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SUSTAINABLE LIVELIHOOD PROGRAM

FIELD OPERATIONS MANUAL

I. BACKGROUND

The Department of Social Welfare and Development (DSWD) continues to develop, implement and
coordinate social protection and poverty reduction solutions for and with the poor, vulnerable and
disadvantaged. From 1996 to 2010, the DSWD implemented the Self Employment Assistance-
Kaunlaran (SEA-K) Program, a capacity-building program for skills development, technical
assistance and seed capital provision to enable the poor to access opportunities that would build their
asset base.

A small grant from JICA supported a rapid assessment of SEA-K on financial inclusion among
DSWD program participants and explored ways of linking communities to micro-finance institutions
(MFIs). The rapid assessment of SEA-K indicated the need to link recipients to market-driven
businesses and micro-enterprise development to achieve substantial and sustained increases in income
that create a pathway out of poverty. The study suggested that the SEA-K design needed to shift from
direct provision of credit by the government to an approach that builds the enterprise capacity of the
poor and facilitates the entry of private sector MFIs to provide sustainable financial services to the
poor. To this end, DSWD, with technical and advisory support from the World Bank and JICA,
developed a framework on community-driven enterprise development (CDED) to enable the poor to
transition and participate in local economic activities and systematically link communities to MFIs.
The CDED framework built on the results of previous analytical work that was undertaken through
the World Bank Just-in-Time Gender Trust Fund. Moreover, the study demonstrated that the
community-driven development (CDD) implementation under the KALAHI-CIDSS enhanced the
capacity of community volunteers to engage external service providers and provided specific skills
(e.g., financial management, procurement, budget planning) that could increase their readiness for
enterprise development.

This brought about Administrative Order 11 series of 2011, referred to as the Guidelines on the
Implementation of the Sustainable Livelihood Program to integrate the CDED approach preparing
market-driven and resource-based micro-enterprises, where partnership building and market linkage
were the identified key functions of DSWD to leverage socio-economic opportunities for the poor.

In 2014, the Sustainable Livelihood Program was enhanced to adapt to the growing demand of
substantial interventions. Thus, the Memorandum Circular 11 series of 2014 or the Enhanced
Guidelines on the Implementation of the Sustainable Livelihood Program was created. Following
this were additional guidelines on additional livelihood interventions provided by the program.

However, in 2015, the Sustainable Livelihood Program introduced an enhanced field operations
manual (FOM) that would still carry the CDED principles but with a shorter implementation timeline.
However, the process needed further refinement to strengthen the social preparation of program
participants to engage in the program and receive the appropriate livelihood interventions.

In 2016, the Sustainable Livelihood Program conducted consultation sessions with the DSWD Field
Offices and pursued a business process review through external consultants to address the emerging
and evolving needs of the program. This propelled the streamlining of inputs, strategies, experiences
and practices gained from program implementation.

Furthermore, the Sustainable Livelihood Program endeavored to reinforce principles of community


organizing into program implementation to increase the level of participation among program
participants and harness a deeper sense of ownership of their development.

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As a result, the Sustainable Livelihood Program developed the omnibus guidelines, including
improved processes that would resolve gaps and issues in program implementation. In support of the
omnibus guidelines, the Sustainable Livelihood Program shall also release an FOM.

On that account, the document you are about to read is a technical novel.

II. DEFINITION OF TERMS

Cash for Building Livelihood Assets (CBLA) a modality for short-term and labor-intensive
projects intended to develop, rebuild or protect physical and natural assets and consequently increase
the productivity of livelihood assets or projects, spanning 11 days, in which participants receive 75
percent of the regional minimum daily wage

City/Municipal Inter-agency Committee (C/MIAC) consists of designated representatives from


various local government unit (LGU) offices, private organizations, or government institutions who
act as advisory committee to the M/CAT in the implementation of the different activities of the
DSWD core programs

City/Municipal Action Team (C/MAT) a team of DSWD employees working in the


municipalities/cities composed of representatives from its core programs, namely the Sustainable
Livelihood Program, Pantawid Pamilyang Pilipino Program, and the Kalahi-CIDSS-NCDDP

Employment Assistance Fund (EAF) a modality that provides financial assistance for program
participants with guaranteed employment to secure employment requirements up to the first 15 days
of guaranteed employment

Employment Facilitation (EF) Track the programs track that provides assistance to qualified
participants seeking employment. Activities under this track include pre-employment counseling,
technical-vocational and soft skills training, as well as job referrals or placement, among others.

