8/5/2021

PRAYER
Dear Father in heaven, we humbly come into
Your presence knowing that apart from Thee we
can do nothing. Forgive us our sins and cleanse us
from all unrighteousness and filthiness. Guide us
throughout our studies. Grant us wisdom,
knowledge and understanding that may we learn
the things that we should know to be applied for
the betterment of our services to You, our country
and the Filipino people. Let Your light shine upon
us that we may become light to others and make
us the show window of Your love that we may
lead others to know You for Your glory and honor.
In the name of Your Son, our Lord and Savior
Jesus Christ we pray. Amen

COMMUNITY PROGRAM
DEVELOPMENT AND
MANAGEMENT

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COMMUNITY MAPPING AND

ANALYSIS

COMMUNITY MAPPING AND ANALYSIS

GIS is used as an important inventory,
visualization, and analysis tool in the study of local
communities, community development, and for
local advocacy. GIS is frequently used to inventory
and display current conditions (demographics, land
use, zoning, transportation, services), and is often
used to analyze access to community services and
to advocate for new services. Likewise it is being
widely used in studies linking public health to the
local environment, and in social/environmental
justice studies comparing services and burdens
between communities.

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TYPES OF MAPPING
 Manual Pin Mapping
 Computer Mapping
 Geographic Information System (GIS)
 Crime Analysis Mapping

TYPES OF MAPPING
Manual Pin Mapping

Wall maps have long been a simple and useful

way to depict crime incidents or hot spots.
Many police departments still have large maps
tacked to the wall of the briefing room with the
most recent crimes represented by pins.
Although useful, manual wall maps, offer
limited utility because they are difficult to keep
updated, keep accurate, make easy to read,
and can only display a limited amount of data.

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TYPES OF MAPPING
Computer Mapping

In essence, a computer map is similar to a wall

map, in that the computer is used to place a point
at a specific location just as a person would put a
pin on a wall map. Thus, computer maps have
limitations similar to wall maps.

TYPES OF MAPPING
Geographic Information System (GIS)

A geographic information system (GIS) is a set

of computer-based tools that allow a person to
modify, visualize, query, and analyze
geographic and tabular data.

A GIS is a powerful software tool that allows

the user to create anything from a simple
point map to a three-dimensional
visualization of spatial or temporal data.

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TYPES OF MAPPING
Crime Analysis Mapping
“Crime mapping” is a term that has been used for the
past few years to refer to research analysis using
GIS in a law enforcement setting. In this report, the
term crime analysis mapping is used to describe this
process because using a GIS to analyze crime is not
just the act of placing incidents on a map but also of
analysis. Consequently, “crime analysis mapping” is:
The process of using a geographic information
system in combination with crime analysis
techniques to focus on the spatial context of criminal
and other law enforcement activity.

GIS COMPONENTS

Description of the major

components of a GIS includes data
representation, data features,
visualization, scale, and querying.

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GIS COMPONENTS

Data representation

Real world data are represented by

one of four features in a GIS. They
include point, line, polygon, and
image features.

DATA REPRESENTATION
Point feature

A point feature is a discrete location that

is usually depicted by a symbol or label. A
point feature in the geographic
information system is analogous to a pin
placed on a paper wall map. Different
symbols are used to depict the location of
crimes, motor vehicle accidents, traffic
signs, buildings, beat stations, and cell
phone towers.

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DATA REPRESENTATION

Line feature
A line feature is a geographic feature
that can be represented by a line or set
of lines.

Polygon feature
A polygon feature is a multisided figure
represented by a closed set of lines.

DATA REPRESENTATION

Image feature

An image feature is a vertical photo

taken from a satellite or a plane that is
digitized and placed within the
geographic information system
coordinate system so that there are -x
and -y coordinates associated with it.

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GIS TOOLBOX
The primary advantage of a GIS is its
functionality that allows geographic data
to be manipulated.

GIS TOOLBOX
Connectivity
Connectivity refers to streets and other linear features
that are represented by segments that connect at
intersections.

Contiguity
Contiguity refers to adjacent areas that are represented
by adjacent polygons.

Geometry
Geometry refers to the fact that all features in the
geographic information system have at least one set of
–x and –y coordinates.

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GIS TOOLBOX
Visual display/mapping

Thematic approach
In a geographic information system, the data are
separated by type of feature into what are called
“layers” or “themes” as well as by type of data.

Scale
Scale is the relationship between the dimensions of
the map and the dimensions of the Earth.

COMMUNITY MAPPING PROCESS

The community mapping process (also known as

community asset or resource mapping),
acknowledges that individuals,
organizations/groups, and physical places all
have the capacity to create real change in their
communities, but that no one can do it alone.
With increased accountability, tight budgets,
resource shortages, and fragmented services, it is
a sound decision for communities to encourage
cross-agency and cross-systems co-ordination.

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COMMUNITY MAPPING PROCESS

It is important to understand:
• What local partnerships and programs
exist
• How money is allocated
• What resources are available
• What the communities priorities are to
ensure local people are served
effectively.

Community mapping focuses on the positives in

an area, not the problems or deficiencies in a
community. It tries to seek solutions to problems
arising. The process involves getting people
talking about what already exists in terms of
social assets (individuals, community groups
and organizations) and physical assets (e.g.
community centers, open spaces and
businesses) and what really matters to the
community. This will help identify the
community’s capacities and assets and plan for
future provision.

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COMMUNITY MAPPING: INTRODUCTION TO

A PARTICIPATORY TOOL
Community mapping is a data collection and
communication tool that has been applied to many
different places and peoples.
One recent stream in mapping, known as
bioregionalism, uses the creation of maps to identify,
and, thus, preserve the relationships and processes
of local natural systems (Aberley, 1993).
A second perspective, capacity focused
development is based on constructing maps of
neighbourhoods identifying community assets,
capacities and abilities (Kretzmann & McKnight,
1993).

