Project Proposal

Amore Housing
A Component of Amore Community Development Plan

Proponent: Operation Compassion International, Inc.

Target Beneficiary: About 300 families that were displaced

by the onslaught of Typhoon Reming last
November 2006 in Daraga, Albay

88 Maningning Street, Teacher’s Village

Quezon City 1101 Philippines
Telefax# (632) 433-7807
oc.philippines@gmail.com
PROJECT RATIONALE
The homes in Barangays Banyag and Tagas in the town of Daraga, Albay Province, are
now covered with volcanic debris washed off Mt. Mayon triggered by Typhoon Reming
last November 2006. These areas were already declared not livable as there still is a
threat of future floods and rush of volcanic materials in the area. 8,000 families have
been displaced. Depression has set in. People have gone from believing to hopeless-
ness.

For the initial 4 months after the typhoon, most people were forced to live in the des-
ignated evacuation center, which was the public elementary school. Operation Compa-
sion (OC) facilitated the transfer of around 500 families to the temporary relocation site
provided by the local government, and ultimately adopted 300 displaced families.

Today, after almost nine months, some of the displaced families are still living in tents
while others went back to their ruins.

As the organization committed to assist in rebuilding the community (see Amore Com-
munity Development Plan), the construction of permanent housing has been a basic
part of the plan. A 2.1-hectare land has been secured for the permanent relocation site
in Anislag, Daraga, Albay and 127 of the adopted families are now housed in temporary
shelters.

OBJECTIVE
To build 300 appropriate and quality houses, a community multi-purpose center, a day
care and health center, and waste disposal facilities

IMPLEMENTATION PLAN
A. Prepare Permanent Relocation Site

Operation Compassion secured 2.1 hectares in Anislag Daraga Albay allotted for the
permanent relocation site; now tagged as Amore Community. The site development
is being undertaken by the local government of Daraga.

Aside from preparing the site, crucial in the construction of houses is the social
preparation of the community. OC facilitated the formation of Interim Peoples As-
sociation (IPA) to get the full cooperation of all the beneficiaries.

» Amore IPA will be in-charge of the mobilization of manpower, draft-

ing of rules and regulations on constructions, and eventual distri-
bution of finished houses.
» Amore IPA will be in- charge of securing the construction materials
and equipment in the project site, and is responsible for safekeep-
ing the people from the hazards common in construction sites
» Amore IPA will establish the regulations and means in maintaining
the whole Amore Community
B. Establish Partnership

OC believes in Filipino Bayanihan Spirit and works in partnership with the different
sectors working in the community it helps rebuild. With the Amore, it has established
collaboration with the local government unit, business and church sectors, other non-
government organizations.

C. Oversee the construction of 300 houses and necessary infrastructure

ACTIVITY TARGET PERIOD

1. Ground-breaking Ceremony September 2007

2. Facilitate the IPA and small group lead- September – October 2007
ers in drafting the rules and regulations
of the construction, distribution of the
houses, and eventual maintenance of
the whole Amore Community.

3. Arrange for bidding of construction September 2007

project to contractors and suppliers, and
process appropriate contracts/MOA for
chosen contractors and suppliers

4. Follow-up on final site development plan September – October 2007

from the municipal government

5. Coordinative meetings and planning ses- September 2007 – December

sions with contractors and IPA 2008

6. Final briefing of the community prior to October 2007

start of construction, and orientation of
volunteer workers

7. Order and properly stock materials October 2007

8. Start of construction and monitor prog- October 2007

ress of construction of houses

9. Quality control inspection of the con- March 2008 (as several hous-
structed houses es are being built and nears
completion)

10. Construction of Community Multi-pur- September 2008

pose Center and Health Care Center

11. Construction of roads and other September 2008

facilities(e.g. light posts/gate, waste dis-
posal facilities)

12. Endorsement of project to IPA and the December 2008

municipal government

13. Distribution of houses and Thanksgiving December 2008

Ceremony

14. Oversee role of IPA in maintaining the December 2009 – June 2010
Amore Compound
BUDGETARY REQUIREMENT
(values in Philippine Peso)

ITEM AMOUNT

Materials and Labor (80K x 300 houses) 24,000,000.00

Multi-Purpose Community Center 500,000.00

Community Health Center 300,000.00

Administrative Cost 500,000.00

ESTIMATED TOTAL PROJECT COST 37,000,000.00

THE AFTERMATH

TENT CITY: temporary relocation

TEMPORARY SHELTER

PROPOSED PERMANENT HOUSING DESIGN

 Amore Purpose Driven Community
A Community Development Program

Proponent
Operation Compassion International, Inc.

