Module II : The NCDDP Context SESSION 2.3: KC-NCDDP Structures and Core Functions of Key Players Content 1. KC- NCDDP institutional arrangements a. National Program Management Organization (NPMO) b. Regional Program Management Organization (RPMO) c. Sub-Regional Program Management Team (SRPMT) d. LGU participation e. Inter-Agency Committees Content 2. The Area Coordinating Team (ACT)  composition and functions  core competencies of effective ACTs  competency in mainstreaming gender, IPs, environmental safeguards and peacebuilding 3. Staff Deployment 4. Importance of Teams and Teamwork Key Message 1 KC-NCDDP is the flagship program of DSWD in response to the GOP Social Reform Agenda. Key Message 2 DSWD: lead implementing agency for the KC-NCCDP program • needs to increase its capacity to deliver the program to a wider, expanded number of target municipalities and barangays; while remaining faithful to the principles of transparency and accountability. Key Messages 3 and 4 • Competent, dedicated and committed ACTs determine the effective implementation and facilitation for the achievement of the KC-NCDD Program goals. • Teamwork between and among the multi-disciplinary members of the ACT and interagency partners is critical to the successful delivery of the program expectations. KC-NCDDP institutional arrangements KC-NCDDP NPMO program mngt structure KC-NCDDP RPMO program mngt structure Sub-regional program management team (SRPPMT) • SRPMT strategy aims to manage the large geographic scope of KC-NCDDP and rationalize engagement with provincial government and sector agencies. • One SRPMT per province is expected to manage 20 municipalities. Provinces with less than 20 participating municipalities will be served by adjacent SRPMT or RPMO. • RPMO can establish SRPMT for isolated provinces with distinct challenges provided funds are available. KC-NCDDP Structures Level National Policy-Making and Coordination with External Stakeholders Policy directions of KC-NCDDP provided by the National Steering Committee (NSC) supported by National Technical Working Group (NTWG) reporting to the Human Development and Poverty Reduction Cabinet cluster (HDPRC) Program Management and Internal Coordination The KC-NCDDP will be managed by DSWD’s National Project Management Office (NPMO) based at DSWD Central Office and headed by the National Program Manager who takes care of day-to-day operations. Two Deputy National Program Managers: a) the Operations Division (OpD) and b) the Technical Support Services Division (TSSD) organized for Luzon, Visayas and Mindanao to supervise sub-projects folded into KC-NCDDP Structures continuation Level Regional Policy-Making and Coordination with External Stakeholders Regional Social Development Committee and Local Poverty Reduction Action Teams Regional Interagency Committee (RIAC) Chaired by the Reg’l. Director Program Management and Internal Coordination Regional Program Management Office (RPMO) based at DSWD Field Offices headed by the DSWD Regional Director concurrently also KC-NCDDP Regional Program Director. The RPMO supervises the Area Coordinating Teams (ACTs). A Regional Program Coordinator is responsible for operations mgt including special complementary projects. A Deputy Regional Program Manager supervises a technical support team of specialists and technical staff. Sub-Regional Program Management Team (SRPPMT) may be organized as extension of the RPMO to manage the huge scope of the KC-NCDDP and to rationalize engagement with the provincial governments and local offices of national sector agencies. KC-NCDDP Structures continuation Provincial Provincial Social Development Committees and Local Poverty Reduction Action Teams, Provincial Interagency Committee (PIAC) Chaired by the Provincial Governor Municipal Expanded Municipal Development Council in KCNCDDP participating barangays Barangay Barangay Interagency Committee (BIAC) chaired by the Barangay Captain through the Barangay Assembly Area Coordinating Team (ACT) Source: Revised Script KC-NCDDP PowerPoint Presentation Version 2June 2014 Expected support from LGU’s 1. 2. 3. 4. 5. 6. Provide technical assistance to barangays; Provide counterpart funding in all project components; Provide personnel (full time or part time). Office space, equipment and other support mechanisms if available; Participate in capacity-building interventions to institutionalize CDD processes into LGU planning, implementation and evaluation; Monitor and evaluate the overall performance of the project; and Convene inter-agency committee meetings in municipal and barangay levels. HUMAN TOWER Session2.4. Composition and Core Functions of the Area Coordinating Team (ACT) The ACT is composed of the following: • Area Coordinator • Technical Facilitator (Engineer) • Mun. Finance Analyst • Community Empowerment Facilitators Core Function and Responsibilities of ACT  Area Coordinator – supervises ACT members; establishes and nurtures partnerships /linkages with project stakeholders to include LGU’s, NGO’s/PO’s, CSO’s and other agencies.  Deputy Area Coordinator/Technical Facilitator – who is an engineer, assumes supervisory function in the absence of the AC. Responsible for providing technical assistance together with the municipal engineer to community volunteers. Core Function and Responsibilities of ACTs Community Empowerment Facilitator (CEF) implements the Community Empowerment Activity Cycles (CEAC) at the barangay level. The CEF ensures that:  barangay and community-level development processes and activities are facilitated efficiently, with the direct participation, inclusion, and engagement of all stakeholders  opportunities are provided, processes are designed, and mechanisms are established at the barangay level that would allow all sectors, especially the most marginalized groups, to engage in and benefit from project activities. Core Function and Responsibilities of ACTs continuation Municipal Financial Analyst (MFA) – primarily responsible in: (a) training community volunteers on financial management and fiduciary processes; (b) assisting and providing technical assistance to community volunteers in setting-up systems and processes for community-based finance management and fiduciary control, and (c) exercising QA and QC directly, over financial transactions relative to the request for, release, and accounting of community grants. What the ACT manage? What we manage? Key Questions Tools Time/Schedule • Are we on schedule/on-time? • • • • Work/Activity Plan CEAC accomplishment Work & Financial Plan Physical Accomplishment Cost • • Are we on budget? Is the project implementation cost efficient? Is the implementation transparent/ free of corruption • • • • Financial Reports Procurement LCC and VLCC reports Fiduciary reviews Have we conducted our activities? Have we achieved our purpose/outputs Have we achieved our goal • • Accomplishment report Quality assurance and quality control checklist Minutes of meetings Community reporting satisfaction Regular assessment/reflection sessions • Performance • • • • • • What the ACT manage? What we manage? Key Questions Tools Time/Schedule • Are we on schedule/on-time? • • • • Work/Activity Plan CEAC accomplishment Work & Financial Plan Physical Accomplishment Cost • • Are we on budget? Is the project implementation cost efficient? Is the implementation transparent/ free of corruption • • • • Financial Reports Procurement LCC and VLCC reports Fiduciary reviews Have we conducted our activities? Have we achieved our purpose/outputs Have we achieved our goal • • Accomplishment report Quality assurance and quality control checklist Minutes of meetings Community reporting satisfaction Regular assessment/reflection sessions • Performance • • • • • • Essentials for ACT to adhere… • The ACT members must have a shared goals • The ACT must be interdependent • The ACT members must be committed to the idea that working together leads to more effective decisions than working in isolation; • The ACT must be accountable Processes • • • • • • Strategic meetings Tactic session Reflection session MIAC-MAC meetings PIAC meetings RPMT meetings REFLECTION SLIDE