Uploads - Project - 11549 - 1294370285 - FR - Phil2006

INSTITUTIONALIZATION OF THE
COMMUNITY-BASED MONITORING
SYSTEM (CBMS) TRAINING PROGRAM
Draft Report
23 August 2006
(This report was prepared by Simeon Agustin Ilago of the Center for Local and Regional Governance,
University of the Philippines, with the assistance of Elyzabeth F. Cureg. The views and opinions expressed
in this report are of the author and do not reflect the position of the World Bank and of the institutions
where the author is affiliated. Errors of fact and omissions are solely of the authors.)
Institutionalization of CBMS Training
TABLE OF CONTENTS
List of Abbreviations
I. Overview 3
II. Approach and Methodology 7
III. Results of the Study
A. National Government Agency Best Suited to House CBMS

7
Training Program
B. Institutional Arrangements Needed to Support CBMS Training

11
Program
C. Optimal Composition of Pool of Trainers/Expert Champions 15
IV. Other Considerations for Institutionalization of CBMS Training 18
V. Translation of CBMS Materials 20
Attachment 1. List of LOGOTRI-PhilNet Members by Region 22
Attachment 2. List of ASPAP Members by Region 24
References 26
List of Key Informants Interviewed 26
1
LIST OF ABBREVIATIONS
ADB Asian Development Bank

ASPAP Association of Schools of Public Administration in the Philippines
BLGD Bureau of Local Government Development
BPU Bulacan Polytechnic University
BSU Bulacan State University
CBMS Community-Based Monitoring System
CIDA Canadian International Development Agency
CODE-NGO Caucus of Development Non-Governmental Organizations
DILG Department of the Interior and Local Government
DOT-NCR Department of Tourism – National Capital Region
IDPG Institute for Democratic Participation in Governance
JICA Japan International Cooperation Agency
LAPP II Localized Anti-Poverty Program II
LGA Local Government Academy
LGPMS Local Government Performance Measurement System
LGRC Local Governance Resource Center
LGSP Local Government Support Project
LGU Local Government Unit
LMP League of Municipalities of the Philippines
LOGOTRI-PhilNet Local Governance Training and Research Institutes Philippines
Network
MDGs Millenium Development Goals
MIMAP Micro Impacts of MacroEconomic Adjustment Policies
NAPC National Anti-Poverty Commission
NEDA National Economic Development Authority
NSCB National Statistical Coordination Board
NSO National Statistics Office
PASUC Philippine Association of State Universities and Colleges
PEF Peace and Equity Foundation
PhilHealth Philippine Health Insurance Corporation
PPEM Participatory Public Expenditure Management
PSS Philippine Statistical System
SRTC Statistical Research and Training Center
STI Systems Technology Institute
SWP Social Watch Philippines
UNDP United Nations Development Program
USAID United States Agency for International Development
WB World Bank
2
INSTITUTIONALIZATION OF THE
COMMUNITY-BASED MONITORING SYSTEM (CBMS)
TRAINING PROGRAM
DRAFT REPORT
August 23, 2005
I. Overview
This report was prepared to study the possible scaling up of the Community Based
Monitoring System (CBMS) and the institutionalization of its training program. CBMS is
an organized way of gathering household level information at the local government and
community levels. Information generated from the CBMS can be used to facilitate
resource allocation, serve as input to development planning as well as poverty mapping,
monitor the impact of social services and development programs on poverty reduction,
and track the progress in the localization of the Millennium Development Goals (MDGs).
As the usefulness of the system becomes shown in an increasing number of local

governments, it is expected that demand for CBMS training will pick up in the
succeeding years, when the system becomes embedded in those local governments that
have adopted it, and as documentation of its uses in local governance become more
available and disseminated.
Various national government agencies as well as donor institutions are keen on using
CBMS and the data it generates for oversight and monitoring in meeting the Millenium
Development Goals. Official recognition by several key national government agencies
had been issued in support of the CBMS. In the near future thus, they key issue is how to
meet in a sustainable and cost-efficient manner the increasing demand for training and
capacity building on the use of CBMS, with sufficient safeguards on data consistency and
quality.
This report was guided by the following expected deliverables:
• Determine the national government agency best suited to house the CBMS
training program.
• Determine the institutional and organizational set up and arrangement to support

the CBMS training program, including a collaborative framework with the
academe and civil society.
• Determine the fiduciary (financial management and procurement) capacity and

sustainability of the selected national government agency and all relevant costs
associated with setting up the CBMS training program.
3
• Determine the optimal composition of the pool of trainers/expert champions and

the criteria for selecting the champions and methods of accreditation.
CBMS Background, Evolution and Growth
CBMS evolved from the early 1990s study under the Micro Impacts of Macroeconomic
Adjustment Policies (MIMAP) Research Program of the International Development
Research Center. Florentino and Pedro (1992) recognized the absence of disaggregated
data for planning, program formulation, policy-impact and poverty monitoring and
proposed a design for such a monitoring system.
Initially, CBMS was designed to cover only the poor and disadvantaged households in
the community because they were the focus of MIMAP. The idea in 1996 was to install
the system in sentinel or index areas to keep track of the impact of government policies
on vulnerable groups. The design made use of the vulnerable groups identified by the
then Presidential Commission to Fight Poverty (now National Anti-Poverty
Commission)1.
The CBMS design was twice modified (1994 and 1996) and twice pilot-tested (1995-
1996 and 1999) in two Bulacan barangays. By 1999, Palawan was using the system. In
2002, the system popularized the use of a core set of poverty indicators later adopted by
the National Anti-Poverty Commission (En Banc Resolution No. 7 of 2003). The
Department of the Interior and Local Government in 2003 issued a Memorandum
Circular enjoining all local government units (LGUs) to adopt these same set of
indicators for development planning (Memorandum Circular 2003-92).
In 2005, through Resolution No. 6, the NSCB Executive Board acknowledged the
usefulness of CBMS in strengthening the statistical system at the local level and in
generating information for monitoring and evaluating development plans and progress in
the attainment of the MDGs. Also in the same year, NSCB issued a clearance for the
adoption of CBMS. Earlier in the year, the DILG through its Bureau of Local
Government Development (BLGD) officially espoused the CBMS instruments in coming
up with core local poverty indicators and in monitoring the localization of the MDGs.
Statistics from the CBMS Team showed that as of July 2006, there are 23 provinces, 161
municipalities, 13 cities, covering a total of 4,438 barangays implementing CBMS. So far,
initiatives have been started in 12 regions. Among these, numerous barangays have been
covered in Regions 3(Central Luzon), 5(Bicol) and 8(Eastern Visayas). Table 1 shows the
1
The vulnerable groups identified were the (1) lowland landless agricultural workers; (2) lowland small
farm owners and cultivators; (3) upland farmers; (4) artisanal fisherfolk and; (5) urban poor.
4
number of local government units that have implemented CBMS and their source of
technical assistance.
Table 1. Number of Local Governments and Source of Training Technical