COMMUNITY MAPPING: INTRODUCTION TO

A PARTICIPATORY TOOL
Community mapping is a visual and relational
data-gathering technique that can be used to
document not just geographical, but also other
forms of abstract data (Amsden & Ao, 2003, p.
28). While this definition pushes the limits of
existing streams of mapping, the philosophy
informing it remains consistent with those already
widely recognized: to support the power and
capacity of people to represent themselves and
their understanding of the world around them.

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WHAT COMMUNITY MAPPING CAN DO?

The community mapping process can help communities to
accomplish a number of goals, including:
Building on and expanding existing community strengths;
Enabling the community to explore their assets within the
physical and social environment;
Generating a shared awareness and understanding of
community assets;
Identifying new resources;
Ensuring that the community has access to the resources
it needs;
Giving external agencies a greater understanding of the
area and avoiding duplication of services and resources;
Cultivating new partnerships and relationships;
Providing information across agencies; and

THE COMMUNITY MAPPING PROCESS

1.Pre-mapping – sets out the work involved before the mapping
can take place.
2.Mapping – sets out some examples of exercise you could do to
capture the community’s views and guidance on developing a
community survey.
3.Taking things forward – enables the community to determine
the most useful plan of action for effectively addressing the data
findings and established goals as well as guidance on providing
feedback to the community.
4.Maintaining momentum - Communicating and disseminating
information is key throughout the implementation step. The final
step involves maintaining, sustaining, and evaluating the efforts
outlined in the community mapping process by continuously
evaluating progress, making necessary changes to the plan, and
learning from experiences.

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STAGE 1: PRE-MAPPING
Setting the framework
It is important to set out a framework of how to undertake
the community mapping exercises. Depending on how well
you know your community you may need to allow up to 3
months planning for the Stage 2 mapping, at least a 6 week
engagement period and 2 months to analyse and write up
the feedback from the engagement.
You need to ensure that you have sufficient resources (both
budget and staff time) to undertake the community
mapping. Consider the overall budget requirements
however volunteers may be available to assist including
additional funding for commissioning additional research
independent facilitation, communications and promotion,
printing costs and circulation.

STAGE 1: PRE-MAPPING
Setting the framework (cont.)
As part of planning the community mapping, it is
recommended to develop a Community
Engagement Plan.

The key things to think about are:

• What is the vision and objectives for the
community mapping?
• Who needs to be engaged?
• How to engage with the community?
• Where and when to engage?
• How to publicize?
• What are the barriers to engagement?

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STAGE 1: PRE-MAPPING
Developing a Community

Network Determining which stakeholders,

community groups and individuals need to be part
of the mapping process is a crucial at the
beginning of the mapping process. Meeting with
individuals to find out what they do and where, who
they know and whether they want play a more
active role in the mapping process. Usually
meeting one individual will lead to new openings of
other useful contacts in the community.

STAGE 1: PRE-MAPPING

Fact finding

It is useful to gather baseline evidence to

monitor progress against. Researching local
statistics to find out about the local area is
essential.

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STAGE 2: MAPPING

This stage involves working with stakeholders

and the community to gather data or resources
and analyze the information collected. Although
the mapping is time consuming, it is the most
rewarding stage as new relationships start to
develop. There are a number of ways you can
engage with the community to gain feedback
including undertaking community engagement
events / activities, community surveys and having
informal conversations. The aim is to gain
community momentum and get people talking
about issues that interest them locally.

STAGE 3: TAKING THINGS FORWARD

Developing a partnership group

The information collected through the community

mapping exercises can help:
develop new partnerships within the
community
get stakeholders and the community working
more closely together
expand a community’s service provision.

Developing a new partnership can help bring new

energy and ideas to projects in the community

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STAGE 3: TAKING THINGS FORWARD

Interpreting and communicating
information gathered

Once the collection process is completed,

information must be analyzed, and
interpreted for stakeholders and the
community. It is useful to organize the
information gathered according to your
vision statement and objectives.

STAGE 3: TAKING THINGS FORWARD

Taking action
Acting on the information from the mapping
process is an important challenging step.

The Action Plan should identify

strategic actions
persons or organizations accountable for a
particular action
the targeted date for completion of the action
how you will measure success.
methods for overcoming these challenges.
funding opportunities/new resources

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STAGE 3: TAKING THINGS FORWARD

It is important to have an established
organizational structure up front to allow for ease
of implementation. You will need a:

Leader – a person who is active in the community

and has decision making powers and influence to
bring in new partners.
Planners - individuals who are responsible for
managing the day to day implementation of the action
plan.
Implementers – individual who are responsible for
focusing on design and implementation of strategies
to carry out the action plan.

STAGE 4: MAINTAINING MOMENTUM

It is important to take a step back and take a critical look
at the process, achievement towards your objectives and
impacts of your efforts to date. Measuring success
towards achieving your goals is a constant throughout the
process.
Evaluation is an on-going process that facilitates change
as needed. Unexpected challenges are bound to emerge
along the way and it is important to be flexible enough to
meet the challenges as they arise and modify plans
accordingly. Your vision statement, objectives or action
plan may need to be changed to include new perspectives
as well as re-organize your membership if necessary. This
will ensure you can take advantage of new opportunities
and resources.

