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Lawrence N. Garcia

Lawrence N. Garcia

Tuesday, 16 November 2021 02:51

Legislating Community-Driven Development

In September 2019, four lawmakers from the House of Representatives filed separate bills to institutionalize Community-Driven Development as the country’s national strategy for community empowerment and poverty reduction. Rep. Maximo Y. Dalog Jr. of the Lone District of Mountain Province, Rep. Lianda B. Bolilia of the 4th District of Batangas, Rep. Allan Jesse C. Mangaoang of the Lone District of Kalinga, and Rep. Jocelyn Sy-Limkaichong of the 1st District of Negros Oriental filed HB 4407, HB 4470, HB 4764, and HB 5250 respectively.

Piñan, Zamboanga Del Norte – The Department of Social Welfare and Development (DSWD) launched the Mindanao cluster Additional Financing (AF) for the Kapit-Bisig Laban sa Kahirapan Integrated Delivery of Social Services National Community Driven Development Program (KALAHI CIDSS - NCDDP) on Sept. 6, 2021 at Manuel Resort in the municipality of Piñan, Zamboanga Del Norte.

Legazpi City, Albay - The Department of Social Welfare and Development (DSWD) officially launched the Additional Financing (AF) of the Kapit-Bisig sa Kahirapan Comprehensive and Integrated Delivery of Social Services - National Community-Driven Development Program (KALAHI CIDSS - NCDDP) for the Luzon Cluster on 22 July, 2020 at the Hotel St. Ellis in Legazpi City, Albay.

Monday, 21 June 2021 07:42

KC-NCDDP Coverage

Wednesday, 09 June 2021 03:00

Community-Driven Development Bill

The Community-Driven Development Bill seeks to institutionalize the CDD approach as the country’s national strategy for poverty alleviation by mandating the whole of government to adopt the principles of CDD in all government projects, programs, and activities.

Further, the CDD Bill seeks to promote community participation and empower the poor, vulnerable, disadvantaged, and marginalized sectors of the country.



Community-Driven Development is a development approach that gives community members control over the development process, decision-making, and resource management. .

It treats people as assets and partners in the development process and builds the target community’s capacities, thus empowering community members to become more active in their local development. .

Through CDD, communities are given the power to identify, prioritize, implement, and manage solutions to their community’s most pressing needs.

In addition to institutionalizing the CDD approach as the national strategy for poverty alleviation and sustainable and inclusive national development, the CDD Bill shall also entail the creation of a CDD advisory council to be headed by the Secretary of Social Welfare and Development as Chair, and the Secretary of Interior and Local Government as Co-Chair.

The members of the advisory council shall also include representatives from the National Anti-Poverty Commission (NAPC), National Economic and Development Authority (NEDA), Department of Budget and Management (DBM), Department of Agriculture (DA), Department of Agrarian Reform (DAR), Department of Environment and Natural Resources (DENR), Department of Health (DOH), Department of Education (DepEd), and Department of Human Settlements and Urban Development (DHSUD).

Representatives from accredited non-government organizations (NGOs) shall also serve as additional members of the advisory council.

Further, the CDD Bill seeks to establish the CDD Knowledge and Resource Institute/Center (KRI/C) which shall serve as the policy, research, and training arm of the advisory council.

The KRI shall provide support for continuing research and technology development, partnership development, policy advocacy, resource mobilization,capacity-building of communities, and monitoring and evaluation of CDD institutionalization and operationalization throughout the local development process.

CDD operates under the key principles of Participation, Transparency, and Accountability.

Participation is operationalized when national government agencies and LGUs allow and foster the meaningful participation of community members throughout the development process. This participation should be present not only in the identification of community issues and problems, but also in the implementation of solutions to address them.

Transparency is operationalized when community members are able to participate in all levels of decision-making. The execution, implementation, monitoring, and management of community-based projects implemented by NGAs and LGUs are led by the community members.

Accountability is operationalized when community members are engaged in the monitoring and evaluation of projects. Moreover, there is accountability when community members are empowered to take actions based on information that they themselves chose to take into consideration.

