Accomplishments as of December 2011

 MONITORING MATRIX

As of December 2011

 

1. I.INCREASE ENTITLEMENTS TO BASIC SOCIAL SERVICES

	Impact Indicators	Accomplishments
	By end of July 2012, a total of 19 communities have gained further/increased entitlements to various basic services   (contributions to MDG 1, MDG 4, MDG 5, MDG 6 and MDG 7)	20 communities: 15 communities have potable water system, 6 of which have public toilets 12 communities practice preventive health care 2 communities have access to malaria reduction programs 1 community- solar panels for charging batteries 5 communities with programs addressing malnutrition Trainings and Seminars conducted in all the project communities
	Outcome Indicators
	900 households in 15 communities enjoy at least 120 liters/day/HH of potable water. (MDG 7)	1095 households  with 5923 individuals in 15 communities are enjoying an average of 273 liters/day/HH of potable water
	15 communities have secured Water Rights over the source of their respective potable water projects.   (MDG 7)	No water rights have been secured yet. Completion of the requirements is being done by the communities at the moment.  -         Cabiao Artesan Wells have agreements with the municipal government thru the DOH of the municipality -         For other water projects, Memorandum of Agreement with owners of the source have been secured while other sources are located in public lands
	Incidence of water-borne diseases (top 5)   in 15 communities reduced by 50%. (MDG 6)	Reduction of water-borne diseases in 5 communities by 44% has been monitored.   Proper hygiene such as regular bathing, washing of clothes and dishes are being practiced by these communities.
	Malnutrition rates among 600 households improved by 50%. (MDG 1)	5 communities with 631 individuals of Cabiao,Nueva Ecija where artesan wells were built have established gardens around the wells for the consumption of the families using the wells. Native chicken were distributed by the municipal government to further compliment this program.  In Sangay, there is a 6.5% decrease of underweight children In Tibpuan, malnutrition was reduced by 23.5%
	600 households have access to sanitary toilets. (MDG 6)	390 households in 6 communities have access to public toilets. 5 of these have two rooms while the others are single. Water supply is available in all these communities to ensure sanitation.
	Reduction/eradication of breeding places of mosquitoes and other vectors of diseases in 10 communities. (MDG 6)	5 communities: Makilo Malaria Project- trainings San Vicente- improvement of the drainage system Saliok- Clean up drive was done in coordination with the barangay health workers after the health training. Orientation on Malaria was also provided Namillangan- Orientation of Malaria was provided. Insect repellant herbs were planted Amtuagan- Anti-Dengue and Malaria campaign in August 23, 2011 led by the RHU.
	15 communities practice preventive health care and/or have access to basic health services (MDG 4, MDG 5, MDG 6)	From the health trainings, communities have the following practices: the people are now more conscious of their waste disposal and have committed to minimize burning of farm waste. Hygiene has likewise improved in 14 communities that have potable water supply. Use of herbal medicines is now being practices. 15 communities are making the herbal medicines from the plants available in their respective communities.
	3 communities undergo functional literacy programs; literacy levels in these communities improve by 20%. ( MDG 2)	While there is no functional literacy program that is really designed for this area, Trainings conducted in 60 communities where we had interventions are considered as functional literacy because participants were able to use their knowledge learned: Basic Leadership, Gender Sensitivity, Values Formation, Project Management, Environmental Management, Local Governance).
	1 community gains access to electrical lighting supply. (MDG 7)	1 community uses solar panels for charging batteries
	Output Indicators
	At least 15 Level-2 functional water supply systems in place	6 level-2 functional water system 4 level-3 functional water system- level three was done by the communities on their own/previously installed 5 community uses artesian wells
	15 certificates of water rights secured	Memorandums of agreements from owners of water sources have been accomplished as well as water tests were done.
	10 adequate communal toilets in place and functional.	12 toilets constructed in 6 communities
	Modular Basic Health and Sanitation seminars conducted in 19 communities.	Health and Sanitation seminars conducted in 35 communities attended by 864 individuals (550 males and 574 females)
	5 community sanitation programs established.	Waste segregation program in Abra Recycling of waste materials to Charcoal Briquette in EDS Use of farm waste for fuel in Saliok All 5 barangays of Cabiao, Nueva Ecija have a Linis Barangay Program which is being managed by the LGU Galintuja: Community organizations enforced barangay officials to re-impose the existing ordinance regarding proper waste disposal and fencing of pigs
	3 communities improved levels of literacy by 20%.	Trainings conducted in 60 communities where we had interventions are considered as functional literacy because participants were able to use their knowledge learned: Basic Leadership, Gender Sensitivity, Values Formation, Project Management, Environmental Management, Local Governance).
	1 electrical lighting system established and operational	1 community charging station using solar panels established

 

 

 STRENGTHENED CAPACITY OF LOCAL COMMUNITIES TOWARDS SELF RELIANCE AND SELF GOVERNANCE

	Impact  Indicators	Accomplishments
	50 Local functional institutions [LFI] are functional and effective as vehicles for development and self-determination	29 Local Functional Institutions with 1, 833 total members were organized/enhanced. These LFIs are managing the projects from planning, implementation and monitoring even after the partnership with CBDP is terminated.
	Outcome Indicators
	By the end of 2012, 50 (LFIs) with at least 15-21 active members each are established or enhanced and are managing their projects.	29 LFIs are managing their projects with number of members from 27-130 individuals.
	LFIs have the following: a] Constitution and By-Laws; and, b] Operational Policies.	29 LFIs have their own Constitution and By-laws and Operational Policies. These policies are being implemented by the LFIs
	LFIs have initiated, planned, implemented and/or evaluated at least two (2) development activities, other than the project.	Instances where LFIs have initiated and implemented other activities other than the proposed project with CBDP: -         Sta Maria- LFI repaired their footbridge on their own. In Sta. Maria, the LFI applied for a calamity load from the diocese in behalf of its members after a typhoon destroyed all their crops. -         Barurao and Fokowayeg both repaired their barangay roads on their own. -         In Maligaya, The proposed project was supposedly a mycrohydro electric power plant to supply electricity to the community. However, it was not pushed through with the introduction of ABCD. The community then asked their local government to fund the project which was granted positively and they are now enjoying electric supply. The CBDP-EDCP assisted with the design of the power plant.
	18 instances/cases where LFIs have exercised leadership in the resolution of community issues/problems	4 communities (as mentioned above) have exercised leadership in resolving community issues
	53  individuals occupy leadership positions in the community [not only in the LFIs]	42 individuals: -         7 individuals in EDNP -         24 individuals in EDCP who are in the barangay council and municipal office -         11 individuals in EDSP are members of barangay council in their respective communities
	At least 5 potential core group leaders for every project are trained and developed to perform staff tasks and obligations	-         Core groups of Soysoyoc and Bantey are performing staff work in their respective communities -         Sta Maria- 7 members were trained to assist in the implementation of the project -         All ABCD projects have at least 3 Community Research Volunteers who are doing community research, leads community activities, and other staff work especially those related to the projects voluntarily
	114 volunteers trained/mobilized.	1002 males and 983 females, who were trained on Project Management and Basic Leadership, are being mobilized in their respective projects.
	104 individuals with certain skills further trained and resourced by other communities.	2 individuals are being resourced by other communities   1002 males and 983 females can be resourced by other communities in the future; these individuals are trained in specific fields such as Sustainable Agriculture, Technology of Participation, and Project Management.
	Output Indicators
	50 LFIs organized or enhanced.	29LFIs
	50 LFIs have constitution and by-laws and operational policies	29 LFIs
	50 trainings conducted; 250 persons exercising leadership roles and involved in project management.	137 leadership  trainings  Project Management conducted 247 officers of the organizations are exercising their roles in project management
	At least 5 core groups leaders trained and mobilized for every project	3 Community Research Volunteers (CRVs) for the ABCD communities were trained to do staff work in their respective areas.   Officers and core group are among those trained n project management and leadership trainings and were mobilized in their respective projects.
	100 individuals trained and/or mobilized as volunteers	40 CRVs were trained and are mobilized as volunteers in their communities> among their tasks are conduct household surveys, lead asset mapping activities, and may lead feasibility studies.   In the other communities, core group and officers of LFIs are mobilized as volunteers in project implementation and monitoring.
	100  individuals with various skills resourced by other communities	2 individuals are being resourced by other communities   1002 males and 983 females can be resourced by other communities in the future; these individuals are trained in specific fields such as Sustainable Agriculture, Technology of Participation, and Project Management.