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MODEL COMMUNITY
CONVERGENCE INITIATIVES

REFERENCE
DA-DAR-DENR-DILG Joint
Administrative Order (JAO) No. 1,
Series of 2019, subject, “Revised DA-
DAR-DENR-DILG Joint Administrative
Order No. 01, Series of 2015
(Strengthening the Implementation
Framework for the DA-DAR-DENR-
DILG National Convergence Initiatives
for Sustainable Rural Development)

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TARGETED OUTCOME
1. Economic opportunities in Agriculture,
Forestry and Fisheries (AFF)
expanded;
2. Access to economic opportunities
increased;
3. Biodiversity and functioning of
ecosystem services sustained;
4. Environmental quality improved; and,
5. Adaptive capacities and resilience of
ecosystems increased.

SCOPE AND COVERAGE

Covers the mechanism and
operationalization of the National
Convergence Initiatives for Sustainable
Rural Development (NCI-SRD) strategy
from the national to the municipality/city
levels where the NCI-SRD strategy is
implemented.

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GUIDING PRINCIPLES
1.Convergence Initiative is a response to the fragmented
delivery of rural development services towards improved
governance and optimized use of resources.
2.Convergence Initiative is a strategy to strengthen the
Local Government Units (LGUs) to grow sustainable local
economics.
3.The ridge-to-reef approach shall the tool for the
interventions in the convergence area.
4.In response to the poverty reduction goal of the
government, the Convergence Initiative shall have a
defined constituency . Interventions shall focus on the
smallholder farmers (both agrarian reform beneficiaries or
ARBs), small fisherfolk, upland dwellers, and indigenous
Peoples (IPs).

GUIDING PRINCIPLES
5.The implementation of the Convergence Initiative shall be
guided by the following:
a.The Convergence Initiative shall be treated as a
complementation strategy between and among the NCI-
SRD agencies (DA-DAR-DENR-DILG). It shall encourage
the assistance of other national line agencies, state
universities and colleges (SUCs), government-owned and
controlled corporations (GOCCs), donor agencies, and
international and local non-governmental organizations
(NGOs), people’s organizations (Pos), IPs, and other
relevant stakeholders.
b.The primacy of the LGUs as the integrating and
converging force for the sustainable rural development at
the local level shall be strengthened.

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GUIDING PRINCIPLES
5.The implementation of the Convergence Initiative
shall be guided by the following: (cont.)
c.The participatory approach shall be adopted in all
phases of development: planning and budgeting,
implementation, monitoring and evaluation, reporting,
and knowledge sharing.
d.Complementation of resources and expertise of the
concerned agencies and LGUs shall be considered
in the implementation of the Convergence Initiative.
e.Private sector investment shall be encouraged in
convergence areas.

OBJECTIVES
The JAO shall provide the principles,
strategic thrusts and directions,
implementing mechanisms and
organizational structure, funding, and
system of monitoring and evaluation of
the NCI-SRD.

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STRATEGIC THRUSTS AND DIRECTIONS

The NCI-SRD Roadmap stipulated the following
strategic thrusts and directions of the NCI-SRD
for 2018-2030, which will contribute to the AFF
and Environment and Natural Resource (ENR),
sector targeted outcomes:
1. Establish at least one (1) convergence area
per region;
2. Focus convergence strategies in the 143
critical watersheds (of which 18 river basins
are indentified), as may be applicable;
3. Promote clean air, water, and waste
management to improve environment quality
in convergence areas;

STRATEGIC THRUSTS AND DIRECTIONS

4. Promote sustainable soil and land
management to address land degradation
for watershed rehabilitation and recovery in
convergence areas;
5. Promote biodiversity conservation of flora
and fauna in convergence areas;
6. Strengthen the Regional Convergence
Initiatives (RCI) TWG, Provincial
Convergence Initiatives (PCI) TWG, and
Municipal/City Convergence Initiative
(MCI/CCI) TWG;
7. Strengthen the joint planning, budgeting,
implementation, monitoring and evaluation,
reporting, and knowledge sharing;

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STRATEGIC THRUSTS AND DIRECTIONS

8. Strengthen the NCI-SRD Secretariat
manpower complement;
9. Implement the NCI-SRD Joint Resolution
No. 2 Series of 2018 Designation of the
Master in Public Management major in Rural
Development [MPM-RD] Scholarship
Program Graduates as Members of the
National and regional Technical Working
Groups of the NCI-SRD);
10. Include NCI-SRD activities in the Inividual
Performance Commitment and Review
(IPCR)/Division PCR (DPCR)/Office PCR
(OPCR) of NCI-SRD members;
11. Harmonize/streamline existing policies of
the four (4) NCI-SRD agencies;

STRATEGIC THRUSTS AND DIRECTIONS

12. Develop AFF-enterprise cluster and
business within the selected convergence
areas, using the Value Chain Approach
(VCA) and consistent with Provincial
Commodity Investment Plans (PCIPs);
13. Implement and update as may be necessary
the national capacity development plan to
cover all relevant stakeholders);
14. Develop relevant NCI-SRD manuals;
15. Develop Knowledge Management (KM)
system for the national, regional, provincial
and municipal/city convergence initiatives;

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STRATEGIC THRUSTS AND DIRECTIONS

16. Enhance and implement the NCI-SRD
strategic communication plan;
17. Promote maintenance and protection of
existing forests as well as sustained
rehabilitation of denuded forest to increase
forest cover in convergence areas;
18. Protect mangroves, sea grass beds and
coral reefs guided by a list of human
interventions that have negative impacts in
the watershed and upland ecosystem within
the convergence areas; and,
19. Develop a rehabilitation plan for marine
habitats affected by human interventions in
the watershed and upland ecosystem within
the convergence areas.

OPERATIONALIZATION OF THE NCI-SRD

STRATEGY THROUGH THE CONVERGENCE
AREAS

The NCI-SRD strategy shall be

operationalized in the identified
convergence areas, where
complementation of efforts and
concerted and coordinated intervention
from NCI-SRD agencies and other
relevant stakeholders interplay to
achieve optimum results.