Target Beneficiary
About 300 families who lost their homes (source of living, and even
love ones) on the onslaught of Typhoon Reming last November 2006

Cooperating Groups
PLDT-SMART Foundation
Purpose Driven Southeast Asia, Inc.
Green Architecture Movement of the United Architecture of the
Philippines
Albay Mabuhay (Foremerly Ayuda Albay)
Dios Mabalos Foundation
Local Government of Albay
International Office of Migration
Pilipino Community Church

88 Maningning Street, Teacher’s Village

Quezon City 1101 Philippines
Telefax# (632) 433-7807
oc.philippines@gmail.com
 RATIONALE

The people from the towns near Mt. Mayon have been struggling for several months now. It has not
just been because of the eruption the volcano recently demonstrated, but more of the ravage Typhoon
Reming (International Codename: Durian) left.

The typhoon created mudslides of volcanic ash and boulders off Mayon Volcano that claimed more
than 400 lives, affected more than 250,000 families, and damaged 90% of the surrounding towns
(houses, infrastructures, and livelihood).

Government and non-governmental agencies provided much care and relief to the victims.
Unfortunately, with the magnitude of the disaster, the provision that has been extended was not enough
to see the community rehabilitation through. After nine months, 10,000 of the displaced families are
still living in tents, while others went back to their ruins.

Operation Compassion (OC), in partnership with the local government of Daraga and Ayuda Albay,
secured 2.1 hectares of land in Anislag to be engineered as a permanent relocation site of at least
300 displaced families from Daraga.

OC believes that in every disaster there is birth of a new life; a new community. Therefore the victims
must be inspired to rise up from the ruins left by the calamities. OC is committed to walk along side
the victims until they are whole again as a person, family and community, and until transformation
happens; not just a new community but one where people are living out the true essence of bayanihan
spirit , a progressive attitude towards community welfare, empowered, productive, good stewards
of resources, and strong love for God and country.

OBJECTIVES

General Objective : To facilitate the rebuilding of a new community composed of 300 families
displaced by typhoon Reming in the municipality of Daraga, Albay

Specific Objectives : 1. To empower the affected communities by facilitating the formation of

dynamic community organization
2. To address health-related needs of affected communities
3. To help the community put-up alternative sustainable livelihood pro-
grams
4. To assist in infrastructure development for the Amore Community
 IMPLEMENTATION PLAN

OBJECTIVE 1: To empower the affected communities by facilitating the formation of dynamic com-
munity organization

Programs:

Set-up “Bayanihan Center” as the foundational organization from which all values formation and de-
velopmental efforts will be integrated (See Appendix 1)

Formation of Interim People’s Association with functional committees and set of officers.
• Identify key community leaders who would assist in implementing the different commu-
nity development interventions and would be responsible for continuing the manage-
ment and implementation of developmental efforts in their respective communities.
• Equip key community leaders on organizing and managing know-how, Christian lead-
ership values, good human relations, effective communications and networking capac-
ity.

OBJECTIVE 2: To address health-related needs of affected communities

Programs:

Medical Missions
• Organize a working committee to manage and coordinate health concerns for the
community.
• Network with church missions and other partner organizations to mobilize and send
weekly medical/dental missions in the target communities.
• Develop and implement a “Referral System” for critical mental health problems,
physically handicapped and children-at-risk

Set-up “Botika Binhi” in the adopted communities (Appendix 2)

Preventive Health Program

• Identify and equip local health workers on organizing skills, first aid and paramedic
tasks.
• Conduct community-wide seminars and events promoting personal health & hygiene,
good parenting, cleanliness and proper waste disposal, disease prevention, alterna-
tive medicine, and, disaster management.

