ALANGALANG,

LEYTE

September 6-8, 2023

Changing Mindsets. Influencing Behavior.

SOME HOUSE RULES

●You are expected to attend all

sessions as scheduled.

●Should you need to make or receive

calls, arrange this to be done during
breaks to avoid interrupting the
sessions. Kindly put your phones in
SILENT MODE during the training.

Changing Mindsets. Influencing Behavior.

SOME HOUSE RULES

●Every barangay must

assign a documenter to
every workshop conducted.

Changing Mindsets. Influencing Behavior.

SOME HOUSE RULES

●Let us create a safe

learning environment for
everyone – be mindful of
our words and actions.

Changing Mindsets. Influencing Behavior.

Legal Bases and
Principles for Barangay
Development Planning

Changing Mindsets. Influencing Behavior.

Legal Bases for Barangay
Development Planning
(Planning at the Barangay Level is
Required by Law)

Changing Mindsets. Influencing Behavior.

TOPIC 1:
Legal Bases for Barangay Development Planning
Article 2, Sections 2, 5, 9-28
The 1987 These are the State policies on dynamic social order,
Philippine peace and development , values the dignity of every
Constitution human person, sanctity of family life, roles of the
youth, women and the private sector and NGOs in
nation building, promotion of right to health, rights
of IPs, balanced ecology, priority to education and
labor, promotion of comprehensive rural
development and agrarian reform, vital ICT, access
to opportunities, integrity in public service and
autonomy of local governments.

Changing Mindsets. Influencing Behavior.

Bases for Barangay Development Planning

Local Government Section 16: General Welfare

Code of 1991
(Republic Act 7160) Every local government unit shall
exercise the power expressly granted,
those necessarily implied therefrom, as
well as powers necessary, appropriate, or
incidental for its efficient and effective
governance, and those which are essential
to the promotion of the general welfare.

Changing Mindsets. Influencing Behavior.

Bases for Barangay Development Planning

Section 17- Basic Services and Facilities

Local Government Local government units shall endeavor to be self-
Code of 1991 reliant and shall continue exercising the powers
(Republic Act 7160) and discharging the duties and functions currently
vested upon them;

They shall also discharge the functions and

responsibilities of national agencies and offices
devolved to them pursuant to this Code.

Changing Mindsets. Influencing Behavior.

Bases for Barangay Development Planning
Section 17- Basic Services and Facilities (Barangay)
Agricultural support services which Health and social welfare services
include planting materials distribution including maintenance of barangay
system and operation of farm produce health center and day-care center
collection and buying stations

maintenance of barangay roads and

services and facilities related to
bridges and water supply systems
general hygiene and sanitation,
beautification and solid waste
collection

infrastructure facilities such as multi-

Maintenance of Katarungang purpose hall, multipurpose pavement,
Pambarangay plaza, sports center, and other similar
facilities

Changing Mindsets. Influencing Behavior.

Bases for Barangay Development Planning

Local Government
Code of 1991
(Republic Act 7160)
Section 106: Local Development Councils

Each local government unit shall have a

comprehensive multi-sectoral development plan
to be initiated by its development council and
approved by its Sanggunian.

Changing Mindsets. Influencing Behavior.

Bases for Barangay Development Planning

Section 107: Composition of Local Development

Local Government Councils (LDCs)
Code of 1991
The barangay development council shall be headed by the
(Republic Act 7160) Punong Barangay and shall be composed of the following
members:

• Members of the Sangguniang barangay;

• Representatives of non-governmental
organizations operating in the barangay who
shall constitute not less than one fourth (¼) of
the members of the fully organized council;
• A representative of the Congressman

Changing Mindsets. Influencing Behavior.

Bases for Barangay Development Planning

Local Government Section 109: Functions of the LDCs

Code of 1991 The Barangay development council shall exercise the
(Republic Act 7160) following functions:

o Mobilize people's participation in local development

efforts
o Prepare Barangay development plans based on local
requirements;
o Monitor and evaluate the implementation of national
or local programs and projects

Changing Mindsets. Influencing Behavior.

Bases for Barangay Development Planning

Local Government
Code of 1991 Section 384: Role of the Barangay
(Republic Act 7160) As the basic political unit, the Barangay serves as
the primary planning and implementing unit of
government policies, plans, programs, projects, and
activities in the community, and as a forum
wherein the collective views of the people may
be expressed, crystallized and considered, and
where disputes may be amicably settled

Changing Mindsets. Influencing Behavior.

Bases for Barangay Development Planning

PDRRM Act of Section 2: Declaration of Policy

2010 a) Uphold the people’s constitutional rights to life
(Republic Act 10121) and property by addressing the root causes of
vulnerabilities to disasters, strengthening the
country’s institutional capacity for disaster risk
reduction and management and building the
resilience of local communities to disasters
including climate change impacts;

Changing Mindsets. Influencing Behavior.

Bases for Barangay Development Planning

Climate Change Act Section 14

of 2009 Barangays shall be directly involved with
(Republic Act 9729) city/municipal governments in prioritizing climate
change actions and identifying best solutions.

Changing Mindsets. Influencing Behavior.

Guiding Principles in
Barangay Development
Planning

Changing Mindsets. Influencing Behavior.

Topic 2:
Guiding Principles in Barangay Development Planning

Development Planning
should be inclusive and
participatory

Changing Mindsets. Influencing Behavior.

Guiding Principles in Barangay Development
Planning

▪ everyone's participation should

be welcomed and respected

▪ the process shouldn't be

dominated by any individual or
group, or by a single point of
view

Changing Mindsets. Influencing Behavior.

Guiding Principles in Barangay Development
Planning

Development Planning
should be empowering

Changing Mindsets. Influencing Behavior.

Guiding Principles in Barangay Development
Planning
Development Planning should be empowering

It provides space, platform and opportunities for people to

speak, to contribute ideas, to participate and be heard

It strengthens the decision-making mechanisms in the

barangay

Participatory development planning bringforth learning and

realizations among participants

Changing Mindsets. Influencing Behavior.

Guiding Principles in Barangay Development
Planning

Development Planning
promotes transparency

Changing Mindsets. Influencing Behavior.

Guiding Principles in Barangay Development
Planning

Development Planning
promotes accountability

The whole process of this planning endeavors,

strengthens and clarifies further the upward
and downward accountabilities of the
barangay leaders, the community people and
other development partners in the barangay

Changing Mindsets. Influencing Behavior.

Session 3:
Overview of Barangay
Development Planning
(BDP) and CapDev
Agenda
Formulation

Changing Mindsets. Influencing Behavior.

What is Barangay Development Planning?

✔ A people-based approach to bring about meaningful growth in the

improvement of people’s quality of life

✔ Lay-outs the “WHYS and the HOWs” of major challenges for

community development through vision-goal-objective- strategy
and programs, projects and legislations.

Changing Mindsets. Influencing Behavior.

What is Barangay Development Planning?

✔ Pagpaplano na nakabatay sa mithiin/naisin ng mga tao

sa pagpapaunlad ng kalidad ng buhay at ng komunidad

✔ Nilalatag ang mga kalagayan at mga pamamaraan para

maisaayos, mapaunlad ang barangay, mapakinabangan
ang mga oportunidad, harapin ang mga usapin at mga
hamon sa pagpapaunlad at pagpapatibay ng barangay sa
pamamagitan ng pagbubuo ng mga pangarap (vision),
mga mithiin (goal), mga layunin (objective), istratehiya
(strategy) mga programa, proyekto at mga polisiya

Photo Credit: EDUCO Philippines

Changing Mindsets. Influencing Behavior.

What is Barangay Development Planning?

✔ Organisadong mga gawain, pag-uusap at

pagdedesisyon para maabot ang mga naisin o mithiin
ng barangay

Photo Credit: [Link]

Changing Mindsets. Influencing Behavior.

Barangay Development Plan

The BDP is a three-year comprehensive multi-sectoral

development plan that is formulated through an inclusive
and participatory approach led by the Barangay
Development Council and approved by the Sangguniang
Barangay.
- DILG MC 2021-087

Photo Credit: [Link]

Changing Mindsets. Influencing Behavior.

Barangay Development Plan

It is an official document of the barangay that specify policy

options, programs, projects and activities intended to
contribute towards the achievement of the barangay’s
developmental goals and objectives.
- DILG MC 2021-087

Photo Credit: [Link]

Changing Mindsets. Influencing Behavior.

Barangay Development Plan

At the minimum, the BDP must include the following

information:

▪ Situational Analysis
▪ Organizational Philosophy (i.e., Vision, Mission and
Goals)
▪ Policy Options, Programs, Projects and Activities
▪ Implementation Timelines
▪ Resource Requirements
▪ Monitoring & Evaluation System
- Barangay Primer on BDP, NBOO 2020
Photo Credit: [Link]

Changing Mindsets. Influencing Behavior.

As the primary planning and implementing unit of
government, it is in the barangay where the
collective views of the people are expressed,
crystallized and considered.
(LGC of 1991 or Republic Act 7160)

If all barangays
become progressive,
the whole country will
be progressive…
Changing Mindsets. Influencing Behavior.
The BDP Process

Changing Mindsets. Influencing Behavior.

BDP PROCESS: STEPS

STEP 10 STEP 1
Adoption &
Approval of the Organizing
STEP 9 BDP STEP 2
the BPT &
Writing and Updating the
Packaging the BDC-TWG Barangay
BDP Databases/
Profile

STEP 8 STEP 3
PARTICIPATORY Participatory
Crafting the
M&E Plan BDP PROCESS Situational
Analysis

STEP 7 STEP 4
Investment Formulating or
Programming STEP 6 STEP 5 Revisiting the
Determining Barangay
Goal & Vision
the PPAs & Objective
CapDev Setting
Agenda

Changing Mindsets. Influencing Behavior.

Roles of Barangays in City/ Municipal Level
Planning and Budgeting

Synchronized Local Planning and Budgeting

Calendar (SLPBC 2016)
Joint Memorandum Circular (JMC) No. 1 Series of 2016
November 18, 2016

Changing Mindsets. Influencing Behavior.

Salient Features of SLPBC

✔ Jointly issued by DILG, DBM,

BLGF, and NEDA

✔ Emphasis on Convergence - aligns relevant oversight activities and

processes on Planning, Budget Preparation, Budget Execution,
Expenditure Management, Revenue Generation, Resource Mobilization.

Changing Mindsets. Influencing Behavior.

 Investment
Complementation and Local
Programmin
integration Planning
g

ked
Lin Performanc
Provinces
e
Monitoring
Cities Budgeting and
Municipalities Coordinatio
n
Barangays

Changing Mindsets. Influencing Behavior.

 Local
Synchronized Local Planning and
Budget Government Budgeting Calendar
Operations
Manual (BOM)
Code of 1991

PDP
Section 305, LGC of 1991

(h) Local budget plans and goals shall, as far as

practicable, be harmonized with national development
plans in order to optimize the utilization of resources and PDPFP
to avoid duplication… (Province)

(j) LGUs shall ensure that their respective budgets

incorporate the requirements of their component units… Comprehensive
Other sectoral
Development
Plans
Plans (CDPs)
(k) National planning shall be based on local planning…

Barangay Barangay Barangay

Development Development Development
Plans (BDPs) Plans (BDPs) Plans (BDPs)

Changing Mindsets. Influencing Behavior.

 Complementation and Integration
Comprehensive Development Plan (CDP)

-climate disaster risk assessment Rationalized Planning

or CDRA Development Indicators or
(exposure, threat level, adaptive RaPIDS
capacity, key issues)
Data ata Data
D
Data Barangays as sources of data
Barangays to validate the city/municipal data
Barangay Development Plan

Changing Mindsets. Influencing Behavior.

Province- City/Municipality Complementation

Changing Mindsets. Influencing Behavior.

Province- City/Municipality and Barangay Complementation

Changing Mindsets. Influencing Behavior.

Suggested Entry Points of Barangays
in Synchronized Local Planning and Budgeting Calendar (SLPBC 2016)
Year/Month Activities
Year 1 - July (Election Year) Reconstitution of Local Planning Team
(and Barangay Planning Team-BPT)

Preparation of workplan for updating/preparation of CDP

• Updating of RaPIDS/LDIS
• Updating of Ecological Profile
***Barangays as sources of data; data validated with barangays
*** Barangays update their databases

Year 1 – August to • Formulation of goals, strategies, and objectives

November • Identification of priority PPAs to achieve the goals and objective for
the next 6 years
***Barangays as active participants to goal setting, PPA identification

Changing Mindsets. Influencing Behavior.

