoint MLGU
nn (45 Presentation of community and LGU- programme of the Talakayan will presentation material, Officers
minutes) Summary of identified needs using highlight needs, interventions and projector and laptop (MPDC,
Needs, PSA output, LGU MLGOO,
outstanding needs or gaps.
Interventions, reports, and KC • PSA MSWDO),
and Gaps indicators to determine • CBMS RPMO M&E
which among these 2) For the identification of
• CLPI
development needs are community needs, the MLGU officer/s
commonly or mostly (MPDC, MLGOO, MSWDO) together with • ELA
being addressed by the RPMO M&E will review the • AIP
various development Participatory Situation Analysis (PSA) • List of current
actors, and finally map priority needs, select the top four (4) programs and
out which needs projects
needs and categorize these needs
remained unaddressed.
according to sector or subsector.

A. Economic
• Agriculture
• Employment and livelihood

B. Social
•Education
•Health
•Gender Development
•Peace and Order
•DRR

C. Infrastructure
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved
•Mobility (roads/infrastructure)
•Power
•Water supply
•Communication

D. Environment

3) Prepare a chart or table (Ex. Using excel

formal or easel sheets). In the first
column, list all the names of barangays.
In the first row, list all key
sectors/subsectors.

4) Using this chart, color-code the chart

cells (Ex. Red) for all the top three (3)
identified PSA needs according to
barangay and sector/s.

5) In the case that the identified needs for

community and LGU overlap, color-
code the chart cell Green.

6) For the interventions, refer back to the

accomplished Form 2 MLGU list of
current programs and projects. In the
same chart, map out in which
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved
barangay/s (or if municipal wide) and in
which sector does each program/
project fall. Label the cell according to
the following:

KC: KC projects and program

interventions
NGA: national government agencies,
executive offices, GOCCs, etc. (Ex.
DOH, DENR, DAR, DPWH, PCSO,
PAGCOR, etc.)
MLGU: Municipal local government
CSO: Civil Society Organizations (Ex.
NGOs, People’s Organizations)
PS: Private sectors (Ex. CSR,
individual donations)
Others:

7) For the Gaps, encircle the colored cells

that do not have any interventions.

8) Prepare and finalize the presentation

material using Powerpoint or other
appropriate presentation format.
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved
See Annex 9 for the Sample Matrix on the
Summary of Needs, Interventions and
Gaps
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved
Group Picture
Lunch Break

PM Session
1:00-2:00 pm Session 3: To inform participants 1) The third part of the program is the Municipal MLGU
(1 hour) Presentation of about the local presentation of the municipal development plans, Officer
the Municipal development development plans by sector and its goals and objectives by
Development directions by sector
goals and objectives.
Agenda- Plans presenting municipal
and Activities plans and agenda in
for the coming achieving local 2) The development sectors to be covered
year development are:
outcomes according to
key result areas. A. Institutional Development

B. Social Development
• Health
• Education
• Gender Sensitivity
• Housing Protective Services

C. Economic Development
• Trade, commerce, and services
• Agriculture
• Manufacturing
• Tourism
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved

D. Infrastructure and Physical

Development
• Roads and Bridges
• Land Transport
• Air Transport
• Communication
• Water
• Power

E. Environmental and Physical

Development

3) Prepare and finalize the presentation

material using Powerpoint or other
appropriate presentation format.

4) The session facilitator will invite

questions from the audience in a brief
open forum.

