Final Csmeal Manual1 - Transmitted

CONFLICT-SENSITIVE
MONITORING, EVALUATION,
ACCOUNTABILITY
AND LEARNING
(CSMEAL) SYSTEM
MANUAL AND TOOLKIT
June 2015
Office of the Presidential Adviser on the Peace Process
1
TABLE OF CONTENTS
Contents
OVERVIEW
PART 1: PROGRAM OVERVIEW, RESULTS FRAMEWORK AND
INDICATORS
I.
Program
Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
...........
A. Program
Conceptualization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
......
B. PAMANA in support of the Complementary Track . . . . . . . . .
..........
C. Implementing Framework . . . . . . . . . . . . . . . . . . . . . . . . . . .
.............
D. Area
Coverage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
...........
E. Legal
Bases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
...........
II.
Program Results Framework . . . . . . . . . . . . . . . . . . . . . . . . .
................
A. Impact Level . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
...............
B. Outcome Level . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
...............
C. Output Level . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
...............
D. Input/Activity Level . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
..............
PART 2: OVERVIEW OF PAMANA CONFLICT-SENSITIVE
MONITORING, EVALUATION, ACCOUNTABILITY AND LEARNING
(CSMEAL) SYSTEM
A. Objectives of PAMANA CSMEAL System . . . . . . . . . . . . . . . . . . .
............
B. CSMEAL System
Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
.
C. Guiding
Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
.........
PART 3: IMPLEMENTATION MONITORING
A. Focus Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
................
B. Implementation
Arrangements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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C.
PART
A.
B.
C.
D.
PART
A.
B.
C.
D.
PART
I.
II.
B.1 Agency Submission of Project Status

Updates . . . . . . . . . . . . . . . . . . . . . . .
B.2 PAMANA Information System . . . . . . . . . . . . . . . . . . . . . . . .
.............
B.3 Validation
Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
....
B.4 Preparation of Validated Quarterly Status
Reports . . . . . . . . . . . . . . . . . . .
B.5 Submission and Webposting of Validated Quarterly Status
Reports . . . .
B.6 Institutional
Arrangements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
.
Overview of Tools and Templates for Implementation
Monitoring . . . . . . . .
4: OUTCOMES MONITORING
Focus Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
................
Suggested Methodologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
..............
Implementation
Arrangements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
.
Overview of Tools and Templates for Outcomes
Monitoring . . . . . . . . . . . . .
5: CONTEXT MONITORING
Focus Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
................
Suggested Methodologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
..............
Implementation
Arrangements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
.
Overview of Tools and Templates for Context
Monitoring . . . . . . . . . . . . . . .
6: TRANSPARENCY AND ACCOUNTABILITY MECHANISMS
Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
..................
Components . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
..................
A. Feedback and Response
System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
B. Citizens-Led
Monitoring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
....
C. Webposting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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D. Project and Community
Billboards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
E. Performance-Based Tranche
Releases . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
PART 7: PROGRAM EVALUATION AND LEARNING
A. Focus Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
................
B. Suggested Methodologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
..............
C. Implementation
Arrangements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
.
D. Overview of Reference Materials for Program Evaluation and
Learning
PART 8: COMMUNICATING M&E RESULTS
A. The Need to Communicate PAMANA M&E Results / Findings . . .
..........
B. Protocols in Communicating PAMANA as a Peacebuilding
Program and Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
...........................
C. Strategies in Communicating PAMANA M&E Results . . . . . . . . .
...........
D. Overview of Tools and Templates in Communication M&E
Results . . . . . . . .
PART 9: MAINSTREAMING PLAN FOR CSMEAL
A. Background
B. CSMEAL Mainstreaming Objectives and
Framework . . . . . . . . . . . . . . . . . . . . .
C. CSMEAL Mainstreaming Partners and Target Groups . . . . . . . . .
...........
D. CSMEAL Mainstreaming
Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
E. CSMEAL Mainstreaming Roadmap . . . . . . . . . . . . . . . . . . . . . . .
.............
REFERENCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
...................
FIGURES
Figure 1. Peace Subsector Objectives Tree of Chapter 8: Peace and
Security of
the Updated Philippine Development Plan 2011-2016
Figure 2. Stressors, Institutions and Violence (World Development
Report 2011)
Figure 3. PAMANA as a Peace and Development Program
Figure 4. PAMANA Results Framework
Figure 5. Conflict-Sensitive Monitoring, Evaluation, Accountability
and Learning System for PAMANA
Figure 6. Proposed Institutional Arrangements for PAMANA
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Implementation Monitoring
Figure 7. Proposed Institutional Arrangements for PAMANA Outcomes
Monitoring
Figure 8. Proposed Institutional Arrangements for PAMANA Context
Monitoring
TOOLKIT ANNEXES
A. Tools and Templates for Implementation Monitoring . . . . . . . . .
...........
B. Tools and Templates for Outcomes
Monitoring . . . . . . . . . . . . . . . . . . . . . . . . .
C. Tools and Templates for Context
Monitoring . . . . . . . . . . . . . . . . . . . . . . . . . . .
D. Transparency and Accountability
Mechanisms . . . . . . . . . . . . . . . . . . . . . . . . . .
E. Reference Materials for Program Evaluation and
Learning . . . . . . . . . . . . . . .
F. Tools and Templates for Communicating M&E Results . . . . . . . .
...........
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OVERVIEW OF THE MANUAL AND TOOLKIT

The PAMANA Conflict-Sensitive Monitoring, Evaluation, Accountability and
Learning (CSMEAL) System manual was formulated by the Monitoring and
Evaluation Unit of OPAPP, with inputs from other OPAPP units and selected
PAMANA implementing agencies. This manual encapsulates the various M&E
initiatives that have already been initiated and are now being conducted for
PAMANA by different program stakeholders. System enhancements are also
put forth in this manual, based on insights and learnings derived from
program stakeholders as they utilized the tools and engaged in the processes
provided in this system.
The manual is intended to serve as a resource material in the conduct of M&E
initiatives by PAMANA Program Management Offices implementing agencies,
and other program stakeholders (e.g., local government units, civil society
organizations, etc.).
The manual provides inputs and guidelines on specific components of
program monitoring and evaluation as well as transparency, accountability
and learning mechanisms. This manual is divided into the following parts:
Part 1: Program Overview, Results Framework and Indicators
o Provides background on program conceptualization and
implementing framework as well as results framework and
indicators that will serve as the focus of M&E initiatives
Part 2: Overview of PAMANA Conflict-Sensitive Monitoring, Evaluation,
Accountability and Learning System
o Presents the objectives, guiding principles and framework of the
PAMANA CSMEAL system
Part 3: Implementation Monitoring
o Includes
inputs
on
focus
areas
and
implementation
arrangements for monitoring of implementation status, issues,
actions taken and recommendations
Part 4: Outcomes Monitoring
o Includes inputs on focus areas, suggested methodologies and
implementation arrangements for monitoring of program
outcomes
Part 5: Context Monitoring
implementation arrangement for monitoring of conflict and
peace
situation,
risks
and
opportunities
in
program
implementation
Part 6: Transparency and Accountability Mechanisms
o Presents the framework that guides the establishment and
operationalization of the different TAM components
Part 7: Program Evaluation and Learning
implementation arrangements for program evaluation and
learning initiatives
Part 8: Communicating M&E Results
6
o Includes inputs on rationale, protocols and strategies in

communicating M&E results
Part 9: Mainstreaming Plan for CSMEAL
o Includes inputs on CSMEAL mainstreaming
objectives,
framework, target groups and strategies
Annexes
o Provides tools, templates and reference materials in
operationalizing the different components of the PAMANA
CSMEAL system
Our argument for the establishment, operationalization and enhancement of
the PAMANA CSMEAL System stems from the need for an M&E system that is
conflict sensitive and peace-promoting. What does it mean to be conflictsensitive and peace-promoting in M&E? We put forth the following
hypotheses on what it means for an M&E system to be conflict-sensitive and
peace-promoting:
1) Focus on program results not only along changes in immediate socioeconomic development conditions but also along changes in peace and
conflict situation in conflict-affected and conflict-vulnerable areas;
2) Attention to monitoring of adherence to peacebuilding processes and
practices in program implementation;
3) Conduct of M&E initiatives through transparent, participatory and
collaborative processes with various program stakeholders;
4) Adoption of mechanisms to provide spaces for transparency,
accountability and constructive engagement between government and
citizens; and,
5) Emphasis on learning dimension of the system to ensure that M&E
practice is reflective and M&E results contribute towards program
improvements and pushing the peacebuilding agenda forward.
This manual is not intended to be a finished product. The PAMANA CSMEAL
system includes a strong learning component that will allow for the sharing of
experiences in program monitoring and evaluation, adaptation and
customization of tools and templates to fit realities on the ground, and
contributions to policy and program recommendations in support of the
Philippine peacebuilding agenda.
PART 1:
PROGRAM OVERVIEW, RESULTS FRAMEWORK AND
INDICATORS
I.
Program Overview
The Philippine Development Plan (PDP) 2011-2016 lays down inclusive growth
defined as the creation of massive quality employment and the reduction of
poverty in its multiple dimensions as the overall societal goal for the Aquino
Administration. Inclusive growth is envisioned to be achieved through rapid
economic growth and the provision of equal development opportunities for
different groups in Philippine society.
The attainment of a stable national security is imperative to ensuring that the
societal agenda of inclusive growth is achieved. The Peace Subsector seeks
to contribute to the realization of inclusive growth by enabling communities
in areas affected by and vulnerable to armed conflict to return to peaceful
conditions where they can achieve their desired quality of life (see Figure 1).
Chapter 8 of the Updated PDP 2011-106 highlights two tracks towards
achieving this desired outcome for the Peace Subsector.
Track 1 seeks to bring all internal armed conflicts to a permanent and
peaceful closure through negotiated political settlement. The Complementary
Track aims to address the root causes and impacts of internal armed conflicts
and other issues that affect the peace process through development, justice
and governance interventions.
In support of the Complementary Track, the government implements the
PAyapa at MAsaganang PamayaNAn (PAMANA) which is the national
peacebuilding program and framework for areas affected by and vulnerable
to internal armed conflict.
PAMANA specifically caters to the peace and development needs of conflictaffected and conflict-vulnerable areas (CAAs/CVAs). It operates on the
assumption that a business-as-usual attitude towards development in these
areas will be hard pressed to work unless the armed conflict and its causes
and impacts are effectively addressed.
The objectives of PAMANA are the following:
(1) Improve socio-economic conditions in conflict-affected and conflict
vulnerable areas as well as in areas covered by Peace Agreements
through infrastructure development and focused delivery of social
services;
(2) Improve governance by building the institutional capacities of national
government agencies and local governments for a conflict-sensitive,
peace-promoting, and gender-sensitive approach to development; and
8
(3) Empower communities by strengthening their capacities to address

issues of conflict and peace through activities that improve social
cohesion.
Figure 1. Peace Subsector Objectives Tree of Chapter 8: Peace

and Security of
the Updated Philippine Development Plan 2011-2016
10
A. Program Conceptualization
The conceptualization of PAMANA was based on the framework provided in
the 2011 World Development Report on Conflict, Security and Development
(WDR 2011), which argues that strengthening legitimate institutions and
governance to provide citizen security, justice and jobs is crucial to break
cycles of violence.1 This framework highlights the interaction of stressors,
i.e. factors that drive violent conflicts or make communities vulnerable to
conflict, and institutions, i.e. social structures or networks of relationships
that are expected to provide adaptive capacities to communities.
The WDR 2011 further elaborates that there are three general types of
stressors, namely: security stressors or threats to physical integrity; justice
stressors, i.e. disenfranchisement of rights with respect to decision-making
processes; and, jobs/development stressors, notably the lack or absence of
access and control over resources necessary for survival.
It has been observed that while all societies experience stressors, what
makes communities resilient or vulnerable vis--vis conflict are their
institutions strong institutions enable communities to address conflict
whereas weak institutions further exacerbate the harmful effects brought
about by stressors.
Security, justice and economic stresses (i.e., poverty, lack of basic services,
human rights violations, land tenurial issues) coupled with the incapacity of
institutions (i.e. government agencies, local government units, security
forces, etc.) result to higher risk of violence wherein insurgency is one of its
manifestations.
Internal and
External
Stresses
Heightene
d Risk to
Violence
Weak and
Illegitimate
Institutions
Vicious cycles of conflict occur when
Security, Justice and Economic Opportunity Stresses meet Weak
Institutions
Figure 2. Stressors, Institutions and Violence (World Development
Report 2011)
1
World Development Report on Conflict, Security and Development (2011), p. 2
11
The framework thus emphasizes the need to provide concrete interventions

that will (1) mitigate the particular stressors that drive conflict and make
communities especially vulnerable to armed conflict and (2) strengthen
institutions in order for them to better respond particularly to the
communities need for security, justice and jobs, thereby transforming
communities into resilient ones.2
At the core of PAMANA is Conflict-Sensitivity and Peace Promotion (CSPP),
which differentiates PAMANA interventions from other development
interventions of the government. CSPP allows stakeholders to understand the
interaction between the context and roots of conflict, and the proposed
peacebuilding interventions in view of avoiding negative impacts and
maximizing positive impacts of these interventions on the peace and conflict
situation in an area. Through PAMANA, the mainstreaming of the CSPP
approach in the government planning, programming, implementation,
monitoring and evaluation, and communications and advocacy systems and
processes is advocated.
CSPP seeks to ensure that practices that will enhance social cohesion,
strengthen community resilience and build peace are mainstreamed in
national and local governance processes and structures, thereby making
these more effective in addressing the root causes and impacts of armed
conflict and other issues that affect the peace process.
CONCRETE
INTERVENTIONS
that will address
needs of conflictaffected and
conflict-vulnerable
areas
Mitigate
Internal and
External
Stresses
PAMANA
Strengthen
Legitimate
Institutions
World Development Report on Conflict, Security and Development (2011)
12
Break
Cycles
of
Violenc
e
Figure 3. PAMANA as a Peace and Development Program
B. PAMANA in support of the Complementary Track

PAMANA complements the different peace tables:
GPH-Moro Islamic Liberation Front (MILF)
Although PAMANA is not implemented in direct support to the MILF
peace process, the program seeks to contribute to this particular peace
table by building the capacities of local governments in Bangsamoro
areas to deliver development programs and basic services.
GPH-Moro National Liberation Front (MNLF)
PAMANA was undertaken as a separate initiative of the Aquino
Administration to assist communities with MNLF presence. These
communities continue to experience underdevelopment even after the
implementation of the development component of the 1996 Final Peace
Agreement between the Government and the MNLF. Priority was given
to Peace and Development Communities or PDCs (transformed MNLF
guerilla bases and positions) which have a higher level of social
preparedness.
GPH-Communist Party of the Philippines/New Peoples Army/National
Democratic Front (CPP/NPA/NDF)
PAMANA in CPP-NPA-NDF (CNN) affected areas is meant to ensure that
communities benefit from peace dividends despite the stalled Peace
Talks. PAMANA Projects bring development interventions that aim to
improve the quality of life of communities, as well as improvement in
governance to ensure that local government units (LGU) pay attention
to conflict triggers and strengthen peace promoting interventions.
GPH-Cordillera Bodong Administration/Cordillera Peoples Liberation
Army (CBA/CPLA)
PAMANA contributed to the transformation process of the CPLA from an
armed group to an unarmed socio-economic entity, the Cordillera
Forum for Peace and Development (CFPD) through socio-economic
development interventions. On the ground, the transformation is
represented by peoples organizations/livelihood associations of former
CPLA members. These organizations are also open to the participation
and membership of non-CPLA members within their communities.
PAMANA highlighted the governments dedication to fulfill its
commitments in line with the 2011 Closure Agreement with the CBACPLA.
GPH- Rebolusyonaryong Partidong Manggagawang
Pilipinas/Revolutionary Proletarian Army/Alex Boncayao BrigadeTabara Paduano Group (RPM-P/RPA/ABB-TPG)
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PAMANA will support implementation and completion of the Closure

Agreement with the RPM-P/RPA/ABB-TPG and assist in the institutional
transformation of this group into an unarmed political and socioeconomic organization that promotes the welfare of members and host
communities.
C. Program Implementing Framework

PAMANA implementation is anchored on three complementary strategic
pillars that define core peacebuilding interventions to achieve just and lasting
peace:
Pilla
r
1
Focus / Interventions
Laying the Foundations for Peace
These are interventions at the macro-level that aim to support and
strengthen the establishment of foundations for peace through policy
reform and development. This includes policy and program
interventions that hope to address governance issues, threats to
identity and marginalization issues, security guarantees, and
transitional support especially for internally-displaced persons (IDPs)
and reintegration support to former rebels.
Building Resilient Communities

These are micro-level interventions that aim to promote the convergent
delivery of services and goods focused on households and
communities. A distinct component of this Pillar is the PAMANA Peace
and Development Fund, which is a block grant of PHP 300,000 per
barangay that will be provided to targeted barangays every year for a
period of three years. As a general policy, the administration and
implementation of PAMANA Pillar 2 projects follow the steps and
mechanisms of Community-Driven Development (CDD) programs.
These include processes such as community consultations, sub-project
identification, prioritization and approval, implementation, and
community monitoring and evaluation. Community infrastructure
support projects, such as health and education facilities, that are
endorsed to concerned agencies also support this Pillar.
Promoting Sub-Regional Economic Development

These are meso-level interventions that address sub-regional
development challenges. It aims to contribute to high-impact
connectivity and value chain development, infrastructure support and
economic integration, and employment generation.
The PAMANA framework is designed to gear towards maximum strategic

complementation between the different interventions sub-regional,
municipal and barangay-level interventions, ultimately contributing to the
14
development of local socio-economic value chains, as well as the mitigation

of security, justice and jobs-related stressors.
PAMANA is implemented by national agencies and local government units
including the Autonomous Region in Muslim Mindanao (ARMM). The Office of
the Presidential Adviser on the Peace Process (OPAPP) performs coordination,
monitoring and oversight functions and provides technical assistance to
PAMANA partner agencies in developing their respective PAMANA
implementing guidelines. OPAPP also provides capacity-building on conflictsensitive and peacebuilding approaches to PAMANA partner agencies.
Following these conflict-sensitive and peacebuilding approaches, OPAPP is
also identifies areas and specific projects to be included under PAMANA.
As of 2015, the following are the government agencies and units that
implement PAMANA interventions:
Agency
Department of the Interior and
Local Government (DILG)
PAMANA Interventions
Pillar 1: Capacity-building for local
governance institutions on conflictsensitivity and peace promotion
Mainstreaming Conflict-Sensitivity,
Child-Friendliness and GenderResponsiveness in Local
Development Planning
Training on Peace and Order and
Public Safety Plan
Establishment of Mediation and
Healing Mechanism
Capacity-Building for LGUs to Ensure
Functionality of Lupon and Barangay
Human Rights Action Center
Pillar 3: Local roads, water system,
community infrastructure
Department of Social Welfare and

Development (DSWD)
Pillar 2: Community-driven development

through
Kalahi-CIDSS (now National
Community-Driven Development
Program [NCDDP])
Sustainable Livelihood Program
Local Government Unit-Led
Department of Agriculture (DA)

(including National Irrigation
Administration [NIA] and Bureau
of Fisheries and Aquatic Resources
[BFAR])
Pillar 3: Agricultural production, agrifisheries, farm-to-market roads, irrigation
Department of Agrarian Reform
Pillar 2: Community-driven development in

15
Agency
(DAR)
PAMANA Interventions
agrarian reform areas
Department of Public Works and

Highways (DPWH)
Pillar 3: Roads
Department of Environment and

Natural Resources (DENR)
Pillar 1: Forest guard employment for

former rebels
Pillar 3: Natural resource management
Department of Energy (DOE)
Pillar 3: Solar electrification
National Electrification
Administration (NEA)
Pillar 3: Sitio line electrification
Devolved Agencies Autonomous

Region in Muslim Mindanao
(ARMM)
DILG, DPWH, DSWD, BFAR,
DAF
Pillar 2: Community-driven development

program
Pillar 3: Roads, natural resource
management, agricultural production, agrifisheries
National Commission on
Indigenous Peoples (NCIP)
Pillar 1: Support to Indigenous Peoples

Issues
Ancestral Land and Domains Titling
Services
Ancestral Domain Sustainable
Development Protection Plan
(ADSDPP) Formulation and Updating
Quick-Response to Indigenous
Peoples Rights Violations
Agricultural production, cultural
development, forest management,
human and economic development
services
Commission on Higher Education