Assistance
No. of No. of No. of Number of Technical Assistance

Region
Provinces Municipalities Cities Barangays from
NCR 1 201 CBMS Team
I 1 1 24 CBMS Team & BLGD
CBMS Team, BLGD &
II 1 1 42 LMP
(Bulacan) - CBMS Team
(N. Ecija) - CBMS Team
III 3 33 4 843 & BLGD
(Bataan) - CBMS Team &
BLGD
IVA 1 1 48 CBMS Team & BLGD
(Palawan) - CBMS Team
IVB 2 27 1 585 (Marind.) - CBMS Team
& BLGD (WB proj)
(Cam Nor) - CBMS Team
(Cam Sur / Albay /
Sorsogon) - CBMS Team
V 5 35 4 1097 & RSSC
(Masbate) - CBMS Team
& BLGD (WB proj)
VII 2 1 2 71 CBMS Team
CBMS Team, IDPG,
VIII 5 43 1133 EV-CBMS-TWG
CBMS Team & BLGD
X 1 5 58 (WB proj)
CBMS Team / DILG-
CAR 1 1 22 BLGD / LMP
CARAGA 1 14 314 CBMS Team
Totals 23 161 13 4438
The project is now in its seventh phase and is defined by the following components:
refining the CBMS in Palawan; piloting the CBMS gender component; providing
technical support and advocacy for the nationwide expansion of the use of CBMS in the
country; and serving as coordinator of the MIMAP’s CBMS network. (Suggested
5
Restatement: To date, the continued implementation and expansion of CBMS work in the
Philippines is made possible through a technical collaboration between the CBMS
Network Coordinating Team of the Angelo King Institute for Economic and Business
Studies of De La Salle University, the local government units and the Department of
Interior and Local Government (DILG). Technical support in the design of the CBMS
instruments and training modules as well as in the conduct of capacity building
workshops is being extended to local and national government partners by the CBMS
Network Team of AKI through the Poverty and Economic Policy (PEP) Program of the
International Development Research Centre (IDRC).
By 2006, the National Anti-Poverty Commission and the League of Municipalities of the
Philippines are also providing advocacy support for the scaling up of the adoption and
use of CBMS to more LGUs in the country.
The Philippines is not alone in implementing CBMS. There are current initiatives on
using the system in 9 other countries in Asia and 5 in Africa. These countries are
Bangladesh, Cambodia, Indonesia, India, Lao PDR, Nepal, Pakistan, Sri Lanka, Vietnam,
Benin, Burkina Faso, Ghana, Senegal, and Tanzania.
Current Approaches under the CBMS Training Delivery System
The current CBMS training delivery system is anchored on MIMAP Philippines (a

technical collaboration between the CBMS Network Coordinating Team and the DILG).
From the interviews, three approaches can be identified:
1. Direct training by MIMAP Philippines (the CBMS Network Coordinating

Team of AKI) of local government trainers/coordinators in partnership with a technical
working group led by the local planning units and comprised of corresponding line
agencies (DILG, DSWD, and others) in the from the initial requesting local governments.
Examples of this mode were those undertaken for Palawan, Camarines Norte, Bulacan,
Bataan, Agusan del Sur and Puerto Princesa City, Pasay City, Mandaue City .
2. Training of partner civil society organizations, who take responsibility for training
and advocating with interested local governments in their areas of operation. In Eastern
Visayas, CBMS Network Coordinating Team of AKI has trained a pool of trainers from
the Institute of Democratic Participation in Governance and from the Regional Office of
the DILG. At present, Social Watch Philippines (SWP) has formed an agreement with the
CBMS Network Coordinating Team to train SWP partners and selected trainers from
participating local governments. This approach also involves advocacy on the part of the
partner civil society organizations to local governments for the adoption of CBMS
through its program on localizing the millennium development goals under a program
funded by the European Union.
6
3. Partnership with DILG, BLGD to train DILG-initiated regional, provincial and

city/municipal teams. A CBMS team made up of BLGD personnel has been trained by
the CBMS Network Coordinating Team; they in turn have been involved in the training
in the WB-ASEM funded project in Marinduque, Camiguin and Masbate. Forthcoming
expansion of CBMS implementation in 10 additional provinces and cities through DILG-
BLGD will be supported by a grant from the UNFPA
Characteristics of existing delivery system
The current training delivery system can be characterized as flexible, participatory and
inclusive. CBMS partners have not been limited to either government or non government.
The flow of training also has gone several ways, to the region, province, or directly to the
municipal level, or from the region or province down to the municipal levels.
Training has been demand driven, arising from the awareness of the local governments
and other organizations of the value and usefulness of CBMS. The training has been
conducted only on those who requested for it, and who had committed to invest their own
resources to cover the cost of setting up the system. The system thus draws its momentum
from the interest and commitment of the participating stakeholders.
The cost of training has been largely undertaken by the requesting local governments,
with CBMS Network Team of AKI through the PEP Program of IDRC taking the tab for
the services of its resource persons and trainers.
Training had been conducted in phases, and while the modules were meant to be
completed in six months, experience showed that the training completion may take at
least a year, because of particular realities in the partner local governments.
II. APPROACH AND METHODOLOGY
The report looks at the institutionalization of CBMS training program as an active

process of developing relationships, practices, and procedures to sustain or maintain the
program. While there is no standard procedure by which an innovation is institutionalized,
certain elements are considered essential in the process. These include an enabling
environment, supportive institutional or organizational structure, and support functions
needed to sustain the implementation of innovation. The enabling environment is made
up of policies that support, guide and reinforce the innovation, leadership that guides the
organization through the challenges of institutionalizing the innovation, core values that
provide guidance on activities and decisions to be made, and adequate resources. The
institutional or organizational structure delineates roles in terms of oversight,
coordination and support, and implementation. Support functions cover capacity building,
information and communication and advocacy, and rewards and recognition.
7
Information for this study was taken from interviews of key informants from the national
government agencies considered relevant to CBMS implementation, local governments
that have successfully implemented CBMS training, and other stakeholder organizations.
Published materials on CBMS and documents from MIMAP Philippines were also used
in the analysis. (See References and List of Interviewees.)
III. RESULTS OF THE STUDY
A. NATIONAL AGENCY BEST SUITED TO HOST CBMS TRAINING

PROGRAM
The study was tasked to identify a national government agency that could suitably host
the CBMS training program as a crucial link to CBMS institutionalization at the local
government level. The search for a host institution can be seen as an effort to provide
leadership and oversight to the CBMS training program as MIMAP Philippines gradually
withdraws from the function of direct training of local governments and other institutions.
Placing CBMS training under a national government agency will support ongoing efforts
to use the system as a poverty monitoring tool, enable the supervision and delivery of
training to the growing number of local governments willing to adopt the CBMS, and
contribute to its sustainability. It can also signal national government commitment to
CBMS, which can possibly draw donor assistance in scaling up CBMS and making
training available to a wider number of local governments. It is envisioned that the
national agency would be able to coordinate the delivery of the training, provide technical
assistance and mentoring after training, and enable local governments to discover other
possible uses and application of CBMS data.
The strong candidates that have been suggested are the Statistical Research and Training
Center (SRTC) and the Local Government Academy (LGA). These agencies were
assessed in terms of their internal capacities such as degree of networking, resource
generation capacity, linkage with local governments, flexibility of operations, and
facilities.
Local Government Academy
The Local Government Academy was created in 1988 as an attached agency of the
Department of the Interior and Local Government (DILG). It serves as DILG’s training
arm, with a mandate for capacity-building of local governments through education,
training, and research.
The Academy is governed by a 5-member Board of Trustees headed by the Secretary of