2:00-3:00 pm Session 4: To recognize and 1) The fourth part of the program is the • Guide/Instructions Third-Party
(1 hour) Gallery Walk appreciate gallery walk. The gallery shall contain to Gallery Walk Partners
and Municipal interventions of other the replica of the presentation
Feedbacking development actors in
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved
the municipality’s materials which shall be discussed • Posters (charts,
development. during the Talakayan Day. The materials pictures, narrative
can be in the form of pictures, charts, reports, tables)
To provide the
graphs or any visual aids. • Easel sheets or
Talakayan participants
the opportunity to Manila Paper for
react on the 2) The reaction could be in the form of posting comments/
information provided questions, comments and feedbacks/
during the Talakayan suggestions/recommendations. suggestions
Day presentation • Permanent markers
sessions. A. General Instructions • Meta cards/ sticky
notes (color coded
1. Before the Talakayan Day, post on
per group of
the wall of the venue copies of the
participants)
presentation materials for discussion
• Shaped sticky notes
during the Talakayan Day. These
(square or circle) for
materials are the following:
votation purposes
• Masking tape
o Municipal profile and
development status of the
municipality using indicators
(Part 1 /Presentation 1)
o Summary of Needs,
Interventions and Gaps (Part 2
/Presentation 2 )
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved
o Municipal Development Agenda :
Plan and Major Activities (Part 3
/Presentation 3 )

NOTES:
These materials are exact replica
of the materials displayed in the
gallery.

All Presentation 1 materials will be

posted separately from the other
materials. This will compose the
station 1 materials.

All Presentation 2 materials will

likewise be posted away from the
other materials and the spot will
be designated as station 2.

Similarly, Presentation 3 materials

will be for station 3.

Hence, there shall be 3 stations

assigned for presentation
materials.

Another station, 4th station, shall

be created to capture the general
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved
comments of the participants
related to or as a result of the
activity. This shall be called “ Take-
Home Counter “.

To save time and depending on the

total number of groups, create 2 or
3 of each station, i.e. 2-3 Station 1,
2-3 Station 2 , 2-3 Station 3 and 2-3
Station 4.

2. In each station post meaningful

questions that will stimulate the
minds of the participants to analyze,
synthesize, evaluate the
data/information presented before
them in the form of posted images
(graphs, charts, photographs and
other visual aids). Think of 4-5
questions to use centered on the
images/visual presentation materials.
The sample questions provided below
(refer to A: Preparation) can be used
or new questions can be formulated.
Sample questions:
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved
a. What interesting thing you noticed
as you read the charts/graphs and
the comments of other
participants?
b. What were written many times?
(referring to information presented
and or to comments/questions
posted by participants?
c. What was something that you
expected or did not expect?
d. What were some apparent
patterns/common observations?
e. What are your
suggestions/recommendations?
f. What is a question you still have?

The 4th station, the Take-Home

Counter, will ask the participants the
following questions:

a. What is the most important thing

you learned?
b. How do you plan to use what you
learned?
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved
c. What do you want your fellow
barangay members /neighbors to
know about your municipality?
d. What do you need from barangay
officials and KC staff to ensure that
you can share/discuss in your
barangay what you learned from
this Talakayan?

NOTE: It is recommended that at

least a station facilitator shall
be assigned to clarify the group
task/instructions or answer
clarification questions from
participants.

3. Post a number of large sheets of

Manila paper to the walls of the
training venue per station. These
sheets of paper shall capture the
group comments.

B. Just Before Actual Gallery Walk

1. Prepare the participants and

assign roles.
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved

Give instructions to participants how

to go about the activity. Assign a
direction to move, e.g., clockwise or
counter-clockwise and inform them
of the time limit per station. Tell them
the signal they should watch or
instruction to give when to move to
another station.

2. Assign a leader, a
recorder/secretary, monitor, and
emissary per group.

The leader shall keep the group on

task, shall encourage participation,
shall keep conversation civil and shall
assure that all group members
understand the question and key
points.

The recorder shall write the group

responses on meta cards for posting
on manila paper/easel sheet.

The monitor shall act as time keeper

and assist in posting the meta cards
containing the group responses.
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved

Emissary/Liaison shall communicate

any question or problem of the group
to the activity facilitator.

4. Arrange participants into

homogeneous groups (e.g. officials,
volunteers, non-volunteers). Provide
each group with different colored
meta cards, permanent markers and
masking tape. Ask each group to
spend time introducing themselves to
their group mates and preferably give
them the privilege to assign roles.

C. Begin Gallery Walk

1. Direct each group to different

stations, except the 4th station. The
4th station will be accessed by a group
only after it has completed the visits
to the first 3 stations.