(CHED)
Pillar 1: Study Grant Program for former

rebels and/or their next-of-kin
Philippine Health Insurance

Corporation (PHIC)
Pillar 1: Health Insurance Program for

former rebels and/or their next of kin
Office of the Presidential Adviser

on the Peace Process (OPAPP)
Pillar 1: Mainstreaming of conflict-sensitive

and peace promoting approach in
government programs and processes
Pillar 3 (in partnership with local
government units): Sub-regional
development projects, MNLF Peace and
Development Communities
16
Key to PAMANA implementation is the convergence of the inter-agency

efforts, which couples hard interventions with the activation of institutions
at the regional, provincial, municipal and barangay level. Implementation of
PAMANA is being undertaken at national and regional-local level through the
following mechanisms:
a. National Level
An Inter-Agency Oversight Committee (IAOC) provides strategic directions
and enabling policies to ensure the effective and efficient implementation of
PAMANA. The Committee is composed of Undersecretaries and Assistant
Secretaries with their designated Directors from OPAPP and PAMANA
implementing agencies.
The Committee shall perform the following functions:
1. Provide strategic directions to ensure the efficient, effective and
harmonized implementation of PAMANA interventions in target areas;
2. Lead in the planning and programming for PAMANA;
3. Serve as a venue for dialogue and resolution of policy and
implementation issues;
4. Identify policy and program recommendations for peacebuilding
initiatives at the national level; and,
5. Ensure that PAMANA, particularly the programs Conflict-Sensitive and
Peace-Promoting (CSPP) approach, is mainstreamed into the policies
and guidelines, plans and programs, and processes of concerned
government agencies and local government units.
The PAMANA partner agencies are expected to designate a focal unit to
manage their respective agencys PAMANA interventions.
b. Regional and Provincial Levels
The Regional and Provincial Peace and Order Councils (RPOC/PPOC) serve as
coordinating bodies for PAMANA at the regional and provincial levels. The
RPOC/PPOC shall include the regional offices of PAMANA implementing
agencies to reflect representation of the Inter-Agency Oversight Committee,
local government units, and representatives from civil society organizations.
The RPOC and PPOC shall coordinate with the Regional and Provincial
Development Councils (RDC/PDC) to ensure the harmonization of programs,
projects and activities at the local level. This will also help ensure that the
CSPP approach is also mainstreamed into local development planning.
The RPOC/PPOC shall:
1. Coordinate regional/provincial programs, activities and funding
requirements for areas identified under PAMANA;
2. Facilitate planning, review and endorsement of PAMANA program
interventions to OPAPP and the concerned implementing agency;
3. Propose policy and program recommendations to local government
units relative to the efficient, effective and harmonized implementation
of PAMANA programs;
17
4. Coordinate with relevant agencies, development partners, civil society

organizations, and project management offices on the implementation
of PAMANA at the local level;
5. Monitor implementation of PAMANA at the local level;
6. Document issues and concerns arising from program implementation
and facilitate referral, problem-solving and/or resolution of these issues
and concerns;
7. Conduct regular assessment of local conflict and peace situation in
relation to PAMANA implementation;
8. Identify policy and program recommendations to enhance the
efficiency, effectiveness, coherence and sustainability of PAMANA
program interventions; and,
9. Ensure mainstreaming of PAMANA interventions into the plans and
programs of concerned government agencies and local government
units.
Technical Working Groups (TWGs) under the Regional and Provincial Peace
and Order Councils have also been organized and convened for the
implementation of PAMANA projects. The PAMANA Technical Working Groups 3
constituted under the RPOC and PPOC shall:
1. Review and evaluate/appraise subproject proposals submitted at their
levels;
2. Conduct site visits and field validation to further assess the feasibility
of the proposed subproject;
3. Recommend the LGU subproject proposals to the DILG Regional
Director for approval/disapproval; and.
4. Provide support to OPAPP in monitoring the implementation of the
subprojects under the fund.
D.Area Coverage
PAMANA covers seven (7) geographical zones, in which target areas have
been identified and prioritized based on the different peace process lines:
(1)
Areas included in the Bangsamoro peace process
a. Central Mindanao: Lanao del Norte, North Cotabato, Sultan
Kudarat, Sarangani, South Cotabato, Maguindanao and Lanao del
Sur
b. ZamBaSulTa: Zamboanga del Norte, Zamboanga
Zamboanga Sibugay, Basilan, Sulu, Tawi-Tawi
del
Sur,
(2)
Areas affected by the presence of the Communist Party of
the Philippines (CPP) / New Peoples Army (NPA) / National
Democratic Front (NDF)
c. Bicol-Quezon-Mindoro: Sorsogon, Camarines Norte, Camarines
Sur, Masbate, Quezon and Oriental Mindoro
3
DILG-OPAPP Joint Memorandum Circular No. 2, Series of 2014, Guidelines in the Management of
the PAyapa at MAsaganang PamayaNAn or PAMANA-DILG Fund for FY 2014-2016 for Infrastructure
Component (Pillar 3)
18
d. Samar Island: Northern Samar, Eastern Samar and Samar

e. Compostela Valley-Davao-Caraga Corridor: Davao Oriental,
Davao del Norte, Davao del Sur, Compostela Valley, Agusan del Sur,
Agusan del Norte, Surigao del Norte and Surigao del Sur
(3)
Areas covered by Closure Agreements
f. Cordillera Administrative Region (CAR): areas in Abra, Apayao,
Benguet, Ifugao, Kalinga and Mountain Province covered by the
2011 Memorandum of Agreement between the Government of the
Philippines (GPH)-Cordillera Bodong Administration (CBA)-Cordillera
Peoples Liberation Army (CPLA)
g. Negros-Panay: areas in Negros Occidental, Negros Oriental, Aklan,
Iloilo, Antique covered by the agreement with the Rebolusyonaryong
Partido ng Manggagawa-Pilipinas / Revolutionary Proletarian Army /
Alex Boncayao Brigade-Tabara Paduano Group (RPM-P/RPA/ABB-TPG)
E. Legal Bases
Chapter 9: Peace and Security Chapter of the Philippine

Development Plan 2011-2016 which indicates PAMANA as priority
Program of the Government
Executive Order No. 43, s. 2011: Pursuing our Social Contract

with the Filipino People through the Reorganization of the Cabinet
Members which defines just and lasting peace and the rule of law as
one of the key result areas of the Administration in line with the
Presidents Social Contract
Chapter 8: Peace and Security Chapter of the updated

Philippine Development Plan 2011 to 2016 which indicates
PAMANA as the national governments focused development program
for isolated, hard-to-reach, and conflict-affected communities
RA 10155 (General Appropriations Act of 2012)

Section XLIII. PAMANA Funds. Provides funds for PAMANA in 3 agencies
(DSWD, DILG and DAR)

Provides funds for PAMANA in 9 agencies (DILG, DA, DSWD, DAR, DOENEA, DENR, PhilHealth and CHED) and ARMM

19
Section XXVI. Provides funds for PAMANA in 9 agencies (DILG, DSWD,

DAR, DA, DOE, NEA, NCIP, PhilHealth, CHED) and ARMM

Provides funds for PAMANA in 11 agencies (DILG, DSWD, DA, NIA, DOE,
NEA, DPWH, DENR, NCIP, PhilHealth, CHED) and ARMM
20
II.
Program Results Framework
The PAyapa at MAsaganang PamayaNAn (PAMANA) adapted the 2011 World

Development Report4 (WDR) Framework which cited increased risk of violence
and armed conflict as linked to the interaction of internal and external
stressors and weak and illegitimate institutions. Stressors can be defined as
conditions or situations experienced by people and communities that
increase the likelihood of conflict. The Report cites three kinds of stressors:
security, economic and justice. The table below provides some of the major
causes and correlates of armed conflict across the three kinds of stressors 5:
Stresses
Security
Internal
History of violence and
trauma
External
Invasion, occupation
External support for
rebellion
Cross-border conflict spillovers
Transnational terrorism
International criminal
network
Economic
Low income levels

Youth unemployment
Limited access to basic
services and opportunities
Natural resource wealth /
scarcity
Severe corruption
Rapid urbanization
Price shocks
Climate change
Justice
Ethnic, religious or regional

competition
Real or perceived
discrimination
Human rights abuses
Perceived global inequity

and injustice in the
treatment of ethnic or
religious groups
In support of the Complementary Track, PAMANA endeavors to bring back

government in conflict-affected and conflict-vulnerable areas by ensuring that
these communities benefit from improved delivery of basic services, are
served by responsive and accountable government, and are empowered to
participate in democratic processes in pursuit of their desired quality of life.
Figure 4 show the results framework for PAMANA.
Ibid.
21
The succeeding section explains the different elements across the results
chain.
22
DEVELOPMENT RESULT (PEACE SUBSECTOR OUTCOME)
dated
Philippine
Development
Plan
Communities in areas affected
and vulnerable
to armed
conflict return
to 2011-2016
peaceful conditions where they can achieve their
desired quality of life
PEACE SUB-SECTOR INTERMEDIATE OUTCOME 2
Causes and impacts of all internal armed conflicts and other issues that affect the peace process effectively addressed
Outcome
s
Outputs
Activities
Socio-economic conditions
in CAAs/CVAs improved
PAMANA Projects
completed in conflictaffected and conflictvulnerable areas
following conflictsensitive and peacepromoting approaches
Capacities of PAMANA communities in

addressing conflict and engaging in peacebuilding enhanced
Peacebuilding Agenda adopted and

implemented in NGAs, RLAs and
LGUs
Policies and
mechanisms to
support
PAMANA
implementation
established and
implemented
Knowledge, skills
and attitudes of
NGA, RLA and
LGU personnel on
conflict-sensitivity
and peace
promotion
enhanced
Transparency and
Accountability
Mechanisms (TAM)
in the
implementation of
PAMANA projects
established
Awareness and
appreciation of
PAMANA as a
peacebuilding
framework
increased among
beneficiaries and
other stakeholders
PAMANA Implementation, Oversight, Monitoring and Coordination

1. Facilitation of PAMANA programming
2. Establishment and implementation of PAMANA coordinating mechanisms
3. Mobilization of resources for PAMANA implementation
4. Formulation of policy and program documents on PAMANA to guide implementation of PAMANA interventions
5. Development and implementation of capacity building interventions for implementing partners on conflict sensitivity
and peace promotion
6. Conduct of regular program monitoring and evaluation initiatives
7. Development and implementation of communications and advocacy plan for PAMANA
Figure 4. PAMANA Results Framework

23
A. Impact Level
In the Midterm Update of the Philippine Development Plan 2011-2016, the
two-pronged government strategy consisting of Track 1 and the
Complementary Track are expected to enable communities in areas affected
by and vulnerable to internal armed conflict to return to peaceful conditions
where they can achieve their desired quality of life.
The Complementary Track seeks to effectively address the causes and
impacts of all internal armed conflicts and other issues that affect the peace
process. It facilitates positive sociopolitical conditions that support peace
negotiations and operates under three general themes 6:
1. Building community resilience to armed conflict through enhancing
access to basic social services in conflict-affected and conflict
vulnerable areas;
2. Strengthening institutions to address specific agenda related to human
rights, indigenous peoples, mining and agrarian reform; and,
3. Mainstreaming conflict-sensitivity, peace-promotion and gendersensitivity in governance.
The indicators for Intermediate Outcome 2 (Complementary Track) are shown
in the table below:
DEVELOPMENT RESULT (PEACE SUBSECTOR-OUTCOME)
Communities in areas affected and vulnerable to armed conflict return to
peaceful conditions where they can achieve their desired quality of life
PEACE SUBSECTOR INTERMEDIATE OUTCOME 2 (COMPLEMENTARY
TRACK)
Causes and impacts of all internal armed conflicts and other issues that affect
the peace process effectively addressed
Indicators
Operational
Means of
Assumption
Definitions
Verification
s and Risks
Level of armed
- Number of armed
AFP Armed
Assumption:
hostilities
encounters between Conflict Indicators Effectiveness
between
government forces
of
government
and armed rebel
Bangsamoro
convergence
forces and armed
groups
Conflict Monitoring strategy of
rebel groups
System
delivery of
government
PNP reports
services in
conflictaffected and
Level of armed
- Number of armed
AFP Armed
hostilities and
hostilities and other
Conflict Indicators conflictvulnerable
other violent
violent incidents
areas
incidents
(i.e. bombing,
Bangsamoro
involving armed
kidnapping,
Conflict Monitoring
rebel groups
extortion, etc.)
System
involving armed
6
Midterm Update of the Philippine Development Plan 2011-2016, National Economic and
Development Authority
24

TRACK)
Indicators
Operational
Means of
Assumption
Definitions
Verification
s and Risks
rebel groups
PNP reports
Level of human
development in
conflict-affected
and conflictvulnerable areas
- Human
Development Index
(provincial level)
Human
Development
Reports 2000,
2003, 2006, 2009
Level of citizen
perception on
access to,
responsiveness,
timeliness and
quality of
government
services and
programs
- Proportion of
households /
communities who
report satisfaction in
relation to:
o Access to
services
o Responsiveness
of services
o Timeliness of
services
o Quality of
services
Perception
surveys / special
studies
Level of trust in
government
institutions and
the rule of law
among
communities in
areas affected by
and vulnerable to
armed conflict
- Government
Perception
institutions to
surveys / special
include the
studies
following: President,
legislative, judiciary,
security sector, local
government, police
- Rule of law: the
extent to which
people have
confidence in and
abide by the rules of
a society;
community
perception
regarding probability
of crime and
violence
25
Risks:
Tendency of
specific
armed groups
(i.e. NPA) to
initiate
violent acts
when an area
is declared by
security
forces as
having
manageable
conflict/arme
d violence
Inefficiency
and
ineffectivenes
s of
government
institutions in
the delivery
of services

TRACK)
Indicators
Operational
Means of
Assumption
Definitions
Verification
s and Risks
B. Outcome Level
At the outcome level, PAMANA seeks to achieve the following:
1. Socio-economic conditions improved in areas affected by and
vulnerable to armed conflict;
2. Peacebuilding agenda adopted and implemented in National
Government Agencies, Regional Line Agencies, and Local Government
Units; and,
3. Capacities of PAMANA communities in addressing conflict issues and
engaging in peacebuilding enhanced.
Through its implementation of various interventions, PAMANA aims to
improve socio-economic conditions in areas affected by and vulnerable to
armed conflict. Specifically, it is posited that the program shall lead to: (1)
improved levels of livelihood and employment activities and (2) enhanced
access to basic goods and services among conflict-affected and conflictvulnerable communities.
The indicators for PAMANA Program Outcome 1 are shown in the table below:
OUTCOME 1
Socio-economic conditions in areas affected by and vulnerable
improved
Indicators
Operational Definitions
Means of
Verification
Level of
- Proportion of persons
Communitylivelihood /
who are employed
Based
employment
- Proportion of persons
Monitoring
activities
who are engaged in
System (DILG)
26
to armed conflict
Assumptions
and Risks
Assumptions:
Peacebuilding
framework
leads to
OUTCOME 1
Socio-economic conditions in areas affected by and vulnerable
improved
Indicators
Means of
Verification
among
livelihood and
communities
entrepreneurial
Labor Force
in areas
activities*
Survey
affected by
- Evidence of increased
(Philippine
and vulnerable
access to incomeStatistical
to armed
generating activities
Authority)
conflict
(employment,
livelihood and
entrepreneurial
activities)
- Evidence of improved
conditions for
employment and
livelihood
opportunities (i.e.
reduced travel time,
reduced costs of
transportation, etc.)
Level of access
to basic goods
and services
among
communities
in areas
affected by
and vulnerable
to armed
conflict
- Proportion of
households with
access to food sources
(did not experience
food shortage in past
12 months)
- Proportion of
households with
access to safe water
supply, health facilities
- Proportion of
households with
access to electricity
- Proportion of children
(aged 6-12) enrolled in
elementary school /
(aged 13-16) enrolled
in secondary school
- Proportion of
households that were
able to avail of
government services /
participate in
government programs
(CARP, 4Ps, PhilHealth,
etc.)
27
CommunityBased
Monitoring
System (DILG)
Agency (DOH,
DepEd, DILG)
and LGU reports
to armed conflict
Assumptions
and Risks
effective
convergence of
efforts among
NGAs/RLAs/LGU
s and to
substantive
level of
interventions in
conflictaffected and
conflictvulnerable
areas to create
expected
impact and
results
Livelihood
projects under
program
generate
income,
augment
existing
activities,
and/or help to
ensure food
security among
target groups
within
CAAs/CVAs
Effectiveness of
PAMANA
interventions
reduces the
tendency of
communities to
rely on violent
means to
address societal
issues
*Note: Livelihood and entrepreneurial activities may include the following: crop
farming and gardening, livestock and poultry raising, fishing, wholesale and
retail trade, manufacturing, construction, transportation and communication
As a framework, PAMANA also aims to facilitate the adoption and

implementation of the Peacebuilding Agenda in national government
agencies, regional line agencies, and local government units. This includes
the mainstreaming of the conflict-sensitive and peace-promotion approach
in the government planning, programming, implementation, monitoring and
evaluation, and communications and advocacy systems and processes.
Supported by policy and capacity-building interventions under PAMANA,
NGAs, RLAs and LGUs are also expected to implement specific programs to
address conflict and support peacebuilding.
OUTCOME 2
Peacebuilding Agenda adopted and implemented in National Government
Agencies, Regional Line Agencies and Local Government Units
Indicators
Operational
Means of
Assumptions
Definitions
Verification
and Risks
Number of
- Policy issuances for
Progress reports
Assumptions:
NGAs, RLAs
adoption of conflict- from PAMANA
Approaches
and LGUs that
sensitive and peace NGAs
employed, or
have
promoting
processes
incorporated
approaches
Progress reports
implemented by
CSPP
- Conduct of conflict
from Area
partner NGA /
approaches in
assessment across
Managers
RLAs / LGUs are
their planning,
planning,
in accordance
programming,
programming, and
Program records
with standards
implementatio
M&E processes
of NGAs, RLAs
established by
n, and M&E
- Integration of
and LGUs
OPAPP
processes
peacebuilding
indicators in M&E
Local
Mainstreaming
systems and
development
initiatives have
processes
plans
created
- Established
champions or
systems, processes
advocates of
and guidelines for
peacebuilding
adoption of CSPP
approaches and
approaches
agenda within
partner NGAs /
RLA / LGUs who
Number of
- Implementation of
Progress reports
could help
NGAs, RLAs
plans, programs and from PAMANA
sustain adoption
and LGUs
activities addressing NGAs
and practice
implementing
key conflict issues
specific
(i.e., agrarian
Progress reports
Partner NGAs /
programs to
reform, IP rights,
from Area
RLAs / LGUs see
address
human rights
Managers
and appreciate
conflict and
violations, mining,
value-added of
support
natural resource
Program records
28
OUTCOME 2
Peacebuilding Agenda adopted and implemented in National Government
Agencies, Regional Line Agencies and Local Government Units
Indicators
Operational
Means of
Assumptions
Definitions
Verification
and Risks
peacebuilding
management, etc.)
of NGAs, RLAs
adopting
- Implementation of
and LGUs
peacebuilding
plans, programs and
agenda with
activities supporting Local
regard to their
peacebuilding (i.e.,
development
initiatives and
peace caravans,
plans
performance in
inter-faith dialogues,
CAAs/CVAs
transparency and
accountability
mechanisms, etc.)
Level of public
perception on
effectiveness
of approved
policies and
guidelines to
address
conflict issues
and support
peacebuilding
- Proportion of
households who
report satisfaction in
relation to
effectiveness of
approved policies
and guidelines to
address conflict
issues and support
peacebuilding
Perception
surveys / special
studies
Through processes that seek to build peace and social cohesion, PAMANA
seeks to enhance the capacities of communities in conflict-affected and
conflict-vulnerable areas to address conflict issues and engage in
peacebuilding. This involves (1) providing avenues for active participation in
community development and governance processes among members of
marginalized and vulnerable groups and (2) building and strengthening of
community structures, mechanisms and processes for conflict-resolution and
peacebuilding.
OUTCOME 3
Capacities of PAMANA communities to address conflict and engage in
peacebuilding enhanced
Indicators
Operational
Means of
Assumptions
Definitions
Verification
and Risks
Level of
- Proportion of
DSWD-KalahiAssumptions:
participation
community
CIDSS Barangay
Local peace and
among
members
Profile Database
development
community
participating in
governance is
members in
planning,
Records /
improved with
29
OUTCOME 3
Indicators
Operational
Means of
Assumptions
Definitions
Verification
and Risks
peacebuilding
implementation,
documentation of adoption of
activities
and M&E of
community
peacebuilding /
peacebuilding
participation in
conflict-sensitive
interventions
peacebuilding
and peaceproject activities
promoting
such as
framework, and
Level of
- Proportion of
consultations,
socio-economic
participation
members of
validation,
conditions are
among
marginalized and
implementation,
enhanced to
marginalized
vulnerable groups
M&E
etc.
create a more
and vulnerable
(e.g., women,
enabling context
groups in
Indigenous Peoples,
for conflictpeacebuilding
youth, etc.)
resolution and
activities
participating in
peacebuilding
(planning,
planning,
initiatives at the
implementatio
implementation,
local level.
n, monitoring
and M&E of
and evaluation
peacebuilding
Many or most of
interventions
conflict issues can
- Number of women,
be addressed at
youth, IP groups
the local level, by
participating in
local actors,
peacebuilding
perhaps with
activities
support and
timely response
Presence of
- Number of
DILG Pillar 1
from concerned
functional local
PAMANA
progress reports
agencies and
mechanisms to
municipalities/
institutions.
address
barangays with
Progress reports
conflicts
functional local
from Area
Local
and/or conflictmechanisms to
Managers
peacebuilding
causing issues
address conflicts
bodies or conflictin PAMANA
and/or conflictRecords /
communities
causing issues
documentation of resolution
community-driven mechanisms are
able to address
development
issues that
project
frequently
implementation
contribute to
adoption of armed
Number of
- Number of
DILG Pillar 1
or violent options
communities
Barangay
progress reports
among people in
implementing
Development /
conflict-affected
conflictCommunity
Progress reports
areas
resolution and
Organization Plans from Area
peacebuilding
with conflictManagers
initiatives
resolution and/or
peacebuilding
Records/documen
30
OUTCOME 3
Indicators
Operational
Means of
Assumptions
Definitions
Verification
and Risks
initiatives included tation of
- Number of conflictcommunity-driven
resolution and/or
development
peacebuilding
project
initiatives
implementation
conducted by
community
- Resource
allocation for
conflict-resolution
and peacebuilding
initiatives
C. Output Level
Towards the achievement of the three PAMANA outcomes on (a) improved
socio-economic conditions, (b) mainstreaming of peacebuilding agenda in
governance, and (c) community empowerment in conflict-resolution and
peacebuilding, PAMANA seeks to deliver the following outputs:
1. PAMANA projects completed in conflict-affected and conflict-vulnerable
areas following Conflict-Sensitive and Peace-Promoting approaches;
2. Policies and mechanisms to support PAMANA implementation
established and implemented;
3. Knowledge, skills and attitudes of National Government Agencies,
Regional Line Agencies and Local Government Units personnel on
conflict-sensitivity and peace promotion enhanced;
4. Transparency and Accountability Mechanisms (TAM) established and
made operational in the implementation of PAMANA projects; and,
5. Awareness and appreciation of PAMANA increased among beneficiaries
and other stakeholders.
The implementation and completion of PAMANA projects Pillars 1, 2 and 3
interventions following Conflict-Sensitive and Peace-Promoting approaches
is one of the major final outputs of the program. In line with its strategy of
bringing back good governance in conflict-affected areas, PAMANA aims to
ensure that project implementation follow technical, budget and time
standards. More importantly, project implementation should adhere to
PAMANA implementation standards guided by principles of conflict-sensitivity
and peace-promotion (i.e., inclusion, participation, transparency and
accountability, responsiveness, grounding in conflict context).
31
The indicators for PAMANA Major Final Output 1 are shown in the table below:
OUTPUT 1
PAMANA projects completed in conflict-affected and conflict-vulnerable areas
following conflict-sensitive and peace-promoting approaches
Indicators
Means of
Assumptions
Verification
and Risks
Number of
- Number of beneficiaries
Social Protection
Assumptions:
individuals /
of social protection
cluster progress
Conflictgroups /
packages
reports (PHIC and
sensitive
communitie
- Number of Indigenous
CHED)
planning /
s benefitted
Peoples Communities /
programming
by Pillar 1
Indigenous Cultural
Progress reports
resulted in
projects
Communities benefitted
from NCIP and
PAMANA
through CADT processing DILG-NBOO, LGA,
projects that
and ADSDPP
BLGD, BLGS
were relevant
enhancement
and
responsive to
the conflict
Percentage
- Percentage of Pillar 2 and PAMANA Database
situation and
of Pillar 2
Pillar 3 projects
Information
the peoples
and Pillar 3
completed following:
System
needs.
projects
o Technical
completed
Progress reports
specifications
Capacities to
following
from PAMANA
o Budget allocation
apply CSPP
technical,
National
o Implementation
approached
budget and
Government
schedule
are existing
time
Agencies, Area
and/or
standards
Managers
enhanced.
Percentage
- Percentage of Pillar 2 and Project documents
NGAs, RLAs
(proposals,
of Pillar 2
Pillar 3 projects
and LGUs are
Program of Works,
and Pillar 3
completed following
able to build
Detailed
projects
conflict-sensitive and
on the peace
Engineering
implemente
peace-promoting
dividends
Design, project
d following
approaches
from the
completion report,
peace and
o Inclusion and
PAMANA
turn-over
report)
social
participation
projects and
cohesion
o Transparency and
sustains
standards
accountability
peace and
o Grounding in peace
development
and conflict context
interventions.
PAMANA implementation is also supported by the formulation of policies and

guidelines that detail standards for program implementation. Enabling
mechanisms, such as local special bodies and working groups, in support of
32
PAMANA implementation also play key roles in ensuring that program

interventions are delivered following conflict-sensitive and peace-promoting
manner.
OUTPUT 2
Policies and mechanisms to support PAMANA implementation established and
implemented
Indicators
Means of
Assumptions
Verification
and Risks
Number of
- National policy
Documentation of
Assumptions:
policies and
documents and
PAMANA guidelines, Proposed
guidelines in
guidelines in support of
joint memorandum policies gain
support of
PAMANA implementation circulars, local
enough
PAMANA
- Local ordinances and
ordinances and
support from
implementati
resolutions in support of
resolutions for
policy-makers
on
PAMANA implementation PAMANA
and
implementation
legislators for
across PAMANA
eventual
NGAs, RLAs and
approval.
LGUs
Policies
Progress reports
(national or
from Area
local) are
Managers
effectively
implemented
to have
Number of
- Local special bodies,
Documentation of
substantive
mechanisms
committees or technical
special bodies,
impact on
in support of
working groups convened committees or
addressing
PAMANA
in support of PAMANA
technical working
implementati
implementation
groups for PAMANA conflict issues
on
implementation
Progress reports
from Area
Managers
As part of mainstreaming of PAMANA as a peacebuilding framework, capacitybuilding interventions on applying Conflict-Sensitive and Peace-Promoting
approaches in government programs and processes are also being
undertaken for NGA, RLA and LGU personnel. These include previous
trainings on Peace and Social Cohesion standards, conflict-sensitive planning
and programming, conflict-sensitive monitoring and evaluation, and
communications and advocacy for PAMANA.
33
OUTPUT 3
Knowledge, skills and attitudes of National Government Agencies, Regional Line
Agencies and Local Government Units personnel on conflict-sensitivity and peace
promotion enhanced
Indicators
Operational
Means of
Assumptions
Definitions
Verification
and Risks
Number of
- Number of NGA, RLA Documentation of
Assumptions:
NGA, RLA and
and LGU personnel
capacity-building
Trained NGA, RLA
LGU
who have
initiatives on
and LGU personnel
personnel
undergone training
conflict-sensitivity
will continue
who have
on CSPP approaches and peaceworking in conflictbeen trained
promotion
affected/ conflicton conflictconducted in
vulnerable areas
sensitive and
support of PAMANA
and will thus be
peaceimplementation
able to apply
promoting
knowledge, skills
approaches
and attitudes.
Number of
NGA, RLA,
LGU
personnel
who are able
to undertake
planning and
programming,
implementati
on,
monitoring
and
evaluation,
and
communicatio
ns and
advocacy
following
conflictsensitive and
peace-
- Number of NGA, RLA

and LGU personnel
who are able to
apply conflictsensitive and peacepromoting
approaches in:
o Planning and
programming
o Implementation
o Monitoring and
evaluation
o Communications
and advocacy
34
Special studies
examining
experiences of NGA,
RLA and LGU
personnel in
applying CSPP
approaches
Interviews and
surveys with NGA,
RLA and LGU
personnel
Trained NGA, RLA

and LGU personnel
will be able to
influence other
personnel and
stakeholders in the
process of
performing their
work within
conflict-affected /
conflict-vulnerable
areas (multiplier
effect).
Peace and
development
programs and
interventions will
be sustained and
continue to receive
funding support.
OUTPUT 3
Knowledge, skills and attitudes of National Government Agencies, Regional Line
Agencies and Local Government Units personnel on conflict-sensitivity and peace
promotion enhanced
Indicators
Operational
Means of
Assumptions
Definitions
Verification
and Risks
promoting
approaches
A major feature of PAMANA implementation is the establishment of

