TABLE OF CONTENTS

INTRODUCTION

I. APPLICABLE LAWS AND POLICIES

 1987 Philippine Constitution ------------------------------------------------- 1
 Presidential Decree 757 ------------------------------------------------------ 4
 Republic Acts of the Philippines
A. Republic Act 7279 ------------------------------------------------------------ 5
The Urban Development and Housing Act
B. Republic Act 7160 ------------------------------------------------------------ 8
The Local Government Code
C. Republic Act 9904 ------------------------------------------------------------ 9
The Magna Carta for Homeowners’ and Homeowners’ Associations
D. Republic Act 4726 ------------------------------------------------------------ 14
The Condominium Act
E. Republic Act 7899 ------------------------------------------------------------ 15
Amendment of the RA 4726
F. Republic Act 9710 ------------------------------------------------------------ 15
The Magna Carta for Women
G. Republic Act 9262 ------------------------------------------------------------ 16
The Anti-Violence Against Women and their Children (VAWC)
H. Republic Act 7835 ----------------------------------------------------------- 16
The Comprehensive and Integrated Shelter Financing Act
I. Republic Act 10121 ------------------------------------------------------- 17
The Philippines Disaster Risk Reduction and Management Act

 Executive Orders
A. Executive Order No. 02 ----------------------------------------------------- 19
Operationalizing in the Executive Branch the People's Constitutional Right to
Information and the State Policies of Full Public Disclosure and Transparency in
the Public Service
B. Executive Order No. 90 ----------------------------------------------------- 19
Operationalizing in the Executive Branch the People's Constitutional Right to
Information and the State Policies of Full Public Disclosure and Transparency in
the Public Service
C. Executive Order No. 708 --------------------------------------------------- 20
Devolving the Function of the Presidential Commission for the Urban Poor as the
Clearing House for the Conduct of Demolition and Eviction Activities Involving the
Homeless and Underprivileged Citizens to the Respective Local Government Units
(LGUs)

 National Housing Authority (NHA) Memorandum Circular

A. Memorandum Circular No. 2016 – 088 -------------------------------- 21
Adherence to the Community Empowerment Program in Housing Development
 TABLE OF CONTENTS

B. Memorandum Circular No. 2465 ---------------------------------------- 21

Implementing Guidelines for the Provision of Shelter Response to Calamities
and Disasters
C. Memorandum Circular No. 2016 -072 --------------------------------- 21
Implementing Guidelines of the Community-Based Shelter and Livelihood Program
D. Memorandum Circular No. 2561 ----------------------------------------- 22
Guidelines for Relocation and Resettlement under the Housing Program for Informal
Settler Families (ISFs) in Danger Areas in Metro Manila
E. Memorandum Circular No. 2427 ----------------------------------------- 23
Revised Implementing Guidelines of the Resettlement Assistance Program for
Local Government Units
F. Memorandum Circular No. 2423 ----------------------------------------- 25
Revised Implementing Guidelines of the Housing Assistance Program for Indigenous
People
G. Memorandum Circular No. 2221 ----------------------------------------- 25
Implementing Guidelines of Local Housing Projects by Non-Government Organizations
(NGOs) and People Organizations (POs) …
H. Memorandum Circular No. 2015 – 0015 ------------------------------ 26
Guidelines for Site Selection, Site Sustainability, and Site Planning of NHA Housing
Development Projects
I. Memorandum Circular No. 2334 ----------------------------------------- 30
Standard Guidelines on the Provision of Community Facilities for NHA
Resettlement Sites

 OTHER RELEVANT GUIDELINES AND LEGAL ISSUANCES AND OPINIONS

A. Terms of Reference - Community-Based Initiative Approach
(CBIA) ----------------------------------------------------------------------------- 34
B. Guidelines on the Conduct of Pre-Demolition Conference (PDC) - 35
C. DILG Memorandum Circular No. 2008-143 – Creation of Local
Housing Board ------------------------------------------------------------------ 35
D. Memorandum Circular No. 2010-134 – LGU Compliance to
Sec.28 of RA 7279 (UDHA) and Sec.27 of RA 7160 (LGU Code) - 36

 INTERNATIONAL LAWS 38
A. UN Declaration on Human Rights
B. International Covenant on Economic Social and Cultural Rights (ICESCR)
C. The Convention on the Elimination of All Forms of Discrimination against
Women (CEDAW)
D. Convention on the Rights of the Child (CRC)
E. Convention on the Rights of Persons with Disabilities (CRPD)

II. OBJECTIVES 40
 TABLE OF CONTENTS

III. DEFINITION OF TERMS 41

IV. COVERAGE 53

V. THE ROLES AND RESPONSIBILITIES OF STAKEHOLDERS

 National Government Agencies ----------------------------------------------- 54
 Local Government Units ---------------------------------------------------------- 57
 Non-Government/ Private Organizations ------------------------------------ 57
 Community Associations -------------------------------------------------------- 59
A. Homeowner’s Associations
 Specific Roles and Responsibilities of NHA --------------------------------- 61

VI. THE COMMUNITY BUILDING AND EMPOWERMENT PROCESS

AND PROCEDURE DETAILS
 The Community Building and Empowerment: An Overview ----------- 65
 Process Flow Outline ------------------------------------------------------------- 68
 Implementing Process of Community Building and Empowerment -- 70
A. Social Preparation Process ---------------------------------------------- 71
B. Community Development Process ------------------------------------- 79
C. Community Management Process ------------------------------------- 88
D. Procedural Flow ------------------------------------------------------------- 90

TEMPLATES AND MATRICES

Template #1:
Inputs and Recommendations on the Draft Community Building and
Empowerment Manual (Outline and Contents)
Template #2:
Monitoring of Community Building and Empowerment Process and
Procedural Details
Template #3:
Roles And Responsibilities of Stakeholders per NHA Project
Development Cycle and Key Result Areas

ANNEXES
Annex 1 Memorandum Circular No. 2016 – 088: Adherence to the
Community Empowerment Program in Housing Development

LIST OF ABBREVIATIONS
REFERENCES
 INTRODUCTION

Community empowerment covers two concepts: “community” and “empowerment”.

Community refers to groups of people that may or may not be spatially connected, but
who share common interests, concerns, or identities. While Empowerment is the
action which refers both to the process of self-empowerment and to the professional
support of people, which enables them to overcome their sense of powerlessness and
lack of influence, and to recognize and use their resources

This manual introduces the process in Community Building and Empowerment in all
NHA – assisted communities. This is intended to serve as guidelines that describes
basic operation concepts, methods, objectives, forms to be used and process.

This manual is divided into four components:

1. Compilation of Applicable laws and policies which serve as the legal bases in
implementing the Community Building and Empowerment Program and the
definition of terms used in the Manual.

2. The Coverage and the Roles and Responsibilities of the Community

Associations, Government Agencies, Non-Government Organizations, and
other concerned Stakeholders. The specific roles and responsibilities of the
National Housing Authority (NHA) as program proponent are also included.

3. The Community Building and Empowerment process and procedure details

which will serve as guide from pre-implementation phase to post
implementation phase of the program.

4. The process model of the National Housing Authority which comprises the
Social Preparation, Community Development, and Community Management.

The development of this manual entails participation of the community, the

representatives from the National Government Agencies (NGAs), the Local
Government Units (LGUs), the Non-Government Organizations, and the concerned
Operating Units particularly the Community Support Services Staff to ensure that the
manual will specifically defines how the procedures will be implemented.
 APPLICABLE LAWS AND POLICIES1

I. 1987 PHILIPPINE CONSTITUTION

The Constitution of the Republic of the Philippines is the basis of all promulgated laws
of the land. It is the fundamental law ratified in 1987.

ARTICLE II: PRINCIPLES AND STATE POLICIES

SECTION PROVISION
Section 9 The promotion of just and dynamic social order that will ensure the
prosperity and independence of the nation and free the people from
poverty through policies that provide adequate social services, promote
full employment, a rising standard of living, and an improved quality of
life for all.
Section 11 Values the dignity of every human person and guarantees full respect
for human rights.
Section 12 The recognition of the sanctity of family life and shall protect and
strengthen the family as a basic autonomous social institution.
Section 14 The recognition of the role of women in nation building, and shall
ensure the fundamental equality before the law of women and men.
Section 15 The protection and promotion of the right to health of the people and
instill health consciousness among them.
Section 17 The prioritization to Education, Science and Technology, Arts,
Culture, and Sports to foster patriotism and nationalism, accelerate
social progress, and promote total human liberation and
development.
Section 18 The affirmation of labor as a primary social economic force. It shall
protect the rights of workers and promote their welfare.
Section 22 The recognition and promotion of the rights of indigenous cultural
communities within the framework of national unity and development.
Section 23 Encouragement to non-governmental, community-based, or
sectoral organizations that promote the welfare of the nation.
Section 24 The recognition of the vital role of communication and information
in nation building.

ARTICLE III: BILL OF RIGHTS

SECTION PROVISION
Section 4 The freedom of speech, of expression, or of the press, or the right
of the people peaceably to assemble and petition the government
for redress of grievances.
Section 8 The right of the people, including those employed in the public and
private sectors, to form unions, associations, or societies for
purposes not contrary to law.

1
Sections on the related laws are included so that the participants will be informed and guided accordingly. The
participants and the writers may opt to summarize the provisions of the law as result of the writeshop.
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ARTICLE XIII: SOCIAL JUSTICE AND HUMAN RIGHTS
SECTION PROVISION
SOCIAL JUSTICE AND HUMAN RIGHTS
Section 1 The Congress shall give highest priority to the enactment of
measures that protect and enhance the right of all the people to
human dignity, reduce social, economic, and political inequalities, and
remove cultural inequities by equitably diffusing wealth and political
power for the common good.
Section 2 The promotion of social justice shall include the commitment to create
economic opportunities based on freedom of initiative and self-
reliance.
URBAN LAND REFORM AND HOUSING
Section 9 A continuing program of urban land reform and housing which will
make available at affordable cost decent housing and basic services to
underprivileged and homeless citizens in urban centers and
resettlements areas. Also, promotion of adequate employment
opportunities to such citizens. In the implementation of such program
the State shall respect the rights of small property owners.
Section 10 Urban or rural poor dwellers shall not be evicted nor their dwellings
demolished, except in accordance with law and in a just and
humane manner.

No resettlement of urban or rural dwellers shall be undertaken without

adequate consultation with them and the communities where they are
to be relocated.
HEALTH
Section 11 The State shall adopt an integrated and comprehensive approach
to health development that shall endeavor to make essential goods,
health, and other social services available to all the people at
affordable cost.
RECOGNITION OF WOMEN
Section 14 Protection of working women by providing safe and healthful
working conditions, taking into account their maternal functions,
facilities and opportunities that will enhance their welfare and enable
them to realize their full potential in the service of the nation.
ROLE AND RIGHTS OF PEOPLE’S ORGANIZATIONS
Section 15 Respect to the role of independent people’s organizations to enable
the people to pursue and protect, within the democratic framework, their
legitimate and collective interests, and aspirations through peaceful and
lawful means.

People’s organizations are bona fide associations of citizens with

demonstrated capacity to promote the public interest, with
identifiable leadership, membership, and structure.
Section 16 The right of the people and their organizations to effective and
reasonable participation at all levels of social, political, and economic
decision-making.

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ARTICLE XIV: EDUCATION, SCIENCE AND TECHNOLOGY, ARTS CULTURE AND
SPORTS
SECTION PROVISION
Section 1 Protection and promotion of the right of all citizens to quality education
at all levels and shall take appropriate steps to make such education
accessible to all.
Section 2 1. Encouragement to non-formal, informal, and indigenous
learning systems, as well as self-learning, independent, and
out-of-school study programs particularly those that respond to
community needs; and

2. Provision of adult citizens, the disabled, and out-of-school

youth with training in civics, vocational efficiency, and other skills.

ARTICLE XV: THE FAMILY

SECTION PROVISION
Section 1 Recognition to the Filipino family as the foundation of the nation.
Accordingly, it shall strengthen its solidarity and actively promote its
total development.

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II. PRESIDENTIAL DECREES 757 DATED JULY 3, 1975

The creation of the National Housing Authority (NHA) is to develop and implement a
comprehensive and integrated housing program which shall embrace, among others,
housing development and resettlement, sources and schemes of financing, and
delineation of government and private sector participation.

In Section 3, the Authority shall have the following purposes and objectives:

a. To provide and maintain adequate housing for the greatest possible number of
people;

b. To undertake housing development, resettlement or other activities as would

enhance the provision of housing to every Filipino

c. To harness and promote private participation in housing ventures in terms of

capital expenditures, land, expertise, financing and other facilities for the sustained
growth of the housing industry

As stated in Section 6, The Authority shall have the following powers and functions to be
exercised by the Board in accordance with the established National Human Settlements
Plan prepared by the Human Settlements Commission:

a. Develop and implement a comprehensive and integrated housing development

and resettlement;

b. Formulate and enforce general and specific policies for housing development and
resettlement;

c. Prescribe guidelines and standards for the reservation, conservation and

utilization of public land, identified for housing and resettlement;

d. Exercise the right of eminent domain or acquire by purchase privately owned lands
for purposes of housing development, resettlement and related services and
facilities;

e. Develop and undertake housing development and/or settlement projects through

joint ventures or other arrangements with public and private entities;

f. Promote housing development by providing technical assistance.

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REPUBLIC ACTS OF THE PHILIPPINES

A. REPUBLIC ACT 7279 ALSO KNOWN AS THE “URBAN DEVELOPMENT AND

HOUSING ACT OF 1992.”

Beneficiaries specified under this Republic Act are underprivileged and homeless
citizens who refer to individuals or families residing in urban and urbanized areas
whose income or combined household income falls within the poverty threshold as
defined by the National Economic and Development Authority (NEDA) and who do
not own housing facilities. Furthermore, it includes those who live in makeshift
dwelling units and do not enjoy security of tenure.

Section 2. The State Policy and Program Objectives in cooperation with the private
sector to undertake an comprehensive and continuing Urban Development and
Housing Program referred to as the Program, shall:

1. Uplift the conditions of the underprivileged and homeless citizens in urban areas
and in resettlement areas by making available to them decent housing at
affordable cost, basic services, and employment opportunities;

2. Provide for the rational use and development of urban land in order to bring about
the following:

a. Equitable utilization of residential lands in urban and urbanized areas with

particular attention to the needs and requirements of the underprivileged
and homeless citizens and not merely on the basis of market forces;
b. Optimization of the use and productivity of land and urban resources;
c. Development of urban areas conducive to commercial and industrial
activities which can generate more economic opportunities for the people;
d. Reduction in urban dysfunctions, particularly those that adversely affect
public health, safety and ecology; and
e. Access to land and housing by the underprivileged and homeless citizens.

3. Adopt workable policies to regulate and direct urban growth and expansion
towards a dispersed urban net and more balanced urban-rural interdependence;

4. Provide for an equitable land tenure system that shall guarantee security of tenure
to Program beneficiaries but shall respect the rights of small property owners and
ensure the payment of just compensation;

5. Encourage more effective people's participation in the urban development

process; and

6. Improve the capability of local government units in undertaking urban

development and housing programs and projects.

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ARTICLE V: SOCIALIZED HOUSING
SECTION PROVISION
BASIC SERVICES
Section 21 Socialized housing or resettlement areas shall be provided by the LGU
or the NHA in cooperation with the private developers and concerned
agencies with the following basic services and facilities:
1. Potable water;
2. Power and electricity and an adequate power distribution system;
3. Sewerage facilities and an efficient and adequate solid waste
disposal system; and
4. Access to primary roads and transportation facilities.

The provisions of other basic services and facilities such as health,

education, communications, security, recreation, relief, and welfare
shall be planned and shall be given priority for implementation by the
LGU and concerned agencies in cooperation with the private sector and
the beneficiaries themselves.

LIVELIHOOD COMPONENT
Section 22 Socialized housing and resettlement projects shall be located near
areas where employment opportunities are accessible.

The government agencies dealing with the development of livelihood

programs and grant of livelihood loans shall give priority to the
beneficiaries of the Program.
PARTICIPATION OF BENEFICIARIES
Section 23 The local government units, in coordination with the Presidential
Commission for the Urban Poor (PCUP) and concerned government
agencies, shall provide Program beneficiaries or their duly
designated representatives an opportunity to be heard and to
participate in the decision-making process over matters involving
the protection and promotion of their legitimate collective interest which
shall include appropriate documentation and feedback mechanisms.
They shall also be encouraged to organize themselves and
undertake self-help cooperative housing and other livelihood
activities.
CONSULTATION WITH PRIVATE SECTOR
Section 24 Opportunities for adequate consultation shall be accorded to the
private sector involved in socialized housing project.

ARTICLE VII: URBAN RENEWAL AND RESETTLEMENT

SECTION PROVISION
BASIC SERVICES
Section 26 Urban Renewal and Resettlement. This shall include the rehabilitation
and development of blighted and slum areas and the resettlement of
Program beneficiaries in accordance with the provisions of this Act.

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 SECTION PROVISION
Section 26 On-site development shall be implemented whenever possible in order
to ensure minimum resettlement of the beneficiaries of the Program
from their existing places of occupancy shall be undertaken only when
on-site development is not feasible and after compliance with the
procedures laid down in Section 28 of this Act.
Section 27 Action Against Professional Squatters and Squatting Syndicates. The
local government units, in cooperation with the Philippine National
Police, the Presidential Commission for the Urban Poor (PCUP), and
the PCUP accredited urban poor organization in the area, shall adopt
measures to identify and effectively curtail the nefarious and illegal
activities of professional squatters and squatting syndicates, as herein
defined.

Any person or group identified as such shall be summarily evicted and

their dwellings or structures demolished, and shall be disqualified to
avail of the benefits of the Program. A public official who tolerates or
abets the commission of the abovementioned acts shall be dealt with
in accordance with existing laws.
Section 28 Whether temporary or permanent, in case of eviction or demolition
pursuant to a court order involving underprivileged families, relocation
shall be undertaken in coordination with the concerned LGUs and
other government agencies within 45 days from service of notice
of final judgment by the court.
RESETTLEMENT
Section 29 Within two (2) years from the affectivity of this Act, the LGU, in
coordination with the NHA, shall implement the relocation and
resettlement of persons living in danger areas such as esteros,
railroad tracks, garbage dumps, riverbanks, shorelines, waterways,
and in other public places as sidewalks, roads, parks, and playgrounds.

The said agencies shall provide relocation or resettlement sites

with basic services and facilities and access to employment and
livelihood opportunities sufficient to meet the basic needs of the
affected families.

ARTICLE X: PROGRAM IMPLEMENTATION, SPECIFIES THE ROLE OF NHA

SECTION PROVISION
ROLE OF GOVERNMENT HOUSING AGENCIES
Section 40 The Housing and Urban Development Coordinating Council shall,
through the key housing agencies, provide local government units with
necessary support such as:

(1) Formulation of standards and guidelines as well as providing

technical support in the preparation of town and land use plans;

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 SECTION PROVISION
Section 40 (2) In coordination with the National Economic and Development
Authority and the National Statistics Office, provide data and
information for forward-planning by the local government units in
their areas, particularly on projections as to the population and
development trends in their localities and the corresponding
investment programs needed to provide appropriate types and
levels of infrastructure, utilities, services and land use patterns; and

(3) Assistance in obtaining funds and other resources needed in the

urban development and housing programs in their areas of
responsibility.

The National Housing Authority (NHA) upon request of LGUs, shall

provide technical and other forms of assistance in the
implementation of their respective urban development and
housing programs with the objective of augmenting and enhancing
local government capabilities in the provision of housing benefits to
their constituents.

B. REPUBLIC ACT 7160 ALSO KNOWN AS THE “LOCAL GOVERNMENT CODE

OF 1991”, DATED OCTOBER 10, 1991.

CHAPTER I: THE CODE, POLICY AND APPLICATION

SECTION PROVISION
DECLARATION OF POLICY
Section 2 a. The territorial and political subdivisions of the State shall enjoy
genuine and meaningful local autonomy to enable them to attain
their fullest development as self-reliant communities and make
them more effective partners in the attainment of national goals.
b. Provision for a more responsive and accountable local
government structure instituted through a system of
decentralization whereby Local Government Units (LGUs) shall be
given more powers, authority, responsibilities, and resources. The
process of decentralization shall proceed from the national
government to the local government units.
c. Ensure the accountability of local government units through the
institution of effective mechanisms of recall, initiative, and
referendum.
d. Require all national agencies and offices to conduct periodic
consultations with appropriate local government units, non-
governmental and people's organizations, and other concerned
sectors of the community before any project or program is
implemented in their respective jurisdictions.

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CHAPTER II: GENERAL POWERS AND ATTRIBUTES OF LOCAL GOVERNMENT
UNITS
SECTION PROVISION
GENERAL WELFARE
Section 16 Every local government unit shall exercise the powers expressly
granted, those necessarily implied there from, as well as powers
necessary, appropriate, or incidental for its efficient and effective
governance, and those which are essential to the promotion of the
general welfare.

Within their respective territorial jurisdictions, LGUs shall ensure and

support, among other things, the preservation and enrichment of
culture, promote health and safety, enhance the right of the people
to a balanced ecology, encourage and support the development of
appropriate and self-reliant scientific and technological
capabilities, improve public morals, enhance economic prosperity
and social justice, promote full employment among their residents,
maintain peace and order, and preserve the comfort and convenience
of their inhabitants.
BASIC SERVICES AND FACILITIES
Section 17 Local government units shall endeavor to be self-reliant and shall
continue exercising the powers and discharging the duties and
functions currently vested upon them.

They shall also discharge the functions and responsibilities of

national agencies and offices devolved to them pursuant to this
Code. Likewise exercise such other powers and discharge such other
functions and responsibilities as are necessary, appropriate, or
incidental to efficient and effective provision of the basic services and
facilities.

CHAPTER III: INTERGOVERNMENTAL RELATIONS

SECTION PROVISION
Section 27 Prior Consultations Required. No project or program shall be
implemented by government authorities unless the consultations
mentioned in Sections 2 (c) and 26 hereof are complied with, and
prior approval of the sanggunian concerned is obtained:

Provided, That occupants in areas where such projects are to be

implemented shall not be evicted unless appropriate relocation
sites have been provided, in accordance with the provisions of the
Constitution.

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 C. REPUBLIC ACT NO. 9904 ALSO KNOWN AS “MAGNA CARTA FOR
HOMEOWNERS AND HOMEOWNERS’ ASSOCIATIONS", DATED JANUARY
7, 2010.

CHAPTER I: TITLE AND DECLARATION OF POLICY

SECTION PROVISION
DECLARATION OF POLICY
Section 2 The State to uphold the rights of the people to form unions,
associations, or societies, and to recognize and promote the rights
and the roles of homeowners as individuals and as members of the
society and of homeowners' associations.
Section 2 To this end, the State shall endeavor to make available resources
and assistance that will help them fulfill their roles in serving the
needs and interests of their communities, in complementing the
efforts of local government units (LGUs) in providing vital and basic
services to our citizens, and in helping implement local and national
government policies, programs, rules and ordinances for the
development of the nation.
REGISTRATION WITH THE HLURB.
Section 4 Every association of homeowners shall be required to register
with the HLURB. This registration shall serve to grant juridical
personality to all such associations that have not previously acquired
the same by operation of the General Corporation Law or by any other
general law.

The procedure for registration shall be specifically provided for in the

implementing rules and regulations to be promulgated by the HLURB
pursuant to Section 28 of this Act. Such procedure shall provide for an
adjudicatory mechanism that will be observed in the event there is a
dispute involving two (2) or more associations established within the
same subdivision/village), community/area, or housing project seeking
registration.
Section 4 In resolving this type of dispute, the HLURB shall take into account the
date each association was legally established, the date of submission
of its application for registration, the number of members, and other
similar factors. The existence of associations previously registered with
the Home Insurance Guarantee Corporation or the SEC shall be
respected, and the said associations shall not be charged a penalty
when they register with the HLURB after this Act takes effect.

CHAPTER II – PRIVILEGES OF HOMEOWNERS

SECTION PROVISION
RIGHT AND DUTIES OF EVERY HOMEOWNERS
Section 5 Every homeowner has the right to enjoy the basic community
services and facilities: provided, that he/she pays the necessary fees
and other pertinent charges.

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 SECTION PROVISION
RIGHTS OF AN ASSOCIATION MEMBER.
Section 7 a. To avail of and enjoy all basic community services and the use of
common areas and facilities;
b. To inspect association books and records during office hours and
to be provided upon request with annual reports, including financial
statements;
c. To participate, vote and be eligible for any elective or appointive
office of the association subject to the qualifications as provided
for in the bylaws;
d. To demand and promptly receive deposits required by the
association as soon as the condition for the deposit has been
complied with or the period has expired;
e. To participate in association meetings, elections and referenda,
as long as his/her bona fide membership subsists; and
f. To enjoy all other rights as may be provided for in the association
bylaws
DUTIES OF A MEMBER
Section 8. a. To pay membership fees, dues and special assessments;
b. To attend meetings of the association; and
c. To support and participate in projects and activities of the
association

CHAPTER III – PRIVILEGES OF HOMEOWNERS ASSOCIATION

SECTION PROVISION
RIGHTS AND POWERS OF THE ASSOCIATION
Section 10 An association shall have the following rights and shall exercise the
following powers:
a. Subject to consultation and with the approval of a simple majority
of the members, adopt and amend the articles of incorporation
and bylaws, rules and regulations, pursuant to existing laws
and regulations;

b. In behalf of its members, institute, defend, or intervene in

litigation and/or administrative proceedings affecting the
welfare of the association and the subdivision/village as a whole,
excluding, however, disputes that are not the responsibility of the
association;

c. Regulate the use, maintenance, repair, replacement and

modification of common areas and cause additional
improvements to be made part of the common
areas: Provided, That the aforementioned do not contradict the
provisions of the approved subdivision plan;

d. Regulate access to, or passage through the

subdivision/village roads for purposes of preserving privacy,
tranquility, internal security, and safety and traffic order:

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 SECTION PROVISION
Section 10 Provided, That: (1) public consultations are held; (2) existing laws
and regulations are met; (3) the authority of the concerned
government agencies or units are obtained; and (4) the appropriate
and necessary memoranda of agreement are executed among the
concerned parties;

e. Regulate access to, or passage through the

subdivision/village roads for purposes of preserving privacy,
tranquility, internal security, and safety and traffic
order: Provided, That: (1) public consultations are held; (2) existing
laws and regulations are met; (3) the authority of the concerned
government agencies or units are obtained; and (4) the appropriate
and necessary memoranda of agreement are executed among the
concerned parties;

f. Hire, discharge or contract managing agents and other

employees, agents and independent contractors to ensure the
full functioning and operation of the association;

g. Subject to consultation with and the approval of a simple majority

of the association members, acquire, hold, encumber and convey
in its own name any right, title to or interest in real or personal
property: Provided, That such approval of a simple majority of the
association members shall not be required for the acquisition,
holding, encumbrance and conveyance of personal properties in
amounts not exceeding ten percent (10%) of the association’s cash
holdings for its use in the course of its normal operations;

h. Ensure the availability of quality water services at a

reasonable price and at its option, administer and manage the
waterworks system of the subdivision;

i. Upon consultation, grant easements, leases, concessions and

authority to use common areas and petition for or consent to
the vacation of streets and alleys: Provided, That the said grant
of easements, leases, concessions and authority shall not be
applicable to access roads, main interconnecting roads, alleys and
sidewalks within the subdivision;
j. Impose or collect reasonable fees for the use of open spaces,
facilities, and services of the association to defray necessary
operational expenses, subject to the limitations and conditions
imposed under the law, the regulations of the board and the
association’s bylaws;

k. Cause compliance with regard to height regulations,

easements, use of homes, buildings, edifices, or structures
that may be built within the subdivision, in accordance with the
National Building Code, zoning laws, HLURB rules and regulations,
existing local ordinances, and existing deeds of restriction;

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 SECTION PROVISION
Section 10 l. Subject to consultation and with the approval of a simple majority
of the association members, allow the establishment of certain
institutions such as, but not limited to, schools, hospitals, markets,
grocery stores and other similar establishments that will necessarily
affect the character of the subdivision/village in terms of traffic
generation, and/or opening the area to outsiders which may result
in the loss of privacy, security, safety, and tranquility to its residents,
in accordance with the National Building Code, zoning laws,
existing local ordinances, HLURB rules and regulations, and
existing jurisprudence: Provided, That such prior approval shall not
be necessary for the establishment of sari - sari stores, home
industries and similar small - scale business enterprises within the
subdivision/village classified as socialized housing;

m. Suspend privileges of and services to and/or impose

sanctions upon its members for violations and/or
noncompliance with the association's bylaws, and rules and
regulations;

n. Petition for the creation of a separate barangay, independently

or together with neighboring subdivisions: Provided, That all
the requirements of the Local Government Code of 1991 are met;
and

o. Exercise any other powers conferred by the bylaws and the

HLURB necessary for the governance and operation of the
association.