Suggested Entry Points of Barangays
in Synchronized Local Planning and Budgeting Calendar (SLPBC 2016)

Year/Month Activities
Year 1 – November- Completion of the draft PDPFP, CDPs, PDIP and LDIP by
December November-December of the election year
***Plans validated with the barangays

***Barangays craft its vision (taking off from the city/municipal vision);
barangay identified its shared vision with city/municipality.
Barangays

***Barangays can start the formulation of the BDP

Year 1 – November- • Sectoral Development Plans completed (List of PPAs)
December (barangays as sources of project ideas)
(barangays integrate projects in the BDP)

• Preparation of first draft of LDIP

Changing Mindsets. Influencing Behavior.

 Suggested Entry Points of Barangays
in Synchronized Local Planning and Budgeting Calendar (SLPBC 2016)
Year/Month Activities
Year 1 – November-December • Sectoral Development Plans completed (List of PPAs)
• Preparation of first draft of LDIP
***barangay needs and aspirations integrated in to the city/municipal LDIP

Year 2 - January • Finalization of LDIP

• Drafting of Implementation Instruments
Year 2 – March • Approval of CDP to include the implementation Instruments
• Submission of CDP to the Province for review
Year 2 - May • Preparation of AIP by the Local Finance Committee
Barangay projects integrated/considered in the city/municipal AIP

Year 2 – Within 90 days from the receipt of the Review of Appropriation Ordinance of Barangays
submitted annual/supplemental budgets for review
of PCM

Year 3 -January- December • Budget Execution

• Budget Accountability
Monitoring of implementation of the CDP
(M and E of Barangay Development Plan)

Changing Mindsets. Influencing Behavior.

 Session 3: Overview
of the Barangay Development Planning (BDP)
and CapDev Agenda Formulation

BDP Step 1:
Organizing the Barangay Planning
Team
& BDC-TWG
(Pagbubuo ng Barangay Planning Team at BDC-
TWG)

Changing Mindsets. Influencing Behavior.

BDP Step 1:
Organizing the Barangay Planning Team & BDC-TWG

STEP 10 STEP 1
Adoption &
Approval of the Organizing
STEP 9 BDP STEP 2
the BPT &
Writing and Updating the
Packaging the BDC-TWG Barangay
BDP Databases/
Profile

STEP 8 STEP 3
PARTICIPATORY Participatory
Crafting the
M&E Plan BDP PROCESS Situational
Analysis

STEP 7 STEP 4
Investment Formulating or
Programming STEP 6 STEP 5 Revisiting the
Determining Barangay
Goal & Vision
the PPAs & Objective
CapDev Setting
Agenda

Changing Mindsets. Influencing Behavior.

Composition of the BDC

▪ Punong Barangay as Chairperson

▪ Members of the Sangguniang Barangay
▪ Representatives of accredited non-governmental organizations operating
in the barangay who shall constitute not less than one fourth (1/4) of the
members of the fully organized council
▪ A representative of the Congressman
*Pursuant to Section 11 of RA 9710 of the Magna Carta of Women, at least 40% of
membership of all development councils shall be composed of women to ensure the
participation of women in all levels of development planning and program implementation

Changing Mindsets. Influencing Behavior.

Creation of the BDC Technical Working Group (TWG) or
Sectoral Planning Groups- FUNCTIONS

SOCIAL
ECONOMIC

INSTITUTIONAL/ORGANIZATIONAL

INFRASTRUCTURE ENVIRONMENTAL

Changing Mindsets. Influencing Behavior.

Creation of the BDC Technical Working Group (TWG)
Social Development
Group Leader:
SB Member (Chairperson on Committee on Health
and Social Welfare)

Members:
SB Member (Chairperson Women and Family) BNS
SB Member (Chairperson on Education and Chief Tanod
Culture) BHRAO
SB Member (Chairperson on Peace and Order) School Principal or representative
SK Chairperson BCPC Rep (CSO)
SK Members (counterparts) BPOC Rep (CSO)
IP Representative BADAC Rep (CSO)
BHW Representatives of CSOs/NGOs
Day Care Worker (women’s, children’s, youth organization)

Changing Mindsets. Influencing Behavior.

Creation of the BDC Technical Working Group (TWG)
Economic Development
Group Leader:
SB Member (Chairperson on Appropriations
Committee)

Members:
SB Member (Chairperson on Cooperatives) Business owner establishment
SB Member (Chairperson on Agriculture) representative
SB Member (Chairperson on Livelihood) President of Cooperative
Barangay Treasurer BFAMRC Rep (CSO)
SK Members (counterpart) Representatives of CSOs/NGOs
(women’s, farmer’s, fisherfolk, labor
groups, BMBEs, SMEs, TODA, JODA)

Changing Mindsets. Influencing Behavior.

Creation of the BDC Technical Working Group (TWG)
Environmental Development
Group Leader:
SB Member (Chairperson on Environmental
Management Committee)

Members:
SK Member (counterparts) BDRRMC Rep (CSO)
Barangay Environmental Officer BESWMC Rep (CSO)
Team leader of disaster volunteer groups Representatives of CSOs/NGOs
Bantay Dagat (Advocates)
Barangay Tanod

Changing Mindsets. Influencing Behavior.

Creation of the BDC Technical Working Group (TWG)
Infrastructure Development
Group Leader:
SB Member (Chairperson on Public Works and Infrastructure Development)

Members:
SK Member (counterparts)
Engineer (resident in the barangay)
HOA President or any neighborhood organizations
Representatives of CSOs/NGOs

Changing Mindsets. Influencing Behavior.

Creation of the BDC Technical Working Group (TWG)
Institutional Development
Group Leader:
Punong Barangay

Members:
SB Member (Chairperson on Committee on Rules)
Barangay Administrator
Barangay Secretary
Barangay Treasurer
Lupong Tagapamayapa
SK Chairperson
Representatives of CSOs/NGOs (good governance advocates)
Representatives from other sectoral committees

Changing Mindsets. Influencing Behavior.

Session 3: Overview of Barangay Development Planning (BDP) and
CapDev Agenda Formulation

BDP Step 2:
Updating the Barangay
Database/ Profile

Changing Mindsets. Influencing Behavior.

BDP Step 2:
Updating the Barangay Database/ Profile

STEP 10 STEP 1

Adoption &
Organizing the
STEP 9
Approval of the
BDP BPT & BDC-TWG STEP 2
Writing and Updating the
Packaging the Barangay
BDP
Databases/
Profile

STEP 8 STEP 3
PARTICIPATORY Participatory
Crafting the
M&E Plan BDP PROCESS Situational
Analysis

STEP 7 STEP 4
Investment Formulating or
Programming STEP 6 STEP 5 Revisiting the
Determining Barangay
Goal & Vision
the PPAs & Objective
CapDev Setting
Agenda

Changing Mindsets. Influencing Behavior.

BDP Step 2:
Updating the Barangay Database/ Profile

▪ In updating the Barangay Databases/Profile, barangays are

highly encouraged to utilize existing systems and/or databases
at the local level to avoid duplication of data-gathering
activities.

▪ All barangays shall update their respective Registry of

Barangay Inhabitants (RBIs) every 6 months.

Changing Mindsets. Influencing Behavior.

BDP Step 2:
Updating the Barangay Database/ Profile

▪ When available, the following databases and documents, among

others shall be utilized in updating the barangay profile
• CBMS
• Climate and Disaster Risk Assessment
• Latest BDP
• CDP of the Municipality/City

Changing Mindsets. Influencing Behavior.

Barangay Profile

▪ Ito ang “snapshot” o larawan ng barangay sa isang partikular na panahon

▪ Mahahalagang impormasyon at batayan sa “evidence-based planning”
▪ Ito ang pagsasalarawan ng 5 development sectors o pillars - panlipunang
katangian/sektor (social), pang-ekonomiya (economic), imprastruktura
(infrastructure), kapaligiran/mga natural na rekurso (environment) at mga
institusyon (institutions) sa pamamahala

Changing Mindsets. Influencing Behavior.

Sample Barangay Profile Template

Changing Mindsets. Influencing Behavior.

Sample Barangay Profile Template

Changing Mindsets. Influencing Behavior.

Mga Impormasyon Hinggil sa Barangay ([Link])

I. Kasaysayan (History) ng Barangay

▪ Kadalasan batay sa mga nakasulat na kwento

▪ Kailan nabuo ang barangay
▪ Mga unang tao na nanirahan sa barangay
▪ Unang pangalan ng barangay
▪ Kailan legal na kinilala ang barangay
▪ Iba pang mahahalagang impormasyon sa mga nangyari sa barangay
(mga achievements, atbp

Changing Mindsets. Influencing Behavior.

Mga Impormasyon Hinggil sa Barangay ([Link])

II. Geographical Location

▪ North, East, West, South (NEWS) boundaries; accessibility

▪ GPS coordinates

Changing Mindsets. Influencing Behavior.

Mga Impormasyon Hinggil sa Barangay ([Link])

III. Pagsasalarawan ng Katangian ng Barangay

▪ Topograpiya (Terrain, e.g., sloping, flat, etc.)

▪ Total land area (Ilang ektarya or [Link] ang sukat ng buong barangay)
▪ Land use (Iba-ibang gamit ng kalupaan sa barangay, ilang porsyento ng
kalupaan ang ginagamit para sa mga kabahayan, para sa agrikultura, para sa mga
pasilidad ng barangay? at iba pa)
▪ Iba pang pisikal, natural o kakaibang katangian ng barangay
(Halimbawa, banggitin kung ang barangay ay isang heritage site)

Changing Mindsets. Influencing Behavior.

Mga Impormasyon Hinggil sa Barangay ([Link])

IV. Impormasyon Hinggil Demograpiya (Populasyon at

mga Pamamahay)
▪ Populasyon batay sa kasarian, civil status, edad, relihiyon
▪ Population growth rate
▪ Population density
▪ Death and birth statistics
▪ Household population (no. of households, average household size,
housing type, etc.)

Changing Mindsets. Influencing Behavior.

Mga Impormasyon Hinggil sa Barangay ([Link])

V. Mga Impormasyon Hinggil sa Kalagayang Panlipunan

(Social)
▪ Health and nutrition
▪ Education
▪ Social Welfare kasama na ang mga pangunahing serbisyong
panlipunan
▪ Gender and Development concerns
▪ Peace and order, public safety, and security

Changing Mindsets. Influencing Behavior.

Mga Impormasyon Hinggil sa Barangay ([Link])

VI. Mga Impormasyon Hinggil sa Kabuhayan sa

Barangay (Economic)
▪ Family income and expenditure
▪ Labor force
▪ Sources of income in the barangay
▪ Unemployment
▪ Economic activities in the barangay
▪ Other related data

Changing Mindsets. Influencing Behavior.

Mga Impormasyon Hinggil sa Barangay ([Link])

VII. Mga Impormasyon Hinggil sa Kapaligiran, Natural

na Rekurso ng Barangay (Environment)
A. Environment
▪ Natural habitats and protected areas
▪ Environmental sanitation services
▪ Solid waste and materials recovery
▪ Conditions of rivers and other water bodies
▪ Forest cover

Changing Mindsets. Influencing Behavior.

Mga Impormasyon Hinggil sa Barangay ([Link])

VII. Mga Impormasyon Hinggil sa Kapaligiran, Natural

na Rekurso ng Barangay (Environment)
B. Climate and disaster-related data
▪ History of disasters and calamities
▪ Areas prone to disasters
▪ Records of disaster-affected persons, including incidents of
casualties
▪ History of disaster-related evacuations
▪ Other related information

Changing Mindsets. Influencing Behavior.

Mga Impormasyon Hinggil sa Barangay ([Link])

VIII. Mga Impormasyon Hinggil sa gusali at iba pang

imprastruktura sa Barangay (Infrastructure)
▪ Available public access infrastructure, their location, and primary and secondary
users
▪ Water and sanitation infrastructure and services
▪ Available electrical power services and their coverage
▪ Available public and private social services infrastructure, their location, and
primary and secondary users
▪ Telecommunication facilities, including internet accessibility

Changing Mindsets. Influencing Behavior.

Mga Impormasyon Hinggil sa Barangay ([Link])

IX. Mga Institusyon, Kasanayan, Kaugalian at Kultura

sa Barangay (Institutional)
▪ Mga Barangay officials, kawani at organizational structure
▪ Barangay- based Institutions (BBIs)
▪ Income at expenditure ng barangay
▪ Current available services provided by the barangay
▪ Facilities owned by the barangay
▪ Mga nadaluhang training/ capacity development interventions
▪ Mga Samahan o Organisasyon sa Barangay (accredited at hindi)
▪ Mga Kasanayan, Magagandang Kaugalian at Kultura sa Barangay

Changing Mindsets. Influencing Behavior.

Mga Impormasyon Hinggil sa Barangay ([Link])

X. AGRICULTURAL DATA

Changing Mindsets. Influencing Behavior.

 Session 3: Overview of Barangay Development Planning (BDP) and
CapDev Agenda Formulation

BDP Step 3:
Participatory Situational
Analysis

Changing Mindsets. Influencing Behavior.