Transparency and Accountability Mechanisms (TAM), in line with the objective
of providing avenues for constructive engagement between the government
and civil society and general public in peacebuilding. Complementing the
monitoring and evaluation initiatives of oversight and implementing
agencies, the TAM provides for civil society participation in the monitoring of
project implementation and fund utilization as well as in the management
and resolution of issues and concerns.
In its present formulation, the PAMANA TAM is composed of five mechanisms:
1. Third party monitoring by civil society organizations
2. Project and community billboard posting of project information
3. Establishment and maintenance of PAMANA website providing
information on PAMANA projects
4. Performance-based fund release mechanism
5. Grievance redress and feedback system
As of this writing, mechanisms for citizens-led monitoring in PAMANA
implementation are currently being explored.
OUTPUT 4
Transparency and Accountability Mechanisms (TAM) in the implementation of
PAMANA projects established and made operational
Indicators
Means of
Assumption
Verification
s and Risks
Number of
- Number of CSOs that are Progress reports Assumptions:
functioning
able to undertake
from Area
TAM
Third Party
project monitoring
Managers
contributes
Monitors
- Number of CSOs that
to better
were able to submit TPM TPM reports
PAMANA
reports on time and
implementati
following the standard
on and thus
reporting format
to enhanced
guidelines
peace and
development
35
OUTPUT 4
Indicators
Means of
Assumption
Verification
s and Risks
Percentage of
- Percentage of
Database of
impact in
grievances /
grievances / complaints / grievances,
conflictcomplaints,
feedback submitted to
complaints,
affected /
feedback
OPAPP-PAMANAs
feedback on
conflictsubmitted to
grievance redress and
PAMANA
vulnerable
OPAPPfeedback system that
areas.
PAMANAs
were subsequently
PAMANA
grievance
addressed / acted upon
Grievance
Partner
redress and
o Within service level
Redress and
NGAs, RLAs
feedback
Feedback
and LGUs
agreements
system that
System
apply and
(including turnwere
replicate TAM
around time, client
subsequently
in their other
satisfaction)
addressed /
programs;
acted upon in a
thus, TAM
timely and
contributes
satisfactory
to better
manner
peace and
development
governance
Percentage of
- Percentage of projects
PAMANA
in conflictprojects with
with billboards installed
Database
affected /
billboards
- Percentage of projects
Information
conflictcontaining
with billboards
System
vulnerable
accurate and
containing accurate and
updated
updated project
Progress reports areas.
information on
information
from
PAMANA
TAM
PAMANA
NGAs
enhances
projects
citizen
Number of
- Number of implementing Progress reports demand for
good
implementing
agencies with regular
from PAMANA
governance,
agencies
submissions of updated
NGAs
thus
submitting
project status reports,
contributing
regular and
following PAMANA
to bringing
updated status
reporting standards
back good
reports on
governance
PAMANA
in conflictimplementation
affected /
and fund
conflictutilization
vulnerable
Level of
- Percentage of PAMANA
PAMANA website areas.
satisfaction
website users rating
among users of
completeness,
PAMANA NGA
PAMANA
timeliness, relevance
websites
websites with
and usefulness of posted
36
OUTPUT 4
Indicators
Means of
Assumption
Verification
s and Risks
regard to
project data as
completeness,
satisfactory
timeliness,
- Availability of accurate
relevance and
and updated information
usefulness of
on PAMANA
posted project
accomplishments in
data
websites of
implementing agencies
Strategic communication initiatives for PAMANA are also essential to winning

the hearts and minds of people in conflict-affected and conflict-vulnerable
areas, thus ensuring substantive participation in and ownership of
peacebuilding agenda by various stakeholders (i.e. communities, partner
NGAs, LGUs, civil society organizations, etc.). These include quad-media
initiatives (television, radio, print and social media) focused on highlighting
the peace and development benefits of PAMANA.
OUTPUT 5
Awareness and appreciation of PAMANA increased among beneficiaries and
other stakeholders
Indicators
Operational
Means of
Assumptions
Definitions
Verification
and Risks
Level of
- Proportion of
Special studies
Assumptions:
awareness and
community
examining level
IEC efforts
appreciation
members reporting
of awareness and cater to varied
among key
awareness of
appreciation
audiences,
stakeholders for
PAMANA as a
among key
resulting in
PAMANA as
peacebuilding
stakeholders for
differing levels
peacebuilding
program and
PAMANA as
of awareness
program and
framework
peacebuilding
and
framework
- Proportion of
program and
appreciation
NGA,RLA and LGU
framework
about PAMANA.
personnel reporting
37
OUTPUT 5
Awareness and appreciation of PAMANA increased among beneficiaries and
other stakeholders
Indicators
Operational
Means of
Assumptions
Definitions
Verification
and Risks
awareness of
IEC initiatives
PAMANA as a
do not only
peacebuilding
create
program and
awareness but
framework
also tap and
capacitate
peace
Number of
- Number of IEC
Documentation
advocates who
information,
initiatives conducted of IEC initiatives
education and
for PAMANA (i.e.,
and materials for can increase
reach or help
communication
news articles, press
PAMANA
sustain
initiatives
conferences,
awarenessundertaken for
communication
building
PAMANA
planning workshops,
initiatives.
etc.)
Number of
Number of
Progress reports
PAMANA
PAMANA
and stakeholder
stakeholders
stakeholders issuing mapping from
issuing
statements of
Area Managers
statements of
support for PAMANA
support for
Statements of
PAMANA
support from key
stakeholders for
PAMANA
38
D.Input/Activity Level
The implementation of the various components of PAMANA is supported by
the following activities and processes:
Input /
Activity
Facilitation of
PAMANA
programming
Mobilization of
resources for
PAMANA
implementati
on
Description
- Conduct of regional/provincial
planning and programming
workshops
- Generation and consolidation of
list of PAMANA projects for
inclusion in budget proposal
- Technical assistance provided to
PAMANA implementing agencies in
the budget process
Responsible Unit /
Organization
- OPAPP: PAMANA Units,
National Program
Management Office,
Planning and Compliance,
Monitoring and Evaluation
- PAMANA Focal Unit of
partner NGAs
- RPOC/PPOCs
- Engagement with development

partners for mobilization of
technical support for PAMANA
implementation
- Engagement with stakeholders for
mobilization of local
counterpart/support for PAMANA
implementation
- Formulation and issuance of
PAMANA implementing guidelines
(i.e. joint memorandum circulars,
operations manuals,
memorandum of agreement, etc.)

National Program
Management Office,
- PAMANA NGAs, RLAs and
LGUs
Establishment
and
implementati
on of PAMANA
coordinating
mechanisms
- Establishment of linkages and

coordination with relevant
agencies, development partners,
civil society organizations, and
project management offices to
facilitate the implementation
- Technical assistance provided for
formation and strengthening of
coordinating mechanisms
Development
and
implementati
on of capacity
building
- Development of resource
materials on CSPP in government
processes planning and
programming, implementation,
M&E, communications and

National Program
Management Office,
Formulation of
policy and
program
documents on
PAMANA to
guide
implementati
on of PAMANA
interventions
39
- OPAPP: Policy Unit,

National Program
Management Office,
OPAPP: PAMANA
Units, National Program
Management Office
- PAMANA NGAs, RLAs and
LGUs
Input /
Activity
interventions
for
implementing
partners on
conflict
sensitivity
and peace
promotion
Description
Responsible Unit /
Organization
advocacy
- Design and conduct of trainings,
workshops and seminars on CSPP
application in government
processes and interventions
Conduct of
regular
program
monitoring
and
evaluation
initiatives
- Conduct of regular monitoring and

issue management and resolution
activities
- Conduct of regular program
evaluation initiatives to identify
program and policy
recommendations to enhance
efficiency, effectiveness,
peacebuilding impact and
sustainability of PAMANA
- OPAPP: National Program

Management Office,
partner NGAs, RLAs and
LGUs
Development
and
implementati
on of
communicatio
ns and
advocacy plan
for PAMANA
- OPAPP: National Program

Management Office,
PAMANA Units,
Communications Group
partner NGAs, RLAs and
LGUs
Development of strategic
communications and advocacy
plan for PAMANA per peace table
Development of information,
education and communications
materials for PAMANA
Conduct of trainings on
strategic communication of
PAMANA
40
PART 2:
OVERVIEW OF PAMANA CONFLICT-SENSITIVE
MONITORING, EVALUATION, ACCOUNTABILITY
AND LEARNING (CSMEAL) SYSTEM
A. Objectives of the PAMANA Conflict-Sensitive
Monitoring, Evaluation, Accountability and Learning
(CSMEAL) System
The PAMANA CSMEAL System aims to contribute towards the
institutionalization of peacebuilding in governance, specifically by:
Ensuring that program funds are properly utilized;
Ensuring efficient and effective implementation of interventions;
Surfacing areas for improvement and good practices in program
implementation;
Providing avenues for constructive engagement among National
Government Agencies, Local Government Units, Civil Society
Organizations, Communities and other program stakeholders;
Analyzing peacebuilding contributions and gains to inform decisionmaking for policy and program recommendations in PAMANA and the
peace tables; and,
Communicating results to contribute to moving peace tables forward.
B. Conflict-Sensitive Monitoring, Evaluation,

Accountability and Learning (CSMEAL) Framework
A Conflict-Sensitive Monitoring, Evaluation, Accountability and Learning 7
Framework shall be adopted for PAMANA.
This CSMEAL Framework shall be operationalized through the following
components: (1) Implementation Monitoring, (2) Outcomes Monitoring, (3)
Context Monitoring, (4) Transparency and Accountability, and (5) Program
Evaluation and Learning.
A description of these different components is provided in the table below:
CSMEAL
Component
Implementati
on Monitoring
Description
- Monitoring and reporting of project physical and financial
accomplishments (inputs, activities and outputs)
- Adherence to conflict-sensitive and peace-promoting
standards and processes along the different stages of the
project cycle
- Monitoring of issues, concerns, recommendations and
Government of the Philippines-United Nations Action for Conflict Transformation (ACT) for Peace Programme
(2009). Managing Performance in Peacebuilding: Framework for Conflict-Sensitive Monitoring and Evaluation.
41
CSMEAL
Component
Description
actions taken
implementation
to
improve
project
and
program
Outcomes
Monitoring
- Monitoring of immediate and medium-term development

benefits and peacebuilding gains
- Tracking of changes in socio-economic conditions in
conflict-affected and conflict-vulnerable areas
- Tracking of changes in peacebuilding behavior and
practices
among
program
implementers,
target
communities and other stakeholders
Context
Monitoring
- Monitoring of risks, challenges and opportunities relative

to program implementation
- Analysis of how external factors, specifically the conflict
and peace dynamics in an area, affect PAMANA
implementation
- Analysis of how PAMANA implementation contributed to
changes in local conflict and peace dynamics
Transparency
and
Accountabilit
y
Mechanisms
- Mechanisms to enhance the capacity of government for

effective delivery and responsiveness to citizen feedback
in peacebuilding through efficiency and quality in problemsolving and accountability in governance
- Mechanisms to provide non-violent and democratic spaces
for citizens to constructively engage institutions in
peacebuilding
Program
Evaluation
and Learning
- Assessment of program results based on criteria of

relevance, efficiency, effectiveness, convergence or
coherence
with
other
peace
and
development
interventions, and sustainability
- Assessment of peacebuilding impacts such as how
PAMANA contributed to addressing key conflict drivers and
promoting peacebuilding structures and processes in the
area
- Initiatives to feedback learnings to improve program
implementation,
guide
decision-making,
maximize
program
impact,
and
support
institutionalization
(mainstreaming)
and
sustainability
of
PAMANA
interventions
C. Guiding Principles
PAMANA specifically caters to the peace and development needs of conflictaffected and conflict-vulnerable areas. The causes and impacts of prolonged
armed hostilities in conflict-affected and conflict-vulnerable areas are what
42
PAMANA intends to address. Its fundamental difference with other

development interventions is its conflict-sensitive and peace-promoting
(CSPP) lens in project identification, implementation, monitoring and
evaluation. CSPP allows stakeholders to understand the interaction between
context and roots of conflict, and the proposed peacebuilding interventions,
in order to minimize the negative impacts and maximize the positive impacts
of the interventions.
Consistent with the tuwid na daan agenda of the Aquino Administration, the
key good governance values and principles that PAMANA gives special
attention to are the following:
1. Inclusion: the provision of equal rights and opportunities with special

focus on empowering marginalized and vulnerable individuals and
groups in communities.
Inclusion is a key pre-condition for social cohesion because it ensures
that all the needs, interests, values and aspirations of people and
groups are given equal opportunities to emerge, be considered and be
deliberated in various processes that determine the communitys
quality of life.
Inclusion ensures that affirmative actions towards giving voice to
otherwise marginalized individuals and groups in the community are
made available.
2. Participation: the active and meaningful involvement

stakeholders in all aspects and stages of the project cycle.
of
all
Participation ensures that the most salient needs, interest and

aspirations of the people which are core basis of decision-making and
collective action in the community are surfaced among all community
members through processes of engagement such as community
assemblies and consultations.
3. Responsiveness: the ways in which agencies, institutions and

programs address the needs of the people especially the most
vulnerable and marginalized.
Responsiveness may also refer to the capacity and flexibility of
government to respond to shifts in the social, economic and political
context while ensuring that interventions effectively address the needs
and interests of citizens.
4. Transparency: the accessibility and actual use of project information

among program stakeholders.
Transparency emphasizes the quality of information i.e., information
should be relevant to projects/programs target groups/beneficiaries, it
43
should be complete, and should be in a form that they can easily

understand/appreciate and utilize to demand accountability from power
holders (which include government) and implementers.
5. Accountability: the responsibility of stakeholders in the entire project

cycle.
Accountability involves being answerable for decisions, actions and
consequences resulting from such decisions and actions, including
sanctions for non-performance/underperformance and violations.
6. Grounding in Peace and Conflict Context: this entails an

understanding and analysis of realities in areas affected by and
vulnerable to armed conflict.
CSPP requires grounding of our interventions on a good appreciation of
the conflict context how our interventions are shaped or constrained
by the said context and how the said interventions are supposed to
impact on the conflict situation.
Recognizing, however, that the situation in conflict-affected communities
differs significantly from other poverty-stricken areas, PAMANA is also
concerned in promoting the following conditions in conflict-affected
and conflict-vulnerable areas:
1. Healing and Reconciliation: this refers to conscious efforts to

contribute to the mending of the rifts and discords in the community
caused by armed conflict. This also covers effort to mend the wounds
of war between the agencies of the state and the non-state armed
group, and the social reintegration of the individuals/ groups involved
in armed hostilities in mainstream society.
2. Community Resilience: this refers to the ability of the community
and its members to mitigate, adapt to, and recover from shocks and
stresses of conflict in a manner that reduces vulnerability and adopts a
non-violent approach.
Community resilience also ensures that the community is able to
improve their institutional and social capacities to collectively address
and/or mitigate the causes and effects of armed conflict.
Community resilience may be manifested in enhanced consciousness
and capacities of community members to pursue active non-violence in
conflict management and resolution, making use of social and political
processes, not violence, to deal with disputes.
3. Social Cohesion: a state of affairs between and among members of

the community and between citizens and their government where they
are bound together by norms, values, practices and relationships
44
characterized by respect for diversity, culture of peace, cooperation

and trust8.
Social cohesion can be nurtured in two dimensions: 1) vertical
dimension or the relationship between the government and the
communities; and 2) horizontal dimension or the relationship between
and among members of communities.
In addition to the guiding principles mentioned above, we also argue that the
CSMEAL system shall be active-reflective 9 in character, with emphasis on
critical reflection in view of distilling lessons from monitoring and evaluation
initiatives. This is to ensure that interactions between the peace and conflict
context and the program implementation are analyzed and translated into
action towards maximizing the positive impacts and minimizing the negative
impacts of the program.
Based on a synthesis of definitions and assumptions of Chan, To & Chan (2006), Colleta (2000)
and Bush (1998) and with conscious harmonization with Philippine policy discourse on peace and
security. It must be mentioned that the understanding of social conflict and the different types of
violence from the World Development Report (2011), Rubin, Pruitt & Kim (2006), Lederach (2003)
and Galtung (1990 & 1969) guided this discussion by serving as negative or opposite exemplars to
social cohesion.
9
Lederach, J. P., Neufeldt, R., & Culbertson H. (2007). Reflective Peacebuilding: A Planning,
Monitoring and Learning Toolkit. Indiana: Joan B. Kroc Institute for International Peace Studies,
University of Notre Dame
45
Conflict-Sensitive Monitoring, Evaluation, Accountability and

Learning (CSMEAL)
Implementation
Monitoring
Outcomes Monitoring
Physical and financial

accomplishments (inputs,
activities and outputs)
Adherence to conflictsensitive and peacepromoting processes
Issues, concerns,
recommendations and actions
taken
Monitoring of immediate
development benefits and
peacebuilding gains derived from
project implementation
Tracking of changes in socioeconomic conditions in conflictaffected and conflict-vulnerable
areas
Changes in peacebuilding behavior
and practices among implementers,
Context Monitoring
Monitoring of risks, challenges and

opportunities relative to program
implementation
Analysis of how external factors,
specifically the conflict and peace
dynamics in an area, affect PAMANA
implementation
Analysis of how PAMANA
implementation contributed to
changes in local conflict and peace
Transparency and Accountability Mechanisms

Mechanisms to enhance the capacity of government for effective delivery and responsiveness to citizen feedback in
peacebuilding through efficiency and quality in problem-solving and accountability in governance
Mechanisms to provide non-violent and democratic spaces for citizens to constructively engage institutions in
peacebuilding
Program Evaluation and Learning

Assessment of program results based on criteria of relevance, efficiency, effectiveness, convergence or coherence with
other peace and development interventions, and sustainability
Assessment of peacebuilding impacts such as how PAMANA contributed to addressing key conflict drivers and promoting
peacebuilding structures and processes in the area
Initiatives to feedback learnings to improve program implementation, guide program enhancements, maximize program
impact, and support institutionalization (mainstreaming) and sustainability of PAMANA interventions
Figure 5. Conflict-Sensitive Monitoring, Evaluation, Accountability and Learning System for PAMANA
46
PART 3:
IMPLEMENTATION MONITORING
A. Focus Areas
Implementation monitoring focuses on
monitoring and reporting of project
physical and financial accomplishments.
Thus, monitoring within this component
seeks to track inputs, activities and the
resulting
outputs
in
PAMANA
implementation. This entails monitoring
of
fund
utilization,
process
implementation and delivery of project
interventions.
As
a
peacebuilding
program
and
framework, the monitoring of PAMANA
implementation also examines a projects
adherence
to conflict-sensitive and
peace-promoting
standards
and
processes along the different stages of
the project cycle.
This component is also concerned with
monitoring of issues and concerns arising
from project implementation, the actions
taken to address these issues and
concerns, and recommendations on how
to improve implementation.
How does Implementation

Monitoring in PAMANA strive to be
Conflict-Sensitive and PeacePromoting?
Monitoring of process indicators for
conflict-sensitive and peacepromoting project implementation
Collection of data disaggregated
according to sex, ethnicity and age
Monitoring of implementation issues,
actions taken and
recommendations to facilitate
timely and effective resolution of
issues and challenges
Multi-stakeholder and constructive
engagement in the conduct of
validation process
Strengthening of mechanisms to
ensure and demonstrate
transparency in reporting of
physical and financial
accomplishments
B. Implementation Arrangements
Processes for the reporting, monitoring and validation of PAMANA projects
include the following: (1) agency submission of project status updates, (2)
validation procedures, (3) preparation of validated quarterly status reports,
and (4) submission and web-posting of validated quarterly status reports.
These processes shall supplement existing processes and mechanisms for
project monitoring conducted by implementing agencies.
B.1
Agency Submission of Project Status Updates
1. The implementing agency shall, every 20 th day of the last month of the
quarter, submit all project status updates on the implementation of
PAMANA projects for the said quarter to the Office of the Presidential
Adviser on the Peace Process. The schedule of submission for the
quarterly reports will be as follows:
47
Coverage of Report
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Date of Submission
March 20
June 20
September 20
December 20
2. Project status updates, as submitted by the implementing agency, shall

contain information on the following:
General Data
Fields
Description of Content
Project title, location, type, description and

objectives / significance
Implementing agency, mode of implementation,
contact person
Project Details
Fund Utilization
Budget allotment, obligation and utilization