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CRITERIA FOR SELECTION OF

CONVERGENCE AREAS
The identification and selection of
convergence areas shall conform to the ridge-
to-reef approach based on the following must
and prioritization criteria, which shall be
reviewed periodically:

CRITERIA FOR SELECTION OF

CONVERGENCE AREAS
Must Criteria
a. Completeness of ecosystem. The
convergence areas should cut cross the
various ecosystem or should be a
combination of at least two (2)
ecosystems.
b. Passer of Good Financial Housekeeping.
This is a proof that the LGU has good
governance performance in internal
housekeeping particularly in sound fiscal
management.

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CRITERIA FOR SELECTION OF

CONVERGENCE AREAS
Prioritization Criteria
a. Presence of KPAs with potential for increased
productivity and income. The convergence areas
should have tracts of land identified for agro-
forestry and fisheries development for major
production or with potential for expansion/scaling
up and/or connection to allied industries/services
for backward and forward integration.
b. Combination of areas across major poverty
groups. This convergence areas should cover a
significant number of smallholder
farers/agricultural workers including actual and
potential ARBs, small fisherfolk, IPs, upland
dwellers, and rural women.

CRITERIA FOR SELECTION OF

CONVERGENCE AREAS
Prioritization Criteria
c. Involvement of local government leaders of
LGUs/LGU alliance. The convergence area
should have LGUs/LGU alliances whose Local
Chief Executives (LCEs) and Sanggunian are
willing to support the Convergence Initiative.
d. Presence of relevant stakeholders/CSOs. The
convergence areas should have active CSOs,
that are willing to support the convergence
Initiative ad be conduit of interventions in the
convergence area. Presence of private/business
ad academic/research institutions that are will to
partner within the convergence areas should be
an advantage.

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IMPLEMENTING MECHANISM AND

ORGANIZATIONAL STRUCTURE
In order to effectively implement the NCI-
SRD strategy,, multi-agency TWGs shall
be created at the national, regional, and
local levels. PCI and/or MCI/CCI TWGs
shall be created where there is/are
convergence area/s. These TWGs shall be
formalized through issuance of relevant
Special Orders (SOs) or similar orders
signed and approved by principals in the
respective levels.

NATIONAL STEERING COMMITTEE (NSC)

The NSC shall act as the policy-making body of the NCI-
SRD. It shall have the following functions:
1. Provide overall policy directions for the implementation
of programs./activities/projects (PAPs) under the NCI-
SRD;
2. Review the fulfillment of commitment of the respective
agencies relative to the implementation of the NCI-
SRD;
3. Appoint or designate the National Focal Person with a
rank of Assistant Secretary, a Deputy National Focal
Person (DNFP) with a rank of Director IV a the
permanent alternative representative of the NFP, and a
Head National Secretariat. The NFP, DNFP, and Head
National Secretariat shall come from the DA as lead
agency, for efficiency purposes.

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NATIONAL STEERING COMMITTEE (NSC)

The NSC shall act as the policy-making body of the
NCI-SRD. It shall have the following functions: (cont.)
4. Approve the implementation and coordination
structure of the NCI-SRD, including the issuance
of a Special Order (SO);
5. Approve/ratify policy instruments and PAPs
pertaining to the operations of the NCI-SRD; and,
6. Allocate and approve resources to carry out the
PAPs of the NCI-SRD, including third party impact
assessment of the convergence areas..

NATIONAL FOCAL PERSON (NFP) AND DEPUTY

NATIONAL FOCAL PERSON (DNFP)
The NFP and DNFP (as the designated permanent
alternate representative of the NFP) shall spearhead
the NTWG and oversee and supervise the NCI-SRD
operations. They shall act as the Chairperson of the
NTWG and shall convene the members of the NTWG
to discuss updates/status of the NCI-SRD PAPs
before the conduct of the NSC meetings. The NFP
and DNFP shall directly report to the NSC. The NFP
shall directly supervise the National Secretariat and
shall recommend to the Local Convenor the
designation of a Head National Secretariat and
designate members of the National Secretariat as
coordinator of the four (4) CWGs.

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NATIONAL TECHNICAL WORKING GROUP

(NTWG)
The NTWG shall serve s the advisory and
recommendatory body of the NSC on matters related
to the implementation of the NCI-SRD. The NTWG
shall have the following function:
1. Conduct final technical review and endorse all
NCI-SRD relevant documents for the approval of
NSC;
2. Recommend to the NSC relevant policies and
guidelines, PAPs and their corresponding budget
relative to the implementation of the NCI-SRD;
3. Mobilize concerned personnel to actively
participate in various NCI-SRD PAPs;

NATIONAL TECHNICAL WORKING GROUP

(NTWG)
The NTWG shall have the following function: (cont.)
4. Facilitate the formation of NCI-SRD
committees/sub-working groups as the need
arises, together with other relevant stakeholders;
5. Monitor, evaluate and report on the progress of
implementation of NCI-SRD PAPs;
6. Consult with other concerned national government
agencies (NGAs), stakeholders, and partner
agencies on policies and PAPs related to
sustainable rural development; and,
7. Perform other functions as the NSC may direct.

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NATIONAL SECRETARIAT
The National Secretariat shall serve as the main
coordinating body of the NCI-SRD. It shall provide
technical and administrative support to the NTWG
and NSC. It shall report directly to the NFP as
Chairperson of the NTWG. The National Secretariat
members shall come from the national offices of the
DA, DAR, DENR, and DILG. The National Secretariat
members shall be assigned and its office shall be
established at the DAR, DENR and DILG, composed
of staff from the office of the duly designated
permanent alternate Undersecretaries of the NSC.