RELATIONSHIP WITH LOCAL GOVERNMENT UNITS (LGUs)

Section 18 Homeowners' associations shall complement, support and
strengthen LGUs in providing vital services to their members therefore
Associations are encouraged to actively cooperate with LGUs in
furtherance of their common goals and activities for the benefit of the
residents of the subdivisions/villages and their environs.

In recognition of the associations’ efforts, dues and income derived

from rentals of their facilities shall be tax - exempt: Provided, that
such income and dues shall be used for the cleanliness, safety,
security and other basic services needed by the members,
including the maintenance of the facilities of their respective
subdivisions or villages.
RELATIONSHIP WITH NATIONAL GOVERNMENT AGENCIES
Section 19 The associations shall complement, support and strengthen the
efforts of the national government agencies in providing vital
services to their members and help implement the national government
policies and programs.

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 SECTION PROVISION
Section 19 Associations are encouraged to actively cooperate with national
government agencies in the furtherance of their common goals and
activities for the benefit of the residents of the subdivisions and its
environs. National government agencies shall consult the
associations where proposed rules, projects and/or programs
may affect their welfare.

D. REPUBLIC ACT NO. 4726 ALSO KNOWN AS “THE CONDOMINIUM ACT”,

DATED JUNE 18, 1966

SECTION PROVISION
Section 2 A condominium is an interest in real property consisting of
separate interest in a unit in a residential, industrial or commercial
building and an undivided interest in common, directly or
indirectly, in the land on which it is located and in other common
areas of the building. The real right in condo may be ownership or
any other interest in real property recognized by law, on property in the
civil code and other pertinent laws.
Section 5 Any transfer or conveyance of a unit, apartment, office, store or other
space shall include the transfer of the undivided interests in the
common areas or, in a proper case, membership or shareholdings in
the condo corporation:

Provided, however, the common areas in the condo project are

owned by the separate units as co-owners thereof, no condo unit
therein shall be conveyed to persons other than Filipino citizens, or
corporations at least 60% of the capital stock of which belong to Filipino
citizens, except in cases of hereditary succession.
Section 9 The owner of a project shall, prior to the conveyance of any condo
therein, register a declaration of restrictions relating to such project,
which restrictions shall constitute a lien upon each condo in the project,
and shall insure to and bind all condo owners in the project. Such liens,
unless otherwise provided, may be enforced by any condo owner in the
project or by the management body of such project.
Section 10 The corporate purposes shall be limited to the holding of the
common areas, either in ownership or any other interest in real
property recognized by law, to the management of the project, and to
other purposes as may be necessary, incidental or convenient to the
accomplishment of said purposes. Articles of incorporation or by-
laws shall not contain any provision contrary to with this Act, the
enabling or master deed, or declaration of restrictions of the project.
Membership in a condo corporation, regardless is a stock or non-
stock corporation, shall not be transferable separately from the
condo unit of which it is an appurtenance.

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 E. REPUBLIC ACT NO. 7899 AN ACT AMENDING SECTION FOUR AND
SECTION SIXTEEN OF REPUBLIC ACT NUMBERED FOUR THOUSAND
SEVEN HUNDRED TWENTY-SIX, OTHERWISE KNOWN AS "THE
CONDOMINIUM ACT."

SECTION PROVISION
Section 1 Section 4, last paragraph of Republic Act No. 4726 is hereby amended
as follows;

"Sec. 4: The enabling or master deed may be amended or revoked

upon registration of an instrument executed by a simple majority of the
registered owners of the property: Provided, That in a condominium
project exclusively for either residential or commercial use, simple
majority shall be on per unit of ownership basis and that in the case of
mixed use, simple majority shall be on floor area of ownership basis:
Provided further, That prior notifications to all registered owners are
done, and Provided, finally, That any amendment or revocation already
decided by a simple majority of all registered owners shall be submitted
to the Housing and Land Use Regulatory Board and the city/municipal
engineer for approval before it can be registered. Until registration of a
revocation, the provision of this Act shall continue to apply to such
property."

Section 2 Sec. 16 of the same Act is hereby amended to read as follows:cralaw

"Sec. 16. A condominium corporation shall not, during its existence,
sell, exchange,lease or otherwise dispose of the common areas owned
or held by it in the condominium project unless authorized by the
affirmative vote of a simple majority of the registered owners: Provided,
That prior notifications to all registered owners are done: and,
Provided, further, That the condominium corporation may expand or
integrate the project with another upon the affirmative vote of a simple
majority of the registered owners, subject only to the final approval of
the Housing and Land Use Regulatory Board."

F. REPUBLIC ACT NO. 9710 ALSO KNOWN AS “THE MAGNA CARTA OF

WOMEN”, DATED APRIL 14, 2009.

The Magna Carta of Women promotes mechanisms for women empowerment and
recognizes their vital role in nation building. The said law also guarantees the civil,
political, and economic rights of women such as their right to skills training and
scholarships, access to information, participation, representation, and inclusion in
discussions on peace and development.

Gender and Development (GAD) primarily promotes women’s empowerment and

ensure that their full participation becomes essential for society. The government to
respond to the gender imbalances and inequalities existing in the country has formed
it.

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 The State condemns discrimination against women in all its forms and pursues by all
appropriate means and without delay the policy of eliminating discrimination against
women in keeping with the Convention on the Elimination of All Forms of
Discrimination Against Women (CEDAW) and other international instruments
consistent with Philippine law.

The National Housing Authority as a government-owned and controlled

corporation as well as all other departments/ agencies are mandated by
national and international laws, policies and commitments/treaties to promote
and advocate GAD because gender issues hinder development.

In line with this, the NHA includes in its mission addressing gender equality to pursue
gender mainstreaming in all NHA PAPs, plans, policies, programs, and services in
partnership with all stakeholders

G. REPUBLIC ACT 9262, ALSO KNOWN AS “THE ANTI-VIOLENCE AGAINST

WOMEN AND THEIR CHILDREN (VAWC) ACT OF 2004”

The Republic Act 9262, also known as “The Anti-Violence against Women and their
Children (VAWC) Act of 2004” seeks to protect women and their children from all
forms of violence and discrimination.

Empowerment is not only limited to having equal access to opportunities but it also
talks about breaking free from abuse and exploitation. In the macro level of society,
the community is invigorated to raise their level of awareness and deepen
understanding of gender concepts through Gender Sensitivity Trainings and
Orientation. A healthy community life is manifested through intolerance of existing
violence in every family.

The goal of GAD in the community is to eradicate gender biases by recognizing the
potential of women – having the same capabilities, rights and opportunities as men
so that they can perform active roles in the development process. Gender and
Development therefore is not an insinuation of disempowering men but to also
recognize the role of women in the society. Community empowerment in a GAD
perspective encompasses freedom, equal access of both men and women in
opportunities, resources, and trainings responsive to their needs

H. REPUBLIC ACT 7835 ALSO KNOWN AS “THE COMPREHENSIVE AND

INTEGRATED SHELTER FINANCING ACT OF 1994”

SECTION PROVISION
Section 4 Implementation of the vital components of the National Shelter
Program: Resettlement, Medium Rise Public and Private Housing,
Cost Recoverable, and Local Housing Program.
Section 4a Engagement in land banking activities to ensure availability of land
to sustain the Resettlement Program
Section 5 Manage and administer a Trust Fund for the Medium Rise Public and
Private Housing and Local Housing Programs

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I. REPUBLIC ACT NO. 101211 ALSO KNOWN AS THE “PHILIPPINES
DISASTER RISK REDUCTION AND MANAGEMENT ACT OF 2010”

RA 10121 provides a comprehensive, all-hazard, multi-sectoral, inter-agency, and

community-based approach to disaster risk management through the formulation of
the National Disaster Risk Management Framework. The law supports the
development of capacities in disaster management at the individual, organizational,
and institutional levels. The following are the vital features of the law under Section 2.
Declaration of the policy:

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

b. Adopt a disaster risk reduction and management approach that is holistic,

comprehensive, integrated, and proactive in lessening the socioeconomic and
environmental impacts of disasters including climate change, and promote the
involvement and participation of all sectors and all stakeholders concerned, at
all levels, especially the local community;

c. Develop, promote, and implement a comprehensive National Disaster Risk

Reduction and Management Plan (NDRRMP) that aims to strengthen the
capacity of the national government and the LGUs, together with partner
stakeholders, to build the disaster resilience of communities, and institutionalize
measures for reducing disaster risks, projected climate risks, enhancing
disaster preparedness and response capabilities at all levels;

d. Mainstream disaster risk reduction and climate change in development

processes such as policy formulation, socioeconomic development planning,
budgeting, and governance, particularly in the areas of environment,
agriculture, water, energy, health, education, poverty reduction, land-use and
urban planning, and public infrastructure and housing, among others;

e. Ensure that disaster risk reduction and climate change measures are gender
responsive, sensitive to indigenous knowledge systems, and respectful of
human rights

f. Engage the participation of civil society organizations (CSOs), the private

sector, and volunteers in the government’s disaster risk reduction programs
towards complementation of resources and effective delivery of services to the
Citizenry;

g. Develop and strengthen the capacities of vulnerable and marginalized groups

to mitigate, prepare for, respond to, and recover from the effects of disasters;

In pursuant to the RA No. 10121 of 2010, the National Disaster Risk Reduction Plan
(NDRRMP) fulfills the requirements to provide the legal basis for policies, plan, and
programs to deal with disasters. The NDRRMP covers four thematic areas namely:

Page | 17
Disaster Prevention and Mitigation, Disaster Preparedness Disaster Respond and
Disaster Rehabilitation and Recovery

NHA will serve as one of the implementing partner in the Thematic Area 4: Disaster
Rehabilitation and Recovery, in which the overall responsible agency is the National
Economic and Development Authority (NEDA). This covers concerns related to
employment and livelihoods, infrastructure and lifeline facilities, and housing and
resettlement. NHA shall response to the outcome 22: Housing rebuilt or repaired to be
more resilient to hazard events; safer sites for Housing which includes outputs from:
(1) Safe relocation sites; (2) Disaster –resilient housing; (3) Self-sufficient communities
with access to basic social services and (4) empowered Informal Settler/affected
families.

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III. EXECUTIVE ORDERS

A. EXECUTIVE ORDER NO. 02 – Operationalizing in the Executive Branch the

People's Constitutional Right to Information and the State Policies of Full
Public Disclosure and Transparency in the Public Service

SECTION 2. Coverage. This order shall cover all government offices under the
Executive Branch, including but not limited to the national government and all its
offices, departments, bureaus, offices, and instrumentalities, including government-
owned or -controlled corporations, and state universities and colleges. Local
government units (LGUs) are encouraged to observe and be guided by this Order.

SECTION 3. Access to information. Every Filipino shall have access to information,

official records, public records and to documents and papers pertaining to official acts,
transactions or decisions, as well as to government research data used as basis for
policy development.

B. EXECUTIVE ORDER NO. 90 – Identifying the Government Agencies

Essential for the National Shelter Program and Defining their Mandates,
Creating the Housing and Urban Development Coordinating Council,
Rationalizing Funding Sources and Lending Mechanisms for Home
Mortgages and for Other Purposes, dated December 17, 1986.

Section 1: Key Agencies. To ensure the accomplishment of the National Shelter

Program, the following primary government housing agencies, any provision of
existing laws and their respective charters to contrary notwithstanding, are hereby
mandated to:

 The National Housing Authority shall be the sole government agency engaged
in direct shelter production. It shall focus on its efforts in providing housing
assistance to the lowest 30% of urban income earners through slum upgrading,
squatter relocation, development of sites and services and construction of
core-housing units.
 Undertake programs for the improvement of blighted urban areas and provide
technical assistance for private developers undertaking low-cost housing
projects.
 May continue development of housing projects for income-earners above the
lowest 30% provided that funds generated thereon are utilized for the
attainment of its primary mandate

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 C. EXECUTIVE ORDER NO. 708 – Devolving the Function of the Presidential
Commission for the Urban Poor as the Clearing House for the Conduct of
Demolition and Eviction Activities Involving the Homeless and
Underprivileged Citizens to the Respective Local Government Units (LGUs)
Having Territorial Jurisdiction over the Proposed Demolition and Eviction
Activities of Government Agencies23

SECTION 1. Devolution of Clearinghouse functions – The clearinghouse

functions of the PCUP stated in Section 1 of Executive Order No. 152, series of
2002, are hereby devolved to the respective cities and municipalities in whose
territorial jurisdiction the proposed demolition and eviction activities of
government agencies are to be undertaken.

SECTION 2. Creation of Local Housing Boards – The Local Government Units

must create their own Local Housing Boards or any similar body through an
appropriate ordinance before conducting the clearinghouse functions granted to
them in this Executive Order.

SECTION 3. Guidelines in the enactment of ordinance – The Department of

Interior and Local Government (DILG) is hereby ordered to issue the necessary
guidelines for the enactment of ordinances creating Local Housing Boards or any
similar body to Local Government Units (LGUs) within six (6) months from the
effectivity of this Executive Order. The PCUP shall assist the Local Government
Units in enacting the ordinances in whatever capacity they can provide within the
same period.

SECTION 4 Residual Functions. The PCUP shall continue with its monitoring
and reporting functions. However, all clearinghouse functions, including issuance
of notices and clearances to affected families shall be the primary responsibility
of the Local Government Unit concerned. The powers and functions mentioned
in subsections 4 to 11 of Section 1 and Section 9 of Executive Order No. 152,
series of 2002, shall remain with the PCUP.

2
Source: http://www.officialgazette.gov.ph/2008/02/26/executive-order-no-708-s-2008/
3
See DILG Memorandum Circular 2008-143

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V. NATIONAL HOUSING AUTHORITY (NHA) MEMORANDUM CIRCULAR

A. MEMORANDUM CIRCULAR NO. 2016-088 – ADHERENCE TO THE

COMMUNITY EMPOWERMENT PROGRAM IN HOUSING DEVELOPMENT
AND PRESCRIBING THE STEWARDSHIP AND PROCEDURES IN ITS
IMPLEMENTATION

Since 1975, NHA has pioneered the participatory process in the delivery of housing
services especially for the poor and homeless. The strategy has brought positive
result in bringing about appropriate interventions in socialized housing. Housing
development has proven the value of engaging the stakeholders to partner with the
change agents and this becomes one of the pillars in promoting increased partnership
with the beneficiaries. Thus, NHA affirms its adherence to the participatory approach
and its continuing commitment to promote the people’s process. The circular provides
the template for carrying out Community empowerment where opportunities are
identified to achieve the ultimate goal of building lives in new communities.

In line with this, the MC involves, all NHA-assisted communities to be empowered. As

a starting point, their current levels of organization and empowerment must be
established. The Community Relations and Information Operations Department
(CRIOD) in cooperation with the Operating Units shall conduct an assessment to
categorized the level of organizational and participation of the communities in the
Project Development Cycle.

B. MEMORANDUM CIRCULAR NO. 2465 – IMPLEMENTING GUIDELINES FOR

THE PROVISION OF SHELTER RESPONSE TO CALAMITIES AND
DISASTERS

In respond to the spate of calamities and disaster, the said MC is created to govern
the implementation of an NHA corporate response to disasters and calamities in NHA
housing Project sites. This covers all NHA housing project sites circular. The Authority
to extraordinary conditions of its project beneficiaries shall constitute a Calamity
Operations Project Engagement (COPE) Team to ensure immediate and appropriate
actions.

C. MEMORANDUM CIRCULAR NO. 2016 – 072 – GUIDELINES ON THE

IMPLEMENTATION OF THE COMMUNITY-BASED SHELTER AND
LIVELIHOOD PROGRAM

In the approved Comprehensive Rehabilitation and Recovery Plan (CRRP) for the
typhoon Yolanda- affected areas, the NHA is tasked to deliver 205, 128 housing units,
as well as the programmed community facilities, in safe, and suitable resettlement
sites.

The NHA Board Resolution No. 5987 dated November 10, 2015 approved the
Community-Based Shelter and Livelihood (CBSL) Program.

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 The program shall provide the framework for strengthening the partnership with the
Community Associations (CAs), non-governmental organizations (NGOs), national
government agencies (NGAs), Local Government Unit (LGUs) and other stakeholders
in the planning and implementation of the permanent resettlement projects.

Likewise, it shall engage NHA in facilitating the conduct of capability building for men
and women with focus on resource syndication and advocacy for gender equality.

D. NHA MEMORANDUM CIRCULAR NO. 2561 – GUIDELINES FOR

RELOCATION AND RESETTLEMENT UNDER THE HOUSING PROGRAM
FOR INFORMAL SETTLER FAMILIES (ISFS) IN DANGER AREAS IN METRO
MANILA

The guidelines are issued for purposes of defining the policies, procedures, roles, and
responsibilities of participating agencies/entities in the relocation and resettlement of
families/households under the Housing Program for Informal Settler Families (ISFs)
in Danger Areas in Metro Manila. Relative to the Proper and Humane Relocation and
Resettlement, the procedures under this Circular covers the Section 28 of the
Republic Act No. 7279 Urban Development and Housing Act of 1992 under Section
28.

1. NHA plays an important role in the Social Preparation. The following are the
duty assign to NHA:

a. The NHA shall actively engage the local government units for social
preparation of families/ communities for relocation in coordination with
concerned NGAs and CSOs.

b. Consultations with affected families on housing options, beneficiary selection,

new housing sites, the terms, and conditions for award of housing units, and
capacity building for management and maintenance of housing projects and
livelihood activities.

2. Standard Relocation and Resettlement Assistance to Families/ Households

FOR QUALIFIED FAMILIES FOR DISQUALIFIED FAMILIES

a. Provision of complete housing unit with basic
services and community facilities
b. Manpower assistance for dismantling of
structures and for loading and unloading of
personal belongings.
c. Transportation assistance during actual
relocation from place of origin to the new
housing project. Inclusion of trucks for personal
belongings and special transport facilities for
vulnerable groups such as women, children,
and the elderly.
a. Manpower Assistance for
dismantling of structure and
for loading and unloading of
personal belongings
b. Transportation assistance
maybe provided if the
destination is within the 50-
kilometer radius from place
of origin and transportation
costs do not exceed
prescribed budget.

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 FOR QUALIFIED FAMILIES
d. Food subsidy in the amount of P 1,000 per
family/household
e. Health services– in coordination with the LGU
health office/HOA, medical personnel and an
ambulance shall be present during relocation;
f. Enrollment assistance/ absorption of
elementary and high school students in public
schools near new housing projects subject to
submission of required school credentials (form
138 or report card, letter of recommendation or
certification from school of origin upon
enrollment/transfer)
FOR DISQUALIFIED FAMILIES
c. Food Subsidy in the amount
of P 1,000.00 per family/
household
d. Balik – Probinsya Program
for families/ households
opting to return to their
provinces shall be referred to
the LGU’s Social Welfare
Office.

g. Provision of livelihood assistance to families/

households with monthly income below the
food subsistence level as determined by the
National Statistics Coordinating Board (NSCB)

h. Balik – Probinsya Program for families/

households not availing of the government
resettlement assistance and opting to return to
their province shall be referred to the LGU’s
Social Welfare Office. The said program
provides transportation assistance and
subsistence allowance to families/ households.

3. Estate Management

Estate Management functions shall be undertaken by either the local government

unit or NHA depending on land ownership. It may be undertaken for a specific
period subject to eventual turnover to the LGU If the land is owned by NHA.

Estate Management functions such as building maintenance, collection, and

auxiliary services (cleaning of common areas, waste disposal, minor repairs,
lightning of common areas etc.) may be undertaken by the LGU, CSO/HOA or by
private providers.

E. MEMORANDUM CIRCULAR NO. 2427 – REVISED GUIDELINES FOR THE

IMPLEMENTATION OF THE RESETTLEMENT ASSISTANCE PROGRAM FOR
LOCAL GOVERNMENT UNITS

Pursuant to the Board Resolution No. 5436 dated 30 March 2012, the following
Revised Guidelines governing the implementation of the Resettlement Assistance
Program for Local Government Units is hereby issued.

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Under the Policy Framework, pursuant to the mandate under RA 7279 or the Urban
Development and Housing Act (UDHA) of 1992, National Housing Authority adopts a
policy of providing assistance to local government units (LGUs) in the provision of
housing sites for informal settler families requiring relocation and resettlement.

The assistance is designed to enhance the capabilities of LGUs in exercising its

mandate and tasks under UDHA and the Local Government Code for provision of
housing to their constituents.

In the Joint NHA – LG (Local Government) Undertaking under the Policy Guidelines,
projects implemented under the Resettlement Assistance Program for Local
Government Units (RAP – LGU) shall be pursued as joint undertakings between
LGUs and the NHA. Resources and expertise shall be shared for an efficient and
effective delivery of housing benefits to informal settler families requiring relocation
and resettlements.

The Primary roles and contributions of the NHA shall provide technical assistance to
LGUs in the preparation of project plans and formulation of policies and guidelines for
the implementation of resettlement projects and contribute funds for the development
of resettlement sites. NHA’s fund contribution shall be utilized for land development
or housing construction. Land Development shall involve development of raw land or
completion/repair of partial site development.

While LGUs shall contribute the land required for the project and shall be the lead
project implementer with overall responsibility for the operation and management of
the resettlement project to include preparation of overall project plans and site
development and housing plans, beneficiary selection, relocation of families and
estate management to cover disposition of housing units, cost recovery and project
maintenance.

In the Policy Guidelines of the Project Participation Mechanism the following are
included:

a. To ensure adequate consultation and participation in project implementation

and monitoring, Local Inter-agency Committees (LIACs) shall be created for
each project to be headed by the LGU representative, with representatives of
the NHA, PCUP, and Community Association concerned as members, and
other government agencies and participating institutions as deemed
appropriate.

b. The LIAC shall serve as a venue for information, consultation, and resolution of
issues regarding the project. It shall serve as a mechanism of monitoring the
progress of project implementation.

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F. MEMORANDUM CIRCULAR NO. 2423 – REVISED GUIDELINES FOR THE
IMPLEMENTATION OF THE HOUSING ASSISTANCE PROGRAM FOR
INDIGENOUS PEOPLES

Approved under Board Resolution No. 5437 dated 30 March 2012, the guidelines
shall govern the implementation of the Housing Assistance Program for Indigenous
Peoples.

Based from the Program Framework, the formulation of project development plans
shall be undertaken in coordination with the Indigenous Peoples (IP) community.

All plans for projects implemented under the Program to include detailed architectural
and engineering plans and designs, technical specifications, cost estimates and
implementation schedules shall be jointly approved by the LGU, the IP community
and NHA.

The Program shall adopt a multi-stakeholder approach where the target communities
themselves as well as the National Commission on Indigenous Peoples (NCIP) shall
participate in project implementation and monitoring.

G. MEMORANDUM CIRCULAR NO. 2221 – GUIDELINES FOR THE

IMPLEMENTATION OF LOCAL HOUSING PROJECTS BY NON-
GOVERNMENT ORGANIZATIONS (NGOS) AND PEOPLE’S ORGANIZATIONS
PURSUANT TO HUDCC RESOLUTION NO.001 SERIES OF 2001 AND
MEMORANDUM CIRCULAR NO. 1700 DATED 15 APRIL 2002.

The Implementation of Local Housing projects by NGOs shall be guided by the

following principles:

1. NGOs/POs implementing local housing projects shall be accredited by NHA.

2. The project implementation arrangement shall be embodied in the Memorandum

of Agreement (MOA) among NHA, the NGO/PO and other parties involved in
implementation.

3. The NGO/PO shall undertake project operations and management to include

securing of all necessary permits and clearances, implementation of all
development works and other responsibilities as agreed upon by the parties.

4. Project plans, specifications, and cost estimates shall be subject to approval by

NHA. The NHA shall ensure compliance to approved plans, specifications, and
costs and undertake acceptance of the completed project.

5. NHA shall ensure Implementation of appropriate cost recovery for the project.

6. The NGOs/POs shall liquidate the funds granted by NHA, submit reports on fund
utilization status and physical accomplishment, and return any unutilized funds.

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H. MEMORANDUM CIRCULAR NO. 2015 – 0015 – GUIDELINES FOR SITE
SELECTION, SITE SUSTAINABILITY, AND SITE PLANNING OF NHA
HOUSING DEVELOPMENT PROJECTS, DATED DECEMBER 28, 2015.

Site sustainability looks at the intrinsic and specific technical qualities of the site
and its capability to address the requirements for housing. This process involves
determining the potentials, constraints, and development issues the site may
create.

Under the Facilities in the Site Sustainability Guidelines:

1. Water Supply
 The site must have a steady and sufficient supply of potable water and
has the sources of such a supply should also be established whether it
is from a local water company or from the ground or any other
alternative source prior to project planning.
 Secondary data may be provided such as water testing results in the
immediate vicinity of the proposed site to determine the potability of
water in the area.
 Water Supply must be provided and ensured in conjunction with the
program schedule of the local water service provider. Certification as to
its availability must likewise be secured.

2. Power Supply
 There must be a utility company that will serve the needs of the new
community, and that access for power facilities to and from the site must
be identified as a requirement for the approval of the identified site for
housing project. Provision of these facilities is imperative in the selection
site.
 Power supply must be provided and ensured in conjunction with the
program schedule of the local power service provider. Certification as
to its availability must likewise be secured.

Appropriate Community Facilities and Infrastructures

To serve the socio-economic needs and cultural activities of the beneficiaries as

well as encourage the implementation of environmental management programs in
the housing sites, there shall be appropriate community facilities to be provided in
housing projects and these shall be included in the site plans.

Standard Community Facilities Based on Land Area/ Number of Generated Lots,

Housing Units.