Actual project cost, amount of local counterpart
Project activities - target and actual duration of the

project
Key milestones in the implementation process
Actual
description
of
status
of
project
implementation,
including
percentage
of
accomplishment
Social processes conducted following conflictsensitive and peace-promoting standards
Description of operations and maintenance /
sustainability plan
Project
Implementation,
including
ConflictSensitive and
PeacePromoting
Approaches
Beneficiaries
Issues,
Concerns,
Actions Taken
and
Recommendatio
ns
Transparency
and
Accountability
Mechanisms
Number of communities / households / individuals

served
Description of benefits / advantages derived from
the project
Issues and concerns in project implementation
Actions taken by implementing agency to address
issues and concerns
Recommendations
to
improve
project
implementation
Date of billboard installation
Date of web posting
Name of CSO third-party monitor
48
3. Implementing agencies shall submit the quarterly project status

updates using the PAMANA project monitoring template. In addition,
implementing agencies shall submit a narrative report providing
information on the following:
a) summary of implementation status and fund utilization across all
projects;
b) highlights from project implementation during the quarter;
c) issues,
concerns
and
recommendations
from
project
implementation; and
d) good practices and stories based on project implementation.
All submissions shall be signed by the authorized approving officer
of the implementing agency.
See Annex A for tolls and templates for PAMANA implementation
monitoring.
B.2 PAMANA INFORMATION SYSTEM (PIS)

1. A web-based reporting platform, the PAMANA Information System
(PIS), is currently being developed to enable online submission of
PAMANA project status updates and narrative reports. During the
interim, project status updates shall be submitted, either in printed
form or by way of electronic document using the PAMANA project
monitoring template.
2. All implementing agencies that have no existing information system
for PAMANA projects can use the web-based PAMANA Information
System in fulfilling the implementation monitoring activities.
Implementing agencies with existing information system shall
collaborate with OPAPP to establish link of the existing information
system to the web-based PAMANA Information System, thereby
enabling the implementing agency to fulfill the implementation
monitoring activities.
Below is a screenshot of the PIS web page.
49
3. USER ACCOUNTS
c. Each implementing agency shall be given access to the PAMANA
Information System through two types of user accounts: Encoder
and Reviewer.
i. Encoder account is intended for implementing agencies field
offices or any equivalent offices. It allows users to read and
write project details and updates, and upload project
documents in area of responsibility of the officer.
ii. Reviewer account is intended for implementing agencies
regional and/ or national office/s. It allows users to read
project details and updates made through the Encoder
account, mark project as reviewed or for verification, and add
field for remarks to specify what needs to be verified.
d. The final users and assignments of these user accounts shall be
at the discretion of the implementing agency. The implementing
agencies shall submit to OPAPP official recommendation of the
unit and officers who will operate the PAMANA Information
System as encoder and reviewer. The official recommendation
should include basic personal information and contact details
such as mobile number, landline number and email address/es to
be used by OPAPP in creating the user account for the
implementing agencies officers.
50
e. The implementing agencies officers who shall be assigned the

user accounts shall undergo capacity building that OPAPP shall
conduct on the use of the PAMANA Information System. A
separate users manual is currently being developed for the
PAMANA Information System.
4. PROJECT DETAILS AND STATUS UPDATES
a. Project details and status updates reported by
agencies in Microsoft Excel or other format in prior
imported to the PAMANA Information System and
agencies shall verify and update these during the
of 2015.
implementing
years shall be
implementing
first semester
b. Once reviewed and submitted, the project details shall be locked

and will no longer be editable. Implementing agencies shall only
be able to update financial and physical implementation details
available for updating. In order to change locked project details
(e.g. project title or project location), the implementing agency
needs to formally communicate to OPAPP and provide supporting
documents (e.g. Barangay Resolution or Joint Committee
Resolution) in order make the changes. This is in order to monitor
changes based on validation initiatives of the implementing
agencies.
c. OPAPP shall consolidate and standardize reporting of PAMANA
project status updates of all implementing agencies. Project
status updates shall be based on the following categories:
Project Status
Preparatory
Ongoing
Implementati
on
Physically
Completed
Project
Finished
Definition
The project is undergoing preparatory activities
necessary for project implementation.
Project validation
MOA signing
Social preparation (including community mobilization
and consultations)
Project implementation (i.e. construction, training, etc.)
has already started and physical accomplishments are
already evident
The project has been physically completed.
For infrastructure projects: 100% accomplishment of
physical works
For livelihood projects: 100% delivery of product or
service
The project has satisfied the necessary requirements for
turn-over and clearance.
51
Project Status
Definition
Certificate of acceptance issued by beneficiary
community / LGU
Full liquidation and financial report cleared and
signed by COA auditor
Project implementation has been suspended / put on-hold
due to certain reasons (i.e. subject to Closure Agreement,
in the process of termination, etc.)
Pending
Terminated
Project will not be implemented anymore and funds have

been returned to the Bureau of Treasury
5. PROJECT TYPES
a. PAMANA projects shall be categorized based on the following
classifications:
Componen
Project Types
t
Pillar 1
Study Grant Program
Sub-Categories
Health Insurance
Program
Support to Indigenous
Peoples Issues
Capacity-Building for
Local Government
Institutions
52
Certificate of Ancestral Domain

Title Formulation
Support to Ancestral Domain
Sustainable Development
Protection Plan
Quick Response Team for IP
Human Rights Violation
Capacity-Building (includes
Indigenous Knowledge Systems
and Practices-based Social Reengineering)
Mainstreaming Conflict-Sensitivity
in Local Development Planning
Training on Peace and Order
Public Safety Plan
Establishment of Healing and
Reconciliation Mechanisms
Capacity-Building for LGUs to
Ensure Functionality of Lupong
Tagapamayapa and Barangay
Componen
t
Project Types
Sub-Categories
Human Rights Action Center
Pillar 2
Livelihood
Community infrastructures
Farm-to-market roads
Pathways
Water systems
Capacity-building
PAMANA for MNLF

Communities
Cooperative development
Agri-Fisheries
Production
Farm inputs
Post-harvest facilities
Irrigation system
Solar dryer
Boat landing with storage
Fishing equipment
Farm equipment
Trading post
Warehouse
Community
Infrastructure and
Support
Multi-purpose building
Pathway
Day-care center
Capacity-building
Footbridge
Drainage canal
Electrification
Solar electrification
Line electrification
Roads
Opening
Concreting
Rehabilitation
Bridges
Construction
Rehabilitation
Community-Driven
Development
Shelter Assistance for

Internally-Displaced
Persons
Pillar 3
Livelihood
53
Componen
t
MNLF
Peace and
Developme
nt
Communiti
es
Project Types
Sub-Categories
Water System
Level I, II or III
Natural Resource
Management
Plantation development
Eco-tourism
Mangrove rehabilitation
Agricultural
Production
Bridge
Community
Infrastructure
Road
Water System
CBA-CPLA
Agricultural
Production
Bridge
Community
Infrastructure
Community-Driven
Enterprise
Development
Livelihood
Roads
Water Systems
6. QUARTERLY SUBMISSIONS
a. All project status updates on the implementation of PAMANA
projects for the quarter made through the PAMANA Information
System shall be considered as the final and official submission
for the quarter. Project status updates available on the final date
shall be included in the quarterly progress report and shall be
declared as the official submission of the implementing agency.
54
b. Lack of project status updates will be considered as no progress

in terms of project implementation. Project status updates made
after the cut-off date shall be included in the succeeding quarter.
c. Electronic copies of project documents, such as Memorandum of
Agreement, project proposals, Program of Works, Detailed
Engineering Design, progress reports, and photos, among other
project documents, shall also be submitted through the PIS.
In order to support project status updates, the implementing
agencies shall upload to the PAMANA Information System
pertinent, scanned official project documents such as, but not
limited to the following:
Project proposal documents
Program of Works / Detailed Engineering Design / Engineering
Reports (for infrastructure projects)
Work and Financial Plan
Memorandum of Agreement Implementing Partner NGA and
LGU/contractor)
Bids and Awards Committee (BAC) documents
o Approved budget contract
o Criteria for eligibility
o Abstract of bids
o Documentation of BAC meetings
o Terms of Reference
o Plans and technical specifications
o Contract between implementing partner and contractor
o Notice of Award
o Notice to Proceed
o Other Full Disclosure Policy documents (e.g. Annual
Procurement Plan or Procurement list, Items to Bid, Bid
Results on Civil Works, and Goods and Services)
Documentation of social preparation activities

o Documentation of municipal orientation (including attendance
sheets)
o Documentation of community consultations (including
attendance sheets)
Special Allotment Release Order (SARO)
Financial documents (Record of Disbursements, Record of
Checks Issued, etc.)
Financial report (signed by auditor of COA)
Signed progress reports
Billboards (pictures)
Documentation of exit conference and turnover ceremonies
Turnover Certificate
Operations and Maintenance Plan
55
Other documents:
o List of workers/laborers for the project
o Variation orders
o Free Prior Informed Consent
o Environment Compliance Certificate
o Gender analysis
o Risk analysis, mitigation and management plan
o Sustainability plan
o Photo documentation of pre-implementation, implementation
and post-implementation project stages
These project documents shall be uploaded within a month upon
their availability and based on existing policies and
commitments.
B.3Validation Procedures
1. Validation of the quarterly status reports shall be undertaken by
specific units of the OPAPP as oversight agency for PAMANA. The
validation process shall be undertaken through the following
methods: review of agency submissions, vetting and alignment with
implementing agencies, and field validation.
2. Review of agency submissions of PAMANA project status updates
a. OPAPP shall conduct review of the agency submissions of
PAMANA project status updates based on the following
guideposts:
Completeness of project status updates
Changes in project details
Alignment of reported figures with PAMANA database and
previous status updates submitted by the agency
Review of progress of project implementation and fund
utilization
Review of implementation status vis--vis fund utilization
status
Status of management and resolution of issues and
concerns raised
Consistency of agency submissions with other sources of
data such as OPAPP area manager reports, third-party
monitoring and grievance redress and feedback system
3. Vetting and alignment with implementing agencies
a. In cases where certain discrepancies, performance-related
issues, grievances or complaints have been observed during the
review, OPAPP shall conduct alignment meetings with concerned
agencies to clarify these observations as well as to help identify
remedial measures for these observations.
56
The following table provides guideposts and action points for

vetting and alignment with implementing agencies.
Guideposts
Completeness of
information on project
status updates
Action Points
Request parties to provide complete
information
on
project
details,
implementation status and fund utilization.
Changes in project details
Request parties to clarify changes in project

details and provide reference documents to
support these changes.
Discrepancies in reported
figures based PAMANA
database and previous
status updates submitted
by the agency
Review discrepancies and align with

agencies to identify sources of discrepancies
and resolve data inconsistencies.
Review of progress of
project implementation and
fund utilization
Assess progress of project implementation

and fund utilization, identify issues and
concerns that affect progress, and provide
recommendations on how to address issues
and concerns.
Review of implementation
status vis--vis fund
utilization status
Assess status of implementation vis--vis

status of fund utilization, identify gaps, and
provide recommendations on how to address
gaps.
Status of management and

resolution of issues and
concerns raised
Examine issues and concerns raised, provide

recommendations on how to address issues
and concerns.
Check status of resolution of issues and
concerns reported in previous quarters and
refer to appropriate units to facilitate
resolution.
Consistency of agency
submissions with other
sources of monitoring data
Examine project status updates in relation to

other sources of monitoring data (i.e., area
manager reports, third-party monitoring of
civil society organizations, and grievance
redress and feedback system).
Identify sources of inconsistencies and
provide recommendations on validating
observed discrepancies.
4. Field validation
a. In specific cases where observed discrepancies cannot be
resolved through the procedures mentioned above as well as in
cases involving allegations of project anomalies and violation of
57
the law, field inspection shall be conducted to validate the

reports.
The following table shows the categories of cases that shall be the
subject of field validation.
Categories
Violations of the law and
project anomaly
Examples
Allegations of corruption,
misuse of funds, theft
Falsification of project
documents
Irregularities in bidding and
procurement process
Substantial slippage in
physical accomplishments and
delays in project
implementation
Slippage in physical
accomplishments (target
physical accomplishment
minus the actual physical
accomplishment) is equal to
or greater than 15% (high
intensity indicator based on
DILG Alert Mechanisms)
Physical works accomplished

not in accordance with
approved plans and
specifications
Substandard, non-functional
projects
b. Field inspection shall be undertaken by a validation team

composed of technical personnel from OPAPP and PAMANA
implementing agencies with the following qualifications: (1)
extensive experience in PAMANA implementation and (2)
involvement in agency monitoring and evaluation processes.
Civil society organizations, non-government organizations, and
peoples organizations, through an appropriate agreement, shall
be invited to participate in the validation process.
Representatives from local government units covering the
projects for validation shall also be invited to participate in the
process.
c. The field validation process shall include, but will not be limited
to the activities:
Review of project documents, such as project proposals, work
and financial plan, progress reports, among others;
Actual inspection of physical accomplishment of project;
Collection and review of financial documents from
implementing agencies;
58
Interview with individual / community beneficiaries of the

project;
Interview with project implementers from field/regional
offices; and
Problem-solving sessions.
d. The validation team shall prepare a report containing the results

of the validation process conducted. A validation report template
can be found in Annex A. The validation report shall include
information on the issues and concerns raised in the project
status updates and provide clarification on the observed
inconsistencies.
The validation report shall also provide information on the results
of
problem-solving
sessions
conducted
with
project
implementers, CSO partners and local government unit partners
to identify recommendations and next steps on how to address
the issues, concerns and inconsistencies that were identified.
The report shall be submitted to the PAMANA National Program
Management Office (NPMO) to serve as reference document for
issue management and resolution.
B.4 Preparation of Validated Quarterly Status Reports

1. The OPAPP, through its PAMANA National Program Management Office
(NPMO), shall prepare the quarterly status report on the status of
implementation and fund utilization of PAMANA.
2. The quarterly status report shall include the following information:
Status of project implementation and fund utilization per agency
Highlights of PAMANA implementation for the quarter
Issues, concerns and recommendations in program implementation
Quarterly accomplishments along PAMANA key result areas
Key stories on PAMANA featuring emerging outcomes
B.5 Submission and Webposting of Validated

Quarterly Status Reports
1. The OPAPP, within thirty (30) days from the deadline of agency
submission of quarterly project status updates, shall submit the
validated quarterly status reports on the utilization of the funds by
implementing agencies, including the list of beneficiaries of PAMANA
projects to the Department of Budget and Management, the House
Committee on Appropriations, the Senate Committee on Finance,
National Economic Development Authority, and the Office of the
President, as well as to partner implementing agencies.
59
2. The Head of the implementing agency and the agencys web

administrator or his/her equivalent shall be responsible for ensuring
that PAMANA validated quarterly status reports are posted on the
official website of the implementing agency within three (3) days from
receipt of the validated quarterly status report.
The Presidential Adviser on the Peace Process and the agencys web
administrator or his/her equivalent shall be responsible for ensuring
that the validated quarterly report is also posted on the official
websites of OPAPP and PAMANA within ten (10) calendar days from the
submission of the report to the oversight agencies mentioned above.
B.6 Institutional Arrangements

To ensure timely approval, release of funds, implementation and
completion of PAMANA projects, the following roles and responsibilities
shall be undertaken by PAMANA Implementing Agencies (Central,
Regional and Provincial Offices) and OPAPP (National PAMANA Program
Management Office, PAMANA Program Management Office per Peace
Table, and Monitoring and Evaluation Unit)
a. PAMANA Implementing Agency (Regional / Provincial/
District/ Municipal/ City Office)
1. Conduct monthly financial and physical monitoring and validation on
project implementation according to existing rules and regulations,
particularly COA Circular No. 2009-001;
2. Establish alert mechanisms to ensure timely resolution of issues
that may arise before and during project implementation;
3. Submit monthly status reports to the Agency Central Office every
10th of the month;
4. Provide clarifications and additional inputs in relation to
discrepancies in project status updates during vetting and
alignment processes;
5. Participate in the conduct of field monitoring activities and exit
conferences focused on validating projects with implementation
issues and challenges (e.g., project anomalies such as allegations of
corruption, misuse of funds, substantial slippage in physical
implementation, substandard and non-functional projects, etc.);
and,
6. Participate in semestral assessment and planning workshops to
assess program implementation, surface issues and challenges, and
identify policy and program recommendations to ensure timely and
effective implementation of the program;
60
7. Participate and coordinate with OPAPP Program Management Office

in accomplishing the PAMANA provincial profile detailing conflict
analysis initiatives and outputs; assessment of PAMANA
accomplishments in the province; implementation issues,
challenges, actions taken; and initial changes in peace and conflict
context in the province.
b. PAMANA Implementing Agency (Central Office)
1. Submit quarterly project status updates on PAMANA implementation
to OPAPP-PAMANA National Program Management Office every 20 th
of the last month of every quarter;
2. Provide clarifications and additional inputs in relation to
discrepancies in project status updates during vetting and
alignment processes; and,
4. Document
issues
and
challenges
arising
from
program
implementation and facilitate referral, tracking, problem-solving
and/or resolution of these issues and challenges;
5. Convene semestral assessment and planning workshops to assess
program implementation, surface issues and challenges, and
identify policy and program recommendations to ensure timely and
effective implementation of the program;
6. Facilitate the webposting of validated quarterly status reports in the
official website of the agency.
c. OPAPP (PAMANA National Program Management Office
[NPMO] and Program Management Office per Table [PMO])
1. Review quarterly project status updates submitted by PAMANA
Implementing Agency to ensure completeness and accuracy of
project information and status of management and resolution of
implementation issues and challenges;
2. Undertake validation and alignment processes with PAMANA
Implementing Agency based on the findings from the review of
quarterly project updates submitted;
61

4. Document
issues
and
challenges
arising
from
program
implementation and facilitate referral, tracking, problem-solving
and/or resolution of these issues and challenges;
5. Participate and provide inputs in the semestral assessment and
planning workshops in view of assessing program implementation,
surfacing issues and challenges, and identifying policy and program
recommendations to ensure timely and effective implementation of
the program;
6. Spearhead accomplishment of PAMANA provincial profile of their
respective areas of coverage detailing conflict analysis initiatives
and outputs; assessment of PAMANA accomplishments in the
province; implementation issues, challenges, actions taken; and
initial changes in peace and conflict context in the province;
7. Prepare the validated quarterly status report on PAMANA status of
physical implementation and fund utilization for submission to the
Office of the President, the Department of Budget and Management,
the House of Representatives Committee on Appropriations, the
Senate Committee on Finance, and the different PAMANA
implementing agencies; and,
8. Facilitate the webposting of validated quarterly status reports in the
official websites of OPAPP and PAMANA.
Figure 6 provides a summary of the proposed institutional arrangements for
PAMANA Implementation Monitoring.
C. Overview of Tools and Templates for PAMANA

Implementation Monitoring (Annex A)
Implementation
Monitoring
Tools and
Templates
Project Reporting
Data Fields
Monitoring Report
Template
Description
This tool provides guidelines on the following:
(a) List and clustering of data fields being required;
(b) Definition of each data field; and
(c) Type of values each data field should have (e.g.
Numerical, Text, Date, Percentage, etc.).
This tool serves as a guide during field visits. Data fields
listed in the abovementioned tool are provided in this tool
62
Implementation
Monitoring
Tools and
Templates
Description
for the personnel on the field to accomplish.
Findings can be written on the spaces provided. Extra
sheets can be used when needed. Findings can be
encoded at a later time on the PAMANA Information
System.
Project Monitoring
Guide with
Guideposts for
Conflict-Sensitive
and PeacePromoting
Processes
This aims to guide how conflict-sensitive and peacepromoting (CSPP) processes should manifest in the
project cycle stages.
Sample
Monitoring Points
per Project Type
This tool provides guidelines on the nuances of

monitoring points depending on the type of project being
visited.
For each monitoring point, there are corresponding

means of verification are provided to guide how to track
adherence to CSPP processes per project cycle stage.
This serves to break down the components or features of

the projects that should be monitored and reported.
Project Monitoring
Forms
This tool serves as a guide during field visits. Based on

the previous tool, this tool shall be accomplished by
personnel depending on the project cycle stage the
project is currently at.
Findings can be written on the spaces provided, Yes or No
on the second column, while text on the last two
columns. Extra sheets can be used when needed.
Findings can be encoded at a later time on the PAMANA
Information System.
Validation Report
Template
This tool serves as a format for the validation report done

by the field validation team containing the results of the
validation process conducted.
The validation report template includes fields for
information on the issues and concerns raised in the
project status updates and clarification on the observed
inconsistencies.
There
are
spaces
provided
for
information on the results of problem-solving sessions
conducted with project implementers, CSO partners and
local
government
unit
partners
to
identify
recommendations and next steps on how to address the
issues, concerns and inconsistencies that were identified.
63
Implementation
Monitoring
Tools and
Templates
Description
The report shall be submitted to the PAMANA National
Program Management Office (NPMO) to serve as
reference document for issue management and
resolution.
PAMANA
Provincial Profiles
This tool provides an initial assessment on PAMANA

accomplishments
at
the
output
level
enabling
identification of gaps, recommendations and action plan
on improving PAMANA implementation in a province;
contribute to regular program monitoring and upcoming
evaluation initiatives; and contribute to formulation of
legacy / transition document on PAMANA.
64
Agency Reporting on Physical and Financial

Accomplishments
Project Implementation Updates
Conflict-Sensitive and Peace Promoting Practices
Alignment and Validation Procedures
Agency Field Offices