ENHANCED BASIC FOOD SECURITY

	Impact Indicators	Accomplishments
	By the end of 2012, there shall be a 20% average net  increase in household income for 1,860 households  in 31 communities (contributions to MDG 1, MDG 7)	40 communities with livelihood activities benefitting 3671 households or 8112 males and 7778 females. These projects are: agricultural facilities (farming implements, post harvest facilities, and mechanized transport system); rural industries; cooperatives that provides programs such as credit and marketing; and introduction of appropriate technologies.
	Outcome Indicators
	Livelihood projects in 20 communities established which increase household income by an average of 20%. (MDG 1)	40   Communities with livelihood activities.  (see attached case studies) Other benefits from these activities include: -         Timely preparation of farm because work is already mechanized; -         Lower payments of the facilities than individual owned -         More harmonious relationships within the community -         Saved time from farming so there is more time for family bonding -         Operators of the facilities have additional income
	Agricultural facilities established in 15 communities which result in increased household income by an average of 20%. (MDG 1)	12 communities have Post Harvest Facilities and Farm Implements established.
	6 irrigation facilities, 4 mechanized crop transport system established resulting in increase of hectarage of tillable farms by 30% (MDG 1)	2 mechanized transport system   2 irrigation systems
	5 rural industries established and which create investment and employment opportunities and provide additional income of at least 50%. (MDG 1, MDG 7)	3 rural industries with 164 households benefitting from these activities. In Tibpuan, 20% increase in income was noted from their fishing venture.
	8 cooperatives provide dividends consisting of at least 10% of annual household income. (MDG 1)	6 cooperatives were established/enhanced that provides 5-8% dividends of loans and capital investments
	10 communities of 405 households have access to credit facilities that charge interest of not more than 18% p.a. (MDG 1)	14 communities with 1135 households ( 2, 731 males and 2, 605 females) have access to credit facilities with interests ranging from 2%-12% per annum from previously established and newly established cooperatives
	2 marketing programs; 2 trading posts established and marketing strategies for all other products improved. (MDG 1)	4 marketing programs FEDCO Rice trading Inter-coop Organic Farming Mt. Trail Vegetable Trading South Upi Organic Fertilizer Trading
	11 projects contain components on appropriate technology, resulting in increased income by average of 10% (MDG 1, MDG 7)	11 projects using appropriate technology
	Output Indicators
	30 viable IGPs or livelihood projects established	40 communities with livelihood activities.
	5  tractors; 1 hammer mills (for organic fertilizer); 3 Shredders (for organic fertilizer); 3 Mechanized Plows and Harrows; 1 Mud Turtles acquired and fully operational and functional 9   solar dryers; 9  warehouses; 11 rice/corn/coffee mills; 8 corn shellers; 5 sugarcane pressers; 2 mechanized rice threshers constructed and functional	3 tractors   1 shredder   3 mud turtle   9 drying pavements 8 warehouse 6 rice/corn/coffee mills   1 sugarcane presser 3 threshers 1 coffee huller
	6 irrigation facilities that would increase hectarage of tillable farms by an average of 20-  50 % built and functional	2 irrigation facilities Buscalan irrigation San Vicente drainage used as irrigation as well
	4 transport systems that would result in increase in hectarage of tillable farms by an average of 10 %	2 transport systems
	Procured the following: 1 heavy palay transport truck	FEDCO- purchased cargo truck that intensified trading activities
	1 light palay transport truck
	4 rural industries established and  Operational.	3 rural industries established
	8  cooperatives	6 cooperatives
	7 New coops and church-based lending institutions with a total of 260 members providing interest rates of not more than 18% pa.	4 new cooperatives with 124 members that provides loans with interest of 2%-12% per annum. 4 Organizations with 188 members are also providing loans to its members with interest not higher than 12%  per annum.
	2 trading posts established and 2 marketing programs	4 marketing programs established: FEDCO Rice Trading: Mt. Trail Vegetable Trading Inter-coop Organic Farming South Upi Organic Fertilizer Trading
	6 projects with appropriate technology components. (1 Trial farm for sustainable agriculture; 1 vegetable processing; 3 organizations practice organic farming 1 production of organic fertilizer)	10 projects: (some projects use multiple technologies)   1 using solar energy 2 using gassifiers 6 using organic agriculture 1 with biogas production 2 using the Interlocking Compressed Earth Blocks for construction 1 Tadian Training Center

 

 

ENHANCED POSITIVE VALUES OF FAITH, SOLIDARITY & RESPECT FOR CULTURAL AND GENDER SENSITIVITIES

 

	Impact Indicators	Accomplishments
	Beneficiaries in 50 communities are practicing accountability, sharing and caring, developed spirituality, gender focused, and full participation in all development activities (contributions to MDG 3, MDG 5)	All 57 project communities practice cooperation through the labor counterpart and sharing of other resources such materials and financial resources in the project implementation. All the sectors in these communities women, men, and children regardless of religion and cultural backgrounds are working together in development activities,   In some communities, projects have helped in the restoration of peace especially in the Southern Philippines
	Outcome Indicators
	41 activities conducted which practice/ manifest/pursue positive values of cooperation, mutual enhancement, community-centeredness [bayanihan, og-ogbo, inayan, etc.]	All project communities practice cooperation through the labor counterpart and sharing of other resources such materials and financial resources in the project implementation.
	50-100 % of all target beneficiaries have contributed labor and other material resources towards the implementation of the community projects.	Project beneficiaries have contributed a total of Php3, 035,412.99 or 5.60% of the total costs of all projects in terms of free labor, food, cash, and materials.   Dioceses have a collective counterpart of P 305, 885 or .30% of total cost
	Beneficiaries contributed 5- 20% (of project’s capital cost) of income/collected fees to CBDP revolving fund to support development initiatives of other communities.	“Receivers to Givers Scheme” is now being implemented in some communities
	Beneficiaries contributed 7.5-20% of income/collected fees to the local church for institutional enhancement	Kaliwanagan- 25% of net income of the first batch of pigs that were sold went to the local church     A total collection of P71, 000.00 from animal dispersal was paid back to the local churches (from dispersal review)   KASALIKA Association contributed 10% of their income to FERChurch or P850.00 as thanksgiving
	Beneficiaries, regardless of faith are collaborating for the success of the project	Communities, even in those that have different religious affiliations are collaborating to the success of the project. In Caloocan, during the onset of the project, relationship was not smooth. At present, the relationship has improved that they can now plan and have meetings without shouting at each other.
	People of various faiths in the communities where CBDP projects were implemented have collectively undertaken at least one (1) major collaborative effort in addition to the projects.	Collective actions were recorded in three communities where repairs of roads and bridges were done thru Bayanihan system
	15-50 % increase in the active participation and involvement of beneficiaries in faith-based activities	Caloocan- 43 were baptized to the ECP Sta. Maria- utmost 15 members are regularly attending services which was revived during the project implementation   EDS Meetings/trainings always begin and end with prayers from the group and sometimes Bible reflections are open, especially with the presence of the clergy-in-charge. In the financial aspect, some of the CBDP projects especially the PHF and livelihood are helping in the mission programs and as operational funds of the local churches Non Episcopalians and Episcopalians come together for a common purpose that is the project. they come together to discuss issues and concerns of the project, create new ventures or activities (Project Blessings, implementation, meetings, seminars)
	Women assume 20-50 % of leadership positions in the LFIs. (MDG 3)	42% of the officers in the LFIs are women.
	Women leadership developed which enable some of them to be elected into local government positions; (MDG 3)	In some communities, they have a separate organization of women organized by other agencies to ensure their participation in community projects. Active women during the project usually becomes the officers of these women organizations. The number of women who are elected to local government positions are increasing.
	Oppressive gender practices minimized or obliterated [At least 1,500 women emancipated from manual rice milling and water fetching.] (MDG 3, MDG 5)	771 women are emancipated from manual rice pounding 2493 women saves time from fetching water
	Time saved from manual pounding of rice and fetching water by women is used to improve women’s health and empowerment (MDG 3, MDG 5)	Risks of maternal health is lessened because of the minimized extensive work Women are given venues in community activities/project to participate.
	100% of women in project communities participate and have access to the benefits of the projects (MDG 3)	Women in the communities have access to the benefits of the projects. 16 partner communities have activities that are purposefully for livelihood of women.
	Effective representation of various cultural groups in leadership positions.	There is no reported discrimination to members of different culture to the participation/leadership to the projects. (majority of the communities have one cultural group)
	Output Indicators
	47 activities conducted showing which positive values of cooperation, mutual enhancement, community-centeredness	All projects encourage cooperation, mutual enhancement and community centeredness which are manifested in their labor counterpart to the project which is done by all the partner households.
	28 activities showing inter and intra-community sharing	San Vicente and San Carlos in Cabiao are sharing experiences in farming and project/cooperative management
	106  BTRs conducted	All trainings conducted in the communities starts with BTRs
	50 gender sensitivity workshops conducted	33 gender sensitivity trainings conducted participated by 543 men and 494 women
	150 Group dynamics and exercises conducted

 

 ENHANCED ENVIRONMENTAL STEWARDSHIP & RESOURCE MANAGEMENT

 

	Impact Indicator	Accomplishments
	50 communities practice sound environmental stewardship and resource management (contributions to MDG 7)	57 communities practice environmental stewardship and resource management thru sustainable agriculture, watershed management, tree planting activities and nursery establishments, proper waste disposal.
	Outcome Indicators
	50 environmental development plans formulated and implemented. (MDG 7)	57 development plans in place
	Ecology and environmental seminars conducted in 50 communities (MDG 7)	63 trainings in 35 communities on environmental awareness environmental awareness and sustainable agriculture participated by 967 men and 612 women
	Resource utilization and management practice implemented in 50 communities (MDG 7)	Resource utilization implemented in 57 communities. Communities undergoing the Asset Based Development Program are more focused on resource utilization
	18  communities identified and improved watersheds 18 communities regularly monitoring and initiating actions to protect watersheds (MDG 7)	12 communities have initiated activities to protect watershed which includes fencing of water source and tree planting.
	31 communities/households adopt organic farming   Use of chemical fertilizers reduced by an average of 30-50% in 31 communities. (MDG 7)	13 communities adopted organic farming -         minimal use of inorganic fertilizer -         application of Vermicast and organic fertilizer in the demo farm -         use organic fertilizers -         demo farms established -         organic gardens in ABCD communities established
	24  communities implemented proper waste disposal schemes (MDG 7, MDG 6)	8 communities are implementing proper waste disposal through segregation, recycling and regular community cleaning activities.
	29  communities implement biodiversity improvement programs (MDG 7)	18 communities practicing bio-diversity
	Output Indicators
	50 trainings conducted with a total of 1,500 participants	63 trainings in 35 communities on environmental awareness environmental awareness and sustainable agriculture participated by 967 men and 612 women
	18 cases of resource management practices strengthened and adopted	57 communities
	36,000 trees planted in 18 watershed areas; 5 agro-forestry projects established	30, 685 fruit and forest trees planted in 11 communities 11 nurseries established
	31 communities practicing organic farming	13 communities new communities with organic agriculture components Rural communities are still practicing traditional agricultural practices
	31 communities reduce use of chemical inputs by at least 30%	13 communities
	15 stories on resource management published in CBDP website	3 stories

 

 

 

 

STRENGTHENED advocacy of sustainable development and HUMAN RIGHTS AND participation in local governance

	Impact Indicators	Accomplishments
	50 communities appreciate and advocate sustainable development and human rights	57 communities partner communities appreciate and advocate sustainable development and human rights
	50 communities have active engagement in local governance.	35 communities 14 communities was able to get additional funds for the project from the government with a total of P1, 907,287.00 or 3.30% of the total funds. 6 of these communities have partnered purposely for projects.   15 communities were able to tap LGU staff, schools, individuals and other NGOs as resources for trainings and seminars
	Outcome Indicators
	50 communities implement CBDP projects under the sustainable development framework and rights based-approach.	57 communities
	20 stories of communities’ susdev experiences and success stories brought to the media and wider public	Three  stories published in website: Ngibat Saliok Cabiao Artesian Wells
	15 cases where certain basic rights were asserted by communities.	14 communities was able to get additional funds for the project from the government 15 were able to tap LGU staff/resource persons for trainings and seminars
	12 government projects influenced and implemented using susdev framework	6communities where LGU co-funded community projects
	12 policies and programs on or supportive of community development initiated, enacted or enforced.	The barangay units and municipal offices supports development initiatives of all the communities
	12 issues of concerns identified and brought to attention of local governance bodies.	Fokowayeg: community lobbied for a primary school to be established in the community and was positively responded by Provincial and Municipal Government and the Barangay Council.
	103 representatives of communities elected/appointed to local government bodies	24 individuals elected to local government units.
	Resources valued at 5-20 % of total project funds accessed from local government bodies in all projects	P1, 907,287.00 or 3.30% of the total funds. 6 of these communities have partnered purposely for projects.
	Output Indicators
	50 seminars conducted	1 seminar on Voters’ education Local government officials are being involved/consulted in the projects
	103 representatives of communities elected/ appointed to LGU bodies.	24 representatives
	28 communities participated in LGU consultations	35 communities  participated in LGU consultations which resulted to the assistance of the LGUs to the projects
	12 issues of concern identified and brought to attention of local governance bodies.	Resolutions/proposals were submitted by 35 communities, thus the funding and training support.
	Resolutions/proposals to local government bodies for claim making or support to projects	Resolutions/proposals were submitted by 35 communities, thus the funding and training support.
	50 stories published in CBDP website	1 story of Cabiao Projects published