Field Project Development Officer (PDO) a DSWD field worker deployed in target municipalities
or cities, either to carry out program implementation and operations monitoring or conduct results
monitoring and assessment

Implementing PDO The Field PDO responsible for carrying out critical activities of the program,
as well as facilitate the development of enterprises or employment of program participants

Microenterprise Development (MD) Track the programs track that focuses on starting,
expanding or rehabilitating micro-enterprises. Activities under this track include entrepreneurship,
technical-vocational and soft skills trainings, among others.

Modality an intervention or assistance provided by the Sustainable Livelihood Program to program


participants in support of an identified livelihood project

Monitoring PDO The Field PDO responsible for assessing the livelihood projects of SLP served
program participants and identifying follow-through interventions that will serve as input for forward
planning of the Field Implementing PDO

Mungkahing Proyekto The project proposal for livelihood projects prepared by program
participants, with guidance from the Field Implementing PDO

Program Participants eligible individuals belonging to poor, marginalized and vulnerable


households identified by the National Household Targeting System for Poverty Reduction (NHTS-

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PR), later on referred to as the Listahanan. Priority households are those belonging to the Pantawid
Pamilya Pilipino Program.

Provincial Coordinator (PC) PDO assigned to serve as coordinator and team leader for all Field
PDOs within a province

Seed Capital Fund (SCF) a modality that provides working capital, including small tools, raw
materials, start-up expenses, permit/s to operate, as well as large and long-lived tangible assets needed
in starting or expanding a micro-enterprise

Skills Training (ST) a modality that provides financial assistance specifically to enhance the
technical-vocational skills of program participants for higher productivity and/or profit

Sustainable Livelihood Program Association (SLPA) a community-based organized group


consisting of at least five to fifty eligible participants engaged by the Sustainable Livelihood Program

Sustainable Livelihood Program-National Program Management Office (SLP-NPMO) the


Sustainable Livelihood Programs office based at the DSWD Central Office, which manages the
overall program implementation delivered by the SLP Regional Program Management Office

Sustainable Livelihood Program-Regional Program Management Office (SLP-RPMO) the


organizational structure at the Field Offices, which is responsible for program implementation within
a region

III. PROGRAM DESCRIPTION

The Sustainable Livelihood Program is a capability-building program for poor, vulnerable and
marginalized families and individuals in acquiring necessary assets to engage in and maintain thriving
livelihoods that help improve their socio-economic conditions.

The Sustainable Livelihood Program contributes to improving the economic sufficiency of poor
families, prioritizing Pantawid Pamilya beneficiaries, in developing employable skills, securing
gainful employment, earning steady and sufficient income, and accessing social security and financial
resources. In addition, the program contributes to their social adequacy by engaging them to build
stronger relationships with other community members and harness social safety nets through their
participation in SLP Associations (SLPA) for livelihoods.

IV. OBJECTIVES

General Objectives:

The Sustainable Livelihood Program endeavors to strengthen the skills, competencies, abilities and
resources of poor Filipino families, and create an enabling environment for accessing income-
generating opportunities to address basic needs, thereby improving their socio-economic well-being.

Specific Objectives:

The Sustainable Livelihood Program aims to strengthen the capacities of poor Filipino households by:

Enhancing human assets through technical-vocational and life skills training


Extending social assets through membership and participation in SLP associations and
community groups
Expanding financial assets through seed capital and access to credit
Enriching natural assets that protect and contribute to community livelihoods

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Establishing or acquiring physical assets for more efficient livelihoods

V. GUIDING PRINCIPLES

The Sustainable Livelihood Program is guided by the following principles anchored on community
organizing and the Sustainable Livelihoods approach:

People- centeredness There is emphasis on people themselves as agents of development, solving


their own problems individually or collectively.