(Regional /
Provincial / District /
Municipal / City)
Oversight Agencies
(OP, DBM, NEDA,
Senate, HoR)
Agency Central
Offices
National
PAMANA
PMO
(OPAPP)
PAMANA Area
Coordinators /
Managers (OPAPP)
PAMANA PMOs
(CAS, PCCU, BM)
General Public
Webposting in
OPAPP and PAMANA
websites
PAMANA Information System (PIS)
Figure 6. Proposed Institutional Arrangements for PAMANA Implementation Monitoring
65
PART 4:
OUTCOMES MONITORING
A. Focus Areas
How does Outcomes Monitoring in
PAMANA strive to be ConflictSensitive and Peace-Promoting?
Emphasis on understanding how
interventions contributed or did
not contribute to peacebuilding
gains in conflict-affected and
conflict-vulnerable areas
Multi-stakeholder engagement in the
collection of PAMANA change
stories
Provision of safeguards for informed
consent, anonymity and
confidentiality in the collection of
PAMANA change stories
Providing avenues to surface and
strengthen citizen voice in
describing significant changes in
behavior, practices and conditions
of stakeholders
Outcomes can defined as changes in the

behavior,
relationships,
actions,
activities, policies or practices of a
social actor10. In some instances,
outcomes may also pertain to changes
in the social, economic or political
conditions experienced by a social actor.
Outcomes monitoring for PAMANA looks
at
immediate
and
medium-term
development
benefits
and
peacebuilding
gains
derived
from
PAMANA
implementation.
These
changes can include changes in socioeconomic conditions in conflict-affected
and conflict-vulnerable areas, as well as
changes in peacebuilding behavior and
practices among implementers, target
communities and other stakeholders of
PAMANA.
The following are the key outcomes of PAMANA, along which outcomes
monitoring will be undertaken:
Key Outcomes
Improved socioeconomic
conditions in
areas affected by
and vulnerable to
conflict
Peacebuilding
Agenda adopted
Description
Improved access to livelihood and employment among
communities in areas affected by and vulnerable to
armed conflict
Improved access to basic goods and services among
communities in conflict-affected and conflict-vulnerable
areas
Improved access to government programs among
communities in conflict-affected and conflict-vulnerable
areas
Changes in peace and security conditions in
communities (e.g., occurrence of violent incidents,
presence of armed groups)
NGA / RLA / LGU adoption of PAMANA framework in regular

government interventions
10
Earl, S., Carden, F., & Smutylo, T. (2001). Outcome mapping: Building learning and reflection
into development programs. Ottawa: International Development Research Centre.
Wilson-Grau, R. & Britt, H. (2012). Outcome harvesting. Ford Foundation Middle East and North
Africa Office. Cairo, Egypt.
66
Key Outcomes
and
implemented by
National
Government
Agencies (NGAs),
Regional Line
Agencies (RLAs)
and Local
Government
Units (LGUs)
Enhanced
capacities of
PAMANA
communities to
address conflict
and engage in
peace-building
Description
Policies (e.g., resolutions, memorandum circular,
guidelines, operations manual)
Processes (e.g, transparency and accountability
mechanisms, appreciation of conflict analysis in
programming and implementation, conflict-sensitive
monitoring and evaluation)
Programs (e.g., complementation of PAMANA
interventions with other agency programs in CAAs/CVAs)
NGA / RLA / LGU adoption and implementation of local peace

and development initiatives
Policies (e.g., resolutions, agreements and ordinances
addressing key conflict issues such as IP issues, human
rights violations, mining, natural resource management,
etc.)
Resource allocation (e.g., counterpart funds,
sustainability mechanisms, etc.)
Activities (e.g., peace caravans, inter-faith dialogues,
etc.)
Social Cohesion
Increased trust between and among members of
communities
Heightened sense of belonging and acceptance of
otherwise marginalized individuals, groups and sectors
by other members of the community
Heightened respect for diversity among otherwise
polarized individuals, groups and sectors within,
between and among communities
Cooperation and volunteerism to contribute to the
success of peace-building interventions
Sense of ownership among community members for
peace-building interventions
Broadened spaces for communication and dialogue
within, between and among members of communities
Increased participation among marginalized and
vulnerable groups in governance and development
activities (planning, implementation, monitoring and
evaluation)
Healing and Reconciliation
Acts of truth-telling, apology and transformation by
individuals and groups who committed atrocities in the
past
Acts of forgiveness and compassion by aggrieved
individuals, groups and sectors for atrocities and
grievances committed in the past
Community Resilience
67
Key Outcomes
Other domains of
peacebuilding
gains
Description
Enhanced consciousness and capacities of community
members to pursue active non-violence in conflict
management and resolution
Use of social/political processes, not violence, to deal
with disputes
Community adoption and implementation of conflictresolution initiatives (e.g., dispute resolution
mechanism, dialogues, etc.)
Functional local mechanisms to address conflicts and/or
conflict-causing issues in PAMANA communities
Increased trust of citizens on the government
Increased trust of citizens in political, legal, security
institutions
B. Suggested Methodologies
Outcomes monitoring for PAMANA shall be undertaken through the following
methodologies involving OPAPP, implementing agencies, and other key
program stakeholders:
1. Focus groups discussions and key informant interviews with program
stakeholders during field visits program implementers, community
beneficiaries, etc.;
2. Outcomes mapping activities conducted during regular inter-agency
meetings convened by OPAPP and program review and evaluation
activities undertaken by PAMANA implementing agencies and OPAPP;
3. Provincial assessment and planning workshops on PAMANA; and,
4. Assessment of results from other outcome studies and independent
evaluation initiatives.
Regular inter-agency meetings and program review and evaluation
workshops shall also be conducted to serve as a venue for:
1. Sharing and processing of outcomes stories collected by PAMANA
implementing agencies and OPAPP;
2. Vetting and validation of results from outcomes tracking conducted by
OPAPP and other groups conducting independent research on PAMANA.
C. Implementation Arrangements
To track peacebuilding outcomes from PAMANA implementation, the following
roles and responsibilities shall be undertaken by PAMANA Implementing
Agencies (Central, Regional and Provincial Offices), PAMANA Local
Government Units, and OPAPP (National PAMANA Program Management
Office, PAMANA Program Management Offices per Table and Monitoring and
Evaluation Unit):
68
a. PAMANA Implementing Agency (Regional and Provincial

Offices)
1. Undertake regular outcomes tracking activities, such as field visits and
collection of change stories, every semester; and,
2. Submit results of outcome tracking activities to PAMANA Implementing
Agency Central Office.
b. PAMANA Implementing Agency (Central Office)
1. Participate in regular outcomes tracking activities, such as field visits
and collection of change stories, every semester;
2. Consolidate results of outcome tracking activities from Regional and
Provincial Offices;
3. Submit consolidated results of outcome tracking activities to OPAPPNPMO; and,
4. Participate in the conduct of regular inter-agency meetings to serve as
venue for reporting and sharing of outcome stories among PAMANA
implementing agencies and validation of results and findings from
various outcome tracking activities.
c. PAMANA Local Government Units
1. Undertake regular outcomes tracking activities, such as field visits and
collection of change stories, every semester; and,
2. Submit results of outcome tracking activities to OPAPP PMO (CAS,
PCCU, BM) and NPMO.
d. OPAPP (National PAMANA Program Management Office,
PAMANA Program Management Offices per Table and
Monitoring and Evaluation Unit)
1. Facilitate the conduct of capacity-building activities on PAMANA
outcomes tracking for personnel from PAMANA Implementing Agencies
(c/o Monitoring and Evaluation Unit);
2. Participate in regular outcomes tracking activities, such as focus groups
discussions and key informant interviews with program stakeholders,
every semester; and,
3. Facilitate the conduct of regular inter-agency meetings to serve as
venue for reporting and sharing of outcome stories among PAMANA
implementing agencies and validation of results and findings from
various outcome tracking activities.
69

PAMANA Outcomes Monitoring.
70
Collection of Change Stories on Peacebuilding

Practices and Outcomes in PAMANA
Implementation
Regular program review and evaluation
activities
Area-based assessment and planning
workshops
CapacityBuilding on
PAMANA
Outcomes
Tracking
Agency
Field
Offices
(Regional /
Provincial)
National
PAMANA PMO
(OPAPP)
Agency
Central
Offices
PAMANA
PMOs
(Closure,
PCCU, BM)
Monitoring
and
Evaluation
Unit (OPAPP)
PAMANA
Area
Coordinator
s/
PAMANA Local
Government
Units
General Public
Webposting in OPAPP,
Agency and PAMANA
websites
Oversight Agencies
(OP, DBM, NEDA,
Senate, HoR)
Figure 7. Proposed Institutional Arrangements for PAMANA Outcomes Monitoring
71
D.Overview of Tools and Templates for PAMANA

Outcomes Monitoring (Annex B)
Outcomes
Monitoring Tools
Processes for
Collection of
PAMANA Change
Stories
Template for
Collection of
PAMANA Change
Stories
Description
This tool provides guidelines on the following:
Selection of participants
Methodology - key informant interviews, focus
groups discussions
Informed consent, anonymity, confidentiality and
voice
Collection of evidence
Domains of change PAMANA peacebuilding
practices and outcomes
This tool details guide questions regarding:
Project and story-gathering activity
Awareness, knowledge and perceptions about
PAMANA prior to implementation
Mapping changes in relation to PAMANA
implementation
Experiences in PAMANA implementation
Visions of peaceful community
Guidelines for
This tool provides guidelines on conducting outcomes
Outcomes Mapping mapping exercises with project implementers and
community beneficiaries.
Outcomes mapping exercises may be integrated in
assessment and planning initiatives of different PAMANA
agencies and local government units.
This specific exercise will also be undertaken to process
the outcome stories that shall be submitted by PAMANA
implementing agencies.
72
PART 5:
CONTEXT MONITORING
A. Focus Areas
Context monitoring involves regular
assessment of the changes in the
program environment, specifically on
conflict and peace dynamics in areas
covered by the program, and how
these
shifts
affect
PAMANA
implementation.
How does Context Monitoring in PAMANA

strive to be Conflict-Sensitive and PeacePromoting?
Regular updating of conflict
assessments to facilitate
understanding of local conflict and
peace dynamics
Multi-stakeholder participation in
context monitoring activities
Focus on analyzing how local conflict
and peace situation interacts with
program implementation
Use of conflict and peacebuilding
indicators based on elements of
human security
This involves monitoring of external

factors
that
affect
program
implementation,
including
risks,
challenges and opportunities that
may affect program implementation,
as well as changes in the overall
peace and conflict context.11
Context monitoring for PAMANA shall also involve the following:

1. Analysis and review of underlying risks and assumptions in program
implementation, as well as planning of mitigation measures to address
risks and maximize opportunities in program implementation;
2. Updating of results of conflict assessments, specifically looking into
dividers (sources of conflict/tension) and connectors (peace-promoting
initiatives) and mapping how these elements impact on program
implementation; and
3. Tracking of program contributions to changes in conflict and peace
dynamics in the PAMANA area.
Context monitoring shall be undertaken through the following methodologies
involving OPAPP, PAMANA implementing agencies, local government units
and local special bodies such as Peace and Order Councils and Development
Council, and other key program stakeholders:
1. Regular program reviews and evaluation activities undertaken by
OPAPP and implementing agencies;
2. Provincial assessment and planning workshops participated in by
OPAPP, implementing agencies, and local government units;
11
Government of the Philippines-United Nations ACT for Peace Programme (2009). Managing
Performance in Peacebuilding: Framework for Conflict-Sensitive Monitoring and Evaluation.
The Forum for Early Warning and Early Response (FEWER) et al., A Resource Pack, Chapter 1, 1.
Monitoring and Learning Toolkit. Indiana: Joan B. Kroc Institute for International Peace
Studies, University of Notre Dame.
73
3. Meetings of PAMANA Technical Working Groups at the regional,

provincial and municipal levels; and
4. Meetings of local special bodies involved in peace and development
initiatives (i.e., Regional / Provincial / Municipal Peace and Order
Councils, Regional / Provincial / Municipal Development Councils).
To assess the local conflict and peace dynamics relative to the
implementation of PAMANA, the following roles and responsibilities shall be
undertaken by OPAPP (National PAMANA Program Management Office,
PAMANA Program Management Offices per Table and Monitoring and
Evaluation Unit), PAMANA Implementing Agencies (Central, Regional and
Provincial Offices) and Local Government Units and Local Special Bodies:
a. OPAPP (National PAMANA Program Management Office,
PAMANA Program Management Offices per Table and
Monitoring and Evaluation Unit)
1. Facilitate the conduct of capacity-building activities on PAMANA context
monitoring for personnel from implementing agencies, local
government units and local special bodies;
2. Facilitate the conduct of regular context monitoring activities at the
regional, provincial and municipal levels; and,
3. Facilitate the consolidation and sharing of results from context
monitoring activities among various stakeholders groups (e.g., Peace
Panel, Joint Committee, Cabinet Cluster on Security, Justice and Peace,
etc.).
b. PAMANA Implementing Agency
1. Participate in regular context monitoring activities to be undertaken in
collaboration with OPAPP, local government units (LGUs), local
technical working groups (TWGs) and local special bodies involved in
peace and development initiatives (e.g., R/P/MPOC, R/P/MDC).
c. Local Government Units and Local Special Bodies
1. Participate in regular context monitoring activities to be undertaken in
collaboration with OPAPP, local government units (LGUs), local
technical working groups (TWGs) and local special bodies involved in
peace and development initiatives (e.g., R/P/MPOC, R/P/MDC).
PAMANA Context Monitoring.
74
Stakeholders and Political Issue Mapping

Conflict and Peace Needs Analysis
Local Peace and Development Situationer
Peacebuilding in Governance Resource
Mapping
PAMANA Area
Managers /
Coordinators
CapacityBuilding on
PAMANA
Context
Monitoring
Local Government
Units
Agency Field
Offices (Regional /
Provincial)
Security Sector
PAMANA
National PMO
(OPAPP)
PAMANA PMOs
(CAS, PCCU,
BM)
(OPAPP)
Monitoring and
Evaluation Unit
(OPAPP)
PAMANA Technical
Working Groups /
Local Special
Bodies (R/P/MPOC,
R/P/MDC)
Cabinet
Cluster on
Security,
Justice and
Panel /
Joint
Committee
Civil Society
Organizations
Figure 8. Proposed Institutional Arrangements for PAMANA Context Monitoring
75
D.Overview of Tools and Templates for PAMANA

Context Monitoring (Annex C)
Context
Monitoring Tools
Stakeholders and
Political Issue
Mapping
Description
This tool provides information on stakeholders involved in
a particular political issue, their positions, needs and
interests relative to the issue, as well as interventions
being undertaken by stakeholders.
The tool also includes a section on discussing
opportunities and strategies for engagement with these
stakeholders relative to PAMANA implementation.
Local Peace and

Development
Situationer
This tool lists down indicators that are needed to come up

with a local peace and development situationer, based on
the different elements of human security.
Data collected based on this list of local peace and
development indicators should be disaggregated by sex,
ethnicity and age, across years and comparative to
national indices where possible.
Peacebuilding in
Governance
Resource Mapping
This tool serves as a guide in mapping resources for

peacebuilding in governance, which includes policies,
mechanisms, programs, projects and processes that
contribute to peace-building guided by the concept of
human security.
Data collected based on this list of resources for
peacebuilding in governance should be collected across
the years to help guide conflict-sensitive and peacepromoting local development planning.
Conflict and Peace

Needs Analysis
This tool helps to facilitate discussion of the local conflict

and peace dynamics and how these dynamics interact
with PAMANA implementation. This template integrates
the Systems Approach to Conflict Analysis, based on the
WDR 2011 Report framework on Stressors, Institutions and
Violence, in the steps for analysis.
76
PART 6:
TRANSPARENCY AND ACCOUNTABILITY MECHANISMS
(TAM)
I.
Framework
The World Development Report 2011 on Conflict, Security and Development

underscored that when institutions are weak and illegitimate, citizens are not
provided with opportunities to cope with the security, justice, and
jobs/development stressors they experience. This is manifested when formal
and non-formal institutions neglect or lack the capacities to respond to the
felt needs of citizens. As a result, citizens learn to distrust their institutions. At
times, despite attempts from institutions to re-establish trust, citizens
sometimes refuse to access available democratic spaces to air out feedback.
Disconnect between institutions and citizens emerge and a culture of silence
is cultivated. These are the very conditions that enable armed struggle and
violent conflict to persist.
There are certain cases when institutions are actually ready to respond or
have already responded to the felt needs of citizens. In some cases, citizens
though still do not access the opportunities to cope with the stressors they
experience just because they are not informed. Further, despite attempts to
bridge this information gap, institutions still have a lot to overcome not only
in terms of the physical distance of citizens, but also because of the psychosocial distance between them and citizens rooted in a history of
abandonment and animosity.
To address these pronounced realities in conflict-affected and conflictvulnerable communities, Transparency and Accountability Mechanisms (TAM)
have been instituted in the implementation of PAMANA. TAM in PAMANA is
envisioned to enhance the teeth of government institutions and the voice
of citizens. It is theorized that by enhancing the voice of citizens, citizens
will be empowered to express their needs and sentiments and institutions will
be able to listen and understand citizens better. This will provide impetus for
institutions to act accordingly-- with teeth. The figure below provides a
frame where enhanced lines of communication become the avenue to rebuild
the relationship of citizens with their institutions.
In view of improving the relationship
between institutions and citizens by
enhancing the teeth of institutions and
the voice of citizens, the TAM shall:
(1) Enhance
the
capacity
of
government
for
effective
delivery and responsiveness to
citizen
feedback
in
Improved
relationship
77
peacebuilding through efficiency and quality in problem-solving and

accountability in governance; and,
(2) Provide non-violent and democratic spaces for citizens to constructively
engage institutions in peacebuilding.
Specifically, the TAM shall:
(1) Increase awareness and appreciation of the public on PAMANA and its
implementation;
(2) Open meaningful spaces for citizens towards constructive engagement
in peacebuilding;
(3) Demonstrate the effectiveness and responsiveness of government by
ensuring that feedback is addressed in a timely and effective manner;
and,
(4) Improve peacebuilding interventions based on learning from citizen
feedback.
II. Components
The TAM shall be operationalized in PAMANA through five (5) components:
(1) Feedback and Response System
(2) Citizen-led Monitoring
(3) Web-posting
(4) Project and Community Billboards
(5) Performance-based Fund Releases
(1)
Feedback and Response System
The PAMANA Feedback and Response System (PFRS) is currently being set-up
to enhance the voice of citizens in PAMANA implementation by providing
citizens opportunities to lodge their feedback on the peacebuilding
interventions of government. This mechanism is envisioned to enhance
Implementation Monitoring by opening spaces for public participation in the
gathering of data on emerging issues and concerns. Opportunities for
constructive engagement with government in problem-solving shall also be
provided to citizens to negotiate timely and appropriate remedies and
solutions to their issues and concerns.
The PFRS shall also help demonstrate the teeth of government in
peacebuilding in governance. Standards on efficiency and quality of problemsolving processes shall be established to ensure that feedback raised by
citizens are properly responded to. Critical steps of problem-solving processes
shall be made transparent for public inquiry to demonstrate the effectiveness
and responsiveness of government in peacebuilding in governance.
Feedback gathered from citizens shall also be used as basis for learning.
Insights shall be drawn from citizen feedback to reflect on how and why the
implementation of peacebuilding interventions has resulted to conflict- and/or
78
peace-promoting outcomes. From these, recommendations for policy and

program enhancement to improve the practices and outcomes of peacebuilding interventions of government shall be drawn.
(2)
Citizens-led Monitoring
Civil Society Organizations (CSOs) have long served as beacons of citizen

engagement in governance. The level of influence they have in public life
often mark the vitality of democratic practice in a community. In communities
affected by and vulnerable to armed conflict, citizen engagement is faced
with especially challenging circumstancessecurity issues in using voice,
weak capacities of government institutions to respond to citizens concerns, a
history of disengagement of the general populace from democratic process,
and the lingering risk of otherwise peaceful interactions turning into violent
confrontations. Despite and because of this, citizen engagement is all the
more critical in peace-building. In the midst of violent conflict, citizens must
use their voice. CSOs can serve as catalysts for non-violent and constructive
engagement between citizens and the government. Within the frame of
constructive engagement, the voice of citizens shall be enhanced through the
facilitation of CSOs which then will serve as basis for government to
strengthen its teeth in how it performs its mandate.
Given the strategic standpoint of CSOs in providing leadership for citizens in
constructive engagement with the government, CSOs shall be tapped to
mobilize citizens to monitor the implementation of PAMANA. Especially
emerging from the special conditions in communities in conflict-affected and
conflict-vulnerable areas, CSOs shall serve a critical role not only in
enhancing transparency and accountability in PAMANA implementation, but in
contributing to mainstreaming the peacebuilding agenda in governance.
Previous practice of citizen monitoring in PAMANA was formerly called Third
Party Monitoring (TPM). In 2012-2013, CSOs monitored the performance of
government in fulfilling its commitments to deliver the peacebuilding
interventions under PAMANA, and in ensuring compliance to prevailing
implementation standards. This was set forth through Memoranda of
Agreement (MOA) between OPAPP and CSOs that lay down arrangements for
the conduct of TPM. Within these MOA, terms and conditions for the provision
of mobilization funds to CSOs have been stipulated. This practice has been
and continues to be subjected to public scrutiny given recent debates relative
to engagements of government institutions with CSOs that involve the
transfer of funds.
Pursuant to enhancing the TPM system, OPAPP shall improve existing
partnerships and enter into new partnerships with CSOs and CSO networks
who are already deeply engaged in peacebuilding and good governance.
Initiatives for networking shall be pursued as a strategy for scaling up citizenled monitoring in terms of its breadth of area coverage, reach of citizens
mobilized, and depth of peace-building impact. Anent this, funds for CSO and
79
volunteer mobilization shall be secured from International and/or Local

Funding Institutions to be coursed through the CSO network.
The CSO network that was tapped for this initiative has members who are
subject matter experts in the field of social accountability. Arising from
existing initiatives in promoting social accountability in peacebuilding, the
engagement with the CSO network will serve as an avenue for dialogue to
highlight peacebuilding principles in doing social accountability initiatives in
communities in areas affected by and vulnerable to armed conflict. Through
this engagement, citizen-led monitoring in PAMANA will be guided by social
accountability and CSPP principles as demonstrated in the following:
(1) Performance framework and measures for social accountability in areas
affected by and vulnerable to armed conflict;
(2) Guidelines and tools in the conduct of citizen-led monitoring for
PAMANA;
(3) Capacity development program for local CSOs and community
volunteers; and,
(4) Multi-sectoral network for continued learning, sustainability and
mainstreaming of peacebuilding in governance.
The CSO network shall link up with local CSOs and community volunteers
whose experiences ground them in their respective localities of engagement.
Subject matter experts, local CSOs and community volunteers shall engage
each other towards learning and from these engagements, insights and
theories shall be distilled, learning shall be used to produce concrete
guideposts for peacebuilding practice, and a community of practitioners shall
be cultivated on the basis of a grounded know-how of the theory and practice
of constructive engagement in the context of communities in areas affected
by and vulnerable to armed conflict.
Central to this initiative is mainstreaming the CSPP Agenda in citizen-led
monitoring. Conscious effort shall be exercised to embed peacebuilding
principles in the policies, mechanisms, processes and practices to be set forth
in this initiative. One critical consideration is that citizen-led monitoring shall
not only delve on monitoring the performance of government in fulfilling its
commitments to deliver the peacebuilding interventions under PAMANA and
in ensuring compliance to prevailing implementation standards. Monitoring
points shall be expanded not only to include, but to have as its main focus
and lens the peacebuilding processes and elements in PAMANA
implementation.
Going beyond accounting of accomplishments and adherence to technical
requirements in PAMANA implementation, CSOs shall immerse in the
peacebuilding process to deeply understand how PAMANA interventions
affect the peace and conflict context wherein the program operates. This will
enable CSOs to have their own take at the journey of PAMANA and see from
their own perspective how PAMANA grappled with the context of armed
conflict and see how PAMANA, in its pursuit of peace, contributed towards
more peace or more conflict in their local scenarios of engagement.
80
CSOs shall also be provided avenues for constructive engagement in

problem-solving. They shall serve as catalysts for the efficient and responsive
resolution of issues as they arise. Through this, not only will the government
be able to demonstrate its effectiveness and responsiveness in peacebuilding
and governance, but moreover, demonstrate the richer and more meaningful
process and outcomes of governance when it is within the framework of
constructive citizen engagement rooted in principles of social accountability
and peacebuilding.
Finally, in view of the close of the Aquino Administration, one of the
objectives of citizen-led monitoring is to ensure that the practice of social
accountability in peacebuilding is sustained and provided a trajectory to
flourish and grow beyond the current Administration. By investing in the
capacities of local CSOs and community volunteers, advocates and
practitioners of social accountability for peace-building in governance shall be
multiplied. By demonstrating the benefits of constructive engagement in
peacebuilding in governance to PAMANA communities, citizen-led monitoring
shall put forth the narrative of how constructive engagement can ultimately
improve the relationship of citizens with government and thereby instill the
belief that peace is more viable than armed conflict. The goal is that at the
turn of the Administration, efforts for citizen-led monitoring shall redound to
the adoption of the practice of social accountability in conflict-affected and
vulnerable communities by local stakeholders including NGAs, LGUs, CSOs
and communities.
(3)
Web-posting
In the web, a new and fresh platform has been established where active
citizenship can be meaningfully expressed. A critical mass of Filipino
netizens have found in the web, avenues where they can stay informed
about and actively participate in discourse about matters that affect their
lives. As such, transparency and communications initiatives shall be pursued
in the web to increase the awareness and appreciation of the online public on
PAMANA through (1) a PAMANA Website (www.pamana.net) and (2) PAMANA
portals in the respective websites of PAMANA Partner agencies.
Currently, the PAMANA Website contains basic descriptions of PAMANA's
objectives, strategic pillars, zones, implementing partners, and transparency
and accountability mechanisms. It also provides a basic description of the
history, geographic coverage, peacebuilding objectives per PAMANA zone in
respective dedicated portals. News reports related to PAMANA
implementation and change stories are posted in the home page and in the
portals of each PAMANA zone. Contact information of OPAPP-PAMANA officials
and personnel, and links to the websites of PAMANA Partner NGAs are
provided. It also contains a gallery of photos and videos, and resource
materials such as policy and program documents, tools, and reports.
Proposed enhancements to the existing PAMANA website include the
following: (1) linking of the PAMANA Information System to the PAMANA
website to provide timely physical and financial status updates per project;
81
(2) linking to PAMANA Feedback and Response System portal to provide a

space for the online public to provide feedback and to contribute to
addressing emerging issues and concerns in PAMANA implementation; (3)
filtering function to allow the public to filter information according to
identified project details. In summary, these aim to empower the online
public with correct and accessible information, and by providing a conducive
space for citizen engagement to enable them to meaningfully participate in
peace-building.
Apart from the PAMANA website to be maintained by OPAPP, PAMANA
websites / webpages have also been developed by partner implementing
agencies, such as the ARMM, DSWD-ARMM, DAR, DOE, CHED, NCIP and DILG,
among others.
Annex D provides screenshots of the current PAMANA website and the
proposed improvements for this Transparency and Accountability Mechanism,
as well as the PAMANA websites / webpages of partner implementing
agencies.
(4)
Project and Community