BDP Step 3:
Participatory Situational Analysis

STEP 10 STEP 1

Adoption & Organizing STEP 2

Approval of the the BPT &
STEP 9 Updating the
BDP BDC-TWG
Barangay
Writing and Databases/
Packaging the Profile
BDP

STEP 3
STEP 8
PARTICIPATORY BDP Participatory
Crafting the
M&E Plan PROCESS Situational
Analysis

STEP 7 STEP 4
Investment Formulating or
Programming STEP 6 STEP 5 Revisiting the
Determining Barangay
Goal & Vision
the PPAs & Objective
CapDev Setting
Agenda

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis

▪ Participatory Situational Analysis (PSA) is a systematic, semi-structured,

and flexible method of getting information.
▪ PSA is also sometimes known as Participatory Rural Appraisal (PRA),
Participatory Learning and Action (PLA), Participatory Resource Review
(PRR) and Participatory Action Research (PAR)

Changing Mindsets. Influencing Behavior.

Participatory
Situational Analysis (PSA) Tools

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
RESOURCE MAPPING
▪ Assesses what communities have to offer by identifying assets and
resources within the locality which may be utilized for community
strengthening and development.

▪ Data may be presented through inventories, maps, figures, matrices, etc.

▪ Method of showing information regarding the occurrence, distribution,

access to and use of resources; topography; human settlements; and
activities of a community from the perspective of community members
(WB)

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
RESOURCE MAPPING
Used for:

▪ identifying and examining relationships between community’s resources,

topography, settlements, and activities

▪ enabling people to picture resources and features and to show graphically

the significance attached to them

▪ identifying problems, possibilities, and opportunities (WB)

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
RESOURCE MAPPING

Sample
Resource
Map

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
SPOT MAPPING

Sample Basic
Spot Map

Source: [Link]/sample+spot map+barangay+Philippines; Barangay Talahid, Almeria, Biliran Province

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
HAZARD MAPPING & COMMUNITY RISK MAPPING

Sample of a
Community Risk Map

(the resource map

overlaid with hazards
maps)

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
HISTORICAL TIMELINE

Historical Timeline

Ito ang pagbabalik-tanaw o pagsasalarawan

ng mga mahahalagang pangyayari sa
komunidad na maaaring mapagkuhanan ng
mahahalagang impormasyon na
makapagbibigay paliwanag sa kasalukuyang
sitwasyon ng komunidad.
Changing Mindsets. Influencing Behavior.
Participatory Situational Analysis Tools
HISTORICAL TIMELINE

Steps

1. Pagkasunduan ng mga kalahok ang mga taon o panahon na kanilang babalikan; siguraduhin na may
taong pamilyar sa pinakaunang taon na itatakda. (Halimbawa: mula sa taong 1950 hanggang sa
kasalukuyan).

Maaaring gumamit ng manila paper o kaya’y malinis na papel sa pagsasagawa nito

2. Sa bawat taon, isulat ang mahahalagang pangyayari sa komunidad o maaaring mas ispesipiko
depende sa kailangang datos.

(Halimbawa: Kung ang pinag-uusapan ay tungkol sa mga kalamidad, magbabalik-tanaw sa mga

dumaang kalamidad sa komunidad sa mga nakaraang taon odekada)

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
HISTORICAL TIMELINE

Sample

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
HISTORICAL TIMELINE

Disaster
Historical
Timeline

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
Disaster Historical Timeline

Changing Mindsets. Influencing Behavior.

Changing Mindsets. Influencing Behavior.
Participatory Situational Analysis Tools
CLIMATE AND DISASTER RISK ASSESSMENT (CDRA)

Note: Maaaring nagawa na ito ng mga barangay o ng mga munisipyo o syudad ayon sa mandato ng
R.A.10121 kaya ang mga iyon na ang gagamiting datos o impormasyon.

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
CLIMATE AND DISASTER RISK ASSESSMENT (CDRA)

▪ Pagtukoy at pagsusuri sa iba’t ibang sector sa

komunidad na naapektuhan o maaring mapektuhan
ng mga bantang-panganib (hazards) kasama na ang
mga panganib na dala ng pagbabago ng klima

▪ Pagsasalarawan at pagmamapa kung saan at anu-

ano ang mga posibleng “impact” o epekto ng mga
bantang panganib sa isang lugar, anu-anong mga
isyu ang kinakaharap at posibleng harapin ng
barangay dahil sa mga posibleng sakuna na
maaring maranasan ng barangay o isang lugar

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
CLIMATE AND DISASTER RISK ASSESSMENT (CDRA)

▪ Pagtutukoy at pagmamapa ng “Decision

Areas” o priority areas sa barangay na
maaaring maapektuhan ng matindi ng
mga bantang-panganib o pagbabago ng
klima. Kasama na dito ang mga natural
na rekurso at mahahalagang lugar sa
barangay o komunidad;

▪ Pagtutukoy ng mga pangunahing isyu o

suliranin at mga hamon sa barangay
hinggil sa pagbabago ng klima at
pangangasiwa ng DRR

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
CLIMATE AND DISASTER RISK ASSESSMENT (CDRA)

Hazard Inventory and Ranking

CDRA
Tools
Community Risk Mapping

Impact Chain Diagram/Analysis

Exposure & Sensitivity Analysis

Critical Areas/Decision Areas Mapping

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
(CDRA)- IMPACT CHAIN ANALYSIS
Impact chain analysis is based on climate projections (the Philippines has official data on
this).

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
(CDRA)- IMPACT CHAIN ANALYSIS

The Barangay may also use proxy indicators based on their experiences and observations
on climate-related events/extreme events (extreme/prolonged rainy seasons,
extreme/prolonged drought, coastal inundation, coral bleaching, other climate-related
observed changes)

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
(CDRA)- IMPACT CHAIN ANALYSIS
Climate Change Impact sa Bawat Sektor

Pagtaas ng insidente ng mga epidemics tulad ng

Kalusugan/Health vector-borne diseases (dengue, etc), water-borne
diseases (diarrhea, cholera)

Pagkasira ng mga environmental health services

at mga imprastraktura (water supply, public
sanitation)

Pagtaas/Pagdami ng mga kaso ng heat stress,

respiratory illnesses, skin cancer, at iba pang
sakit na konektado sa sobrang pag-init o sobrang
ulan o sobrang lamig

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
(CDRA)- IMPACT CHAIN ANALYSIS
Climate Change Impact sa Bawat Sektor

Freshwater

Mataas na
temperatura = mataas
na pangangailangan Pagkatuyo ng
KASALUKUYANG sa irrigation ng mga
GAMIT mga freshwater
palayan dahil sa mas
80% - agrikultura mataas na
sources
16% - industriya evaporation rate
4% - gamit sa mga
kabahayan

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
(CDRA)- IMPACT CHAIN ANALYSIS
Climate Change Impact sa Bawat Sektor

Biodiversity
(Saribuhay)
Mababago ang
distribution pattern Vegetation
Mapapabilis ang ng mga species sa zones may
pagkawala ng ibang ating kapaligiran
uri ng mga hayop o lalo na yung mga move to higher
specie na magdudulot nakadepende sa uri latitudes or
ng paghina o ng klima ng mga altitudes
pagbawas sa lugar
katatagan ng mga
ekosistema

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
(CDRA)- IMPACT CHAIN ANALYSIS
Mga Pangunahing Impact sa Pagbabago ng Klima

Reduction of rainfall can lead to:

▶ Water stress, drought
▶ Decreased crop yields
▶ Reduced stream flow and water quality
▶ Risk to Hydro-power efficiency

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
(CDRA)- IMPACT CHAIN ANALYSIS
Mga Pangunahing Impact sa Pagbabago ng Klima

▶ Mas malalakas na mga bagyo na maglalagay sa peligro

sa mga tao, mga kabuhayan, mga imprastruktura
▶ Pagkagambala ng mga komunikasyon at transportasyon

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
(CDRA)- IMPACT CHAIN ANALYSIS
Halimbawa

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
(CDRA)- IMPACT CHAIN ANALYSIS
Summary Table of Climate Change Effects and Impacts Per Sector
ECONOMIC
Climate Events Primary Impact Secondary Impact
Increasing Temperature

Increased Rainfall

Sea Level Rise

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
(CDRA)- IMPACT CHAIN ANALYSIS

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
VENN DIAGRAM

Layunin

• Upang malaman ang iba’t ibang mga grupo o indibdiwal na

pinapahalagahan ng mga tao sa komunidad at malaman din ang
kalakasan at kakulangan ng kanilang ugnayan rito.

• Upang malaman ang iba’t ibang serbisyo, tulong o suporta na

nakapagdulot ng pinakamataas na epekto sa pangkalahatang tao
sa komunidad.

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
VENN DIAGRAM
Venn Diagram

Ito ay isang pamamaraan na maglalahad ng mga biswal na

pagsasalarawan ng iba’t ibang institusyon, indibidwal, sektor o
grupo na nakaimpluwensya o nakaapekto sa komunidad. Ang iba’t
ibang sukat ng bilog at ang layo nito sa gitna ang ginagamit na
sukatan upang malaman kung gaano kalakas o kataas ang epekto
ng mga serbisyo o tulong ng iba’t ibang mga institusyon o
indibidwal sa komunidad.

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
VENN DIAGRAM

Kailangang Gamit

Manila paper (pagdidikitan ng mga bilog)

Colored paper (hugis bilog, iba’t ibang sukat)

Pentel Pen/Color Pen

Glue

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
VENN DIAGRAM

Steps

1. Magkaroon ng paunang diskusyon tungkol sa

iba’t ibang institusyon/organisasyon na
mayroon sa komunidad/barangay

2. Maghanda ng mga bilog na iba-iba ang laki at

kulay. Gumuhit ng isang malaking bilog sa
manila paper na magsisilbing representasyon
ng komunidad.

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
VENN DIAGRAM

Steps
3. Tanungin ang mga kalahok kung alin sa mga ito ang may pinakamalaking naitulong at kung
alin ang nagkaroon ng epekto sa komunidad. Isulat ito sa pinakamalaking bilog. Gawin din
ito sa iba pang mga institusyon at ilagay sa naangkop na laki ng bilog.

Tip: Ang laki ng bilog ay ngangahulugan kung gaano karamdam ng barangay ang tulong na
hatid ng ahensya, institusyon o indibidwal.

1” small 4” extra large

2” medium
3” large

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
VENN DIAGRAM

Steps
4. Alamin sa mga kalahok kung alin sa institusyon, grupo o indibidwal ang nagkaroon ng
pinakamalaking impluwensya o pinakamalapit sa mga tao sa komunidad.

Ilagay ito malapit sa bilog na representasyon ng komunidad; tanda ito ng pagiging malapit o
pinapahalagahan sa komunidad. Ang mga bilog na malapit sa komunidad ay nangangahulugan na
ito ay mahalaga sa mga tao sa komunidad dahil nakapagdala ito ng pinakamalaking epekto o
pagbabago sa buhay ng tao o kaya ito ay isa sa pinakakailangan na serbisyo.

Ilagay ang lahat ng bilog sa loob o sa labas ng komunidad ayon sa napagkasunduan ng mga
kalahok. Ang mga bilog na nakalagay malayo sa bilog ng komunidad ay nangangahulugan na ito
ay may maliit na epekto lamang sa buhay ng mga tao sa komunidad.

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
VENN DIAGRAM

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools

INCOME-EXPENDITURE TREE

Aids in

▪ Analyzing the financial movement of the barangay or

households

▪ It shows the income and spending patterns

▪ Can be used to strategize income generation and spending

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
INCOME-EXPENDITURE TREE

Income Expenditure Tree (Barangay or Households)

Expenditures

Note:
Mas maganda kung
gumawa ng Income
and Expenditure Tree
para sa mga lalaki at
Sources of Income para sa mga babae

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
INCOME-EXPENDITURE TREE

Sample
Income
Expenditures
Expenditure
Tree

Sources of Income

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
INCOME-EXPENDITURE TREE

Sample
Income
Expenditure
Expenditures
Tree

Sources of Income

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
GENDER ROLES SA KOMUNIDAD

Gender Roles Matrix

Activities Undertaken Activities Undertaken
by Men by Women
Productive Reproductive Productive Reproductive

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
GENDER ROLES SA KOMUNIDAD

Gender
Roles Matrix

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
GENDER AND ENVIRONMENTAL HISTORICAL TRANSECT

Reflects the past and present situation with the corresponding reason why it happened:
▪ Environment – stating the past and present situation of the environment in the
community
▪ Gender – reflects the past and present situation/ practices for both men and
women in the community
▪ Peace and Unity – reflects the past and present situation involving peace and
unity in the family
▪ Poverty –covers the poverty conditions in the community

Generates information significant in identifying issues, concerns, and possible solutions

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
GENDER AND ENVIRONMENTAL HISTORICAL TRANSECT

Sector Before Now Reason

Environment

Gender Roles

Peace and
Order

Poverty

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
GENDER AND ENVIRONMENTAL HISTORICAL TRANSECT

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
SEASONALITY CALENDAR

Ito ay isinasagawa upang malaman ang panahon o pattern ng ilang mga

aspeto o gawain na maaaring makaapekto sa mga tao at mga hanapbuhay sa
komunidad.