In this regard, national government agencies and local government units shall:

  • Develop policies for enhancing participatory governance practices, tapping community organizations particularly the basic sectors, and responding to community needs;
  • Provide information on government intervention, technical assistance, and support to partner communities for more effective community-driven planning and implementation;
  • Enable community members to meaningfully participate in the development process;
  • Ensure that community members are prioritized in receiving employment opportunities brought about by project implementation in the community; and
  • Ensure that identified community priorities are sufficiently funded.

The CDD bill aims to empower ordinary Filipinos to become more active members of the society. The bill recognizes the right of the people to effective and reasonable participation in all levels of social, political, and economic decision-making.

To achieve inclusive and sustainable national growth and development, the bill seeks to provide opportunities for ordinary Filipinos, especially those who are poor, vulnerable, and marginalized, to participate in the identifying, planning, budgeting, implementing, monitoring, and evaluating community-based programs, projects, and activities.

Monday, 07 June 2021 01:48

FAQs

Kalahi-CIDSS (Kapit-Bisig Laban sa Kahirapan-Comprehensive and Integrated Delivery of Social Services) is a poverty alleviation program of the National Government implemented by the Department of Social Welfare and Development (DSWD).

The program was piloted in Dolores, Quezon in 2002. It was then rolled out in 2003.

Employing community-driven development (CDD) as a strategy, Kalahi-CIDSS trains and engages communities together with their local governments (barangay and municipal) to choose, design, and implement development projects to address their most pressing needs.

With Kalahi-CIDSS assistance, communities and local government units have built school buildings, farm-to-market roads and bridges, health stations, day care centers, common service post-harvest facilities, and many others, small-scale but responsive to community-identified needs.

Its expansion into a national scale of CDD operations was approved in 2013 following the decade-long experience of the program.

Following the expansion and the impact of Typhoon Yolanda in 2013, Kalahi-CIDSS was identified as a program to support community-driven post-disaster response and development.

The lessons and gains of Kalahi-CIDSS on social mobilization, engaging local governments, and covering key thematic areas such as risk management, Indigenous People’s (IPs) participation, gender, disaster risk reduction management (DRRM), assisting conflict-affected areas, and the like are also reflected in the KC-NCDDP design.

Kalahi-CIDSS has the following features:

  • Assistance for social preparation and capability building training for LGUs and communities
  • Support funding through community grants. The funds will be released directly to the community accounts.
  • Transparency and Accountability Measures. Citizens other than public officials are involved in local planning and decision-making.
  • Community-chosen priorities are turned into projects, plans and activities and feed into the budgeting process, planning and programming of LGUs and NGAs.
  • Allowable community projects. KC-NCDDP follows an open menu system. However, it has a set of disallowed activities, specified on the Negative List
  • Post-disaster response in covered municipalities declared as disaster-affected:
    • Accelerated Cycle 1
    • Portion of future earmarked allocation will be advanced to cycle 1
    • Activities eligible for funding will include shelter and resettlement
    • Can also adjust in KC-NCDDP areas at any point a municipality is declared disaster-affected

KC-NCDDP has three program components

  • Component 1: Community GrantsThis component supports two types of assistance:
    1. Planning Grants that which funds the conduct of community level social and technical preparation and training around the CEAC; and
    2. Investment Grants to fund proposals of community infrastructure sub-projects and activities based on an open menu of eligible projects.
  • Component 2: Capacity –Building and Implementation Support (CBIS). This component shall provide funding for the cost of the services of local facilitators and technical officers who will assist communities on social and technical preparation. The facilitators and technical officers (i.e. Area Coordinating Team, as well as the LGU and Grassroots Participatory Budgeting (GPB) implementers) will receive capacity building training on participatory development, CDD and related competencies.
  • Component 3: Program Management and Monitoring and Evaluation. This will cover costs at the regional and national levels, for supporting, supervising and monitoring CDD operation. Also covered in this component is the cost of evaluating and verifying local outcomes from CDD implementation.