 

Phase 7

CBDP Final Proposal - Phase 7 (MS Word document)

Consolidated (MS Word document)

Summary of Profile Communities (MS Excel document)

 

 

CBDP Phase VII

 COMMUNITY BASED DEVELOPMENT PROGRAM

 PHASE VII

Episcopal Church in the Philippines

 

INTRODUCTION TO THE

COMMUNITY BASED DEVELOPMENT PROGRAM

 

BACKGROUND

 

The Community-Based Development Program [CBPD] is a program of the Episcopal Church in the Philippines [ECP] as one way through which it participates in the process of social transformation as a constitutive dimension of its Mission. The thrust of the CBPD is best captured in the ECP Statement of Mission in the following words: ABUNDANT LIVE TO ALL. The mission statement states:

 

“In concrete situations of impoverishment and deprivation that plague Philippine communities despite the rich resources of the land; where structures or systems exist that breed such dehumanization, the Episcopal Church in the Philippines, in proclaiming the Gospel of Life, seeks to explore avenues where by such structures and systems could be transformed; in order to provide more opportunities for human upliftment and community development and thereby bring about meaningful and abundant life to all.”

 

It was first established in 1987 and had gone through several program phases, with the current Phase VI, ending on 30 June 2009.  Phase VII, which commences implementation on 1 July 2009 up to 30 June 2012, re-affirms the development philosophy and the fundamental principles which have undergirded the CBDP in its previous six (6) phases while building up on the learnings and best practices that it has drawn through the years.

CBDP’s basic principles and theological imperatives received fresh inspiration and affirmation from the 2008 Lambeth Conference, a gathering of bishops of the Anglican Communion held every ten (10) years, which, among others, declared the following:

 

“God’s mission is holistic; its orientation is toward the redemption of the whole of creation.  For Anglicans, indeed the whole Church, the Gospel is not just the proclamation of individual redemption and renewal, but the renewal of society under the Reign of God; the ending of injustice and the restoration of right relationship with God and between human beings and between humanity and creation. We recognise that social justice issues and global relationships are very complex and powerful.

 

The Gospel given to us by Jesus in the synagogue in Nazareth demands our commitment to the poor, the marginalised, the exploited, refugees, indigenous peoples, the internally displaced and victims of war, terror and natural disaster. We recognise the critical need to reaffirm, develop and strengthen our responsibility to the powerless, who have no voice.  We are saddened and challenged by the fact that it is often women and children who are powerless and marginalised in our world. We want to encourage the good work that is already happening in many Provinces, with the support of other Provinces in our Communion. We also noted the amount of good that is already happening in many Provinces. These stories need to be told, affirmed and communicated to better effect. We need to establish a new Anglican Global Relief and Development Agency, as a matter of urgency, to co-ordinate and resource our commitment to the voiceless. We urge the Churches and Provinces of the Communion to pray without ceasing.”

Likewise, CBPD finds significance and relevance in the ECP’s Vision 2018, launched on 1^st January 2008, which declares that:

“BY 2018, THE EPISCOPAL CHURCH IN THE PHILIPPINES SHALL BE A DYNAMIC AND VIBRANT CHURCH OF CARING, WITNESSING AND MISSION-ORIENTED FAITH PARISHES.”

A parish is defined as a self-reliant community that pursues the Five Marks of Mission, as follows: a]  proclaiming the Good News of the Kingdom of God; b] baptizing, teaching and nurturing New Believers; c] responding to human needs by a loving service; d] seeking to transform unjust structures of society; and, e]  upholding the integrity of creation.

In pursuit of Vision 2018, the CBPD is considered a vital ministry that focuses on the ECP’s “response to human needs, transformation of unjust structures of society and upholding the integrity of creation.”

Now on its 21^st year since its formal establishment in 1987, CBDP’s  enduring features, built up and enhanced through the past two decades, include the following:

1]        A development philosophy that has proven to be valid and effective and that is broadly understood and appreciated within the ECP and used to direct actions and set priorities;

2]        Access to social capital that enables the program to easily connect with and which merits the respect and appreciation of partner communities, thus, vastly expediting the process of enhancing community cohesion and advancing community interests.

3]        Staff with varied competencies, primarily motivated by a solid commitment to development work [as can be gleaned from the low staff turn-over despite  the fact that the ECP salary structure is among the lowest];

4]        Capacity to attract multi-year funding for projects from various sources, including mobilization of counterparts of partner communities;

5]        A computerized financial system with established controls and regular audits, clear and transparent accounting and active cash flow management and with regular financial planning linked to the program’s strategic goals;

6]        A sound organizational structure that has formal and clear lines of decision-making and which holds the CBDP management fully accountable.

A recent external evaluation of CBDP’s capacity, efficiency and effectiveness highlighted these strengths but also pointed out certain areas where the program can make further advancements. These areas, discussed hereunder, are now incorporated in Phase VII.

1]        Sharing life-affirming stories. More than two decades of community development work have resulted in countless stories of people empowerment that are life-affirming and enriching. These stories are valuable resources because they can inspire others to pursue similar ventures, demonstrate human values  that are worth emulating and  show the meaning and significance of partnership. 

            CBDP must be able to share these resources to the wider community or global village through its website and other media and thus propel advancements in universal values and community and people-to-people relationships.

2]        Sustainable development and people empowerment advocacy. The principles of community empowerment and sustainable development continue to direct the ECP’s efforts  in community development. Prior to the implementation of any project, CBDP first endeavors to build or enhance a “susdev” consciousness among the prospective beneficiaries and it’s only when the said principles are well-understood and accepted by the latter that project implementation is given the go-signal. In the course of project implementation, the “susdev” and empowerment consciousness is further strengthened and actually lived out and becomes the guide for the community’s eventual assumption of management of the project.

Empowerment and “susdev” principles are however continually glossed over and, in fact, oftentimes violated in the course of implementing other major development initiatives, largely by the “kontrata” system of doing projects by the government. The painstaking efforts taken by CBDP in building a “susdev” consciousness are easily obliterated by a subsequent government project that is contracted out to private contractors whose primary consideration is to profit from the project. Hence,  there is a need to sustain such empowerment through an advocacy program that is programmatically pursued both within the community levels and in the wider public.

3]        Partnership with local governments.  Despite its competence gained in over 20 years of actual experience, CBPD is well aware that, by itself, it cannot bring about the full realization of sustainable development within a particular community, owing to the various factors that are at play in which it does not have any control. While it has always been the desire of CBDP to collaborate with any NGO which adheres to the same principles of sustainable development, the reality is that in most areas where CBDP operates, there are no such NGOs.

CBDP looks forward to an active engagement with the institutions that are ever-present in every community and that have the biggest impact, both positive and negative, upon the lives of people. These are the local government units [barangay, municipality or province]. Such engagement in local governance however must be within the framework of the Rights-Based Approach [RBA] where local government units shall be assessed, supported, exposed or opposed on the basis of their adherence to, protection and promotion of basic human rights.

4]        CBDP website and e-group. The website of CBDP shall be improved and continually updated in order that it can serve as a resource as well as serving as a venue for sharing life-affirming stories as well as for advocacy of empowerment and sustainable development. To improve the internal operation and efficiency of CBPD, an e-group shall be established among the CBDP staff and other persons [Dev. Commission/Committee members, finance officers] involved in the implementation of the program to fast-track sharing and modeling of learnings and immediate attention and collective action on problem areas.

5]        Advancing staff competencies. Individual CBDP staff shall be encouraged to further develop expertise or competence on specific fields and specialized study and training opportunities, including mentoring and coaching processes, shall be sought for this purpose.  

6]        Volunteers program. In light of the many requirements of project management, monitoring and evaluation, especially involving projects that have already been turned over to the partner beneficiaries, that could not be handled by the CBDP staff, there is a need to systematically draw volunteers who can ably perform certain tasks and chores, especially those that require technical skills.

7]        Upscaling the program. With its present capacity, CBDP should be upscaled to have a higher impact by going into inter-community programming; i.e., one project catering to two or more communities that would complement each other in their development aspirations.

 

 

 

 

 

THE CONTEXT

Speaking on 11^th January 2008 before the Philippine Bible Society during the launch of the National Bible Week (Jan. 21 to 27), Chief Justice of the Philippine Supreme Court Reynato Puno said: 

“We abound in natural resources, our seas are abundant with fishes, our mountains are full of precious metals, our people overflow with talent.”

Yet, despite all these, he asks: “WHY ARE OUR PEOPLE POOR?”

The state of economic development of the country was summarized in an article in the Philippine Daily Inquirer, issue of 13^th  January 2008, as follows:

“THE GAP BETWEEN THE RICH and the poor in the Philippines is widening, with the richest 10 percent of families raking in more than a third of the country’s total income, according to government data released yesterday.

“The richest 1.74 million families earned 36 percent of the total 2006 family income of just over P3 trillion, the National Statistics Office said in a statement.

“The data placed the average family income at about P500 a day for a family of four, with few families having any savings. It said the survey indicated `a movement towards widening income disparity among families’ as suggested by the Gini coefficient, a global standard on measuring income equality within a population.

Chief Justice Puno, in his speech cited above, explained “why very few Filipinos are enjoying the so-called good life.’” He said:

“Many Filipinos are poor because the country’s wealth has always been controlled by a few greedy, rich families.

“The root cause of the problem of poverty is well-known. It is the relentless greed of a few families who, from the beginning of time, have always controlled the wealth of our country.

“These families have perpetuated their stranglehold on our country’s wealth, dynasty after dynasty. There is no end to their greed, no border to their covetousness.”

“The Greek philosopher Socrates was correct in saying that ultimately what makes a country poor is not its lack of natural resources but the greed of its few rich citizens.