Halimbawa nito ay ang pag-alam kung anong mga buwan madalas ang pag-
ulan, kung anu-anong uri ng mga isda ang maaaring mahuli sa bawat buwan,
anong mga pananim ang maaaring itanim sa bawat buwan;

Inilalagay din pati ang seasonality ng mga sakit lalo na sa mga bata

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
SEASONALITY CALENDAR

Mga kailangang gamit:

• Manila paper
• Colored pens
• Colored paper
• Pentel pens
• Ruler

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
SEASONALITY CALENDAR
Step 1
Maghanda ng isang matrix kung saan nakasulat ang bawat
buwan o panahon.
J F M A M J J A S O N D

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
SEASONALITY CALENDAR
Step 1

Ang mga aspeto o usapin na maaaring isama

o gawaan ng seasonality calendar ay mga
sumusunod:
a) Weather
b) Livelihoods
c) Health
d) Festivities and celebrations
e) Mga sakit lalo na ng mga bata o matatanda
f) Expenses (Gastos)

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
SEASONALITY CALENDAR
Step 2
Pag-usapan at ilista ang lahat ng aspeto o usapin na may malaking
importansya sa barangay na gagawan ng Seasonality Calendar

a. Livelihod

Farming
Fishing
Handicrafts
Wood Crafts
Metal Crafts
Pond Management
Vending
Poultry
Livestock
Changing Mindsets. Influencing Behavior.
Participatory Situational Analysis Tools
SEASONALITY CALENDAR
Step 2
Pag-usapan at ilista ang lahat ng aspeto o usapin na may malaking
importansya sa barangay na gagawan ng Seasonality Calendar

b. Health Concerns

Sore eyes, fever season,

flu and cold, mumps, skin
diseases, asthma, tigdas,
dengue etc

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
SEASONALITY CALENDAR
Step 2
Pag-usapan at ilista ang lahat ng aspeto o usapin na may malaking
importansya sa barangay na gagawan ng Seasonality Calendar

c. Weather

Weather: extreme cold,

extreme heat, good and
bad weather condition
patterns

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
SEASONALITY CALENDAR
Step 2
Pag-usapan at ilista ang lahat ng aspeto o usapin na may malaking
importansya sa barangay na gagawan ng Seasonality Calendar

d. Mga Selebrasyon

mga fiesta/festivals, mga

okasyon para sa mga bata,
religious activities,
graduations and
community celebrations

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
SEASONALITY CALENDAR
Step 3
Mula sa lista ng aspeto o usapin na napiling gawaan ng seasonality calendar,
pag-usapan kung anong buwan ang:

Livelihoods: anihan o harvest season or peak season at lean season.

Health Concerns: anong mga buwan ang mataas ang cases o incidente ng
mga sakit lalo na sa mga bata, mga matatanda at iba pang bulnerableng mga
tao sa komunidad

Weather: maaring gumamit ng mga drawing dito na nagsisimbolo ng

panahon.

Festivals: anong mga buwan ang may mga okasyon o madaming activity sa
barangay. Ilista sa bawat buwan ang mga pagdiriwang sa barangay.
Changing Mindsets. Influencing Behavior.
Participatory Situational Analysis Tools
SEASONALITY CALENDAR

Changing Mindsets. Influencing Behavior.

Participatory Situational Analysis Tools
SEASONALITY CALENDAR

Changing Mindsets. Influencing Behavior.

PROBLEM
IDENTIFICATION:
SUMMARY OF FINDINGS

Changing Mindsets. Influencing Behavior.

 PROBLEM
PRIORITIZATION CAUSE AND EFFECT
(What are the ANALYSIS
PROBLEM central problems?) (SECTORAL)
IDENTIFICATION (Finding root causes
(Initial assessment of of the problems and
problems and Summary of
their effects)
institutional Findings/ Issues
environment) & Possible
Actions

SETTING GOALS AND

OBJECTIVES VISIONING
(SECTORAL) WHERE DO WE WANT TO
Potential solutions to address the BE?
issue, maximize opportunities,
INTERVENTIONS and fulfill aspirations Community Dreams &
DETAILED PROGRAM, PROJECT, Aspirations – After knowing
ACTIVITIES their situation
IMPLEMENTATION
PLAN WITH BUDGET

Changing Mindsets. Influencing Behavior.

PROBLEM IDENTIFICATION

➔ Muling balikan ang nagawang updated

Barangay Profile o Databases at yung
resulta ng mga PSA workshops gamit yung
mga PSA tools

➔ I-summarize ang mga findings o

observations, mga issues o concerns na
lumabas sa mga workshops ng bawat
sektor (social, economic, infrastructure,
environment, institutional) at mga
mungkahing solusyon kung mayroon na

Changing Mindsets. Influencing Behavior.

PROBLEM IDENTIFICATION

Changing Mindsets. Influencing Behavior.

PROBLEM IDENTIFICATION

Summary of Findings , Issues and Possible Actions

Mga Kaugnay na Isyu/

Mga Obserbasyon at Findings
Usapin o Problema (Issues Posibleng Solusyon
(Sectoral)
and Concerns)
SOCIAL SECTOR

NOTE:
Kapag naisulat na lahat ng lumabas na mga issues, susuriin natin ito kung magkakaugnay ba ito o may
mga issues na epekto ng mas malaki o seryosong issue

Changing Mindsets. Influencing Behavior.

PROBLEM IDENTIFICATION

Changing Mindsets. Influencing Behavior.

PROBLEM IDENTIFICATION

Kung napakarami ng issues

and concerns na lumalabas at
kailangan mag-prioritize ng
mga central o core issues,
maaring gumamit ng
participatory ranking and
prioritization techniques/
methods

Changing Mindsets. Influencing Behavior.

RANKING AND
PRIORITIZATION OF
COMMUNITY ISSUES
AND PROBLEMS

Changing Mindsets. Influencing Behavior.

 PROBLEM
PRIORITIZATION CAUSE AND EFFECT
(What are the ANALYSIS
PROBLEM central problems?) (SECTORAL)
IDENTIFICATION (Finding root causes
(Initial assessment of of the problems and
problems and Summary of
their effects)
institutional Findings/ Issues
environment) & Possible
Actions

SETTING GOALS AND

OBJECTIVES VISIONING
(SECTORAL) WHERE DO WE WANT TO
Potential solutions to address the BE?
issue, maximize opportunities,
INTERVENTIONS and fulfill aspirations Community Dreams &
DETAILED PROGRAM, PROJECT, Aspirations – After knowing
ACTIVITIES their situation
IMPLEMENTATION
PLAN WITH BUDGET

Changing Mindsets. Influencing Behavior.

PARTICIPATORY RANKING & PRIORITIZATION

▪ Sama-samang matukoy ang mga pangunahing usapin o problema sa

barangay na nangangailangan ng kagyat (immediate) na solusyon

▪ Unahin ang mga problema at usapin na kayang bigyang-solusyon ng lokal

na pamahalaan

Changing Mindsets. Influencing Behavior.

PARTICIPATORY RANKING & PRIORITIZATION

Bakit kailangang mag-prioritize?

Changing Mindsets. Influencing Behavior.

PARTICIPATORY RANKING & PRIORITIZATION

MGA CRITERIA NA MAAARING GAMITIN SA RANKING

Changing Mindsets. Influencing Behavior.

PARTICIPATORY RANKING & PRIORITIZATION

Changing Mindsets. Influencing Behavior.

 Pagsusuri sa mga
Isyu at Problema
Situational Analysis

Changing Mindsets. Influencing Behavior.

 PROBLEM
PRIORITIZATION CAUSE AND EFFECT
(What are the ANALYSIS
PROBLEM central problems?) (SECTORAL)
IDENTIFICATION (Finding root causes
(Initial assessment of of the problems and
problems and Summary of
their effects)
institutional Findings/ Issues
environment) & Possible
Actions

SETTING GOALS AND

OBJECTIVES VISIONING
(SECTORAL) WHERE DO WE WANT TO
Potential solutions to address the BE?
issue, maximize opportunities,
INTERVENTIONS and fulfill aspirations Community Dreams &
DETAILED PROGRAM, PROJECT, Aspirations – After knowing
ACTIVITIES their situation
IMPLEMENTATION
PLAN WITH BUDGET

Changing Mindsets. Influencing Behavior.

PARTICIPATORY SITUATIONAL ANALYSIS

PROBLEM TREE ANALYSIS

✔ A problem tree is a visualization of the

problems in form of a diagram. This is to
help analyze and clarify cause-effect
relationships through visuals.

✔ It is an open brainstorming with community

stakeholders.

Changing Mindsets. Influencing Behavior.

PARTICIPATORY SITUATIONAL ANALYSIS

PROBLEM TREE ANALYSIS

✔ Mula sa napagkasunduang priority issues
ng barangay, gumawa ng Problem Tree
Analysis nito

✔ Pag-usapan kung ano ang ugat o dahilan ng

mga problemang ito at isulat sa ugat ng
puno

✔ Pag-usapan naman ang mga mga epekto o

implikasyon ng mga problemang ito at
Credit: Thakur, Sidharth [Link]
isulat sa mga dahon ng puno planning

Changing Mindsets. Influencing Behavior.

PARTICIPATORY SITUATIONAL ANALYSIS

PROBLEM TREE ANALYSIS

Credit: Thakur, Sidharth

[Link]
-planning
A sketch of a tree) can be used.
Problem is written on the tree trunk,
the causes along the roots and the
consequences along the branches.

Changing Mindsets. Influencing Behavior.

PARTICIPATORY SITUATIONAL ANALYSIS

SAMPLE PROBLEM TREE ANALYSIS

Hypothetical
problem tree for a
typical urban
community with
poor sanitary
conditions. For the
sake of clarity this
representation has
a limited level of
detail. Not all
potential causes
and effects are
shown. Source:
UN-Habitat

Changing Mindsets. Influencing Behavior.

PARTICIPATORY SITUATIONAL ANALYSIS

Changing Mindsets. Influencing Behavior.

 WORKSHOP:
SITUATION ANALYSIS
Situational Analysis

Changing Mindsets. Influencing Behavior.

Workshop: Situation Analysis
PROBLEM TREE ANALYSIS
MECHANICS
• Balikan ang mga issues/problems/challenges na resulta ng inyong naunang pag-alam ng issues at
nakalap na datos (Grouped by Sector - Social, Environmental, Economic, Infrastructure &
Institutional);

• Magkaroon ng open brainstorming session tungkol sa mga hinaharap na problema ng LGU. Isulat
LAHAT ng mga isyu/ problema/ pagsubok na napag-usapan sa mga metacard/ post-its--isang ideya
lamang kada metacard. Ang problema ay isang hinaharap na negatibong sitwasyon, hindi ito kawalan
ng solusyon. Magandang lahat ng mga kasama sa diskusyon ay magbigay opinyon tungkol sa
problema.

• Matapos ilatag lahat ng mga problema, pag-usapan at pagsang-ayunan kung alin ang magiging CORE
PROBLEM. Ito ay isusulat sa gitna ng easel paper (puno ng kahoy/ tree trunk). Ito ang pagmumulan ng
mga susunod na diskusyon at dapat maglarawan ng isyu na importante para sa lahat.

Changing Mindsets. Influencing Behavior.

Workshop: Situation Analysis
PROBLEM TREE ANALYSIS
MECHANICS

• Pagkatapos, tanungin naman “Ano ang dahilan kung bakit (CORE PROBLEM)?” Balikan ang iba pang
mga isyung nailista noong brainstorming session at tingnan kung anu-anong ibang isyu ang maaaring
sanhi ng CORE PROBLEM. Ilagay ang mga nakasulat (metacards) na ito sa ibabang bahagi ng easel
paper--ito ang magiging ugat ng puno.

• Sa kasunod na hakbang, balikan ang iba pang mga isyung lumitaw mula sa naunang diskusyon.
Tanungin, “Ano ang mga posibleng kahinatnan/ bunga ng (CORE PROBLEM)?” Ilagay ang mga
nakasulat na isyu (metacards) na ito sa itaas na bahagi ng easel paper-- ito ang magiging sanga ng puno.

Timeline: 30 mins. use the brainstorming technique where all

ideas are welcome - no wrong ideas

Changing Mindsets. Influencing Behavior.

 Session 3: Overview of Barangay Development Planning (BDP) and
CapDev Agenda Formulation

BDP Step 4:

FORMULATING OR
REVISITING THE
BARANGAY VISION

Changing Mindsets. Influencing Behavior.