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 STANDARD DIMENSIONS
BELOW 3 HECTARES 3.0 – 5.0 Hectares
(in meters)
L x W = Area in sq.m. Below 450 Lots/Units 450 -750 Lots/Units
COMMUNITY FACILITIES
No. of Land Area No. of Land Area
Building Footprint Minimum Lot Size Facilities to Requirement Facilities to Requirement
be Provided (sq.m.) be Provided (sq.m.)
1.a. Covered Basketball Court 28 x 15 = 420 34 x 19 = 650 1 650 1 650
b. Multi-Purpose Covered 31 x 29 = 899 40 x 34 = 1350 - - - -
2.a. Elementary School 54 x 9.5 = 513 60 x 21 = 1285 - - 1 1285
b. High School Building 54 x 9.5 = 513 60 x 21 = 1285 - - - -
3.a. Wet and Dry Market 30 x 14 = 450 45 x 30 = 1350 - - - -
b. Talipapa 30 x 15 = 450 50 x 35 = 1750 1 420 1 420
4.a. Tricycle Terminal (Shed Type) 14 x 8 = 112 28 x 15 = 420 1 100 1 100
b. Jeepney Terminal 8 x 5 = 40 25 x 16 = 400 - - - -
5.a. Police Outpost 10 x 6 = 60 25 x 18 = 450 - - - -
b. Police Sub-Station 8 x 5 = 40 12 x 8.5 = 100 - - - -
6. Material Recovery Facility 12 x 8 = 96 20 x 15 = 300 1 180 1 180
7. Livelihood Training Center
a. Model A 21 x 10 = 240 36 x 18 = 650 - - - -
b. Model B 15.24 x 10 = 152.4 25 x 16 = 400 1 400 1 400
8.a. Health Center/ Infirmary 12 x 8 = 96 30 x 18 = 540 - - - -
b. Health Center/ Day Care 16.2 x 9 = 145 25 x 15 = 375 1 375 1 375
9. 2-Classroom Day Care 20 x 9 = 180 28 x 15 = 420 - - - -
10. NHA Project Office 15 x 10 = 150 25 x 15 = 375 - - --
Total no. of Facilities/ Total Areas to be Provided 6 2,125 7 3,410
Percentage of Total Area for Community Facilities 7.08% 6.82 – 11.37%
Open Space/ Parks and Playgrounds (3.5% of Area
1,049 sq.m. 1,050 – 1,750 sq.m.
of Projects with Density of 150 and Below)

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 Land Area Requirement of Site 5.01 – 6.66 HECTARES
Project Site 751 – 1000 Lots/Units
No. of
Land Area
Facilities
COMMUNITY FACILITIES Requirement
to be
(sq.m.)
Provided
1.a. Covered Basketball Court 1 650
b. Multi-Purpose Covered - -
2.a. Elementary School 1 1,285
b. High School Building - -
3.a. Wet and Dry Market - -
b. Talipapa 1 420
4.a. Tricycle Terminal (Shed Type) 1 100
b. Jeepney Terminal - -
5.a. Police Outpost 1 100
b. Police Sub-Station - -
6. Material Recovery Facility 1 180
7. Livelihood Training Center
a. Model A - -
b. Model B 1 400
8.a. Health Center/ Infirmary - -
b. Health Center/ Day Care 1 375
9. 2-Classroom Day Care - -
10. NHA Project Office - -
Total no. of Facilities/ Total Areas to be Provided 8 3,510
Percentage of Total Area for Community Facilities 5.27 – 7.02%
Open Space/ Parks and Playgrounds (3.5% of
1,753.5 – 2,331 sq.m.
Area of Projects with Density of 150 and Below)
6.67 – 10.0 HECTARES 10.01 – 13.33 HECTARES 13.34 – 2.0 HECTARES
1001 – 1500 Lots/Units 1,500 – 2000 Lots/Units 2001 – 3000 Lots/Units
No. of No. of No. of
Land Area Land Area Land Area
Facilities Facilities Facilities
Requirement Requirement Requirement
to be to be to be
(sq.m.) (sq.m.) (sq.m.)
Provided Provided Provided
- - - 1 - -
1 1,350 1 1,350 1 1,350
1 1,285 1 out 2 2,570 1 out of 3 3,855
- - 1 1,285 1 1,285
- - - - - -
1 420 1 420 1 420
1 150 1 150 2 300
- - - - - -
1 100 1 100 1 150
- - - - - -
1 300 1 300 1 300
1 650 1 650 1 650
- - - - - -
1 300 1 300 1 300
- - - - - -
1 420 1 420 2 840
- - - - - -
9 4,975 10 7,545 12 9,450
4,98 – 7.46% 5.66 – 7.55% 4.72 – 7.08%
2,334.5 – 3,500 sq.m. 3,500 – 4,665.5 sq.m. 4,669 – 7000 sq.m.
Page | 28
 20.01 – 26.66 26.67 – 33.33 40.01 – 50,0
Land Area Requirement of Site 33.34 – 40.0 HECTARES
HECTARES HECTARES HECTARES
Project Site 3000 – 4000 Lots/Units 4001 – 5000 Lots/Units 5001 – 6000 Lots/Units 6001 – 7500 Lots/Units
No. of No. of No. of No. of
Land Area Land Area Land Area Land Area
Facilities Facilities Facilities Facilities
COMMUNITY FACILITIES Requirement Requirement Requirement Requirement
to be to be to be to be
(sq.m.) (sq.m.) (sq.m.) (sq.m.)
Provided Provided Provided Provided
1.a. Covered Basketball Court 1 650 1 650 1 650 2 1,300
b. Multi-Purpose Covered 1 1,350 2 2,700 2 2,700 2 2,700
2.a. Elementary School 2 out of 4 5,140 2 out of 4 5,140 3 out of 5 6,425 4 out of 6 7,710
b. High School Building 1 out of 2 2,570 1 out of 3 3,855 2 out of 4 5,140 2 out of 5 6,425
3.a. Wet and Dry Market 1 1,350 1 1,350 1 1,350 1 1,750
b. Talipapa - - - - - - -
4.a. Tricycle Terminal (Shed Type) 1 400 1 400 1 400 1 400
b. Jeepney Terminal - - 1 450 1 450 1 450
5.a. Police Outpost 1 150 - - 1 100 1 100
b. Police Sub-Station - - 1 300 1 300 1 300
6. Material Recovery Facility 1 300 1 300 1 400 1 400
7. Livelihood Training Center
a. Model A 1 650 1 650 1 650 1 650
b. Model B - - - - - - - -
8.a. Health Center/ Infirmary 1 300 1 450 1 450 1 540
b. Health Center/ Day Care - - - - - - - -
9. 2-Classroom Day Care 2 840 3 1280 4 1,680 5 2100
10. NHA Project Office - - - - 1 360 1 375
Total no. of Facilities/ Total Areas to be Provided 13 13,700 16 17,505 21 20,245.00 24 25,200
Percentage of Total Area for Community Facilities 5.14 – 6.85% 5.25 – 6.55% 5.06 – 6.07% 5.04 – 6.3%
Open Space/ Parks and Playgrounds (3.5% of
7,005 – 9,330 sq.m. 9,334.5 – 11,665.5 sq.m. 11,669 – 14,000 sq.m. 14,003.5 – 17,500 sq.m.
Area of Projects with Density of 150 and Below)

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I. MEMORANDUM CIRCULAR NO. 2334 – STANDARD GUIDELINES ON THE
PROVISION OF COMMUNITY FACILITIES FOR NHA RESETTLEMENT
SITES

This guidelines shall be adopted for new resettlement sites with land area of at least
five (5) hectares to a maximum of fifty (50). Sites with areas of more than 50
hectares shall be covered by existing planning guidelines for new town
development, and shall be required to include such land uses as commercial,
institutional, and industrial uses in the master development plan.

Procedures

1. The concerned Area Management Office (AMO) shall present to the

communities a menu of options based on the guidelines and on the cost per
lot/ family as approved by the NHA Board on the Cost Allocation for
Community Facilities, under specific programs. The same shall be made in
coordination with the Local Government Unit (LGU) and other concerned
agencies.

2. A priority list of facilities for construction shall be made by the AMO together
with the community representatives and other government agencies, which
should not exceed the cost allocation per lot/ family.

The list of the proposed community facilities shall be submitted by the

concerned Area Management Office (AMO) to the General Manager for
approval prior to any bidding of the said facilities, through the Financial
Management Department (FMD) copy furnished Housing Technology
Development Office (HTDO) and Corporate Planning Office (CPO)

3. Site planning and development for the facilities shall be undertaken by the
Area Management Office (AMO) concerned while the design of the building
facilities shall be provided by HTDO. Costing and ceiling prices in these
guidelines shall be subject to an updating by HTDO on an annual basis,
subject to the approval of the General Manager.

4. Should there be an increase in the cost allocation per lot/family, the

additional facilities shall likewise be presented to the NHA General Manager
and the NHA Board of Directors for approval.

5. As an option, in order not to exceed the said cost, integration of the facilities
shall be undertaken. An example will be the covered basketball court that
can be used as a multi-functional center for livelihood, sports area and a
social hall, and to serve as a place for medical missions. In case of
emergency, it can also be used as an evacuation center. For the Elementary
and High School facilities, the integrated system of the Department of
Education with scheduling scheme shall be encouraged as much as
possible.

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 6. Other service providers shall be encouraged to construct the facilities or
provide the furniture for certain facilities, to be covered by appropriate
agreement with the NHA, to save on costs. Such agreements may cover the
reimbursement of funds advanced by the NHA for certain facilities, similar
to the arrangements made between NHA and the Department of Education
for the construction of school buildings in NHA projects per NHA.

(Memorandum Circular no. 2319 dated February 8th of 2011)

Building Facilities

1. Minimum Requirements:
 For all sites, the minimum provision shall be as follows: one (1) covered
Basketball Court and Multi-Purpose Center and one (1) Day Care Center
(2-Classroom), one (1) Tricycle Terminal, and one (1) Material Recovery
Facility (MRF), regardless of the size of the site.

2. Basketball Court cum Multi-Purpose Center

 The minimum provision for all sites shall be one (1) Covered Basketball
Court cum Multi-Purpose Center which shall serve as a multi-functional unit
for livelihood training, social, worship, and sports activities.
 There shall be an additional basketball court starting at sites of at least 30
hectares, and additional court for every 10-hectare increment to the land
area. Thus, there shall be three (3) basketball courts for a 40-hectare
project, and four (4) basketball courts for a 50-hectare site. Additional courts
to be provided shall be the open type only but there should at least be one
(1) covered court per site.
 In cases of calamities or any other emergency cases, the covered basketball
court and multi-purpose center may be used as a temporary evacuation
center.

3. Livelihood Productivity and Training Center

 Starting at sites generating at least 3,000 residential lots, a Livelihood
Productivity and Training Center shall be provided. This center has a multi-
purpose hall which can be used for various social functions of the
community.
 For sites below 30 hectares but which need an NHA Project Office, the
Livelihood Productivity and Training Center may also be used for the
purpose.

4. Health Center
 There shall be one (1) Health Center for sites generating at least 2,000
residential lots, or for sites with land area of 12 hectares and above.
 For sites below 12 hectares, the Health Center may be generated with the
Multi-Purpose Center.

 For sites 30 to 50 hectares, additional Health Center shall be provided. The

additional facility may either be a separate one for another location, or a
bigger Health Center may be built, whichever may be practical for the site
considering the access by the beneficiaries

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5. Wet Market
 There shall be one (1) Wet Market of 150 stalls or less for all sites below 24
hectares. For sites 24 hectares and above, or those generating at least
4,000 residential lots, the provision shall be a Wet and Dry Market.

6. Wet and Dry Market

 Wet and Dry Market shall only be provided for sites with an area of 24
hectares and above, or for those projects generating at least 4,000
residential lots.

7. Education Facilities

a. Day Care Center

 Day Care facilities (2-classroom) shall be provided for sites with a land
area of above 6 hectares. There shall be additional day care centers for
bigger sites, as indicated in the attached Tabulation of Required
Community Facilities, where two (2) day care centers shall be provided
in sites generating 3,000 to 4,000 residential lots, and another such
facility for every 1,000-lot increment thereon. The additional requirement
may be located separately or in combination, provided that the number
of classrooms is met. Furniture for such facilities shall be provided by the
DSWD, LGUs concerned, NGOs, or by private service providers in
agreement with NHA.
 The day care centers shall be located near the parks and playgrounds
for easy access to the children.

b. Elementary and Highschool Buildings

 The number of School Buildings that shall be provided in the
resettlement project is derived from DepEd computation for number of
required classrooms, which uses the assumption that the two (2) children
per family will attend school and that classrooms will be used by 100
students per day.
 From the total number of required School Buildings, only a maximum of
50% of the requirement shall be provided on the site by the NHA. The
rest of the required school buildings shall only have land allotted for the
purpose in which the building facilities shall be provided in phases by the
Department of Education or by the Local Government concerned or
other concerned agencies after relocation.
 The minimum requirement shall be an Elementary School Building.

 All school facilities to be constructed shall be subject to the provisions of

the NHA Memo-Circular No. 2319 dated 08 February 2011 on the
“Guidelines for Planning and Construction of School Facilities in
Resettlement Projects and Reimbursement of Costs By and Turnover to
the Department of Education”
 Any additional school requirements aside from the above shall be
subject to the approval of the NHA General Manager and the NHA Board
of Directors.

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8. Police Outposts or Substation
 Police Outposts shall be provided for all sites below 30 hectares, or as the
need arises as defined by the community and the LGUs. For sites 30
hectares and above, a Police Substation shall be provided and additional
outposts corresponding to every 1,000 lot increment, subject to needs of the
locality and proper coordination with the Local Police District concerned.

9. Transportation Facilities/ Terminal

 Tricycle Terminals with an area of 100 sq.m. or a minimum of 10 tricycle
units per terminal shall be provided for all sites. There shall be two (2)
Tricycle Terminals for sites generating more than 3,000 residential lots,
where the additional terminal may be in a separate location or used to
double the size of area to serve more tricycle units, depending on the needs
of the site.
 A Jeepney Terminal with an area of at least 250 sq.m. with the provision of
waiting shed for passengers, shall be provided for all sites 30 hectares and
above.

10. Materials Recovery Facility (MRF)

 All sites shall be provided with the Materials Recovery Facility (MRF). Land
area requirements for MRFs shall be at least 100 sq.m. For sites generating
at least 3,000 residential lots, the allotment for MRFs shall be 200 sq.m. as
indicated in the attached Tabulation of the Required Community Facilities.
The additional land area shall be based on the volume and schedule of pick-
up by the garbage collectors, in coordination with Local Government Unit
concerned.

11. Entrance Gate

 An entrance gate bearing the name of the housing projects shall be provided
by the Developer for all sites but shall be included in the costs of the land
development. There shall be a set of NHA standard designs that the
community can choose from, which shall be provided by Housing
Technology Development Office (HTDO).

12. Neighborhood Commercial Center

 The Neighborhood Commercial Center shall be provided only for sites with
a land area of 40 hectares. Land allocation for the facility shall be provided
in the planning of the site, which shall be part of the saleable area. The land
area shall be leased or sold through public bidding to private investors
where the building facility shall be provided by the winning investor.

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VI. OTHER RELEVANT GUIDELINES AND LEGAL ISSUANCES AND OPINIONS

A. TERMS OF REFERENCE ON THE FINANCING OF THE ACQUISITION OF

DEVELOPED LOTS AND COMPLETED HOUSING UNITS IN PERMANENT
HOUSING/RESETTLEMENT SITES THROUGH THE COMMUNITY-BASED
INITIATIVE APPROACH (CBIA) OF THE NATIONAL HOUSING
AUTHORITY

The Community-Based Initiative Approach (CBIA) is an implementation strategy

designed to build on the community’s initiative and promote the participation of
affected families, through their Community Associations (CA), in the relocation and
resettlement decision-making process. The CA shall participate in the project
planning and implementation particularly in the choice of permanent
housing/resettlement project sites, acquisition of house and lot units through
financing in their selected sites, and other activities to participate in the project
implementation process.

Four (4) Key Components:

a. Selection and endorsement by project beneficiaries of their preferred project
sites;
b. Development of project sites including the construction of housing units by
the participating Landowner/ Developer/ Contractor;
c. Acquisition of House and Lot units through existing financing scheme for
beneficiaries; and,
d. Participation of the project beneficiaries in the identified aspects of the
relocation and resettlement program as well as in project implementation.

Pursuant to NHA Board Resolution Nos. 6081, 6155 and 6244 dated May 13, 2016,
March 01, 2017 and September 27, 2017, respectively, this Terms of Reference
(TOR) will provide the interested Landowner/ Developer/ Contractor as well as
other stakeholders, a set of guidelines which will serve as the parameters in
financing the acquisition of developed lots and/or completed housing units in
permanent housing/ resettlement sites through the CBIA.

The project beneficiaries that may be qualified under CBIA, but not limited to the
following whenever applicable:
1) Those identified under Section 2 of the Administrative Order No. 9 dated 11
April 2011 entitled “Directing the National Housing Authority to Formulate,
Implement and Manage A Housing Program for the Military and Police
Personnel”;
2) Informal Settler Families (ISFs) residing along danger areas;
3) ISFs occupying sites earmarked for government infrastructure projects; and,
4) Other low-salaried employees of the government.

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B. GUIDELINES ON THE CONDUCT OF PRE-DEMOLITION CONFERENCE
ON THE PROVISION OF POLICE ASSISTANCE

Pursuant to the Constitutional Mandate:

 Section 10, Article XIII of the 1987 Constitution that “Urban and rural
dwellers shall not be evicted nor their dwellings demolished, except in
accordance with law and in a just and humane manner”;

 Section 28 of RA No 7279 otherwise known as “Urban Development of

Housing Act (UDHA) of 1992”, prescribes certain requirements that must be
complied with in the execution of demolition and/or eviction to be undertaken;

 Section 4 and 5 of Executive Order (EO) No. 152 as amended by EO No.

707 – the need to provide police assistance in the conduct of demolition and
eviction activities involving the underprivileged and homeless citizens;

 Department of the Interior and Local Government (DILG) directive dated

May 2, 2012 to the Philippine National Police (PNP) that a Pre-Demolition
Conference (PDC) must be conducted prior execution of demolition and/or
eviction;

The Guidelines shall apply to lawful orders of the court of justice, quasi-judicial
bodies, and administrative orders involving demolition and eviction activities
affecting the underprivileged and homeless citizens.

The guidelines is intended to (a) prevent, and if not, to stop the hostility and
violence arising from the demolition and/or eviction of the underprivileged and
homeless citizens; and (b) safeguard from hostility and violence, not only the
affected informal settlers but also the representatives of government agencies and
police personnel, involved in the demolition and/or eviction.

C. DILG MEMORANDUM CIRCULAR NO. 2008-143 – CREATION OF LOCAL

HOUSING BOARD

The local housing board, referred to as the Board, shall be headed by the City
Mayor or Municipal Mayor, with the following as members:

1. Chairperson Sanggunian Committee on Housing and Urban Development

or its equivalent;
2. City or Municipal Planning and Development Coordinator;
3. City Or Municipal Engineer;
4. A representative from the Presidential Commission for the Urban Poor
5. A representative of a duly accredited People’s Organization and operating
in the city or municipality. Provided, that a People’s Organization which is
already represented in the Local Development Council may be concurrently
represented in the Board; and,
6. A representative of a SEC-registered and duly accredited Non-
Governmental Organization and operating in the city or municipality.

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 Provided, that a Non-Governmental Organization which is already
represented in Local Development Council may be concurrently
represented in the Board.

Powers and Functions of the Local Housing Board. As the sole clearing house
for eviction and demolition activities concerning informal settlers in danger areas,
public places and government projects, the Board shall exercise the following
powers and functions:

1. Monitor all eviction and demolitions, whether voluntary, extra-judicial,

summary, or court-ordered;
2. Require the proponent of an eviction and demolition, i.e., the national
government, agency, institution or local government, or its duly authorized
representative, to first secure from the Board the Checklist, Guidelines and
Eviction and Demolition Compliance Certificate prior to the actual
implementation thereof and, thereafter, to submit to the Board the
completed Checklist, attested to under oath by the proponent and
indicating that:
a. Adequate consultations with the affected families were undertaken;
b. Adequate resettlement site and relocation facilities are made
available; and
c. The provisions of Section 3, par 1 of the Implementing Rules and
Regulations of Section 28 of RA 7279 (Pre-relocation) have been
complied with.
3. Based on the completed Checklist, and subject to further verification, issue
an Eviction and Demolition Compliance Certificate on a proposed eviction
and demolition.

D. MEMORANDUM CIRCULAR NO. 2010-134 – LGU COMPLIANCE TO

SECTION 28 OF RA 7279 (UDHA) AND SECTION 27 OF RA 7160 (LGU
CODE)

No eviction or demolition shall be implemented without ensuring that the duly

designated representatives of the families to be resettled and the affected
communities in the areas where they are to be relocated are properly consulted.

Financial assistance shall not be allowed as an alternative to adequate

relocation, except for court-ordered evictions/ demolitions.

Page | 36
VII. INTERNATIONAL LAWS

The following International laws related to the provision of adequate standard of living
are legally binding treaties or conventions in which the Philippines is a part of/
signatory, thus creating obligations and responsibilities under international law.

A. UN Declaration on Human Rights (UDHR, 1948)

The UN Declaration on Human Rights sets out the first fundamental human rights
to be universally protected. It was proclaimed by the United Nations General
Assembly as a common standard of achievements for all peoples and all nations.

Article 25 (1) – Everyone has the right to a standard of living adequate for the
health and well-being of himself and of his family, including food, clothing,
housing, and medical care and necessary social services, and the right to security
in the event of unemployment, sickness, disability, widowhood, old age or other
lack of livelihood in circumstances beyond his control.

B. International Covenant on Economic Social and Cultural Rights (ICESCR,

1966)

In accordance with the UN Declaration of Human Rights, it is recognized that the

ideal of free human beings enjoying freedom from fear and want can only be
achieved if conditions are created whereby everyone may enjoy his economic,
social, and cultural rights, as well as his civil and political rights.

Article 11 (1) – The States Parties to the present Covenant recognize the right of
everyone to an adequate standard of living for himself and his family, including
adequate food, clothing and housing, and to the continuous improvement of living
conditions. The States Parties will take appropriate steps to ensure the realization
of this right, recognizing to this effect the essential importance of international co-
operation based on free consent.

C. The Convention on the Elimination of All Forms of Discrimination against

Women (CEDAW, 1979)

Adopted in 1979 by the UN General Assembly, it is often described as an

international bill of rights for women. It defines what constitutes discrimination
against women and sets up an agenda for national action to end such
discrimination.

Part III: Article 14. States Parties shall take all appropriate measures to eliminate
discrimination against women in rural areas in order to ensure, on a basis of
equality of men and women that they participate in and benefit from rural
development and, in particular, shall ensure to such women the right:
(a) To participate in the elaboration and implementation of development
planning at all levels;

Page | 37
 (b) To have access to adequate health care facilities, including information,
counselling and services in family planning;
(c) To benefit directly from social security programs;
(d) To obtain all types of training and education, formal and non-formal,
including that relating to functional literacy, as well as, inter alia, the benefit
of all community and extension services, in order to increase their technical
proficiency;
(e) To organize self-help groups and co-operatives in order to obtain equal
access to economic opportunities through employment or self-employment;
(f) To participate in all community activities;
(g) To have access to agricultural credit and loans, marketing facilities,
appropriate technology and equal treatment in land and agrarian reform as
well as in land resettlement schemes;
(h) To enjoy adequate living conditions, particularly in relation to housing,
sanitation, electricity and water supply, transport and communications.

D. Convention on the Rights of the Child (CRC, 1989)4

Article 27 (3) – States Parties, in accordance with national conditions and

within their means, shall take appropriate measures to assist parents and
others responsible for the child to implement this right and shall in case of need
provide material assistance and support programs, particularly with regard to
nutrition, clothing and housing.

E. Convention on the Rights of Persons with Disabilities (CRPD, 2008) 5

Article 19 – Living independently and being included in the community:

States Parties to the present Convention recognize the equal right of all
persons with disabilities to live in the community, with choices equal to others,
and shall take effective and appropriate measures to facilitate full enjoyment
by persons with disabilities of this right and their full inclusion and participation
in the community, including by ensuring that:
a) Persons with disabilities have the opportunity to choose their place of
residence and where and with whom they live on an equal basis with
others and are not obliged to live in a particular living arrangement;

b) Persons with disabilities have access to a range of in-home, residential

and other community support services, including personal assistance
necessary to support living and inclusion in the community, and to
prevent isolation or segregation from the community;

c) Community services and facilities for the general population are

available on an equal basis to persons with disabilities and are
responsive to their needs.

4 Source: https://www.ohchr.org/EN/ProfessionalInterest/Pages/CRC.aspx
5 Source: https://www.un.org/development/desa/disabilities/convention-on-the-rights-of-persons-with-disabilities/convention-on-the-
rights-of-persons-with-disabilities-2.html

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Article 28 – Adequate standard of living and social protection:

(1) States Parties recognize the right of persons with disabilities to an adequate
standard of living for themselves and their families, including adequate food,
clothing and housing, and to the continuous improvement of living
conditions, and shall take appropriate steps to safeguard and promote the
realization of this right without discrimination on the basis of disability.

(2) States Parties recognize the right of persons with disabilities to social
protection and to the enjoyment of that right without discrimination on the
basis of disability, and shall take appropriate steps to safeguard and
promote the realization of this right, including measures:

a) To ensure equal access by persons with disabilities to clean water

services, and to ensure access to appropriate and affordable services,
devices and other assistance for disability-related needs;

b) To ensure access by persons with disabilities, in particular women and

girls with disabilities and older persons with disabilities, to social
protection programs and poverty reduction programs;

c) To ensure access by persons with disabilities and their families living in

situations of poverty to assistance from the State with disability-related
expenses, including adequate training, counselling, financial assistance
and respite care;

d) To ensure access by persons with disabilities to public housing

programs;

e) To ensure equal access by persons with disabilities to retirement

benefits and programs.

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 OBJECTIVES

Community Building and Empowerment primarily provides the essential skills and
opportunities to the community to allow them to work together and to achieve a better-
quality life.

Hereunder are the objectives of the Community Building and Empowerment Program
in Housing Development:

 To promote cooperation and appreciation of the communities on the

significance of change in their lives and envision the outcome in order to value
the change process that will improve the quality of their lives;

 To enhance and strengthen the community’s capacities through trainings and

prepare them to lead their new communities transform into self-reliant
characterized by the active participation in promoting community development
and community management;

 To organize and develop sustainable community/ies’ social structure to provide

a venue for leadership in planning and implementing projects and programs;

 To train leadership and management specifically in the formulation of a

community plan that would address the identified problems and needs of the
resettlement sites and the housing projects, in general;

 To increase participation of the communities in decision-making and problem-

solving processes; and

 To improve partnership with National Government Agencies, Local

Government Units, Non-Government/ Private Organizations, Community
Associations, and other stakeholders through defined roles and responsibilities
in strengthening the communities as well as the areas for cooperation and
collaboration.

To achieve the abovementioned objectives, there is a need for a published Manual on

Community Building and Empowerment with the following purposes:

 To serve as guidebook and an organized reference material on Community

Building and Empowerment for program implementers.

 To provide general and specific guidelines in the planning, implementation,

monitoring and evaluation of the Community Building and Empowerment
Program.

 To prescribe the processes and procedural details of the Community Building

and Empowerment Program to ensure its effective and efficient operation.

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 DEFINITION OF TERMS

1. Action Planning – It is where the organization's vision is made concrete. It

describes the way your group will use its strategies to meet its objectives. An
action plan consists of a number of action steps or changes to be brought about
in the community.

2. Administrative Order – Refers to an order of eviction and/or demolition from the

administrative or government agencies.

3. Affected Persons or Entities – Refers to the actual occupants of all structures

within the premises subject for clearing.

4. Alliance Building – The process of selecting the most effective members for the
team and bringing these members together. Alliance members may consist of
individuals, organizations, businesses, or other groups.

5. Assumption - A taking to or upon oneself. The act of laying claim to or taking

possession of something. An assuming that something is true. A fact or
statement (such as a proposition, axiom, postulate, or notion) taken for granted

6. Capacity – A combination of all strengths and resources available within a

community, society, or organization that can reduce the level of risk, or effects of
a disaster. Capacity may include infrastructure and physical means, institutions,
societal coping abilities, as well as human knowledge, skills and collective
attributes such as social relationships, leadership, and management. Capacity
may also be described as capability.

7. Capacity Building – Refers to the identification, strengthening and linking of the

community's tangible resources, such as local service groups, and intangible
resources like community camaraderie.

8. Capacity Development – refers to activities increasing the ability to understand

technical information and to use this for decision making and gain special skills
to participate in the construction and implementation of the project.

9. Census – The systematic process of gathering data and other socio-economic

information through house-to-house visit and one-on-one personal interview with
the household head or any household member with sufficient age and discretion,
preferably 18 years old and above.

10. Civil Society Organizations – A domestic non-stock, non-profit corporation,

organization or association, labor organization, workers’ association, or
cooperative, expressing the interests and values of their members or others,
based on socio-economic, ethical, cultural and scientific considerations, duly
registered with the Securities and Exchange Commission (SEC) or Cooperative
Development Authority (CDA), as the case may be.

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 CSOs are non-state actors whose aims are neither to generate profits nor to seek
governing power. CSOs unite people to advance shared goals and interests.
They have a presence in public life, expressing the interests and values of their
members or others, and are based on ethical, cultural, scientific, religious, or
philanthropic considerations. CSOs include nongovernment organizations
(NGOs), professional associations, foundations, independent research institutes,
community-based organizations (CBOs), faith-based organizations, people’s
organizations, social movements, and labor unions.