Again, speaking at the commemoration of Independence Day last 12^th June 2008, Chief Justice Puno said, in part:

“These are times that try the souls of men. But while we cannot win the fight for the poor overnight, we shall prevail over time. There is only one way to lose this fight – when we lose our sense of revolt on the revolting lives of the poor.”

Indeed, the ECP believes that the political, economic and social structure and situation of the country, as it has described in proposals for previous phases of the CBDP, remains basically unchanged. 

As specifically noted in the ECP’s Mission Statement and as expressed by the Chief Justice above, the Philippines is blessed with abundant natural endowments. Unfortunately, the country’s resources are concentrated in the hands of a narrow sector of the population while the vast majority of its people are wallowing in massive grinding poverty.

Emerging out of its more than 300 years of historical experience as a colony, the Philippines failed to establish a self-reliant and self-sustaining economic path. Impoverishment of its people became the by-product of its neo-colonial status where foreign interests plays a strong role in the country’s national state of affairs. In the economic sphere, foreign corporate giants either “monopolize, dominate or are prominent in key industry lines from banking and finance to the production of the simplest consumer goods for everyday use, leaving Filipino entrepreneurs with fewer opportunities or as junior partners.”  The narrow sector of the Filipino population which benefits from this economic set-up are either partners of foreign corporate interests, suppliers of raw materials or engaged in economic activities that complement such a set-up.

Control of economic power also means control of political power. Those who have access to the country’s wealth also control the political arena where leaders are selected in an electoral exercise that requires enormous amounts in campaign funds. It is therefore predictable that public policies would tend to perpetuate the system such that economic growth and development strategies pursued by every Philippine government since 1945 have failed to ease mass poverty. Worse, as the Philippine Daily Inquirer once reported, certain public policies are actually biased against the poor – serving to perpetuate mechanisms of privilege enjoyed by the non-poor minority. For example, the World Bank has criticized the country’s tax system which relies more heavily on indirect taxes so that the poorest Filipino families pay a more substantial portion of their incomes in (indirect) taxes than the highest income families.

In sum, it is a spiraling situation of crushing poverty that is perpetuated through the systems and structures that are entrenched in Philippine society.

PROBLEM DESCRIPTION

The prevailing economic and political system in the Philippines, as described above, excludes the poor from development, both in terms of participation in charting the course of the nation’s destiny and aspirations and in sharing in its abundant resources.

The ECP believes that the empowerment of the poor in order that they can meaningfully take control of their lives and assert their aspirations is the key to poverty alleviation. It seeks to contribute towards such empowerment of the poor through its Community-Based Development Programme, in pursuit of its Mission of “empowering persons and people as stewards of God’s creation.” The conceptual framework of this program proceeds from the following assertions by S. Tilakaratna, in his essay entitled “Capacity-Building of the Poor”:

“The poor, by definition, are almost powerless, deprived and suffer from socio-economic disabilities which operate to perpetuate their poverty. Hence, the availability of opportunities for them to build up their capacities to overcome the disabilities and to initiate and manage development actions for life improvement is central to a process of poverty alleviation. Capacity-building is basically an empowerment process which enables the poor, hitherto excluded, to enter the mainstream of development. It is a process which enables the poor to make the transition from objects (subservient to and manipulated by others) to the status of subjects and active agents of change capable of operating both autonomously and in partnership with governmental and other agencies.”

According to Tilakaratna, the process of empowerment of the poor may be considered as consisting of the following elements:

• Building a knowledge base to support development actions.
• Building participatory organizations which the poor have effective control and which they could use as instruments of action for brining about changes.
• Mobilization of own resources for the initiation of actions for change.
• Acquisition of technical and managerial skills.
• Assertion of legitimate entitlements and obtaining access to resource flows from outside, improvement of bargaining power and claim-making and receiving capacity.
• Capacity to sustain the development initiatives on a self-reliant basis.

Within this context of empowerment of the poor, Tilakaratna adds “the role of an outside agent is basically to assist the poor to build the above capacities through a careful process of interaction with them, that is, by operating as animators, facilitators, change agents, catalysts or community organizers and using a non-dominant and non-bureaucratic mode of interaction.”

 

LEARNINGS FROM PREVIOUS PROGRAM PHASES

The CBDP framework has guided the program for the past several years of implementation. In 2002, CBDP started its 5^th Phase which further built on the  gains, strengths and accomplishments of the Church’s development work while, taking off from the results of an impact evaluation, then stressing the following:

1)        Values Formation. With the success of development work being measured in financial or economic viability, successful projects revolving around “money matters” have tended to weaken positive values and brought about self-centeredness or self-focused worldviews at the same time heightening divisions among the people.  CBDP underscored the fact that development intervention must contribute towards the formation of strengthening of systems and relationships that embody the values of the Kingdom of God. It then attempted to give programmatic support towards building an authentically caring, loving and just community through the fortification of values of cooperation and helping one another so that each person will be able to exercise his or her full potentials – physical, social and spiritual.

2)        Deliberate implementation of programmatic expressions of the Church’s bias for the “poorest of the poor”. Membership of the poor communities where CBDP operates ranges from those who have small landholdings, small business ventures or regular employment to those who have no real assets whatsoever or those who rely upon seasonal or temporary jobs. It was observed that projects have offered more benefits to the economically-blessed members (e.g. micro-enterprise or water projects have opened up economic opportunities to those who have more as they have the means to avail of such opportunities; coop members with higher share capital availed of higher loans, etc.)  CBDP then attempted to implement programs specifically designed for those whose access to the benefits of the project are rendered nugatory because of debilitating poverty while giving support to the entrepreneurial poor through access to credit facilities or such vital services as water, power, irrigation, etc.

3)        While it has been the desire of the CBDP to implement a vision-based, as opposed to project-based, community organizing or development intervention, mobilization of the communities-beneficiaries has proven to be much broader and more effective when organized around specific projects that provided immediate and concrete benefits to the members. Yet, specific projects can also actually serve as the rallying board for the pursuit of a more strategic community vision. As discerned in the impact evaluation of CBDP projects, a single activity can actually be programmed in such a way as to cover a host of interventions and thus intensify impact upon the communities-beneficiaries. CBDP then pursued an integrated approach to development intervention which meant that in each target community, programming covered the various significant developmental aspects that are complementative of each other, such as: social awareness building, health, education, gender sensitivity, economic benefits, values formation and spiritual growth.

Phase VI, which started in April 2005, took into consideration certain areas which need improvement in order to further enhance the effectiveness, efficiency and sustainability of the program as pointed out in an external evaluation in November 2004, as follows:

1)        Building up the capacity of the communities to sustain development work. Capacity-building involves a difficult and challenging task on the part of the beneficiaries from contextual appraisal, needs assessment, project identification and planning to actual project implementation. Community cohesion is usually established only after a painstaking series of meetings and activities where common visions are laid down, expectations leveled off and local resources mobilized. Community participation reaches its peak at the completion of project construction but it is observed that thereafter, it begins to wane until it fades away.  The community organization established to manage the project becomes non-functional and oversight of the operation of the project is assigned to a small committee or a few persons. As a result, the investment that both the program and communities have placed in building up social capital is almost completely laid to waste.

2)        Relative to the above, sustainability of the project – its maintenance and continuing viability - becomes a problem when the community organization becomes non-functional. With minimal participation from the community, the project either eventually folds up, is “privatized” by the small committee managing it or by the local church or looks up to ECP for its maintenance and replacement.

3)        Project conceptualization and identification is one of the strengths of CBDP.  Its ability to draw peoples’ interest and participation in PRAs  has resulted in the identification of a wide variety of projects responsive to the socio-economic conditions of target beneficiaries. The steps to be taken after conceptualization and identification are however areas for improvement. Feasibility assessments are important to ensure a good project design. This is the opportunity to gather the necessary data, consult with experts and analyze the technical and operational soundness of the project. Integral to this is the need to gather a baseline data so that realistic targets can be set and periodic comparisons made to determine impact.

4)        There is a need to continually enhance staff competencies in order to adequately meet new demands and challenges as well as further “professionalize” the development work of the ECP.

To address these concerns, Phase VI adopted the following measures:

1]        Following S. Tilakaratna’s insights, CBDP sought to facilitate the building up of “participatory organizations which the beneficiaries have effective control and which they could use as an instrument to bring about change” and not merely ad-hoc bodies co-terminus with the physical construction of the projects. Establishing and ensuring the sustainability of a functional community organization beyond project construction was seen as a distinct and significant thrust and accomplishment in itself.

2]        The community organization, referred to as a LOCAL FUNCTION INSTITUTION or LFI was considered as the mechanism for project sustainability. Each proposed project in CBDP VI crafted and presented as a requirement for funding approval a sustainability plan which clearly spelled out the project’s definition, objectives and methods of sustainability and the role of the organization in ensuring such long-term sustainability.

3]        Each project proposal  included a baseline data as well as feasibility assessments, as follows: a]  social impact assessment; b]  environmental impact assessment; and, c]  technical and operational feasibility assessment.

4]        CBDP VI include a staff training program based on a training needs assessment. 

5]        CBDP VI came up with a standard module or training guide for: CBDP orientation, values transformation, gender sensitivity, basic health awareness and environmental awareness, which constituted an education package forming part of every project.

5]        In many cases, project duration covered a two-year period that ensured a full implementation, monitoring, evaluation and reporting of all aspects/components of the project.

SUMMARY OF ACCOMPLISHMENTS & IMPACT OF PHASE VI

The impact of Phase VI, as of 30^th June 2008, consist of the following:

 

• 1,585 households have access to and now enjoy adequate and potable water supply;
• 12 functional communal toilets have resulted in improved sanitation;
• 2 communities were enabled to have access to electrical power supply;
• 7 communities have access to affordable credit facilities;
• 1,080 households have increased their income by an average of 12%, arising from their use of solar driers and access to warehouses where they could store agricultural products  and sell the same when prices are set at reasonable rates;
• 214 households have increased income by 21% as a result of irrigation projects that enabled them to pursue farming activities during the dry season and to increase area of tillable lands;
• 18, 768 trees of various species were planted in watershed areas of 8 communities
• 489 households were emancipated from the labor-intensive (back-breaking) chore of manual pounding of rice and corn with the establishment of mechanical mills; specifically, benefited are 615 women for whom manual pounding had been a life-long daily chore.