Sustainability Livelihoods are sustainable when they: (1) are resilient in the face of external
shocks and stresses; (2) are not dependent upon external support (or if they are, this support itself
should be economically and institutionally sustainable); (3) maintain the long-term productivity of
natural resources; and (4) do not undermine the livelihoods of or compromise the livelihood options
open to others.

Empowerment Empowerment of people brings with it an enhanced self-concept and helps them
see that their actions engender results, over which they have control. This gives the poor a sense of
individual mastery over their lives, preserving their dignity and self-respect.

Gender-sensitivity and Gender-responsiveness The unequal power relations among classes,


genders, and across ages prevents equitable development and womens full participation in social
endeavors. The goal is to make equitable, sustainable and participatory development of women and
men as decision-makers and planners, which emphasizes the balance and fairness of opportunities for
both males and females.

Rights-based Every woman, man and child is entitled to the human rights prescribed in the
Universal Declaration of Human Rights and the other agreements that make up the International Bill
of Rights. It is a deliberate and mindful move away from giving charity based on needs. Instead, it is a
move towards developing the capacity of communities and individuals to realize their rights.
Furthermore, the rights-based approach aims to strengthen the ability of states to fulfill their
obligations as duty-bearers and increase the opportunities for constructive dialogues with rights-
holders.

Participatory For participation to be meaningful, those involved need to feel a sense of ownership
of the process of their development. For community or group members to invest in any participatory
arrangement, they must be convinced that collective action brings greater benefit than individual
action.

Multi-disciplinary Livelihoods encompass various disciplines, requiring the knowledge and


expertise not only from the field of business and finance, but also agriculture, environment, culinary
arts, technical and mechanical work, labor and employment, and social work, among others. A
livelihood engages these various disciplines as key components of sustainability.

Multi-stakeholder Improving the likelihood of project completion and sustainability involves


stakeholders from the private and public sector as influencers and decision-makers in policy, public
services, and the mainstream market.

Transparency In taking a multi-stakeholder approach, all stakeholders must be involved in crafting


and implementing internal policies, processes, procedures. This entails allowing access to each
stakeholder's internal policies, processes, and information relevant in meeting the desired objectives.

Inclusivity Projects must be culturally sensitive and inclusive to disadvantaged, vulnerable and
marginalized sectors.

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Market-driven Entering into potential livelihood projects, participants must have the openness to
different possibilities and explore various market opportunities.

Resource-based Ingenuity in tapping available resources is also key in securing a stable supply of
materials, but also paves the way for innovation and a unique selling proposition.

Internal Convergence The convergence of the C/MAT is a concrete manifestation of an effective


initiative in coordination of different DSWD core programs on the field, where the team shares data
on their targets, and engages with the community and LGUs to align with their local development
plans as a strategic partnership and shared accountability between stakeholders.

VI. IMPLEMENTING GUIDELINES

A. TARGET PARTICIPANTS

The program shall cover Listahanan-identified poor households, prioritizing Pantawid Pamilya
beneficiaries, engaging the family member/s who is/are most capable and willing to participate
in livelihood projects through micro-enterprises or employment. Participants of the Micro-
enterprise Development track must be at least 16 years old to participate, with a written legal
consent from the parents or legal guardians. For the Employment Facilitation track, participants
must be at least 18 years old, following legal employment standards.

Families from households not included in the Listahanan database may still be covered by the
program upon assessment using the Household Assessment Form (HAF) through the NHTU.
However, if the NHTU informs SLP, through a written memo, that the designated enumerator is
unavailable during the scheduled assessment, the Implementing PDO shall administer an SLP
means test to determine if they are poor. This shall be subject to the review and approval of the
Provincial Coordinator, and submission to the SLP-RPMO. This includes individuals who part of
vulnerable or marginalized groups, e.g. persons in conflict-affected areas, persons with
disabilities, senior citizens, out-of-school youth, and disaster-affected communities.