11. Climate Change – A change in climate that can be identified by changes in the
mean and/or variability of its properties and that persists for an extended period
typically decades or longer, whether due to natural variability or as a result of
human activity.

12. Collaboration – Collaboration is to work jointly with others or together especially

in an intellectual endeavor. It is to cooperate with an agency or instrumentality
with which one is not immediately connected

13. Commitment – Commitment is the backbone of a group or organization.

Commitment is dedication to a particular organization, cause, or belief, and a
willingness to get involved. People who are committed to an organization or effort
truly believe that it is important, and they show up, follow through, and stick with
it.

14. Communication Plan - A tool for discovering opportunities, optimizing

challenges, and initiating change, and a means of monitoring communications
efforts.

15. Community – A group of people gathered together in any geographic area, large
or small who have common interests.

16. Community – Based Disaster Risk Reduction and Management

(CBDRRM) – a process of disaster risk reduction and management in which at
risk communities are actively engaged in the identification, analysis, treatment,
monitoring and evaluation of disaster risks in order to reduce their vulnerabilities
and enhance their capacities, and where the people are at the heart of decision-
making and implementation of disaster risk reduction and management activities.

17. Community – Based Structure (CBS) – an organization of project residents

whose primary concern is the management of the various tasks in the project
development cycle through a multi-level network and draws its powers and
rights/authority from the broad mass of residents who make up the organization.

18. Community Development – The process by which the efforts of the people
themselves are united with those of Government authorities to improve the
economic, social, and cultural conditions of the communities.

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19. Community Development Plan – Plan for the future of a community developed
by the local people. It sets out goals and activities for the way in which a
community wants to develop and respond to changes in the future. It usually
contain statements of Goals, Mission, target activities, person/s responsible,
Resource needed. and timeline.

20. Community Development Worker/ Community Support Services Staff – A

professional who provides direct and indirect service to help communities bring
about social change and improve the quality of their lives. A Community
Development Worker performs various roles; enabler, facilitator, catalyst, change
agent and a mobilizer.

21. Community Empowerment – The process of enabling communities to increase

control over the factors and decisions that shape their lives. Community
empowerment is about building active and sustainable communities based on
social justice and mutual respect. It is about changing power structures to remove
the barriers that prevent people from participating in the issues that affect their
lives.

22. Community Facilities - Community facilities refers to the permanent

infrastructures like school buildings, health centers, multi-purpose halls,
transportation terminals, and other building for the use of the public/ the
community people in the project.

23. Community Management – The community’s ability to withstand challenges

and respond to community needs and concerns to resolve gaps. Describes a
cooperative, well-functioning, and empowered organization in particular and
community in general.

24. Community Mobilization – Process which allows people in the community to

identify their needs and problems and bring them together for a social action and
their community development. It is one of the strategic method which helps the
people to attain maximum community development.

25. Community Organizing – The process of identifying problems and needs,

prioritizing them, formulating solutions in solving problems, and mobilizing
internal resources.

26. Community Profiling – Describes the process of gathering information and

identifying the needs of the community, carried out with the active involvement of
the community itself, for the purpose of developing an action plan or other means
of improving the quality of life of the community.

27. Community Welfare – Embodies the notion of maintaining a set of community

standards and values that allows society to function in keeping with the values of
society.

28. Competence/y/ies - A cluster of related abilities, commitments, knowledge, and

skills that enable a person (or an organization) to act effectively in a job or
situation.

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 Competence indicates sufficiency of knowledge and skills that enable someone
to act in a wide variety of situations

29. Condominium – an interest in real property consisting of separate interest in a

unit in a residential, industrial or commercial building and an undivided interest in
common, directly or indirectly, in the land on which it is located and in other
common areas of the building.

30. Condominium Corporation –the entire group of individual home units along
with the land upon which the unit sits. The ownership of the individual home is
composed only of the space within the boundaries of the home.

31. Consensus Building - A decision-making process that is vital to any community

planning effort or other process requiring public participation.

32. Consultation – refers to the constitutionally mandated process whereby the

public, on their own or through people's organizations, is provided an opportunity
to be heard and to participate in the decision making process on matters involving
the protection and promotion of its legitimate collective interest, which shall
include appropriate documentation and feedback mechanisms.

33. Convergence – People and organizations coming together and moving toward
union or uniformity.

34. Cooperation – the actions of someone who is being helpful by doing what is
wanted or asked for. It is the association of persons for common benefit.

35. Coordination – is the unification, integration, synchronization of the efforts of

group members so as to provide unity of action in the pursuit of common goals.

36. Core Group – Made up of five to seven individuals who are potential leaders of
the community. The group can layout the plans and tasks for establishing a
community organization composed of various sectors.

37. Development – Freedom, equity, justice, peace, good health, prosperity for all,
integrity of creation.

38. Disaster – a serious disruption of the functioning of a community or a society

involving widespread human, material, economic or environmental losses and
impacts, which exceeds the ability of the affected community or society to cope
using its own resources. Disasters are often described as a result of the
combination of: the exposure to a hazard; the conditions of vulnerability that are
present; and insufficient capacity or measures to reduce or cope with the potential
negative consequences.

Disaster impacts may include loss of life, injury, disease and other negative
effects on human, physical, mental and social well-being, together with damage
to property, destruction of assets, loss of services, social and economic
disruption and environmental degradation.

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39. Disaster Risk Reduction – The concept and practice of reducing disaster risks
through systematic efforts to analyze and manage the causal factors of disasters,
including through reduced exposures to hazards, lessened vulnerability of people
and property, wise management of land and the environment, and improved
preparedness for adverse events.

40. Disaster Risk – The potential disaster losses in lives, health status, livelihood,
assets and services, which could occur to a particular community or a Society
over some specified future time period.

41. Disengagement Phase – The final phase in the process of preparing

communities toward self-management.

42. Displaced Persons – In the context of involuntary settlement, displaced persons

are those who are physically displaced (through relocation, loss of residential
land or loss of shelter) and/or economically displaced (through loss of land,
assets, access to assets, income sources, or means of livelihoods) as a result of
involuntary acquisition of land, or involuntary restrictions on land use or access
to legally designated parks and protected areas.

43. Environmental Scanning – A process that systematically surveys and interprets

relevant data and presence of resource to identify external opportunities and
threats.

44. Evaluation – A time-bound exercise that attempts to assess systematically and

objectively the relevance, performance, and success of ongoing and completed
program and projects. Evaluation can also address outcomes or other
development issues.

Evaluation is undertaken selectively to answer specific questions to guide

decision-makers and/or program managers, and to provide information on
whether underlying theories and assumptions used in program development
were valid, what worked and what did not work and why. Evaluation commonly
aims to determine relevance, efficiency, effectiveness, impact, and sustainability.

Evaluation is a vehicle for extracting cross-cutting lessons from operating unit

experiences and determining the need for modifications to the strategic results
framework. Evaluation should provide information that is credible and useful,
enabling the incorporation of lessons learned into the decision-making process.

45. Feasibility – Changes needed in order to achieve objectives in policies,

distribution of resources and creation of new resources; availability or
unavailability of resources.

46. Gender and Development (GAD) – Refers to the development perspective and
process that are participatory and empowering, equitable, sustainable, free from
violence, respectful of human rights, supportive of self-determination and
actualization of human potentials. Socially constructed basis of differences
between men and women and emphasizes the need to challenge existing gender
roles and relations.

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47. Gender Equality – Refers to the principle asserting the equality of men and
women and their right to enjoy equal conditions realizing their full human
potentials to contribute to and benefit from the results of development.

48. Government Agency (GA) – Any department, bureau or office of the national
government, or any of its branches and instrumentalities, or any political
subdivision or its instrumentalities, as well as any government owned or
controlled corporation, including its subsidiaries, or other self-governing board or
commission of the government.

49. Groundwork/ing – The work done in preparation for something that will happen
later. This may also mean laying the foundation or basis of something that has to
be done.

50. Hazard – A dangerous phenomenon, substance, human activity or condition that

may cause loss of life, injury or other health impacts, property damage, loss of
livelihood and services, social and economic disruption, or environmental
damage.

51. Homeowner – refers to any of the following: (1) An owner or purchaser of a lot
in a subdivision/village; (2) An awardee, usufructuary, or legal occupant of a unit,
house and/or lot in a government socialized or economic housing or relocation
project and other urban estates.

52. Homeowners’ Association (HOA) - An organization in a planned community

that makes and enforces rules for the properties within its jurisdiction.

53. Housing and Land Use Regulatory Board (HLURB) – A national government
agency tasked as the planning, regulatory and quasi-judicial body for land use
development and real estate and housing regulation include function on HOA
registration, etc.

54. Impact – The overall and long-term effect of an intervention. Impact is the longer
term or ultimate result attributable to a development intervention—in contrast to
output and outcome, which reflect more immediate results from the intervention.
The concept of impact is close to “development effectiveness”.

55. Impact Indicators – Impact indicators are linked to objectives and are expected
to be achieved in the medium-long term. Impact indicators measure what a
project has achieved relative to its aims and thus promote accountability. Impact
indicators monitor the progress of achieving the program’s objectives, which
usually relate to some type of short-term changes.

In particular impact indicators will usually relate to changes in knowledge,

attitudes, and intended behavior. Impact indicators may include: Changes in
awareness, knowledge and skills; Changes in intended behavior; Changes in
individual capacity, i.e. confidence, self-esteem, social skills, problem solving
skills, increased help-seeking behaviour, coping skills and optimism; Increased
confidence; Increased social networks, and; Improved relationships.

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56. Implementation – Refers to one of the critical stages of housing development.
Vital development activities are carry out and constructed in this stage including
the physical, social, and economic components of the project.

57. Indicators – Signal that reveals progress (or lack thereof) towards objectives;
means of measuring what actually happens against what has been planned in
terms of quantity, quality and timeliness. An indicator is a quantitative or
qualitative variable that provides a simple and reliable basis for assessing
achievement, change or performance.

58. Information – the communication or reception of knowledge or intelligence.

Knowledge communicated or received concerning a particular fact or
circumstance/ news. It is also the knowledge gained through study,
communication, research, instruction, etc.; A factual data.

Data that is (1) accurate and timely, (2) specific and organized for a purpose, (3)
presented within a context that gives it meaning and relevance, and (4) can lead
to an increase in understanding and decrease in uncertainty.

59. Interest Group – Non-profit and usually voluntary organization whose members
have a common cause for which they seek to influence public policy, without
seeking political control.

60. Knowledge – is the sum of what is known. It is the body of truth, information, and
principles acquired by humankind. It is also a branch of learning. Knowledge is
the fact or condition of knowing something with familiarity gained through
experience or association. It is the acquaintance with or understanding of a
science, art, or technique

61. Leadership and Leaders Profile - The Leadership Profile is designed to help
you gain a better understanding of leadership as well as to help you examine
your own leadership effectiveness.

62. Local Government Units (LGU) – An administrative and political government

unit subsidiary to the national government which could itself consist of sub-units
as in the case of a province or a municipality. It is a body politics whose primary
contribution is land while the NHA provides funds to cover cost of land
development.

63. Local Inter-Agency Committee (LIAC) – A committee composed of agency

representatives from NGAs, NGOs, LGUs, CSOs, chaired by the Local Chief
Executive (LCE), which serves as the focal structure of coordination and clearing
house for relocation and resettlement planning and implementation.

64. Lot ownership – In general, only Filipino citizens and corporations or

partnerships with least 60% of the shares are owned by Filipinos are entitled to
own or acquire land in the Philippines.

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65. Management – The process of dealing with or controlling things or people.
Organization and coordination of the activities of a business in order to achieve
defined objectives.

66. Meaningful Consultation – A process that (i) begins early in the project
preparation stage and is carried out on an ongoing basis throughout the project
cycle; (ii) provides timely disclosure of relevant and adequate information that is
understandable and readily accessible to affected people; (iii) is undertaken in an
atmosphere free of intimidation or coercion; (iv) is gender inclusive and
responsive, and tailored to the needs of disadvantaged and vulnerable groups;
and (v) enables the incorporation of all relevant views of affected people and
other stakeholders into decision making, such as project design, mitigation
measures, the sharing of development benefits and opportunities, and
implementation issues.

67. Means of Verification – tells where we should obtain the data necessary to
prove the objectives defined by the indicator has been reached. Most of the
information would be available from network reports, progress reports, survey
reports, and monitoring and evaluation reports.

68. Mitigation – structural and non-structural measures undertaken to limit the

adverse impact of natural hazards, environmental degradation, and technological
hazards and to ensure the ability of at-risk communities to address vulnerabilities
aimed at minimizing the impact of disasters. Such measures include, but are not
limited to, hazard-resistant construction and engineering works, the formulation
and implementation of plans, programs, projects, and activities, awareness
raising, knowledge management, policies on land-use and resource
management, as well as the enforcement of comprehensive land-use planning,
building and safety standards, and legislation.

69. Mobilization – the action of making something movable or capable of movement.

See Community Mobilization and Resource Mobilization

70. Monitoring - A continuing function that aims primarily to provide managers and
main stakeholders with regular feedback and early indications of progress or lack
thereof in the achievement of intended results. Monitoring tracks the actual
performance or situation against what was planned or expected according to pre-
determined standards.
Monitoring generally involves collecting and analyzing data on implementation
processes, strategies and results, and recommending corrective measures.

71. Monitoring and Evaluation – Helps improve performance and achieve results.
More precisely, the overall purpose of monitoring and evaluation is the
measurement and assessment of performance in order to more effectively
manage the outcomes and outputs known as development results.

72. Multi-Sectoral Group - Group of individuals which calls for holistic inter-
organizational and inter-agency efforts that promote participation of people of
concern, interdisciplinary and inter-organizational cooperation, and collaboration
and coordination across key sectors.

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73. National Disaster Risk Reduction and Management Framework
(NDRRMF) – Provides for comprehensive, all hazards, multi-sectoral, inter-
agency and community-based approach to disaster risk reduction and
management.

74. National Disaster Risk Reduction and Management Plan (NDRRMP) – the
document formulated and being implemented by the Office of Civil Defense
(OCD) that sets out goals and specific objectives for reducing disaster risks
together with related actions to accomplish these objectives.

75. Needs Assessment - Process used to determine priorities, make organizational

improvements, or allocate resources. It involves determining the needs, or gaps
where the organization envisions itself in the future and the organization's current
state.

76. Network Building - creating useful linkages, both within and among
communities, organizations, and societies, in order to mobilize resources and
achieve various goals.

77. Objective – A specific result that a person or system aims to achieve within a
time frame and with available resources. In general, objectives are more specific
and easier to measure than goals. Objectives are basic tools that underlie all
planning and strategic activities which serves as basis for creating policy and
evaluating performance.

78. Organization – A social unit of people that is structured and managed to meet a
need or to pursue collective goals. Can be formal or informal organization.

79. Organization Assessment – A systematic process for obtaining valid

information about the performance of an organization and the factors that affect
performance. It is conducted in order to demonstrate areas of competence, areas
for improvement, and possible risks, help support investment and restructuring
decisions.

80. Organizational Development – Process of helping organizations through

changes in policies, power, and leadership.

81. Organizational Domain – The organizational domain refers to the goods and
services offered and the customers and other stakeholders served; an
organization designs transactions to enlarge its domain.

82. Organizing Phase – Active involvement of the residents through block and
phase organizations in the formulation and implementation of housing-related
activities.

83. Outcome – Actual or intended change in development conditions. It describes a

change in development conditions between the completion of outputs and the
achievement of impact.

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84. Output – Tangible products (including services) of a program or project that are
necessary to achieve the objectives of a program or project. Outputs relate to the
completion (rather than the conduct) of activities and are the type of results over
which managers have a high degree of influence

85. Participatory Approach – A process through which stakeholders can influence

and share control over development initiatives and over the decisions and
resources that affect themselves.

86. People’s Organization (PO) – Refers to an independent community and/or

sector-based organization or association established to protect and advance their
common interests such as shelters.

87. Planned Change – Innovation involving a conscious and purposive efforts to

alter the interaction between the people and their environment.

88. Post-Implementation – Refers to one of the critical stages of housing

development. This involves the conclusion of activities and interventions of key
stakeholders including turn-over and disengagement.

89. Pre-Implementation – Refers to one of the critical stages of housing

development. In this initial stage, Institutional tie-ups are made for resource
complementation and common development prospective by all stakeholders
including the affected family-relocatees.

90. Preparedness – Pre-disaster actions and measures being undertaken within the
context of disaster risk reduction and management and are based on sound risk
analysis as well as pre-disaster activities to avert or minimize loss of life and
property such as, but not limited to, community organizing, training, planning,
equipping, stockpiling, hazard mapping, insuring of assets, and public information
and education initiatives. This also includes the development/enhancement of an
overall preparedness strategy, policy, institutional structure, warning and
forecasting capabilities, and plans that define measures geared to help at-risk
communities safeguard their lives and assets by being alert to hazards and taking
appropriate action in the face of an imminent threat or an actual disaster.

91. Problem-Solving Process – The participatory process of working through

details of a problem to reach a solution. Problem solving may include
mathematical or systematic operations and can be a gauge of an individual’s
critical thinking skills.

92. Project Development Cycle – involves the critical activities in housing

development and the areas for community participation and the corresponding
tasks to be performed by community leaders and their constituents.

93. Proponent – A person who advocates, argues and supports for a certain cause,
liberation or empowerment

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94. Relocation – the organized and systematic process of moving out persons from
a declared area for clearing to settle them to another place either temporarily or
permanently.

95. Resettlement – Provision of new settlements for families occupying or living

along danger areas such as waterways, esteros, and railroad tracks and those
displaced from sites earmarked for government infrastructure projects.

96. Resilience – the ability of a system, community, or society exposed to hazards

to resist, absorb, accommodate and recover from the effects of a hazard in a
timely and efficient manner, including through the preservation and restoration of
its essential basic structures and functions.

97. Resource Mobilization – Resource mobilization refers to all activities involved

in securing new and additional resources for your organization. It also involves
making better use of, and maximizing, existing resources.

98. Resources – What is required to do the various pieces of work- facilities,

manpower and funds

99. Response – any concerted effort by two (2) or more agencies, public, or private,
to provide assistance or intervention during or immediately after a disaster to
meet the life preservation and basic subsistence needs of those people affected
and in the restoration of essential public activities and facilities.

100. Risk – the combination of the probability of an event and its negative
consequences.

101. Security of Tenure – Refers to the degree of protection afforded to qualified

housing/program beneficiaries against infringement or unjust, unreasonable, and
arbitrary eviction or disposition, by virtue of the right of ownership, lease
agreement, usufruct, and other contractual arrangements.

102. Social or Community Integration – is a term encompassing the full participation

of all people in community life. The collective consciousness is crucial in
explaining the existence of society – it produces society and holds it together. At
the same time, the collective consciousness is produced by individuals through
their actions and interactions (Durkheim).

103. Social Preparation – Refers to the process of establishing the social,

organization, and institutional norms and mechanisms that will enable the settlers
to cope with the changes. An enabling mechanism to ensure that stakeholders
are positively and productively engaged in the critical stages of the housing
development.

104. Socialized Housing – refers to housing programs and projects covering houses
and lots or home lots only undertaken by the Government or the private sector
for the underprivileged and homeless citizens which shall include sites and
services development, long-term financing, liberalized terms on interest
payments

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105. Socio-Economic Profile – Is a tool that provides a ‘birds-eye view’ of a group of
communities. It can assist municipalities in identifying unique and shared
characteristics for the purpose of implementing growth strategies, development
planning, and supporting and growing local services. It displays combined and
comparable statistical snapshots of the communities in your region, such as
housing stock, demographics, average annual income, cost of housing, mobility
in and out of the region, cultural and generational markers, languages, child
population, etc.

106. Stabilizing Phase – Capability building of the leaders and members of the
Community-Based Structure for the management of housing-related
activities/programs.

107. Stakeholders – Interested parties which affect the outcome of a development

initiative (program, activity, or project).

108. Strategic Planning – An organizational management activity that is used to set

priorities, focus energy and resources, strengthen operations, ensure
that beneficiaries, employees and other stakeholders are working toward
common goals, establish agreement around intended outcomes/results, and
assess and adjust the organization's direction in response to a changing
environment.

109. Sustainable Development – Implies economic growth together with the

protection of environmental quality, each reinforcing the other. The essence of
this form of development is a stable relationship between human activities and
the natural world, which does not diminish the prospects for future generations to
enjoy a quality of life at least as good as the present..

110. Tagging - Is the methodical process of undertaking an inventory of all structures,

regardless of use, of an area or project by assigning tag cards for identification
and control of new/illegal constructions. Facilitates community organization and
mobilization.

111. Turn-over – Process of officially transferring responsibilities of maintaining

identified project facilities (i.e. road network, schools, water lines) to concerned
line agencies, LGU and HOA specified under a Memorandum of Agreement
(MOA), Deed of Donation (DOD), or Dead of Transfer Acceptance (DOTA)
whichever is applicable.

112. Urban Areas – refers to all cities regardless of their population density and to
municipalities with a population density of at least five hundred (500) persons per
square kilometers

113. Usufruct – refers to a person who has been given the right to enjoy the property
of another with the obligation of preserving its form and substance.

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 COVERAGE

To come-up with a long term and sustainable development in the new housing
community, NHA is committed to establish and carry out the Community Building and
Empowerment Program which recognizes the important role the community will play
in the development and management of the housing program in the long run. This will
allow active participation and improved social responsibility and capacity to oversee
community development projects.

Based from the NHA Memorandum Circular No. 2016 – 088: Adherence to the
Community Empowerment Program in Housing Development and Prescribing the
Stewardship and Procedures in its implementation, the following aspects are covered
to achieve the ultimate goal of building lives in new communities:

1. Engagement of the stakeholders in all phases of housing development to elicit

maximum inputs from partners.
2. Responsibilities of stakeholders and formation of structures to ensure the
implementation of the program and bases of partnership.
3. Capacities of partners for productive collaboration.
4. Sources of support to sustain the engagement.
5. Monitoring System to track the progress of achieving the key results.
6. Documentation of the Program as a Best practice model.

The major activities and critical tasks of the Community Support Services Staff as the
lead advocator and facilitator of the Community Building and Empowerment (CBE)
Program are also listed in the three phases of the CBE Program and its
implementation, namely;
1. Social Preparation
2. Community Development
3. Community Management

In line with this, the program requires that all NHA-assisted communities are
empowered. These communities are the following:
 Permanent Housing Sites for Calamity Affected Families
 Community-Based Housing Projects
 Low Rise Buildings (LRBs) Resettlement Sites of Waterways under 50 B
 North Triangle Resettlement Sites
 Old Resettlement Sites (Lot only)
 Pasig River Rehabilitation Resettlement Sites
 Railway Resettlement Sites (Northville and Southville)
 Select Sites and Services sites in the Regions
 Slum Upgrading Areas in Metro Manila and Regions

It also covers implementation of an alternative in-city project schemes proposed by

program stakeholders and off-city resettlement where in-city project plans are not
feasible.

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 ROLES AND RESPONSIBILITIES

Community Building and Empowerment directly involves the active participation of the
community with the help of the National and Local Government Agencies (NGAs) and
Non-Government Organizations (NGOs).

Enumerated below are the roles and responsibilities of the NGAs, NGOs, LGUs, and
other stakeholders in the program:

I. NATIONAL GOVERNMENT AGENCIES (NGAs)

To have an effective delivery of social services to the community, NGAs ensure all
possible actions and services are aimed at developing a strong NGO sector and draw
it into partnership in the planning.

The following NGAs offers variety of social services to promote sound community
planning and community actions. Their roles and responsibilities in the Community
Building and Empowerment process are listed below:

1. Presidential Commission for the Urban Poor (PCUP)

Under Executive Order No. 82, the following functions of PCUP are essential
to the Community Building and Empowerment process:
 To coordinate the speedy implementation of government policies and
programs for the poor;
 To set up a consultative mechanism which shall provide a forum
for continuing dialogue between the government and the urban poor on
the proper planning and evaluation of programs and projects affecting
them;
 To evaluate post and on-going shelter-related projects of the
government in squatter and resettlement areas in consultation with
beneficiary communities, and recommend appropriate actions thereon
to the President;
 To help coordinate the various activities and services being rendered by
the different government organizations and non-government
organizations for the urban poor;
 To plan and monitor programs and projects for the development
of urban poor communities in coordination with the agencies involved;
 To request the assistance of any ministry, bureau, office or agency in the
performance of its functions; and,
 To facilitate the funding of urban poor programs and projects both from
foreign and domestic fund sources.

Under Executive Order No.69 - Strengthening the Presidential Commission for

the Urban Poor, the following are the strengthened functions of PCUP:
 To undertake social preparation activities related to asset reform, human
development and basic social services, employment and livelihood,
other programs of the government for the urban poor;

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  To participate in policy discussions relating to the urban poor in board
meetings of the HUDCC, Key Shelter Agencies (KSA), Local Housing
Boards (LHB) or other similar bodies;
 To submit quarterly reports to the Office of the President, relative to the
status of compliance with the provisions of EO 69 and the pertinent
provision of the law governing eviction and demolition activities.

2. Department of Interior and Local Government (DILG)

The roles and functions of DILG which is essential to the Community Building
and Empowerment process are the following:
 Establish and prescribe rules, regulations and other issuances
implementing laws on public order and safety, the general supervision
over local governments and the promotion of local autonomy and
community empowerment and monitor compliance thereof6

3. Housing and Urban Development Coordinating Council (HUDCC)

The HUDCC Council has the following powers and functions7 that are
essential to the Community Building and Empowerment process:
 To formulate national objectives for housing and urban development and
to design broad strategies for the accomplishment of these objectives;
 To determine the participation and coordinate the activities of the
key government housing agencies in the national housing program;
 To monitor, review and evaluate the effective exercise by
these agencies of their assigned functions; and
 To assist in the maximum participation of the private sector in all aspects
of housing and urban development

4. National Anti-Poverty Commission (NAPC)

The power and functions of NAPC essential to Community Building and

Empowerment process are the following8:
 Coordinate with different national and local government agencies and
the private sector to assure full implementation of all social reform and
poverty alleviation programs;
 Recommend policy and other measures to ensure the responsive
implementation of the commitments under the SRA;
 Ensure meaningful representation and active participation of the basic
sectors;
 Oversee, monitor and recommend measures to ensure the effective
formulation, implementation and evaluation of policies, programs and
resource allocation and management of social reform and poverty
alleviation programs; and

6 Source: http://www.dilg.gov.ph/page/Powers-Functions/21
7 Soruce: http://www.hudcc.gov.ph/content/council%20functions
8
Source: http://www.napc.gov.ph/commission?throbber=1

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  Advocate for the mobilization of funds by the national and local
governments to finance social reform and poverty alleviation programs
and capability building activities of people’s organizations.

5. Department of Labor and Employment (DOLE)

To attain this vision, the DOLE’s continuing mission is to promote gainful

employment opportunities, develop the country’s human resources, protect
workers and promote their welfare, and maintain industrial peace by: 9
 Enforcing social and labor legislation to protect the working class and
regulate the relations between the worker and his/her employer;
 Formulating and recommending policies, plans and programs for
manpower development, training, allocation, and utilization;
 Regulating the employment of aliens, including the enforcement of a
registration or work permit system for such aliens, as provided for by law;
 Formulating general guidelines concerning wage and income policy;
 Providing for safe, decent, humane and improved working conditions
and environment for all workers, particularly women and young workers;
 Maintaining a harmonious, equitable and stable labor relations system
that is supportive of the national economic policies and programs;

6. Technical Education and Skills Development Authority (TESDA)

TESDA is the government agency tasked to manage and supervise technical

education and skills development (TESD) in the Philippines. It was created by
virtue of Republic Act 7796, otherwise known as the “Technical Education and
Skills Development Act of 1994”. The said Act integrated the functions of the
former National Manpower and Youth Council (NMYC), the Bureau of
Technical-Vocational Education of the Department of Education, Culture and
Sports (BTVE-DECS) and the Office of Apprenticeship of the Department of
Labor and Employment (DOLE).10

Community Based Programs 11

 Community-based Training for Enterprise Development Program primarily
addressed to the poor and marginal groups, those who cannot access, or
are not accessible by formal training provisions. Those who have low skills,
limited management abilities, and have few economic options. And, those
who have no/ limited access to capital – most of them are unqualified for
formal credit programs.
 The program goes further than just providing mere skills training. It is
purposively designed to catalyze the creation of livelihood enterprises that
shall be implemented by the trainees, immediately after the training.
 Likewise, it is designed to assist partner agencies such as LGUs, NGOs,
people organizations, and other agencies organizations with mission to help
the poor get into productive undertakings to help themselves and their
communities.