Psychosocial Intervention
• Establish partnership and coordinate with government agencies, NGO, business and
churches with the same goals and technical resources in the line of psychosocial en-
deavors.
• Identify and equip local counselors on effective counseling skills, basics of mental
health maintenance, post-disaster debriefing, essentials on disaster management (e.g.
organizing, post-disaster risks control)
 • Conduct training on “Stress and Trauma Healing” for local community leaders, school
teachers, health & church workers

OBJECTIVE 3: To help the community put-up alternative sustainable livelihood programs

Programs:

Food always in the Home (FAITH) (Appendix 3)

• Conduct trainings on backyard farming
• Provide initial seedlings and organic fertilizers

Small and Medium Scale Entrepreneurial Program

• Conduct coachings and trainings on business administration
• Provide initial funds for capital
• Integrate efficient monitoring, auditing, and evaluation system
• Facilitate formation of a business managed and owned by the community

Objective 4: To assist in infrastructure development for the Amore Community

Programs:

Building of 300 Permanent Housing

• Secure permanent relocation site for displaced families.
• Enter into Memorandum of Agreement with the Municipal Mayor and NHA
• Arrange for technical coaching and supervision during the construction and utilization
of available local resources
• Oversee the construction and eventual distribution of permanent housing

Construction of “Community Health Center”/Clinic.s

Construction of Multipurpose Center.
Setting-up Waste Disposal Facility
 GENERAL O.C. COMMUNITY REBUILDING
ACTIVITY FLOW
RELIEF SHORT TERM REHABILITATION
Day 1 – 6th Month 3rd Month – 12th Month
RERO Officer RERO Officer &
Project Field Officer
• Coordination Meetings • Food Always in the Home
• Network Mobilization (FAITH)
• Distribution of relief • Livelihood Grants
goods • Temporary Shelters
• Medical Missions • Construction of Permanent
• Debriefing Houses
• Setting Up of Essential • Installation of Toilets and Wa-
Facilities ter Pumps
• Medical Missions
• Stress and Trauma Seminar
• Training of Community Based
Counselors
• Training on Disaster Manage-
ment/ RERO volunteers
LONG TERM REBUILDING
2nd Year – 4th Year
Project Field Officer &
Community Organizer
• (Bayanihan Savings Program)
Bayanihan Sa Pagbabago
People’s Association
• Community Spirit Building
Affairs and Assemblies
• Small Group Development Pro-
gram (Values Formation)
• Community Leadership Deve-
lopment
• Community Welfare Volunteer
Workers Training
• Medical Assistance Network
• Botika Binhi
• Home-based Counseling
• Livelihood Financing
• Entrepreneurial Skills & Values
Training
• Retreats and Recollections for
Community Workers, Leaders,
and Couples
 MECHANICS OF IMPLEMENTATION

1. DEPLOY RELIEF AND EMERGENCY RESPONSE OPERATION (RERO) TEAM

OC responds to calamity-stricken communities by deploying the RERO Team. Aside from giving
initial relief and medical goods, the RERO Team is in charge of coordinating with government and
establishing partnership with local and international NGO in the area. Rebuilding of community
will be hastened if the government agencies, NGO’s, the business and church sectors will work
together as partners. OC’s role is to connect these agencies to the community and facilitate their
working together.

2. ADOPT A COMMUNITY (Identify the Target Benefiting Community or Population)

As the RERO team work closely with local government units in the early days of the relief efforts
in several communities, the OC Project Officer will then identify a likely community to adopt.
Once the community is identified, a public consultation will be held. Should the community agree,
the OC Project Officer will then present to the local government a more elaborate detail of OC
program for the rebuilding of the identified target community. Once agreed upon, the project will
be sealed with a Memorandum of Agreement (MOA). In the process, OC will continue to live and
work together with the community, assist in the evacuation, and eventually, rehabilitate/rebuild the
lives of people and the community as a whole. Immersion of OC field people in the community
is crucial in establishing long-term relationship among the victims and in providing psychosocial
intervention. It is also a good way in effectively facilitating coordination between the community,
local government, line agencies, international and local NGO, churches, and volunteers helping the
community.

3. ORGANIZE THE ADOPTED COMMUNITY

Once the MOA between the local government and OC is finalized, the Project officer will gradu-
ally organize the community. Organizing the displaced families is crucial in eventually rebuilding
their lives and community. The tendency of the victims is to depend on the government and NGO
helping them. This, OC will try to address by infusing the formation of people’s association made
up of organized small groups called “Bayanihan Center” from within the community. The small
groups will be the venue for OC to teach values formation and do psychosocial intervention. After
which, the community will form an Interim People’s Association (IPA). The IPA will have their set of
officers and functional committees to handle the day to day operation of their community. OC will
continue to train the leaders of small groups and the IPA officers. At this stage OC will implement
the agreed community development programs through IPA.