 

 

CBDP – PHASE VII

 

OBJECTIVES:

 

1. Increase entitlements to basic social services
2. Strengthen capacity towards self reliance and self governance
3. Enhance basic food security
4. Enhance environmental stewardship and resource management
5. Enhance positive values of faith, solidarity and respect for cultural and gender sensitivities
6. Strengthen advocacy of sustainable development and participation in local governance

INCREASE ENTITLEMENTS TO BASIC SOCIAL SERVICES

 

	Performance Indicators
Impact:   Increased entitlements to basic social services	By end of July 2012, a total of 19 communities have gained further/increased entitlements to various basic services
Outcomes:   1] Increased access to potable water supply   2] Ensured the right of communities to the water source.   3]   Improved health and Sanitation.                         4]   Improved literacy level     5]   Enable access to electrical power supply	900 households in 15  communities enjoy at least 120 liters/day/HH of potable water.   15 communities have secured Water Rights over the source of their respective potable water projects.   Incidence of water-borne diseases (top 5)   in 15 communities reduced by 50%.   Malnutrition rates among 600 households improved by 50%.   600 households have access to sanitary toilets.   Reduction/eradication of breeding places of mosquitoes and other vectors of diseases in 10 communities   15 communities practice preventive health care and/or have access to basic health services     3 communities undergo functional literacy programs; literacy levels in these communities improve by 20%.   1 community gains access to electrical lighting supply.
Outputs:   1] Functional water supply    systems.   2]   Certificate of Water Rights   3]   Functional public toilets   3] Seminars on basic   health and sanitation.   4]  Sanitation program   5]   Functional literacy classes   6]   Electrical lighting system	At least 15 Level-2 functional water supply systems in place   15 certificates of water rights secured   10 adequate communal toilets in place and functional.   Modular Basic Health and Sanitation seminars conducted in 19 communities.   5 community sanitation programs established.   3 communities improved levels of literacy by 20%.   1 electrical lighting system established and operational
Inputs/Activities:   Community analysis, baseline data gathering using PRA tools and SPSS; planning; proposal writing;  funding support; organizing and tasking of working committees; mobilization;   Community mobilization for claim- making, assertion of water rights;   Conduct of Health Seminars and trainings   Conduct of functional literacy classes	Detailed community profile of communities is secured and documented; Project Implementation Plans (PIP) formulated and implemented; fund support for water projects made available; project completion based on desired outcomes and planned activities.       Funding counterparts from local governments and other sources; water rights secured;     2,500 individuals underwent basic health trainings   60 individuals attend literacy classes

 

 

 

STRENGTHENED CAPACITY OF LOCAL COMMUNITIES

TOWARDS SELF RELIANCE AND SELF GOVERNANCE

 

	Performance  Indicators
Impact:   Strengthened capacity of local communities towards self reliance and self-governance	50 Local functional institutions [LFI] are functional and effective as vehicles for development and self-determination
Outcomes:   1] Operational and functional LFIs established and/or enhanced   in all communities where CBDP projects are established.       2]   Enhanced capacity of local communities to plan, implement and evaluate projects and/or development initiatives.         3]    Trained core group leaders exercise leadership positions in the community       4] Established volunteer program and volunteers, with diverse skills, developed and mobilized to assist in education, technical support, project management, monitoring and evaluation.   5]   Skills which can be resourced and offered to other project communities identified and developed.	By the end of 2012, 50  (LFIs) with at least 15-21 active members each are established or enhanced and are managing their projects.   LFIs have the following: a] Constitution and By-Laws; and, b] Operational Policies.   LFIs have initiated, planned, implemented and/or evaluated at least two (2) development activities, other than the project.   18 instances/cases where LFIs have exercised leadership in the resolution of community issues/problems   53  individuals occupy leadership positions in the community [not only in the LFIs]   At least 5 potential core group leaders for every project are trained and developed   114 volunteers trained/mobilized.           104 individuals with certain skills further trained and resourced by other communities.
Outputs: 1]   LFIs trained in leadership and project management   2]   Constitution and by-laws and operational policies of LFIs   3] Leadership and project management trainings   3]  Core group leaders trained and mobilized   4] Volunteers trained and/or mobilized   5]   Skills and human resources developed in project communities	50  LFIs organized or enhanced.     50 LFIs have constitution and by-laws and operational policies   50  trainings conducted; 250 persons exercising leadership roles and involved in project management.   At least 5 core groups leaders trained and mobilized for every project   100 individuals trained and/or mobilized as volunteers     100  individuals with various skills resourced by other communities
Inputs/Activities:   Trainings and seminars on leadership, project management, and policy formulation   Community organizing	Leadership &, Project management  training  modules evolved and updated     Organizing plan and timetable; regular meetings and consultations;

ENHANCED BASIC FOOD SECURITY

 

	Performance Indicators
Impact:   Increased household income	By the end of 2012, there shall be a 20% average net  increase in household income for 1,860 households  in 31 communities
Outcomes:   1] New sources of livelihood established.     2] Reduced cost of production, improved crop quality and increased farm yields/income.   3] Increased hectarage of tillable farms     4]  Opportunities for investment and employment created.   5] Enhanced or strengthened cooperatives as sources of added income for members.   6] Access to affordable credit facilities       7]   Improved control and linkage to markets   8] Appropriate technology strengthened or introduced resulting in increased income	Livelihood projects in 20 communities established which increase household income by an average of 20%.   Agricultural facilities established in 15 communities which result in increased household income by an average of 20%.   6 irrigation facilities, 4 mechanized crop transport system established resulting in increase of hectarage of tillable farms by 30%   5 rural industries established and which create investment and employment opportunities and provide additional income of at least 50%.   8 cooperatives provide dividends consisting of at least 10% of annual household income.     10 communities of 405 households have access to credit facilities that charge interest of not more than 18% p.a.   2 marketing programs; 2 trading posts established and marketing strategies for all other products improved.     11 projects contain components on appropriate technology, resulting in increased income by average of 10%
Outputs: 1]   Viable income- generating  or livelihood projects   2] Appropriate or mechanized farming implements     3]  Appropriate or Mechanized  PHFs     4]   Irrigation facilities       5]   Mechanized crop transport systems [tramline]         6]   Rural industries   7]  Cooperatives or community owned IGPs providing dividends to members.   8] Cooperatives providing affordable credit facilities     9]   Marketing programs and/or trading posts established   9]  Appropriate technology projects or project components	30 viable IGPs or livelihood projects established.     5  tractors; 1 hammer mills (for organic fertilizer); 3 Shredders (for organic fertilizer); 3 Mechanized Plows and Harrows; 1 Mud Turtles acquired and fully operational and functional 9   solar dryers; 9  warehouses; 11 rice/corn/coffee mills; 8 corn shellers; 5 sugarcane pressers; 2 mechanized rice threshers constructed and functional   6 irrigation facilities that would increase hectarage of tillable farms by an average of 20-  50 % built and functional   2 transport systems that would result in increase in hectarage of tillable farms by an average of 10 %   Procured the following: 1 heavy palay transport truck 1 light palay transport truck     4  rural industries established and operational.   8  cooperatives     7 New coops and church-based lending institutions with a total of 260 members providing interest rates of not more than 18% pa.     2 trading posts established and 2 marketing programs   6 projects with appropriate technology components. (1 Trial farm for sustainable agriculture; 1 vegetable processing; 3 organizations practice organic farming 1 production of organic fertilizer)
Inputs/Activities: Community consultations; baseline data gathering using PRA tools and SPSS; planning; proposal writing;  funding support; organizing and tasking of working committees; mobilization;   Community mobilization for claim- making,    Conduct of Seminars and trainings   Development of appropriate technology	Detailed community profile of communities is secured and documented; Project Implementation Plans (PIP) formulated and implemented; fund support for water projects made available; project completion based on desired outcomes and planned activities.     Funding counterparts from local governments and other sources;   Coop seminars; simple bookkeeping trainings; technical trainings on mechanized farm operations;   Appropriate technology consultations; researches

 

 

ENHANCED POSITIVE VALUES OF FAITH, SOLIDARITY &

RESPECT FOR CULTURAL AND GENDER SENSITIVITIES

 

	Performance Indicators
Impact:   Enhanced  positive values of self-reliance, cooperation, community-centeredness, faith, solidarity and respect for cultural and gender sensitivities	Beneficiaries in 50 communities are practicing accountability, sharing and caring, developed spirituality, gender focused, and full participation in all development activities
Outcomes:   1]   Strengthened positive values of cooperation, mutual enhance-ment, community-centeredness [bayanihan, og-ogbo, inayan, etc.]   2]   Enhanced  actual practice of inter and intra-community sharing                                 3]    Deepened understanding of the  biblico-theological basis of  community development work   4]  Gender mainstreaming applied in all CBDP projects; strengthened sensitivity to gender relations and gender balance in leadership positions                         5] Strengthened respect and sensitivity to cultural differences	41 activities conducted which practice/ manifest/pursue positive values of cooperation, mutual enhancement, community-centeredness [bayanihan, og-ogbo, inayan, etc.]   50-100 % of all target beneficiaries have contributed labor and other material resources towards the implementation of the community projects.   Beneficiaries contributed 5- 20% (of project’s capital cost) of income/collected fees to CBDP revolving fund to support development initiatives of other communities.   Beneficiaries contributed 7.5-20% of income/collected fees to the local church for institutional enhancement   Beneficiaries, regardless of faith are collaborating for the success of the project   People of various faiths in the communities where CBDP projects were implemented have collectively undertaken at least one (1) major collaborative effort in addition to the projects.   15-50 % increase in the active participation and involvement of beneficiaries in faith-based activities     Women assume 20-50 % of leadership positions in the LFIs.   Women leadership developed which enable some of them to be elected into local government positions;   Oppressive gender practices minimized or obliterated [At least 1,500 women emancipated from manual rice milling and water fetching.]   Time saved from manual pounding of rice and fetching water by women is used to improve women’s health and empowerment   100% of women in project communities participate and have access to the benefits of the projects   Effective representation of various cultural groups in leadership positions.
Outputs:   1] Cooperative activities of   beneficiaries of various faiths and cultural backgrounds.   2]  Inter and intra-community sharing activities   3]   Biblico-theological reflections   4]   Gender sensitivity workshops   5]  Community cohesion exercises	47 activities conducted showing which positive values of cooperation, mutual enhancement, community-centeredness   28 activities showing inter and intra-community sharing     106  BTRs conducted   50 gender sensitivity workshops conducted   150 Group dynamics and exercises conducted
Inputs Activities:   Gender sensitivity work-shops and trainings   Integration of biblico-     theological reflections in      all CBDP activities   Integration of gender and      cultural sensitivity in all       facets of the CBDP work   Values formation workshops   Inter-program coordination within ECP [participation of the Christian Education program in conduct of BTRs and values formation	Modules; trainings and workshops; Gender sensitivity trainings/orientation conducted in all CBDP project areas   Meetings and community activities contain contextual prayers and BTRs     Participation in all activities open to men and women and cultural groups;   Modules; 75 modular workshops conducted     Christian Education Programs of all dioceses conducted modular BTRs and values formation workshops in all project communities.