9 Source: https://www.dole.gov.ph/pages/view/7
10 Source: http://www.tesda.gov.ph/About/TESDA/11
11
Source: http://www.tesda.gov.ph/About/TESDA/37

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 7. Human Development and Poverty Reduction (HDPR).

Under Section 7 of the Executive Order no. 43, The Human Development and
Poverty Reduction Cluster shall focus on improving the overall quality of life of
the Filipino and translating the gains of good governance into direct, immediate,
and substantial benefits that will empower the poor and marginalized segments
of society.

The specific goal of HDPR related to Community Building and Empowerment

are as follows:
a) Making education the central strategy for investing in our people,
reducing poverty and building national competitiveness;
b) Building of the capacities and creation of opportunities among the poor
and the marginalized;
c) Increasing social protection and engaging communities in their own
development; and
d) Promotion of equal gender opportunities in all spheres of public policies
and programs.

II. LOCAL GOVERNMENT UNITS (LGUs)

On the hand of the local level, RA 7160 (1991) or the Local Government Code provided
the Local Government Units (LGUs) powers, authority, responsibility and resources in
assisting the community. Among the social services and facilities that the Local
Government should provide, as stipulated in Section 17 of the Local Government
Code, are the following:

a. Facilities and research services for agriculture and fishery activities, which
include seedling nurseries, demonstration farms, and irrigation systems;
b. Health services, which include access to primary health care, maternal and
child care, and medicines, medical supplies and equipment;
c. Social welfare services, which include programs and projects for women,
children, elderly, and persons with disabilities, as well as vagrants, beggars,
street children, juvenile delinquents, and victims of drug abuse;
d. Information services, which include job placement information systems and a
public library;
e. Solid waste disposal system or environmental management system;
f. Municipal/ city/ provincial buildings, cultural centers, public parks,
playgrounds, and sports facilities and equipment;
g. Community Infrastructure/ facilities such as roads, bridges, school buildings,
health clinics, fish ports, water supply systems, seawalls, dikes, drainage and
sewerage, and traffic signals and road signs; public markets, slaughterhouses,
and other local enterprises;
h. Public cemetery;
i. Tourism facilities and other tourist attractions; and
j. Sites for police and fire stations and substations and municipal jail.

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The LGU, in coordination with the concerned NGAs, shall ensure that these basic
services are provided at the most cost efficient rates, and shall be set as mechanism
to coordinate operationally the thrusts, objectives, and activities of other concerned
government agencies with providing basic services to housing projects.

Disaster Risk Reduction and Management Concerns:

When a disaster hits the country, LGUs are expected to be at the frontline of
emergency measures in the aftermath of disasters to ensure the general welfare
of its constituents. As responders, they should be proactive in performing disaster-
related activities, from preemptive evacuation to the restoration of people's
livelihood.

Pursuant to the Republic Act 10121, the enabling law of National Disaster Risk
Reduction and Management Council (NDRRMC), the following are the roles of the
LGU:
1) To come up with a framework for Disaster Risk Reduction and Management
(DRRM) and also provide for local DRRM councils, and specifies levels of
coordination between NDRRMC and the local councils.
2) To create a Local Disaster Risk Reduction and Management Plan
(LDRRMP) covering 4 aspects of DRRM as specified in NDRRMC's
framework, namely: disaster preparedness, response, prevention and
mitigation, and rehabilitation and recovery.

III. NON-GOVERNMENT/ PRIVATE ORGANIZATIONS (NGOs/ POs)

Non-government organizations, also known as community agencies or non-profits, are

the most important channel for the delivery of social service. It has numerous
programs and roles that would empower a community and sustain development. The
following are the essential roles of NGOs in the CBE program:

a. Improve the capacities, skills and knowledge of the target communities to

mobilize resources through capacity building, technical assistance and
trainings;
b. Assist communities to discover their own potential and rely on their own/
existing resources;
c. Organize communities to be self-reliant and improve their problem-solving
capacities
d. Encourage communities to actively participate in programs that support them
to improve the quality of their lives;
e. Facilitate communications and project implementation such as encouraging the
beneficiaries to conduct meetings, plan developmental activities, monitor and
evaluate programs;
f. Assist the target beneficiaries to access jobs, improve their incomes and
economic situations through microfinance; and,
g. Advocate for the underprivileged through participation in public fora and the
formulation of government policy and plans, to publicizing research results and
case studies.

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IV. COMMUNITY ASSOCIATIONS

A. Homeowner’s Associations

The rights and powers of the Homeowner’s Association under Chapter III,
Section 10 of the Republic Act 9904, essential to the Community Building and
Empowerment Process are:

A. Regulate the use, maintenance, repair, replacement and modification of

common areas and cause additional improvements to be made part of
the common areas

b. Regulate access to, or passage through the subdivision/ village roads

for purposes of preserving privacy, tranquility, internal security, and
safety and traffic order: Provided, That: (1) public consultations are
held; (2) existing laws and regulations are met; (3) the authority of the
concerned government agencies or units are obtained; and (4) the
appropriate and necessary memoranda of agreement are executed
among the concerned parties;

c. Hire, discharge or contract managing agents and other employees,

agents and independent contractors to ensure the full functioning and
operation of the association;

D. Subject to consultation with and the approval of a simple majority of the

association members, acquire, hold, encumber and convey in its own
name any right, title to or interest in real or personal
property: Provided, that such approval of a simple majority of the
association members shall not be required for the acquisition, holding,
encumbrance and conveyance of personal properties in amounts not
exceeding ten percent (10%) of the association’s cash holdings for its
use in the course of its normal operations;

E. Ensure the availability of quality water services at a reasonable price

and at its option, administer and manage the waterworks system of the
subdivision;

F. Upon consultation, grant easements, leases, concessions and authority

to use common areas and petition for or consent to the vacation of
streets and alleys: Provided, That the said grant of easements, leases,
concessions and authority shall not be applicable to access roads, main
interconnecting roads, alleys and sidewalks within the subdivision;

g. Impose or collect reasonable fees for the use of open spaces, facilities,
and services of the association to defray necessary operational
expenses, subject to the limitations and conditions imposed under the
law, the regulations of the board and the association’s bylaws;

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h. Cause compliance with regard to height regulations, easements,
use of homes, buildings, edifices, or structures that may be built
within the subdivision, in accordance with the National Building Code,
zoning laws, HLURB rules and regulations, existing local ordinances,
and existing deeds of restriction;

i. Subject to consultation and with the approval of a simple majority of the

association members, allow the establishment of certain institutions
such as, but not limited to, schools, hospitals, markets, grocery stores
and other similar establishments that will necessarily affect the
character of the subdivision/village in terms of traffic generation, and/or
opening the area to outsiders which may result in the loss of privacy,
security, safety, and tranquility to its residents, in accordance with the
National Building Code, zoning laws, existing local ordinances, HLURB
rules and regulations, and existing jurisprudence: Provided, That such
prior approval shall not be necessary for the establishment of sari - sari
stores, home industries and similar small - scale business enterprises
within the subdivision/village classified as socialized housing; and

j. Petition for the creation of a separate barangay, independently or

together with neighboring subdivisions: Provided, That all the
requirements of the Local Government Code of 1991 are met

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 V. SPECIFIC ROLES AND RESPONSIBILITIES OF NHA AS PROGRAM PROPONENT:
NHA as the program proponent of the Community Building and Empowerment (CBE) program, the following functions and key
responsibilities should be done by levels: from the Community Support Services Department (CSSD), Regional Program Offices to
District/ Project Offices.
A. Community Support Services Department (CSSD)
CRITICAL
PERFROMANCE CSSD
ACTIVITIES
Policy Review/  Formulate new policies, reviews and
Development recommends revision of existing
policies and guidelines
 Conduct sectoral consultation on
proposed policies, standards, systems
and procedures on Community
Relations and Socio-Economic
Development operationalization
 Conduct policy study to determine
feasibility/ acceptability
Program Review/  Conduct research studies on
Development Community Building and
Empowerment, Socio-Economic
Development and People’s Planning
Processes, practices and experiences
 Program conceptualization and
Manual Development
 Facilitate Pilot testing
 Gather inputs on pilot implementation
and experimental program on
Livelihood Affordability and
Enhancement Program, Community
REGIONAL OFFICE
 Validate effectiveness of policy in
actual operation through project
consultation
 Recommend amendments on
prescribed policy, guidelines,
standards, systems and
procedures
 Determine gaps between policy
and implementation
 Identify gaps in housing services
as presented by the projects and
gleaned from issues and
problems
 Provide direct and technical
assistance in the Pilot testing of
program
 Provide materials/ documents/
inputs for program development
DISTRICT/ PROJECT OFFICE
 Feedback reporting to Regional
Office on the appropriateness of
policy/ guidelines to project
operation
 Identify present issues which
existing policies and programs
cannot respond to
 Application of policy in project
implementation
 Provide inputs to program
development and review by way
of providing data and project ideas
based on problems met in the
implementation
 Report the accomplishment,
issues, and recommendations in
the policy and program
implementation
 Identify problem areas and
concerns/ Facilitate ventilation of
issues
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 CRITICAL
PERFROMANCE CSSD REGIONAL OFFICE DISTRICT/ PROJECT OFFICE
ACTIVITIES
Program Review/ Building and Empowerment and  Facilitate problem/ conflict/ issue
Development related topics, programs, trainings for resolution
wider application
 Formulate/ adopt guidelines/
mechanisms/ templates on project
maintenance/ disengagement vis-à-vis
role of HOA/ CA in community
development and community
management
 To prepare MOA/ DODA (ready-to-
use) template
Standard  Establish standard of performance  Ensure application of standard  Adopt system for Livelihood
Systems and and systems or procedures for systems and procedures in the Affordability and Enhancement
Procedures, implementation operations Program and Community Building
Review and  Identify gaps and appropriate and Empowerment
Development
interventions/ recommendations operationalization and
implementation
 Follow-through the procedural
details and process in the
Livelihood Affordability and
Enhancement Program and
Community Building and
Empowerment program
implementation

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 CRITICAL
PERFROMANCE CSSD
ACTIVITIES
Monitoring and  Monitor adherence to policy,
Evaluation programs, guidelines and procedures
 Facilitate conduct of assessment and
action planning sessions, in
coordination with the Regional office
 Recommend intervention to problems/
issues and areas for improvement
 Monitor compliance on the submission
of regular monthly/ quarterly reports
and required feedback report from the
District/ Regional offices
 Consolidate and analyze submitted
reports and feedbacks
 Apprise concerned department and/or
management, as needed
Technical  Provide technical assistance/ inputs in
Assistance the policy, program and systems
implementation
 Provide technical assistance through
program review, policy review, and
organizational assessment
 Analyze the consolidated outputs of
the Livelihood Affordability and
Enhancement Program and
Community Building and
Empowerment program
implementation particularly on the
outcome and impact
REGIONAL OFFICE
 Monitor implementation of
relevant policy, guidelines,
program, standard, systems and
procedures
 Facilitate conduct of assessment
and action planning sessions and
documentation of the same
 Undertake problem solving by
providing specific intervention
 Facilitate management
information activities
 Provide intervention/ inputs to
resolve problem/ issues
 Consolidate and analyze the
Livelihood Affordability and
Enhancement Program and
Community Building and
Empowerment program
implementation
DISTRICT/ PROJECT OFFICE
 Submit Program and Project
Status as prescribed/ Report
accomplishments and
recommendations
 Present problems/ ventilate issues
 Facilitate resolution of problem/
conflict/ issue
 Conduct district/ project level
assessment and action planning
and document results
 Provide technical assistance to
communities, organized groups,
and community leaders/
volunteers
 Facilitate the creation/
establishment of a functioning
Project/ Local Inter-Agency
Committee (PIAC/ LIAC)
 Functional supervision of project
teams
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 CRITICAL
PERFROMANCE CSSD
ACTIVITIES
Technical  Provide advice/ recommendations/
Assistance intervention for specific program/
project related concerns as required
Direct services  Develop prototype info tools
 Develop Capacity Building Program
and Gender and Advocacy Program
 Act as a resource person in the
implementation of the Capacity
Building, Advocacy and GAD
Programs
 Assist in critical tasks and
management instructions
 Utilize documentations as basis of
program development for CBE and
Livelihood Affordability and
Enhancement Program
REGIONAL OFFICE
 Assist in developing and
implementing the Capacity
Building Program and Gender
Advocacy
 Undertake agency coordination
and networking at the Regional
level
 Assist in critical tasks and in
trouble shooting
 Monitor/ Supervise compliance to
management instructions Monitor
the Community Support Services
Team in the District/ Project
Offices
 Ensure that Work Programs are
implemented to according to
standards and approved budget
 Provide data/ inputs to facilitate
program development
DISTRICT/ PROJECT OFFICE
 Identify the participants
 Organize the community and the
participants
 Implement the Capacity Building
Program and Gender Advocacy
 Initiate, facilitate and implement
the Community Building and
Empowerment program and
Livelihood Affordability and
Enhancement Program
 Provide data/ inputs to facilitate
program development
 Undertake agency coordination
and networking
Tap and Mobilize community and
agency resources
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 COMMUNITY BUILDING AND EMPOWERMENT: AN OVERVIEW
To be an effective instrument for Community Building and Empowerment, the
community worker should have a clear understanding and guided with the basic
concepts on community organizing.

1. Community. A group of people gathered together in geographic area, large or

small who have common interest, actual or potentially recognized in the social
welfare field (Arlene Johnson).

2. Organization. The orderly arrangement of group effort to provide unity of action

in the pursuit of common purpose.

3. Community Organization. Involves the process of social-interaction and

people’s participation that deals with problem-solving in response to problems
and needs and to promote social change.

Through organized efforts, community organization aims to solve certain problems that
the people consider of great priority or attain their community pressing need and
aspirations.

WHAT IS COMMUNITY BUILDING AND EMPOWERMENT?

Community Building and Empowerment refers to the process of enabling

communities to increase control over the factors and decisions that shape their
lives. This is where the people’s voices are heard and where they are able to
increase their assets and attributes, build capacities to gain access, partners, or
networks with other stakeholders in order to improve their lives.

Community Building and Empowerment, therefore, is more than the involvement, participation, or
engagement of communities. It implies community ownership and action that explicitly aims at social
and political change.

GUIDING PRINCIPLES AS INPUTS IN THE ENTIRE COMMUNITY BUILDING

AND EMPOWERMENT PROCESSES:

1. Principle of Participatory Leadership. Everyone should be allowed to share

their ideas and opinions and be involved in the problem-solving and decision
making process.

2. Principle of felt needs. Strong pressures for change in the community can be
accomplished by creating a shared perception of the need for change, thus
making the source of pressure for change lie within the community itself.

3. Principle of feedback. Information relating to the need for change, plans for
change, and its consequent must be shared with the community.

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 Illustration 1: Goals of the Community Empowerment Process:

1. Capacity Enhancement. An essential component of Community Building

and Empowerment is its people or the members of the community. The
community must recognize their full potential by harnessing their capabilities
to take on new community roles and responsibilities. Effective leaders and
members alike need to enhance their capacities to have a functioning
community. It also involves priming of stakeholders to engage in the
development process.

2. Acceptance and Cooperation. Understanding and appreciation of the

purpose of change. The community residents need to realize the significance
of change in their lives and envision its outcome to value the change process
that will improve the quality of their lives.

3. Sustaining Positive Outcome to keep up with changing times.

Adaptability or ability of residents to cope with challenges and changes that
comes through the process.

INDICATORS OF AN EMPOWERED COMMUNITY

Objectives, goals, and plans will be meaningful once they are achieved. Success
indicators are unit of measurement used as standard against which is to evaluate such
as individual performance, what we should be doing and self-improvement. To
illustrate, the community may consider the following as success indicators:

1. Collective participation in community programs and services. An

empowered community has pro-active members.

2. Equip with skills, confidence, and leadership. They involve themselves in

decision-making for the benefit of the majority and promote leadership in the
community.

3. Increased voluntary work. Initiatives and concern for the welfare of others has
developed in the community.

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 4. Responsive delivery of community Services. Community has developed the
strong sense of urgency when it comes to the needs of other members.

The main purpose of a success indicator therefore is a guide for a successful

performance. The community organizer therefore should guide, lead, and motivate the
community during the helping process.

WHAT ARE THE BENEFITS OF EMPOWERING COMMUNITIES?

The process of Community Building and Empowerment may take time to develop
since it will depends on how the community connect with its goals towards its
development. But once the community is empowered, the members would achieve for
themselves a better life and higher socio-economic goals.

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 PROCESS FLOW OUTLINE

The start of urbanization and industrialization coupled with its socio-economic and
political effect have strongly affected the Filipino simple way of living.

The Development is focused on the common man and woman to uplift its well-being.
Likewise, this common man/ woman is the effective instrument for the progress it
wants to achieve. Therefore, these two should extend for self-fulfillment. Community
organizers should intervene in the process in order to make the two aware of such
expectation and put them into action.

The process which the community go through in order to achieve a specific objective
or series of objective is called helping process by social workers and community
development workers. While, the process of releasing the potentials of people through
appropriate programs, services and strategies, removing blocks that deter growth and
development and accessing them for the enhancement of their highest capabilities so
that they would be freed from poverty, ignorance, oppression, social injustice and fear
to stand up for their rights to pursuits for happiness as a member of free and justice
society is called People Empowerment or Community Empowerment. (Nelmida-
Miclat, 1993)

Chart 1: People Empowerment Process:

Identify the blocks that hinder people's growth and development

Removal of the blocks to growth and development

Releasing the potentials of the people

Accesing the people for the enhancement of their potentials

to its highest and productive level

People Empowerment should be approached through an integrated and inter-

disciplinary effort since a person’s total well-being is attained through his/her physical,
social, economic, mental and spiritual needs.

Chart 2: Implementing process of Community Empowerment (MC 2016-088):

SOCIAL COMMUNITY COMMUNITY

PREPARATION DEVELOPMENT MANAGEMENT

The process should give opportunities for the community to acquire positive power,
capacities for leadership roles, and abilities to achieve their goals. The people should
be assisted to realize their highest potentials as active and contributing member of the
community.

Page | 68
This part will provide the community workers the detailed process and more insights
on how the community can be empowered for their benefits and for their community.

Chart 3: Process of Community Empowerment

This involves the engagement of all sectors
PRE-IMPLEMENTATION concerned in the welfare of the community. In this
PHASE/ SOCIAL particular stage, general guidelines are prepared to
PREPARATION serve as bases for selection of target community and
areas to be helped.
Identification of the beneficiaries/ Profiling of the target beneficiaries/ communities

Conduct consultations/ General Assembly

Community Planning
• Data Gathering - identification of needs, problems, strengths, weaknesses
and opportunities in the target area;
• Identification of the goals/ objective of the community;
• Identification of the possible activities and strategies to be done - program
and services to be developed and implemented;
• Roles and responsibilities of the target community; and
• Setting of time table/ timeline of activities

Presentation of the formulated community action plans (i.e. through consultations,

meetings, etc.)

Putting into action or carrying out of the plans created by

IMPLEMENTATION the community, concerned agencies, and other
PHASE stakeholders during the social preparation to deliver
affirmative transformation in the area.

Implementation of the community action plans through community organizing

(capacity development trainings, values orientations, workshops etc.)

Utilization of available resources in the community

The assessment of whole scheme of the helping process

POST whether the efforts are successful or failure. Commonly the
IMPLEMENTATION activities under this process determine whether the
PHASE objectives and success indicators formulated during the
social preparation have been achieved.
Monitoring and Assessment of the program/ project

Turn-over/ Termination of the helping process

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 IMPLEMENTING PROCESS OF
COMMUNITY BUILDING AND EMPOWERMENT
THE SOCIAL PREPARATION PROCESS

Social Preparation is undertaken during the pre-

implementation stage of a program or project. It is
an enabling mechanism which involves the
convergence of stakeholders and ensures that
they are positively and productively engaged in
the critical stages of the housing development. It
serves as the vehicle to facilitate a participatory,
orderly, and humane relocation and resettlement
program implementation.

THE COMMUNITY DEVELOPMENT

The basic approach is identifying, organizing, and strengthening the Community-

Based Structure (CBS) as an Expression of the People-Centered Orientation to
Housing. Community Development focuses on empowering the communities,
believing that a community is determinant of its future.

It is about building active and sustainable

communities and removing the barriers that
prevent people from participating in the
issues that affect their lives hence, their
capabilities are honed and developed through
community organizing and capability building
programs. Also introduced at this point is the
development and implementation of socio-
economic programs and services and
strengthening the partnership and linkages
with all the stakeholders

Community Management shows that the

community shall not be just an
association/ federation or cooperative
but a well-functioning and empowered
organization that is able to respond to the
many needs of the community people
such as safe environment and
availability of socio-economic activities
to ensure productivity and progress,
thereby motivating the beneficiaries to
stay.

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 THE SOCIAL PREPARATION PROCESS

I. Conceptual Framework

Contrary to common notion of being unknowledgeable on development planning, the

community have a lot to input in bringing about change – from a simple respondent to
surveys to advocates of innovative ideas.

A well-informed community understands and becomes responsible that real and true
condition is reflected and appropriate interventions are provided. On this assumption,
social preparation draws significant value in evolving the right and correct solutions to
development concerns and in reaching a consensus in pursuing development goals
and objectives.

But social preparation process goes beyond consultation and reaching consensus. It
has to be thorough to really ensure that post development problems no longer occur
as it is identified, addressed, and resolved at the early stages of development.

In the Republic Act 7279 (UDHA) recognizes the importance of social preparation;
hence consultations must be done before any physical changes are introduced
specifically as this will affect the people. It is also recognized by the Government that
implementing development works or introducing changes and advocating paradigm
shifts in attitudes and behaviors is not a one-sided affair. Rather, it will need the
contribution of many players such as communities and other stakeholders.

In the government’s housing efforts, the National Housing Authority has pioneered in
the participative approach, focusing on bridging the gap between technocrats and
planners and the target communities and beneficiary end users.

A. Guiding Principle in Social Preparation

1. Policy to adopt the participatory approach. The proponent of change – the

Government – must declare its commitment to the participatory approach in
pursuing development objectives. Be it a clearing operation for infrastructure or
a comprehensive poverty alleviation program. Its intention to engage all
stakeholders, particularly the beneficiaries, and those affected by change must
be explicit and confirmed by a formal pronouncement.

2. The convergence of all possible players. This must be planned for, not only
to maximize resource but to ensure that the development tasks are acceptable
and truly address the issues and concerns at hand. Closer coordination among
the players in every critical stage must be ensured as it will not only guarantee
the achievement of objectives but also sustain the planned change.

3. The community is determinant of its future. This must be recognized and

continue to be sustained in unfolding the desired changes.

4. The capacities of the community group to be able to participate in all

phases/ stages of the project development cycle must be developed and
honed, not only by the proponent but also with collaboration of the partners.

Page | 71
 5. Periodic evaluation and monitoring of the planned activities. This must be
done to determine the progress and to identify innovative intervention adopted
to facilitate the process. It can also indicate real or possible risks that can make
the project vulnerable and its participants.

6. Documentation of the Process for best practice. This is necessary as it

records the experiences, which can be useful references as it identify lessons
learned from which new strategies can evolve.

B. Critical Elements of the Social Preparation Process

Based from the experiences of National Housing Authority (NHA) in working with
communities in the urban and rural areas, the following process of social preparation
enumerated in each specific key elements/ activities are observed:

1. Community Profiling
 It establishes the current conditions of the site or the community in focus.
 It basically identifies the socio-economic and political makeup of the site
that may play a key role in planning the development.
 It identifies leadership structures, the prevailing political spectrum, and the
community structures that affect political persuasions and decision-
making processes.
 It serves as database for determining changes and impact of the
development in the future.

2. Dialogues for Consensus Building

 A venue where the community organizer/ worker and the people get to
know each other to officially start a working relationship and provides the
worker the opportunity to activate the people to be aware of the conditions
both problems and resources and be able to discuss them.
 Meetings must be organized with specific objectives and within a
reasonable timeframe.
 The dialogue must be well planned and must progress according to the
development timeframe. The over-all result must lead to sectoral and
general consensus or commitments, not only for material resources but
unqualified support to the endeavor, in defining the roles of each sector
and their responsibilities in the development undertaking.

3. Community Organizing
 The most concrete outputs of the social preparation process. It defines the
new community, whereby each and every resident is afforded the feeling
of accomplishment and belongingness.
 This will spell the ownership of the development, crafted by the interaction
of the community and its partners.
 Not just an association or a federation but well-functioning block
organizations that are able to respond to the many needs of the community
such as safe environment, productive households’ desire to stay in the
new community, ability to withstand challenges, flexibility to adjust to new

Page | 72
 obligations, dependable leadership and resourceful community volunteers
formally undertaken in the resettlement site.

4. Capacity Building
 The capacities of the association leaders and members must be
developed to ensure full performance of the tasks. The most important
capacity to be developed is in the community organizing and
management. The residents are encouraged to form community
structures that will sustain their new communities.
 Skills must be developed to enable clear understanding of the many
tasks their community can engage in, particularly during implementation.
Trainings specifically in communication planning is a major methodology
in the capacity building program.

5. Value Strengthening and Reorientation

 As the community is faced with the challenge of building the new
community, basic values needed for unifying and harmonizing them
need to be strengthened.
 Certain values may be reintroduced to allow them to cope with new
responsibilities that will ensure not only their tenurial status and
encourage permanency in the site, but also enable them to direct their
own future. This must be jointly identified with the groups and
incorporated in the regular activities in the development work, e.g.
trainings, seminars etc.

6. Network Building
 Other stakeholders share in improving the development process,
therefore must be given equal opportunity to co-create the desired
outcomes of the development.
 A “must” action is to organize or mobilize the Local Inter-Agency
Committee or a Project Inter-Agency Committee to provide the venue for
various ideas to be crystallized and pursued, resources to be shared and
actions to be harmonized.
 The multi-sectoral group can start small, with primary actors involved as
members eventually expanding to include relevant groups as new needs
or issues arise. Initiatives can start with the project proponents and the
local government but should eventually cover other resource groups
found needed in the development efforts.

7. Promoting Gender Equality

 Responsibilities are not limited to men who are expected to lead nor
women who are expected to abide by the men and care for the home.
Equality in obligations must be shared hence the gender sensitivity and
responsiveness must be promoted.

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 C. Communication Plan

At any stage of the process, communication is needed. Hence, the project

proponent should anticipate the need for information. A communication plan must
be drawn up not only to address urgent issues but also to cover other information
needs that can help enhance the other elements such as community organizing,
capacity building and network building. A good communication group can be
organized not only to provide the needed support but also to layout the plan that
can encourage the free flowing exchange of opinions and important information.

II. Operational Framework

The over-all goal of the Social Operation Process is Empowerment. It involves the
priming of development players to fully engage in the task of bringing about the desired
condition, sustains this, and works towards improving it to keep up with the changing
times.