DILG. The members of the Board are sectoral representatives (academe, NGO, business,
and government leagues). Directly under the Board is the Office of the Director,
8
responsible for managing the operations of the Academy. Within this office is the
Business Unit tasked to mobilize resources and to provide secretariat support to the
Board. Assisting the Director are three divisions on (1) administration; (2) education and
training; and (3) research and program development.
It has been able to form alliances with donor agencies like the World Bank, USAID,
JICA, Japan Foundation, CIDA and even with organizations from the business sector
(Shell and San Miguel Corporation) on local government projects tackling poverty
alleviation, environmental management, and good governance.
Networking. LGA has helped organize the Local Governance Training and Research
Institutes Philippines Network (LOGOTRI-PhilNet)—a network of local resource
institutions representing all of the regions in the country. Since its establishment in 2003,
LOGOTRI-Philnet has grown to 40 organizations, consisting of national and local
academic institutions, regional research and training institutions, and several commercial
and non-government organizations. The Director of the LGA currently serves as the
President of the network. To date, the network has offered training, seminars, and
workshops for its members on trainer’s training on best practices documentation;
coaches’ workshop; advanced community organizing; and MDG localization.
An offshoot of the tie up of LGA and LOGOTRI-PhilNet was the development of an

accreditation scheme for LGU training programs, with the support of the DILG.
Members’ training programs are accredited by a committee to be formed by the network,
based on an agreed criteria.
Resource Generation. In 2005, the LGA suffered a 48 percent budget cut when its
training fund amounting to PhP30.33 million was removed from its annual budget. It was
forced to work on an internal budget of PhP31.87 million, which it augmented through
external sourcing, by engaging with local and international partners. LGA managed to
raise PhP23 million from local and foreign sources (PhP5.09 from local sources;
PhP18.24 from foreign partners) to fund its training operations and programs. It has
implemented a policy that local governments should shoulder the cost of training
programs, even those that it offers.
Fund Operation. LGA maintains a trust fund account for externally generated income,
which it uses for special projects. Savings and earnings from the trust fund are normally
plowed back to operations or to fund similar or new programs, and are not remitted back
to the national treasury at the end of the fiscal year.
Facilities. LGA operates a training facility in UP Los Banos, Laguna, which it uses, and
is also used by other government agencies. With initial support from the Local
Government Support Project (LGSP), it has now started establishing a knowledge facility
to be called the Local Governance Resource Center (LGRC). The LGRC will provide
9
multimedia knowledge and information through both physical and virtual libraries; serve
as an information link between LGUs and government initiatives on local capacity
development; and provide materials such as how-to’s, best practices, and cases on local
innovations and development.
Statistical Research and Training Center (SRTC)
Created in 1987 thru Executive Order No. 121, the Statistical Research and Training
Center (SRTC) is the ‘research and training arm of the Philippine Statistical System
(PSS)’, a decentralized system of agencies involved in policy-making, data collection and
processing, and research and training. Distinct from other members of the PSS, SRTC is
charged with improving the quality of statistical information generated by the national
government through the administration of responsive statistical research and training.
The Center is governed by a 7-member Board chaired by the Secretary-General of the

NSCB. The members are the designated representatives from NSO, UP School of
Statistics, Bureau of Agricultural Statistics, NEDA, Philippine Social Science Council,
and the SRTC Executive Director (ex-officio). The Governing Board frames the
operating policies of the SRTC. Directly managing the Center is an Executive Director
who manages two technical (Research and Training) and one administrative division. The
Center is composed of 26 personnel, with 5 to 6 persons assigned to the training division.
SRTC offers a package of regular courses that are fee-based. It also can conduct
customized training based on the need of the client. It has done regional training in the
past and has developed its own network of resource persons and contacts at the regional
level. It worked with the Bureau of Agricultural Statistics in a capacity building project to
develop an agricultural information system from the region down to the municipalities.
Recently, SRTC administered for DOT-NCR a customized training on Generation of

Tourism Statistics at the Local Level. The training aimed : (1) to develop an awareness
and appreciation of tourism statistics in the context of development planning; and (2) to
demonstrate how these statistics can be generated and used in the formulation of policies,
development strategies, and in the identification of tourism-oriented programs and
projects. This training was the first of three modules about tourism statistics. The whole
program will eventually bring the participants to learn how to summarize and analyze
data and use forecasting techniques.
Fund Operation. SRTC operates as a semi-government, corporate entity, with an

endowment fund that supports its operations. It is allowed to retain its earnings to support
its operations.
Assessing the Two Agencies
10
By mandate, the Local Government Academy serves as the training arm of the national
government through the DILG, delivering capacity building interventions to local
governments. It thus has closer links to local governments than SRTC, and has greater
chances of integrating the CBMS approach to its other programs and projects for local
governments. If CBMS is seen as designed for local governments, and for the use of local
governments, then LGA is better fit to be the institutional host for CBMS training.
On the other hand, the strength of SRTC is its training expertise on statistical collection,
use, analysis and forecasting, but it does not have an established linkage with local
governments or institutions working with local governments. However, if we look at
CBMS as a system for coming up with an information database with possible
contribution to the wider statistical system, SRTC is well suited to contribute to the
development of the technical aspects of the CBMS.
Both agencies can have a role to play in the institutionalization of CBMS training.
However, this study suggests that between the two, the LGA be considered as the
national government agency to host the CBMS training program. SRTC, on the other
hand, can be actively involved in the refinement of existing methodologies on data
collection and in drawing up modules on data analysis and applications.
Network and Linkages. LGA has better linkages in terms of networking with other
institutions focusing on local governments for training delivery and also for fund
sourcing. Its network of local resource institutions through the LOGOTRI-Philnet can
provide some of the regionally based suppliers of CBMS training. The peer-based
accreditation scheme employed within the network can be reformulated for the case of
CBMS training.
Advocacy. LGA can integrate the advocacy for CBMS in the orientation programs it
conducts for newly elected officials (usually held following local election, at the start of a
new three-year term), and in its regular training programs for local governments.
Facilities. LGA’s Local Government Resource Center (LGRC) can be configured to

include a facility for web-based information sharing, technical assistance and problem
solving, and uploading of documentation of good practices in CBMS implementation as
well as data application. Standardized modules and updates can also be uploaded to this
configured site under the LGRC. Its training center in Los Banos, Laguna can be used at
subsidized rates for training of regional trainers and coordinators.
Financial Management and Procurement Capacity. Both agencies have the flexibility
to retain earnings arising from project operations. The advantage of LGA is in terms of its
having more programs geared towards local governments, thus it has more opportunities
of leveraging its resources and integrating CBMS training as a possible component in its
programs.
11
B. INSTITUTIONAL ARRANGEMENTS NEEDED TO SUPPORT THE

CBMS TRAINING PROGRAM
The approach earlier considered cited the need for supporting policies and institutional
structure, information and communication, and resources, as essential elements of
institutionalization. This section identify institutional arrangements in the following areas:
national government recognition of CBMS and complementary policy support; multiple
approaches to advocacy; cost sharing and leveraging of resources; and network and
partnership in training implementation.
National Government Recognition of CBMS and Complementary Policy Support
CBMS has gained the official recognition and support from the NSCB, DILG and NAPC.
Most recently, NAPC has initiated moves to harmonize poverty monitoring tools used by
different government agencies. PhilHealth is reported to be interested in using CBMS as
a tool for tracking indigent members eligible for health insurance in a community. DILG
is keen on using CBMS not only as a means for tracking progress in localizing the MDGs
by local governments, but also as a way of measuring local government performance
under the Local Government Performance Measurement System (LGPMS). However,
there is an impression from the interviews that the national government is sending
various signals when it comes to making CBMS as the system for information gathering
and poverty incidence monitoring at the local level. The 2004 CBMS conference noted
the need to increase acceptance/recognition of CBMS as official statistics, as some donor
agencies still insist on using NSO data instead of the data generated through CBMS.
National government commitment to CBMS needs to be strongly articulated and
signaled by the national government agencies involved in poverty reduction and local
governance, and when possible, articulated in the Philippine Development Forum.
While the issue of harmonizing the monitoring system remains to be resolved, the DILG
have issued a memorandum circular encouraging local governments to use CBMS,
together with other monitoring systems, as a tool for poverty monitoring and
development planning, and authorizing the participation of local government officials on
official time in training and other activities related to CBMS implementation. This and
other succeeding circulars, however, should stop short of making CBMS implementation
mandatory, as this negates the characteristic of the present training delivery system. The
demand-driven nature of the present training program must continue, in which those
being trained were already aware and were willing to try out CBMS.
Information and Communication and