 

 

 

ENHANCED ENVIRONMENTAL STEWARDSHIP

& RESOURCE MANAGEMENT

 

	Performance Indicators
Impact:   Enhanced environmental stewardship and resource management	50 communities practice sound environmental stewardship and resource management
Outcomes:   1]   Deepened awareness and sense of environmental stewardship resulting in environmentally-sound resource utilization and management practices         2]  Protected and enhanced watersheds       3] Organic farming methods practiced       4] Community-wide proper waste disposal schemes established   6]    Improved biodiversity	50 environmental development plans formulated and implemented.   Ecology and environmental seminars conducted in 50 communities   Resource utilization and management practice implemented in 50 communities     18  communities identified and improved watersheds   18 communities regularly monitoring and initiating actions to protect watersheds   31 communities/households adopt organic farming   Use of chemical fertilizers reduced by an average of 30-50% in 31  communities.   24  communities implemented proper waste disposal schemes   29  communities implement biodiversity improvement programs
Outputs:   1]   Environmental stewardship trainings   2] Strengthened resource management practices   3] Improved watersheds, reforested areas   4]  Organic farming methods         5]  CBDP Website promotion of resource management practices	50 trainings conducted with a total of 1,500 participants   18 cases of resource management practices strengthened and adopted   36,000 trees planted in 18 watershed areas; 5 agro-forestry projects established   31 communities practicing organic farming   31 communities reduce use of chemical inputs by at least 30%   15 stories on resource management published in CBDP website
Inputs/Activities:   Seminars and trainings on Resource Management and Environmental Stewardship   Community mobilization for tree-planting and agro-forestry projects   Researches/consultations on indigenous resource management practices	50 seminars on resource management and environmental stewardship conducted       31 communities mobilized for tree-planting and agro-forestry projects   5 Consultations conducted

 

 

 

 

 

 

 

 

STRENGTHENED advocacy of sustainable development

and HUMAN RIGHTS AND participation in local governance

 

 

	Objectively Verifiable Indicators
Impact:   Strengthened advocacy of sustainable development and human rights and participation in local governance	50 communities appreciate and advocate sustainable development and human rights   50 communities have active engagement in local governance.
Outcomes:   1] Increased awareness and appreciation of sustainable development and rights-based approach                   2]   Increased participation/ en-gagement  in local governance using RBA             3] Strengthened claim-making capacity	50 communities implement CBDP projects under the sustainable development framework and rights based-approach.   20 stories of communities’ susdev experiences and success stories brought to the media and wider public   15 cases where certain basic rights were asserted by communities.   12 government projects influenced and implemented using susdev framework   12 policies and programs on or supportive of community development initiated, enacted or enforced.   12 issues of concerns identified and brought to attention of local governance bodies.   103 representatives of communities elected/appointed to local government bodies   Resources valued at 5-20 % of total project funds accessed from local government bodies in all projects
Outputs:   1]   Modular seminars on local governance and RBA   2]   Representation in local government bodies   3]   Laws, ordinances, resolutions enacted by LGUs                 4] Resources accessed from  LGUs   5]   CBDP website promoting sustainable development & human rights	50 seminars conducted     103 representatives of communities elected/ appointed to LGU bodies.   28 communities participated in LGU consultations   12 policies and programs on or supportive of community development initiated, enacted or enforced.   12 issues of concern identified and brought to attention of local governance bodies.     Resources amounting to 5-20 % of total projects costs accessed from LGUs   50 stories published in CBDP website
Inputs/Activities: Seminars on local governance and RBA   Public consultations on local ordinances and laws   Claim-making mobilizations   Sharing stories	50 seminars conducted     20 consultations conducted     50 claim-making mobilizations conducted   Interviews; focused group discussions conducted

The over-all development goal, objectives, desired impact, indicators, outputs and inputs/activities are presented in the above logical framework. The “OBJECTIVES” and “INTERMEDIATE RESULTS AND ACTIVITIES”, as required under EED Key Requirements for Project Proposals are presented as part of the above logical framework.  Intermediate results are the outputs.

 

PROGRAM COMPONENTS

 

A]         COMMUNITY ANALYSIS

This is a baseline community research conducted through the participatory rural appraisal [PRA]. Its aim is to acquire a comprehensive situationer of the target communities (social, economic, political, religious, cultural, demographic) and identify assets and resources that could be mobilized for community development action.  For Phase VII, there is a shift from “community needs assessment” which focuses on needs and problems to “asset-based planning”, that emphasizes on local assets and resources. 

Part of this component is the conduct of Baseline Data Gathering to establish the baseline data as the starting point for development intervention and against which the impact data (results) at the end of the program period shall be assessed.

B]        COMMUNITY VISIONING

Guided by the knowledge acquired from the participatory analysis, the communities can then form their own Vision of Development that is specific to their respective communities. This is a collection of concrete, desirable changes in the community that can be reasonably realized over a foreseeable period of time. This Vision shall then be translated into an Integrated Community Development Plan which shall consist of specific programs or projects.

C]        COMMUNITY ORGANIZING

This is a series of activities directed at empowering the community peoples to participate meaningfully in development activities affecting them. Specifically, it aims to develop and/or strengthen the capacities of communities to collectively determine, initiate and sustain actions to address community needs and issues.

The end-results of this particular component are establishment and/or strengthening of local financial institutions [LFIs]. These are organizational mechanisms through which communities can undertake, administer and manage development projects and activities. LFIs can either be formal organizations or existing indigenous structures or systems where the collective interests of a community have been traditionally determined and promoted and issues and problems addressed.

Under CBDP VII, a total of 50 LFIs shall be established and/or strengthened.

 D]       COMMUNITY PROJECT MANAGEMENT

Community entitlement and socio-economic projects are venues for mobilizing the community around a visible and physical development initiative that the people themselves identify, plan and manage. The intervention involved in this aspect includes the activities on participatory project planning, identification and organization of local inputs (human and material), mobilization of external resources, and technical assistance. Mobilization of project funding shall be a core aspect of this component. The implementation of the projects are carried out by the people themselves. Monitoring and evaluation shall be guided by the program staff.

CBDP VI is designed to complete and implement at least SEVENTY FIVE [75] integrated community development plans. These plans consist of combinations of specific projects or activities that are intended to reduce the level of poverty by either providing basic services or increasing the income of beneficiaries (or both). Following are the types of projects which are combined to make up an integrated development plan :

a]         Potable Water System Project – With 20% of the total population of the Philippines having no access to clean, potable and adequate water supply, this project involves the establishment of a domestic water system that is able to deliver adequate water supply from the source to identified common outlets within the community (Level-2).  It addresses an acute problem that deprives people of a basic entitlement as well as adversely affects health (caused by unsanitary practices) and limits livelihood opportunities. The water system usually established under this program is either gravity-fed or deepwell based.

The first consists of a water source (spring, river, etc.) which must be higher than the pipe routes to ensure the flow of water by gravity, an intake tank, main pipeline, divider tank, main distribution pipelines, reservoirs, distribution pipelines and service areas. A deepwell water system involves drilling of a well, placement of casing, surging and well development, well cleaning, pump installation, and drawing out of water to a tank where water is then distributed to the service areas.

 

CBDP VII targets the implementation of fifteen (15) potable water supply projects, integrated with other developmental thrusts and concerns.

b)         Access to Electric Power  Project – Intended to enable communities to have access to electric power supply, which is identified as a basic social service.  CBDP has implemented four (4) micro-hydro power projects which are now in operation. The capacity of these systems ranges from 5 KW to 20 KW and the project involves construction of weir, forebay, diversion canals, penstock, powerhouse and installation of turbine, generator, electronic load controller, electric transformers, transmission lines and household connections. Considering the huge capital outlay for this type of project, however, CBCP VII shall engage in the same if there are partners willing and able to specifically provide the required project funding. Development intervention on this particular area includes mobilizing rural communities to lobby for electrification with power cooperatives and companies.  It is envisioned that there shall be at least one (1)  community during the duration of this particular phase which shall gain access to electricity, either by establishing a micro-hydro power or solar energy project or securing service from power providers through organized lobbying.  

c)         Functional Adult Literacy Project –  As a part of a community integrated program, this project seeks to raise the literacy capability of beneficiaries in order that they can better participate in community development and management.  This is in recognition of the fact that the inability of many people to read and write hampers their full participation in community programs.  The literacy module is designed to enable illiterate adults to understand the project process, discern reports, policies, rules and guidelines, and be able to do simple mathematical computations relative to business operations.  Adult literacy shall be integrated in three (3) community projects.

d)  Post-Harvest Facilities Project – With most rural communities either making use of crude technologies to process their farm harvests which usually involve back-breaking manual labor or make use of private facilities charging commercial rates or in cases where there is a total lack of such facilities, the farmers are forced to sell their un-dried or un-processed harvests at very low prices, this project seeks to establish community-owned and managed facilities that provide facilities for or mechanize post-harvest processes and thus eliminate risky and labor-intensive activities at the same time charging affordable rates. Examples of these facilities are: rice, corn and coffee mills, warehouses, solar driers, etc.

The CBDP has been engaging the expertise of designers to fabricate a three-in-one mill, that is capable of milling rice, corn and coffee.  The system includes a mechanical grinder (mill), pre-cleaner or blower and screens, bucket elevator, destoner sifter and other accessories. It is either electric operated or diesel-ran, in which case a diesel engine is acquired for the purpose. The cost of a mill system depends upon the capability requirement of the project.

Solar driers are concrete pavements, with a standard size of 500 square meters, where farmers dry their palay and corn after harvest. This is a very crucial facility in farming communities where the lack of it forces farmers to sell their products in their un-dried state which fetches a much lower price. Warehouses serve as storage for grains in order to enable farmers to stock up their products while drying and to await for reasonable prices.

e]         Irrigation Project – In most of the communities where CBDP operates, especially in upland rural villages, farmers depend on rain water to irrigate their fields and hence cultivation is usually done only during the wet season. By providing irrigation facilities, farmers can practice at least two (2) croppings per year and/or  expand tillable farmlands and hence increase their incomes.

An irrigation system is usually a higher impact project as it can enhance production by 50%. The system is intended to draw up water either from a distant source of higher elevation or from one that is located below the agricultural lands. If the source is of higher elevation, the system consists of a weir built in the source to ensure collection and screening of water, an irrigation canal with concrete lining and an impounding reservoir where water is then systematically distributed for irrigation. If the source is lower than the farmlands, submersible pumps, which are either electrically-powered or diesel-ran, are installed within the weir to pump water into impounding tanks built on grounds above the farmlands. This system also requires a pump house to secure electro-mechanical controls.