Billboards
Among the critical development issues in conflict-affected and conflictvulnerable areas is the dearth of access to information. When citizens are not
informed of the programs of government, especially those that address their
deepest felt issues and concerns, citizens are often led to the conclusion that
the government has decided to neglect their needs and aspirationsthat the
government has left them behind. Hence, community and project billboards
are installed in conspicuous sites to address the information gap on the
peacebuilding interventions of the government being implemented through
PAMANA.
Each PAMANA municipality and barangay installs a Community Billboard to
inform the local public that the community-at-hand is a PAMANA community.
Information on PAMANA, the profile of the PAMANA community, a summary of
PAMANA interventions in the covered locality, and PFRS modalities shall be
posted.
Project Billboards are also constructed to inform the local public that the
project-at-hand is a PAMANA project. Information on PAMANA, basic
information, physical and financial status of the project, and feedback
modalities are provided in the billboard.
Annex D provides the guidelines for the preparation and installation of
PAMANA community and project billboards.
(5)
Performance-based Fund
Releases
82
As a rule, all funds for PAMANA projects shall be released in tranches, subject
to performance and fund use as reflected in specific milestones in project
implementation. The schedule and prescribed minimum requirements /
conditions for the fund releases shall be dependent on Implementing Partner
Agencies requirements and conditions for release and are included in the
Implementing Guidelines issued by each PAMANA implementing agency.
Examples of the operationalization of performance-based fund releases are
provided below:
DA-DAR Joint Resolution for Pillar 2 PAMANA-ARA Fund Releases
TRANC
HE
First
Second
Third
COLLATILLA
Approved Project Proposal
Accomplished 50% of the project
Liquidation of the previous amount
and completion and turn-over
of subprojects
PERCENT AMOUNT
(%)
(PhP)
50
150,000
40
120,000
10
30,000
DILG-OPAPP Joint Memorandum Circular on the Guidelines in the

Implementation of the PAMANA-DILG Fund Pillar 3 Component
Mechanics for Fund Releases
For all types of subprojects, fund releases to Implementing Partners shall be
made in the following tranches:
d.1 For Implementing Partner that will not avail of fund for DED preparation,
fund releases shall be made in two (2) tranches upon submission of required
documents listed in Annex E:
1st Tranche - 80% of the Subproject MOA Allocation upon
submission of the required documents
2nd Tranche - Subproject Contract Cost (or the Approved

Program of Works for subprojects that will be implemented by
Administration), including variation cost, if any, less the 1st
Tranche, but shall not be more than the remaining balance of the
Subproject MOA Allocation, and upon submission of evidentiary
supporting documents that the initial release has been fully
disbursed, as well as a Certificate of Completion in the case of
infrastructure subprojects or a Certificate of Acceptance for
procurement of equipment/goods and other required documents
d.2 For Implementing Partner that will avail of fund for DED preparation, fund
releases shall be made in three (3) tranches upon submission of required
documents listed in Annex E:
83
1st Tranche - equivalent to 3.0% of the Subproject MOA Allocation

(inclusive of DED costs), upon submission of the required documents
2nd Tranche - 80.0% of the Balance of Subproject MOA Allocation

upon submission of the required documents and upon submission of
evidentiary supporting documents that the 1st Tranche has been fully
liquidated. The Balance of Subproject MOA Allocation represents the
Subproject MOA Allocation less the 1st Tranche
3rd Tranche - the Subproject Contract Cost (or the Approved

Program of Works for subprojects that will be implemented by
Administration), including variation cost, if any, less the 2ndTranche
and the balance of the 1st Tranche (1st Tranche less Awarded DED
Cost), if any, and upon submission of evidentiary supporting
documents that the initial release has been fully disbursed, as well as a
Certificate of Completion in the case of infrastructure subprojects or a
Certificate of Acceptance for procurement of equipment/goods and
other required documents
e. Requests for fund releases shall be submitted to the Regional Office with
the complete required supporting
A sub-manual, containing implementing guidelines for the different TAM
components, shall also be developed.
84
PART 7:
PROGRAM EVALUATION AND LEARNING
A. Focus Areas
Program
evaluation
entails
periodic
assessments of program results (i.e., what
the program has accomplished or not
accomplished),
its
implication
and
contribution to peacebuilding, and the
sustainability
of
peacebuilding
gains
achieved by the program12.
Program evaluation initiatives for PAMANA
shall provide a venue for program
implementers and stakeholders to raise
questions regarding program results based
on specific criteria such as relevance,
efficiency, effectiveness, convergence and
sustainability13. These initiatives shall also
serve as avenues to interrogate program
theory of change, specifically linkages and
assumptions across the results chain.
Apart
from
these
criteria,
program
evaluation for PAMANA shall also focus on
analyzing the peacebuilding impacts of the
program, specifically on understanding how
the program contributed to addressing key
conflict
drivers
and
promoting
peacebuilding
spaces,
processes
and
structures in an area.
How does Program Evaluation and

Learning in PAMANA strive to be
Conflict-Sensitive and PeacePromoting?
In addition to standard program
evaluation criteria, emphasis on
analysis of peacebuilding impacts
specifically on understanding how
the program contributed to
addressing conflict drivers and
promoting peacebulding structures
Multi-stakeholder involvement in
evaluation and learning activities
Advocacy for active-reflective
practice in M&E to help guide
necessary changes in program
design and implementation,
enhance peacebuilding impact,
support institutionalization
(mainstreaming) and sustainability,
and contribute to peacebuilding
practices in other programs,
projects and organizations
Provide avenues for members of
vulnerable and marginalized groups
to influence program and policy
decisions through the use of
participatory program evaluation
and learning approaches
Noting that reflection and learning processes are integral to peacebuilding

practice14, PAMANA monitoring and evaluation initiatives aim to serve as
spaces for reflection and learning towards enhancing peacebuilding practice.
12
13
DAC Network on Conflict, Peace and Development Cooperation and the DAC Network on
Development Evaluation. (2007). Encouraging Effective Evaluation of Conflict Prevention
and Peacebuilding Activities: Towards DAC Guidance. OECD Journal on Development, 8 (3).
France: Organisation for Economic Co-operation and Development.
United Nations Development Programme [UNDP] (2009). Handbook for Planning, Monitoring and
Evaluating for Development Results. New York: UNDP.
14
Lederach, J. P., Neufeldt, R., & Culbertson, H. (2007). Reflective Peacebuilding: A Planning,
Monitoring and Learning Toolkit. The Joan B. Kroc Institute for International Peace Studies,
University of Notre Dame and Catholic Relief Services Southeast, East Asia Regional Office.
85
As such, PAMANA M&E initiatives shall have a strong reflection and learning
component to help facilitate the following:
Surfacing, distilling and sharing of experiences and insights in PAMANA
implementation;
Accounting for program results to assess whether PAMANA was able to
deliver on its commitments and the factors that facilitated or hindered
the program to achieve its stated objectives; and,
Feedbacking of learnings to guide necessary changes in program
design and implementation, enhance peacebuilding impact, support
institutionalization (mainstreaming) and sustainability, and contribute
to peacebuilding practices in other programs, projects and
organizations.
The following table details the criteria that will guide PAMANA program
evaluation activities:
Program
Evaluation
Criteria15
Relevance /
Appropriateness
Effectiveness
General Research Questions

To what extent do PAMANA outcomes/impacts align with
the achievement of national priorities and existing laws,
including Philippine Development Plan sector outcomes?
To what extent are PAMANA objectives and design based
on a well-informed understanding of the local conflict
environment that the program seeks to address? Are
PAMANA objectives and design congruent with the
peacebuilding agenda that the program seeks to
support?
Are program interventions responsive to the needs and
aspirations of program beneficiaries?
Are there better ways to achieve PAMANAs
outcomes/impacts or to contribute to related national
priorities?
Is PAMANA achieving its intended results? To what
extent have PAMANA outcomes been achieved? What
progress has been made towards attaining PAMANA
outcomes?
What are intended and unintended outputs, outcomes
15
DAC Network on Conflict, Peace and Development Cooperation and the DAC Network on
Development Evaluation. (2007). Encouraging Effective Evaluation of Conflict Prevention
and Peacebuilding Activities: Towards DAC Guidance. OECD Journal on Development, 8 (3).
France: Organisation for Economic Co-operation and Development.
Mindanao Development Authority. Practical Guide: Shared Monitoring and Evaluation of Mindanao
Peace Outcomes [Version 1.2).
National Economic and Development Authority [NEDA] and Department of Budget and
Management [DBM] (2015). Joint Memorandum Circular No. 2015-01 National Evaluation
Policy Framework of the Philippines.
86
Program
Evaluation
Criteria

and impacts were observed? How positive or negative
are these consequences? To what extent can these be
attributed to PAMANA interventions?
What factors in program implementation contributed to
or hampered the achievement of program objectives
and results? What steps can be taken to improve
program effectiveness?
Efficiency
Are PAMANA interventions delivered in a timely and costeffective manner? Are PAMANA interventions delivered
based on efficient utilization of available resources (i.e.,
financial, human, etc.)? To what extent was resource
utilization minimized in relation to delivery of outputs?
Are there better or more efficient ways to deliver the
outputs of PAMANA?
What factors in program implementation have facilitated
or hindered program efficiency? What steps can be
taken to improve program efficiency?
Convergence
Are PAMANA interventions aligned with interventions

from other peace and development programs?
To what extent do PAMANA interventions complement
existing programs and projects resulting in better
outcomes?
What efforts were undertaken to ensure coherence and
complementation with other peace and development
programs? What steps can be taken to improve
convergence of PAMANA with other peace and
development programs?
Sustainability
To what extent did the benefits of PAMANA continue after

funding ceased? To what extent did the benefits of
PAMANA projects continue after project completion?
Are there factors, mechanisms and processes in program
implementation that support sustainability of the gains
from PAMANA?
Do implementing agencies have existing transition
plans / exit strategies?
What factors in program implementation have facilitated
or hindered the adoption of these sustainability factors,
mechanisms and processes? What steps can be taken to
improve program sustainability?
Peacebuilding
Impact16
How did PAMANA impact key conflict actors and conflict

issues in the area?
How did PAMANA contribute to the promotion of
87
Program
Evaluation
Criteria

peacebuilding spaces, processes and structures in the
area?
In what ways, positively or negatively, are the results
impacting on the conflict and peace situation in conflictaffected and conflict-vulnerable areas?
As stated in Part 2 on the guiding principles of the CSMEAL System,

monitoring and evaluation initiatives for PAMANA shall be active-reflective 17 in
character. This means that reflection processes shall be integrated across
different M&E initiatives described in this manual. Reflection and learning
processes provide us with venues to pursue the following:
Identify successful and non-successful cases, the factors that
contributed to these cases as well as our own personal and group
contributions to successes and failures in program implementation;
Learn from mistakes to ensure that errors and their negative impacts
are corrected and avoided in the future;
Map strategies to enhance peacebuilding impact and promote
sustainability of PAMANA; and,
Encourage knowledge sharing across PAMANA areas, agencies and
interventions.
The table below shows possible thematic areas for the conduct of reflection
sessions on PAMANA implementation:
Thematic
Sample Guide Questions
Participant
Area
s
Programmin
How was planning and project identification NPMO
g (includes
undertaken in the previous years of PAMANA PAMANA
planning and
Units (CAS,
implementation?
project
What were your positive or negative experiences PCCU, BM)
identification
in the planning and project identification process Implementin
)
g Agencies
for PAMANA?
Were there any significant changes in the MEU
planning and project identification process for Policy Group
PAMANA across the years? What were these
changes and how did these impact on the
programming process?
What can be considered as good practices in the
planning and project identification process for
PAMANA?
What
are
possible
areas
for
improvement in the PAMANA programming
process?
What
key
learnings
from
the
PAMANA
16
17
Mindanao Development Authority. Practical Guide: Shared Monitoring and Evaluation of

Mindanao Peace Outcomes [Version 1.2).
Monitoring and Learning Toolkit. Indiana: Joan B. Kroc Institute for International Peace
Studies, University of Notre Dame.
88
Thematic
Area
Participant
s
programming process can be mainstreamed in

the planning and project identification processes
of implementing agencies for conflict-affected
and conflict-vulnerable areas?
Social
Preparation
What specific activities are conducted in line with

social preparation in the implementation of
different PAMANA interventions (across pillars
and agencies)?
What were your positive or negative experiences
in the social preparation process for PAMANA?
What factors facilitated or hindered the social
preparation process for PAMANA?
social preparation process for PAMANA? What are
areas for improvement in the social preparation
process for PAMANA?
Implementin
g Agencies
LGU
representati
ves
NPMO
PAMANA
Units (CAS,
PCCU, BM)
MEU
Policy Group
What key learnings from PAMANA social

preparation processes can be mainstreamed in
the social preparation processes of implementing
agencies for conflict-affected and conflictvulnerable areas?
Bidding and
Procurement

in the bidding and procurement process for
PAMANA projects?
bidding and procurement process for PAMANA
projects? What are areas for improvement in the
bidding and procurement process for PAMANA
projects?
What key learnings from PAMANA social
preparation processes can be mainstreamed in
the social preparation processes of implementing
Implementin
g Agencies
LGU
representati
ves
NPMO
PAMANA
Units (CAS,
PCCU, BM)
CSO
Transparenc
y and
Accountabilit
y (TAM)
What were your experiences in operationalizing

the different components of TAM in PAMANA?
What were the gains from the operationalization
of TAM in PAMANA?
What factors facilitated or hindered the
operationalization of the different components of
TAM in PAMANA?
operationalization of TAM? What are areas for
improvement in the operationalization of TAM?
CSOs
Implementin
g Agencies
LGU
representati
ves
NPMO
PAMANA
Units (CAS,
PCCU, BM)
89
Thematic
Area
Participant
s
What key learnings from TAM in PAMANA can be MEU
mainstreamed in the implementation processes Policy Group
of government agencies for conflict-affected and
conflict-vulnerable areas?
Monitoring
and
Evaluation

in monitoring and evaluation for PAMANA?
What factors facilitated or hindered conflictsensitive monitoring and evaluation for PAMANA?
monitoring and evaluation of PAMANA? What are
areas for improvement in the monitoring and
evaluation of PAMANA?
What key learnings from PAMANA monitoring and
evaluation can be mainstreamed in the M&E
processes of government agencies for conflictaffected and conflict-vulnerable areas?
Strategic
Communicati
on
What were your positive or negative experiences Implementin

in
undertaking
strategic
communication g Agencies
PIA
initiatives for PAMANA?
NPMO
What factors facilitated or hindered strategic Comm Group
PAMANA
communication initiatives for PAMANA?
What can be considered as good practices in Units (CAS,
PAMANA strategic communication initiatives? PCCU, BM)
What are areas for improvement in PAMANA Comm
MEU
communication initiatives?
What key learnings from PAMANA strategic Policy Group
communication initiatives can be mainstreamed
in the communication processes of government
Implementin
g Agencies
NPMO
PAMANA
Units (CAS,
PCCU, BM)
MEU
Policy Group
In light of program evaluation and learning initiatives for PAMANA, OPAPP will
also reconstruct baseline data on key peace and development indicators
across the different PAMANA areas, through the assistance of implementing
partner agencies. The reconstruction of baseline data is envisioned to feed
into outcomes monitoring for PAMANA and contribute to program evaluation
and learning.
Said initiative is proposed to be conducted in collaboration with the Bureau of
Local Government Development (BLGD) of the Department of the Interior and
Local Government (DILG). The BLGD implements PAMANA Pillar 1
interventions, specifically focused on capacity-building interventions for
mainstreaming thematic concerns, such as conflict-sensitivity, childfriendliness and gender-responsiveness, in local development planning.
90
Baseline reconstruction initiatives for PAMANA aim to:

1. Build a database on key indicators of local peace and development
situation up to the municipal level, based specifically on PAMANA
results;
2. Inform PAMANA program evaluation initiatives, such as PAMANA
Midterm Review and 3ie Impact Evaluation; and,
3. Enable area-specific assessments based on key social, economic,
governance and peacebuilding indicators across conflict-affected areas,
to help guide program learning and policy recommendations.
Previous efforts in baseline data reconstruction have been conducted in
coordination with PAMANA implementing agencies and other government
agencies such as the National Statistics Office and the National Statistical
Coordination Board (now merged under the Philippine Statistical Authority),
the Armed Forces of the Philippines (AFP), the Department of Health and the
Department of Education.
From such efforts, OPAPP was able to collect regional and provincial-level
data. These datasets served as a guide in the accomplishment of the Peace
Subsector Results Matrix of Chapter 8: Peace and Security of the Midterm
Update of the Philippine Development Plan 2011-2016.
The succeeding table provides an overview of the baseline reconstruction
initiative currently being undertaken for PAMANA:
Target
years
Datasets to be collected will be those from year 2010

onwards
Spatial
coverage of
datacollection
Conflict-affected areas (priority for PAMANA provinces,

especially the 21 provinces included in the Midterm
Review)
Provincial, municipal and city level
Datasets to
be collected
Indicators based on PAMANA outcomes and outputs

Indicators based on Peace and Security Sector Results
Matrix in Philippine Development Plan 2011-2016
PAMANA Indicators will be matched with the Local
Development Indicators used in the Rationalized Local
Development Planning System.
Additional indicators based on categories of human
security (physical/personal security, economic
security, food security, health security, environmental
security, community security, political security)
- Local peace and development situationer
- Resource mapping on peacebuilding practices,
capacities in local governance
91
The BLGD-DILG has agreed to include this baseline reconstruction initiative

for PAMANA in their module on the preparation of Comprehensive
Development Plans integrating thematic concerns such as conflict-sensitivity,
gender-responsiveness and child-friendliness.
As oversight agency for PAMANA, OPAPP will be in-charge of spearheading the
evaluation of progress, results and outcomes of the program, ensuring
substantive involvement from different program stakeholders.
Program evaluation and learning activities for PAMANA will include the
following:
1. Regular reflection sessions conducted by OPAPP units handling PAMANA
(e.g., NPMO, CAS, PCCU, BM);
2. Regular agency program assessment and planning workshops
convened by PAMANA implementing agencies and participated in by
field officers;
3. Regular inter-agency program
convened by OPAPP;
review and evaluation
workshops
4. Midterm review, ideally undertaken at the middle of program and

conducted by an independent evaluator;
5. Summative review, undertaken near the
conducted by an independent evaluator;
end of
the
program,
6. Impact assessment, undertaken around three-five years after the end

of the program, conducted by an independent evaluator;
7. Thematic studies undertaken by OPAPP in collaboration with PAMANA
implementing agencies; and
8. Knowledge exchanges and engagements with universities, research
groups, other third-party entities that conducted assessment research
on PAMANA.
Annex E provides reference materials for the conduct of program evaluation
and learning initiatives for PAMANA.
To facilitate program evaluation and learning, the following roles and
responsibilities shall be undertaken by OPAPP (National PAMANA Program
Management Office, PAMANA Program Management Offices per Table and
Monitoring and Evaluation Unit) and PAMANA Implementing Agencies
(Central, Regional and Provincial Offices):
92
a. OPAPP (National PAMANA Program Management Office,

PAMANA Program Management Offices per Table, Monitoring
and Evaluation Unit and Policy Group)
1. Convene regular
workshops;
inter-agency
program
review
and
evaluation
2. Participate in the regular program review and evaluation workshops

conducted by PAMANA implementing agencies;
3. In consultation with different program stakeholders, lead in the
contracting process for an independent evaluator who will conduct
program review and evaluation studies;
4. Convene the Evaluation Advisory Group and Technical Working Group
for PAMANA Program Evaluation Initiatives;
5. Coordinate and oversee the conduct of program evaluation and
learning initiatives; and,
6. Facilitate the sharing of results from program evaluation and learning
initiatives among PAMANA implementing agencies and other key
program stakeholders.
b. PAMANA Implementing Agency

1. Conduct regular program review and evaluation workshops;
2. In coordination with OPAPP and other implementing agencies, provide
inputs on PAMANA program evaluation focus, harmonization and
translation
of evaluation
findings to program
and policy
recommendations;
3. In coordination with OPAPP, provide assistance to the independent
evaluator during the conduct of program review and evaluation
initiatives, specifically in providing necessary program documents and
supporting the conduct of field data collection; and,
4. Participate in program evaluation and learning initiatives to be
facilitated by OPAPP, such as reflection sessions and program review
and evaluation workshops.
D. Overview of Reference Materials for Program