BDP Step 4:
Formulating or Revisiting the Barangay Vision

STEP 10 STEP 1

Adoption & Organizing STEP 2

Approval of the the BPT &
STEP 9 Updating the
BDP BDC-TWG
Barangay
Writing and Databases/
Packaging the Profile
BDP

STEP 3

STEP 8 Participatory
PARTICIPATORY BDP Situational
Analysis
Crafting the
M&E Plan PROCESS

STEP 4
STEP 7
Investment
Formulating or
Programming STEP 6 STEP 5 Revisiting the
Determining Goal & Barangay Vision
the PPAs & Objective
CapDev Setting
Agenda

Changing Mindsets. Influencing Behavior.

 PROBLEM
PRIORITIZATION CAUSE AND EFFECT
(What are the ANALYSIS
PROBLEM central problems?) (SECTORAL)
IDENTIFICATION (Finding root causes
(Initial assessment of of the problems and
problems and Summary of
their effects)
institutional Findings/ Issues
environment) & Possible
Actions

SETTING GOALS AND

OBJECTIVES VISIONING
(SECTORAL) WHERE DO WE WANT TO
Potential solutions to address the BE?
issue, maximize opportunities,
INTERVENTIONS and fulfill aspirations Community Dreams &
DETAILED PROGRAM, PROJECT, Aspirations – After knowing
ACTIVITIES their situation
IMPLEMENTATION
PLAN WITH BUDGET

Changing Mindsets. Influencing Behavior.

Ano ang Barangay Vision?

Ito ay ang pangarap ng barangay.

Ito ay pagsasalarawan ng nais ninyong sitwasyon ng

Barangay sa hinaharap, batay sa pinagkaisang mga
pagpapahalaga (values) ng komunidad.

Maiiksing pangungusap na nagpapahayag ng inyong

mga naisin sa hinaharap.

Ang inyong pangarap (vision) ang magsisilbing

gabay para sa pagbubuo ng mga programa o mga
proyekto at istratehiya sa Barangay

Changing Mindsets. Influencing Behavior.

Ano ang katangian ng magandang vision?

✔ Nauunawaan at ibinabahagi ng mga tao sa

komunidad o barangay

✔ Malawak ang pananaw na isinasaalang-alang

ang iba’t ibang perspektiba sa komunidad o
barangay

✔ Nagpapahayag ng kontribusyon o ambag ng

Barangay sa pag-unlad ng buong
bayan/munisipyo kung saan sya napapaloob

Changing Mindsets. Influencing Behavior.

Ano ang katangian ng magandang vision?

✔ Long-Term. It covers a fairly long-time horizon.

✔ Inspiring. It should encourage commitment and inspire

enthusiasm. It should be powerful and compelling so that the
people concerned can relate to it and work hard to achieve it. It
should be a driving force even at trying times. It should capture
the imagination, engage the spirit and inspire performance.

✔ Easily Understood. It should be well articulated using simple

language.

✔ Shared.

Changing Mindsets. Influencing Behavior.

What are the components of a good vision?

A good LGU vision should have the following two components to reflect its dual function as
a political subdivision of the National Government and as a corporate entity:

“Outward-looking” component – the desired role of the LGU or the best contribution it
can make to the development of the nation;

“inward-looking” component - defines the desired conditions of the following:

✔ Local population (social sector)
✔ Local economy (economic sector)
✔ Natural environment (environment sector)
✔ Built form (infrastructure sector)
✔ Local leadership/ governance (institutional sector)

Changing Mindsets. Influencing Behavior.

What are the components of a good vision?

“Outward-looking” Vision
• What role would you like your barangay to perform in relation to the
outside world (i.e. the municipality, the province, the region and/or
the country in general?)

• What is the unique characteristic of your barangay that will enable it

to perform an exclusive or distinct role in the municipality, province or
region?

Changing Mindsets. Influencing Behavior.

What are the components of a good vision?

“Inward-looking” Vision
• What do you want your people to be? (Social)

• What do you desire to be the state of your local economy? (Economic)

• What do you dream to be the condition of your barangay’s-built

environment? (Infrastructure)

• What do you want your natural environment to be? (Environmental)

• What do you desire from your local government? (Institutional)

Changing Mindsets. Influencing Behavior.
Example of a City Vision

CITY OF NAVOTAS

“Navotas as a world-class fishing and industrial eco-port with

a God-fearing, family-oriented, disciplined, resilient and
empowered citizenry, living in an ordered, green, and
aesthetically pleasing urban setting, supported by adequate,
responsive, efficient, progressive infrastracture, sheltered by
an ecologically balance, sustainable, safe environment,
strengthened by a financially self-sufficient, economically
viable, dynamic local economy administered by a responsive,
committed and strong leadership and governance.”

Changing Mindsets. Influencing Behavior.

Linking Barangay Vision with the Municipal Vision

MUNICIPAL VISION OF BARANGAY VISION

ALANGALANG Barangay Divisoria, Alangalang, Leyte

“We envisioned our barangay as a progressive,

“THE PREMIER, peaceful, energized, ecologically balanced,
AGRO-INDUSTRIALIZED, culturally enriched community, managed by
PEOPLE-CENTERED religious, educated, learned, healthy, self-
MUNICIPACILITY BY 2030.” reliant, and cooperative citizens living in a
politically, socially, ecologically, and spiritually
developed environment.”

Changing Mindsets. Influencing Behavior.

PAGBUBUO NG BARANGAY MISSION STATEMENT

Ano ang Barangay Mission Statement?

A mission statement provides meaning and
motivation. It can help people to see how their work
contributes to the vision.

The mission statement is also referred to as the

purpose statement.

It describes the general thrust of the barangay. It

provides a clear view of what the barangay is trying to
accomplish for its people and how it can attain its
purpose.

Changing Mindsets. Influencing Behavior.

PAGBUBUO NG BARANGAY MISSION STATEMENT

SAMPLE Barangay Mission Statement

Brgy. Divisoria, Alangalang, Leyte

“We are willfully committed to serve patiently, resourceful and

work transparently with the active participation and support of
responsive, loyal, citizenry of Barangay Divisoria in coordination
and partnership, with government agencies of all sectors in the
effective implementation of development programs and projects.”

Changing Mindsets. Influencing Behavior.

Workshop: REVISITING THE BARANGAY VISION

Municipal Vision Role of Barangay Vision of Barangay

Gabay na Tanong: Gabay na Tanong:

Ano ang gagampanan o ambag

ng Barangay sa pagkamit ng Sa pagsasaalang-alang ng role ng inyong
vision ng buong bayan? Barangay sa pagkamit ng vision ng bayan,
ano ngayon ang nais ninyong maabot sa
Ito ba ipinapahayag o klaro na sa hinaharap? Ano ang pangarap ninyo
kasalukuyang vision ng inyong sainyong barangay
Barangay?
Maaari din ninyo ito iguhit o i-drawing bilang
isang larawan ng inyong pangarap para sa
Barangay

Time allotted: 30 mins

Changing Mindsets. Influencing Behavior.

 Session 3: Overview of Barangay Development Planning (BDP) and
CapDev Agenda Formulation

BDP Step 5:

GOALS AND
OBJECTIVE SETTING

Changing Mindsets. Influencing Behavior.

BDP Step 5:
Goals and Objective Setting

STEP 10 STEP 1

Adoption & Organizing STEP 2

Approval of the the BPT &
STEP 9 Updating the
BDP BDC-TWG
Barangay
Writing and Databases/
Packaging the Profile
BDP

STEP 3

STEP 8 Participatory
PARTICIPATORY BDP Situational
Analysis
Crafting the
M&E Plan PROCESS

STEP 4
STEP 7
Formulating or
Investment
STEP 6 STEP 5 Revisiting the
Programming Barangay
Determining Vision
the PPAs & Goal &
CapDev Objective
Agenda
Setting

Changing Mindsets. Influencing Behavior.

 PROBLEM
PRIORITIZATION CAUSE AND EFFECT
(What are the ANALYSIS
PROBLEM central problems?) (SECTORAL)
IDENTIFICATION (Finding root causes
(Initial assessment of of the problems and
problems and Summary of
their effects)
institutional Findings/ Issues
environment) & Possible
Actions

SETTING GOALS AND

OBJECTIVES VISIONING
(SECTORAL) WHERE DO WE WANT TO
Potential solutions to address the BE?
issue, maximize opportunities,
INTERVENTIONS and fulfill aspirations Community Dreams &
DETAILED PROGRAM, PROJECT, Aspirations – After knowing
ACTIVITIES their situation
IMPLEMENTATION
PLAN WITH BUDGET

Changing Mindsets. Influencing Behavior.

Goals and Objective Setting

• Balikan natin ang ating problem

tree

• Suriin natin kung paano ito

lulutasin o tatapatan ng goal
(sectoral goals) at mga
objectives

Changing Mindsets. Influencing Behavior.

Goals and Objective Setting
SAMPLE PROBLEM AND OBJECTIVE TREE

Changing Mindsets. Influencing Behavior.

Goals and Objective Setting
SAMPLE PROBLEM AND OBJECTIVE TREE

PROBLEM TREE OBJECTIVE TREE

Changing Mindsets. Influencing Behavior.

What are Goals?

✔ It addresses or responds to a general

problem of a locality or a community.

✔ is broad and multi-sectoral in nature, it

covers more than one sector (social,
economic, infrastructure, environment
and institutional).

Changing Mindsets. Influencing Behavior.

 ECONOMIC SECTOR
ENDS
EFFECTS

SAMPLE Economic
Sector Goal
Statement:

Enhance the
CORE PROBLEM CORE OBJECTIVE production of
alternative fuel
for cooking by
60% in 2024

CAUSES Changing Mindsets. Influencing Behavior.

MEANS
What are Goals?
Sample Goal Statement

Economic Sector

“ To alleviate
poverty through the development of Eco-tourism
and sustainable agro-fishery livelihoods and equitable use
and management of natural resources.”

“To increase crop production of farmers through the

purchase and distribution of certified seeds.”
([Link], San Juan, Ilocos Sur)

Changing Mindsets. Influencing Behavior.

What are Goals?
Sample Goal Statement

Social Sector

“To improve the delivery of basic services in the barangay

including its facilities.”

“To promote capacity-building among the youth, such as

personality development, livelihood trainings, natural
resources protection and other trainings.”
(Brgy. Cupang North, Balanga City, Bataan)

Changing Mindsets. Influencing Behavior.

What are Goals?
Sample Goal Statement

Institutional Sector

“To improve barangay governance and provide best services with

respect and honesty to our constituents.”
(Brgy. Cupang North, Balanga City, Bataan)

“To expand the membership of the different Barangay-Based

Councils which are mandated by law and actively involve in
planning and implementation of the Barangay Development Plan.”
([Link], Virac, Catanduanes)

Changing Mindsets. Influencing Behavior.

What are Goals?
Sample Goal Statement

Environment Sector

“To improve land use and environmental management.”

(Brgy. Julio Ouano, Alegria, Surigao del Norte)

“To intensify the implementation of solid waste management

program.”
([Link], Virac, Catanduanes)

Changing Mindsets. Influencing Behavior.

LAYUNIN (OBJECTIVE)
Mga pamamaraan kung papaano maaabot ang
mithiin (goal) ng barangay

✔ Ang layunin ay kailangang SMART (specific, measurable, attainable,

realistic and time-bounded)

✔ Payak (specific) at nasusukat na mga targets sa loob ng 3 or 5 taon

✔ Ang layunin ay dapat sumasagot sa katanungang “bakit ito ang mga

gagawin”

Changing Mindsets. Influencing Behavior.

LAYUNIN (OBJECTIVE)

✔ Ang pagbabalangkas ng layunin ay nakabatay sa masusing

pagsusuri ng kalagayan ng komunidad, kapasidad ng komunidad
at mga pangangailangan.

✔ Nagsisilbi itong batayan sa pagsasagawa ng mga proyekto o

programa sa barangay.

Changing Mindsets. Influencing Behavior.

Kahalagahan ng Malinaw na mga Layunin

✔ Nagbibigay gabay o direksyon sa gustong maabot ng barangay

✔ Magiging gabay sa mga pagdedesisyon ng barangay
✔ Naghihimok ng mga pagtutulungan
✔ Nalilinaw ang mga priorities
✔ Nababawasan ang mga pag-aalinlangan (uncertainties)
✔ Maiiwasan o mababawasan ang mga di-pagkakaintindihan
✔ Napagpaplanuhan ng tama ang paggamit ng mga rekurso
✔ Magagamit sa ebalwasyon makalipas ang ilang taon o mga buwan

Changing Mindsets. Influencing Behavior.

