MARAWI RESPONSE PROJECT (MRP) Quarterly Report FY2021 2nd Quarter April 1, 2021 to June 30, 2021

The project focuses on three key areas: economic recovery, social cohesion, and community development. In the second quarter of Year 3, MRP implemented several initiatives to ensure the sustainability of its interventions. The project secured commitments of support from local government units to adopt its economic, workforce readiness, and social cohesion initiatives. MRP also strengthened the capacities of its community solidarity groups (CSGs) and fast-tracked the establishment of response systems to address gender-based violence (GBV) in five pilot municipalities. MRP's senior management met with local chief executives and department heads to present project activities, update them on ongoing interventions, and propose a package of cost-share opportunities for integration into their current priority projects. The project also lobbied for budget allocations for the GBV Referral Centers and designated personnel for this purpose. Throughout the quarter, MRP exceeded beneficiary targets for its business recovery, livelihood, and workforce readiness components. Social cohesion targets performed better compared to the second quarter, but reported figures to date are still below expectations. MRP's sustainability strategy focuses on achieving a post-project scenario where project interventions continue to flourish under the stewardship of local government authorities. The project aims to lay the groundwork for sustainability by securing commitments of support from local government units, strengthening CSG capacities, and establishing response systems to address GBV. In the third quarter, MRP will focus on securing commitments of support from local government units, strengthening CSG capacities, and establishing response systems to address GBV. The project will also continue to implement its business recovery, livelihood, and workforce readiness components, and monitor and evaluate its progress. MRP's implementation challenges include the need to strengthen the capacities of its CSGs, establish response systems to address GBV, and secure commitments of support from local government units. The project also faces challenges in meeting its social cohesion targets, particularly in the second quarter. MRP's best practices include its ability to exceed beneficiary targets for its business recovery, livelihood, and workforce readiness components. The project's focus on sustainability and its commitment to securing commitments of support from local government units are also notable best practices. In the next quarter, MRP will focus on implementing its business recovery, livelihood, and workforce readiness components, and monitoring and evaluating its progress. The project will also continue to strengthen its CSG capacities and establish response systems to address GBV. MRP's planned activities for the next quarter include implementing its business recovery, livelihood, and workforce readiness components, and monitoring and evaluating its progress. The project will also continue to strengthen its CSG capacities and establish response systems to address GBV. MRP's indicator summary for the third quarter is as follows: * Intermediate Result 1: Economic conditions of IDPs and host communities improved. + Output 1.1: Business recovery opportunities expanded. + Output 1.2: Livelihood opportunities expanded. * Intermediate Result 2: Social cohesion of IDPs and host communities strengthened. + Output 2.1: Social cohesion grants to host and displaced communities. + Output 2.2: Social cohesion training. MRP's cost table for the third quarter is as follows: * Personnel costs: PHP 1,500,000 * Operating costs: PHP 1,200,000 * Capital expenditures: PHP 500,000 MRP's success stories for the third quarter include the establishment of response systems to address GBV in five pilot municipalities, the strengthening of CSG capacities, and the implementation of business recovery, livelihood, and workforce readiness components.