B. GEOGRAPHIC COVERAGE

The Sustainable Livelihood Program shall cover all regions, catering to all provinces served by
the Pantawid Pamilyang Pilipino Program. The SLP-NPMO, with the SLP-RPMO, shall identify
target municipalities or cities based on the presence of Pantawid Pamilya households.

C. PROGRAM TRACKS

The Sustainable Livelihood Program shall facilitate interventions through two tracks: 1) Micro-
enterprise Development and 2) Employment Facilitation.

1. Micro-enterprise Development

Participants who exhibit potential and willingness for entrepreneurship may opt to
proceed with the Micro-enterprise Development track.

2. Employment Facilitation

Participants who are qualified and ready for available employment opportunities may opt
to proceed with the Employment Facilitation track.

D. PROGRAM MODALITIES

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Program modalities exclusively applicable to the MD track are the Seed Capital Fund (SCF)
and Cash for Building Livelihood Assets (CBLA); while the Employment Assistance Fund
(EAF) is exclusively applicable to the EF track. On the other hand, Skills Training (ST) is
applicable to both program tracks. Funding for the modalities shall be subject to existing
government accounting rules and regulations. Each modality may be availed only once, but
within the two-year incubation period.

MODALITY FOR BOTH TRACKS

Skills Training

The ST fund is a capability-building grant amounting to a maximum of Php 15,000.00


per training to be utilized for the acquisition of technical and vocational knowledge and
skills delivered in the form of orientations and lectures, demonstrations, and other similar
skills application methodologies.

Any program participant under either track may avail of the ST grant, which covers the
following components: a) technical-vocational skills training fee, b) meal, lodging and
transportation allowance, c) training supplies and materials, d) equipment and materials
needed for employment, e) the honorarium and transportation fee of the resource person
for community-based trainings, and f) the assessment fee.

The Implementing PDO, with assistance from the PC and SLP-RPMO, shall engage
primarily with NGAs and state universities and colleges (SUC) and/or their counterparts
to provide the trainings and materials needed through an MOU or MOA, or applicable
procurement methods following Republic Act 9184. Only in the event that there are
unavailable NGAs and SUCs to provide trainings shall the Implementing PDO resort to
seeking the service of technical-vocational institutions (TVI) through the procurement
process, inclusive of training fee, training supplies and materials or through cash
assistance payroll (CAP), but subject to the issuance of NOL for SLP-NPMO.

However, for program participants who will avail of the skills training modality for
purposes of employment, a TVI may be engaged through an MOU if they could provide
guaranteed local employment to at least 85% of the program participants within three
months after the skills training. The total training cost shall be released through CAP
individually addressed to each participant or to the SLPA through bank deposit or fund
transfer. No TVI shall be engaged if the skills training to be offered is not registered with
TESDA. A project proposal must be submitted to the SLP-NPMO for review and
issuance of a no-objection letter (NOL).

MODALITY FOR THE MICRO-ENTERPRISE DEVELOPMENT TRACK ONLY

Seed Capital Fund

The SCF is a one-time capacity-building grant that serves as capital for small tools, raw
materials, start-up expenses, permit/s to operate, as well as large and long-lived tangible
assets needed in starting or expanding a micro-enterprise.

Any program participant under the MD track may avail of a maximum seed capital of
Php 15,000.00. Should the proposed project require additional funding, the project may
be endorsed to other NGAs, the LGU or other stakeholders.

The grant for this modality shall be given directly to the SLP association (SLPA), as a
DSWD-accredited beneficiary CSO, through a deposit or fund transfer to their bank
account, in which only the SLPA president, treasurer and either the Municipal Social

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Welfare and Development Officer (MSWDO) or the Implementing PDO (if practicable,
a regular employee) are co-signatories for withdrawal from the bank account. The
Implementing PDO shall conduct a fund utilization check within three days after
withdrawal of the grant, and shall be continuously monitored until all purchases are
made or expenses incurred. Moreover, once the SLPA has acquired juridical personality,
the members shall submit a resolution to the bank to drop the names of the MSWDO or
Implementing PDO as co-signatories, such that all co-signatories shall be exclusively
from the SLPA.