2. While upbeat music plays (

OPTIONAL ), participants in groups
walk around the room reviewing and
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved
analyzing the information presented,
discussing their observations and
writing their responses (answers to
questions posted, additional
comments to previous group’s
comments either affirmation or
rebuttal, issues/concerns discovered,
suggestions/recommendations). The
group responses can be written on
the meta cards/sticky notes and be
posted on the blank Manila paper
earlier provided using masking tape.

After the designated time to

comment, say 5-7 minutes, session
facilitator shall give signal to rotate or
move to the next station. At the new
station the group adds new
comments and or responds to the
comments left by the previous group.

As the group rotates, the main

facilitator or her/his aide shall nurture
group discussion and participation by
re-phrasing questions or translating
them into local dialect. Also, the
facilitator shall provide hints if a
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved
participant or the group does not
understand or misinterpret the
question.

3. Groups continue to make

comments and review the answers
already contributed by previous
groups adding their own comments.
This procedure continues until all
groups have visited the first 3
stations. As soon as a group finishes
all 3 stations, then the group can
proceed to the 4th station.

D. Concluding the session

When all groups have completed

visiting the 4 stations, instruct them to
return to their seats and prepare for
the next activity. Preferably, the next
activity will be a snack break or
energizer to give time for facilitators to
prepare for Part 5: Talakayan Synthesis
and next Steps.
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved
3:00-3:15 pm SNACKS
(15 minutes)
3:15-3:45 pm Session To summarize 1) The fifth part of the program is the • Template Third-party
(30 minutes) 5:Talakayan highlights of the synthesis of the gallery walk, next presentation for the partner
Synthesis, Next Talakayan sessions steps, and participants’ evaluation of Synthesis and Next
Steps and /Gallery Feedback
the Municipal Talakayan. Steps
Participants’
Evaluation of To solicit participant’s • Talakayan Activity
the Municipal evaluation in the 2) The session facilitator and station Evaluation Form
Talakayan conduct of the facilitators should start collating the
Talakayan comments posted by the participants
while the groups are rotating to
different stations.

3) The feedback from the participants

including the 4th station responses shall
be summarized in a table form while
the participants are having a break
(snacks or energizer). Time allotment:
20 minutes

4) The session facilitator presents the

summary to the participants using the
template.

5) Distribute the Municipal Talakayan

Evaluation Form to the participants.
 Presenter/s
Time Session / Required Documents / or
Objective Content / Guideline
Allotment Activity Equipment / Logistics Person/s
Involved

3:45-4:00 pm Closing To formally close the The emcee makes some announcements, Third-party
(15 minutes) activity thanks the participants for their partner
participation, and closes the program.

If the Mayor or any municipal official is

still in the venue, invite him/her to
formally close the activity.
 Annex MTT 9: Sample Worksheet of Summary of Needs and
KALAHI CIDSS Interventions
…………………………………………………………………………………………………

A. Sample Worksheet of Summary of Needs and KALAHI CIDSS Interventions

(Municipality of Kiamba, Sarangani Province, Region 12)
B. Sample Worksheet of Summary of Needs, Interventions and Remaining Challenges (Municipality of Kiamba,
Sarangani Province, Region 12)
 Annex MTT 10: Guide for the Gallery and Gallery Walk
…………………………………………………………………………………………………

I. Gallery

Gallery is generally understood as a place inside a building, preferably a room, which is used to exhibit work
of arts. In relation to the Municipal Talakayan, the “work of arts “to be displayed are copies of the presentation
materials which shall be discussed during the Talakayan Day.

The gallery is for general public viewing not just limited to the participants of the Municipal Talakayan. The
gallery shall provide an opportunity for the constituents of the municipality to become aware of the following:

• development status of the municipality

• summary of municipality needs and interventions by development stakeholders , i.e. LGU, KC,
• engaged 3rd party , e.g., NGOs, POs, church-based organizations, and community citizens (
individuals or as a group )
• municipal development plan ( programs and activities for the coming year )

With this in mind, the gallery must be located in a place where the public has free access.
The gallery shall contain the replica of the presentation materials which shall be discussed during the
Talakayan Day. The materials can be in the form of pictures, charts, graphs or any visual aids. This can be
showcased via online as well through the LGU official social media account and website.