NATIONAL SECRETARIAT
The National Secretariat shall have the following
functions:
1. Coordinate and facilitate the conduct of the NSC
and NTWG meetings, workshops, writeshops,
seminars, for a and consultations;.
2. Document, prepare, and disseminate the minutes,
proceedings, reports of the NSC and NTWG
meetings and activities;
3. Coordinate and facilitate the appropriate actions
taken on agreements reached during the NSC and
NTWG meetings and activities;
4. Submit monitoring/progress reports to the NSC,
NTWG, and other oversight bodies;

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NATIONAL SECRETARIAT
The National Secretariat shall have the following functions:
5. Provide administrative support to the NSC and
NTWG;.
6. Coordinate and facilitate the activities conducted by
the four (4) CWGs to ensure that the timelines for the
activities are strictly followed;
7. Coordinate with the RCI TWGs and its Secretariat on
the status of PAPs in relation to the NCI-SRD;
8. Prepare and consolidate operational budget of the
NSC, NTWG, CWGs and the NCI-SRD Secretariat;
and,
9. Perform other functions as the NSC, and NTWG may
direct.

COMPONENT WORKING GROUPS (CWGS)

1. The planning, budgeting, implementation, and
monitoring and evaluation of the NCI-SRD shall be
done through the four (4) CWGs. These four (4) CWGs
are: Policy and Advocacy (PA); Agriculture, Forestry,
and Fisheries (AFF)-Enterprise Cluster and Business
Development (AFFECBD),; Capacity Development
(CD); and, Knowledge Management (KM). They shall
serve as the horizontal or cross-cutting components on
the issues related to all ecosystems using the ridge-to-
reef approach.
2. Each CWG shall have a Chairperson who shall serve
on rotation basis among the DA-DAR-DENR-DILG for
a term of three (3) years. The Chairperson shall be
designated by the respective Secretaries. The CWG
Secretariat shall be designated by the Chairperson and
shall come from the office they represent.

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FUNCTIONS OF THE COMPONENT

WORKING GROUPS (CWGS)
PA CWG – shall be responsible for the review
and audit of conflicting and overlapping
policies that hamper the implementation of
PAPs of the NCI-SRD agencies across all
ecosystems. It shall recommend and draft
relevant policy instruments that shall
harmonize or improve existing policies. It shall
also identify issues that require legislation and
coordinate with the appropriate offices,
agencies, and stakeholder groups involved in
advocating for the respective legislation.

FUNCTIONS OF THE COMPONENT

WORKING GROUPS (CWGS)
AFFECBD CWG – shall be responsible
for the development, implementation,
monitoring and evaluation of AFF-
enterprise cluster and business within
the convergence areas, which shall
cover all ecosystem.

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FUNCTIONS OF THE COMPONENT

WORKING GROUPS (CWGS)
CD CWG – shall be responsible for the
development, implementation,
monitoring and evaluation of the NCI-
SRD national capacity development
plan, which shall take into consideration
all ecosystem. It shall organize and
manage all NCI-SRD learning and
development (L&D) activities, including
regular orientation ad assessment
activities.

FUNCTIONS OF THE COMPONENT

WORKING GROUPS (CWGS)
KM CWG – shall be responsible for the
development and management of an
information system for the NCI-SRD.
The three (3) areas of concern of the
KM are the following: Information and
Communication Technology (ICT),
Result-Based Monitoring and Evaluation
(RBME) and Information, Education,
Communication and Motivational
(IECM) Materials

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OTHER PARTNERS AGENCIES AND

INSTITUTIONS

The NTWG and CWGs shall coordinate

with other partner agencies and institutions
to ensure complementation and alignment
of NCI-SRD intervention with that of other
related agencies, offices, and institutions.
They shall likewise work with NGOs,
coalition groups, farmer and fisherfolk
associations and groups, SUCs and
private sector/business groups.

REGIONAL, PROVINCIAL, AND

MUNICIPAL/CITY LEVELS
Regional Convergence Initiative TWG (RCI TWG)
The RCI TWG shall act as the regional arm of the NTWG. It
shall have the following functions:
1. Provide technical assistance in the development of the
CADPs proposed by the LGUs;
2. Conduct technical review and validation of the CADPs
proposed by the LGUs and endorse CAPDs to the
NTWG;
3. Supervise the implementation of the PAPs under the
approved CADP and the NCI-SRD, as may be
applicable;
4. Monitor and evaluate the progress and result of
implementation of the CADPs and other PAPs of the
NCI-SRD within the region;

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REGIONAL, PROVINCIAL, AND

MUNICIPAL/CITY LEVELS
Regional Convergence Initiative TWG (RCI TWG)
The RCI TWG shall act as the regional arm of the NTWG. It
shall have the following functions: (cont.)
5. Facilitate the resolution of issues and concerns relating to
the NCI-SRD operations in the region;
6. Elevate issues on conflicting and overlapping policies
relating to the NCI-SRD to the NTWG;
7. Prepare project proposals to support proposed funding of
NCI-SRD-related PAPs; and,
8. Allocate and approve resources to fund for the NCI-SRD
PAPs.