The key elements of the Process have to be translated into enabling objectives and
indicators to measure results. To facilitate the monitoring and evaluation of inputs,
these indicators are spelled out in every steps and stages, which can be categorized
into three types:
a) Organizational Development Indicators
b) Project Development Indicates
c) Community Welfare Indicators

The following are examples of the social preparation process:

A. THE SOCIAL PREPARATION FOR GENERAL SCENARIO

OBJECTIVES ACTIVITIES OUTPUT INDICATORS

PROBLEM ISSUE IDENTIFICATION
1. Establish existing - Presentation of current - Work Plan on the project
conditions to justify issue/ problem development cycle which
the proposed specify time frame
project/ program - Baseline Data on Target
Community

2. Program - Community Scanning or - Memorandum of

intervention describe Profiling understanding/ agreement
the proposed - Census verification to to indicate acceptance of
solution which can validate previous project and commitment of
address the problem data/studies support; responsibilities of
on a long term basis stakeholders
emphasizing on the
principles and
unique strategies
and key players in
the undertaking

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 OBJECTIVES ACTIVITIES OUTPUT INDICATORS

3. Generate Sectoral - Inter-agency Meetings - Executive Order creating

support to the - Organization of
undertaking LIAC/PIAC
a) Funders (Local - Consultation Meetings
International) - Media announcement,
b) Target Press conference, etc.
beneficiaries - Organizing Community
c) Resource Task Groups
providers (private - Develop People’s Plans
and government) - Training Program to
d) CSO inspire technical
e) LGUs capabilities on planning
Media - Community Assemblies
to update on proposed
project/ program
- Signing of Agreements
- Regular LIAC/ PIAC
Meetings
COMMUNITY ORGANIZING
1. Generate - Conduct project
Beneficiaries/ orientation vs. community
Community contribution
Participation in the
project development
the LIAC/PIAC
- Communication Plan
- Training on Developing
the People’s Plan
- Consultation activities
documentation
- LIAC/ PIAC Resolutions
 Masterlist of Qualified
Beneficiaries
 Rules on appeals
 BSAAC created
 Minutes/ Highlights of
LIAC/ PIAC Meetings
- Community Association/
General Assembly
Resolution
- Community Members
engaged in various
activities such as agency
coordination, community
meetings, site evaluation
committee, and relocation
committee

2. Inventory of - Conduct of regular - Profile of Community

Community community assemblies Organizations
organization, size of organizational profiling - Network and
membership, source interrelationships of
of support and Community Associations
influence

3. Determine in degree - Conduct leadership audit: - Assessment report on the

of community Election of working leadership strengths/
leadership’s committees’ members weaknesses and
influence on the capabilities
general membership
options

4. Determine - Regular pulsing activities - Report on community

Community Attitude through dialogues, group support to organizations’
to Community discussion, issue program e.g. attendance
Organization’s resolution to the programs
impact to their daily implemented by
lives organizations

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 OBJECTIVES ACTIVITIES
5. Determine - Present menu and option
acceptable of community structure:
community cooperative, HOA, Task
structures Force based on needs of
task to be performed
6. Generate popular - Enlist membership of
commitment to resident in special work
participate in the groups/committees
works of the - Endorsement/ Signature
community to a CA/ Community
organization resolution/ survey
- Submit required
documents on housing
option/ application
7. Provide legal - Facilitate HOA
character to the registration
organized group
8. Strengthen group - Conduct technical - Attendance of target
capacities for training, strategic
planning, planning, work planning - Action plan to carry out
implementation and assessment activities
operation and and other capability
sustaining building activity
development
9. Develop Phase Out - Prepare C.O work plan in
Disengagement consultation with different
Plan work units
- Submission of work-unit
phase on disengagement
plan
MONITORING OF DESIGN MONITORING
EVALUATION SYSTEM
1. Keep track agreed - Submit year-end quarterly - SWOT Analysis
upon action plans reports, supervisory - Action Plan in response
supportive of the meetings,
housing endeavor - Discussions of reports
OUTPUT INDICATORS
- Appropriate Community
structure implementing
Community Development
Plans
- Proposal in support to
community based
collection
- CA/ HOA with legal
personality
groups in trainings
learnings and knowledge
sharing. i.e. Learning and
sharing sessions,
community action planning
for identified gaps
- Approved C.O work plan
focused on community
management and
disengagement
- Approved Project Phase-
out/ Disengagement Plan
STATUS REPORTS AND
INTERVENTIONS
PROVIDED/ RECORDED
to gaps
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 STATUS REPORTS AND
MONITORING OF DESIGN MONITORING
INTERVENTIONS
EVALUATION SYSTEM
PROVIDED/ RECORDED
2. Determine Program - Conduct Impact studies - Best Practice Write-up
Impact

3. Track changes in the - Conduct post relocation - Updated Socio

baseline data to survey/ emphasis of Economic data on
include movement of before and after status/ Community indicating
families and updated changes significant changes
community profile

B. THE SOCIAL PREPARATION SCENARIO FOR CALAMITY HOUSING

OBJECTIVES ACTIVITIES OUTPUT INDICATORS

1. Engage affected - Evaluation of proposed - Agreed upon site for

families in selecting sites vis-à-vis: permanent housing
safe areas for  Compliance to site
housing selection guidelines
 Safety of sites from
disasters
 Access to socio
economic services
 Opportunities for
livelihood

2. Discourage - Discussion/ dialogue on - Consensus on

rebuilding the threat of danger of compliance to non-
reoccupying of “No former housing sites occupying of no build
Build Zones” zones

3. Identify: - Rapid assessment survey - Matched list of need

 Urgent needs e.g. and services and
relief, emergency, material resources
medical
 Medium term
need e.g.
temporary
housing, cash for
work
 Long term need
e.g. permanent
housing
development

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 OBJECTIVES ACTIVITIES OUTPUT INDICATORS

4. Respond to - Conduct of quick - Sufficient food, social

immediate needs of response actions e.g. services provided
affected families in food distribution sessions
collaboration with
government
agencies/private
groups

5. Organize volunteers - Conduct of Trauma - Improved

from among the Relieve Sessions psychological and
affected families for - Identification from among emotional status
clearing operations, affected families - Volunteer groups
camp management volunteers in special engaged and trained
health and medical action group in providing the
activities required services

C. THE SOCIAL PREPARATION FOR INDIGENOUS PEOPLES OR

SECTORAL (FISHERFOLKS) HOUSING

OBJECTIVES ACTIVITIES OUTPUT INDICATORS

1. Determine the socio- - Focused group - Agreed upon planning
economic and cultural discussions considerations that would
considerations, the - Secondary reflect the group ethics and
group’s current industries research character and responsive
and requirements for - Key informants to the needs as a work
planning deliberation/ interview on group
parameters, including the planning
beliefs and practices in parameters
housing

2. Bridge gap between - Needs for special facilities

professional/technical aside from housing (e.g.
planners and end-users place for workgroup), fish
landing/ storage, distance
requirements to place of
work, and accessibility for
elderly and disabled etc.

3. Build consensus on - Series of - Documented and approved

policies for estate discussion on code and policy on estate
management to include estate management, site
collection and community management, maintenance, collection
organizations collection, (made special
community arrangement) and
organizations community organization

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THE COMMUNITY DEVELOPMENT

I. CONCEPTUAL FRAMEWORK/ BACKGROUND TO CURRENT APPLICATION

OF THE CBS APPROACH AS AN EXPRESSION OF THE PEOPLE CENTERED
ORIENTATION TO HOUSING, A VEHICLE FOR COMMUNITY DEVELOPMENT

Since its inception in 1976, the National Housing Authority relentlessly pursued a
holistic approach to its shelter development for depressed communities. The Authority
goes beyond provision of basic amenities and facilities. With its people-centered
orientation, it sees project beneficiaries not merely as passive recipients of services
but as a partner in developing their communities.

Hence, integral to its delivery of housing services is community participation through

the Community-Based Structure or CBS. The CBS Model was first conceptualized in
1979, during the early introduction of organizing work in the NHA project areas.

The Community-Based Structure (CBS) Approach is a process of enabling project

beneficiaries to organize themselves so that they can collectively and collaboratively
act on common needs and work on common tasks. The outcome of this organizing
process is the CBS or the community-based structure.

The following changes spurred the CRIO Department, now Community Support
Services Department, to take a second look at its CBS Model:

1. NHA management has identified the importance of pursuing the expansion of the
mass base as a corporate thrust. Its support to the development of community
organization in the project communities is tremendous and consequently,
management’s expectations on the community resident’s capability for self-
management have increased.

2. The socio-political make-up of the organized groups and the residents in our
project communities is gradually changing. They are becoming more aggressive in
articulating their needs and what they feel is best for them. The presence of cause-
oriented group’s subversive elements using the housing issues to win the residents
over to their anti-government sentiments may erode the NHA’s successes in
generating community support and involvement.

3. The concept of community building for self-reliance the last few years has also
been given an upward push due primarily to the government’s recognition of its
value and importance. Various government and private agencies have adapted the
community organization approach, people’s planning, and the challenge to develop
new concepts and technologies for community work should be met. Thus, at
present there are innovative technologies, which the staff should be exposed to so
that their knowledge and skills can be enriched.

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In view of the cited socio-economic-political development, the CBS has been re-
conceptualized in the following areas:

1. The organizing process is integrated with the project development process. The
latter provides the venue for the CBS to participate and build its capability to carry
on the development efforts after the project has been completed.

Indicators are thus categorized into three (3), namely: Organizational

Development, Project Development, and Community Welfare; in recognition of the
equal importance of three primary functions of the Community-Based Structure.

This new direction was brought about by the realization that the development of
the Community-Based Structure should be done within the context of project
development cycle and resettlement projects. Although there were efforts in the
past to marry these two processes, it was not consciously, deliberately, and
consistently directed. Thus, it leads to confusion in priorities and unwanted conflict
in resources (time, money, and manpower) allocation both on the end of the Project
Management Team and the community leaders and residents.

2. To ensure mass-based participation, support and sanction of the Community-

Based Structure, organization is founded on a multi-level network where residents
are organized from its basic unit of structure, the block to the phase and area-wide
levels: leadership selection, formation, and development as well as membership
commitment are thus gradually and systematically attended to.

3. A strong Social Preparation component is being emphasized in the re-

conceptualized model. This component seeks to actively establish acceptance and
support of the housing program not only by the residents but the other actors such
as local officials and public and private sectors representatives. It is considered a
prerequisite to the actual organizing process.

Given this re-defined focus of the CBS, its operationalization shall be guided by the
ensuing framework

A. Features of The Community-Based Structure (CBS)

Distinct features characterize the Community-Based Structure that is a genuine

product of the organizing process:

1. Major decisions, policies, programs, and projects promoted by the organization

are widely supported because they emanate from the popular will of the project
residents who make up the backbone of the organization.

2. It is multi-level organization operating at the block/ phase/ area levels. This

means that each level has its own set of functions and tasks which increase in
scope and responsibilities as it goes up the hierarchy and every level can stand
as an independent unit but has to continuously interact with other levels to attain
organizational viability.

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 3. A built-in mechanism is provided for to ensure open flow of communication,
accountability of leaders to members, and responsibility of leaders to members,
to the organization. It is able to gradually assume obligations/ responsibilities
as partners of the Authority.

4. Lastly, it is a legal organization, one with a legal personality. It is a non-stock,

non-profit organization registered with the Housing and Land Use Regulatory
Board (HLURB).

B. Basic Conditions for Community-Based Structure Viability

Developing a self-reliant Community-Based Structure requires basic conditions

that will determine its viability. To assess the capability and readiness of the
community to become a partner of the Authority in the development of their area,
it is critical that the following conditions exists:

1. Evidence of community belief in their capacity to develop their area through

collective action towards the achievement of their goal and if given the
opportunity and direction, indigenous leaders will emerge from them;

2. Evidence of community awareness of the need for housing and recognition

that such need will be satisfactorily met upon active involvement in the housing
program;

3. Presence of a trained organizer to facilitate the organizing process; and

4. Evidence of formal agreement between NHA and Local Government and other
concerned agencies to support community programs.

II. OPERATIONAL FRAMEWORK OF THE COMMUNITY-BASED STRUCTURE

(CBS) ORGANIZING PROCESS

The CBS is an organization of project residents whose primary concern/ responsibility

is the management of the various tasks in the project development cycle through a
multi-level network (residents organized at the block, phase, and area levels) and
draws its powers and rights/ authority from the broad mass of residents who make up
the organization.

This Section states the over-all goal of the Community-Based Structure organizing
process and its enabling objectives. Described herein are the preparatory
components, the Social Preparation and the three major phases of the CBS organizing
process – organizing phase, stabilizing phase, and disengagement phase.

To facilitate monitoring and evaluation and to ensure attainment of goal and objectives,
indicators are spelled out in each phase of the organizing process. Indicators are
categorized into three: Organizational Development Indicators, Project Development
Indicators, and Community Welfare Indicators. The illustration below capsulizes the
total organizing process.

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Operational Framework: Community-Based Structure (CBS) Organizing Process

The commitment of the Authority to develop a depressed community and organize into
a self-reliant Community-Based Structure (CBS) formally commences on the
organizing phase and gradually phases out towards the disengagement phase. The
project development process was not indicated in the diagram because of difficulty in
matching its stage with each phase of the organizing process without being
impractically prescriptive12.

To ensure mass-base support and participation, organizing starts from the basic social
unit of the NHA project area – the block. The process of organizing moves on to the
next bigger social unit, the phase level and so on until the Project Level CBS is
organized. In the case of the upgrading project, generally the phase level is the highest
level. But in the sites and services project, the community is further subdivided into
several phases and/or areas. The dotted concentric line represents these intermediary
subdivisions. The arrows between the inner and outer circle connote interaction,
support, and unity among the various levels without stifling initiative and responsive
action to needs and problems, which are immediate and particular to the block, levels.
The enabling objectives and goal provide direction to the total organizing problem.

12
While it is conceptually possible and ideally preferred to synchronize certain phases of the organizing
process, we are constrained by certain realities such as, financial, technical, and manpower capability
of the Authority and the project beneficiaries – level of organization of the community, level of
development of the leaders and members, and other related factors.

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A. Goal and Objectives of the Organizing Process:

Goal: An organized Community-Based Structure (CBS) that is critical, responsible,

and active partner in the planning, implementation, and maintenance of
housing-related programs.

Enabling Objectives:
 To consolidate the community into a cohesive residents association whose
leadership is accountable to its constituents
 To equip the homeowners/ residents association with knowledge and skills to
become analytical, vigilant, and socially responsible
 To equip the leadership and membership with basic skills in collective and
collaborative problem-solving, social planning and management of housing
related program
 To enable the homeowners/ residents association to develop management
systems in the course of implementing the program of action.

B. Distinct Features of each Phase of The CBS Organizing Process:

The Social Preparation is pre-requisite to the success of the total organizing work.
It is the initial stage in the dynamic and continuous process of enabling
communities to involve themselves as partners in pursuing the housing program.

Having laid a good foundation, the change agent with the community goes through the
following three phases:

1. Organizing Phase
 Communities when organized bound by a common vision can achieve desired
change.
 Since the block is the basic unit of a housing project, it likewise becomes the
basic unit of organization. It is at this stage that the foundation of the area-
wide Community-Based Structure is established through formation of
block/phase organizations.
 The focus of the organizing phase is the active involvement of the
homeowners/ residents through block/phase organizations in the formulation/
implementation of housing related activities.

2. Stabilizing Phase
 It is characterized by the establishment of the area-wide Community-Based
Structure having support system at the block and phase levels. This area-
wide officially recognized Community-Based Structure is credible to the
community and the Authority as legitimate representatives of the residents.
 The Focus of this phase is the capability building of the leaders/ members of
the Community-Based Structure for management of housing-related
activities/programs

3. Disengagement Phase
 It is the final phase in the process of preparing communities toward self-
management.

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  It is at this period that the Community-Based Structure shows vivid indication
of the capability to sustain development efforts vital to the promotion of
community well-being.
 Disengagement opens the door for the change agent to assist other
communities goes through the change process.

C. DESCRIPTION OF INDICATORS PER PHASE:

1. Organizational Development Indicators

The Community-Based Structure (CBS) is like any group or organization must go

through the three stages of development before it can blossom into a self-reliant CBS.

First: Group/ Organization Formation Stage - where the community must be

aware of their common needs, aspirations, and goals; build a sense of
belongingness; and must commit themselves to unify their resources and
potentials to pursue their common objectives.

Second: Group/ Organization Development Stage- can be achieved through

capability building activities that will equip the Community-Based Structure
(CBS) with the necessary and appropriate attitudes, knowledge, and skills
to attain their objectives.

Third: Group/ Organization Maintenance Stage - critical in order to avoid

disintegration of the Community-Based Structure (CBS). A continuing
process of needs assessment, redefinition of objectives, realignment of
knowledge and skills through an operationalized feedback and consultation
mechanism for active community participation must be diligently observed.
Financial self-sufficiency of the CBS must also be sustained for an efficient
and effective organization.

2. Project Development Indicators

Being a housing program, the project development cycle/process determines the

areas for community participation and the corresponding tasks to be performed by the
community leaders and their constituents as they transform themselves into critical,
responsible, and active partners in the development of their area and concomitantly
maintain it.

There are critical areas in each stage of the project development process where the
community must participate:

a) Pre-feasibility (Land research, identification of site, and acquisition)

 Sites and services projects may either identify an alternative relocation site
to be developed or choose from among the existing/developed resettlement
areas.
 Upgrading projects decide whether they want their area to be acquired and
acquired and developed or not.

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  In land acquisition, the community may participate through representation
in the committee that will undertake land research, costing, and negotiation
with the landowners.

b) Feasibility and Planning (Social and Physical surveys, preparation and approval
of Development plan)
 Representative participation of the community may be realized through the
committee organized to carry out the following:
 Social and physical surveys to be conducted either by themselves with
technical assistance or through NHA but with community approval of the
research design and outputs.
 Development plan with community inputs in the specification of
community facilities/utilities, standards of development/costing, location
of facilities/utilities, and final plan for implementation.

c) Implementation (Monumenting, re-blocking, and construction)

 Representative community participation through committee involvement in:
 Monumenting - Review and modify policies on lot subdivision; solve
subdivision-related cases; monitor and control lot survey.
 Movement into assigned lot (dismantling/ chopping included) - Demolish/
chop structures and determine whether they are going to be paid or not.
 Housing material loan program (Negotiate with NHA to operate this
program)
 Construction - Ensure that project works are implemented as specified
in the contract document. Participation in progress billings; claims for
time extension, variation, and extra work orders; testing; and
acceptance.

d) Maintenance
 Community representation in the committee that will conduct the following:
 Collection - Establish methods/ schemes/ strategies for the collection of
different kinds of charges
 Beneficiary Selection - Set priorities and eligibility criteria and solve
census related cases
 Maintenance - Repair, restore, and ensure proper use of community
facilities; formulate project rules and regulations; and monitor
maintenance activities.

3. Community Welfare Indicators

As an organization of the project homeowners/ residents, the Community-Based

Structure must respond to community needs other than housing related concerns.
Among these needs are: sports and youth development, health and nutrition, child
enrichment, family welfare, community education and other social services. Such
projects may either be financed by the CBS or coordinated/ collaborated with
governmental and/or non-governmental organization

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D. THE OBJECTIVES OF COMMUNITY DEVELOPMENT ARE THE FOLLOWING:

1. To develop Community-Based Structure (CBS)

2. To mobilize resources for socio-economic services
3. To conduct pre-organizing activities- e.g. volunteers during relocation
4. Capability building for community planning and management - e.g. disaster
management, health service, peace and order, waste management, tree
growing

The formulation of a good objective is a product of the professional values of a social

worker, transmitted and shared with the people in the community. The following are
the activities to be untaken in the community to achieve the set objectives:

a. Main Activities Conducted in The Community to Achieve its Objectives:

1. Provision of Community Support Services Assistance in the actual

Relocation and Resettlement Operation
2. Communication Planning as venue for Info-Sharing and Feeding Gathering
3. Community Organizing
4. Values Strengthening / Reorientation

b. Sub-Activities Conducted In Provision of Community Support Services

Assistance in the Actual Relocation and Resettlement Operation:

ACTIVITIES
1. Preparation of information materials
e.g., poster and flyers on the:
a. Procedures in the sending and
receiving Resettlement Action
Centers (RACs)
b. Requirements and procedures in
the power and water application
c. Community facilities within/near
the project
d. Individual discussion/provision of
information materials after the
required RAC processing
2. Mobilization of the community
volunteers/welcome groups
3. Feedback gathering
4. Provision of required assistance to the
Project/Receiving team
Communication planning as venue for Info-
sharing and Feedback Gathering
a. General Assemblies, Block
Meetings and Individual
Discussions
b. Formal Orientations-Sessions on
the Project (series of half-day
orientation sessions)
RESULT
 Relocated families informed/ provided
with required information
 Relocated families occupying allocated
block/lot
 Project team leader/concerned staff
informed of the feedback/ issues for
action
 Required assistance provided
 Two members of the family attended the
series of formal orientation and meetings
 Awardees aware of the Project policies,
procedures, rules and regulations and
support their implementation
 Copies of occupancy rules, contract and
handouts provided

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 ACTIVITIES
Community Organizing
a. Election of Block/Cluster leaders
b. Organization of Community
Volunteer – Green Patrol, COPE
team
c. Organization of Core Group or
Interim HOA
d. Planning and Implementation of
start-up community projects
Values Strengthening / Reorientation
a. Gender and Development Activities
b. Values Education
c. Organization for Community Growth
RESULT
 Active Core Group/ Functioning
Committees/ Volunteer Groups
 Activities and programs in support to
project beautification/ maintenance,
community building, socio-economic
program planning and responsive
implementation, information-motivation
program
 GAD activities conducted, with
documentation of highlights/learnings
 Values seminar conducted; Commitments
of the participants for action and change
 Beneficiary-Participants support NHA
Programs and Community activities
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THE COMMUNITY MANAGEMENT

Community Management shows that the community shall not just be an association/
federation or cooperative but well-functioning and empowered organizations that are
able to respond to the many needs of the community such as safe environment and
availability of socio-economic activities to ensure productivity and progress, thereby
motivating the beneficiaries to stay.

Effective community management is emphasized to ensure the community’s ability to

withstand challenges like the eventual disengagement of NHA, flexibility to adjust to
new obligations, among others. Dependable leadership and strong spirit of community
volunteerism have already been achieved at this point.

FIVE AREAS OF COMMUNITY MANAGEMENT:

To illustrate the five areas of the Community Management, the following activities are
carried out by area and the key results are pointed out:

ACTIVITIES RESULTS
I. Strengthening of the Community-Based Structure (CBS)
a. Facilitate HOA re-election and  HOA re-registered and organized
HLURB registration
b. Activate HOA working  Active HOA Officers and Functioning
committees Committees
c. Orientation on RA 9904 and its  Sustain Five-Year Community
IRR Development Plan and roadmap for
Community Management and
Empowerment
d. Preparation of a Community  Programs, activities and projects
Development Plan support the Five-Year Plan
e. Planning and implementation of  Partnership with social services and
short and long-term programs livelihood providers
and projects
f. Implementation of the
Occupancy Rules and
Regulations
II. Sustenance of Capacity Building Activities
a. Estate Management Training  Leaders and members more cohesive,
b. Financial Management committed, have free exchange of
Training information
c. Collection Enhancement  Increased capacities of leaders to
d. Disaster Risk Reduction and manage the HOA programs and
Management activities
e. Leadership Development  Learning in the capacity building
f. Team Building/Organizational sessions shared with the members
Development  Establish alliances and working
g. Introduction to Community relationship with LGUs, Barangay,
Management agencies and other HOAs/ POs
h. Communication Planning

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 ACTIVITIES RESULTS
i. Networking and Resource  Established communication and
Syndication resources network
j. Resource Mobilization  HOA implements the estate
management policies
III. Continuing Values Strengthening and Re-orientation
a. Conduct of children and adult  Homeowners compliant to Project
learning modules in Policies
coordination with appropriate  Orderly and well-kept Project
entities  Community living strengthened
b. Improvement/Maintenance of
Lot, House and Project
c. Compliance to the Occupancy
Rules and House/ Lot Contract
IV. Continuing promotion of gender equality
a. Conduct of Gender Seminars/  HOA Officers and members aware of
Trainings the Gender issues/concepts and
b. Celebration of Family Week observe gender equality
and Women’s Month  Free interaction among families and
stronger collaboration among women in
the community
 Creation of VAWC Desk

V. Community Organizing and Disengagement.

a. Periodic Assessment of the
Five-Year Plan
b. Development of an Annual
Community Development Plan
c. Federating/Networking with
resource groups
d. Advance training on leadership
and community building
e. Assistance in the turn-over of  Defined roles and responsibilities of the
community facilities and open
spaces
f. Strengthening partnership with
LGU and agencies
g. Conduct of Post Evaluation
 Gaps and Action Areas in the Five-Year
Plan identified
 Annual Community Development Plan
in response to the gaps
 Membership to Federation of HOAs or
other local Federations of CAs/ HOAs/
POs
 Committed and capable leaders
HOA in the management of the Project
including turned-over community
facilities/utilities
 Partnership with LGU, Barangay, and
appropriate entities
 Documentation of evaluation and best
practices

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CBE PHASE/ PROCESS
CRITICAL TASKS FREQUENCY EXPECTED OUTPUT EXPECTED OUTCOME
I. SOCIAL PREPARATION / COMMUNITY ORGANIZING
A functioning interim body composed of community leaders that are able to:
a. Participate in building up awareness on community needs and aspirations and NHA housing program and approaches;
b. Participate in Site selection process and program acceptance; and
c. Tap resources to respond to their identified immediate needs

1. LIAC (Local Inter-Agency
Committee) Creation
2. COMMUNITY
INTEGRATION AND
NETWORKING
1.1 Facilitate LIAC creation through inter-agency coordination 2 months Executive Order creating the Involved agencies in the relocation and
and organization LIAC Issued resettlement and housing program are
participating/ supportive of the LIAC
Working mechanism as Activities
prescribed by UDHA; LIAC with
complete 126 representatives LIAC and its sub-committee formally
from NGOs, POs, GOs, LGUs, organizedd and functioning in support to
and HOAs. the Relocation and Resettlement Action
Plan (RRAP)
14 Months
2.1 Courtesy Call to concerned entities Community/ Barangay Leaders facilitating
2.2 Establish/ sustain working relationship with LGUs interaction and priming
(Barangay, City/ Municipal, Provincial), Local Agencies,
Community Associations (CAs), NGAs and NGOs,
through coordination and meetings.
2.3 Community consultation, pulsing and feedback gathering
2.4 Prepare a Community Information Sharing Strategy/ Majority of the residents Community Residents are Informed,
Information Plan attended the Info-Motivation knowledgeable and are participative in
2.4.1 Preparation of a Community Information Plan Activities the Relocation and Resettlement Program
2.4.2 Organization and Implementation of the Info
Plan cum consultation with the Barangay /
Community Leaders and Residents
2.4.3 Feedback Gathering / Issue Identification
2.4.4 Clarification / Resolution of Issues/ Concerns
2.4.5 Consensus Building
2.5 Initiate / attend socialization activities
2.6 Participate in Inter-Agency and Barangay Meetings

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CBE PHASE/ PROCESS
CRITICAL TASKS FREQUENCY EXPECTED OUTPUT EXPECTED OUTCOME
3. HOUSEHOLD/ 3.1. Facilitate conduct of Tagging and Census Survey/ a. Community Socio-Economic
COMMUNITY SOCIO- Community Socio-Economic Profiling Profile
ECONOMIC PROFILING 3.2. Facilitate the scanning of Socio-Political Environment and 4 months
Data Validation 3 days a week at 20 b. Socio-Economic Report
Leadership Profiling families per day
3.2.1 c. Validated Census Masterlist
3.2.2 Political Influences / Affiliations
3.2.3 Needs Assessment d. List of School Children for
3.2.4 Data Validation Transfer per Grade / Year
3.2.5 Environmental Scanning transmitted to receiving Project
3.2.6 Inventory of Skills and Livelihood Opportunities Office
3.2.7 Social Services Requirements
e. Vulnerable Persons/ Groups
3.2.8 Inventory of Community Facilities Identified
3.3. Regular Updating of the Household Profile and Directory
at the Block / HOA levels
3.4 Prepare Community Map / Directory List of Available Community
Facilities and Socio-Economic
4. FORMAL ORIENTATION 4.1. Community Priming and Commitment Setting For 4 Months Services
Community analysis and
SESSION / INFO- Relocation and Resettlement documentation
MOTIVATION CAMPAIGN 4.1.1. Orientation at places of origin on the features of 2 months LIAC organized and supportive to the
possible relocation areas (services 1 day orientation per relocation operations
facilities/utilities, policies and occupancy rules, week at 100 families
responsibilities of families for relocation, Pre-relocation operation compliant to
reception and relocation procedures UDHA requirements
4.1.2. Orientation on the proposed Housing Program Families are informed of and appreciated
and the Resettlement Sites the Resettlement Program/ Site
a. The House and Lot
- House Features and Fixtures
- Loan Agreement / Usufruct Agreement
- Conditional Contract to Sell
- Occupancy Rules and Regulations
b. -The
Master Deed Facilities
Community
- Basic Features
- Use and Maintenance
- Turn-Over