Multiple Approaches to Advocacy
12
Institutionalization of CBMS training would require active advocacy of the system to

local governments. Partnership arrangements between the LGA and the various leagues
of local governments (League of Provinces, League of Cities, and League of
Municipalities), as well as national leagues of local government officials (League of
Vice-Mayors, League of Councilors, Liga ng mga Barangay, League of Planning Officers)
in advocacy is highly suggested. The League of Municipalities has expressed interest in
becoming part of the CBMS implementation, even to becoming the data repository.
Annual conferences and meetings of these various leagues provide important venues to
discuss the usefulness of CBMS and the successes achieved so far by local governments
which have implemented it. Local governments which had already implemented CBMS
could take the opportunity to present their experience and their gains.
A documentation project with the CBMS Network to include a 15-20 video documentary,
as well as popularized version of documented cases of CBMS implementation will help
in CBMS advocacy. Locally-based academic institutions as well as academe-based
centers working on research and training for local governments can be tapped for the
documentation of the cases.
Cost Sharing and Leveraging of Resources
Seed funding for the institutionalization of the training program, covering the training of
an initial number of region-based trainers and related costs could be provided by
development organizations such as the ADB and the World Bank. Both have tried to
access Japan-finance funding facilities in the past for poverty mapping using CBMS, and
may have better chances this time with the CBMS training program in place within a
national government agency, and with strong signal of national government commitment
to promote CBMS.
Additional funding may be leveraged by convincing international development

organizations to integrate the poverty information collection as a component of their
capacity building efforts.
As the mandated training arm of the DILG for local governments, part of LGA’s budget
is programmed for training and capacity building, which it augments through partnership
and resource matching with local and foreign organizations. LGA has received assurance
that the training budget will be restored in the 2006 budget and in the succeeding budget
years, and that what happened in 2005 would not be repeated again. Part of the training
budget can be allocated by LGA for CBMS. However, this budget allocation shall be
used primarily for direct cost of LGA’s implementation of CBMS training, and to
subsidize the cost of training of 5th to 6th class municipalities or interested municipalities
that might be too cash-strapped to come up with the entire counterpart funding.
13
The guiding principle remains that LGUs shall bear the cost of training as part of their
investment to the process. LGA has been enforcing this policy in its training programs
and projects, and is well positioned to demand (or to bargain) that LGUs come up with
their counterpart funding for CBMS training.
Networking and Partnership in Training Implementation
The institutional arrangements thus far with CBMS Network Team of AKI has been
open and inclusive, and this should also characterize the processes of training delivery for
training implementation.
The envisioned structure for training delivery is decentralized. While LGA provides the
overall umbrella for CBMS training, training delivery is suggested to be administered
under partnership arrangements with region-based and local resource institutions, as well
as academic institutions.
Partnership with the CBMS Network Team of AKI. There is a need to further
strengthen the organizational structure for training delivery of the CBMS Network Team,
through the hiring and development of additional trainers to support the training of
regionally-based trainers under the umbrella of LGA. The work of the CBMS Network
Team in transferring the present technology to through LGA might take from one to two
years. CBMS Network Team, along with the SRTC and academic institutions, will need
to be involved in the development of future modules, particularly on applications of
CBMS data, and in introducing further technical refinements and upgrading of the system.
Partnership with Local Resource Institutions under LOGOTRI-Philnet. Local

resource institutions under this network consist of academic as well as research and
training institutes which had taken training on such topics as coaching and mentoring,
MDG localization, and community mobilization. (See Attachment 1 for list of members
by region)
Partnership with Academic Institutions. Academic institutions, either nationally-based

or locally-based, are expected to be involved substantially in institutionalization. Locally-
based universities and colleges can provide the continuity necessary in a long process of
capacity building using CBMS; they can also be tapped for facilities, expertise and
human resource that can complement the resources in local governments. For example, in
the experience of Bulacan, the local colleges Bulacan Polytechnic University (BPU) and
Bulacan State University (BSU)) were involved in the data processing phase, where their
facilities were used for training in data encoding and processing. Students also from these
colleges were also taken as on-the-job trainees who assisted in data encoding and
digitizing. In the case of the municipality of Balagtas, a number of the enumerators were
students from the local branch of Systems Technology Institute (STI) who also helped in
data encoding and digitizing.
14
Academic institutions also will figure in deepening the use of CBMS data as pointed out
in the 2004 CBMS conference, to prevent creating data-rich but information-poor local
governments.
Working with PASUC or ASPAP. A possible arrangement is to tap the organization of

colleges and universities such as the PASUC (Philippine Association of State
Universities and Colleges) under a MOA to serve as partner institutions in training,
coaching, and technical assistance. A more feasible arrangement is to work with the
Association of Schools of Public Administration in the Philippines (ASPAP), the
members of which are also members of PASUC, but which deal more closely with local
governments in their area. (See Attachment 2 for list of ASPAP members by region.)
ASPAP involvement can also tap the support of the UNDP for CBMS training
institutionalization. At present, part of UNDP’s thrust under its Governance Portfolio is
to strengthen the ASPAP schools in terms of curriculum development, training of trainers,
and knowledge generation so that they can ably engage with local governments and other
state institutions in their regions. A case writing initiative by the member schools can be
used also to document CBMS experiences. CBMS data can also be used in teaching
research, project management and public policy courses in these schools.
Partnership with Civil Society Organizations. CBMS Network Team has already
started a working engagement with civil society organizations such as the IDPG in
Eastern Visayas and Social Watch Philippines. In addition to these, the CODE-NGO has
provincial partners that have been trained as part of the LAPP II Project (a JSDF-funded,
WB administered project) in poverty incidence monitoring using the 13 core indicators
set out by NAPC. It will be easy for these provincial partner NGOs under CODE-NGO to
adapt the CBMS materials for data collection, and their experience and insights on how
to implement a poverty incidence monitoring tool will come handy.
C. OPTIMAL COMPOSITION OF POOL OF TRAINERS/EXPERT

CHAMPIONS
Who shall serve as trainers/expert champions?
From the interviews of key informants and based on CBMS Philippines’ experience, the
suggested sources of trainers are from the academic institutions (especially those
regionally and locally based), regional offices of national government agencies such as
DILG, NEDA and NSO, civil society organizations, and local governments that had
successfully implemented CBMS. Trainer qualifications that were commonly identified
were:
• Highly computer literate
15
• With good communication skills