REGIONAL, PROVINCIAL, AND

MUNICIPAL/CITY LEVELS
RCI TWG Secretariat)
The RCI TWG Secretariat shall act as the regional arm of the
National Secretariat. It shall have the following functions:
1. Coordinate and facilitate the conduct of the RCI TWG
meeting, workshops, writershops, seminar, for a and
consultations;
2. Document, prepare, and disseminate the highlights of the
minutes/proceedings/reports of the RCITWG meetings
and activities;
3. Coordinate and facilitates the implementation of
appropriate actions taken on agreements reached during
the RCI TWG meetings and activities;
4. Directly liaise with the National Secretariat on the status
of.PAPs in relation to the NCI-SRD;

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REGIONAL, PROVINCIAL, AND

MUNICIPAL/CITY LEVELS
RCI TWG Secretariat)
The RCI TWG Secretariat shall act as the regional arm of the
National Secretariat. It shall have the following functions:
(cont.)
5. Submit and report accomplishment, monitoring/progress
reports of the convergence areas and NCI-SRD-related
PAPs to the National Secretariat;
6. Prepare annual workplan and budget of the RCI TWG;
7. Provide administrative support to the RCI TWG;
8. Attend and participate in the NCI-SRD activities at the
national; regional, and local levels; and,
9. Perform other functions as the RCI TWG may direct.

PROVINCIAL CONVERGENCE INITIATIVE

(PCI) TWG
The PCI TWG shall be created when a convergence area
covering at least two (2) municipalities within one (1)
province is proposed by the PLGU. It shall have the
following functions:
1. Propose and/or endorse convergence area/s to the RCI
TWG based on the selection criteria stipulated in
Section 6;
2. Develop, formulate, write, package, and finalize the
CADP of the approved convergence area/s, in
collaboration with the MCI/CCI TWG and RCI TWG;
3. Implement PAPs under the approved CADP and the
NCI-SRD within the province, in collaboration with the
RCI TWG;

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PROVINCIAL CONVERGENCE INITIATIVE

(PCI) TWG
The PCI TWG shall be created when a convergence area
covering at least two (2) municipalities within one (1)
province is proposed by the PLGU. It shall have the
following functions: (cont.)
4. Monitor and evaluate the progress and result of
implementation of the CADPs and other PAP of the
NCI-SRD within the province; and,
5. Update the CADP form time to time, as may be
necessary.

MUNICIPAL CONVERGENCE INITIATIVE/CITY

CONVERGENCE INITIATIVE (MCI/CCI) TWG
The MCI/CCI TWG shall be created when a
convergence area with a municipality/city is proposed
by the M/C LGU. It hall have the following functions:
1. Proposed and/or endorse convergence area/s to
the RCI TWG based on the selection criteria
stipulated in Section 6;
2. Develop the CADP of the approved convergence
area/s, in collaboration with the RCI TWG;
3. Implement PAPs under the approved CADP and
the NCI-SRD within the municipality/city, in
collaboration with RCI TWG;

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MUNICIPAL CONVERGENCE INITIATIVE/CITY

CONVERGENCE INITIATIVE (MCI/CCI) TWG

The MCI/CCI TWG shall be created when a

convergence area with a municipality/city is
proposed by the M/C LGU. It hall have the
following functions: (cont.)
4. Monitor, evaluate the progress and result
of implementation of the CADPs and other
PAPs of the NCI-SRD within the
municipality/city; and,
5. Update the CADP from time to time as
may be necessary..

FUNDING
The DA, DAR, DENR, and DILG shall allot a
portion of their budget, mainstreamed or tagged,
to support the NCI-SRD operations, the TWGs
and their Secretariats at the national, regional,
and local levels. Other sources of funds such as
grants, donations, and local and international
business community. private sectors, shall be
tapped to support the PAPs of the Convergence
Initiative. Cost-sharing and/or counter-parting
scheme among NGAs, LGUs, NGOs, private
sector, and other institutions shall be encouraged
to support the Convergence Initiative

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RESULT-BASED MONITORING AND

EVALUATION (RBME)
A RBME system based on indicators of
performance aligned with the PDP Results
Matrix shall be developed, implemented and
managed. A regular reporting system shall be
installed in an open and transparent manner.
The RBME report shall also contain gaps and
issues, learnings on convergence as an
approach to the sustainable rural
development, and proposed policy
recommendation

MONITORING AND EVALUATION

OF PROJECTS AND ACTIVITIES

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WHAT IS MONITORING AND EVALUATION

(M&E)?
Monitoring is the collection and analysis of
information about a project or program,
undertaken while the project/program is
ongoing.

Evaluation is the periodic, retrospective

assessment of an organization, project or
program that might be conducted internally or
by external independent evaluators.

Monitoring Vs Evaluation
What are the differences? similarities?
Monitoring is a long term process / on going in order to ensure activities are taking
place according to standarts and to find out weaknesses and gaps within the project
Monitoring involve the team that is implementing the project
Monitoring is activity based (??)
Evaluation: after the end of the project (or at mid term) to find out the weaknesses and
the results of the project
(positive outcomes) evaluation can be used as a point of reference for future projects
(measure outputs, outcomes and impacts)
Evaluation involves external people
Evaluation is a one time event (happens at the end of the project)
Evaluation is result based (???) measures the results through indicators
What are the objectives of monitoring? Evaluation?
Gather informations for evaluation
Know what are the objective
Help you to find the gaps and weaknesses
Evaluation helps you figure out if you can carry out the same activities in the future and
to establish weaknesses and strengths
Why is monitoring important? Why is evaluation important?
To know how the project is evolving
Gather information for evaluation
What kind of informations do we need to monitor a project?
Project documents: LFA, timetable, budget, list of activities, field data

 Activity plans , cost breakdown, specificities of the area

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DIFFERENCES AND LINKS BETWEEN MONITORING AND EVALUATION

Monitoring Evaluation
A continuous process A specific activity or moment
To provide information to day- To provide recommendations
to-day decision making to strategic decision-making
(adjustments) processes
It is carried out by the project It is carried out by an
team evaluation team (internal or
external to the project team)
For the project team (to adapt For the project team and the
and improve the impacts) and donors (lesson learned)
the donors (to follow the
progress)
The monitoring system should provide information for
evaluation.