Local government units (LGUs) that were identified as eligible for Kalahi-CIDSS implementation will need to enroll with the DSWD Regional Field Office where they are located.

These are the steps they need to follow to enroll:

  1. Formally signify interest to participate in Kalahi-CIDSS;
  2. Go through an assessment process to verify their readiness to implement CDD; and
  3. Adequately comply with the conditions for participation in the Kalahi-CIDSS.

The enrollment process will be undertaken by the DSWD Field Offices, which will also conduct meetings and LGU forums with all eligible municipalities to explain the objectives and design of the program and conditions for participation.

The municipal LGU (MLGU) plays an important role in the Project

  • Community-driven development requires a facilitating environment. The MLGU needs to provide a conducive environment that will enable residents to participate in discussions regarding the development of their communities.
  • The MLGU, through its Mayor, will be responsible for mobilizing resources in order to help barangays fund the prioritized community projects.
  • The MLGU, through the Sangguniang Bayan and the Mayor, can also pass ordinances and policies in support of CDD to institutionalize this as a local poverty alleviation strategy.
  • The MLGU needs to assume a steering role in promoting active stakeholders’ engagement in CDD. The Mayor, who heads the Municipal Inter-Agency Committee (MIAC) and the Municipal Development Council (MDC), can tap these structures to provide technical assistance, monitoring and oversight to CDD implementation. The Mayor can also link the communities to other agencies when needed.
  • The MLGUs must also promote the integration of community development and action plans into the local development plans

Other roles of the MLGU in the Project may be included in the Memorandum of Agreement.

As a CDD program, KC-NCDDP ensures that communities are actively involved in the process from start to end. Not only are they given direct access and control of the funds for their community projects, they also have the opportunity to participate in making key development decisions for their communities.

Bottom-Up Budgeting (BUB) is an approach initiated by the National Government that ensures that the preparation of budget proposal of agencies takes into consideration the needs of poor cities/municipalities identified in the local poverty action plans, which are prepared through a participatory planning process involving basic sectors and civil society organizations (CSOs).

Kalahi-CIDSS and BUB cover common municipalities.

In municipalities covered both by Kalahi-CIDSS and BUB, a link is established between CDD operation and GPBP by creating proper sequencing and complementarity between community-level action planning using CDD with the statutory local planning and GPB-coordinated budgeting at the municipal level. Specifically, at the community level, barangays will be assisted in preparing and implementing priorities in their local poverty reduction action plans (LPRAPs), to be developed using a participatory community and inter-community social and technical preparation. At the municipal level, community priorities in the barangay LPRAPs which are unfunded due to limit of Kalahi-CIDSS funding shall be advocated for the incorporation in the municipality LPRAP, to be proposed to the BUB.

Municipalities can continue CDD operation with BUB support, even after the end of the four Kalahi-CIDSS funding cycles. In municipalities which have completed at least four cycles of the CDD (beginning from the Kalahi-CIDSS), the LGUs, based on internal resources and GPBP support, can continue the pace, scale, sustainability and quality of social development and poverty reduction in their localities by practicing participatory development, transparency, and responsive governance, with CDD as their platform.

The intended recipient communities through their selected volunteer management committees will hold the funds.

For safeguards and local checks and balance, Kalahi-CIDSS will set up and standardize in all of its municipalities the following technical, social process, wide transparency, and accountability measures, by means of:

  • Giving communities, LGU officials and the general public in the locality orientation, training and standard manuals of operations and procedures on the KC-NCDDP community social preparation, community procurement, community finance and community infrastructure;
  • Dividing up into smaller amounts the releases of funds to the communities, comprising of two or three tranches;
  • Conducting prior review, due diligence and co-signing by local KC-NCDDP staff of the requests, transactions and reports of the communities;
  • Practicing transparency in local decision-making and access to project information, through community reporting of project information and progress during Barangay Assembly and community monitoring meetings, as well as display of the project information and physical and financial progress in community notice boards;
  • Exercise of oversight by local government officials, local development council members and the barangay treasurer through their participation in endorsing the requests of communities, as well as taking part in the community consultations, planning, implementation and monitoring meetings;
  • Keeping the composition of various community-level project management committees diffused among different community members, who are given training on community procurement, basic financial management, project management, simple audit, and operation and maintenance with organizational development;
  • Setting up a grievance and complaints system, accessible to community members and the general public, for reporting to the KC-NCDDP any observation or wrongdoing;
  • Feeding back observations to community members and LGU officials during the conduct of on-site supervision, audit and monitoring inspections by KC-NCDDP staff at various levels and external supervision Missions;
  • Sponsoring the conduct of local inter-municipality audit of financial, procurement and related transactions reflected in the records of communities;
  • Implementation of the provision on sanctions in the KC-NCDDP Memorandum of Agreement with LGUs and Sub-Project Agreements with communities; and
  • Establishing a computer-based KC-NCDDP database of information, at the municipality and up, and web-based reports on community projects receiving KC-NCDDP funding.

The KC-NCDDP will follow a formula which considers the poverty incidence level and population of the municipality. The computation of the grant for communities is shown under Section III Assistance to Municipalities.

The combined cost of per capita investment of all barangays shall be pooled and earmarked for the municipality in every cycle up to four cycles of CDD opernation, minus the cycles accumulated from KALAHI-CIDSS.

No municipality will receive below P2 million or more than P20 million in any given cycle except if they belong to the Yolanda-affected municipalities.

As a way to support local social development and poverty reduction, the policy on CDD is expressed in two important National Government policy documents: the Philippine Development Plan (2011-2016) and the National Anti-Poverty Program of the National Anti-Poverty Commission (NAPC) (2010-2016), endorsing the expansion of programs emphasizing CDD as one of its policy thrusts, to serve as vehicle for people's empowerment through their participation in poverty reduction work.

The scaling up of CDD into a national program is also backed by the Human Development and Poverty Reduction Cluster, which passed a resolution of support signed by the Secretaries of the following agencies: NAPC, Department of Agrarian Reform (DAR), Department of Agriculture (DA), Department of Education (DepEd), Department of Energy (DOE), Department of Environment and Natural Resources (DENR), Department of Health (DOH), Department of the Interior and Local Government (DILG), Department of Labor and Employment (DOLE), Presidential Commission for the Urban Poor (PCUP), and the DSWD; and 165 Mayors of Kalahi-CIDSS Makamasang Tugon (MT) municipalities, who have given an endorsement of support calling for the scaling up of CDD.

KC-NCDDP will follow an open menu system, wherein communities will choose what projects will answer their prioritized needs. The following types of projects may be supported by KC-NCDDP:

  • Basic services sub-projects. These include community water systems, school buildings, health stations, and electrification.
  • Basic access infrastructure. These include foot bridges, access roads, and foot paths.
  • Community common services facilities. These include pre- and post-harvest facilities, as well as small-scale irrigation systems.
  • Environmental protection and conservation. These include flood control systems, sea walls, artificial reef sanctuaries, and soil protection structures.
  • Skills training and capability building. These include eco-tourism projects.
  • Others not prohibited in the Negative List below.

Negative List of Sub-Projects and Activities Prohibited for KC-NCDDP Funding:

  • Weapons, chainsaws (except during disasters), explosives, pesticides, insecticides, herbicides, asbestos, and other potentially dangerous materials and equipment
  • Fishing boats and nets above the prescribed size and weight set by the Republic Act 8550, Philippine Fisheries Code of 1998
  • Road construction into protected areas
  • Use of project funds for purchase of or compensation for land
  • Micro-credit and livelihood activities which involve on-lending of project funds
  • Maintenance and operation of facilities provided with project funding
  • Activities that have alternative prior sources of committed funding
  • Recurrent government expenditures (e.g. salaries for government and LGU staff)
  • Political and religious activities, rallies, and materials
  • Salaried activities that employ children below the age of 16 years
  • Activities that unfairly exploit women or men at any age
  • Travel
  • Consumption items or events
  • Activities that will violate existing provincial ordinances or policies related to mining and logging, among others

In post-disaster operation of KC-NCDDP, the eligible sub-projects can be expanded to include items like purchase and use of chainsaws to recover fallen trees, shelters, acquisition of equipment.