While the seed capital released by DSWD is a grant, the SLPA shall recover the funds
internally among its members for capital build-up, emergency fund or operational fund.
The SLPA shall set up a system for the management of funds, which details the a)
saving mobilization, b) provision for re-loans, and c) incentives and penalties for
borrowers. This process shall be discussed in the capability-building activities, which
inculcate social responsibility and accountability among the members.

Cash for Building Livelihood Assets

The CBLA modality is implemented through labor-intensive projects that build, re-build
and/or protect natural and physical assets necessary for more profitable, self-sustaining
and resilient micro-enterprises.

Program participants under the MD track build, re-build and/or protect natural and
physical assets necessary for their micro-enterprises and receive a cash stipend
equivalent to 75% of the prevailing daily regional minimum wage for rendering work for
a maximum of 11 days each, inclusive of a half day pre-CBLA orientation and half day
post-CBLA wrap-up meeting. However, if there is a need to extend the project with the
same group of participants, it may be extended provided that there are valid and
justifiable reasons subject to the approval of the Regional Director. Furthermore, the
allowable extension should not exceed more than three months, following regular
working day schedules.

Labor-intensive projects in this modality include the development, rebuilding or


rehabilitation of agriculture-based livelihood assets that have deteriorated or have been
destroyed due to natural or man-made disasters. These projects also cover the restoration
or building of common service facilities utilized by the program participants as
production centers or consolidation units. Aside from these, labor-intensive projects also
include the preparation, building and/or rehabilitation of physical assets that allow better
access to markets in acquiring additional assets or selling products and services of their
micro-enterprises, such as but shall not be limited to farm-to-market roads or road
clearing programs of works. Moreover, these projects shall also cover the protection
and/or rehabilitation of productive natural assets that directly contribute to livelihood
projects, such as reforestation or planting activities, among others.

The stipend for this modality shall be given directly through CAP, where each program
participant must formally acknowledge receipt of the payment based upon the work
rendered. It shall also be strictly paid within two weeks after the last working day. It may
also be disbursed through a bank deposit or fund transfer to the SLPA as a DSWD-
accredited beneficiary CSO.

MODALITY FOR THE EMPLOYMENT FACILITATION TRACK ONLY

Employment Assistance Fund

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The EAF is a grant to acquire the employment requirements, such as legal documents,
medical exams and licenses, as well as meal, lodging and/or transportation allowance
within the first fifteen days of guaranteed employment.

Each program participant may receive a maximum of Php 5,000.00. Only the exact
amount shall be provided to the participant determined by the Implementing PDO and
the participant. Funds to cover other related expenses in excess of Php 5,000.00 may be
accessed from other partners and/or covered as counterpart of the participant.

The stipend for this modality shall be given directly through CAP, where each program
participant must formally acknowledge receipt of the payment.

E. IMPLEMENTATION PROCESS

The Program shall operate through five major stages: 1) Social Preparation; 2) Project
Development; 3) Project Proposal Review and Approval; 4) Project Implementation, and 5)
Project Sustainability. The Implementing PDO shall conduct the first four stages, but shall
simultaneously conduct the fifth stage with the Monitoring PDO who shall cover program
participants served during the two previous years of implementation.

1. Social Preparation

The Social Preparation stage shall serve as the foundation of the Sustainable Livelihood
Program in understanding the local context of the communities within target municipalities,
interacting and gaining the trust of community members, especially identified households
and their members, and readying them to engage in livelihood endeavors with the program.

This stage shall be divided into three phases: Area Identification, Community Integration,
and SLPA Formation. The major output for this stage shall be the formation of SLPAs.

a. Area Identification

Area Identification aims to identify and select priority barangays from municipalities
covered by the Pantawid Pamilyang Pilipino Program, and secure the official
commitment of each municipal and barangay LGU. For this phase, it is imperative for
the Implementing PDO to secure and analyze municipal data prior to identifying
priority barangays. Area Identification shall begin after the number of household
targets per municipality have been determined by the Implementing PDOs with the
SLP-RPMO.