PAMANA Evaluation and Learning (Annex E)
Reference Materials
Description
Designs for PAMANA Program Workshop designs of various program review
93
Reference Materials
Description
Review
and
Evaluation and
evaluation
conducted
by
PAMANA
Workshops
conducted
by implementing agencies (e.g., DA, DSWD, DAR,
Implementing Agencies
DILG) are provided as illustration of evaluation
and learning activities undertaken by agencies.
Proposed Design for Agency /
Inter-Agency PAMANA Program
Review
and
Evaluation
Workshop
This workshop design is meant to guide the

conduct
of
agency/inter-agency
PAMANA
program review and evaluation workshops.
Integral to this proposed design is the inclusion
of an outcomes mapping exercise.
Terms of Reference for Hiring This material outlines the following information
of Independent Evaluator for relative to the hiring of an independent
PAMANA Midterm Review
evaluator for the PAMANA Midterm Review:
objectives and description of the engagement,
qualifications/criteria
for
selection
of
independent evaluator, criteria for proposal
evaluation, and expected outputs.
General Purpose, Composition,
Roles and Responsibilities and
Activities of the Evaluation
Advisory
Group
and
the
Technical Working Group for
PAMANA Program Evaluation
Initiatives
This reference material provides an overview of

the Terms of Reference for the Evaluation
Advisory Group (EAG) and Technical Working
Group (TWG) for PAMANA Program Evaluation
Initiatives.
Briefer on PAMANA Impact

Evaluation in Collaboration
with
the
International
Initiatives
For
Impact
Evaluation (3ie) under the
Policy
Window
Philippines
funded by the Australian
Government, Department of
Foreign Affairs and Trade
(DFAT)
This reference material provides a background

on the PAMANA Impact Evaluation initiative in
collaboration with 3ie, highlighting the impact
evaluation needs of PAMANA, the process for
the impact evaluation initiative, and a
comparative analysis of the Midterm Review
and the Impact Evaluation.
Said groups shall be convened to ensure quality

and relevance of program review and
evaluation processes and results by providing
specific advice and inputs on program
evaluation
concerns/focus,
design,
methodologies, products, and utilization.
Best Practices in Evaluation
This reference material provides inputs on

evaluation scale and associated costs, as well
Reporting, Dissemination and as evaluation design, tools and methods based
Use of Evaluations
on the NEDA-DBM Joint Memorandum Circular
2015-01 on the National Evaluation Policy
Framework.
94
Reference Materials
Description
As a guide to reporting, dissemination and use
of evaluation, the JMC also provides guidelines
on report content and strategies for the
communication and translation of evaluation
results to recommendations actions aimed
towards program improvements, strengthening
impacts, and ensuring sustainability.
95
PART 8:
COMMUNICATING M&E RESULTS
No nation or people have been the sole repository of knowledge. All cultures
and nations have generated ideas, knowledge that accumulated over time
and diffused from area-to-area and people-to-people. 18
Monitoring and evaluation provide significant data and project details that
can lead to learning and enhancements for future implementation of projects
and interventions. Communication is a significant part of an M&E plan since it
informs decision-makers and various stakeholders on how the project was
implemented including different implementation challenges and gaps as well
as the significant changes brought about by the intervention. Although
results can be measured through M&E, effective communication can bring
about changes such as influencing policies and moving decision-makers to
act on the results.
Given this crucial role of communication, it is important to have a plan or
strategy that will be used in effectively communicating significant
occurrences and results across all stages of project implementation. Relative
to PAMANA, strategic communication M&E results can contribute in the
disseminating M&E results, especially peaceinformation, learnings and gains
from peacebuilding interventions which are complementary to the different
peace tables.
A. The Need to Communicate PAMANA M&E Results

An M&E result, no matter how comprehensive, will not be useful if it will not
be communicated. And when communicated, it should be able to build
consensus among program stakeholders regarding purpose and results of the
program.
PAMANA, as defined in Chapter 1, is the national governments peacebuilding
program and framework for areas affected by and vulnerable to armed
conflict. At the core of PAMANA is Conflict-Sensitivity and Peace Promotion
(CSPP), which differentiates PAMANA interventions from other development
interventions of the government. Thus, communicating PAMANA takes CSPP
as its guiding principle, based on processes of social cohesion and grounding
on the peace and conflict context of the area.
For the purpose of understanding, communication in this guideline is defined
as the process of conveying information relative to PAMANA implementation
to better understand PAMANA results using conflict sensitive and peace
promoting approaches.
Following this definition, below are the purposes of communication as applied
to the different components of the CSMEAL:
18
Hamelink, 1983 in Melkote, S. and Steeves, L. (2001). Communication for Development in the
Third World: Theory and Practice for Empowerment. 2nd Edition. Sage Publications Inc., India.
96
CSMEAL
Component
Implementati
on Monitoring
Communication Purpose
- To build awareness on physical and financial aspects of project
implementation
- To create consciousness among program implementers and
stakeholders (both indirect and direct) on the standards and
processes of CSPP in PAMANA project implementation
- To build awareness and gain support in the resolution of issues
and concerns arising from monitoring
- To promote dialogue among implementers and stakeholders in
developing recommendations to improve PAMANA
implementation
Outcomes
Monitoring
- To create awareness among communities and other program

stakeholders on the immediate and medium-term benefits and
peacebuilding gains from PAMANA implementation
- To demonstrate how PAMANA improved the lives of program
beneficiaries in reference to their socio-economic conditions,
specifically access to basic goods and services and livelihood
opportunities
- To create awareness on the observed changes in
peacebuilding behavior and practices among program
implementers, target communities and other stakeholders and
develop an understanding among partners on these changes
in order to facilitate learning
Context
Monitoring
- To report the impact of external factors on the implementation

of PAMANA and facilitate a review of these factors and
possible recommendation on how to adjust program and
project implementation based on tis review
- To create an awareness among implementers and other
national and local agencies on how PAMANA affected the local
conflict and peace dynamics
Transparency
and
Accountabilit
y
Mechanisms
- To build awareness on governments effectiveness and

responsiveness by ensuring that feedback is provided in a
timely and high-quality manner
- To build awareness and generate support for enhancing
government capacity for transparent and accountable
governance
- To foster an environment of constructive engagement and
dialogue among communities, implementing partners, civil
society organizations and stakeholders in peacebuilding
Program
Evaluation
and Learning
- To increase awareness of relevant stakeholders on program

progress and achievements, good practices and peacebuilding
impacts
- To facilitate sharing of learnings based on findings from
program evaluation initiatives to improve program
implementation, guide decision-making, maximize program
97
CSMEAL
Component
Communication Purpose
impact, and support institutionalization (mainstreaming) and
sustainability of PAMANA interventions
As PAMANA supports the Complementary Track, strategic communication of

program results will directly align with the political narrative espoused for a
specific peace table. Thus, communicating M&E results for PAMANA must be
consistent with the communications plans of the following peace tables:
Peace Tables
GPH-Moro Islamic
Liberation Front
(MILF)
PAMANA as a Complementary Track

Although not directly supporting the GPH-MILF peace
process, PAMANA helps to build the capacities of local
governments in Bangsamoro areas to deliver development
programs and basic services
GPH-Moro National
Liberation Front
(MNLF)
PAMANA was undertaken as a separate initiative of the

Aquino Administration to assist communities with MNLF
presence. These communities continue to experience
underdevelopment even after the implementation of the
development component of the 1996 Final Peace
Agreement between the Government and the MNLF.
Priority was given to Peace and Development
Communities or PDCs (transformed MNLF guerilla bases
and positions) which have a higher level of social
preparedness.
GPH-Communist
Party of the
Philippines/New
Peoples
Army/National
Democratic Front
(CPP/NPA/NDF)
PAMANA in CPP-NPA-NDF (CNN) affected areas is meant to

ensure that communities benefit from peace dividends
despite the stalled Peace Talks. PAMANA Projects bring
development interventions that aim to improve the quality
of life of communities, as well as improvement in
governance to ensure that local government units (LGU)
pay attention to conflict triggers and strengthen peace
promoting interventions.
GPH-Cordillera
Bodong
Administration/
Cordillera Peoples
Liberation Army
(CBA/CPLA)
PAMANA contributed to the transformation process of the

CPLA from an armed group to an unarmed socio-economic
entity, the Cordillera Forum for Peace and Development
(CFPD)
through
socio-economic
development
interventions. On the ground, the transformation is
represented
by
peoples
organizations/livelihood
associations of former CPLA members.
These
organizations are also open to the participation and
membership of non-CPLA
members within their
communities. PAMANA highlighted the governments
dedication to fulfill its commitments in line with the 2011
Closure Agreement with the CBA-CPLA.
98
GPHRebolusyonaryong
Partidong
Manggagawang
Pilipinas /
Revolutionary
Proletarian Army/
Alex Boncayao
Brigade- Tabara
Paduano Group
(RPM-P/RPA/ABBTPG)
PAMANA will support implementation and completion of

the Closure Agreement with the RPM-P/RPA/ABB-TPG and
assist in the institutional transformation of this group into
an unarmed political and socio-economic organization that
promotes the welfare of members and host communities.
B. Protocols in Communicating PAMANA and

Peacebuilding Interventions
Consistency in communicating PAMANA M&E results facilitates understanding
and clarity among stakeholders both internal and external. Internal
stakeholders include project implementers such as NGAs, RLAs and LGUs
whereas external stakeholders include program beneficiaries such as
communities, civil society organizations and the general public.
As indicated in Part I, the causes and impacts of armed hostilities in conflictaffected and conflict-vulnerable areas are what PAMANA intends to address.
Key to this is adopting the CSPP lens in in project identification,
implementation, monitoring and evaluation in areas affected by and
vulnerable to armed conflict. Thus, communicating PAMANA M&E results
should complement the programs objective using communication methods
and strategies that are nuanced to be conflict-sensitive and peace-promoting.
One aspect of adopting a CSPP approach in communicating program M&E
results includes the analysis of conflict triggers, how these are used by
certain groups and how this affects the implementation of projects and their
results. It is important to note that sensitivity is also needed in handling
information so that it would not exacerbate any present conflict nor create
conflict in a particular community.
Communication protocols have been instituted by OPAPP to better ensure
that security and dignity of the program and stakeholders are upheld. Thus,
communicators and information officers should always be mindful of these
protocols when communicating PAMANA especially to the general public.
The Communications Group of OPAPP drafted the General Guidelines on
Communicating PAMANA to the Public which aims to protect the programs
integrity, prevent opponents in using the program in promoting divisiveness
and insinuating political and ideological differences, and minimizing issues
that could challengers can possibly use or spin into negative issues.
Below are the following considerations as outlined in the guidelines:
Sensitive Factors
Complementary nature of PAMANA status of peace

99
(These are factors

that always need to
be considered in
communicating
PAMANA)
process with various conflict lines (CBA CPLA, RPMP/RPA/ABB, BM)

Sentiments and positions of various political blocs,
socio-cultural groups, and faith groups affected by
conflict line
Security risks to communities, beneficiaries, and
program implementers
General
Guidelines
(Caveats in framing
communication for
PAMANA)
Devoid of political color (e.g. should not promote a

certain public official/group or party)
Insulated from being labeled as a counterinsurgency mechanism
Pose no security risks (e.g. should not mentioned
names of reintegrated former rebels)
Framing
(Refers to the focus
or slant of the
stories/
communications)
The benefits and gains that it gives to the people

and communities. (e.g. success stories )
The elements/principles/methods it employs in
building peaceful and resilient communities (e.g.
Transparency and accountability mechanisms,
participatory governance, CSPP, convergence, etc).
Communication materials designed for internal stakeholders should be

distinguished from those prepared for external stakeholders. Public
documents emerging from program documents designed for internal
stakeholders should be crafted in a way that will prevent challengers from
raising issues that can cast doubts on the program and on the peace process.
In communicating PAMANA publicly, it is important
to dilute it from political colors and focus on the
benefits that it will bring to the people, the
elements/principles/methods it employs in building
peaceful and resilient communities, and the manner
it drives convergence in all levels of implementation
cutting across various sectors.19
Below is a sample program document with its public version:
Program Document
Proposed Public Version
PAyapa at MAsaganang PamayaNAn PAyapa at MAsaganang PamayaNAn
(PAMANA) is the national governments (PAMANA)
is
the
national
program that extends development governments convergence program
interventions to isolated, hard-to- that
extends
development
reach,
and
conflict-affected interventions to isolated, hard-tocommunities, ensuring that they are reach,
and
conflict-affected
not left behind. A complementary track communities.
The
design
and
to peace negotiations, the program is delivery of PAMANA is conflictanchored
on
the
Aquino sensitive and peace-promoting to
administrations strategy of winning ensure that peace is maintained in
19
Harmonization of PAMANA Documents file from workshop documents provided by the

Communications group to MEU in 2015 as a reference for the proposed PAMANA National
Conference
100
the
peace
by
forging
strategic the community.
partnerships with national agencies in
promoting convergent delivery of
goods and services, and addressing
regional development challenges in
conflict affected and vulnerable areas
(CAAs/CVAs). The manner by which
PAMANA is designed and delivered is
conflict-sensitive and peace-promoting
(CSPP) in order to avoid the recurrence
of any source of conflict.
Although these covers the general protocols in communicating PAMANA,

additional procedures have been included in the reporting of projects that
includes individual beneficiaries (e.g. Comprehensive Local Integration
Program (CLIP) beneficiaries, projects in support of socio-economic
reintegration of former rebels as part of a peace agreement, etc.) to ensure
the safety and security of the beneficiaries.
Below are additional protocols and principles to be observed in
communicating PAMANA interventions for individual beneficiaries, specifically
former rebels (based on CLIP guidelines):
Principles
Right to Privacy
Protocols and Procedures

Information of former rebels (FRs) shall not be disclosed
whether directly or indirectly to the public. This
includes an FRs' profile such as complete name,
photographs, images, video footages of the face or any
distinguishing feature of the person. Disseminating this
information might cause risk in the safety of the FR
including his / her family and community to where he
belongs or mainstreamed into.
All FR data are confidential except for general statistics
such as number of FRs and areas of implementation
(e.g. 168 former CPLA members and their next of-kin,
20 of whom are women, were integrated into the AFP
as part of the CBA CPLA Closure Agreement.)
In the publication of photos and during audio and video
coverage, the faces and any distinguishing features of
FRs must be blurred to ensure that their identity is
protected. The voice of FRs must also be distorted to
anonymize their identity.
The use of alias of the FRs is also prohibited given that
most of them were referred and known through their
101
aliases.
Strict security protocols and accreditation process to
media and the public-at-large should be ensured in
coverage and access to events involving FRs.
In reporting or covering activities relative to the
provision of financial or other assistance to FRs, report
should be limited on the purpose of the activity,
number of FRs to be provided with assistance, benefits
and gains of the program rather than the personal
circumstances of the FRs.
Documentation of success stories of FRs should also
follow the security and safety protocols, as well as the
process of obtaining clearance from OPAPP, to ensure
their security and safety.
Reporting should
be carried out
with sensitivity
and appreciation
of the vulnerable
situation of
children/women
former rebels to
avoid revictimization or
re-traumatization
especially of
children
On media coverage of children FR, the present as well

as the long term implications for the childs recovery,
rehabilitation and reintegration shall be taken into
consideration by those involved in deciding on or
implementing approaches to media coverage.
Establish a mechanism (monitoring or protection) that
will ensure that children/women are free from physical
and psychological risks and they should never be
exploited for commercial purposes.
As a general rule in communicating PAMANA, negative or sensitive results or

findings should be framed in a way that would promote problem-solving or
issue-resolution instead of highlighting negative or problematic results from
an M&E initiative. This is to help facilitate constructive engagement and
collaboration among program stakeholders.
Also, it is important to ask for permission or consent in collecting information
from program beneficiaries and in using photographs or videos for reports,
publications and other communication materials. The processes for collection
of PAMANA change stories in Annex B highlight safeguards for informed
consent, anonymity, confidentiality and voice. Thus, when collecting data
from program stakeholders, the purpose of the interview/focus group
discussion should be explained in detail and permission should be secured
from respondents to use material from these data collection initiatives in the
development of communication materials.
Tips in using photographs:
Use high quality images
Choose photos that promote community participation,
gender equality (women participation), images that gives
dignity to a community 102
or beneficiary ((avoid images that
shows peoples sorrow or sadness), avoid discriminatory
images,
Avoid images that conveys superiority of a particular
group of people (avoid low angle shots of people)
Below are some examples on the use of beneficiaries photos and statements
on the benefits or gains from the specific PAMANA intervention in their
communities.
Sample of a pull quote

from a PAMANA change /
outcome story
Construction of PAMANA
School in Remote Palawan
Town Paves Way for
Education of Muslim
Women.
As can be seen in the
example, the photograph
shows the finished project
and a statement from one
of the project beneficiaries
on how the project
affected their community
and also brought about
change in the education of
103
When they let us (Manobos)

join the barangay assemblies
and were included to vote and
to present our proposed subprojects during the
prioritization, it was the first
time I felt that despite my
being a lowly lumad, my voice
and opinions matter.
I told my fellow Manobos that
the governments support is
always there. We just need to
cooperate. We can only be
helped if we ourselves are also
willing to be helped.
Maribel S. Havana, Manobo,
teacher and community
volunteer, KC-NCDDP PAMANA,
C. Strategies in Communicating PAMANA M&E

Results
104
In selecting strategies and methods for communicating M&E results, it is also

best to assess the characteristics of the stakeholders and identify their
information needs. In this way, communication strategies and methods can
be best suited or tailor-fitted to these identified needs, thus making them
more effective.
In the case of PAMANA, information needs of internal stakeholders such as
program implementers (e.g., national government agencies, regional line
agencies, local government units) and oversight bodies might be different
from those of the external stakeholders, such as community beneficiaries,
civil society organizations, media and the general public.
The table below provides an assessment tool for the selection of strategies
and methods in communicating PAMANA M&E results:
Guide
Questions
How familiar is
the target
audience about
PAMANA?
Rating / Assessment
Very Familiar (knows
every details of the
project and its
implementation)
To know the level of

information that will be
communicated to the
stakeholders.
Somewhat Familiar
(Knows about the
project but does not
know implementation
details)
This would avoid redundancy

in reporting as well as in
using other communication
materials (e.g. can remove
background of PAMANA in the
presentation of evaluation
results to internal
stakeholders).
Given the above rationale, a
stakeholder can be familiar
with the background of
PAMANA and how it is
implemented but might not
be that familiar with the
details of specific projects in
different provinces.
Not at all familiar

How familiar is
the target
audience
regarding the
specific PAMANA
project/s being
implemented in
the area /
municipality /
province?
What is their level

of experience in
Rationale
Very Familiar (knows

every details of the
project and its
implementation)
Somewhat Familiar
(Knows about the
project but does not
know implementation
details)
Not at all familiar
Also, there are cases wherein

beneficiaries in a community
do not know that a specific
project is part of PAMANA or
an implementation of a peace
agreement.
Long experience (more

than 5 years)
To know how the results, gaps

and recommendations can be
105
Guide
Questions
using monitoring
findings /
evaluation
results? (Note:
this question can
be specific for
internal audience
esp. program
implementers
and partner
agencies)
What is the target
audiences
preference in
communicating?
Rating / Assessment
Experienced but not
that much (3-5 years)
No experience at all
Verbal
Written
English
Filipino
Combination of both
English and Filipino
How accessible
are the target
audience?
framed and presented for

these to be able to inform
future implementation and
policy decisions
Some experience
(below 3 years)
Visuals / visual
presentation / use of
images
What language
does the target
audience use in
communicating?
Rationale
To better suit a
communication method to
the target audience /
stakeholder (e.g. some
communities might prefer
verbal or visual presentations
rather than written reports /
write-ups).
Since PAMANA caters to
different zones per conflict
line, it is better to know what
language or dialect does a
particular stakeholder
prefers.
Vernacular
This is also to ensure clarity

in the information being
presented as well as to avoid
misunderstanding.
Easily Accessible
Accessibility of an audience /
stakeholder to information
should be considered in
drafting a communication
strategy to ensure that they
are able to access
information in a timely and
relevant manner (e.g.
communities that do not have
access to the internet should
not be advised to check a
communication material in
Accessible but with

some effort (e.g.
provinces,
municipalities,
barangays,)
Not that accessible (e.g.
far flung barangays in
CAAs, communities in
CAAs, IP communities,
106
Guide
Questions
Rating / Assessment
etc.)
Rationale
the PAMANA website).
Suggested Strategies in Communicating M&E Results20

Written Reporting
Executive
These are written to briefly describe the purpose, key
summary
questions / indicators, data collection / monitoring
processes, analysis methods and findings with
recommendations.
These are usually one-five (1-5) pages long and provide a
summary of monitoring results or evaluation findings. This
should be understandable as a stand-alone document.
Interim /
Progress
Report /
monitoring
reports /
These are often used in presenting monitoring results or

partial results of an evaluation.
These are short reports and can be classified based on
implementation years, sites, project details or project types.
Oftentimes, interim reports are scheduled based on a
decision-making needs
Example: CBACPLA Closure Monitoring Report; State of
PAMANA report; PAMANA budget briefers
Final Reports /
Final
Evaluation
Reports
These are frequently used in evaluations and presents the

full view of an evaluation study which serves as the basis
for the executive summary and other reporting formats (for
the particular study / evaluation).
These often use a social science research format that
includes the studys rationale, guiding questions,
methodology, results and recommendations.
Example: PAMANA Midterm Review final evaluation report
Human
Interest
(success,
learning and
change stories)
This type of written report personalizes project impact

results and reports through documentation of the
experiences of individuals, beneficiaries, communities and
groups in relation to project implementation.
Success stories detail the projects impact by describing an
individuals positive experience (when, what, where, how
and why of a projects impact) while learning stories focus
on the lessons learned through an individuals positive and
20
Adapted from the Evaluation Communicating and Reporting Strategies (UNDP) and Guidelines
and Tools for Communicating and Reporting on an Evaluation (CRS, American Red Cross and USAID)
107
Written Reporting
negative (if any) experiences with the project.
Change stories focuses on stories of important or significant
changes.
This strategy uses a more human approach by looking at
stories that would convey the impact of the messages but
doing away with the technicalities of presenting them.
Examples: PAMANA stories gathered using the Most
Significant Change technique as submitted by implementing
agencies
Short
communication
s such as
brochures,
newsletters,
postcards
These provide an opportunity to reach broad groups of

people and may serve the purpose of publicizing an
upcoming evaluation activity, monitoring results, or human
interest stories related to the project.
These can also be distributed after an evaluation or
monitoring activity to reinforce emergent findings or actions
taken on evaluation findings.
These are typically 1-4 pages in length with text and
graphics and contact information of the organization and
the projects focal person (PAMANA focal person).
News
communication
(print media) /
online
communication
(web
communication
s)
These may be in the form of press releases that can be

disseminated to different news and media outfits to reach a
wide range of audiences.
These can facilitate conversations or discussions among
outside groups or the public interested in the project or an
evaluation result.
These can be in the form of online communication such as
social networking like twitter, FB and Instagram.
Guide for Writing Human Interest Stories