• Preferably with experience or had been exposed on survey operations and other
data generation exercises
• Committed to mentoring and coaching of participants after training
It is suggested that the trainers’ pool be widely sourced. Trainers from regional offices
have a drawback in the sense that their time will have to consider their regular functions
and responsibilities, and the training schedule may not fit their workload and regular
schedule. Their commitment also will depend on whether the regional directors buy into
the system and commit their offices to support training and implementation. Without the
regional director’s concurrence and support, regional staff members may not be able to
work on CBMS training on official time and with budget support from the regional office.
However, a number of trainers should come from among the regional offices of DILG,
NSO and NEDA, who can be tapped to fill in demand for training in cases that other
trainers are unable to provide the service.
Civil society organizations can operate most effectively in the local areas where they
have established a history of working with local governments and have gained credibility
and integrity in the process. The experience of CODE-NGO partners in the project LAPP
II is instructive, in that the local governments were willing to work with the partner
NGOs which had been working in their areas and which had gained their trust and
confidence (see Ilago and Esden 2004). The issue of funding also needs to be considered,
inasmuch as CBMS training requires a commitment through the process and after by way
of coaching and technical assistance. The context of civil society organizations’
participation as partner institutions in training should not be project-driven, but more of
an investment on their part on local development.
Trainers may also come from among local governments that have successfully
implemented CBMS. From the experience of CBMS Philippines, these trainers can
effectively deal with their fellow local government participants, and can provide practical
insights and examples based on their experience. However, their participation would
require taking leave from official duties and responsibilities even for two days, and
permission from their respective superiors.
Size of Trainers’ Pool
The detailed cost table attached to this report assumes a pool of five (5) trainers for each
region. The composition may vary from region to region, although it is suggested that at
least two of the trainers should come from the region-based academic institutions dealing
with local governance, another two (2) should come from regional offices, and one (1)
from an intermediate or federated level NGO.
16
A batch of 85 regional trainers can be trained initially by CBMSPhilippines. LGA can

issue the call for training, and together with the CBMS Network Team, screen
nominations.
Commitment to Training
The figure below shows the timeline for CBMS training that ranges from 6 months to a
year. It is important in the selection of trainers that they should be aware and should
commit to render the expected services of trainers, including the required continuous
mentoring, monitoring and coaching.
Figure 1. Comparative Timelines: CBMS Implementation and Planning and

Budgeting Cycles
17
Profile and Development Plan

 finalize questionnaire forms
 Deadline for Submission of

 Start of Survey Operations
 Data Encoding and Map

 drafting of a work plan
* Continuous mentoring,
 Validation Workshop
 Final Socioeconomic
 identify enumerators
Accomplished Forms
 Module 4 Writeshop
 Module 1 Training
monitoring and coaching
 Data Processing
from the pool of trainors
 MOA signing
necessary (trainors can be

Digitizing easily called/contacted to
respond to queries)
(1) Ideal: 6 months CBMS Implementation

[Jan-June or June-Dec]
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
PLANNING CYCLE
Local Development Plan / Investment Plan Preparation
Budget Review ►Budget Execution and Accountability Budget Preparation Budget
Authorization
BUDGETING CYCLE
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
(2) Extended: 1 year CBMS Implementation
MOA signing 
finalize questionnaire forms 

identify enumerators 
Accomplished Survey Forms 
Socioeconomic profile and 

drafting of a work plan 
Module 1 Training 
Start of Survey Operations 
Start of data encoding 
Data Encoding Finished 
Data Processing
Validation Workshop 
Module 4 Writeshop 
all submitted
and map digitizing
Accreditation of Trainers and Institutions
CBMS Network Coordinating Team, will take the lead in developing accreditation
standards for both individuals and institutions. The following should be considered in the
accreditation process:
18
1. Individuals can be accredited upon completion of the standard training program

for trainers. This means that to be a fully accredited trainer for CBMS, one must
demonstrate the ability to:
• Explain the usefulness of the CBMS to local governments

• Conduct interviews and record information with minimum errors or none at all
• Edit questionnaires for reliability and consistency of data
• Encode accomplished questionnaires with minimum errors or none at all
• Prepare a digitized map based on CBMS data
• Prepare a barangay CBMS database, including digitized spot maps and
boundaries with data
• Prepare a barangay socio-economic profile or a barangay development plan
• Prepare a project proposal brief
Feedback mechanism. A feedback mechanism involving local governments that have

been trained and assisted in CBMS implementation should be set in place to form part of
the accreditation process. The feedback could be in the form of post-training reaction
level assessment, and a brief process assessment report evaluating the quality of post-
training assistance provided to the local government upon completion of each module of
CBMS training.
Because the length of completion of CBMS training will vary from one local government
to another, the accreditation of CBMS trainers and training providers should be done
once every two years. A provisional accreditation shall be given to a training provider or
individual upon completion of certain modules; full accreditation shall be given only after
the trainer has completed all the modules, demonstrated the abilities and proficiencies
required, and have been positively assessed by their client local governments.
IV. OTHER CONSIDERATIONS FOR INSTITUTIONALIZATION OF

CBMS TRAINING
1. Advocacy Workshop for CBMS
The approach to institutionalization cited the need for supporting information and
advocacy to enable the innovation—in this case—CBMS, to be recognized, accepted and
adopted. Interviews with key informants, the review of the current training package, and
analysis of the features of the current training delivery system show the need for a
standardized module for trainers on advocating CBMS to local governments.
19
The suggested module could be a one- to two-day orientation workshop during which
local chief executives, sanggunian members sitting on the economic and social welfare
committees, and department heads of the planning, treasury and those departments
dealing with economic and social services should be invited.
The orientation workshop would focus on CBMS and its applications to local
governments; what it is and what is not; and how CBMS could improve political
responsiveness and local government effectiveness. This should include a presentation or
sharing of experience by a local government that has successfully implemented CBMS,
and has used the data in guiding its programs and projects. If this is not possible, a 15- to
20-minute video documentary on CBMS and how it was applied by other local
governments should be presented. The workshop would also discuss the investments
required in CBMS, and the implementation process, including how the entire process
should link to the planning and budgeting cycles. A discussion by a local government
trainer (such as a planning officer from another LGU) is suggested. The rest of the
workshop should be small group discussions by the participants on their present needs,
whether CBMS can help address the information requirements of those needs, and other
possible applications.
2. Additional modules on data analysis and applications which could be

prepared by the CBMS Network Coordinating Team in partnership with SRTC and
the state colleges and universities.
3. Module on using CBMS data for information-based legislation and the

preparation of the executive-legislative agenda. This module addresses a specific
segment of the local government that can be tapped also for institutional support: the
members of the local sanggunian.
4. Developing a system of recognition for local governments that had effectively

implemented innovative programs or improvements using CBMS data. Rewards and
recognition are crucial to institutionalization of an innovation. A system of recognition
for CBMS could be tied up with existing programs and awards such as the Galing-Pook
Awards. A memorandum of agreement could be negotiated with the Galing Pook
Foundation for the creation of a special category for CBMS, and the criteria for citation
could be jointly formulated. Alternatively, a distinct recognition system could be set in
place by the network of institutions involved in CBMS implementation. In fact, CBMS
Network Coordinating Team has already initiated a small grants program, supported by
the UNDP and PEF, for LGUs which have successfully implemented CBMS.
5. Strengthening training delivery and CBMS in general through the

