Questions/Answers

The Kapit-Bisig Laban sa Kahirapan Comprehensive and Integrated Delivery of Social Services or Kalahi-CIDSS program was introduced in 2002 as one the Philippine Government’s poverty alleviation programs. Since its inception, the program observes and employs community-driven development (CDD) approach which aims to provide mechanisms and strategy for change. Through CDD, residents in communities with their municipal Local Government Units (LGUs) in local steering roles actively participate to identify and co-implement solutions to community-prioritized needs and problems using a process called Community Empowerment Activity Cycle (CEAC). The program believes in the power of collective action that creates a ripple of change in the community, this is why in its core, the program stands by the following goals: a. Reduction of poverty in multiple dimensions b. Increased functionality of institutional mechanism (good governance and responsiveness) c. Communities empowered to meet challenges and opportunities (access to basic services, protection against risks, etc.) The program helps ensure a truly people-centered development by providing development assistance, capacity-building, and implementation support to poverty-disadvantaged, indigenous people, and disaster-affected municipalities. Kalahi-CIDSS aims to empower the economically marginalized and to reduce poverty through innovative strategies such as participatory planning, implementation and management of local development activities that would lead to improvement of local governance. The Kalahi-CIDSS’ empowerment process promotes self-reliance or self- improvement so that the program beneficiaries will be able to devise ways to improve their level of well being.

The Kalahi-CIDSS program, through the community-driven development (CDD) approach, pursues to achieve poverty reduction, empower community, and to effectively deliver social services through active participation of community members. By letting communities participate in designing, planning, budgeting, implementing, monitoring and evaluation of community programs, activities and projects become more appropriate and responsive to the communities' needs. The mechanisms that the program employs to combat and reduce poverty are; a. Empowering communities, it enhances and develops governance in the local government units by; b. Development of community sub- projects seeks to improve the community member’s quality of life. The program does not only respond to category 2 but also category 4: Institutional preparedness and response in times of crises In times of crises and disasters, Kalahi-CIDSS activates Disaster Response Operations Modality or DROM to mitigate the harrowing effects of calamities to the disaster-stricken communities and municipalities under Kalahi-CIDSS. The response seeks to reduce health impact, ensure public safety, and meet the basic sustenance needs of the affected communities and municipalities. The use of DROM allows covered municipalities to shift its operations from regular developmental activities to a disaster response modality. Included in this procedure are rehabilitation of livelihood, restoration of social and economic activities, and reconstruction of shelter and infrastructure.

Relative to the Sustainable Development Goal number 1 or the goal to end poverty in all its forms, Kalahi-CIDSS, being the Philippines' flagship anti-poverty project aims to reduce poverty by empowering communities and enhancing governance through the development, implementation, and proper management of sub-projects aimed at improving their quality of life. We believe that the key to good governance is the empowerment of people, Kalahi-CIDSS empowers the economically-disadvantaged through innovative strategies such as capacity building, participatory planning, implementation, and management of local development activities. Through this, community members were more informed of their rights and their entitlements within the bounds of constitutional liberties. Moreover, by incorporating affirmative action in its design to empower women, the program opened up more opportunities to improve the community members' access to resources and benefits. The program installed mechanisms for gender mainstreaming to ensure women’s meaningful participation. With this, the program also targets the indicators aligned with SDG 5 or the goal to achieve gender equality and women empowerment.

The installation of operations and maintenance mechanisms, laid indelibly in the developmental design, is intended to sustain and preserve the gains and objectives of the program at the community and local government level. On the social aspect, the local government is tasked to maintain the participation of the community as specified in the exit memorandum of agreement which the Kalahi-CIDSS personnel shall monitor through its regional offices and the environmental safeguards framework ensures guidance to the community in maintaining environmental soundness of sub-projects.

With CDD as the main technology, top down developmental gaps were addressed. Inclusive development and improved service delivery was promoted by putting communities at the center of all developmental plans, budget, and strategies. Kalahi-CIDSS promote good governance firstly by the introduction of the systems of procedures (bidding, procurement, project proposal, and approval) that encourages transparency, people’s participation, and accountability. Secondly, governance is also improved by having an empowered constituency that knows what they need and knows how to claim these entitlements. This way, the governance structure became responsive to the needs of its constituency.

Recognizing that women play an essential role in nation building, the program set up policies and mechanisms to ensure the promotion of their rights and participation. Systems and processes were also set up to ensure that gender mainstreaming efforts are closely monitored. Strategies were designed to empower women and promote gender equality. It ensured that mechanisms are set in place so that program stakeholders can sustain the inclusive, participatory, transparent, and accountable development process fostered by the program. Kalahi pushes for the inclusion of women in paid labor, ensuring equal participation, and including gender responsive sub projects in its menu.

