2.3_Project Management Structures

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