development of distance learning and on-line materials. The UP Open University,
through its Vice-Chancellor for Academic Affairs, is willing to explore the possibility,
using the resources and facilities of the Open University. The LGA’s Local Governance
20
Resource Center (LGRC) knowledge facility can also host a site for CBMS e-learning
materials and tools.
6. Integrating CBMS data on the curriculum and courses of state colleges and
universities. For example, the data collection phase could be used as a field exercise on
data collection and the use of the interview method, while the CBMS database could be
used as material for data analysis and interpretation in research methodology and
planning courses. Technical writing courses can use processed data to write socio-
economic profiles of barangays as a technical document.
7. Placing the CBMS within a wider framework of participatory public

expenditure management (PPEM). The eventual reality of a successful CBMS training
program would be a substantial number of local governments possessing data and
information on the poverty situation of communities and their needs. It has been raised on
various occasions in the interviews and in the CBMS conferences that beyond data
collection and developing a database, local governments must be capacitated to analyze
the implications of the data, and to use the data in informing local policy and other
decisions.
This study suggests that the CBMS initiative be placed in the wider framework of
participatory public expenditure management. In this framework, the generation of a
database is a fundamental step towards deeper actions of the community. Community
members at the barangay must be assisted on how to analyze the issues arising from the
data, and how to prioritize from among competing issues, needs, as well as alternative
solutions. Their skills and confidence must be built in terms of translating identified
solutions to their needs into simple project proposals that could be the bases for
realigning budget priorities at the barangay level, or advocating municipal or provincial
government support through the municipal and provincial budgets. They should also be
taught how to use the information they have generated to demand public accountability in
the use of state resources, or to benchmark local government performance.
Thus, aside from the module on preparing a development profile, the CBMS training
program may be strengthened by including additional modules on: problem identification
and analysis; preparation of project proposal briefs; budget advocacy; resource generation
and mobilization; public expenditure monitoring using CBMS information; and even
alternative budget formulation.
V. TRANSLATION OF CBMS MATERIALS
This study also determined the feasibility of translating CBMS materials into vernacular
languages for use in training. The languages selected were Cebuano, Ilokano, Hiligaynon,
Bicol and Waray, based on the latest census data on major regional linguistic groupings.
21
Institutes and organizations that can possibly offer translation services were surveyed.
They were asked if they provide translations services and would be willing to offer a
price and service quotation on a non-committal basis. The following organizations were
contacted:
1. e-Tagalog.com
2. Josefina Wordhouse Services
3. Linguistic Society of the Philippines
4. New Tribes Mission Philippines
5. Summer Institute for Linguistics
6. Tagalog Translation Service
7. Translators Association of the Philippines
8. UP Department of Linguistics
9. Language Links
Only Language Links, through its President, Dr. Jessie Grace Rubrico, responded by
sending through email a price quotation and her curriculum vitae (available at the website
www.languagelinks.org).
In its website, Language Links cites over a decade of experience in translation, linguistic
and language research. It maintains a network of translators and teachers in major
Philippine languages all over the Philippines.
The quoted cost for translation of about 80 pages of materials is PhP100,000.00 per
language (or PhP112,000.00 inclusive of VAT), and the cost covers the following
services: forward translation; editing; and proofreading. For technical texts, the quoted
cost is PhP1,500.00 per page for the same scope of services. The organization guarantees
that its translators, editors and proofreaders are writers in their native tongue, and are
experienced. For each language, the delivery time is between 45 and 60 days.
22
Attachment 1.
List of LOGOTRI-PhilNet Members by Region
Region LOGOTRI
Metro Ateneo School of Government (Rockwell Center, Makati City)
Manila Center for Local and Regional Governance (UP Diliman, Quezon City)
De La Salle University – Social Development Research Center (Angelo King
International Center, Estrada St., Manila)
Development Academy of the Philippines (San Miguel Ave., Pasig City)
Development Planning and Environmental Management (Cubao, Quezon City)
Geodata Systems Technologies, Inc. (Emerald Ave., Ortigas Center, Pasig City)
Local Government Academy (Ortigas Center, Pasig City)
Participation Associates, Inc. (Cubao, Quezon City)
People’s Organization for Secured Tenure Network (EDSA, Quezon City)
Tanggol Kalikasan, Inc. (Kamias Rd., Quezon City)
Technological University of the Philippines (Ermita, Manila)
Region 1 Mariano Marcos State University (Batac, Ilocos Norte)
University of Northern Philippines (Vigan City, Ilocos Sur)
Region 2 Cagayan State University (Carig, Tuguegarao City)
Isabela State University (Echague, Isabela)
Nueva Vizcaya State University (NVSU, Bayombong, Nueva Vizcaya)
Region 3 Angeles University Foundation (McArthur Highway, Angeles City, Pampanga)
Central Luzon State University – Institute of Graduate Studies (Science City of
Muñoz, Nueva Ecija)
Region 4 Batangas State University (Rizal Avenue Extension, Batangas City)
Southern Luzon Polytechnic College (Lucban, Quezon)
Western Philippine University (Aborlan, Palawan)
Region 5 Ateneo de Naga University – Center for Local Governance (Naga City)
Camarines Norte State College (Daet, Camarines Norte)
Region 6 Gerry Roxas Foundation (Roxas City, Dayao)
Guimaras State College (Mclain, Buenavista, Guimaras)
Panay State Polytechnic College (Mambusao, Capiz)
University of San Agustin (General Luna St., Iloilo City)
Western Visayas State University (La Paz, Iloilo City)
Region 7 Cebu Center for Local Governance – USP Foundation, Inc. (Cebu City)
Cebu City Resource Management and Development Center (Cebu City)
Cebu Normal University (Osmeña Boulevard, Cebu City)
Cebu State College of Science and Technology (Cebu City)
Central Visayas Polytechnic College (Dumaguete City, Negros Oriental)
CyberBarangay (325-K Urgello, Cebu City)
Consortium of Centers for Local Governance Philippines Foundation, Inc.
(Salinas Drive, Cebu City)
Holy Name University – Center for Local Governance (Tagbilaran City, Bohol)
Siquijor State College (6226 Larena, Siquijor)
Sto. Niño Parish Church (Mohon, Talisay City, Cebu)
Region 8 Eastern Samar State College (Borongan, Eastern Samar)
Eastern Visayas State University (Sen. Benigno Aquino Ave., Tacloban City)
23
Palompon Institute of Technology (Palompon, Leyte)