Sample Goals and Objectives
Sector Goals Objectives
Social Improve the delivery of basic services To provide and enhance the health
facilities and other barangay facilities

Economic Improve crop production of farmers in the To purchase and distribute certified seeds
barangay to the farmers

Infrastructure To improve barangay infrastructures to To repair canals, rehabilitate brgy roads

reduce risks to disasters and construct pathways

Environmental To improve environment protection and To intensify the implementation of solid

management waste management

Institutional/ To improve barangay governance and To provide trainings for the barangay
Governance provide best services with respect and officials and volunteers on good
honesty to our constituents governance

Changing Mindsets. Influencing Behavior.

Workshop:
Goals and Objective Setting

Changing Mindsets. Influencing Behavior.

Workshop: Goals and Objective Setting

• Balikan natin ang ating problem tree ng bawat sektor

a) Social Sector and the people
b) Economic Sector
c) Environment Sector
d) Infrastructure Sector and;
e) Institutional Sector

• Suriin natin kung paano ito lulutasin o tatapatan ng goal (sectoral

goals) at mga objectives

Time Allotment: 30 mins

Changing Mindsets. Influencing Behavior.
 Session 2: Overview of Barangay Development Planning (BDP) and
CapDev Agenda Formulation

BDP Step 6:
DETERMINING
PROGRAMS, PROJECTS,
ACTIVITIES, AND CAPDEV
AGENDA

Changing Mindsets. Influencing Behavior.

BDP Step 6:
Determining Programs, Projects, Activities,
and Capdev Agenda
STEP 10 STEP 1

Adoption & Organizing STEP 2

Approval of the the BPT &
STEP 9 Updating the
BDP BDC-TWG
Barangay
Writing and Databases/
Packaging the Profile
BDP

STEP 3

STEP 8 Participatory
PARTICIPATORY BDP Situational
Analysis
Crafting the
M&E Plan PROCESS

STEP 4
STEP 7
Formulating or
Investment STEP 6 Revisiting the
STEP 5
Programming Barangay
Determining Goal & Vision

the PPAs & Objective

Setting
CapDev
Agenda
Changing Mindsets. Influencing Behavior.
 PROBLEM
PRIORITIZATION CAUSE AND EFFECT
(What are the ANALYSIS
PROBLEM central problems?) (SECTORAL)
IDENTIFICATION (Finding root causes
(Initial assessment of of the problems and
problems and Summary of
their effects)
institutional Findings/ Issues
environment) & Possible
Actions

SETTING GOALS AND

OBJECTIVES VISIONING
(SECTORAL) WHERE DO WE WANT TO
Potential solutions to address the BE?
issue, maximize opportunities,
INTERVENTIONS and fulfill aspirations Community Dreams &
DETAILED PROGRAM, PROJECT, Aspirations – After knowing
ACTIVITIES their situation
IMPLEMENTATION
PLAN WITH BUDGET

Changing Mindsets. Influencing Behavior.

PROGRAMS, PROJECTS AND ACTIVITIES

▪ generally called “interventions” or “structuring solutions”

▪ to put into action the goals and objectives

▪ also include policy recommendations, legislative actions, regulatory reform

or institutional changes necessary to carry out the objectives;

▪ also consider access to resources of both the local, national and private
entities as well as opportunities, or cooperation with other sectors or with
adjoining barangays, if needed;

Changing Mindsets. Influencing Behavior.

PROGRAMS, PROJECTS AND ACTIVITIES

ACTIVITY: a single event and stand-alone action. It is composed of a

set of steps that, when followed, produces a specific output or result.

PROJECT: a set of activities that put into action a chosen program,

these activities are usually grouped together under different components.
A project can have many outputs. It has a definite start date and end
date.

PROGRAM: composed of several related projects and activities.

Unlike projects that have a specified end date, programs often continue
indefinitely. The implementation of different projects under a program is
planned, scheduled, and managed in an integrated way

Changing Mindsets. Influencing Behavior.

Workshop:
DETERMINING
PROGRAMS, PROJECTS,
AND ACTIVITIES

Changing Mindsets. Influencing Behavior.

Workshop:
Determining Programs, Projects, and Activities
MECHANICS:

• Look into the objective tree/s from the previous workshop. Some metacards or
objectives may be related and need to be clustered for a better organized objective tree.
These clustered objectives may result to coming up with a project instead of just an
activity
• Do a quick brainstorming session. For each objective, list all of the possible actions that
can be done to achieve it. Don’t filter or automatically reject an idea at this stage—the
more ideas, the better.

Changing Mindsets. Influencing Behavior.

 ECONOMIC SECTOR
EXAMPLE
Project 1
PROGRAM 1:
ESTABLISHMENT OF SAFE AND
IMPROVED COOKING Project 2
TECHNOLOGIES
ACTIVITY 1: Support
small business owners by
providing grants
ACTIVITY 2:
ACTIVITY 3:

PROGRAM 2:
CAPACITY BUILDING OF
SMALL BUSINESS OWNERS ON
ALTERNATIVE COOKING
TECHNOLOGIES
ACTIVITY 1: Support small
business owners to
ACTIVITY 2:
ACTIVITY 3:

PROGRAM 3:
NETWORK BUILDING WITH
PARTNERS

ACTIVITY 1: Conduct of
partners forum
ACTIVITY 2:
ACTIVITY 3: Changing Mindsets. Influencing Behavior.
Workshop:
Determining Programs, Projects, and Activities

• Process the action ideas together as a group. Discuss each action idea, then group
together similar or related ideas. Check that the actions are aligned with the goals and
objectives.

• Decide together whether an action is a stand-alone activity, a multicomponent project

implemented within a specific time period, or a multi-project program that will continue
indefinitely

• Briefly describe each PPA. If possible and appropriate, include the PPA’s approximate
location, components, and initial estimates of cost requirement

• Identify the persons or households that will benefit from the proposed PPA

Changing Mindsets. Influencing Behavior.

Workshop:
Determining Programs, Projects, and Activities

Goal: To pursue well-maintained and adequate, resilient coastal defenses.

Objective:
To improve adaptive capacities of men and women in 11 Puroks along coastal areas against flooding by end of 2023

Location and Budgetary Reqt.

Program/Project/Activity Brief description of the project
beneficiaries (estimate)

Changing Mindsets. Influencing Behavior.

Workshop:
Determining Programs, Projects, and Activities

Changing Mindsets. Influencing Behavior.

Prioritization
of PPAs

Changing Mindsets. Influencing Behavior.

Prioritization of PPAs

Kung napakarami ng PPAs na

natukoy at kailangang mag-
prioritize, maaring gumamit muli
ng participatory ranking and
prioritization techniques/methods

Changing Mindsets. Influencing Behavior.

Participatory ranking and prioritization
techniques/methods
DIRECT RANKING
▪ Katulad ng Pairwise Ranking, kailangang pagkasunduan muna ng grupo ang gagamiting
criteria para sa pagpipili ng priority issues. Maaring gamitin ang mga sumusunod na
criteria:
URGENCY: Ang PPA ay kailangan ipatupad agad para sa agarang solusyon ng problema sa barangay.

MAGNITUDE: Maraming mga tao ang makaka benepisyo sa PPA kung ipatupad.

IMPORTANCE: Mahalaga at malaking bagay and PPA na ito sa pag-unlad ng barangay kapag napatupad.

DOABILITY: Maaari itong ipatupad ng mga tao sa barangay at kaya ng budget ng barangay.

DURATION: And PPA ay mapapatupad sa maikling panahon.

Changing Mindsets. Influencing Behavior.

Participatory ranking and prioritization
techniques/methods
DIRECT RANKING

▪ Mag-set ng score na gagamitin sa pag-raranking. Halimbawa, 1 to 5 ang scoring (1 ang

pinaka-mababa; 5 ang pinaka-mataas)

▪ Matapos makapagbigay ng score at makapag-talakay ang mga kalahok sa workshop o

gawaing ito, isuma ang lahat ng score na naibigay sa bawat PPA para makita kung aling
mga PPA ang may matataas na score na nangangahulugang ang mga ito ang priority ng
mga tao.

Changing Mindsets. Influencing Behavior.

Participatory ranking and prioritization
techniques/methods
DIRECT RANKING
Example:

PPAs URGENCY MAGNITUDE IMPORTANCE DOABILITY DURATION TOTAL RANK

1 Contruction of drying facilities 4 5 5 4 4 22 3
2 Training on improving production 4 5 5 5 5 24 1
3 Training on processing and packaging of produce 5 4 4 5 5 23 2
4 Assistance on marketing and distribution 4 4 4 4 4 20 4
5 Training on financial management 4 4 3 4 4 19 5

Changing Mindsets. Influencing Behavior.

Workshop:
PRIORITIZATION OF PPAs

Changing Mindsets. Influencing Behavior.

Workshop:
PRIORITIZATION OF PPAs
MECHANICS (Direct Ranking)
▪ Prepare prioritization template. Write down all the PPAs identified lin the
previous workshop
▪ Agree on the criteria to be used for the scoring and ranking. You may use 3
or more criteria. Write these in the appropriate columns.
▪ Agree on the scoring system (e.g., 1-5, 1 being the lowest and 5 being the
highest).
▪ Discuss and agree on the scores per project per criteria.
▪ Get the total scores.
▪ Rank the PPAs
Changing Mindsets. Influencing Behavior.
What is the best thing
about having a
barangay plan?

In your experience,
what aspects of
planning remain
worthy of
consideration?

Changing Mindsets. Influencing Behavior.

Changing Mindsets. Influencing Behavior.
Changing Mindsets. Influencing Behavior.
 Barangay
Capacity
Development
(CapDev) Agenda

Changing Mindsets. Influencing Behavior.

 Kakayanin ba?
Kamusta naman ang knowledge, skills
and motivation ng mga barangay actors?
Sino naman ang pwedeng lapitan at
makatuwang namin sa pangangailangan
na dagdag na resources?

Changing Mindsets. Influencing Behavior.

Barangay Capacity Development
(CapDev) Agenda

Capacity Development
Process by which individual competencies and
institutional capacities are enhanced
through strategic and integrated interventions
to equip and empower LGUs to fulfill their
accountabilities and produce desired results

Changing Mindsets. Influencing Behavior.

 CAPACITY
Kapasidad
Kakayahan ng LGU na gampanan ang mga
tungkulin at panangutan nito, at makamit ang
hinahangad na resulta (kanilang mga plano at serbisyo)
o pagbabago (komportableng pamumuhay ng bawat
mamayan sa komunidad)

Ability of LGUs to perform functions to fulfill their

accountabilities and produce desired results

Changing Mindsets. Influencing Behavior.

CAPACITY PILLARS

KNOWLEDGE MANAGEMENT ENABLING

STRUCTURE COMPETENCY LEADERSHIP
& LEARNING SYSTEMS POLICIES

Changing Mindsets. Influencing Behavior.

CAPACITY PILLARS

LGU VISION, GOALS & OBJECTIVES

KNOWLEDGE MANAGEMENT ENABLING

STRUCTURE COMPETENCY LEADERSHIP
& LEARNING SYSTEMS POLICIES

STRUCTURE
Presence of appropriate structure with defined authority
and accountability for performing necessary functions

Changing Mindsets. Influencing Behavior.

CAPACITY PILLARS

LGU VISION, GOALS & OBJECTIVES

KNOWLEDGE MANAGEMENT ENABLING

STRUCTURE COMPETENCY LEADERSHIP
& LEARNING SYSTEMS POLICIES

COMPETENCY
Knowledge, skills and attitudes of people who need to perform
their assigned functions in the program

Changing Mindsets. Influencing Behavior.

CAPACITY PILLARS

LGU VISION, GOALS & OBJECTIVES

KNOWLEDGE MANAGEMENT ENABLING

STRUCTURE COMPETENCY LEADERSHIP
& LEARNING SYSTEMS POLICIES

KNOWLEDGE & LEARNING

Mechanisms for generating, analyzing and using data and information
as basis for decision-making and continuous improvement

Changing Mindsets. Influencing Behavior.

CAPACITY PILLARS

LGU VISION, GOALS & OBJECTIVES

KNOWLEDGE MANAGEMENT ENABLING

STRUCTURE COMPETENCY LEADERSHIP
& LEARNING SYSTEMS POLICIES

MANAGEMENT SYSTEMS
Systems, processes and procedures for developing and implementing programs, projects
and various interventions
Systems and processes in building partnership, networking and collaboration with various stakeholders

Changing Mindsets. Influencing Behavior.

CAPACITY PILLARS

LGU VISION, GOALS & OBJECTIVES

KNOWLEDGE MANAGEMENT ENABLING

STRUCTURE COMPETENCY LEADERSHIP
& LEARNING SYSTEMS POLICIES

ENABLING POLICIES
Presence of policy support for program/project implementation planning, developing, implementing,
monitoring and evaluating delivery functions,
programs and projects

Changing Mindsets. Influencing Behavior.