The preparatory work for the gallery shall start one month before the actual Talakayan Day. Materials or “
work of arts “ shall be prepared and displayed pleasing to the eyes and can trigger curiosity that shall motivate
viewers to gather additional information or engage in an informal sharing and discussion with fellow
constituents.

It is highly recommended that the gallery shall be opened for public viewing at least one week ahead of the
Talakayan Day with at least one person assigned each day to reply to questions and or to explain further the
significance of the information presented. This can be posted online a week or as long as it is finished.

II. Gallery Walk

A gallery walk is a discussion technique that allows “ learners “ ( students/participants ) to work together in
small groups to share ideas and or respond to questions, scenarios, images and or texts presented before
them.

The Gallery Walk is Part 4 of the Talakayan Day Program.

 A. General Preparation ( at least one month before Talakayan Day )

1. Set the objective for the activity.

Objective: “To provide the Talakayan participants the opportunity to react on the information provided during
the Talakayan Day presentation sessions.”

Note: The reaction could be in the form of questions, comments and suggestions/recommendations.

2. Formulate meaningful questions that relate to the information being posted around the room. Sample
questions:
a. What interesting thing you noticed as you read the charts/graphs and the comments of other
participants?
b. What were written many times? ( referring to information presented and or to comments/questions
posted by participants?
c. What was something that you expected or did not expect?
d. What were some apparent patterns/common observations?
e. What are your suggestions/recommendations?
f. What is a question you still have?

3. Decide on how much time the participants will have at each station. The time should be long enough
for meaningful discussion in the group and short enough to maintain focus. The allotted time per station must
also consider the size of each small group and the total number of small groups which will visit each station.

4. Decide how to signal the participants that it is time to move on to the next station (e.g., music,
handclap, briefly turning off the lights and then turning them back on, just say “rotate “, etc.).

5. Decide how you will group the participants (e.g., barangay officials group, volunteer group, non-
volunteers group, etc.).

6. Prepare the materials.

• Posters ( charts, graphs, pictures, narrative reports, etc )
• Easel sheets/Manila paper for posting of questions/comments
• Permanent markers
• Meta cards/sticky notes ( color coded per group )
• Sticky notes in circles or squares for “votation” purposes
• Masking tape
 B. General Instructions

1. Before the Talakayan Day, post on the wall of the training venue copies of the
presentation materials for discussion during the Talakayan Day. These materials are the following:

o Municipal profile and development status of the municipality using indicators (Part 1 /Presentation
1)
o Summary of Needs, Interventions and Gaps ( Part 2/Presentation 2 )
o Municipal Development Agenda : Plan and Major Activities ( Part 3/ Presentation 3)

NOTE:
These materials are exact replica of the materials displayed in the gallery.
All Presentation 1 materials will be posted separately from the other materials. This will compose the station
1 materials.

All Presentation 2 materials will likewise be posted away from the other materials and and the spot will be
designated as station 2.

Similarly, Presentation 3 materials will be for station 3. Hence, there shall be 3 stations assigned for
presentation materials.

Another station, 4th station, shall be created to capture the general comments of the participants related to
or as a result of the activity. This shall be called “Take-Home Counter “.

To save time and depending on the total number of group, create 2 or 3 of each station, i.e. 2-3 Station 1, 2-3
Station 2 , 2-3 Station 3 and 2-3 Station 4.

2. In each station post meaningful questions that will stimulate the minds of the participants to analyze,
synthesize, evaluate the data/information presented before them in the form of posted images
(graphs, charts, photographs and other visual aids). Think of 4-5 questions to use centered on the
images/visual presentation materials. The sample questions provided above (refer to A: Preparation)
can be used or new questions can be formulated.