University of Eastern Philippines – Institute for Local Government (University
Town, Northern Samar)
Region 9 Kasanyangan Foundation, Inc. (Veterans Ave., Zamboanga City)
Western Mindanao State University (Baliwasan, Zamboanga City)
Region 10 Bukidnon State University (Fortich St., Malaybalay, Bukidnon)
Capitol Institute for Research and Extension (Cagayan De Oro City)
Capitol University Graduate School (Capitol University, Cagayan De Oro City)
Mindanao Business Information and Office Services, Inc. (Iligan City)
Mindanao Polytechnic State College (Lapasan, Cagayan De Oro City)
Misamis University Community Extension Program and Misamis University
Research Center (Bonifacio St., Ozamis City)
Pakigdait, Inc. (Mahayhay, Iligan City)
Safe River, Life Saver Foundation, Inc. of Liceo de Cagayan University
(Cagayan de Oro City )
Southern Philippines Research and Extension Foundation, Inc. (MSU-IIT
Campus, Tibanga, Iligan City)
Region 11 Ateneo de Davao – Ateneo Resource Center for Governance (Davao City)
Cor Jesu College (Sacred Heart Ave., Digos City)
Minphil International Consultant, Inc. (J.P. Laurel, Davao City)
San Pedro College (12 C. De Guzman St., Davao City)
University of Immaculate Conception (Bonifacio Campus, Davao City)
University of the Philippines – Mindanao (F Iñigo St., Davao City)
University of Southeastern Philippines (Obrero, Davao City)
Region 12 Notre Dame of Marbel University (City of Koronadal, South Cotabato)
Notre Dame of Tacurong College (City of Tacurong, Sultan Kudarat)
Notre Dame University (NDU Research Center, Cotabato City)
St. Benedict College (Bishop Mongean Ave., Cotabato City)
Southern Baptist College (M’lang, Cotabato)
Southern Christian College (Quezon Avenue, Midsayap, Cotabato)
Sultan Kudarat Polytechnic State College (City of Tacurong)
CAR Mountain Province State Polytechnic College (Bontoc, Mt. Province)
ARMM Kalimudan Foundation (COA Bldg., Saduc, Marawi City)
Mindanao State University – College of Public Affairs Center for Local
Governance (MSU, Marawi City)
Yakan Integrated Research and Development Foundation, Inc. (Brgy. Malo-ong,
San Jose, Lamitan, Basilan)
CARAGA Northern Mindanao State Institute of Science and Technology (Butuan City)
Urios College – Development Center for Local Governance and
Integrative Studies (San Francisco St., Butuan City)
Surigao del Sur Polytechnic State College (Tandag, Surigao del Sur)
24
Attachment 2.
List of ASPAP Members by Region
Region Member Institutions

Metro Manila Ateneo de Manila University (Rockwell, Makati City)
Centro Escolar University (Mendiola, Manila)
De La Salle Araneta University (Malabon)
Development Academy of the Philippines (Pasig City)
Greenville College (Greenpark Village, Pasig City)
Jose Rizal University (Mandaluyong City)
Lyceum of the Philippines (Intramuros, Manila)
National Defense College of the Phils. (Quezon City)
Pamantasan ng Lungsod ng Maynila (Manila)
Philippine Christian University (Taft Avenue, Manila)
Philippine Women's University (Taft Avenue, Manila)
Polytechnic University of the Philippines (Manila)
Trinity College of Quezon City (Quezon City)
University of Caloocan City (Caloocan City)
University of Makati (J.P. Rizal Ext., Makati City)
University of Sto. Tomas (España Ext., Manila)
UP National College of Public Administration & Governance
(Diliman, Quezon City)
Region 1 Divine Word College of Bangued (Bangued, Abra)
Don Mariano Marcos Memorial State University (San Fernando, La
Union)
Lyceum Northwestern University (Dagupan City)
Mariano Marcos State University (Batac, Ilocos Norte)
Pangasinan State University (Lingayen, Pangasinan)
PSU Bayambang
St. Ferdinand College (Ilagan, Isabela)
St. Louis College - San Fernando (San Fernando, La Union)
University of Luzon (Dagupan City)
University of Northern Philippines (Vigan, Ilocos Sur)
Virgen Milagrosa University Foundation (San Carlos City,
Pangasinan)
Region 2 Cagayan State University (Tuguegarao, Cagayan)
Isabela State Unviersity (Echague, Isabela)
St. Louis University (Tuguegarao, Cagayan)
St. Mary?s University (Bayombong, Nueva Vizcaya)
St. Paul University (Tuguegarao, Cagayan)
Region 3 Angeles University (Angeles, Pampanga)
Holy Angel University (Sto. Rosario, Angeles City)
Nueva Ecija University of Science Technology (General Tinio St.,
Cabanatuan City)
Tarlac State University (Tarlac, Tarlac)
University of the Assumption (City of San Fernando, Pampanga)
U.P. San Fernando (Clark Air Base, Pampanga)
25
Region 4 Batangas State University (Rizal Ave. Ext., Batangas City)

Lyceum of Batangas (Batangas City)
Osmena Colleges (Masbate City)
Southern Luzon Polytechnic College (Lucban, Quezon)
Tomas Claudio Memorial College (Morong, Rizal)
Union College (Sta. Cruz, Laguna)
U.P. College of Economics and Management (Los. Banos, Laguna)
Region 5 Anunciation College (Sorsogon, Sorsogon)
Bicol University (Legazpi City)
Camarines Norte State College (Daet, Camarines Norte)
Catanduanes State College (Virac, Catanduanes)
Region 6 Central Philippine University (Iloilo City)
University of Negros Occidental-Recoletos (Bacolod City)
U.P. College of Management (Iloilo)
Region 7 Silliman University (Dumaguete City)
Cebu State College (Cebu City)
U.P. College Cebu (Cebu City)
Region 8 Leyte Institute of Technology (Tacloban City)
Samar State Polytechnic College (Catbalogan, Samar)
University of Eastern Philippines (Catarman, Northern Samar)
U.P. College Tacloban (Tacloban City)
Region 9 Ateneo de Zamboanga University (Zamboanga City)
Western Mindanao State University (Baliwasan, Zamboanga City)
Xavier University (Cagayan de Oro City)
Zamboanga A.E. Colleges (Zamboanga City)
Region 10 Bukidnon State College (Sayre Highway, Malaybalay, Bukidnon)
Mindanao Polytechnic State College (Lapasan, Cagayan de Oro)
Misamis University (Ozamis City)
Valencia Colleges, Inc. (City of Valencia, Bukidnon)
Region 11 Ateneo de Davao University (Davao City)
University of Mindanao (Davao City)
University of Southeastern Philippines (Davao City)
Region 12 Mindanao State University - General Santos (Tambler, General
Santos City)
Mindanao State University-Marawi (Marawi City)
Notre Dame University (Cotabato City)
CAR Benguet State University (La Trinidad, Benguet)
Mountain Province State Polytechnic College (Bondoc, Mt. Prov.)
U.P. College Baguio (Baguio City)
ARMM Mindanao State University-Maguindanao (Datu Odin Sinsuat,
Maguindanao)
Mindanao State University - Tawi-tawi (Bongao, Tawi-tawi)
CARAGA Surigao del Sur Polytechnic State College (Tandag, Surigao del Sur)
26
REFERENCES
CBMS Team. 2006. Training Module 1 Briefing Material. CBMS Network Coordinating
Team, Manila, Philippines.
CBMS Team. 2006. Briefing Material on the Training Module on Preparation of

Barangay Socioeconomic Profiles and Development Plans Using CBMS Data.
CBMS Network Coordinating Team, Manila, Philippines.
CBMS Team. 2004. Community-Based Monitoring System: a tool to fight poverty.

Proceedings of the 2004 National Conference on CBMS – Gaining Insights on the
CBMS Application: The Case of the Philippines, 23-24 September 2004. pages
15-45.
CBMS Team. 2006. Overview of the Community Based Monitoring System. CBMS
Network Coordinating Team, Manila, Philippines.
Community Based Monitoring System Network Brochure. CBMS Network Coordinating

Constantino, Winifrida M. 1999. Micro Impacts of Macroeconomic Adjustment Policies

(MIMAP) Research Paper No. 42. A Survey of Poverty-Related Researches and
Monitoring Systems in the Philippines. MIMAP-Philippines Project. Manila,
Philippines.
Gov.Ph News. 2004. 26 LGUs, 3 barangay nutrition scholars bag achievers awards.
Posted at the Official Website of the Republic of the Philippines.
www.gov.ph/news/default.asp?i=5901. Last visited 9 August 2006.
Local Government Academy.
Liporada, Cesar D. 1996. Sourcebook on Effective Partnership for Local Governance.