CAPACITY PILLARS

LGU VISION, GOALS & OBJECTIVES

KNOWLEDGE MANAGEMENT ENABLING

STRUCTURE COMPETENCY LEADERSHIP
& LEARNING SYSTEMS POLICIES
LEADERSHIP
Presence of mechanisms for defining one’s vision, mission and values,
setting strategic directions, and ensuring transparency and accountability.

Executive Sponsorship and Leading Change

Changing Mindsets. Influencing Behavior.

 PERFORMANCE
Effectiveness ng barangay sa paggawa ng
kanyang misyon, mandato at pagkamit ng
hinahangad na resulta or pagbabago
(serbisyong epektibo, totoo at angkop sa pangangailangan
ng komunidad)
Effectiveness of the LGU in doing its mission or
what its mandate says, and producing desired results

Changing Mindsets. Influencing Behavior.

 Capacity Performance

Resources, Processes Products Benefits Development

enabling Systems Services
mechanisms Programs that meet the Improvement in
that lead/ needs of the lives of
to run... to produce/ contribute to ... constituents and constituents
deliver ... lead to… (e.g., MDG)

Ability of LGU to perform functions Effectiveness of the LGU in doing its

to fulfill their accountabilities and mission or what its mandate says,
produce desired results and producing desired results
“means” “end”

Changing Mindsets. Influencing Behavior.

 CapDev Agenda
Comprehensive guide for the LGU
in implementing capacity development
initiatives

Changing Mindsets. Influencing Behavior.

 Barangay Development Plan

Social Economic Environmental

Sector Sector Sector

Infrastructure
Institutional
Sector

Changing Mindsets. Influencing Behavior.

Who are involved?
INSTITUTIONAL SECTOR
Group Leader: Punong Barangay
(as Capdev Champion/ Executive Sponsor)
Members:
SB Member (Chairperson on Committee on Rules)
Barangay Administrator
Barangay Secretary
Barangay Treasurer
Lupong Tagapamayapa
SK Chairperson
Representatives of CSOs/NGOs (good governance advocates)
Representatives from other sectoral committees

Changing Mindsets. Influencing Behavior.

 ASSESSMENT NG KAPASIDAD

Capacity Assessment
Proseso ng pagtukoy sa mga
kailangang pagpapabuti sa kapasidad
para maabot ang mga goals and
objectives

Changing Mindsets. Influencing Behavior.

Capacity Assessment
Assess capacity
• After the performance goals and objectives have been identified, the
next step is to determine the LGU’s capacity to achieve those goals and
objectives.

• This defines the desired improvements in capacity and identifies

corresponding capacity development intervention to address the gaps.

• The analysis of current and desired states uses the framework of the
Capacity Pillars – (1) Structure, (2) Competency, (3) Management
System, (4) Enabling Policies, (5) Knowledge and Learning, and (6)
Leadership.
Changing Mindsets. Influencing Behavior.
Capacity Assessment
SAMPLE GUIDE QUESTIONS: CAPACITY ASSESSMENT FOR BARANGAYS
CAPACITY PILLARS GUIDE QUESTIONS

Leadership ● Does the barangay leadership actively engage other organizations and stakeholders to work
with as partners in development?

Structure ● How many people work in your barangay?

● What are the existing committees/ groups/ volunteers that you intend to tap to work with
barangays?
● Are all BBIs organized and are functional?

Competencies ● How many people work for your barangay?

● What is the technical experience and qualification of each staff member?
● What is the level of competency of barangay officials, and members of BBIs relevant to
barangay governance (katarungang pambarangay, planning, admin and finance)?
● What is level of competency of barangay official in addressing health and nutrition issues?
● What is the level of competencies of barangay officials in addressing poverty in the
barangay?

Changing Mindsets. Influencing Behavior.

Capacity Assessment
SAMPLE GUIDE QUESTIONS: CAPACITY ASSESSMENT FOR BARANGAYS
CAPACITY PILLARS GUIDE QUESTIONS

Management Systems ● Does barangays have existing work with the community? to implement the
(Planning, Budgeting/ projects identified?
Financing, Partnering, ● What external businesses, organization or government bodies does
Networking, barangay has strong linkage?
Stakeholdership Building)
● Could you draw upon these relationships for certain types of projects?

Enabling Policies ● Are there any laws/ policies/ ordinance policies to support planned PPAs?
● Are ordinances and regulations updated to support the implementation of
the Barangay Development Plan?
● Is there a need for new policies and regulations related to the sectoral
areas?
● Are legislations supportive to promote livelihood activities of residents?
● Are there legislations to support poor communities?

Changing Mindsets. Influencing Behavior.

Capacity Assessment
SAMPLE GUIDE QUESTIONS: CAPACITY ASSESSMENT FOR BARANGAYS
CAPACITY PILLARS GUIDE QUESTIONS

Knowledge and •Are there are opportunities and events for residents and community members to
Learning provide feedback on the quality of barangay governance, including delivery of
services?
•Does the barangay maintain updated information or data that can be used for
planning?
•Does the barangay conduct regular monitoring or evaluation of its activities, projects
and programs?
•Does the barangay actively compare or benchmark its performance with best practices
or well performing barangays? (local and international)

Changing Mindsets. Influencing Behavior.

Barangay CapDev Agenda

▪ A three- year plan that serves as a roadmap of appropriate individual and

organizational enhancement interventions within specific timeframes,
identified milestones and deliverables, and available and accessible
resources to address priority capacity development needs along defined
LGU performance outcomes
• Expected Output: plan, program, system, process, trained staff
• Target of CapDev: who will be trained or be involved in the intervention
• Timeframe: which year, and what is the duration (e.g., 3months, etc.)
• Funding Requirements: estimated cost/ budget required
• Process Owner/ Office Responsible
• Source of Support/ Technical Assistance
Changing Mindsets. Influencing Behavior.
Barangay CapDev Agenda

Changing Mindsets. Influencing Behavior.

Barangay CapDev Agenda

Changing Mindsets. Influencing Behavior.

Workshop:
Barangay CapDev Agenda

Changing Mindsets. Influencing Behavior.

Workshop:
PRIORITIZATION OF PPAs
MECHANICS

▪ Brainstorm with members of the sectoral team. Identify what are the
capacities needed in order to achieve the set goals and objectives (consider
the capacity pillars, use guide questions)
▪ Indicate current state of that capacity as well as the desired state of capacity
▪ Identify appropriate interventions to achieve the desired state of capacity.
Remember that capacity development interventions are not limited to
training and seminars.

Changing Mindsets. Influencing Behavior.

Workshop:
PRIORITIZATION OF PPAs
MECHANICS

▪ Indicate funding requirement

▪ Subject identified CapDev PPAs to prioritization to determine which of the
proposed interventions shall eb adopted, especially if there are many, and
the year of implementation
▪ Identify responsible office or person, people who will be involved and
support needed from other offices

Changing Mindsets. Influencing Behavior.

 Session 3: Overview of Barangay Development Planning (BDP) and
CapDev Agenda Formulation

BDP Step 7:
INVESTMENT
PROGRAMMING

Changing Mindsets. Influencing Behavior.

BDP Step 7:
Investment Programming

STEP 10 STEP 1

Adoption & Organizing STEP 2

Approval of the the BPT &
STEP 9 Updating the
BDP BDC-TWG
Barangay
Writing and Databases/
Packaging the Profile
BDP

STEP 3

STEP 8 Participatory
PARTICIPATORY BDP Situational
Analysis
Crafting the
M&E Plan PROCESS

STEP 4
STEP 7
Formulating or
STEP 6 STEP 5 Revisiting the
Investment Barangay
Programming Determining Goal & Vision
the PPAs & Objective
CapDev Setting
Agenda

Changing Mindsets. Influencing Behavior.

 PROBLEM
PRIORITIZATION CAUSE AND EFFECT
(What are the ANALYSIS
PROBLEM central problems?) (SECTORAL)
IDENTIFICATION (Finding root causes
(Initial assessment of of the problems and
problems and Summary of
their effects)
institutional Findings/ Issues
environment) & Possible
Actions

SETTING GOALS AND

OBJECTIVES VISIONING
(SECTORAL) WHERE DO WE WANT TO
Potential solutions to address the BE?
issue, maximize opportunities,
INTERVENTIONS and fulfill aspirations Community Dreams &
DETAILED PROGRAM, PROJECT, Aspirations – After knowing
ACTIVITIES their situation
IMPLEMENTATION
PLAN WITH BUDGET

Changing Mindsets. Influencing Behavior.

Investment Programming

• List of programs and projects that the LGU intends to

carry out to achieve the goals and objectives; typically
medium-term

• a mix of priority programs and projects which were

identified as the appropriate interventions in addressing the
development concerns of a locality and its people;

• shows how the financing is to be done with

reference to the programs and projects

Changing Mindsets. Influencing Behavior.

Investment Programming

Barangay Development Investment Program (BDIP) - is the main

instrument for implementing the BDP. It is a document that translates the
BDP into programs, projects, and activities with its corresponding
resource requirements that are projected to be implemented within the
timeframe of three (3) years

Annual Investment Program (AIP)- refers to the

annual slice of the BDIP, which constitutes the total
resource requirements for all PPAs consisting of the
annual capital expenditure and regular operating
requirements of the barangay

Changing Mindsets. Influencing Behavior.

BDIP Template

Changing Mindsets. Influencing Behavior.

 Session 3: Overview of Barangay Development Planning (BDP) and
CapDev Agenda Formulation

BDP Step 8:
CRAFTING THE
MONITORING AND
EVALUATION PLAN

Changing Mindsets. Influencing Behavior.

BDP Step 8:
Crafting the M&E Plan

STEP 10 STEP 1

Adoption & Organizing STEP 2

Approval of the the BPT &
STEP 9 Updating the
BDP BDC-TWG
Barangay
Writing and Databases/
Packaging the Profile
BDP

STEP 3

STEP 8 Participatory
PARTICIPATORY BDP Situational
Analysis
Crafting the PROCESS
M&E Plan

STEP 4
STEP 7
Formulating or
Investment STEP 6 STEP 5 Revisiting the
Programming Barangay
Determining Goal & Vision
the PPAs & Objective
CapDev Setting
Agenda

Changing Mindsets. Influencing Behavior.

Crafting the M&E Plan

Changing Mindsets. Influencing Behavior.

Monitoring (Pagsubaybay)

• Ang pagsubaybay (monitoring) ay isang proseso na kung saan ay

tinitiyak na ang lahat ng itinakdang iskedyul, budget at gawain
na nasa plano ay naisasakatuparan.
• Ito ay ang pagtitiyak na ang proyekto o programang ipinapatupad
ay nasa tamang direksyon batay sa layuning itinakda sa plano.
• Ito rin ay isang proseso ng pagtitiyak na ang lahat ng aspeto sa
plano ay nasa tamang direksyon.

Changing Mindsets. Influencing Behavior.

Kahalagahan ng Pagsubaybay

✔ Nagsisilbing batayan sa mga susunod pang gawain na nakaplano

✔ Nagsisilbing sukatan sa pag-unlad o pagsulong ng mga gawain
batay sa planong ipinatutupad
✔ Nagsisilbing corrective measures;
✔ Natutukoy kung merong pagtaliwas sa pinagkasunduang plano

Changing Mindsets. Influencing Behavior.

Mga metodolohiyang ginagamit sa pagsubaybay

✔ Actual visits
✔ Interviews
✔ Pag-uulat o paggawa ng report
✔ Pulong o pagsasagawa ng mga miting
✔ Konsultasyon sa mga nagsasagawa o nagsasakatuparan ng mga
programa o proyekto
✔ Konsultasyon sa mga benepisyaryo o sa mga naapektuhan ng
programa o proyekto (positibo man o negatibo)

Changing Mindsets. Influencing Behavior.

Pagtatasa o Ebalwasyon

2 Tipo ng Ebalwasyon
1. Formative / On-going Evaluation – Ginagawa ito habang
nagpapatupad ng programa at plano. Layunin nito na magabayan ang
mga namumuno para makapagwasto ng patakaran, plano, alokasyon
ng rekurso at iba pa.

2. Summative / Post Evaluation - Ginagawa ito pagkatapos ng

implementasyon. Ito ang malalimang pagsusuri ng resulta at impact
ng programa o proyekto na naglalayong mabigyan ang pamunuan ng
impormasyon para sa hinaharap na pagpaplano

Changing Mindsets. Influencing Behavior.

Kahalagahan ng Ebalwasyon

✔ Upang makita ang tagumpay ng programa o proyekto;

✔ Masukat ang pag-unlad batay sa layunin ng programa;
✔ Matukoy ang kalakasan at kahinaan ng disenyo o plano o proyektong nagawa;
✔ Makakuha ng mga impormasyon para sa plano at mapamahalaan ang
aktibidad o gawain ng programa ng mahusay;
✔ Pagbabahaginan ng karanasan (upang maiwasang makagawa ng parehong
pagkakamali o di kaya’y himukin ang ibang tao na gamitin ang pamamaraang
subok ng epektibo);
✔ Pagpapa-unlad ng pagsubaybay (monitor) upang mapahusay ang pamamahala
ng programa o proyekto.