Community-driven development (CDD) is a globally recognized strategy for achieving service delivery, poverty reduction, and good governance outcomes. It:

  • Helps communities in poor municipalities identify challenges around reducing poverty and make informed decisions on a range of locally identified options for development, including how this is made and in what form;
  • Gives control of resources to address local poverty to communities; and
  • Builds the capacity of both state (including local governments) and civil society stakeholders to provide assistance and respond to calls for support from poor communities as they implement development initiatives.

In the expansion of Kalahi-CIDSS into the National Community-Driven Development Program (NCDDP), the following municipalities are eligible for coverage by the program:

  • 4th – 6th class municipalities identified as “poor”, that is, with poverty incidence above the national average of 26.5%, based on the 2009 Small Area Estimates (SAE) of the National Statistical Coordination Board (NSCB); and
  • 1st – 3rd class municipalities with high poverty incidence (40% or higher).

All of the barangays in a KC-NCDDP-covered municipality are automatically eligible to get social and technical preparation assistance from KC-NCDDP. However, the actual barangays that will get KC-NCDDP funding (called community grants) for implementing community projects will depend on the result of a local criteria-setting, technical review, and prioritization process. The latter will be carried out in every cycle of the CDD operation in a municipality by the different barangays, inter-barangay forum or expanded municipal development council, with participation from community volunteers aside from the LGU officials.

The above-mentioned process will require making local decisions in a transparent, broad-based and inclusive way, in which the barangay-proposed community projects will be presented, a set of locally-adapted criteria will be applied, and the priority ranking of the projects being proposed will be decided collectively. In the said process, representatives, coming from community residents other than the barangay and municipal LGU officials, will be required to take part and contribute to the decision-making.

All of the barangays in a KC-NCDDP-covered municipality are automatically eligible to get social and technical preparation assistance from KC-NCDDP. However, the actual barangays that will get KC-NCDDP funding (called community grants) for implementing community projects will depend on the result of a local criteria-setting, technical review, and prioritization process. The latter will be carried out in every cycle of the CDD operation in a municipality by the different barangays, inter-barangay forum or expanded municipal development council, with participation from community volunteers aside from the LGU officials.

The above-mentioned process will require making local decisions in a transparent, broad-based and inclusive way, in which the barangay-proposed community projects will be presented, a set of locally-adapted criteria will be applied, and the priority ranking of the projects being proposed will be decided collectively. In the said process, representatives, coming from community residents other than the barangay and municipal LGU officials, will be required to take part and contribute to the decision-making.

Poor municipalities are eligible to up to four cycles or rounds of implementation. Each cycle is equivalent to a year except the first cycle where the duration is normally longer to allow for sufficient time for learning and familiarization in the process.

Municipalities that have previously implemented Kalahi-CIDSS before but have not yet completed the four cycles will continue their remaining cycles in the NCDDP.

Across the four (4) core cycles of the CDD, municipalities can get the following two kinds of assistance: (a) social and technical preparation, and (b) funding assistance for implementing community projects.

In the first three cycles, DSWD will actively assist in social and technical preparation. By the fourth cycle, the cost of the said social and technical preparation shall be shouldered by the local government unit (LGU).

The municipal allocation for implementing community projects will be provided from the first to the fourth cycles.

After the fourth cycle, a municipality is considered a "Graduate" and is expected to have increased management capabilities of their internal resources, and can thus leverage for external funding (for example, from the Grassroots Participatory Budgeting), while practicing the CDD strategy.

The Community Empowerment Activity Cycle (CEAC) is the platform used by Kalahi-CIDSS for engaging communities in a facilitated process of community analysis, planning, project implementation, monitoring and evaluation. It provides communities in putting CDD principles to practice.

Through the five-stage process of the CEAC, communities learn about their development needs and identify solutions in the form of projects in order to enhance their access to quality basic social services and to accelerate their development through participation in inclusive local planning, budgeting and implementation.

