See KPA in action

In our own evaluation… we only focused on the objectives, how much were rehabilitated and the project reach, among others.  We were unable to look at the capital aspect.  Now, this provides me (with) a clearer perspective as to how the project succeeded.

Marietta Paraga
President, Cordnet

When CCLFI.Philippines and PEF reviewed the most successful projects among more than 950 anti-poverty projects funded by PEF over the last five years, it is apparent that project success can be explained in part to (a) use of available intangible assets of the community and (b) sustainable build-up of the community’s tangible and intangible assets. These were not conscious decisions made at the time these projects were conceived and designed; rather, these were ex post or hindsight observations.

With the use of the KPA framework, the success of the project is not only limited to the achievement of project objectives. The KPA recognizes that as development projects are undertaken, benefits other than those intended by the project accrue to the community as well. The process in itself of implementing the project creates intangible gains for the community because the use of wealth creates more wealth, in the form of other intangible assets. This is true for all the six cases under study.

PEF Projects: Success Factors and Resulting Gains

TUBIG Project Formation of community organizations + members’ trainings

+ Greater financial capital as water expenditure dropped

+ Greater cohesion and experience within the community organizations

+ Knowledge about water systems

+ Enhanced leadership skills of community leaders

+ Increased sense of pride

+ Easier access to water source

Uplifting and Normalizing Malnourished Children Stakeholder relationship + innovative systems + culturally sensitive approaches

+ Greater financial capital for nutrition program (P50 million annual appropriation by Municipal Health Board)

+ Improved systems in feeding, monitoring and evaluation both at the community and LGU levels

+ Improved knowledge in nutrition and childcare

+ Regular backyard gardening for planting vegetables

Health Plus Social Franchising Wide network of community orgs servicing as operators + sound business model + cooperation of LGU/LGA + enterprising leader

+ Access to cheap medicine by almost half the population of Antique

+ Acceptance of generic medicine

+ AFON provincial franchise gained a good reputation and goodwill among social franchisees

+ Community orgs more capable in management particularly of outlets

+ Running an outlet had a consolidating effect on community orgs because of health service extended to its members

Bridge Financing for Education Bridge fund + focus and ability of administrators and teachers to improve teaching

+ Physical capital in the form of vehicle and land for planting

+ Increased morale and energy for improving curricula and developing activities

+ Mobilized alumni and formed School Development Committee

+ Improved systems and procedures in school administration

+ Greater enrollment and lower drop-out rates

Micro-livelihood and Expanded Micro-livelihood Support Program Dedicated leader + strong community relationship + systems and procedures in microfinance

+ Broader membership translating to greater income (6,861 members in 2007 from 679 in 2002)

+ Improved mircofinance policies and procedures and clearer delineation of tasks

+ Improved skills in managing microfinance

+ Community’s dependence on usurious lending diminished

+ Group lending has created a “network” of microentrepreneurs

+ Greater track record for the cooperative GDMPC

Integrated Health Initiatives for Two Indigenous People Tri-partite arrangement + formation of community orgs

+ Ownership of land and houses

+ Access to basic services and amenities

+ Formal organization with vision, goals and set priorities

+ IPs able to participate in drawing up area development plan

+ Sense of security

+ Knowledge of basic leadership and acquisition of new skills