PhilDHRRA.
Mandap, Anne Bernadette E. 2001. Micro Impacts of Macroeconomic Adjustment

Policies (MIMAP) Research Paper No. 52. Utilizing a Community-Based
Monitoring System for Development Planning in the Province of Palawan.
MIMAP-Philippines Project. Manila, Philippines.
27
Natural Resources Database. Available at http://www.nrdb.co.uk/.
Ocan-Lopez, Rosalie. 2004. Resource mobilization for CBMS: the case of Basud,
Camarines Norte. Proceedings of the 2004 National Conference on CBMS –
Gaining Insights on the CBMS Application: The Case of the Philippines, 23-24
September 2004. pages 141-144.
Pandi, Evaristo. 2004. Utilizing CBMS in the preparation of SEPs and the project
proposals: the Labo experience. Proceedings of the 2004 National Conference on
CBMS – Gaining Insights on the CBMS Application: The Case of the Philippines,
23-24 September 2004. pages 133-136.
Reyes, Celia M. 1998. Micro Impacts of Macroeconomic Adjustment Policies (MIMAP)

Research Paper No. 40. Institutionalizing a Poverty Monitoring System in the
Philippines. MIMAP-Philippines Project. Manila, Philippines.
Reyes, Celia M. 2002. Micro Impacts of Macroeconomic Adjustment Policies (MIMAP)

Research Paper No. 55. Diagnosing Poverty at the Local Level. MIMAP-
Philippines Project. Manila, Philippines.
Reyes, Celia M. and Kenneth C. Ilarde. 1996. Micro Impacts of Macroeconomic

Adjustment Policies (MIMAP) Research Paper No. 24. A Community-Based
Monitoring System for Poverty Tracking. MIMAP-Philippines Project. Manila,
Philippines.
Reyes, Joel T. 2004. The use of CBMS for local governance: from a provincial
perspective. Proceedings of the 2004 National Conference on CBMS – Gaining
Insights on the CBMS Application: The Case of the Philippines, 23-24 September
2004. pages 49-56.
Statistical Research and Training Center. www.srtc.gov.ph. Last visited 8 August 2006.
United States Census Bureau. Census and Survey Processing System (CSPro).
www.census.gov/ipc/www/cspro/index.html. Last visited 8 August 2006.
INTERVIEWS
Anne Bernadette Mandap, Research and Administrative Officer, CBMS International

Network Coordinating Team. 27 July 2006.
Kenneth Ilarde, Research Officer, CBMS International Network Coordinating Team. 27

July 2006.
28
Celia Reyes, Network Leader, CBMS International Network Coordinating Team. 28 July
2006.
Jose Ramon Albert, Training Division Chief, Statistical Research and Training Center. 31
July 2006.
Gervacio Selda, Jr., Executive Director, Statistical Research and Training Center. 31 July
2006.
Manuel Gotis, Director, Bureau of Local Government Development. 31 July 2006.
Austere Panadero, Assistant Secretary, Department of the Interior and Local Government.
2 August 2006.
Marivel Sacendoncillo, Executive Director, Local Government Academy. 3 August 2006.
Victoria Bautista, Vice Chancellor for Academic Affairs, UP Open University. 4 August
2006.
Merlita Lagmay, City Planning and Development Coordinator, Pasay City. 7 August
2006.
Dolores De Quiros-Castillo, Assistant Secretary, National Anti-Poverty Commission. 9

August 2006.
Norminda Calayag, Head of the Research, Monitoring and Evaluation Division,

Provincial Planning and Development Office, Bulacan. 10 August 2006.
Marvin Reyes, Technical Staff, Monitoring and Evaluation Division, Provincial Planning
and Development Office, Bulacan. 10 August 2006.
Joven Balbosa, Consultant, Asian Development Bank. 11 August 2006.
Diosdado Jose, Municipal Planning and Development Coordinator, Balagtas, Bulacan. 11

August 2006.
Ruby Sarondo, Technical Staff, Municipal Planning and Development Office, Balagtas,
Bulacan. 11 August 2006.
29

Uploads - Project - 11549 - 1294370285 - FR - Phil2006

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Uploads - Project - 11549 - 1294370285 - FR - Phil2006

Uploaded by

Copyright:

Available Formats

INSTITUTIONALIZATION OF THE

II. Approach and Methodology 7

III. Results of the Study

A. National Government Agency Best Suited to House CBMS

B. Institutional Arrangements Needed to Support CBMS Training

C. Optimal Composition of Pool of Trainers/Expert Champions 15

IV. Other Considerations for Institutionalization of CBMS Training 18

V. Translation of CBMS Materials 20

Attachment 1. List of LOGOTRI-PhilNet Members by Region 22

Attachment 2. List of ASPAP Members by Region 24

List of Key Informants Interviewed 26

ADB Asian Development Bank

As the usefulness of the system becomes shown in an increasing number of local

This report was guided by the following expected deliverables:

• Determine the institutional and organizational set up and arrangement to support

• Determine the fiduciary (financial management and procurement) capacity and

• Determine the optimal composition of the pool of trainers/expert champions and

CBMS Background, Evolution and Growth

Table 1. Number of Local Governments and Source of Training Technical

No. of No. of No. of Number of Technical Assistance

Current Approaches under the CBMS Training Delivery System

The current CBMS training delivery system is anchored on MIMAP Philippines (a

1. Direct training by MIMAP Philippines (the CBMS Network Coordinating

3. Partnership with DILG, BLGD to train DILG-initiated regional, provincial and

Characteristics of existing delivery system

II. APPROACH AND METHODOLOGY

The report looks at the institutionalization of CBMS training program as an active

III. RESULTS OF THE STUDY

A. NATIONAL AGENCY BEST SUITED TO HOST CBMS TRAINING

Local Government Academy

The Academy is governed by a 5-member Board of Trustees headed by the Secretary of

An offshoot of the tie up of LGA and LOGOTRI-PhilNet was the development of an

Statistical Research and Training Center (SRTC)

The Center is governed by a 7-member Board chaired by the Secretary-General of the

Recently, SRTC administered for DOT-NCR a customized training on Generation of

Fund Operation. SRTC operates as a semi-government, corporate entity, with an

Assessing the Two Agencies

Facilities. LGA’s Local Government Resource Center (LGRC) can be configured to

B. INSTITUTIONAL ARRANGEMENTS NEEDED TO SUPPORT THE

National Government Recognition of CBMS and Complementary Policy Support

Information and Communication and

Institutionalization of CBMS training would require active advocacy of the system to

Cost Sharing and Leveraging of Resources

Additional funding may be leveraged by convincing international development

Networking and Partnership in Training Implementation

Partnership with Local Resource Institutions under LOGOTRI-Philnet. Local

Partnership with Academic Institutions. Academic institutions, either nationally-based

Working with PASUC or ASPAP. A possible arrangement is to tap the organization of

C. OPTIMAL COMPOSITION OF POOL OF TRAINERS/EXPERT

Who shall serve as trainers/expert champions?

• Highly computer literate

• With good communication skills

Size of Trainers’ Pool

A batch of 85 regional trainers can be trained initially by CBMSPhilippines. LGA can

Figure 1. Comparative Timelines: CBMS Implementation and Planning and

Profile and Development Plan

 Deadline for Submission of

 Data Encoding and Map

necessary (trainors can be

(1) Ideal: 6 months CBMS Implementation

finalize questionnaire forms 

Accomplished Survey Forms 

Socioeconomic profile and 