All KC-NCDDP LGUs, regardless of income class, shall be required to provide LCC, except the pre-identified 554 LGUs (NCDDP eligible municipalities affected by TS Yolanda) which shall be exempt from providing LCC but during the 1st year of KC-NCDDP implementation only.

a. If the LGU is also implementing the Grassroots Participatory Budgeting Process (GPBP), the LCC shall be 30% of combined funding from the KC-NCDDP and the GPB on a per municipality basis.

b. If the LGU is a non-GPB area, the LCC shall be 30% of total funding from KCNCDDP on a per municipality basis

LCC can either be cash or in-kind.

Cash LCC, if any, shall be deposited to the community account opened by the communities as depository of the KCNCDDP and GPB funds.

In-kind LCC can be in the form of:

  • Materials and labor for the implementation of the KCNCDDP and GPB projects;
  • Portion, if not 100%, of Cost of LGU projects indicated in the approved Local Poverty Reduction Action Plan (LPRAP) provided said project has not been committed as counterpart of the LGU for National Government Projects other than GPB; Provided further that the funds for said projects were sourced from the Local Development Fund (LDF) and implementation shall coincide with the implementation of the NCCDP approved subprojects on a per municipality basis.
  • Capability Building and Implementation Support costs such as:
    • Cost of LGU counterpart staff dedicated for the implementation of GPB and KALAHI-CIDSS NCDDP;
    • Cost of other activities related to the implementation of GPB and KALAHI-CIDSS NCDDP such as, among others, social preparations, trainings/workshops and conferences, coordination meetings including venues, office space and other logistical requirements for DSWD staff assigned in the area.

The assigned cost/value of in-kind LCC shall be agreed upon by the communities with the concurrence of DSWD.

The impact evaluation of Kalahi-CIDSS found out the following:

  • Inclusiveness and minimized elite capture. It was successful in directing resources to the poorest municipalities. Within these municipalities, participation in the process was not dominated by local elites, and monitoring show that indigenous people, women and the poorest barangays are benefitting.
  • Impact on household well-being was positive, as indicated by increased consumption. Per capita consumption increased by 5% in Kalahi-CIDSS-assisted municipalities.
  • Improved basic service delivery. Kalahi-CIDSS has shown to make basic service facilities more accessible to and utilized by community members.
  • Increased social capital outcomes as indicated by growing group membership and trust levels. Community members’ attendance and participation in barangay assembly meetings have increased in Kalahi-CIDSS municipalities.
  • Increased participation in barangay assemblies. Community members’ attendance and participation in barangay assemblies have increased in Kalahi-CIDSS areas.

These findings show the gains that could be gleaned by using the community-driven development (CDD) approach.

The development objective of Kalahi-CIDSS is to have barangays/communities of targeted municipalities become empowered to achieve improved access to services and to participate in more inclusive local planning, budgeting, and implementation.

Kalahi-CIDSS considers the implementation of community projects, which usually come in the form of small-scale infrastructure, as a by-product and secondary to its main project: citizen empowerment.

The different projects under the portfolio of Kalahi-CIDSS differ based on the source of funding.

This webite identifies the projects Kalahi-CIDSS is implementing, as well as its funding and implementation partner.

Friday, 21 May 2021 01:38

About Us

Kalahi-CIDSS, otherwise known as the Kapit-Bisig Laban sa Kahirapan-Comprehensive and Integrated Delivery of Social Services, is one of the poverty alleviation programs of the Philippine Government being implemented by the Department of Social Welfare and Development (DSWD). It uses the community-driven development (CDD) approach, a globally recognized strategy for achieving service delivery, poverty reduction, and good governance outcomes.

Started in 2003, its scale-up was approved on 18 January 2013 by the National Economic Development Authority (NEDA) Board, which was headed by President Benigno Aquino III.

CDD:

  • Helps communities in poor municipalities identify challenges around reducing poverty and make informed decisions on a range of locally identified options for development, including how this is made and in what form;
  • Gives control of resources to address local poverty to communities; and
  • Builds the capacity of both state (including local governments) and civil society stakeholders to provide assistance and respond to calls for support from poor communities as they implement development initiatives.