The 4th station, the Take-Home Counter, will ask the participants the following questions:
a. What is the most important thing you learned?
b. How do you plan to use what you learned?
c. What do you want your fellow barangay members /neighbors to know about your municipality?
d. What do you need from barangay officials and KC staff to ensure that you can share/discuss in your
barangay what you learned from this Talakayan?
NOTE:
It is recommended that at least a station facilitator shall be assigned to clarify the group task/instructions or
answer clarification questions from participants.

3. Post a number of large sheets of Manila paper to the walls of the training venue per station. These
sheets of paper shall capture the group comments.

C. Just Before Actual Gallery Walk

1. Prepare the participants and assign roles.

Give instructions to participants how to go about the activity. Assign a direction to move, e.g.,
clockwise or counter-clockwise and inform them of the time limit per station. Tell them the signal
they should watch or instruction to give when to move to another station.

2. Assign a leader, a recorder/secretary, monitor, and emissary per group.

The leader shall keep the group on task, shall encourage participation, shall keep conversation civil
and shall assure that all group members understand the question and key points.

The recorder shall write the group responses on meta cards for posting on manila paper/easel sheet.
The monitor shall act as time keeper and assist in posting the meta cards containing the group
responses.
Emissary/Liaison shall communicate any question or problem of the group to the activity facilitator.

3. Arrange participants into groups based on the grouping decided earlier. Provide each group with
different colored meat cards, permanent markers and masking tape. Ask each group to spend time
introducing themselves to their group mates and preferably give them the privilege to assign roles.

D. Begin Gallery Walk

1. Direct each group to different stations, except the 4th station. The 4th station will be accessed by a
group only after it has completed the visits to the first 3 stations.

2. While upbeat music plays ( OPTIONAL ), participants in groups walk around the room reviewing and
analyzing the information presented, discussing their observations and writing their responses (
answers to questions posted , additional comments to previous group’s comments either affirmation
or rebuttal, issues/concerns discovered, suggestions/recommendations). The group responses can
 be written on the meta cards/sticky notes and be posted on the blank Manila paper earlier provided
using masking tape.

After the designated time to comment, say 5-7 minutes or as decided earlier, session facilitator shall
give signal to rotate or move to the next station. At the new station the group adds new comments
and or responds to the comments left by the previous group.

As the group rotates, the main facilitator or her/his aide shall nurture group discussion and
participation by re-phrasing questions or translating them into local dialect. Also, the facilitator shall
provide hints if a participant or the group does not understand or misinterpret the question.

For online, captions and narrator shall be present in guiding the gallery walk. A video presentation
will do as well.

3. Groups continue to make comments and review the answers already contributed by previous groups
adding their own comments. This procedure continues until all groups have visited the first 3
stations. As soon as a group finish all 3 stations, then the group can proceed to the 4th station.

E. Concluding the session

When all groups have completed visiting the 4 stations, instruct them to return to their seats and prepare for
the next activity. Preferably, the next activity will be a break to give time for facilitators to prepare for Part 5:
Talakayan Synthesis and next Steps.

NOTE TO FACILITATOR/S:
The session facilitator and and station facilitators should start collating the comments posted by the
participants while the groups are rotating to different stations then summarizes them to include the 4th station
responses while the main group is having a break. When it is conducted online, the facilitator may decide
on the break and flow of the session.
Section 3: Supplemental M&E Policies
…………
ANNEX 13 – NEDA-DBM National Evaluation Criteria
…………………………………………………………………………………………………….
Reference: NEDA-DBM Joint Memorandum Circular No. 2015-01: National Evaluation Policy Framework of
the Philippines
ANNEX 14 – Policy and Plans: Adherence to Policies related to
the Conduct of Research and Evaluation Studies in the DSWD
dated 25 January 2021
…………………………………………………………………………………………………….
Please refer to Memorandum Circular No. 9 series 2019: The DSWD Research and Evaluation Policy
and Memorandum Circular No. 10 series 2019: The DSWD Research Protocol for the complete
guidelines. It is available in DSWD website.
ANNEX 15 – Memorandum Circular No. 08 series of 2020:
Simplified Data Sharing Guidelines on the Provision of DSWD
Programs and Services during a National State of Emergency
…………………………………………………………………………………………………