1) Barangay Targeting

Each SLP-RPMO shall have an agreed set of household targets per


municipality. These targets shall determine the number of barangays to be
covered based upon unserved Pantawid households, further guided by a
barangay targeting matrix.

Non-Pantawid poor households to be covered in the target barangays shall be


determined by DSWD thrusts and priorities, as well as the requests for DSWD
livelihood assistance from the executive and legislative branches of
government, walk-in clients, CSOs, among others.

2) Coordination with City/Municipality-based Stakeholders

The Implementing PDO shall meet with the city/municipal action team

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(C/MAT) to present the accomplished barangay targeting matrix, explain the
criteria used in selection, and consult with them regarding community
activities, priorities, government investments, and existing or potential
livelihoods in these barangays. Information on these may be gathered through
the Family Development Sessions (FDS) conducted by the Pantawid Pamilya
City/Municipal Link or the results of the Participatory Situational Analysis
(PSA) conducted by the Kalahi-CIDSS Area Coordinator.

With the presence of the M/CSWDO the Implementing PDO shall also meet
with the municipal mayor or the administrator in his/her absence to present an
overview of SLP and the barangay targeting matrix. The Implementing PDO
shall also secure the LGU commitment of support for the Sustainable
Livelihood Program.

b. Community Integration

The Implementing PDO shall undergo community integration to experience the full
context of the poverty situation in the target barangay by integrating into the day-to-
day routine of the community members, understanding poverty from their perspective
and how they overcome everyday challenges.

1) Coordination with barangay stakeholders

With assistance from the Pantawid C/ML, the Implementing PDO shall
organize a coordination meeting with the barangay captain and other
community leaders to provide an overview of the program. As with its
municipal counterpart, the Implementing PDO shall also secure the barangay
LGU commitment of support for the Sustainable Livelihood Program.

2) Household Data Vetting

The Implementing PDO shall gather available household information from case
folders and SWDI results, if available, through the C/MAT. The Implementing
PDO shall also verify information in the household profiles and conduct
interviews with the potential participants to assess their: a) skills and interests
to participate in the program; b) available resources; c) market opportunities;
and d) household and community livelihood issues. The Implementing PDO
shall interview all potential participants and invite them to their first barangay
assembly.

3) Barangay Assembly: Introduction to SLP

The Implementing PDO shall conduct a barangay assembly to provide an


overview of SLP, allow the attendees to meet other community members,
community issues and opportunities, identify commonalities with other
assembly participants, and share about the livelihoods they are interested to
engage in. From there, they shall organize themselves into groups with 5 to 50
members, which would later on become their SLPAs. Each group shall agree
on a schedule for their assembly on the formalization of their SLPA where each
member shall be expected to attend and confirm participation.

c. SLPA Formation

From the agreed upon schedule of the group assembly, participants shall begin with
their SLPA Formalization, which shall cover trainings on leadership and organization

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building. The Implementing PDO shall organize the SLPAs composed of 5 to 50
members. For other vulnerable or marginalized sectors, including Indigenous Peoples/
Indigenous Cultural Communities (IP/ICC), that are already organized, their SLPA
may exceed 50 members.

All SLPA members must have full consent of inclusion in their respective group.
During the first SLPA meeting, the group shall elect their officers and craft their
constitution and by-laws, which will include their VMGOs, structure and members.

1) Leadership formation among members

The Implementing PDO shall conduct a leadership training for all the SLPA
members as an empowerment activity, enabling each member to recognize their
own capacities. They shall then elect their officers.

2) Establishing organization identity

The SLPA members shall craft their constitution and by-laws, including the
following: a) vision, mission, goals, and objectives (VMGOs); b) SLPA
structure; and c) names of elected officers and all members. The SLPA shall
also apply for an association savings bank account, and DSWD beneficiary
CSO accreditation.