The development objective of Kalahi-CIDSS is to have barangays/communities of targeted municipalities become empowered to achieve improved access to services and to participate in more inclusive local planning, budgeting, and implementation.

Originally named as “Kapangyarihan at Kaunlaran sa Barangay (KKB)”, Kalahi-CIDSS (Kapit-Bisig Laban sa Kahirapan-Comprehensive and Integrated Delivery of Social Services) uses the community-driven development (CDD) approach in delivering social services and implementing local solutions to alleviate poverty.

Kalahi-CIDSS consolidated the lessons and strategies applied by two national programs that have manifested a high degree of effectiveness in poverty alleviation: the Comprehensive and Integrated Delivery of Social Services (CIDSS) Program of the DSWD of the Government of the Philippines, and the Kecamatan Development Program (KDP) of the Government of Indonesia.

In July 2002, Kalahi-CIDSS pilot-tested the 16-step process of the Community Empowerment Activity Cycle (CEAC), the platform for engaging and capacitating communities through a process of community planning and action. The site of the pilot testing was Dolores, Quezon, a fifth-class municipality, with PhP1.8 M allocated for the community projects. Six of its barangays participated in the pilot: Cabatang, Manggahan, Putol, Pinagdanlayan, Bulakin 1, and Dagatan. The field team was comprised of five members: Irene Malong as Area Coordinator, Jay Arribay, Ernesto Gimas, and Ray Camiling, as community facilitators, and Ma. Consuelo Acosta as documenter. The pilot test, which ran for six months, provided the experience and model that guided the first batch of municipalities that adopted the CDD approach.

Kalahi-CIDSS was officially approved in 2003 with funding support from the World Bank. Sec. Corazon “Dinky” Soliman served as its first National Project Director, with Undersecretary Clifford Burkley as the Deputy National Project Director, and Dir. Alexander Glova as the first National Project Manager.

The parent project ended in 2010, covering 200 municipalities. In the same year, the government granted it a bridge financing for another three years (2010-2014) in order to prepare for a scale up of CDD operations.

Under the Kalahi-CIDSS-Additional Financing, which has funding support from World Bank, 182 municipalities were covered. At the same time, the Millennium Challenge Corporation (MCC), through the Millennium Challenge Account-Philippines (MCA-P), provided a grant that covered the implementation of 164 municipalities nationwide, 102 of which were new municipalities to implement CDD (the remaining 62 were previously covered by the parent project).

In response to a strong demand from partner LGUs and communities and the support of the Human Development and Poverty Reduction Cluster (HDPRC), the DSWD proposed to scale up CDD into a national program to be called National Community Driven Development Program (NCDDP).

Both NCDDP and its parent project Kalahi-CIDSS use CDD (Community-Driven Development) as the over-all community development approach and strategy.

The CDD approach ensures that development priorities are addressed in a participatory, collective, inclusive, and in demand-driven way. This is done through localized decision-making during social preparation activities, and in the identification, development, prioritization, establishment, and operationalization of community projects.

NCDDP will support implementation of the national government current thrust to accelerate achievement of the MDG goals and to halve poverty by 2015. NCDDP shall be able to use the following advantages of the CDD approach in poverty reduction:

  • Ability of the CDD approach to deliver social, economic and good governance outcomes, proven by the experience and external impact evaluation results of the KALAHI-CIDSS project of DSWD;
  • Positive economic costs and benefits analysis of CDD-supported KALAHI-CIDSS community projects, showing high overall and sub-project-level economic rates of return;
  • The acknowledgement in the Philippine Development Plan 2011-16 of CDD as an effective approach in social development programs delivery;
  • Endorsement of LGU local chief executives of the CDD approach based on their experience in the KALAHI-CIDSS project; and
  • Ability of the CDD process to coordinate and expedite channelling of local and national government resources into poor municipalities, considering size of poverty and population.