Changing Mindsets. Influencing Behavior.

Crafting the Monitoring and Evaluation Plan

In summary…

Monitoring shows whether a

Evaluation checks whether the
PPA in the BDP is being
intended beneficiaries are
implemented as planned and
actually
scheduled. It assesses whether
reached by the PPA. It looks at
the PPA follows the prescribed
the results or impacts of the
specifications and quality, and
PPA on the target beneficiaries
whether it stays within the
and on the barangay.
allocated budget.

Changing Mindsets. Influencing Behavior.

Crafting the Monitoring and Evaluation Plan

Monitoring and Evaluation assesses the PPA in two areas:

▪ the implementation of the PPA; and
▪ the achievement of its goals, covering both the overall and the sector-specific
goals.

It is important to prepare the monitoring and evaluation plan to

▪ determine in advance the indicators to be monitored, data source, methods of
gathering data, frequency of monitoring activity and the tasking
▪ Have a document guide in tracking and assessing the progress of the BDP and the
results of the PPAs, and in monitoring the status of implementation, fund utilization,
processes being done, issues and concerns, actions taken & recommendations

Changing Mindsets. Influencing Behavior.

Crafting the Monitoring and Evaluation Plan- Template
Vision Statement:

Mission Statement:

Data Collection Unit

Sectoral Goals Indicators Baseline Target Data Source Frequency
Method Responsible
Social Sector

Economic Sector

Environment

Infrastructure

Institutional

PPAs and Investment Plan

Data Collection Unit

Objectives PPAs Description Target Outputs Data Source Frequency
Method Responsible
Social Sector

Economic Sector

Environment

Changing Mindsets. Influencing Behavior.

Crafting the Monitoring and Evaluation Plan
STEPS
1. List statements of vision and mission, as well as sector specific goals and objectives, and priority PPAs
2. Provide the indicator that will be used to track and measure the goals’ progress over time. In the context
of M&E, indicators are measurable signs that show the progress toward a goal or outcome. There are
typically more than one indicator for each goal or outcome. Refer to the BOPIS for examples of
indicators that you can use in monitoring and evaluation.
3. For each indicator, provide the current data that will be used as the baseline for measuring progress in the
future. Refer to the results of the situational analysis for baseline data.
4. For the PPA and Investment Plan, indicate the objective statement of each sector and the corresponding
PPA and its description

Changing Mindsets. Influencing Behavior.

Crafting the Monitoring and Evaluation Plan
STEPS
5. When indicating the frequency, include at least three data collection points for tracking progress: at the
baseline (during the situational analysis), halfway between the baseline and the target date (mid-term
evaluation), and after the target period (end-line evaluation). For PPAs, consider the period of
implementation- may be annually, quarterly, monthly.
6. When indicating the unit responsible for data collection, remember that the assigned person or unit is not
necessarily the one to actually collect the data. The task can be assigned to an external data collector or
evaluator. In this case, the unit responsible only makes sure that the external data collector is engaged in a
timely manner and is properly guided in the data collection and evaluation process.

Changing Mindsets. Influencing Behavior.

 Session 2: Overview of Barangay Development Planning (BDP) and
CapDev Agenda Formulation

BDP Step 9:
WRITING AND
PACKAGING THE BDP

Changing Mindsets. Influencing Behavior.

BDP Step 9:
Writing and Packaging the BDP

STEP 10 STEP 1

Adoption & Organizing STEP 2

Approval of the the BPT &
STEP 9 BDP BDC-TWG
Updating the
Barangay
Databases/
Writing and Profile
Packaging the
BDP
STEP 3

Participatory
STEP 8
PARTICIPATORY BDP Situational
Analysis
Crafting the
M&E Plan PROCESS

STEP 4
STEP 7
Formulating or
Investment STEP 6 STEP 5 Revisiting the
Programming Barangay
Determining Goal & Vision
the PPAs & Objective
CapDev Setting
Agenda

Changing Mindsets. Influencing Behavior.

Writing and Packaging the BDP

The BDP should be written clearly and completely, and organized and packaged
satisfactorily.
✔ The BDP document shall be presented for approval to the Sangguniang Barangay and
for concurrence by the Barangay Assembly
✔ The approved BDP document is submitted to the City/ Municipal Development
Council for its reference in enhancing their Comprehensive Development Plan. It can
also refer to the BDP to identify specific PPAs that it can support
✔ The final BDP document serves as a guide for the barangay as it specify policy
options, programs, projects and activities intended to contribute towards the
achievement of the barangay’s developmental goals and objectives

Changing Mindsets. Influencing Behavior.

Writing and Packaging the BDP
Preparing to write the BDP
Gather all the outputs in the BPD preparation process
▪ The barangay profile (Step 2: Updating the Barangay Databases/ Profile)
▪ The outputs of the situational analysis, particularly the problems identified, their causes and effects, and
the problem prioritization results (Step 3: Participatory Situational Analysis)
▪ The vision and mission statements (Step 4: Formulating or Revisiting the Barangay Vision)
▪ The sectoral goals and objectives and their baseline values and targets (Step 5: Goal & Objective Setting)
▪ The prioritized list of PPAs to achieve the objectives, the criteria used in prioritizing, and the Barangay
CapDev Agenda (Step 6: Determining the PPAs & CapDev Agenda)
▪ The Barangay Development Investment Plan (BDIP) (Step 7: Investment Programming)
▪ The BDP Monitoring and Evaluation Plan (Step 8: Crafting the M&E Plan)

Changing Mindsets. Influencing Behavior.

Outline of the BDP

I. Introduction
II. Background
III. Situational Analysis
IV. Barangay Vision and Mission Statements
V. Sectoral Development Plans
VI. Barangay Development Investment Program (BDIP)
[Link] Monitoring and Evaluation Plan

Changing Mindsets. Influencing Behavior.

Outline of the BDP
 TABLE OF CONTENTS
 MESSAGE OF THE PUNONG BARANGAY
 BARANGAY DEVELOPMENT COUNCIL RESOLUTION
 SANGGUNIANG BARANGAY RESOLUTION ADOPTING AND APPROVING THE PLAN

I. INTRODUCTION
II. BARANGAY PROFILE
III. PARTICIPATORY SITUATIONAL ANALYSIS
1. SITUATIONAL ANALYSIS
 RESOURCE/SPOT MAPPING
 HAZARD MAPPING
 HISTORICAL TIMELINE
 DISASTER HISTORICAL TIMELINE
 CDRA IMPACT CHAIN ANALYSIS
 VENN DIAGRAM
 INCOME EXPENDITURE TREE
 GENDER ROLES MATRIX
 GENDER AND ENVIRONMENT HISTORICAL TRANSECT
 SEASONALITY CALENDAR
2. PROBLEM IDENTIFICATION: SUMMARY OF FINDINGS
3. RANKING AND PRIORITIZATION OF COMMUNITY ISSUES AND PROBLEMS
4. PROBLEM TREE ANALYSIS
IV. BRGY VISION AND MISSION STATEMENT
V. SECTORAL DEVELOPMENT PLANS
1. GOALS AND OBJECTIVES
2. PRIORITIZED LIST OF PPAs
3. CAPACITY DEVELOPMENT AGENDA
VI. BARANGAY DEVELOPMENT INVESTMENT PROGRAM (BDIP)
VII. BDP MONITORING & EVALUATION PLAN
Changing Mindsets. Influencing Behavior.
VIII. ANNEXES
Outline and Contents of the BDP

A brief introduction of the BDP. It may contain the general objective of the
plan, the scope of the plan to include the barangay for which is intended and
I. INTRODUCTION the number of years to implement the plan. It can also include how it was
formulated (methodology) highlighting the involvement of the different
stakeholders of the barangay. This should also indicate how the BDP relates to
the CDP of the city or municipality.

• Barangay History- This contains brief history of the barangay and may
include, but in brief narrative, the basis of creation, significant events and
previous administrations.
II. BACKGROUND
• Physical and Demographic Profile
• Information about environmental, social, and economic conditions; land
administration; infrastructure; and local governance ( information related to
the Social, Economic, Environment, Infrastructure, Institutional sector)

Changing Mindsets. Influencing Behavior.

Outline and Contents of the BDP

This section provides information on “what is currently happening and is

projected to happen.” This shows the current situation of the barangay by
identifying issues and concerns in the locality
III. SITUATIONAL
This section should present the scope and key findings of the situational
ANALYSIS
analysis specifically the problem tree analysis for each of the development
sectors, capturing socio-economic situation, and as intensified by climate
change and other natural hazards. Highlight the prioritized problems or issues
of the barangay.

IV. BARANGAY This contains the final (validated by the people, barangay assembly) vision
VISION AND and mission of the barangay.
MISSION
STATEMENTS

Changing Mindsets. Influencing Behavior.

Outline and Contents of the BDP

This section contains the sectoral goals and objectives and

their baseline values and targets, the prioritized list of PPAs,
including the legislations needed, to achieve the objectives,
and the criteria used in prioritizing the PPAs. The alignment of
V. SECTORAL
the sectoral goals and objectives with the barangay mission
DEVELOPMEN
and vision should be presented clearly in this section. This
T PLANS
may be presented by sector.

The sectoral development plan of the Institutional Sector

should present the Barangay CapDev Agenda.

Changing Mindsets. Influencing Behavior.

Outline and Contents of the BDP

This section contains the final and consolidated BDIP from the different
VI. BARANGAY sectoral plans and presented using the prescribed template in the DILG
DEVELOPMENT MC 2021-087 to capture all needed information- the list of the PPAs,
INVESTMENT expected outputs, OPR, the schedule of implementation, and the resource
PROGRAM (BDIP) requirement for 3 years and funding source.

VII. BDP The content of this section is mainly from Step 8: Crafting of the M&E
MONITORING Plan and should provide details of the monitoring and evaluation (M & E)
AND plan of the Barangay based on the PPA details showing how results and
EVALUATION accomplishment will be monitored, and evaluated. It should also indicate
PLAN the person responsible for monitoring the plan.

Changing Mindsets. Influencing Behavior.

Packaging of the BDP Document

▪ As in other barangay documents, a message from the Punong

Barangay, as the Local Chief Executive of the barangay and
chair of the Barangay Development Council, may be included.

▪ Include a table of contents and make sure that all sheets have
page numbers for easy browsing of the document. You may use
section dividers.

▪ Use the same font style all throughout the document.

Changing Mindsets. Influencing Behavior.

 Session 3: Overview of Barangay Development Planning (BDP) and
CapDev Agenda Formulation

BDP Step 10:

ADOPTION AND
APPROVAL OF THE BDP

Changing Mindsets. Influencing Behavior.

BDP Step 10:
Adoption and Approval of the BDP
STEP 10
STEP 1
Adoption & Organizing STEP 2
Approval of the the BPT &
Updating the
BDC-TWG
STEP 9
BDP Barangay
Databases/
Writing and Profile
Packaging the
BDP
STEP 3

Participatory
STEP 8
PARTICIPATORY BDP Situational
Analysis
Crafting the
M&E Plan PROCESS

STEP 4
STEP 7
Formulating or
Investment STEP 6 STEP 5 Revisiting the
Programming Barangay
Determining Goal & Vision
the PPAs & Objective
CapDev Setting
Agenda

Changing Mindsets. Influencing Behavior.

Adoption and Approval of the BDP

Convene the Endorsement of Approval of the

the BDP to the BDP by the
BDC and adopt Sangguniang Sangguniang
the BDP Barangay Barangay

Changing Mindsets. Influencing Behavior.

Adoption and Approval of the BDP

Endorsement of the
Convene the
BDP to the Approval of the BDP by the
BDC and adopt
Sangguniang Sangguniang Barangay
the BDP
Barangay
▪ Convene the BDC to • BDC submits the ▪ SB reviews the BDP. If the SB has comments
review and finalize BDP to the on the BDP, return to BDC with their
the BDP Sangguniang recommendations
▪ Update and revise the Barangay for approval ▪ Approve the BDP by issuing a resolution (1)
BDP documents, as approving and adopting the BDP, and (2)
needed *The BDP may also be directing that copies of the resolution and the
▪ Call for a BDC presented to the BA for BDP be forwarded to all concerned for their
concurrence and get BA information and/or consideration (e.g., submission
resolution adopting
resolution endorsing the BDP to
the BDP to the municipality/city for consideration, and presented to
the SB for approval
the Barangay Assembly)

Changing Mindsets. Influencing Behavior.

Adoption and Approval of the BDP

Suggested
SB Resolution
Template
(Annex 4,
DILG MC
2021-087)

Changing Mindsets. Influencing Behavior.

Changing Mindsets. Influencing Behavior.