COMMON TYPES OF MONITORING

A project/program usually monitors a variety
of things according to its specific informational
needs. A summary of the different types of
monitoring commonly found in a
project/program monitoring system follows. It
is important to remember that these
monitoring types often occur simultaneously
as part of an overall monitoring system.

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COMMON TYPES OF MONITORING

A summary of the different types of
monitoring commonly found in a
project/program monitoring system:
Results monitoring tracks effects and impacts.
This is where monitoring merges with evaluation
to determine if the project/program is on target
towards its intended results (outputs, outcomes,
impact) and whether there may be any
unintended impact (positive or negative). For
example, a psychosocial project may monitor
that its community activities achieve the outputs
that contribute to community resilience and
ability to recover from a disaster.

COMMON TYPES OF MONITORING

A summary of the different types of
monitoring commonly found in a
project/program monitoring system: (cont.)
Process (activity) monitoring tracks the use of
inputs and resources, the progress of activities
and the delivery of outputs. It examines how
activities are delivered – the efficiency in time and
resources. It is often conducted in conjunction
with compliance monitoring and feeds into the
evaluation of impact. For example, a water and
sanitation project may monitor that targeted
households receive septic systems according to
schedule.

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COMMON TYPES OF MONITORING

A summary of the different types of
monitoring commonly found in a
project/program monitoring system: (cont.)
Compliance monitoring ensures compliance
with donor regulations and expected results,
grant and contract requirements, local
governmental regulations and laws, and
ethical standards. For example, a shelter
project may monitor that shelters adhere to
agreed national and international safety
standards in construction.

COMMON TYPES OF MONITORING

A summary of the different types of monitoring
commonly found in a project/program
monitoring system: (cont.)
Context (situation) monitoring tracks the setting
in which the project/program operates, especially
as it affects identified risks and assumptions, but
also any unexpected considerations that may arise.
It includes the field as well as the larger political,
institutional, funding, and policy context that affect
the project/program. For example, a project in a
conflict-prone area may monitor potential fighting
that could not only affect project success but
endanger project staff and volunteers.

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COMMON TYPES OF MONITORING

A summary of the different types of monitoring commonly
found in a project/program monitoring system: (cont.)
Beneficiary monitoring tracks beneficiary perceptions of a
project/program. It includes beneficiary satisfaction or
complaints with the project/program, including their participation,
treatment, access to resources and their overall experience of
change. Sometimes referred to as beneficiary contact
monitoring (BCM), it often includes a stakeholder complaints
and feedback mechanism. It should take account of different
population groups, as well as the perceptions of indirect
beneficiaries (e.g. community members not directly receiving a
good or service). For example, a cash-for-work program
assisting community members after a natural disaster may
monitor how they feel about the selection of program
participants, the payment of participants and the contribution the
program is making to the community (e.g. are these equitable?).

COMMON TYPES OF MONITORING

A summary of the different types of
monitoring commonly found in a
project/program monitoring system: (cont.)
Financial monitoring accounts for costs by input
and activity within predefined categories of
expenditure. It is often conducted in conjunction
with compliance and process monitoring. For
example, a livelihoods project implementing a
series of micro-enterprises may monitor the
money awarded and repaid, and ensure
implementation is according to the budget and
time frame.

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COMMON TYPES OF MONITORING

A summary of the different types of
monitoring commonly found in a
project/program monitoring system: (cont.)
Organizational monitoring tracks the
sustainability, institutional development and
capacity building in the project/program and with
its partners. It is often done in conjunction with
the monitoring processes of the larger,
implementing organization. For example, a
National Society’s headquarters may use
organizational monitoring to track communication
and collaboration in project implementation
among its branches and chapters.

THREE MAIN APPROACHES TO PM&E

1.The logical framework approach (LFA)
which is the most common and widely used.
2.The German ZOPP, a close derivative of
LFA. The acronym stands for the German
equivalent of objective oriented project
planning.
3.Results Based Management (RBM) or
managing for results, which has become the
favored model of the Canadians and
Americans in recent years.

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GENERAL PRINCIPLES OF PLANNING,

MONITORING AND EVALUATION (PM&E)
Within each approach there are often differences in
the use of terminology and many adaptations have
been made as different groups put the approaches
into practice. Further, those within agencies who
should understand the approach being used are often
not as clear in their understanding as would be ideal.
This difficulty is compounded when agencies are in a
transition from one approach to another. However,
while there are certainly differences between the
approaches, the underlying principles of PM&E that
they are each trying to promote are remarkably
similar.

GENERAL PRINCIPLES OF PLANNING,

MONITORING AND EVALUATION (PM&E)

1. To develop programs and projects based on a

thorough understanding of the situation in
which an intervention is planned.
2. To involve stakeholders in a participatory
process of program or project design and
evaluation.
3. To develop a set of clear logical objectives that
can realistically be achieved within a particular
timeframe and within an allocated budget and
which will make a significant and sustained
contribution to a higher level development
objective.

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GENERAL PRINCIPLES OF PLANNING,

MONITORING AND EVALUATION (PM&E)
4. To make explicit the cause and effect
(means-ends) relationships and external
factors that underpin the program or
project and which must hold true if
planned activities are going to lead to
desired results and impacts.
5. To establish a monitoring and evaluation
system, including indicators, which will
show if the objectives have been achieved
and provide information to support
effective management and learning.

WHY IS M&E IMPORTANT?