Importance of an Organized IPA:

1. dependency from dole-outs will be avoided since the community is part of the whole project
process
2. decision making and implementation of projects will be actively carried out by the community
instead of government agencies and non-government organizations
3. accountability specially on money matters will be encouraged since all funds coursed through
OC will be co-managed by the IPA
4. the beginning of true bayanihan spirit – the community will learn to work together as a team
 FUND MANAGEMENT

1. All funds donated by or through OC for Amore Community Development Project, shall be depos-
ited in a separate bank account for easier stewardship.
2. OC Project Development Officer will be responsible for projecting at least a 6 month budget re-
quirement and will request in writing the release of the sizeable amount needed for the commu-
nity rehabilitation project. The lump sum budget projection will be approved by the OC President
in the light of checking all funds are to be used in activities strategically aligned in the over-all
community rehabilitation goals for the target area.
3. The amount will then be released or deposited in an OC checking bank account opened in
Legaspi City, Albay which is opened exclusively for channeling the funds intended for the com-
munity development project in the area.
4. All budget requests, reimbursements, cash advances and supplier payments will be processed in a
weekly basis and in the area by a temporarily hired administrative team composed of a cashier,
bookkeeper, and the OC community development coordinator and Amore IPA Chairman.
5. All approved budget requests will then be given to the field bookkeeper who would then pre-
pare the checks. The checks will then be signed by the IPA treasurer and OC managers before given
to the cashier for releasing. The bookkeeper will then prepare a weekly check disbursements
report which will serve also as a tracking sheet for all checking transactions.
6. The cashier will then be responsible for the proper releasing of the checks, requiring the recipient
to sign in the check vouchers and in the weekly check disbursement report.
7. The bookkeeper will then check all the disbursement documents, record it in a simple accounting
system, and monitor recorded transaction as against cash-on-bank and as against approved
projected budget/expenses.
8. The cashier is responsible for requesting a weekly petty cash revolving fund of PhP 10,000.00
which he/she will be responsible liquidating prior to requesting for another weekly revolving
fund.
9. The cashier is also responsible for cash disbursements and cash payroll releasing. All cash dis-
bursements and cash payroll distribution should be released with an appropriate acknowledge-
ment form signed by the recipient. The acknowledgement form should indicate in detail the
rationale for the payment or release of cash.
10. Petty cash disbursements will strictly cover only expenses not more than 500 pesos, and will cover
such field expenses such as transportation/fare within the vicinity, gasoline, meals, and purchase
of small amount of supplies. To request for petty cash from the cashier, an appropriate petty cash
slip should be filed.
11. The bookkeeper shall also monitor from receipts of purchases all major equipment and non-
consumable materials purchased for the project. Appropriate monitoring of equipment not less
than PhP 3,000.00 and recording it as fixed assets is required while an inventory and utilization
monitoring form should be updated from time to time for the distribution of non-consumable ma-
terials.
12. The cashier will be responsible for the distribution of all consumable supplies for the project. He/
she would have to maintain a distribution list on which recipients will then sign to acknowledge
receipt of the materials/supplies.
13. All OC and IPA officers will then be responsible for liquidating all their advances by filing an
 expense report form. The attached receipts should be organized as such in order of how the
expense report is written. All cash advances should be liquidated as soon as possible or at least
within a month time.
14. The bookkeeper shall prepare his/her accounting records and documents for audit of our external
auditor as part of preparing the audited OC annual financial report.
15. The external auditor shall provide separate the audited financial report to OC head office while
incorporating the accounting data in the over-all OC Annual Financial Report due for BIR and
SEC submission.
16. The bookkeeper shall be responsible for updating the OC field managers of the status of the
funds and expenses, alerting them for any excessive expenses and if the cash on bank drops less
than 100,000.00 pesos. In this way and OC field managers will have to act quickly in allocating
additional operational funds.
17. Purchase of materials and equipment, and selection of service provider should be a process of
selecting between at least three best suppliers…thus appropriate bidding or cost estimate/can-
vassing should be done. Selection criteria would have to at least consider best quality, lowest
prices, and extra supplier support. Proper documentation or contracts should be prepared to
officially identify accredited supplier from which the bookkeeper will refer as he/she prepares
check payments for accredited suppliers.
18. The community through the IPA officers will be part of the whole process of selecting, purchasing,
buying and releasing of money to supplier.
 APPENDICES