2. Project Development

The Project Development stage contains capability-building activities that would help
program participants acquire basic knowledge and skills necessary in managing their
enterprises or learn the basics of job application and work ethics. Program participants
shall also decide which program track to pursue, and prepare their project proposals,
referred to as the mungkahing proyekto, to avail of the appropriate SLP modalities.

The Project Development stage, which shall be conducted within one to one and a half
months, is divided into four major phases: a) Participatory Sustainable Livelihood
Analysis (PSLA); b) Micro-enterprise Development Training (MEDT); c) Basic
Employment Skills Training (BEST); and d) Project Proposal Preparation.

a. Participatory Sustainable Livelihood Analysis

The PSLA looks at the market opportunities, available and accessible resources,
interests and skills of the program participants, and tackles livelihood issues. During
this phase, SLPA members articulate their community economic activities, identify
market opportunities, envision three to five potential livelihood projects, and identify
the gaps and additional livelihood assets needed to address them. The Implementing
PDO shall also conduct an SLP Modalities Orientation.

b. Micro-enterprise Development Training

The Micro-enterprise Development Training or MEDT shall provide program


participants with an overview of the endeavors involved in enterprising. After
undergoing the MEDT, the SLPA shall then select a track to pursue.

c. Basic Employment Skills Training

Participants who have decided to pursue the Employment Facilitation track must
undergo the Basic Employment Skills Training or BEST. By the end of the training, the

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participants should be able to articulate their skills and work experience, know and
understand basic work etiquette, write their resumes, and prepare for job interviews.

d. Project Proposal Preparation

The program participants shall craft their own mungkahing proyekto, which details
their identified livelihood project, program modalities they shall avail of, and other
costs and procedures needed to pursue their project. The Implementing PDO shall
guide them in preparation and may seek assistance from a technical expert. In crafting
the mungkahing proyekto, resiliency is taken into account by encouraging participants
to avail of micro-insurance and invest in the diversification of their livelihood projects.

3. Project Proposal Review and Approval

The Project Proposal Review and Approval stage shall cover administrative procedures
internal to the DSWD, such as the review of the PC and SLP FO-based specialists, as well
as the endorsement for approval of the Regional Director or the Assistant Regional Director
for Operations.

This stage shall include two phases: a) project proposal review; and b) project proposal
approval. The major output for this stage shall be the approved mungkahing proyekto.

a. Project Proposal Review

Project proposals prepared at the municipal or city level must be reviewed by the
Provincial Coordinator, and the SLP-RPMO-based specialists. Once all necessary
documents and information have been provided, the mungkahing proyekto may be
endorsed for approval.

b. Project Proposal Approval

Only the DSWD FO Regional Director or the designated official shall approve the
mungkahing proyekto. Once approved, the proposal may be processed for funding. For
both tracks, the standard procedures for proposal approval, funding, implementation,
and disbursement shall be followed, ensuring that all the documents required to deliver
the project are submitted.

4. Project Implementation

Once the project proposals are approved, they shall immediately be funded for project
operationalization. Funds shall be disbursed as stipulated in the allowable modes of
disbursement.

a. Provision of Modalities

The Implementing PDO shall facilitate the timely delivery of funds for each modality
based upon the approved proposal. The Implementing PDO shall ensure that all
proposed activities are conducted and identified assistance for the participants are
provided, leading to the establishment of the enterprises or secured employment.

b. Project Execution

Once the project is ready for funding, it shall be implemented according to the
approved mungkahing proyekto. Project execution shall be supervised by the
Implementing PDO, along with other DSWD programs and partner institutions.

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5. Project Sustainability

The Project Sustainability stage shall focus on ensuring the operations of the established
micro-enterprises and the acquired employment are sustained after the provision of SLP
modalities through continuous tracking, mentoring, coaching, and capacity building. It is
also during this stage where a periodic assessment shall be undertaken on the following
aspects: project, organization, program participant, and financial.

There shall be quarterly monitoring and semestral assessments from the time the
microenterprise started its operations or after deployment of the participant for work.
There shall also be continuous guidance to the program participants or SLPA for two
years thereafter.