A well-functioning M&E system is a critical part of
good project/program management and
accountability. Timely and reliable M&E provides
information to:
Support project/program implementation with
accurate, evidence-based reporting that informs
management and decision-makers to guide and
improve project/program performance.
Contribute to organizational learning and
knowledge sharing by reflecting upon and sharing
experiences and lessons so that we can gain the
full benefit from what we do and how we do it.

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WHY IS M&E IMPORTANT?

Timely and reliable M&E provides information to:
(cont.)
Uphold accountability and compliance by
demonstrating whether or not our work has been
carried out as agreed and in compliance with
established standards and with any other donor
requirements.
Provide opportunities for stakeholder feedback,
especially beneficiaries, to provide input into and
perceptions of our work, modeling openness to
criticism, and willingness to learn from experiences
and to adapt to changing needs.
Promote and celebrate our work by highlighting our
accomplishments and achievements, building morale
and contributing to resource mobilization.

GUIDING PRINCIPLES IN CONDUCTING

MONITORING
It is useful to develop some guiding principles to
ensure that your M&E is relevant, useful, timely,
and credible. Some examples might include making
sure the M&E and/or information you collect is:
focused and feasible in relation to your available
resources so that it supports rather than diverts
resources from action (i.e. make sure you focus
information collection on what you ‘need to know’,
not on what would be ‘nice to know’);
useful and timely information to improve group
learning, group decision making, and project
design;

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GUIDING PRINCIPLES IN CONDUCTING

MONITORING
Some examples might include making sure the
M&E and/or information you collect is: (cont.)
useable by, and/or comparable to, data collected
by other stakeholders so it contributes to the wider
evidence base;
credible, valid and reliable to the extent
possible within your available resources;
sensitive to unequal power relations when you
collect information (i.e. ensure that you listen to
people who might be marginalized in the
community or do not have a strong voice);
ethical e.g. in relation to data consent and
protection

KEY MONITORING AND EVALUATION ACTIVITIES

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PROJECT CYCLE
JAN DAVIS AND ROBERT LAMBERT, ENGINEERING
IN EMERGENCIES, P.63.

ASSESSMENT
& PLANNING
IMPLEMENTATION
EVALUATION & MONITORING
ASSESSMENT
& ADAPTATION
& PLANNING

IMPLEMENTATION
EVALUATION & MONITORING
& ADAPTATION

MONITORING
MONITORING is the continuous,
systematic and critical review of
operations in order to measure their
evolution and adjust them according
to circumstances and project’s
objectives.

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DIFFERENT STEPS OF THE M&E

PROCESS

Observe

Compare

Have an opinion

Make recommendations

Take actions

IF A MONITORING DOES NOT LEAD TO

ANALYSIS

AND THEN TO

DECISION MAKING
(ADAPTATIONS)

IT IS

USELESS

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BUILDING A
MONITORING
SYSTEM

BUILDING A MONITORING SYSTEM

Interventio
n
objectives

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 8/5/2021

MONITORING SYSTEM
MONITORING SYSTEM

Set of tools to measure indicators.

(observation, sampling, questionnaires, PRA)
Where

Who

When / how often

To whom.

THE DIFFERENT STEPS OF A

MONITORING SYSTEM
*Preaparing the
1. Collecting data monitoring
* Field work
Triangulation of
2. Analyzing data
information
3. Writing the report Summarizing data
*Adaptation to the log-
frame
4. Adapting the project
*New projects or
activities

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FAILING TO PLAN

IF YOU FAIL TO PLAN…

YOU PLAN TO FAIL!!!

Monitoring a project

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Data about intended achievements

and baseline
MONITORING PROCESS
is compared with … Data on

actual achievements

to identify...

Significant deviations from plan

as a basis for... identification of

problems and opportunities

to identify... Corrective actions

Different steps of project’s monitoring..

3
1 2 4

The Collecting Processing Taking

project data data Analysis decisions

5
Taking
corrective
action

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REMEMBER !!!!
DESIGNING MONITORING TOOLS
 USE THE TOOL ADAPTED TO THE
INFORMATION AND CONTEXT
 DEFINE THE METHOD TO USE THE TOOL

 TRIANGULATE MOST RELEVANT DATA

 USE THE EXISTING DATA

 GATHER CAUSES AND CONSEQUENCES

OF THE IDENTIFIED PROBLEMS
 GATHER OPINIONS AND SUGGESTIONS TO
IMPROVE THE QUALITY OF YOUR
PROJECT

THE MONITORING
REPORT

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AIM OF MONITORING REPORT

The purpose of monitoring reports is

to provide :
-updates on achievements against
indicators and milestones,
-guidance on the elements that should
be adjusted

MONITORING REPORT 1
MINIMUM STRUCTURE OF MONITORING REPORT
1. Introduction
2. Monitoring of situation (external factors)
3. Monitoring of objectives and indicators / (+ critical
events)
4. Progress of activities
5. Conclusions
6. Recommendations
7. Annexes

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OBJECTIVE / PROGRESS :

MONITORING REPORT 2
INDICATO BASELINE STANDARD MONITORING OBSERVATIONS
R

RECOMMENDATIONS :

MISTAKE OF MONITORING REPORT

MOST FREQUENT MISTAKES IN A MONITORING
REPORT

GO INTO USELESS DETAILS

LACK OF ANALYSIS OF THE DATA
DO NOT SHOW TRENDS AND
WARNINGS
LACK OF RECOMMENDATIONS
NO CORRECTIVE ACTIONS ARE TAKEN
IS PERCEIVED AS A COMPULSORY
USELESS TASK

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IF A MONITORING DOES NOT LEAD TO

ANALYSIS

AND THEN TO

DECISION MAKING
(ADAPTATIONS)

IT IS

USELESS
AIM OF
MONITORING

Thank you
and
God bless to all !

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