APPENDIX 1
BAYANIHANG PILIPINO SAVINGS PROGRAM

I. Background for the Advocacy of Bayanihang Pilipino Savings Program

A. National Situation

It is a fact that our country is in the midst of an economic crisis. The ballooning budget deficit, high
inflation rates, the continuing rise in prices of basic commodities such as food and fuel – all these
coupled with the numerous natural calamities that have hit the nation – seemingly makes it impossible
for the average Filipino to even hope for a more prosperous life.

Right now, we need to seriously address the following:

• Spiritual and moral degradation

• Poverty and unemployment
• Unequal distribution of the nation’s wealth and resources
• Inadequacy of government resource to address socioeconomic problems
• Belief that the poor cannot save, cannot pay, and cannot borrow
• Culture of mendicancy
• Poor peace and order condition

B. Vision of a Better Philippines

Amidst all these difficulties, however, our dream is for our country to someday be the home of Fili-
pinos who are:

• God-centered
• Productive and responsible members of society
• Prosperous, generous and entrepreneurial

We believe that each Filipino is the key to the transformation of our country and our people.

II. Program Overview

Bayanihan is a Filipino word for mutual help. It pictures a situation in the countryside where as one
household needs help in relocating its house, the members of that community come to the rescue.
Household heads volunteer their resources, time and effort, and leave their respective chores, to assist
the needy neighbor. Bayanihan reflects the virtue of self-help in that each and every need (financial
or otherwise), can be met not through outside help but from within the community itself.

The BPSP nurtures this Bayanihan spirit. It is a grassroots or mass-based savings system, owned and
operated by the community, them being the principal source of funds through their savings deposits.
They are also the managers of the funds as their respective officers take overall charge of the safe-
keeping, disbursement, use, and investment of these funds through loans for income-generating activi-
ties. The BPSP creates wealth in the form of savings of individual members.
The Program operates on the basis of trust, cooperation and mutual help. It promotes family values,
moral recovery and Biblical principles. As opposed to other poverty-alleviation programs, the BPSP
utilizes the concept of self-help rather than “dole-out.” It is a multi-stakeholder undertaking
among the government, the non-government sector, the Church, the private sector, and civil society as
a whole.

The BPSP is implemented through groups called Bayanihan Centers (BCs) of 15 to 30 members who
meet weekly and where each member continuously makes a regular deposit.

A. Smart Partnership

The Bayanihang Pilipino Savings Program is a smart partnership among households or the informa-
tion sector, the private sector, BaPI, other NGOs and POs, religious groups, and the government.

In this partnership, the government performs a fiscal role perhaps in financing trainings and proj-
ects of BCs, while at the same time creating a conducive political and legal environment for BCs
to thrive.

The private sector help generate jobs and incomes for BC members. BaPI, other NGOs and reli-
gious groups, on the other hand, provide the technical assistance as well as inculcate values, skills,
knowledge and resources for the Program.

The households or the informal sector provide the purchasing power, the manpower, and savings,
which in turn create small and medium enterprises in the community. The technology offered by the
Program also facilitates political and social interaction within the community. The households are
not just beneficiaries of the Program but rather partners, since the BCs accept, own and implement
the Program themselves.

B. BPSP Core Values

The Bayanihang Pilipino Savings Program is governed by five (4) core values:

1. Without God, there is no real success

2. Always seek the welfare of the community
3. Everyone can save
4. There is power in unity (synergism)
5. No dole-out

C. BPSP vs. Micro-Financing Programs

The following are the basic differences between the BPSP and other Micro-Financing
Programs:

BPSP Other Programs

Basic Features • savings-based • credit-oriented
• values formation • beneficiaries are perpetual
• community/member-owned borrowers