The NCDDP will support Kalahi-CIDSS CDD operation and expansion, as well as integration of CDD with the Human Development and Poverty Reduction Cluster's (HDPRC) Bottom Up Planning and Budgeting (BUB) process in selected municipalities.

Specifically, NCDDP will implement the following:

  • Institutionalize performance-based CDD support for municipalities that have finished at least 4 cycles of old and existing Kalahi-CIDSS municipalities which have participated in four or more Kalahi-CIDSS funding cycles;
  • Continue CDD operation in existing KALAHI-CIDSS municipalities and expand into new targeted poor municipalities;
  • Integrate Kalahi-CIDSS CDD and LPRAP-BUP process in common municipalities of the NCDDP and HDPRC, for more systematized community participation in local poverty reduction action;
  • Institutionalize capacity building and learning on CDD for community volunteers, partner national government agencies, LGUs, CSOs and other partners;
  • Support integration of the role of provincial LGUs in Bottom Up Planning and Budgeting and CDD, particularly in provinces with high concentrations of NCDDP municipalities; and
  • Continue support for the government’s DSWD convergence of CCT-CDD-Livelihood Conditional Cash Transfer (CCT) Program by providing needed health and education social infrastructure facilities in target CCT areas, thereby enabling the Program’s beneficiaries to comply with the requirements of the conditional cash transfer program.

Development Objective of NCDDP:

To have barangays/communities of targeted municipalities become empowered to achieve improved access to services and to participate in more inclusive local planning, budgeting, and implementation.

NCDDP aims to:

  • Empower communities by treating them not as passive recipients of assistance and services but as partners in development;
  • Improve local governance by improving people’s engagement with and access to their LGUs, thereby making it more democratic and participatory;
  • Reduce poverty by implementing barangay-level projects that respond to the communities’ felt needs and problems.

NCDDP is expected to achieve the following benefits for communities:

  • Better access to basic services;
  • Improve core local poverty indicators in project municipalities;
  • Increase percentages of households that report an increase in knowledge, skills, and confidence to participate collectively in local governance activities in project municipalities;
  • Improve the attendance of members from marginalized groups in barangay assemblies

NCDDP is guided by the principles of LET-CIDSS:

  • Localized decision-making. Communities decide on which projects will be implemented.
  • Empowering. People are capacitated so they will become better prepared in managing community issues and problems, as well as in the planning, mobilization, implementation, and resource management of their projects.
  • Transparent. A multi-level monitoring system is followed, wherein NGOs, media, and other groups are encouraged to do independent monitoring of Kalahi-CIDSS.
  • Community prioritization. The participating barangays are tasked with submitting a proposal about their chosen projects in the MIBF. The community will then evaluate these proposals and identify which of these will be prioritized for funding.
  • Inclusive and multi-stakeholder. Everyone in the barangay is involved in every step of the process of project implementation, from the creation of the proposal to the implementation and management of the project.
  • Demand-driven. Communities are encouraged to prioritize their own needs, participate in the design of their own projects, and make decisions on how resources are used.
  • Simple. All procedures and components of the project are kept simple to enable all stakeholders to easily and understand and become fully involved in the Project.
  • Sustainable. All barangay projects will have viable long-term plans for operations and maintenance and sustainability.

Some of the recognitions received by Kalahi-CIDSS are:

  • World Bank: Top 5 best practices in project design among 200 selected projects worldwide (Quality Assurance Group, 2003)
  • Asian countries: Learning laboratory on poverty reduction with government officials from Indonesia, Vietnam, Mongolia and Nepal conducting study tours to Kalahi-CIDSS municipalities.
  • Civil Society: Perfect scorecard, as rated by 92 non-government and people’s organizations, because of the Project’s engagement with civil society organizations (2005)
  • Government agencies: Presidential Citation for the Project’s Outstanding Contribution to Poverty Alleviation (2010), Good Practice Award from NEDA under the Category of Strategies in Achieving
  • Desired Sector Outcomes (2010), Best Public Sector Project, as awarded by the Regional Council of Western Visayas (2006)

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