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CBE PHASE/ PROCESS
CRITICAL TASKS FREQUENCY EXPECTED OUTPUT EXPECTED OUTCOME
4.1.3. Communication Plan on NHA housing programs Communication strategies/ tools
and apporoaches developed, improved, and
replicated for ccommunity
distribution
4.1.4. Community/ People’s Consultations, and 1 day continuing Target Families submitted
Acceptance of the Resettlement Site required documents and
prequalified
- Groundworking strategies for program Institutionalized groundworking
accepntance and gaining community support
4.1.5. Gathering of feedback re:impact of 1 day continuing Community resolution/ endorsement of
aforementioned activities and documentation of the resettlement site/ housing design
feedback and community resolution/
endorsement
4.1.6 Organization of site trips for familiarization/ Field 3 days - atleast 3 trips
visitation to resettlement areas (1 trip per day)
4.1.7 Basic Orientation on Relocation and 1 day Masterlist of Qualified Families Pre-qualified families with block and lot
Resettlement Plan allocation
4.1.8 Action Planning in Support to Relocation 1 day continuing Community Action Plan for Relocation
4.1.9 Submission of Documents / Eligibility continuing
Requirements
4.1.10 Distribution of First Notice for Relocation First Notice of Dismantling /
Relocation distributed
4.2 The Magna Carta for Homeowners and Homeowners' 4 months
Associations or the Condominium Corp. and the Master
Deed with Declaration of Restrictions
4.2.1. Block Meetings
4.2.2. Cluster Meetings
4.2.3 Formal Orientation Sessions
4.2.4 HOA Leaders Meeting (Executive Officers / BOD
and Committees)
4.2.5 Production and Distribution of Residence
Handbook, Flyers, and Member's Booklet
4.2.6 Production and Posting of Info-Motivational
Posters, Flyers and other Materials
4.3 The Roles and Responsibilities of HOAs and its Members
/ Condominium Corporation

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CBE PHASE/ PROCESS
CRITICAL TASKS FREQUENCY EXPECTED OUTPUT EXPECTED OUTCOME
5. PREPARATORY 5.1 Orientation on the relocation and resettlement process 2 months Affected families support the Relocation
ACTIVITIES BEFORE 1 day orientation per and Resettlement Program
ACTUAL RELOCATION week at 100 families
5.2. Briefing on the resettlement project – utilities, house/ lot Qualified Families for relocation Qualified Families compliant to pre-
contract, and community facilities informed of the Project policies, relocation rules and procedures
rules, procedures and House
and Lot Contract
5.3. Facilitate matching / allocation of block and lot thru raffle continuing Identified relocatees with relocation
or consensus schedule and resettlement option
5.4. Monitoring of the house construction continuing
5.5. Inter-agency meetings/discussion on relocation, 6 months
reception, and resettlement concerns to secure inter-
agency commitment/ support
5.6. Assistance in securing concurrence of relocatees in continuing Approved Relocation and Ressettlement
documents required before relocation Plan (RRAP)
5.7. Regular field work/community meetings/monitoring 3 months Start of voluntary relocation after
participation of community leaders and residents in the the iissuance of 30-day notice
activities valid for 90 days. 7-day notice to
be issued for involuntary/ regular
relocation (forced demolition)

5.8. Identification/motivation of affected families for continuing till actual Relocation rolling schedule Families with full compliance to the
relocation and preparation of the rolling schedule relocation relocation documentation requirements
5.9. Signing of the House/Lot Application Documents Preparatory activities created awareness
and interest to the affected families to be
relocated
5.10. Conduct of organizing activities e.g. volunteers / continuing Sending and receiving areas organized
committees during relocation for the relocation
5.11. Distribution of second notice for Relocation
5.12. Community Organizing-Formation Phase continuing
5.12.1 Organization of Core Group of Leaders / Working
Groups
5.12.2 Mobilization of Volunteer Groups
5.12.3 Vision Setting

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CBE PHASE/ PROCESS
CRITICAL TASKS FREQUENCY EXPECTED OUTPUT EXPECTED OUTCOME
5.12.4 Pre-Relocation Orientation on the:
a. Relocation and Resettlement Procedures
b. Occupancy Rules and Regulations
c. House and Lot Contract
6. ACTUAL RELOCATION 2 Months 80% voluntary relocation Qualified families relocated according to
3 working days per schedule
week targeting 50
families per day
6.1 Assistance in providing information and guidance to the continuing Demolition/ Eviction and
affected families at the Relocation Action Center (RAC- relocation compliant to UDHA
sending and receiving sites) and Magna Carta for Women
6.2 Monitoring/supervision of the implementation of continuing Cleared area turned-over to the
agreements on relocation, reception, and resettlement project proponent
concerns/procedures at the community and inter-agency
levels to make sure that procedures are carried out as
agreed upon
6.3 Assistance in the deliberation of Beneficiary Selection continuing Full implementation of RRAP
and Award related cases
6.4 Ensure transfer of families scheduled for relocation and continuing
trouble shoot when needed
6.5 Facilitate clarification/resolution of issues and concerns continuing
raised by HOAs, POs and NGOs
7. COMMUNITY ORGANIZING Post Relocation Activities 22 months
(BLOCK ORGANIZATION TO 7.1 Community Immersion 6 months
HOA FORMATION) OR 7.1.1 House to house visits to new settlers Relocatees informed on the occupancy
BUILDING ORGANIZATION rules, regulations and features.
TO CONDOMINIUM CORP.
7.1.2 Identification and assessment of potential leaders Potential leaders identified and supportive
CREATION * of community/ project, programs and
activities
7.1.3 Conduct/ facilitate the following activities with
-involvement from emerging
On-site orientation copy leaders.
- Informal block discussions regarding their
situation and collective solution of dentified
needs/problems

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CBE PHASE/ PROCESS
CRITICAL TASKS FREQUENCY EXPECTED OUTPUT EXPECTED OUTCOME
- Information-motivation activitities on availing
the basic services (power, water, health,
education) and occupancy rules and regulations

- Situational analysis and action planning

sessions with block residents
7.2 Block Organization / Building Representatives 3 months Block Formation Functioning leaders / working groups
Block formation to be
conducted after the All occupied blocks formed; with elected
majority of the family- block officers
allocatees have
occupied
7.2.1 Plan and implement sessions re: CBS concept
and project organizational set-up and its functions

a. Block Formation Strategy Validated strategy resulting to

Block Formation
b. Develop a system of retrieving and analyzing Installed system for retrieving
project experiences to serve as validation and project experineces for
refining block formation strategy continuing strategy development

c. Identify a set of inidicators against which to Set of tools for monitoring and
assess block level organization and provide evaluating status/ progress of
directions and guidelines block organization
7.2.2 Conduct of block meetings/orientation 80% of households attended the
and one to one discussions re: block meetings and are informed
- Occupancy rules and regulations on:
- Maintenance of community facilities - Occupancy rules and
- Need for a block organization regulations
- Maintenance of open spaces/
community facilities
- Functions of block leader and criteria in Block leaders as partners in the conduct
choosing a block leader and qualified voters of action plan and inter-block activities
- Community info
- Tapping resources
- Social services

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CBE PHASE/ PROCESS
CRITICAL TASKS FREQUENCY EXPECTED OUTPUT EXPECTED OUTCOME
7.2.3 Conduct of Block Elections One (1) block formation
per day
7.2.4 Facilitate organizational meetings among block Needed technical inputs/capability
leaders to plan, implement and evaluate action building activities are provided to block
plans and inter-block activities leaders
7.2.5 Conduct of capability building activities in the All block leaders are involved
following areas of concern:
- basic leadership session
- values formation/importance of community
living
- resource syndication and networking
7.2.6 Tap funds/mobilize resources needed to conduct
organizational management and technical
trainings/ Creation of Condominium Corporation
7.3 HOA Formation 4 months
7.3.1 Orientation on the Magna Carta of Homeowners Action plan for the HOA election prepared
and Homeowners Associations and implemented.
7.3.2 Action planning with the block leaders 90% of qualified voters HOA with legal personality
- HOA formation participated in the HOA election
Magna Carta of Homeowners and
- Inventory of actual occupants
Homeowners Association observed
- Preparation of masterlist of legitimate
resident/voters
- Formation of ELECOM
Implementation of action plan
7.3.3 Formulation of election guidelines, mechanics
and procedures
7.3.4 Implementation of election guidelines and
procedures
- Information dissemination to the community re:
election and guidelines
- acceptance of application of candidacy
- Screening and processing of nominees/
candidates
7.3.5 Organization, implementation, monitoring and
supervision of HOA election activities

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CBE PHASE/ PROCESS
CRITICAL TASKS FREQUENCY EXPECTED OUTPUT EXPECTED OUTCOME
7.3.6 Formation of HOA working Committee to
undertake and implement its programs and
7.3.7 activities.
Induction of elected officers
7.4 Constitution and By-Laws (CBL) formulation and 2 months
ratification
7.4.1 Facilitate/provide techncial input to HOA in:
- drafting of CBL/or review of the HLURB
prepared CBL for possible adoption/ revision
7.4.2 Presentation of CBL and ratification by the
general assembly
7.5 Registration of HOA/elected officers with HLURB 1 month Registration was successfully
7.5.1 Preparation of documentary requirements for accomplished
registration.
7.5.2 Packaging and submission of documents
according to checklist.
7.5.3 Coordination meetings with HLURB on HOA
registration.
7.5.4 Attendance to HLURB conciliatory meetings
being called for on raised election/HOA
registration
7.6 Provision issues.
of technical inputs to HOA in the following 6 months
areas:
7.6.1 Regular and special meetings
7.6.2 Work programming sessions
7.6.3 Implementation, monitoring and super\vision of
work program operationalization
7.6.4 Tap funds/mobilization of resources
7.6.5
Operationalization of mechanisms and venues for
consultations at various levels, CBE performance
audit and feedbacking
7.7 Community Visioning / Setting of Vision, Mission, Goal Community Vision, Mission and Goals
Defined
7.8 HOA Action Planning for Short-Term Programs and
Resolution of Community Issues / Problems

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CBE PHASE/ PROCESS
CRITICAL TASKS FREQUENCY EXPECTED OUTPUT EXPECTED OUTCOME
8. HOA / CONDOMINIUM 8.1 Needs Assessment 12 months
CORPORATION a. Gaps on present capabilities and requirements to do
STRENGTHENING AND the tasks as HOA Leaders / Board of Directors
CAPABILITY DEVELOPMENT b. Basic Knowledge, Attitude and Skills (KAS) needed by
* Block Leaders / HOA Leaders / Board of Directors
8.2 Ensure regular conduct of the HOA Officers Meetings, continuing
BOD Meetings and Committee Meetings and General
Assemblies
8.3 Implement and Assess the Short-Term Program
8.4 Organize the Capability Building Program-based on TNA
8.4.1 Team Building / Organizational Development.
8.4.2 Leadership Skills
8.4.3 Public and Community Relations
8.4.4 Community Mobilization and Dev't
8.4.5 Values Formation and Re-Orientation
8.4.6 Program/Project Development
8.4.7 Preparing a Development Plan (Short, Medium,
Long-Term)
8.4.8 Estate Management
8.4.9 Community Management
8.4.10 Financial Literacy
8.4.11 Identify and Develop New Leaders
8.4.12 Conflict Management
8.4.13 Disaster Risk Reduction and Management
8.4.14 Technical Trainings
8.5 Implementation of the Capability Development Program
8.6 Preparation of the Five-Year Housing and Community
8.6.1 Physical Development
8.6.2 Presence of Community Facilities
8.6.3 Waste Management
8.6.4 Environmental Protection / Disaster Risk
Reduction and Management (DRRM)
8.6.5 Social Services
8.6.6 Livelihood and Affordability Development
8.6.7 Leadership Development
8.6.8 Estate Management
8.6.9 Organizational Dev't / trengthening

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CBE PHASE/ PROCESS
9. INTER-AGENCY
MEETINGS AND
STAKEHOLDERS'
ROUNDTABLE DISCUSSION
ON VARIOUS PROJECT
ISSUES, CONCERNS PLANS
AND PROGRAMS NEEDING
INTER-AGENCY SUPPORT,
INTERVENTIONS AND
ENDORSEMENT *
II. COMMUNITY BUILDING AND DEVELOPMENT
Residents organized at the block level able to plan, implement, monitor, and evaluate physical development (such as physical development planning and revision, movement to assigned lot/unit),
actual occupancy and social services requirements/activities
1. FIVE-YEAR COMMUNITY
DEVELOPMENT PLAN /
PROPERTY MANAGEMENT
PLAN IMPLEMENTATION
AND SUPPORT TO START-
UP PROJECTS
CRITICAL TASKS FREQUENCY EXPECTED OUTPUT EXPECTED OUTCOME
1.1. Implementation of the Five-Year Housing and Community
Development Plan
1.1.1 Physical Development
1.1.2 Presence of Community Facilities
1.1.3 Waste Management
1.1.4 Environmental Protection / Disaster Risk
Reduction and Management (DRRM)
1.1.5 Social Services
1.1.6 Livelihood and Affordability Development
1.1.7 Leadership Development
1.1.8 Estate Management
1.1.9 Organizational Dev't / trengthening
1.2 Support to Start-Up Community Project
1.2.1 Cleanliness, Beautification and Maintenance
Program
1.2.2 Tree Growing and Food Production Program
1.2.3 Disaster Risk Reduction and Management
1.2.4 Other programs responsive to Identified
Community Needs
1.3 Compliance to Occupancy Rules and Regulations
1.4 Stakeholders' Meeting / Advocacy Work in Support to the
Five-Year Plan

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CBE PHASE/ PROCESS
CRITICAL TASKS FREQUENCY EXPECTED OUTPUT EXPECTED OUTCOME
2. MONITORING, 2.1 Monitoring and Periodic Assessment
ASSESSMENT AND 2.1.1 HOA Officers's Meeting
REPLANNING OF THE 2.1.2 Facilitators'/Implementers' Meeting
HOUSING AND COMMUNITY 2.1.3 Participants' Meeting
DEVELOPMENT 2.1.4 Block Meetings
MANAGEMENT PLAN 2.1.5 General Assemblies
2.1.6 Satisfaction Survey
2.2 Assessment and Replanning Sessions
2.2.1 HOA Meetings
2.2.2 Assessment and Planning Workshops
2.3 Monitoring and assistance to HOAs in the conduct of:
2.3.1 Organizational and consultation meetings
2.3.2 Conflict resolution/management and other
organizational development concerns
2.3.3 Community assessment
2.3.4 Project maintenance
- Management of community facilities and utilities
- Estate management
- Enforcement of occupancy rules
- Envrionmental sanitation and protection
2.4 Monitoring and evaluation of the operationalization of
HOA By-Laws
2.4.1 Periodic review/amendment of CBL or as needed

2.5 Ensure membership of the HOA in the Homeowners

Federation of Southville and Northville Inc. and
participation in its activities
2.6 Ensure membership/participation of HOA in the Local
Inter-Agency Committee and other local
2.7 Regular consultation and feedbacking with residents at
various level.
2.7.1 Identification/analysis of issues and concerns
2.7.2 Provide intervention and facilitate resolution of
2.8. Activiites that would establish and strengthen linkages Data bank on estate management tailored
with agencies to the needs of CBS operations

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CBE PHASE/ PROCESS
CRITICAL TASKS FREQUENCY EXPECTED OUTPUT EXPECTED OUTCOME
3. CONTINUING HOA / Strengthening of HOAs 12 months HOA able to manage its organizational
CONDOMINIUM 3.1 Preparation and packaging of training proposal on: development concerns and able to perform
CORPORATION 3.1.1. Leadership its responsibilities in project maintenance,
STRENGTHENING 3.1.2. Team building management of community facilities and in
CAPABILITY DEVELOPMENT 3.1.3. Capability building the delivery of social services
3.1.4. Values formation/family development
3.1.5. Financial and project management Organized active community volunteers
3.1.6. Simple bookkeeping
Realization of 5 Year Housing and
3.1.7. Resource mobilization
Development Plan consistent with the
3.1.8. Others
vision, mission, goal for the Northville and
Southville communities

3.2 Facilitate conduct of above-mentioned trainings/ seminar

workshops
3.3 Formation of green patrol brigade, volunteer health
workers and volunteer local peace enforcers
3.4 Support activities in the formulation implementation,
monitoring and evaluation of the 5 year Community
Development Work Plan for all Southville/Northville
communities and new resettlement sites
3.5 Facilitate HOA reorganization and election of officers as
needed and required.
III. COMMUNITY MANAGEMENT
1) Residents organized into a formal CBS with legal personality operating at the block, phase and area levels able to assume responsibilities in the following areas: a) Management of community
facilities and utilities; b) estate management; c) Enforcement of occupancy rules; d) Envrionmental sanitation and protection; e) Collection support; f) Able to develop programs and deliver services
responsive to organizational and community needs.
2) A HOA that is accountable to the community and is able to stand by its commitment to assume responsibity for: a) Project maintenance, that is, environmental sanitation, cost recovery and
maintenance of community facilities; and, b) Programs and projects promoting the welfare of its members
1. ESTATE MANAGEMENT / 1.1 Community Management Inputs
PROPERTY MANAGEMENT 1.1.1. VMG (Vision, Mission, Goals)
(CAPABILITY BUILDING FOR 1.1.2. Five-Year Community Plan
COMMUNITY-BASED 1.1.3 Assessment of the Five-Year Plan
ESTATE MANAGEMENT) 1.1.4 Collection Efficiency
1.1.5 Occupancy Retention Rate
1.2 Develop and Implement a Community-Based Estate
Management Plan

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2. Support Project Turn-Over 2.1 Set guidelines for turn-over of select project components
and Disengagement
COMREL TIMEFRAME AND PERFORMANCE INDICATORS
CRITICAL TASKS FREQUENCY EXPECTED OUTPUT EXPECTED OUTCOME
1.2.1 Capability Building
• Review of the Occupancy Rules and
Regulations, Contracts and Agreements
• NHA Billing and Collection System
• Financial Literacy
• Loan Counselling
1.2.2 Develop a Community-Based Occupancy
Monitoring and Collection System
1.2.3 Identify Block / Projects for pilot implementation
• Establish baseline data thru survey
• Identify community partners
• Regular monitoring and assessement of the
community-based occupancy monitoring and
collection system
• Provide appropriate interventions and KAS
required of the job as leader collectors and
implementor of policies and sanctions
• Provide monetary, incentives, and trainings to
community partners
1.2.4 Annual Evaluation and Enhancement of the
Community-Based Occupancy Monitoring and
Collection System
1.2.5 Turn-Over of Community Facilities, Open
Spaces, Roads to Appropriate Entities
1.2.6 Stakeholders' Meeting / Advocacy Work in
Support to the Five-Year Plan / Community
Management Plan
Adoption/ Implementation of
to: guidelines for turn-over
2.1.1. Community
Prepared MOA and/or DODA
2.1.2. Local Government
ready-to-use template
2.1.3. Other agencies
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CBE PHASE/ PROCESS
CRITICAL TASKS FREQUENCY EXPECTED OUTPUT EXPECTED OUTCOME
2.2 Provision of technical inputs in: 8 months
2.2.1 Set guidelines for technical assistance prior to Adoption/ Implementation of
phase-out guidelines for technical
assistance

Agreements for consultancy

relationship
2.2.2 Training on fund management, monitoring/ An organized HOA that is critical,
controlling and documenting responsible and active in the planning,
implementation and maintenance of
housing related programs whose
leadership is accountable
2.2.3 Stabilization of communication network between An organized and self-sustaining
and among the residents within the block and in community formally recognized and its
the various organizational levels (horizontal and programs and budget incorporated with
vertical) that of the LGUs
2.2.4 Establishment of sustained program on team Community facilities, utilities, circulation
building and inter-personal relationship and road networks, open spaces turned
2.2.5 Training in MOA/formal agreement preparation over and accepted by the concerned
and acceptance
2.3. Assistance in the turn-over of community facilities,
. utilities, circulation and open spaces.
2.4. Sustenance of established linkages/network with civil
society/NGOs. GOs, LGUs
COMMUNITY continuing
INFORMATION AND 1. Facilitate the conduct of buyers orientation for new
MOTIVATION awardees and credit repair orientation for old awardees.
In support of NHA
Conservancy Measures, 2. Prepare localized pahayag in promoting community
Revenue Generation, awareness on lot payments occupancy rules and
Collection Enhancement and regulations and other priority projects.
other priority projects
3. Conduct Communtiy assemblies and block meetings in
support to sales and disposition and to enhance
collection.

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SOCIAL SERVICES
To hasten the rebuilding of 1.
social service network to
meet the basic social service
network to meed the basic
social services needs of
resettled families at the level
they used to enjoy if not
better.
2.
3.
COMREL TIMEFRAME AND PERFORMANCE INDICATORS
CRITICAL TASKS FREQUENCY EXPECTED OUTPUT EXPECTED OUTCOME
Community profiling/updating of mew resettlement continuing From social preparation to community
projects on the following: organizing/stabilizing
- Health services and medical personnel
- School buildings/classrooms/teachers/other facilities For new resettlement sites, submission of
- Other basic services (power and water) quarterly reports and semestral for other
- Institutional facilities sites
- Peace and order
- Existing GOs and NGOs
Facilitate conduct of inter-agency/working committees continuing An efficient and effective delivery of social
meetings services responsive to community needs
with HOA, LIAC and LGU support
Organized and active community
volunteers
Support activities in the advocacy to deepen inter-agency continuing
commitment for long term provision of services thru the
following:
3.1 Health services to focus on the training of health
volunteers.
3.2 Training of tanods to become registered
volunteer local peace enforcers.
3.3 Garbage management to focus on waste
segregation from the household level.
3.4 Sustain tree growing activities.
3.5 Disaster preparedness to include organization of
community volunteers and access to needed
facilities
3.6 Cultural affairs to include provision of places for
worship and cemeteries and other related infra-
structure support
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CBE PHASE/ PROCESS
CRITICAL TASKS FREQUENCY EXPECTED OUTPUT EXPECTED OUTCOME

CBTAP
Production 20 months
To render land tenure 1 Preparatory activities: 6 months
assistance to other ISFs not 1.1 Meeting with prospective beneficiaries as Project site is feasible for housing Terms
covered by NHA regular endorsed by the Congressional Reps. (Local and condition for sale is acceptable to all
programs Housing Fund) parties
1.2 Data gathering and completion of documentary Notarized contract agreement between
requirements CA and LO
2 Packaging of project loan application 12 months Approval of the project MOA on the
2.1 Initital review and endorsement by the Project acquisition of the property between and
Office to CBTAPCC AMO among LO, CA, and NHA
2.2 Presentation of project proposal
2.3 Compliance to CBTAPCC findings and MOA between NHA and Cong. Rep. re
instructions LHF

Title transferred in NHA's name

3 Conduct of Financial Management Seminar and Values 1 day CA leaders and members were
Formation knowledgeable
4 Packaging of approved project for payment 1 month Release of cheque payment to LO
4.1 Monitor the release of CAF and COA conforme
4.2 Monitor the processing of DV and release of
cheque payment to LO
5 Signing and notarization of CCS with the CA 2 days Notarized Mother CCS
6 Preparation, signing and notarization of Individual CCS 1 month Notarized Individual CCS
7 Endorse award documents (MOA & CCS) to EMD for 2 weeks CA with project code; LIS/BCS created
project code and inclusion in the LIS and to Accounting
for creation of CA account in the BCS
POST TAKE OUT OF CBTAP PROJECTS
Provide technical assistance 1. Provide TA for the following: continuing
to expedite post take out 1.1 Substitution of beneficiaries
activities and undertake loan 1.2 Parcellation of title Preparation of data/encoding of
individualization to enhance subsidiary
collection 1.3 Collection LIS/BCS; undertaken by ComRel without
EH
1.4 Reorganization of CA

Page 105 of 106

COMMUNITY BUILDING AND EMPOWERMENT (CBE)
Process and Procedural Details

COMREL TIMEFRAME AND PERFORMANCE INDICATORS

CBE PHASE/ PROCESS
CRITICAL TASKS FREQUENCY EXPECTED OUTPUT EXPECTED OUTCOME
1.5 Action Planning of CA concerns and
implementation
2. Preparatory activities for Loan Individualization 5 months Completed LIS/BCS
2.1 Restoration of CA awards in the NHA LIS
2.2 Facilitate reconciliation of CA accounts with
accounting.
2.3 Coordination meeting with COSO, accounting
and CRIOD regarding loan individualization
2.4 Orient CA on loan individualization, issue notices
regarding substitution.
2.5 Community Assembly meetings with HOAs
2.6 Data gathering/validation of HOA member's profiles,
payments and other pertinent documents

2.7 Data Build-Up

2.8 Systems Data build-up
3. Package targetted CBTAP projects for loan individualization:1 month Approved loan individualization
3.1 Package required documents per MC No.2253
3.2 Submit packaged documents to AMO/ CRIOD for
review/ approval
3.3 Serve notice of cancellation CA and notices to
CA Members.
3.4 Orient EMU and turn-over all documents needed
and the processing of individual awards.

3.5 Assistance to collection enhancement thru info-

motivational campaigns
3.6 Monitor collection performance of CA accounts
that are not yet individualized.
3.7 Support activities in the compliance of CAs/
project office on the COA findings.