There shall be six (6) irrigation projects to be implemented under CBPD VII.

f]          Farm Support Project – Aside from an irrigation project, this includes  the following: a] credit facilities providing affordable interest loans to farmers in order to fund acquisition of seeds, fertilizers and other inputs; b]  work animal dispersal to enable farmers to acquire work animals used in tilling sharply-sloped terrains; c] seed and farm input assistance where selected and quality seeds and organic fertilizers are loaned out; d]  farming mechanization involving the acquisition or fabrication of appropriate equipments; e] demonstration farms to pilot and demonstrate appropriate technologies; f]  organic fertilizer production,  all of which are intended to increase income by enhancing production, minimizing destructive agricultural practices and reducing farming costs.  There shall be twenty-five (25) farm support projects to be implemented under CBDP VII.

g]         Community Livelihood Project – This is a micro-enterprise  managed and operated by the community which is intended to: a] establish a source of additional income to the community members; b]  promote collective self-reliance; c]  make productive use of time;  d]  open up employment opportunities; and, e]  utilize and promote local resources.  Examples of livelihood projects implemented under the CBDP are: women’s cloth weaving, coffee brewing, vegetable marketing and vermi-compost production. Certain farm support projects or post-harvest facilities can also be considered as livelihood projects when these involve establishment of facilities (e.g. rice mills) for community use which are administered and operated by community organizations. For CBDP VII, forty (20) livelihood projects, whose main thrust is the provision of additional source of income,  shall be implemented. 

h]         Rural Industries – These are also micro-enterprises or community livelihood projects but of a higher scale and involve mechanized processes and should be able to offer employment opportunities in addition to the projected income for the beneficiaries. It can also involve two or more communities doing one (1) project.  This type of project is planned to be operated by a corporate organization where the beneficiaries can invest and receive shares in the income  in accordance with their respective placements [either in kind, such as labor inputs, etc.] An example is a coffee processing center that mechanizes the processing of coffee beans up to its roasting. With the coffee-growing projects already started by CBDP in many areas, it is estimated that these will result in about 80,000 coffee fruit-bearing trees  within the next 3 to 6 years.  A total of 15,000 coffee fruit bearing trees can already support a mechanized coffee processing center.

It is hoped that four (4) rural industries would be established in CBDP VII.

h] Animal Dispersal – This is usually a component of an integrated project that is designed to address the needs of the “poorest of the poor” who benefit least from community projects.  The program involves the identification of beneficiaries, who are classified into 1^st line up to 3^rd line beneficiaries, acquisition and distribution of young female animals, either cattle, hog or goat, to the 1^st line beneficiaries who then raise the animals until they reproduce. 1^st line beneficiaries are obligated to disperse one (or the first) offspring to a 2^nd line beneficiary and another (or the second) to be contributed to the community development fund. 

Animal dispersal is envisioned to be a component of thirty five (35) integrated development projects.

            i]          Cooperatives –  Cooperatives, being groups of persons who pool their resources under the principle of equity and common understanding for their mutual benefit, shall be formed to manage and operate other community projects, as enumerated above, or mainly to provide affordable credit facilities to their members. Under CBDP VII, there shall at least be fifteen new or enhanced cooperatives to be established among the envisioned fifty  (50) LFIs (functional local institutions).

E]         COMMUNITY ADVOCACY

This component is aimed at increasing people’s awareness of the political, economic and social issues that are affecting them. For Phase VII, the goal shall be to build up or enhance and sustain an empowerment and sustainable development consciousness among the beneficiaries and the wider public. Intervention shall consist of education and training activities for beneficiary communities and advocacy [media publication, petition-writing, community mobilizations, etc.] to reach out to the public.  Also for Phase VII, advocacy shall take include active engagement with local governments for the assertion of basic rights and entitlements.

TARGET GROUPS AND DEVELOPMENT APPROACH

CBDP seeks to work with and for depressed communities in rural villages where the Episcopal Church has active mission work but also in areas where there are no Episcopal local churches but have some other ways of networking with the ECP for easier monitoring purposes. While indeed the Church’s development program, in selecting communities-beneficiaries, does not make a distinction between church members and non-members, focusing the work in areas where there are local churches is preferred as it allows the program to avail of the church’s existing contacts and community relations, various resources and systems of management and established structures of accountability that are already in place. Reiteratively, however, CBDP shall go to communities without Episcopal congregations if there are other networks that would be relied upon to provide solid contacts and relations.

The program’s target groups are mostly indigenous communities in the Cordillera and Mindanao where the ECP’s mission work is largely concentrated. Indigenous communities, most of whom are in the so-called Club 20 or the 20 poorest provinces in the Philippines,  also suffer from lack of recognition of their rights to pursue their own particular way of life which have fiercely survived centuries of colonization. Phase VII attempts to venture into the urban areas where requests for intervention have already been made to the Episcopal Dioceses of Central Philippines [EDCP] and Southern Philippines [EDSP].

Project planning, implementation, monitoring and evaluation are carried out through a community-driven approach to development in partnership with the local communities. This approach has been tested and proven to be viable and effective and is fully consistent with the concept of empowerment of the poor.

How is this done?

Program intervention is initiated when a request for assistance is communicated by a prospective partner-community.  Requests are usually relayed through the priest, deacon, lay worker or community leaders in a particular community. Initial screening is done by the diocesan development office to ensure that the requesting community satisfied the following criteria for intervention:

1]        Depressed community as reflected by economic marginalization and lack of social services;

2]        Receptive to community organizing and self-help projects;

3]        Strategically located, it has the potential of becoming a show window of participatory development to outlying communities.

After passing the initial screening, the diocesan development staff and representatives of the diocesan development committee meet with community representatives to undertake a Participatory Rural Appraisal [PRA]. It is in this activity that the community identifies its its assets and resources that could be mobilized for its development, defines its visions and determines its priority programs or projects.

From the priority programs or projects, a Community Development Worker [CDW] facilitates a participatory planning with leaders and members of the community. It is through this process that a community project proposal is developed.

Alongside the process of action planning, the CDW undertakes community organizing. This involves a series of formal and informal meetings and house-to-house dialogues to determine the best form of local structure to be set up for problem solving and decision-making in line with the identified programs or projects.

The funding of a community project may come from a number of sources depending upon the opportunities available. The primary source is the community people and the immediate local environment. Then, the people petition the nearest local government unit/s or government agencies for additional support. If funding from these sources is not forthcoming, the diocesan development office taps the project fund of CBDP.

While fund generation is in process, the CDW continues the community organizing work. Community meetings are held to clarify the project concept, determine the nature, amount and timing of community inputs and organize project committees. The members of the project committees are then given appropriate orientation and training.

All funds for a specific project are first received by the diocesan finance office which then disburses the funds on the basis of approved requisitions. The finance office requires the canvass of prices of project materials from at least three suppliers. Canvassing and purchasing are done by the appropriate committees designated by the community. The CDW prepares and submits a report with receipts and other supporting documents to the finance office which in turn submits a financial report to the national office.

Day to day supervision of the project is done by the CDW while the technical assistant conducts periodic visits for project monitoring and technical assistance. Completed projects are turned over to the community with a blessing service and thanksgiving feast hosted by the beneficiaries.

Relationship between the diocesan development office and the partner community do not end after project implementation. Monitoring and evaluation of the project are planned and jointly undertaken. In some cases, the local church in the area takes responsibility for monitoring, providing a regular channel for sharing the progress of the project to the diocese.

ASSESSMENT OF RISKS

As shown by experience, CBDP faces the following possible risks: a] natural or man-made disasters which may delay, derail or prevent program intervention; and, b]  economic crises in the country which may lead to uncontrollable inflation, rising of prices of goods and services, etc. Unfortunately, these risks are beyond the direct and immediate influence of the program.

In the community level, there are various risk factors, such as : a]  imprecise timing of project implementation [e.g. when project funds are available and implementation starts during the busy harvest or planting seasons]; b]  lack of technical expertise in the local community; c]  death of cooperatives’ members who have unpaid accounts;  d]  control of project by the more economically-blessed members of the community; e]  narrow sectarianism.

A management strategy presently in operation in the ECP is as follows:

 

Risk Factors	What are the risks?	How are risks managed?	By Whom?
Physical/natural	Typhoons, floods, earthquakes, land slides,  droughts,  etc.	Emergency relief operations; re-scheduling of project activities; supplemental budgets	Diocesan development offices
Economic	Poverty, inflation, foreign exchange rate fluctuations, rising labor costs	There are existing policies which address these risks	National and diocesan development offices
Social/Cultural	Tribal war, community affairs, religious or denominational conflicts, gender	Peacemaking ministry of the ECP, trainings, education, consultation, non-discrimination policy consciousness raising	Dioceses and development staff
Political	Repression, instabi- lity, ethnic discri-mination, elections, economic policies	Advocacy and commitment to upholding human rights.	ECP
Financial systems	Corruption, embezzlement, mis- appropriation, juggling of funds, inaccurate and late reports	Financial policies and procedures [Finance manual], external and internal audit, monitoring, education, computerization of accounting systems	National and diocesan finance offices
Management	Inefficiency and poor performance, replacement of key staff	Training, review process	ECP
Security	Militarization, tribal war, armed groups, theft, pilfering	Advocacy, policy of avoidance, security protocols	Development Staff
Gender	Perspective issue, macho culture, social consciousness of women	Policies Gender sensitivity trainings	ECP Social Ministries and Development Staff

 

Additional risk management strategies recently developed:

 

RISK FACTORS	WHAT ARE THE RISKS	HOW ARE THEY MANAGED	BY WHOM
ECONOMIC	Increase in prices/price fluctuations; even within a week, prices fluctuate, esp. when the rains stop; price increases are also the effect of fuel price increases	As previously agreed, there is a 10% allowance for increases in the cost of materials, however there are cases when this is not sufficient.   Possible course of action: a]  Pre-purchase materials when prices are lower [possible issues would be budget implications and  storage keeping.]  b]  Revision of project plans and specifications; d]  Favorable deals with suppliers.	Development Officer
ENVIRONMENT	Climate change/	The practice has been to adopt work schedules to weather conditions, i.e. to schedule construction works during months when rains are not expected.   However, weather conditions have become unpredictable so rains come even on months when they are not expected.  This makes it difficult  especially in areas far from the roads where materials can only be delivered during the dry months.  Possible course of action: start the project cycle in October so the first quarter could be devoted to preparatory work such as organizing.  Construction or infrastructure can be undertaken starting in January.  If possible, this would start with the 2008 projects. It was agreed that the standard person-hour days to finish the infrastructure be determined such as that required for the solar dryer and others.	Development Officers.
SOCIAL	Inter cultural/tribal conflict                                                                   Accidents during/after project implementation.	In areas where this is a possibility, we should 1)Encourage the community, during the preparatory stage, to discuss this issue and get their commitment to engage the church as peace facilitator when necessary; 2)While it is cultural practice for the community to protect the cdw’s (non-members of the community who are there when problems erupt), this should be expressed as an obligation.  3) A community plan should be worked out describing mitigation measures that the community itself will undertake should conflict arise.  This shall include a commitment to finish work on the project despite conflict in the community.    In intercultural communities, sensitivity should be exercised similar to those measures for tribal conflict.  The community shall be encouraged to dialogue on cultural practices/issues.   Undertake safety measures where possible.  If the accident was unavoidable, the community takes first responsibility; the church assists when necessary.  We need to be careful as this can be abused.
Staff	Movement of Priests, particularly those working well in project areas   Staff retention (ie greener pastures)	Representation with diocesan authorities     ECP staff salaries are standardized.) Develop a possibility for a career path/ promotion from CDW 1 to CDW 2.