Select the significant type of human interest story (e.g. success, learning and
change stories).
108
Determine the focus of the story (e.g. learnings from PAMANA

implementation, positive and successful achievement of the objectives of the
implementation, significant changes after implementation, etc.).
Write a scope of work (SOW) that would determine the duration of the story
gathering up to the writing process as well as the purpose of the stories and
any concerns, issues or questions that the story can address or focus on.
Select possible sites for story gathering. Consider geographic distribution, the
representativeness of the sites and the relevance of the sites to the purpose
of the stories.
Interview participants. Keep in mind that selected participants should be able
to address the purpose of the story-gathering and the interview process
should focus on specific purpose of the stories, such as project-related
experiences and possible recommendations from communities or
beneficiaries (e.g. Cordillera Administrative Region as the story-gathering site
and the community elders as the participants; Samar and women
beneficiaries of PAMANA projects such as road or water system, etc.).
Collect the information needed, keeping in mind ethical considerations in the

data-gathering process.
Write the human interest story. In writing the story, one can follow the basic
rule in writing (5Ws and an H who, what, where, when, why and how).
Use soft leads or anecdotes (e.g., description of the setting of the interview or
what the participant was doing during or prior to the interview, description of
their living conditions prior to the start of the project).
Share the stories. Communicate your stories through appropriate channels

(e.g., social media, printed materials, radio broadcast, etc.).
Tips for Writing Clearly

Avoid jargons or technical words in writing documents / PAMANA information
that would be disseminated to a large group of audience or to the public
(e.g. press releases).
Use key indicators in developing a logical structure for your report.
Choose words that can be easily understood by your
audience/reader/stakeholder.
Practice writing short sentences instead of long sentences with too many
information or data. Ensure clarity of your sentences. Avoid convoluted
sentences.
Write in the active voice rather than using passive language.
Use bullets, tables and graphics when conveying information (whenever
necessary).
Allow time
for feedback, proofreading and revision of your work. If possible,
Verbal
Presentations
Panel
These can be in the form of PowerPoint presentations
avoid cramming.
presentations /
which provides for an interactive discussion,
109
interagency
meeting
presentation
Broadcast
communication
(radio or
television)
dialogue and commitment to act / recommendations

among the stakeholders.
Presentations should include a brief background and
the discussion of key findings or other issues.
These can be in the form of press releases given to
TV or Radio stations regarding the projects impact.
These can be used when there is a need to clarify
certain project details or monitoring results or
addressing emergent issues that involves the public
(e.g. explaining PAMANA funds or PAMANA impacts to
communities).
Tips for PowerPoint Presentations

Use the same formatting and font on all slides.
Template should support the information that is being presented (e.g. use
of the PAMANA design template).
Avoid using long sentences. Present the indicators that matter (key
indicators) or significant data in phrases or bullets.
Use large font size. Smaller font size will be difficult for participants to
read.
Do not read from the slides when presenting. Engage the audience.
Use photos or videos to support your presentation.
Creative Reporting / Communication
Video
Combination of visual imagery, motion and sound
presentation
/ audio
AVPs are very useful in presenting qualitative evaluation
visual
and monitoring findings (e.g. interviews), documenting
presentation
M&E findings and processes, and presenting new projects
s (AVP)
Write-shops
Innovative technique that includes project stakeholders
and field monitors in report and human interest story
writing
Enables participants to be information creator and not
just passive information providers
Tips for planning and facilitating a writeshop
Clearly define and
state the purpose
the writeshop
help set
Write-shops
usuallyof
focus
on elicitingtostories
on the
the impact
expectations of the
of participants.
PAMANA but using a human interest writing approach
Choose and prepare all materials and ensure that there are
preparatory activities / outputs prior to the writeshop. Since the
writeshop includes the processing of stories or information, an analysis
of these stories and information can be one of the preparatory
activities
Share the proposed program design to the participants earlier than the
scheduled activity to gather their 110
inputs and help them prepare for it.
If the participants do not know each other, include activities to
facilitate engagement and participation
At the end of the writeshop, make sure to ask for feedback so as to
further improve the process
D.Overview of Tools and Templates for

Communicating M&E Results in PAMANA (Annex
F)
Annex F provides tools and templates for communicating PAMANA M&E
results (e.g., informed consent forms, forms to secure permission for the use
of photographs in PAMANA communication materials and ).
Tools and
Templates
Informed Consent
Form
Description
This form provides guidelines on securing informed consent
from respondents relative to their participation in interviews,
focus group discussions and other data-collection initiatives.
This includes providing background on the purpose of the
interview/discussion and the process of participating in the
interview/discussion.
Informed consent covers participation in the interview, the
attribution of information to respondent, and the use of
information in different channels.
Form to Secure
Permission to Use
Photograph
Provided in both English and Tagalog, this form seeks to secure

authorization from respondents regarding the use of
photographs for purposes such as publicity, illustration,
advertising, and web content in relation to PAMANA.
Audio-Visual
Presentation
Guidelines
These guidelines provide inputs on proposed content and

format for the development of audio-visual materials depicting
the gains of PAMANA.
Sample Proposal
and Program for
PAMANA
Writeshop
The sample proposal outlines the general background,

objectives, expected outputs and proposed participants for a
PAMANA writeshop. It also includes the proposed program flow
for this activity.
Outline for State

of PAMANA Report
This provides the main sections of the proposed State of

PAMANA 2011-2014 Report, based on the major final outputs of
the program. This also includes guidelines on accomplishing
each section as well as proposed roles and responsibilities for
the formulation process.
111
112
PART 9:
CSMEAL Mainstreaming Plan
A. Background
The World Development Report 2011: Conflict, Security and Development 21
made the observation that peace pacts and other social contracts forged
between parties in armed conflict do not necessarily cut vicious cycles of
violence. In fact, it noted that post-agreement scenarios tend to be mired
with new and more desperate forms of violence based on the pursuit of
unaddressed contentious agenda of different parties. As well, the report
noted that the complete range of needs of communities affected by and
vulnerable to armed conflict are often not met by conventional development
programs and often necessitate new approaches to address their special and
often neglected needs. When these needs are not met, cycles of violence not
only persist, but evolve and usher in new and more complicated social
ailments.
Therefore, those who pursue peace-building should not do things business
as usual. What the WDR 2011 underscored was that in order to cut vicious
cycles of violence, the processes of renewing relationships among people and
groups, and restoring confidence in institutions should be given utmost focus
coupled with the provision of citizen security, economic opportunities, and
justice to communities, people and groups affected by and vulnerable to
conflict. As such, it is necessary to ensure that approaches to planning,
programming, implementation, monitoring and evaluation of programs in
conflict-affected and conflict-vulnerable areas be guided by principles of
Conflict-Sensitivity and Peace-Promotion (CSPP), which include the following:
Grounding and responsiveness to the peace and conflict context;
Inclusion, participation and consensus-building as basis for decisionmaking;
Conscious pursuit of affirmative action for marginalized, vulnerable and
neglected communities, sectors and groups;
Transparency and accountability in governance.
Initiatives shall be pursued by the government, with OPAPP as oversight in
partnership with various stakeholders within and outside government, in
order to mainstream CSPP in the way government and non-government
partners perform their respective mandates and missions in a business
unusual manner to address the roots and impacts of armed conflict in
conflict-affected and conflict-vulnerable areas.
As a contribution to mainstreaming CSPP, initiatives shall be pursued to
mainstream the Conflict-Sensitive Monitoring, Evaluation, Accountability and
Learning (CSMEAL) system in the various policies, mechanisms and practices
of government and non-government partners as they operate in conflictaffected and conflict-vulnerable areas. This is with the view that through
21
113
CSMEAL, a deeper appreciation of the role, context and goals as well as the
meaningful practice of M&E in peacebuilding shall be institutionalized in
critical partners.
B.
Mainstreaming Objectives and

Framework
The CS-MEAL Mainstreaming Plan shall be aligned with the CSPP

Mainstreaming Plan. The objectives of the CSPP Mainstreaming Plan are the
following:
Establish an enabling environment to sustain the implementation and
completion of Peace Agreements;
Maximize and sustain peacebuilding gains from PAMANA and other
peacebuilding programs under the Complementary Track; and,
Ensure affirmative actions for communities, sectors and groups
especially marginalized and vulnerable to armed conflict.
In support of the CSPP Mainstreaming Plan, the CSMEAL Mainstreaming Plan
shall have the following objectives:
Establish foundations for the meaningful and active practice of CSMEAL
in peace-building;
Promote the adoption of the CSMEAL framework, components,
guidelines, and tools among critical stakeholders in peacebuilding; and,
Build and nurture Communities of Practice (CoP) for sustained sharing
of and learning from experiences in CSMEAL.
CSMEAL Mainstreaming shall be pursued for two main audiences: (1)
Government and (2) Non-Government Partners. The table below lays out the
selected target groups and mainstreaming focus per audience:
Audience
Governme
nt
NonGovernme
nt
Target Groups
OPAPP
Oversight NGAs
Implementing NGAs
Regional Special Bodies
LGUs and LSBs
Civil Society Organizations
Community Volunteers
Online Public
Citizens
114
Focus Areas
Policies and Guidelines
Programs and Budget
Systems and Processes
Competencies
Paradigms
Norms
Systems and Processes
C.
Mainstreaming Partners
Target groups for the CS-MEAL Mainstreaming Plan were identified according
to their strategic value to peacebuilding as laid out in the matrix below:
Audience
Governme
nt
Target Groups
OPAPP
NonGovernme
nt
Mainstreaming Partners
National Program Management Office
PAMANA Units (PAMANA-CLIP
Coordinating Unit, PAMANA
Bangsamoro, Closure Agreement
Secretariat)
Policy Office
Planning and Compliance Unit
Communications Group
Monitoring and Evaluation Unit
Oversight NGAs
Department of Budget and

Management
National Economic and Development
Authority
Implementing
NGAs
Local Special
Bodies
All PAMANA Implementing Agencies
Local Government
Units
PAMANA Local Government Units

through Mainstreaming Peace and
Development in Local Governance
Program (MPDLGP) and PAMANA-DILG
Pillar 1 Program
Civil Society
Organizations
Third Party Monitors through MPDLGP

and Citizen-led Monitoring Initiative
Citizens
Community Leaders / Volunteers

through MPDLGP and Citizen-led
Monitoring Initiative
Netizens through OPAPP-PAMANA
Website and PAMANA Portals in
respective PAMANA agency websites
Citizen clients of the PAMANA
Feedback and Response System
Regional Peace and Order Councils

and Regional Development Councils in
PAMANA Regions in partnership with
NEDA-Monitoring and Evaluation
Section (MES) through the Regional
Project Monitoring and Evaluation
System (RPMES)
115
D.
Mainstreaming Targets
Mainstreaming targets shall be customized with respect to the context of the

CSMEAL mainstreaming target groups. Below are the proposed CSMEAL
mainstreaming targets per group.
Target
Group
OPAPP
CSMEAL Mainstreaming Targets

Establishment of a Peace Center
Finalization of policies, modules and tools on CSPP
(including CSMEAL)
Capacity-building to establish a pool of trainers on CSPP
Oversight
Agencies
Integration of CSPP indicators in planning and performance

measurement systems
Integration of statistical data collection and analysis plans of
government agencies
Adoption of CSMEAL system with focus on program
evaluation and learning
Implementin
g NGAs
Adoption of CSMEAL System with focus on Implementation

and Outcomes Monitoring for PAMANA and other programs
in conflict-affected and conflict-vulnerable areas
Regional
Special
Bodies
Integrate CSPP Indicators in Regional Results and

Performance Measurement Systems
Adoption of CSMEAL System with focus on Outcomes and
Context Monitoring for RPOCs and RDCs
Local
Government
Units and
Local Special
Bodies
(PPOC/MPOC
, PDC/MDC)
Ensure that conflict analysis is an integral component of

local development planning and programming
Integrate CSPP Indicators in Local Results and Performance
Measurement Systems
Adoption of CSMEAL System with focus on Outcomes and
Context Monitoring
Civil Society
Organization
s
Citizens
Adoption of citizen-led monitoring as a practice for CSO

participation in peacebuilding in governance
Adoption of citizen-led monitoring as a practice for citizen
engagement in peacebuilding in governance
Encourage meaningful participation of the online public
through web platforms as transparency and accountability
measure in peace-building
Encourage meaningful participation of the public in peace116
building through feedback and response mechanisms
E.
Mainstreaming Strategies
The context of the target groups shall serve as the starting point for CSMEAL
mainstreaming. Existing practices of mainstreaming partners shall be
mapped and this shall guide the identification of strategic entry points for
CSMEAL mainstreaming. Laid out below are the entry points and strategies to
be pursued for mainstreaming CS-MEAL in Target Groups.
Target
Group
OPAPP
Oversight
Agencies
Implementi
ng Agencies
Entry
Points/
Strategies
CSMEAL
Guidelines
Description
OPAPP
Units
Consolidated guidelines and

tools for CSMEAL have been
crafted to serve as the resource
document for CSMEAL
mainstreaming initiatives to
partners.
MEU
Organization
al M&E
Reflection processes in OPAPP

shall be guided by CSPP as a
frame.
CSMEAL mainstreaming
initiatives shall be identified for
integration in unit WFPs
strategy sessions.
All OPAPP
units with
PCU as lead
and MEU as
technical
support
2030
Sustainable
Developmen
t Goals
(SDGs)
CSPP indicators shall be

advocated for adoption during
consultation processes held by
the NEDA for the formulation of
country inputs to 2030
Sustainable Development Goals
Documents.
Policy Office,
PCU, MEU
Philippine
Developmen
t Plan (PDP)
2016-2022
CSMEAL inputs shall be

advocated for adoption during
consultation processes held by
the NEDA for the formulation of
PDP 2016-2022 Documents.
Policy Office,
PCU, MEU
PAMANA
Implementin
g and M&E
Guidelines,
Operations
Manual

advocated for adoption in
PAMANA Implementing
Guidelines, Operations Manuals,
and M&E Guidelines of partner
agencies.
NPMO, Policy
Office,
PAMANA
Units (PCCU,
CAS, BM),
MEU
117
Target
Group
Entry
Points/
Strategies
Description
OPAPP
Units
CSMEAL
Rollout
Capacity development
initiatives shall be undertaken
for PAMANA NGAs and RLAs for
the adoption and practice of
CSMEAL, the utilization of the
PIS and PFRS and the
identification of CSMEAL
mainstreaming entry points.
NPMO,
PAMANA
Units (PCCU,
CAS, BM),
MEU
National
Program
Review and
Evaluation
Workshops
(PREWs)
Reflection processes of PAMANA

Partner NGAs shall be guided by
CSPP as frame.
CSMEAL mainstreaming
initiatives shall be identified for
integration in the plans and
programs during strategy
sessions.
NPMO, Policy
Office,
PAMANA
Units (PCCU,
CAS, BM),
PCU, MEU
Regional
Special
Bodies
Regional
Project
Monitoring
System
(RPMES)

advocated for adoption in the
RPMES of the NEDA.
Joint initiatives for capacitydevelopment shall be
conducted with NEDA for the
adoption and practice of
CSMEAL by Regional Special
Bodies.
NPMO, Policy
Office,
PAMANA
Units (PCCU,
CAS, BM),
PCU, MEU
Local
Governmen
t Units and
Local
Special
Bodies
(PPOC/MPO
C,
PDC/MDC)
PAMANADILG Pillar 1
Programs

advocated for adoption in Local
Development Planning
mechanisms and processes.
Joint initiatives for capacitydevelopment shall be
conducted for the adoption and
practice of CSMEAL by LGUs
and LSBs.
NPMO, Policy
Office,
PAMANA
Units (PCCU,
CAS, BM),
PCU, MEU
Civil Society
Organizatio
ns
Citizen-led
Monitoring
Initiative
A network of CSOs and

community volunteers shall
engage PAMANA for
constructive engagement in
peace-building.
Guidelines and tools for CSMEAL
in social accountability
initiatives in conflict-affected
NPMO, Policy
Office,
PAMANA
Units (PCCU,
CAS, BM),
MEU
Community
Volunteers
118
Target
Group
Entry
Points/
Strategies
Description
OPAPP
Units
and conflict-vulnerable areas

shall be jointly formulated.
Capacity development
initiatives shall be conducted for
the adoption and practice of CSMEAL by CSOs and community
volunteers.
Online
Public
OPAPPPAMANA
Website
Web Portals
of PAMANA
Partners
Citizens
PAMANA
Feedback
and
Response
System
The OPAPP-PAMANA Website

and Web Portals of PAMANA
Partners will be used as a
platform to communicate the
following information to the
online public: program
objectives and design, financial
and physical accomplishments,
citizen feedback raised and
addressed, and outcomes
stories, among other
information.
This aims to empower the
online public with correct and
accessible information to enable
them to meaningfully
participate in peacebuilding
initiatives.
Comm,
NPMO,
PAMANA
Units (PCCU,
CAS, BM),
MEU
The PFRS is being set-up to

enhance the voice of citizens in
PAMANA implementation by
providing citizens opportunities
to lodge their feedback on the
peacebuilding interventions of
government.
Opportunities for constructive
engagement with government
in problem-solving shall also be
provided citizens to facilitate
timely and appropriate
remedies and solutions to their
issues and concerns.
OED, NPMO,
PAMANA
Units (PCCU,
CAS, BM),
Comm, MEU
119
NPMO,
Comm, MEU
F. Mainstreaming Roadmap (2015-2016)

MAINSTREAMI
NG INITIATIVE
CSMEAL
Guidelines
Organizational
M&E
JULY
AUGUST
OPAPP Vetting
Finalization
of Guidelines
Integration in
Assessment
and Planning
Design
SEPTEMB
ER
Roll-out of Assessment
and Planning Sessions
OCTOBER
NOVEMB
ER
Review of Assessment
and Planning Design
DECEMB
ER
JANUARY
FEBRUAR
Y
MARCH
Roll-out of Assessment and Planning Sessions
2030 SDGs
PDP 2016-2022
PAMANA
Implementing
and M&E
Guidelines,
Operations
Manuals
In coordination with NEDA
DPWH, DENR,
PHIC
RPMES
DSWD,
NCIP,
DND/
AFP/PNP
InterAgency
PREW
National PREWs
CS-MEAL
Rollout
DILG, DOENEA, CHED
Transition of
CSMEAL to
NPMO and
PAMANA Units
CSMEAL Rollout Part 1:

Implementation
Monitoring, PIS and
Webposting
Bilateral meetings on CSRPMES
CSMEAL Rollout Part 2: Reflection

Sessions on MTR Results,
Outcomes Monitoring and PFRS
Rollout of CS-RPMES in Central and

Regional Offices
120
CSMEAL Rollout Part 3: CS-RPMES,

Context Monitoring, and
Identification of CSMEAL
Mainstreaming Initiatives
MAINSTREAMI
NG INITIATIVE
PAMANA-DILG
Pillar 1
Programs
Citizen-led
Monitoring
Initiative
OPAPP-PAMANA
Website
Web Portals of
PAMANA
Partner NGAs
PFRS
AUGUST
SEPTEMB
ER
OCTOBER
Finalization of RF, indicators

and M&E arrangements
Conduct of
ToT
Rollout in coordination with DILG

Pillar 1 Bureaus
Conduct of
ToT
Rollout in partnership with CSO

Network
JULY
Finalization
and Approval
of Partnership
documents
Finalization of
Webposting
Guidelines
and Tools
Finalization
of
Guidelines,
Tools and
Modules
Inter-Agency and Bilateral Meetings on

TAM
PFRS Pilot
Test and
Finalization of
Guidelines
and Tools
121
NOVEMB
ER
DECEMB
ER
JANUARY
FEBRUAR
Y
MARCH
CSMEAL Rollout Part 3: CS-RPMES,

Context Monitoring, and
Identification of CSMEAL
Mainstreaming Initiatives
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Affiliated Network for Social Accountability East Asia Pacific and the
Government Watch Project [ANSA-EAP] (2010). G-Watch Guide Your
Partner in Monitoring Government Programs. Quezon City: Ateneo
School of Government.
Bantay Lansangan Secretariat (2008). Procedures Manual for Road
Construction and Maintenance Version 2.1. Quezon City, Philippines:
Transparency and Accountability Network.
Bush, K. (1998). A Measure of Peace: Peace and Conflict Impact Assessment
(PCIA) of Development Projects In Conflict Zones. Working Paper No. 1,
The Peacebuilding and Reconstruction Program Initiative and the
Evaluation Unit
Davies, R. & Dart, J. (2005). The Most Significant Change (MSC) Technique:
A Guide to Its Use. CARE International: United Kingdom.
De Ruiter F., & Aker, J. (2008). Human Interest Stories: Guidelines and Tools
for Effective Report Writing
Department of Interior and Local Government [DILG] (2012). Policy
Guidelines in the Implementation of the Provision of Potable Water
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CONFLICT-SENSITIVE

B.1 Agency Submission of Project Status

OVERVIEW OF THE MANUAL AND TOOLKIT

o Includes inputs on rationale, protocols and strategies in

(3) Empower communities by strengthening their capacities to address

Figure 1. Peace Subsector Objectives Tree of Chapter 8: Peace

World Development Report on Conflict, Security and Development (2011), p. 2

The framework thus emphasizes the need to provide concrete interventions

World Development Report on Conflict, Security and Development (2011)

Figure 3. PAMANA as a Peace and Development Program

B. PAMANA in support of the Complementary Track

PAMANA will support implementation and completion of the Closure

C. Program Implementing Framework

Building Resilient Communities

Promoting Sub-Regional Economic Development

The PAMANA framework is designed to gear towards maximum strategic

development of local socio-economic value chains, as well as the mitigation

Department of Social Welfare and

Pillar 2: Community-driven development

Department of Agriculture (DA)

Pillar 3: Agricultural production, agrifisheries, farm-to-market roads, irrigation

Department of Agrarian Reform

Pillar 2: Community-driven development in

Department of Public Works and

Department of Environment and

Pillar 1: Forest guard employment for

Department of Energy (DOE)

Pillar 3: Solar electrification

Pillar 3: Sitio line electrification

Devolved Agencies Autonomous

Pillar 2: Community-driven development

Pillar 1: Support to Indigenous Peoples

Commission on Higher Education

Pillar 1: Study Grant Program for former

Philippine Health Insurance

Pillar 1: Health Insurance Program for

Office of the Presidential Adviser

Pillar 1: Mainstreaming of conflict-sensitive

Key to PAMANA implementation is the convergence of the inter-agency

4. Coordinate with relevant agencies, development partners, civil society

d. Samar Island: Northern Samar, Eastern Samar and Samar

Chapter 9: Peace and Security Chapter of the Philippine

Executive Order No. 43, s. 2011: Pursuing our Social Contract

Chapter 8: Peace and Security Chapter of the updated

RA 10155 (General Appropriations Act of 2012)

RA 10352 (General Appropriations Act of 2013)

RA 10633 (General Appropriations Act of 2014)

Section XXVI. Provides funds for PAMANA in 9 agencies (DILG, DSWD,

RA 10651 (General Appropriations Act of 2015)

Program Results Framework

The PAyapa at MAsaganang PamayaNAn (PAMANA) adapted the 2011 World

Low income levels

Ethnic, religious or regional

Perceived global inequity

In support of the Complementary Track, PAMANA endeavors to bring back

World Development Report on Conflict, Security and Development (2011)

DEVELOPMENT RESULT (PEACE SUBSECTOR OUTCOME)

Capacities of PAMANA communities in

Peacebuilding Agenda adopted and

PAMANA Implementation, Oversight, Monitoring and Coordination

Figure 4. PAMANA Results Framework

DEVELOPMENT RESULT (PEACE SUBSECTOR-OUTCOME)

DEVELOPMENT RESULT (PEACE SUBSECTOR-OUTCOME)

As a framework, PAMANA also aims to facilitate the adoption and