Phase 4: Implement and Assess Impact
The actual interventions with the families and communities happen at this stage. It is where the articulated needs are responded to with projects and programs through collaboration and convergence. The commitments set by the local implementers, the local government units, and other organizations will be set into play. The local convenor facilitates the coordination between and among the stakeholders’ programs and interventions as well as in monitoring the overall progress of efforts. At this point, successful initiatives and good practices will need to be documented so they can be replicated in expansion areas.
- Results and impact measured and communicated
- Effective programs replicated
- Areas expanded
Options for Action:
To achieve these results, the following actions may be pursued under this phase:
- Implement plans and activities – Corresponding initiatives are implemented at this phase according to the coalition members’ capacities and commitments of the local government unit/s. The local convenor at this stage may reach out to the members of the coalition outside of the local convergence or even to other organizations who may be willing to fill-in the gaps. The family profiles and results of community visioning and planning may be used to show what exactly are the needs of the community.
- Measure results and impact of initiatives – The Monitoring and Evaluation Framework of ZEP2030 at the coalition level is still to be developed. Meanwhile, the coalition acknowledges the varying approaches of each local convergence and the indicators that they choose to adopt. However, the 5 indicators of families in extreme poverty as decided on by ZEP2030, namely: 1) income is below 60 pesos per person per day, 2) missed 2 suppers the past week, 3) with children 5-18 years old not attending school because of poverty, 4) no access to safe potable water, and 5) no access to sanitary toilet will be the standard information to be gathered across all convergences to make sure the minimum and basic services are provided or accessed by the families. Any additional measures may be agreed on and set by the local convergence.
- Document stories of change via ZEP2030 – The local convergence may devise a reporting or updating system within the convergence to capture the efforts and stories unfolding in relation to the implementation of interventions. A regular updating meeting may be set by the local convergence to provide opportunity for the members to update each other on their progress and seek possible assistance or support from the membership. The local convenor facilitates and documents the processes for sharing to the ZEP2030 Secretariat and the Lead Convenors. The knowledge products from the convergences that are shared within the coalition, e.g. data analysis of family and community profiles, success stories, and lessons learned are crucial in increasing the efficiency of delivering basic social services to families in extreme poverty.
- Build on results through expansion – Successful execution of plans and implementation of programs in a convergence will serve as guideposts in new areas for expansion. Documentation, periodic updating and reporting of progress are therefore crucial in determining aspects worth replicating in new areas aside from the identified pathways in building the convergence.
- Take stock of ZEP2030 coalition progress – The coalition through the secretariat and technical working group consolidates all data and determines the status of the overall progress. Apart from gauging the progress based on whether the partner ZEP2030 families were uplifted from the minimum five indicators, results and impact of initiatives will have to be measured through the goals of the local convergences and the set monitoring and evaluation framework of ZEP2030. *still to be developed
SUCCESS STORIES FROM THE FIELD
Antipolo Local Alliance: Multi-stakeholder collaboration between CSOs, the LGU, and the Indigenous Peoples
The launch of ZEP2030 in 2015 initially focused on the seven thematic clusters that anchored their targets on the United Nations’ Sustainable Development Goals, namely: agriculture and fisheries, education, environment, health, housing and shelter, livelihood, and partnerships for indigenous peoples (PIP). The forming of the clusters was a method to target the specific needs of each community the movement aspired to foster. The convergence in Antipolo City was a culmination of the PIP cluster. While it was initially envisioned to be a cluster to address the needs of the indigenous peoples in Antipolo City, it eventually evolved into one of the first few local convergences thriving under ZEP2030.
The Antipolo City Local Alliance emerged from the collaborative work between Smart Communications, Inc. (SMART), Center for Conservation Innovations (CCI), and Assisi Development Foundation, Inc. (ADF). ADF, the first Secretariat of ZEP2030 from 2016 to 2018 is a non-profit organization that operates a holistic strategy in addressing poverty through providing educational support, organizing feeding programs, building water sheds, supplying agricultural equipment and training, empowering indigenous communities, among others. It also headed the PIP cluster from 2016 to 2020.