Kalahi-CIDSS targets those communities in rural, far-flung areas in the provinces which are classified to fall within the poverty threshold. Most of the members of these communities are farm workers, fisherfolks, members of the indigenous peoples groups who are marginalized and have lesser access to resources. Studies. Benefits include increased levels of collective action (bayanihan) in the barangay, (b) more inclusive access to public goods and services, (c) heightened levels of trust in the barangay, (d) better access to information, and (e) more responsive local governments.

Kalahi-CIDSS targeted the poorest municipalities. Each beneficiary municipality undergoes three annual cycles of KC implementation using the Community Empowerment Activity Cycle (CEAC) broadly classified into four stages: i. Social preparation ii. Project identification and conceptualization iii. Project prioritization iv. Sub project implementation The CEAC process is facilitated by Area Coordinating Team (ACT) at the municipal level under the supervision of the DSWD Regional Offices (and ultimately the KC NPMO) ACT are composed by an AC and usually three CEF working with different barangays in targeted municipalities. They are supported by engineering staff to ensure the technical quality of sub-project, M and E staff for data collection and analysis as well as financial management and procurement staff. A total of five barangay assemblies (BA) are held throughout this cycle; two during Social Preparation and three during the Project Preparation, Selection and Approval. Barangay Assemblies work as venues to mobilize communities to validate decisions regarding project implementation. Communities are engaged throughout the project cycle, including during sub project implementation, operation and maintenance and monitoring and evaluation. Importantly, communities are also responsible for financial management (including budgeting, procurement and purchase of materials) To ensure effective implementation of each stage, the community selects volunteers who work as members of the different sub project implementation committees. They constitute the Barangay Sub Project Management council which serves as the sub project governing body at community level. All stages of the activities and implementation are being monitored through the program information management system.

As the program scales-up obstacles were encountered in systems set-up in terms of training, financial management and monitoring to ensure delivery of its development objectives. To hurdle this obstacle, experiential learning and sharing of good practices in implementation were resorted as the coping mechanism. Another is on human resource management especially at the start up of the scaled up program where staffing requirements also rapidly increased due to a wider program coverage. To cope with this hiring process was intensified coupled with a series of capability building activities to ensure newly hired staff are capacitated for the required workload.

Traditionally, development has been done through a top down strategy where initiatives for community development come from those who are in power, like government officials and elected public servants. All aspects of the project are managed and implemented by them without any participation from the community who are reduced to mere beneficiaries. The innovation that Kalahi-CIDSS introduced is the participatory process and citizen’s involvement in the local planning process. The community members are the ones who identify their needs and plan and implement the solutions to address them. It is a bottom-up strategy which uses the Community Driven Development approach.

The design of the Kalahi-CIDSS drew inspiration from two major anti-poverty programs: The Department of Social Welfare and Development’s Comprehensive and integrated Delivery of Social Services program and Indonesia’s Kecamatan Development Program, a CDD initiative started in the 1990s. Kalahi-CIDSS consolidated the lessons and strategies applied by these programs in accomplishing a high degree of effectiveness in poverty alleviation.

Kalahi-CIDSS has integrated various GIS-based initiatives throughout the Community Empowerment Activity Cycle (CEAC) to enhance data analysis. These include geotagging of sub project facilities, hazard mapping, participatory GIS mapping, and the use of space based technology for disaster risk and management. A geotagging web application is also utilized to monitor the status and physical and financial accomplishments of sub projects. Documents pertaining to environmental and social safeguards are also included in this system. This provides the program with better analysis on gaps that need action and policy reforms. It also identifies technical assistance needed for regional offices to address bottlenecks.

The experience in implementing the project by local governments made them appreciate the advantages of community driven development in the local planning process as well as in the implementation and introduction of development projects in general. Accordingly, they saw the value brought about by the CDD process. Ordinary citizens became partners of the local governments in taking effective and meaningful action towards development. From this they adopted and institutionalized the process in their local government units. As of October 30, 2020, a total of 137 Municipalities have executed municipal council resolutions adopting the Community Driven Development as demonstrated by Kalahi-CIDSS in their local planning process. Other local governments adopted specific processes used by the program such as the conduct of sustainability evaluation tests.

Kalahi-CIDSS has been adopted to other contexts.

The first implementation was funded by a loan from the World Bank and the Government of the Philippines. Additional financing was provided by the World Bank and the Millennium Challenge Corporation who provided grants for its operation from 2011 to 2013. Grants were also provided by the Department of Foreign Affairs and Trade (DFAT). The program scaled up in 2014 with funds from the World Bank and Asian Development Bank. The invaluable services of community volunteers and program staff also contributed to the success of the program as well as the guidance and monetary contributions from the local governments.