 

SUSTAINABILITY

Sustainability of individual community projects is a major criteria in project feasibility consideration and approval. A project is approved only if it is able to demonstrate that it is potentially sustainable in the long term and that the partner community has the commitment and capacity to sustain and maintain the project after its turn-over to them. For example, in a water project, beneficiaries must establish a protected watershed which shall not be open to exploitative human activities. It is policy and practice that projects, even those which are not income-generating such as water projects, collect dues and/or reserve a substantial portion of project income for maintenance and replacements costs. The viability of the organizational structure that will manage and operate the project following its turn-over is likewise a major factor in project review.

It is the sustainability of CBDP as a program that remains to be a serious challenge. Almost 90% of administrative, program and operating costs of CBPD relies on external grants. To address this problem, CBDP has set up the Episcopal Development Revolving Fund, where interest income from project funding given to communities-beneficiaries in the form of loans shall be placed and built up. (Loans are charged an affordable  interest of 7% per annum.) It is hoped that this Fund will grew over the years as a capital fund where only its income may be withdrawn to support the administrative costs of the CBDP.

GENDER ASSESSMENT

It is a fact that in most communities where the CBDP operates, gender inequality is pervasive and is significantly manifested, among others, in the assignment of non-productive yet back-breaking chores to women. For example, the tasks of fetching water for household use as well as manual pounding of rice which, in themselves, do not directly add to family income and yet are physically burdensome chores, are traditionally assigned to women and children.

How does this program address gender inequality?

Aside from educational activities on gender sensitivity that is built into every project, most of the projects to be undertaken through CBDP will have the effect of emancipating women from oppressive traditional practices by obliterating gender biased chores. Women gain additional time (saved from these chores) which they utilize for productive purposes to generate additional income and thus enhance their social standing in the family as well as in the community. These concrete effects of projects are further bolstered when women are mobilized to actively participate in community organizations and activities.

To prepare for Phase VII, CBDP shall conduct a Trainor’s Training for Gender Sensitivity Facilitators. This will refresh present trainors with new insights and techniques in undertaking gender sensitivity programs as well as establish new indicators for measuring proper gender balance and women empowerment. The results of this training would fashion the gender program component of Phase VII.

ENVIRONMENTAL ASSESSMENT

 

The CBDP has established policies relative to environmental stewardship, as follows: a]   Economic development must always be balanced with ecological sustainability. For example, in water projects, it is required that a watershed must be established and protected.);  b]  Establishment of physical structures as part of a project must undergo an environmental assessment; if it involves minor clearing of vegetation without cutting of trees, the implementing organization can certify as to environmental feasibility but if it involves major earth-moving and clearing operations, an environmental clearance from an acceptable environmental agency must be secured.

For Phase VII, environmental stewardship will take the form of more concrete projects particularly designed to address environmental destruction and promote care for the environment. Examples of these are  organic farming and calculated reduction of the use of chemical fertilizers as well as the development and installation of technologies that enable communities to mitigate and adapt to the destructive effects of climate change.

MANAGEMENT AND IMPLEMENTATION

1] Community Development Workers [CDWs] - The CDWs or community organizers shall be the frontline staff who shall implement the various program interventions at the community level. They shall be responsible to the Diocesan Development Officers.

2.         Diocesan Development Officers [DDOs] - In each of the six (6) participating dioceses, there shall be a Diocesan Development Officer (DDO) who shall be the overall program manager in his/her sphere of jurisdiction. He/she shall lead, plan and direct operations, supervise the CDWs, coordinate with the deanery development structure, monitor field operations, preside over development staff meetings, and generate program and project reports. The DDO shall be responsible to the Diocesan Bishop and shall provide staff support to the diocesan development committee.

3.         Diocesan Bishops - The Diocesan Bishop, as chief executive officer and chief pastor of the Diocese, shall exercise spiritual guidance, command responsibility, oversight, final authority and accountability for the initiation, management (i.e. planning, implementation, coordination, monitoring and evaluation), and development of the CBDP being implemented in the Diocese.

In the actual exercise of such responsibilities over the Program, the Bishop may actually delegate the same to the Diocesan Development Officer.

The Bishop expects to participate, as much as his various responsibilities in the Diocese would allow, in major management activities of the program such as planning, budgeting, staff recruitment, training, implementation, monitoring and evaluation. Should the Bishop fail to maximize participation in program management activities, he expects to be regularly and promptly informed by the diocesan development officer of the progress of the program.

4.         National Development Office  [NDO] Staff - The National Development Office Staff, now composed of the National Development Officer, Program Assistant, Research and Documentation Officer and ABM Liaison Officer, are the chief program managers. They provide central management and coordination, and ensure that program commitments are met. They are responsible to the Prime Bishop.

The National Development Office, as the extension of the central authority of the Prime Bishop, exercises strong monitoring role in the program. It shall focus on identifying areas of weaknesses and difficulties in program and project implementation and bring to the attention of the Prime Bishop and the Commission on Development and Social Concerns certain situations that require appropriate action. It shall coordinate the annual planning and evaluation activities.

The NDO shall require that reports from the participating dioceses are collected promptly, coordinate with the finance offices for remittance of funds to the dioceses and preparation of semestral, annual and terminal financial reports to be submitted to the various funding partners.

5.         Finance Officers [FOs]  - The FOs of the ECP at the diocesan and national levels shall be responsible for budget planning and the safekeeping, disbursement, accounting and semestral audit of program funds. They shall see to it that fund management and accounting policies and procedures of the ECP, as well as specific limitations and guidelines for CBDP grants agreed with the funding partners, are complied with.

6.         Prime Bishop [PB] - The Prime Bishop shall bear the ultimate authority and responsibility over the CBDP in line with the structures and Constitution and Canons of the ECP. He shall be the principal signatory in the Funding Agreements with various program partners. He may direct any participating unit or institute such measures as may be necessary to ensure that the program is being implemented with utmost transparency, integrity and responsibility. In the exercise of such responsibility, he may delegate specific tasks and functions to the National Development Officer or such other officials involved in the program.

STAFFING

The following personnel compose the staff complement of the CBDP – VII:

            National Development Officer                                  1

            Program Assistant                                                     1

            Research and Documentation Officer                      1

            ABM Liaison Officer                                                   1

            Bookkeeper [National Office]                                   1

            Diocesan Development Officers                               6

            Community Development Workers                          16

            Finance Officers                                                         7

                                                                                                -----

                        Total                                                                34

With the devolution of the program to the deanery and local church levels, the Rural Deans and Local Priests-In-Charge are commissioned as program volunteers. They are given greater responsibilities in the selection of the target communities, appraisal of community projects, and monitoring of approved projects.

 

 

 

MONITORING, EVALUATION & CONSULTANCY

1.         Monitoring of program implementation is done in three (3) levels, as follows:

National Staff Level – The NDO makes a regular assessment of the progress of program implementation. In the performance of such function, the NDO requires the submission of reports from dioceses and makes period monitoring visits to project sites. The NDO prepares semestral reports on the progress of the program which are submitted to:  a]   The Prime Bishop; b]  The Commission on Development and Social Concerns; and, c]  Funding Partners.

Diocesan Staff Level – The DDO is responsible for monitoring the various projects initiated and implemented within the diocese which is effected through actual project visits and field reports of CDWs.  The DDO submits semestral reports to: a]  the Diocesan Bishop; b] the Diocesan Development Committee; and, c]  the National Development Office.

External Audit – During the semestral audit, the External Auditor conducts a physical inspection of on-going projects.

(A very important monitoring tool is the MONITORING MATRIX, which gives a semestral assessment of the progress of the program based on the indicators set forth in the log frame. This Matrix is accomplished by the diocesan development offices, as a tool for determining their performance and identifying gaps in program implementation. The Matrix is consolidated at the National Development office by the Monitoring and Documentation Officer and is published every six months.)

2.         Evaluation

Participatory impact evaluation – This is conducted for every completed project  and is carried out through focus-group discussions participated in by the beneficiaries who are asked to relate the effect of the project upon their lives. The evaluation is facilitated by the Diocesan Development Officer in the presence of members of the Diocesan Development Committee.

Internal Evaluation – This exercise is conducted every two (2) years on selected projects. It is carried out by a team consisting of the Monitoring and Documentation Officer with representatives from the diocesan development committee and an independent evaluator. Prior to the scheduled evaluation, the diocesan development staff are required to gather secondary data published by independent agencies, which are then validated during focus-group discussions with beneficiaries.

For Phase VII, the internal evaluation shall be conducted more systematically with the completion of an Internal Evaluation Framework that is now under the management of the Monitoring and Documentation Officer in the National Office.  This framework details the objectives, process and reporting of internal evaluations conducted for every project two (2) years after its completion and turn-over to the partner communities.

External Evaluation – This is usually commissioned by a funding partner and is conducted by an external evaluation group. CBDP is very much open to any initiative of external partners for this type of evaluation. In CBDP VI, there were three (3) major external evaluations conducted.

3]        Consultancy

CBPD VII shall engage the services of consultants on certain highly technical or specialized areas of work in order to improve program operating systems as well as technical aspects of certain projects. 

4]        Monitoring Matrix

As stated above, CBDP VII shall develop a Monitoring Matrix, based on its logical framework presentation, which shall be the main tool for assessing the progress, accomplishment and impact of the program. This matrix was first used in CBDP VI and has been very helpful in easily tracking performance and accomplishments. It is updated every semester and is featured in CBDP’s website and e-group.