Overriding Goal • capital build-up • credit financing

• social & economic transformation
 APPENDIX 2
BOTIKA BINHI

The Botika Binhi (“botika” means “pharmacy” and “binhi” means “seed”) concept was first introduced
to the literacy facilitators from five municipalities during the Literacy and Health Training held in
Zamboanga City in 1998. Botika Binhi is a community-based, community-managed health-financing
program that insures the availability of affordable essential and herbal medicines in the community.
This program was promoted through department order No. 275-G, series of 1994, issued by then
Secretary of Health Dr. Juan Flavier. OC has adopted this program and found it an essential component
for the long-term welfare of the community in the aspect of providing easily accessible and affordable
medicines for common ailments. The Peoples’ Association will run Botika Binhi through the committee on
community health, or through the team of volunteer health workers.

APPENDIX 3
FOOD FOR THE TABLE PROGRAM

“Food Always in The Home” (FAITH) program was originally designed to address the problem of mal-
nutrition and hunger. FAITH is very manageable backyard gardening activity using natural farming
methods. In the context of disaster, OC strongly sees the immediate introduction of FAITH to the victims
as they receive temporary or permanent relocation site. Psychologically, after learning from the pro-
gram and successfully nurturing their own backyard gardens, the victims will grow a true sense of hope
as their garden bear fruit…realizing they can still be productive, restoring slowly one’s dignity and
fulfillment. This approach will also ensure that the victims will not develop a strong dependency from
charitable organizations/individuals and have false expectations that relief goods will continually
flow. OC foresee that the victims should already be implementing this program for within a maximum
of six months time, almost all government and non-government organizations will already be pulling-
out, and relief goods will stop coming. In addition, the implementation of this backyard gardening
program will also provide a venue to nurture relationships within the family when they work together
for this project. Finally, the essence of natural farming teaches of chemical-free and nature-tuned
ways and materials in gardening. Such methodology provides very nutritious and safe produce for the
victims, and helps enrich the likely poor soil of the recently disaster devastated area.
 APPENDIX 4
ORGANIZATIONAL BACKGROUND

OPERATION COMPASSION
Rebuilding Communities, Transforming the Philippines

OUR BEGINNINGS
Operation Compassion was born out of a burden to reach out in love, grace and compassion
to the victims of the calamity that struck the provinces of Aurora and Quezon in November-December
2004. When three typhoons caused landslides and floods, laden with logs, to bury towns and vil-
lages. Whole communities were left homeless, literally wiped out physically, economically and emo-
tionally. A team of Christian volunteers organized themselves to provide emergency relief and medical
assistance to the two most severely devastated barangays, Barangay Banglos in General Nakar and
Barangay Ilog in Infanta.
While other organizations came and left after giving emergency relief, Operation Compas-
sion saw the need to stay and help rebuild the devastated communities. In partnership with generous
churches and NGOs, Operation Compassion developed a long-term, community-based development
plan for the wholistic transformation of the devastated barangays. Since the areas were completely
wiped out, it was an opportunity to rebuild and empower the barangays from ground zero, transform-
ing character by instilling the right values and work ethics while addressing basic needs and organiz-
ing the communities into groups for better leadership and unity.
The organization also extended relief and community development efforts to communities in
the Provinces of Aurora, Leyte, Mindoro and Bicol.

OUR VISION
Our vision is a transformed nation where people are living out the true essence of bayanihan spirit , a
progressive attitude towards community welfare, empowered, productive, good stewards of resources,
and strong love for God and country.

OUR MISSION
Operation Compassion in partnership with Government and Non-Government agencies, business and
church sectors is committed to the transformation of the Philippines by helping the calamity-stricken
community via relief & emergency response operations and subsequent wholistic community develop-
ment.
OUR CORE VALUES
Operation Compassion aims to inculcate the following core values in the communities where it is
based:
• Love for God and country
• Strengthening of the family as basic unit
• Value of each being and restoration of the dignity of the Filipino
• Bayanihan – value of helping and working together
• Enhancing Filipino culture
• Faith in oneself

OUR BOARD:

Chairman: Cielito Habito

Board Members
Prof. Emmanuel Luna, Ph. D.
Atty. Teodoro Pascua
Ms. Cecille Marcos
Ms. Ma. Veronica Lagman
Ms. Carla Martinez
Mr. Luigi Tabuena

Executive Director: Mr. Jose Maria “Butch” Albert