Barangay and Municipal LGUs with Kalahi-CIDSS implementation adapted the CDD processes in their local planning and development process. This initiative ensures that the process of identifying what will be considered in the identification of programs and plans are based on the needs of the communities. Community members will be provided with opportunities to take part and contribute to the process. Policy support in the form of municipal resolutions and/or ordinance and resource allocation to CDD-based activities will support long-term practice, ensuring that programs and projects to be developed will be responsive to the needs of the communities. Policy support will help sustain the process, even if the Kalahi-CIDSS program will eventually phase-out from the barangays and municipalities. Additionally, policy support will maximize the local development funds of the LGUs, ensuring that budget allocations for development projects will be utilized in projects that are identified and developed in consultation with the people.

Yes

The program was evaluated through a technical audit and economic analysis. These were used to evaluate a specific set of sub projects completed under Kalahi-CIDSS in terms of their technical quality, sustainability, and economic viability. Impact evaluations were also conducted to provide independent assessments of the program. In addition, assessments were also conducted for the program to examine the extent it has enhanced service delivery and governance.

For the assessment, an eligibility screening tool was used to select municipalities in the areas for policy and legislation, effectiveness and efficiency. On the indicators, general indicators and specific indicators were used. Sample indicators used are the following: 1. Results indicators 2. Situational Indicators 3. Outcome indicators 4. Output Indicators In the collection of data, the following tools were used: 1. Paper based form 2. Interviews 3. Surveys 4. Case studies

Impact evaluation conducted shows that: (Impact evaluation; Innovations for Poverty Action,2016) a. Overall, respondents indicated high levels of satisfaction with KC; b. Economic benefits were manifested as a result of the constructed infrastructure projects such as reduction in travel time and cost to key services, reduction in transport cost of agriculture, fisheries and livestock, and reduction in time and cost spent obtaining water; c. Institutional domain benefits include increased knowledge and awareness of local governance; and d. Community empowerment benefits which include increased participation in community organizations. e. Economic analysis findings indicate that the KC program has significantly benefited communities in SP areas

The Department of Social Welfare and Development and the Department of Interior and Local Government are currently in the process of reviewing and enhancing the guidelines on barangay development planning process, which when issued, will mandate local government units to use and adhere to a Community Driven Development-anchored process of developing barangay development plans. Consequently, plans to co-develop capacity-building plans and learning materials are already in place. These initiatives are spearheaded by DSWD’s Kalahi-CIDSS and DILG’s National Barangay Operations Office. A Memorandum of Understanding signed by the Secretaries of both agencies outlines the specific institutional arrangements to be followed. Internal to the Department, Memo Circular 02 s.2020 provides for Guidelines on the Implementation of Harmonized Community Driven Development Process in the Specialized/Promotive Programs. This Memorandum Circular provides guidance for the Specialized Programs to harmonize using the CDD framework, its social preparation activities, engagement with the Local Government Units, and post-implementation activities. This policy also provides for a streamlined process of implementation among the Specialized Programs, while ensuring that processes are instilled with and anchored on the CDD principles.

Project Management and Oversight a. At the Program level, a National Steering Committee (NSC) provides operational policy direction to ensure that the program achieves its development objective. The NSC provides enabling policies for inter-agency and/or multi-stakeholder engagement as required for effective and efficient implementation of the Program. b. National Technical Working Group(NTWG) is drawn from the technical departments of the agencies in the steering committee. It is responsible for coordinating technical support services of different agencies at the regional and provincial levels. Key to the expected contribution of NTWG is the high involvement of the representatives from the DILG in developing and crafting of policy guidelines, capability building programs, and knowledge products in the harmonization of CDD and local development planning including enhancements in disaster risk reduction and management planning and implementation. c. At the sub-national level, DSWD organizes Program oversight committees. The Department links with existing bodies, such as the Regional Development Councils through the Regional Social Development Committee, the Regional Poverty Reduction Action Team, the Provincial Development Council through the Social Development Committee and the Municipal Inter-agency Coordinating Committee/Local Poverty Reduction Action Team.

From studies conducted for the program, some of the lessons noted were the following: a. Kalahi-CIDSS provides an effective platform for integrating and coordinating the key elements of an effective local poverty-reduction strategy; and b. National government funding for CDD programs can leverage other local resources for investments in service delivery. Kalahi-CIDSS has made concrete positive contributions to the improvement of well-being of the members of the target municipalities. The most valuable lesson, given the resources, capacity-building and majority opportunities to the communities, residents are willing to contribute and be partners of the government in developing their barangays and municipalities. The program has imparted the Community Driven Development (CDD) technology which was developed and improved over time as a result of the evaluation studies and several outcome surveys. The experience of Kalahi-CIDSS to date has sufficiently demonstrated its viability and cost effectiveness mechanisms to fund priority community investment identified by residents themselves. Given this effectiveness, the adoption of Community Driven Development (CDD) as a national strategy is now being sought through the filing of the “CDD institutionalization” bill which is now pending before the Philippine House of Representatives for deliberation.