Page 106 of 106

 COMMUNITY BUILDING AND Page No. Page 1 of 12

EMPOWERMENT (CBE) Revision No. 00

Procedural flow Effectivity Date

Responsible
Activity Detailed Procedure
Unit/ Staff

SOCIAL PREPARATION/
COMMUNITY
ORGANIZING

 Community  Facilitate LIAC creation thru inter-

LIAC (Local Inter-Agency Support agency coordination and organization
Committee) Creation Services
Staff

 Community  Courtesy Call to concerned entities

Community Integration and
Networking
 Community
 Community
 Community
Household/ Community
Socio-Economic Profiling
Support  Establish / sustain working
Services relationship with LGUs (Barangay,
Staff City/Municipal, Provincial), local
agencies, Community Associations
(Cas), NGAs and NGOs, thru
coordination and meetings.
 Community consultation, pulsing and
feedback gathering
 Prepare a Community Information
Sharing Strategy/ Information Plan
o Preparation of a Community
Information Plan
o Organization and
Implementation of the Info Plan
cum consultation with the
Barangay/ Community Leaders
and Residents"
o Feedback Gathering / Issue
Identification
o Clarification / Resolution of
Issues/ Concerns
o Consensus Building
 Initiate/ attend socialization activities
Support  Participate in Inter-Agency and
Services Barangay Meetings
Staff
Leaders
 Facilitate conduct of Tagging and
Support Census Survey/ Community Socio-
Services Economic Profiling
Staff

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EMPOWERMENT (CBE) Revision No. 00

Procedural flow Effectivity Date

Activity
 Community
 Community
 Community
Formal Orientation Session/
Info-Motivation Campaign
Responsible
Detailed Procedure
Unit/ Staff
 Facilitate the scanning of Socio-
Support Political Environment and Data
Services Validation:
Staff o Leadership Profiling
o Political Influences / Affiliations
o Needs Assessment
o Data Validation
o Environmental Scanning
o Inventory of Skills and Livelihood
Opportunities
o Social Services Requirements
o Inventory of Community Facilities
 Regular Updating of the Household
Support Profile and Directory at the Block/
Services HOA levels
Staff  Prepare Community Map / Directory
 Community Priming and Commitment
Support Setting For Relocation and
Services Resettlement
Staff o Orientation at places of origin on
the features of possible
relocation areas (services
facilities/utilities, policies and
occupancy rules, responsibilities
of families for relocation,
reception and relocation
procedures
o Orientation on the proposed
Housing Program and the
Resettlement Sites: The House
and Lot and The Community
Facilities
o Community/ People’s
Consultations, and Acceptance of
the Resettlement Site
o Gathering of feedback on impact
of aforementioned activities and
documentation of feedback and
community
resolution/endorsement
o Organization of site trips for
familiarization/ Field visitation to
resettlement areas
o Basic Orientation on Relocation
and Resettlement Plan

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 COMMUNITY BUILDING AND Page No. Page 3 of 12

EMPOWERMENT (CBE) Revision No. 00

Procedural flow Effectivity Date

Responsible
Activity Detailed Procedure
Unit/ Staff
o Action Planning in Support to
Relocation
o Submission of Documents/
Eligibility Requirements
o Distribution of First Notice for
Relocation
 Community  The Magna Carta for Homeowners
Support and Homeowners' Associations or the
Services Condominium Corp. and the Master
Staff Deed with Declaration of Restrictions
o Block Meetings
o Cluster Meetings
o Formal Orientation Sessions
o HOA Leaders Meeting (Executive
Officers/ BOD and Committees)
o Production and Distribution of
Residence Handbook, Flyers,
and Member's Booklet
o Production and Posting of Info-
Motivational Posters, Flyers and
other Materials
 Community  The Roles and Responsibilities of
Support HOAs and its Members/
Services Condominium Corporation
Staff
 Community  Orientation on the relocation and
Preparatory Activities Before Support resettlement process
Actual Relocation Services  Briefing on the resettlement project –
Staff utilities, house/ lot contract, and
community facilities
 Facilitate matching/ allocation of
block and lot thru raffle or consensus
 Monitoring of the house construction
 Inter-agency meetings/ discussion on
relocation, reception, and
resettlement concerns to secure inter-
agency commitment/ support
 Assistance in securing concurrence
of relocatees in documents required
before relocation
 Regular field work/ community
meetings/ monitoring participation of
community leaders and residents in
the activities

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EMPOWERMENT (CBE) Revision No. 00

Procedural flow Effectivity Date

Responsible
Activity Detailed Procedure
Unit/ Staff
 Identification/ motivation of affected
families for relocation and preparation
of the rolling schedule
 Signing of the House/ Lot Application
Documents
 Conduct of organizing activities e.g.
volunteers/ committees during
relocation
 Distribution of second notice for
Relocation
 Community Organizing-Formation
Phase
o Organization of Core Group of
Leaders / Working Groups
o Mobilization of Volunteer Groups
o Vision Setting
o Pre-Relocation Orientation on
the: (a) Relocation and
Resettlement Procedures; (b)
Occupancy Rules and
Regulations, and; (c) House and
Lot Contract
 Community  Assistance in providing information
Actual Relocation Support and guidance to the affected families
Services at the Relocation Action Center
Staff (RAC-sending and receiving sites)
 "Monitoring/ supervision of the
implementation of agreements on
relocation, reception, and
resettlement concerns/ procedures at
the community and inter-agency
levels to make sure that procedures
are carried out as agreed upon
 Assistance in the deliberation of
Beneficiary Selection and Award
related cases
 Ensure transfer of families scheduled
for relocation and trouble shoot when
needed
 Facilitate clarification/resolution of
issues and concerns raised by HOAs,
POs and NGOs

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 COMMUNITY BUILDING AND
EMPOWERMENT (CBE)
Procedural flow
Activity
Community Organizing
(Block Organization to HOA
Formation) or Building
Organization to
Condominium Corporation
Creation
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Page No. Page 5 of 12
Revision No. 00
Effectivity Date
Responsible
Detailed Procedure
Unit/ Staff
Post Relocation Activities
 Community  Community Immersion
Support o House to house visits to new
Services settlers
Staff o Identification and assessment of
potential leaders
o Conduct/ facilitate Informal
Block discussions, info-
motivation activities, and action
planning sessions with Block
residents
 Community  Block Organization / Building
Support Representatives
Services o Planning and implementation of
Staff CBS concept and project
organizational set-up and its
functions
o Conduct of block meetings/
orientation and one to one
discussions on Occupancy rules
and regulations, Maintenance of
community facilities, Block
Organization, Functions of block
leader, and criteria in choosing a
block leader and qualified voters
o Conduct of Block Elections
o Facilitate organizational
meetings among block leaders
to plan, implement and evaluate
action plans and inter-block
activities
o Conduct of capability building
activities on Basic Leadership
session, Values formation/
Importance of community living,
and on resource syndication and
networking
o Tap funds/ mobilize resources
needed to conduct
organizational management and
technical trainings
 Community  HOA Formation / Creation of
Support Condominium Corporation
Services
Staff
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EMPOWERMENT (CBE) Revision No. 00

Procedural flow Effectivity Date

Responsible
Activity Detailed Procedure
Unit/ Staff
o Orientation on the Magna Carta
of Homeowners and
Homeowners Associations
o Action planning with the block
leaders
o Formulation of election
guidelines, mechanics and
procedures
o Implementation of election
guidelines and procedures
o Organization, implementation,
monitoring and supervision of
HOA election activities
o Formation of HOA working
Committee to undertake and
implement its programs and
activities.
o Induction of elected officers
 Community  Constitution and By-Laws (CBL)
Support formulation and ratification
Services o Drafting of CBL/ review of the
Staff HLURB prepared CBL for
possible adoption/ revision
o Presentation of CBL and
ratification by the general
assembly
 Community  Registration of HOA/ elected officers
Support with HLURB
Services o Preparation of documentary
Staff requirements for registration.
o Packaging and submission of
documents according to
checklist.
o Coordination meetings with
HLURB on HOA registration.
o Attendance to HLURB
conciliatory meetings being
called for on raised election/
HOA registration issues.
 Community  Provision of technical inputs to HOA
Support on Regular and special meetings,
Services Work programming sessions,
Staff Implementation, monitoring and
supervision of work program
operationalization, Tap funds/

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EMPOWERMENT (CBE) Revision No. 00

Procedural flow Effectivity Date

Activity
 Community
 Community
HOA/ Condominium
Corporation Strengthening
and Capability Development
 Community
 Community
Inter-Agency Meetings and
Stakeholders' Roundtable
Discussion on Various
Project Issues, Concerns
Plans and Programs
Needing Inter-Agency
Support, Interventions and
Endorsement
Responsible
Detailed Procedure
Unit/ Staff
mobilization of resources,
Operationalization of mechanisms
and venues for consultations at
various levels, and CBE performance
audit and feedbacking
 Community Visioning/ Setting of
Support Vision, Mission, Goal
Services  HOA Action Planning for Short-Term
Staff Programs and Resolution of
Community Issues / Problems
 Needs Assessment
Support o Gaps on present capabilities and
Services requirements to do the tasks as
Staff HOA Leaders/ Board of Directors
o Basic Knowledge, Attitude and
Skills (KAS) needed by Block
Leaders/ HOA Leaders/ Board of
Directors
 Ensure regular conduct of the HOA
Support Officers Meetings, BOD Meetings and
Services Committee Meetings and General
Staff Assemblies
 Implement and Assess the Short-
Term Program
 Organize the Capability Building
Program-based on TNA
 Implementation of the Capability
Development Program
 Preparation of the Five-Year Housing
and Community Development Plan
Support
Services
Staff

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 COMMUNITY BUILDING AND Page No. Page 8 of 12

EMPOWERMENT (CBE) Revision No. 00

Procedural flow Effectivity Date

Responsible
Activity Detailed Procedure
Unit/ Staff

COMMUNITY BUILDING
AND DEVELOPMENT

 Community  Implementation of the Five-Year

Five-year Community
Development Plan/ Property
Management Plan
Implementation and Support
to Start-up Projects
 Community
Monitoring, Assessment and
Replanning of the Housing
and Community Development
Management Plan
Support Housing and Community
Services Development Plan
Staff  Support to Start-Up Community
Project
 Compliance to Occupancy Rules and
Regulations
 Stakeholders' Meeting/ Advocacy
Work in Support to the Five-Year
Plan
 Monitoring and Periodic Assessment
Support  Assessment and Replanning
Services Sessions
Staff  Monitoring and assistance to HOAs
in the conduct of Organizational and
consultation meetings, Conflict
resolution/ management and other
organizational development
concerns, Community assessment,
and Project maintenance
 Monitoring and evaluation of the
operationalization of HOA By-Laws
o Periodic review/amendment of
CBL or as needed
 Ensure membership of the HOA in
the Homeowners Federation of
Southville and Northville Inc. and
participation in its activities
 Ensure membership/ participation of
HOA in the Local Inter-Agency
Committee and other local
organizations/ committees
 Regular consultation and feedbacking
with residents at various level.
 Activities that would establish and
strengthen linkages with agencies

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 COMMUNITY BUILDING AND Page No. Page 9 of 12

EMPOWERMENT (CBE) Revision No. 00

Procedural flow Effectivity Date

Responsible
Activity Detailed Procedure
Unit/ Staff
 Community  Strengthening of HOAs
Continuing HOA/ Support  Facilitate conduct of trainings/
Condominium Corporation Services seminar workshops: Leadership,
Strengthening Capability Staff Team building, Capability building,
Development Values formation/ family
development, Financial and project
management, Simple bookkeeping,
and Resource mobilization
 Formation of green patrol brigade,
volunteer health workers and
volunteer local peace enforcers
 Support activities in the formulation
implementation, monitoring and
evaluation of the 5 year Community
Development Work Plan for all
Southville/Northville communities and
new resettlement sites
 Facilitate HOA reorganization and
election of officers

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 COMMUNITY BUILDING AND Page No. Page 10 of 12

EMPOWERMENT (CBE) Revision No. 00

Procedural flow Effectivity Date

Responsible
Activity Detailed Procedure
Unit/ Staff

COMMUNITY
MANAGEMENT

 Community  Community Management Inputs

Estate Management/ Support  Develop and Implement a
Property Management Services Community-Based Estate
(Capability Building for Staff Management Plan
Community-based Estate o Capability Building on Review of
Management) the Occupancy Rules and
Regulations, Contracts and
Agreements, NHA Billing and
VMG (Vision, Collection System, Financial
Mission, Goals) Literacy, and Loan Counselling
o Develop a Community-Based
Occupancy Monitoring and
Five-Year Collection System
Community Plan o Identify Block/ Projects for pilot
implementation
o Annual Evaluation and
Assessment of Enhancement of the
the Five-Year Community-Based Occupancy
Plan
Monitoring and Collection
System

 Community o Turn-Over of Community

Collection Facilities, Open Spaces, Roads
Support
Efficiency
Services to Appropriate Entities
Staff o Stakeholders' Meeting/
Advocacy Work in Support to
Occupancy the Five-Year Plan/ Community
Retention Rate
Management Plan

 Community  Provision of technical inputs on:

Support Project Turn-Over
and Disengagement
Support o Training on fund management,
Services monitoring/ controlling and
Staff documenting
o Stabilization of communication
network between and among the
residents within the block and in
the various organizational levels
(horizontal and vertical)
o Establishment of sustained
program on team building and
inter-personal relationship

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 COMMUNITY BUILDING AND Page No. Page 11 of 12

EMPOWERMENT (CBE) Revision No. 00

Procedural flow Effectivity Date

Responsible
Activity Detailed Procedure
Unit/ Staff
o Training in MOA/ formal
agreement preparation and
acceptance
 Assistance in the turn-over of
community facilities, utilities,
circulation and open spaces.
 Sustenance of established
linkages/network with civil
society/NGOs. GOs, LGUs
 Community  Facilitate the conduct of buyers
Community Information and Support orientation for new awardees and
Motivation Services credit repair orientation for old
Staff awardees.
 Prepare localized Pahayag in
promoting community awareness on
lot payments occupancy rules and
regulations and other priority projects.
 Conduct Community assemblies and
block meetings in support to sales
and disposition and to enhance
collection.
 Community  Community profiling/updating of mew
Social Services Support resettlement projects
Services  Facilitate conduct of inter-agency/
Staff working committees meetings
 Support activities in the advocacy to
deepen inter-agency commitment for
long term provision of services

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 COMMUNITY BUILDING AND Page No. Page 12 of 12

EMPOWERMENT (CBE) Revision No. 00

Procedural flow Effectivity Date

Responsible
Activity Detailed Procedure
Unit/ Staff
 Community  Meeting with prospective
CBTAP Production
Support beneficiaries as endorsed by the
Services Congressional Reps. (Local Housing
Staff Fund) and Data gathering and
completion of documentary
requirements
 Packaging of project loan application
 Conduct of Financial Management
Seminar and Values Formation
 Packaging of approved project for
payment
 Signing and notarization of CCS with
the CA
 Preparation, signing and notarization
of Individual CCS
 Endorse award documents (MOA &
CCS) to EMD for project code and
inclusion in the LIS and to Accounting
for creation of CA account in the BCS
 Community  Provide TA for the following:
Post Take Out of CBTAP Support o Substitution of beneficiaries
Projects Services o Parcellation of title
Staff o Collection
o Reorganization of CA
o Action Planning of CA concerns
and implementation
 Community  Preparatory activities for Loan
Support Individualization
Services o Restoration of CA awards in the
Staff NHA LIS
o Facilitate reconciliation of CA
accounts with accounting.
o Coordination meeting with
COSO, accounting and CRIOD
regarding loan individualization
o Orient CA on loan
individualization, issue notices
regarding substitution.
o Community Assembly meetings
with HOAs
o Data gathering/validation of
HOA member's profiles,
payments and other pertinent
documents

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 COMMUNITY BUILDING AND Page No. Page 13 of 12

EMPOWERMENT (CBE) Revision No. 00

Procedural flow Effectivity Date

Responsible
Activity Detailed Procedure
Unit/ Staff
o Data Build-Up
o Systems Data build-up
 Package targetted CBTAP projects
 Community for loan individualization:
Support o Package required documents
Services per MC No.2253
Staff o Submit packaged documents to
AMO/ CRIOD for review/
approval
o Serve notice of cancellation CA
and notices to CA Members.
o Orient EMU and turn-over all
documents needed and the
processing of individual awards.
o Assistance to collection
enhancement thru info-
motivational campaigns
o Monitor collection performance
of CA accounts that are not yet
individualized.
o Support activities in the
compliance of CAs/ project
office on the COA findings.

COMMUNITY BUILDING AND EMPOWERMENT MANUAL

Confidential Property of NHA. Not to be copied or distributed without the written approval of NHA
(TEMPLATE #1)
COMMUNITY BUILDING AND EMPOWERMENT (CBE)
Inputs and Recommendations on the Draft Community Building and Empowerment Manual Outline and Contents

INPUTS TO ENHANCE THE DRAFT CBE MANUAL RECOMMENDATIONS

OUTLINE AND CONTENT SPECIFIC RECOMMENDATIONS
ADDENDUM ON THE CONTENT OTHER INPUTS/ COMMENTS GENERAL RECOMMENDATIONS
(As to Content, Topic, and Form)
1. APPLICABLE LAWS AND POLICIES
1.1 1987 Philippine Constitution
1.2 Presidential Decree 757
1.3 Republic Acts of the Philippines
A. Republic Act 7279
The Urban Development and Housing Act
B. Republic Act 7160
The Local Government Code
C. Republic Act 9904
The Magna Carta for Homeowners’ and
Homeowners’ Associations
D. Republic Act 4726
The Condominium Act
E. Republic Act 7899
Amendment of the RA 4726
F. Republic Act 9710
The Magna Carta for Women
G. Republic Act 9262
The Anti-Violence Against Women and their
Children (VAWC)
H. Republic Act 7835
The Comprehensive and Integrated Shelter
Financing Act
I. Republic Act 101211
The Philippines Disaster Risk Reduction and
Management Act
1.4 Executive Orders
A. Executive Order No. 02

Operationalizing in the Executive Branch the

People's Constitutional Right to Information
and the State Policies of Full Public Disclosure
and Transparency in the Public Service
B. Executive Order No. 90
Operationalizing in the Executive Branch the
People's Constitutional Right to Information
and the State Policies of Full Public Disclosure
and Transparency in the Public Service

Page 1 of 4
(TEMPLATE #1)
COMMUNITY BUILDING AND EMPOWERMENT (CBE)
Inputs and Recommendations on the Draft Community Building and Empowerment Manual Outline and Contents

INPUTS TO ENHANCE THE DRAFT CBE MANUAL RECOMMENDATIONS

OUTLINE AND CONTENT SPECIFIC RECOMMENDATIONS
ADDENDUM ON THE CONTENT OTHER INPUTS/ COMMENTS GENERAL RECOMMENDATIONS
(As to Content, Topic, and Form)
C. Executive Order No. 708
Devolving the Function of the Presidential
Commission for the Urban Poor as the
Clearing House for the Conduct of Demolition
and Eviction Activities Involving the Homeless
and Underprivileged Citizens to the Respective
Local Government Units (LGUs)

1.5 NHA Memorandum Circular

A. Memorandum Circular No. 2016 – 088
Adherence to the Community Empowerment
Program in Housing Development

B. Memorandum Circular No. 2465

Implementing Guidelines for the Provision of
Shelter Response to Calamities and Disasters

C. Memorandum Circular No. 2016 -072

Implementing Guidelines of the Community-
Based Shelter and Livelihood Program
D. Memorandum Circular No. 2561
Guidelines for Relocation and Resettlement
under the Housing Program for Informal Settler
Families (ISFs) in Danger Areas in Metro
Manila
E. Memorandum Circular No. 2427
Revised Implementing Guidelines of the
Resettlement Assistance Program for Local
Government Units
F. Memorandum Circular No. 2423
Revised Implementing Guidelines of the
Housing Assistance Program for Indigenous
People
G. Memorandum Circular No. 2221
Implementing Guidelines of Local Housing
Projects by Non-Government Organizations
(NGOs) and People Organizations (POs) …

H. Memorandum Circular No. 2015 – 0015

Guidelines for Site Selection, Site
Sustainability, and Site Planning of NHA
Housing Development Projects

Page 2 of 4
(TEMPLATE #1)
COMMUNITY BUILDING AND EMPOWERMENT (CBE)
Inputs and Recommendations on the Draft Community Building and Empowerment Manual Outline and Contents

INPUTS TO ENHANCE THE DRAFT CBE MANUAL RECOMMENDATIONS

OUTLINE AND CONTENT SPECIFIC RECOMMENDATIONS
ADDENDUM ON THE CONTENT OTHER INPUTS/ COMMENTS GENERAL RECOMMENDATIONS
(As to Content, Topic, and Form)
I. Memorandum Circular No. 2334
Standard Guidelines on the Provision of
Community Facilities for NHA Resettlement
Sites
1.6 Other Relevant Guidelines and Legal Issuances
and Opinions
A. Terms of Reference of the Community-Based
Initiative Approach (CBIA)
B. Guidelines on the Conduct of Pre-Demolition
Conference (PDC)
C. DILG Memorandum Circular No. 2008-143 –
Creation of Local Housing Board
D.
DILG Memorandum Circular No. 2010-134 –
LGU Compliance to Sec.28 of RA 7279
(UDHA) and Sec.27 of RA 7160 (LGU Code)
1.7 International Laws
A. UN Declaration on Human Rights
B. International Covenant on Economic Social
and Cultural Rights (ICESCR)
C. The Convention on the Elimination of All
Forms of Discrimination against Women
(CEDAW)
D. D. Convention on the Rights of the Child
(CRC)
E. E. Convention on the Rights of Persons with
Disabilities (CRPD)
2. OBJECTIVES

3. DEFINITION OF TERMS
Please refer to the attached list of Definition of Terms

4. COVERAGE

Page 3 of 4
(TEMPLATE #1)
COMMUNITY BUILDING AND EMPOWERMENT (CBE)
Inputs and Recommendations on the Draft Community Building and Empowerment Manual Outline and Contents

INPUTS TO ENHANCE THE DRAFT CBE MANUAL RECOMMENDATIONS

OUTLINE AND CONTENT SPECIFIC RECOMMENDATIONS
ADDENDUM ON THE CONTENT OTHER INPUTS/ COMMENTS GENERAL RECOMMENDATIONS
(As to Content, Topic, and Form)
5. THE ROLES AND RESPONSIBILITIES
OF STAKEHOLDERS
5.1 National Government Agencies
5.2 Local Government Units
5.3 Non-Government/ Private Organizations
5.4 Community Associations
A. Homeowner’s Associations
B. Condominium Corporations
C. Resident’s Organizations
5.5 Specific Roles and Responsibilities of NHA
A. Staff Departments
B. Operating Units
6. THE COMMUNITY BUILDING AND EMPOWERMENT
PROCESS AND PROCEDURE DETAILS
6.1 Community Building and Empowerment
Procedure Details
6.2 Process Flow Outline
6.3 Implementing Process of Community Building and
Empowerment
A. Social Preparation Process
B. Community Development Process
C. Community Management Process

Page 4 of 4
(TEMPLATE # 2)
COMMUNITY BUILDING AND EMPOWERMENT (CBE)
Monitoring of Community Building and Empowerment Process and Procedural Details

MONITORING INDICATORS
COMREL STATUS STATUS
CBE PHASE/ PROCESS REMARKS
CRITICAL TASKS EXPECTED OUTPUT EXPECTED OUTCOME
A PA NA A PA NA

* A - Accomplished | PA - Partialy Accomplished | NA - Not Accomplished Page 1 of 1

(TEMPLATE # 3)
COMMUNITY BUILDING AND EMPOWERMENT (CBE)
ROLES AND RESPONSIBILITIES OF STAKEHOLDERS PER NHA PROJECT DEVELOPMENT CYCLE AND KEY RESULT AREAS

STAKEHOLDERS

Homeowners Association
KEY RESULT AREAS Local Government and Community
Partner NGOs and Private
NHA Project Proponent Partner NGAs (Province, City/ Association
Organizations
Municipality, Barangay) (Leaders, Officers, and
Members)

PRE - RELOCATION AND RELOCATION PHASE *

I. Social Preparation and
Community Organizing

II. Site Development and

Housing Construction

III. Basic Services

Installation and
Community Facilities
Construction

IV. Relocation and

Resettlement of
Households **

V. Socio-Economic
Planning and
Implementation

* Simultaneous Implementation of Activities

** Relocation and Resettlement to commence after completion of site development, housing construction, power and water installation. Page 1 of 2
(TEMPLATE # 3)
COMMUNITY BUILDING AND EMPOWERMENT (CBE)
ROLES AND RESPONSIBILITIES OF STAKEHOLDERS PER NHA PROJECT DEVELOPMENT CYCLE AND KEY RESULT AREAS

STAKEHOLDERS

Homeowners Association
KEY RESULT AREAS Local Government and Community
Partner NGOs and Private
NHA Project Proponent Partner NGAs (Province, City/ Association
Organizations
Municipality, Barangay) (Leaders, Officers, and
Members)
POST - RELOCATION PHASE
VI. Sales and Disposition

VII. Cost Recovery/

Collection

VIII.Community Development

IX. Community/ Property

Management cum
Project Maintenance

X. Turn-over and Project

Disengagement

* Simultaneous Implementation of Activities

** Relocation and Resettlement to commence after completion of site development, housing construction, power and water installation. Page 2 of 2
 LISTS OF ABBREVIATIONS

AAC Awards and Arbitration Committee

AMO Area Management Office
CA Community Associations
CBDRRM Community-Based Disaster Risk Reduction and Management
CBL Constitution and By-Laws
CBS Community-Based Structure
CBSL Community-Based Disaster Risk Reduction and Management
CCS Conditional Contract to Sell
CO Community Organizing
COPE Calamity Operations Project Engagement
CP Community Participation
CPO Corporate Planning Office
CR Community Relations
CRIOD Community Relations and Information Operations Department
CRO Community Relations Officer
CRRP Comprehensive Rehabilitation and Recovery Plan
CRS Community Relations Specialist
CSO Civil Society Organization
DBM Department of Budget and Management
DepEd Department of Education
DILG Department of Interior and Local Government
DRRM Disaster Risk Reduction and Management
EO Executive Order
FMD Financial Management Department
GAD Gender and Development
GO Government Organization
HDMF Home Development Mutual Fund or PAG-IBIG Fund
HDPR Human Development and Poverty Reduction
HIGC Home Insurance Guaranty Corporation
HLURB Housing and Land Use Regulatory Board
HOA Homeowners’ Association
HTDO Housing Technology Development Office
HUDCC Housing and Urban Development Coordinating Council
ICESCR International Covenant on Economic Social and Cultural Rights
IP Indigenous Peoples
ISF Informal Settler Families
LDRRMP Local Disaster Risk Reduction and Management Plan
LG Local Government
LGU Local Government Unit
LIAC Local Inter-Agency Committee
MC Memorandum Circular
MOA Memorandum of Agreement
MRF Material Recovery Facility
NAPC National Anti-Poverty Commission
NCIP National Commission on Indigenous Peoples
NDRRMC National Disaster Risk Reduction and Management Council
NDRRMF National Disaster Risk Reduction and Management Framework
NDRRMP National Disaster Risk Reduction and Management Plan
NEDA National Economic and Development Authority
NGA National Governmental Agency
NGO National Disaster Risk Reduction and Management Plan
NHA National Disaster Risk Reduction and Management Framework
NHMFC National Home Mortgage and Finance Corporation
NSCB National Statistics Coordinating Board
OGCC Office of the Government Corporate Counsel
PCUP Presidential Commission for the Urban Poor
PDC Pre-Demolition Conference
PIAC Provincial Inter-Agency Action
PMS Presidential Management Staff
PNP Philippine National Police
PO People’s Organization
PP People’s Participation
PPP People’s Planning Process
RAC Relocation Action Center
RRAP Relocation and Resettlement Action Plan
SIR Site Inspection Report
TOR Terms of Reference
UDHA Urban Development and Housing Act
VAWC Violence against Women and their Children
REFERENCES
Books

De Guzman, Leonora S. (Editor), Marasigan, Rosario Roldan, Hamili, Ma. Saturnina

Laudico, Miclat, Agrinelda Nelmida. Working With Communities - The Community.
Association for Social Work Education, Inc. Manila, 1992

Miclat, Agrinelda Nelmida. The Fundamentals of Community Organization and People

Empowerment. Mary Jo Educational Supply, 1993

Corporate Planning Office (CPO) and Housing Technical and Development Office
(HTDO). Compilation of Select NHA Memorandum Circulars, Volume 1.
September 2013

NHA Memorandum Circulars, Community Initiative Approach Program (CIAP)

National Disaster Risk Reduction and Management Plan, 2011-2018

Presidential Commission for the Urban Poor, Field Operations Division for National
Capital Region (PCUP FO NCR). Compilation of laws and related issuances on
the implementation of Just and Humane Demolition and Eviction. NCR
Consultative Conference for Just and Humane Demolition and Eviction Handouts,
Quezon City, 2013

Community Empowerment in the National Housing Authority. Community Relations and

Information Operations Department. 2015

Websites and Online Articles

https://en.wikipedia.org/wiki/Empowerment

http://www.emt.org/userfiles/Resources/MentoringProgOperationsManual.PDF

http://www.gov.ph/constitutions/1987-constitution/

http://www.gov.ph/section/republic-acts/

http://www.cdf.org.uk/nepmicrosite/files/resources/Briefings/What%20is%20community
%20empowerment.pdf

https://www.microfinancegateway.org/library/role-ngos-promoting-empowerment-
sustainable-community-development

https://www.milton-keynes.gov.uk/assets/attach/4014/Local_Plan_Part_15.pdf

https://www.amrshire.wa.gov.au/library/file/1Council/StrategicDocs/Community%20Dev
elopment%20Plan.pdf

https://www.adb.org/sites/default/files/linked-documents/44328-013-rfab.pdf

http://www.un.org/womenwatch/daw/cedaw/cedaw.htm