VII. FUNDING OF CAPACITY-BUILDING ACTIVITIES IN EACH STAGE

Community Mobilization Fund (CMF)

The CMF is intended to finance necessary capability-building activities in the program


implementation.

Allowable activities, subject to review and approval of the concerned Field Office include: (1)
program participants' assemblies, conventions or trainings. (2) SLP association meetings, (3) project
planning sessions, assessment and validation, (4) participation of the SLPA members in capability-
building activities.

The CMF may be used by the SLP association leaders and SLP field PDOs for community activities
such as but not limited to community assemblies, project proposal validation and assessment trainings
and workshops, where each eligible community constituent identified may be covered up to a
maximum of Php 350.00 per person per day, with a maximum of three days.

VIII. MONITORING AND EVALUATION

Monitoring

SLP follows a results-based monitoring and evaluation (RBME) framework that seeks to assess and
improve the programs performance based on its results, focusing on a) proper program
implementation in accordance to program goals, b) responding to program results, and c) producing
verifiable data for program improvement. Throughout the implementation process, monitoring and
reporting shall be administered to capture necessary data and information acquired from each stage.

Evaluation

SLP shall evaluate both the program processes as well as assess its reach in relation to desired
impact. It comprises both internal and external evaluations, led by the SLP-RPMO, and an external
evaluation, led by third-party evaluators, respectively.

IX. IMPLEMENTATION STRATEGIES

A. ORGANIZATION DEVELOPMENT

Organization is a process, not a structure. Simultaneously, the process of organizing


involves developing relationships from a shared sense of purpose, exchanging and creating
information, learning constantly, paying attention to the results of our efforts, co-adapting,

12
coevolving, developing wisdom as we learn, staying clear about our purpose, being alert to
changes from all directions. (Wheatley, 2005)

The Sustainable Livelihood Program defines Organization Development (OD) as the process by
which the Field PDOs influence the capacities of the SLP associations to become self-
governing, through the assessment and monitoring of their organizational performance.

Organizational performance will refer to the SLP associations capacity to:


maintain organizational motivation through its structures
ensure that members benefit from the association
establish, support and sustain its projects

All SLPAs should undergo organizational formation and transformation, which are managed by
the Field PDOs, which will heavily rely on the seamless transition from the Implementing PDO
to the Monitoring PDO. The Provincial Coordinators should oversee this transition and ensure
that both Field PDOs are working together towards OD of the SLPAs.

B. PARTNERSHIP BUILDING

The Sustainable Livelihood Program, as a link, shall engage in partnerships with public and
private sector stakeholders as co-implementers of the program. Partners may be involved at the
Social Preparation stage through the identification of participants and formation of SLPAs.
Partners may also be involved in the Project Development and Project Operationalization stages
through the identification of market opportunities and available resources leading to the
identification and preparation of the mungkahing proyekto, as well as the provision of additional
resources during project implementation. Lastly, partners, as co-implementers, may also be
involved in tracking and monitoring livelihood projects to ensure sustainability.

13
SOCIAL PREPARATION STAGE

The Social Preparation stage shall serve as the foundation of the Sustainable Livelihood Program in
understanding the local context of the communities within target municipalities, interacting and
gaining the trust of community members, especially identified households and their members, and
readying them to engage in livelihood endeavors with the program.

It shall springboard a collective, participatory, and systematic process of empowering and organizing
program participants to foster a sense of co-ownership and social responsibility among them and
continuously build their capabilities and resources to increase potential for the sustainability of their
livelihoods.

The Social Preparation stage is divided into three phases: 1) Area Identification, 2) Community
Integration, and 3) SLPA Formation. Area Identification involves the identification of priority
barangays for program implementation. Community Integration involves direct interaction and the
complete immersion of the Implementing PDO as an active community member to identify the
potential program participants; while SLPA Formation involves grouping or clustering the program
participants into SLPAs and capacitating them towards project identification.

A. AREA IDENTIFICATION

Objective: This phase aims to identify and select priority barangays from the target municipalities
and secure the official commitment of each municipal LGU.

Outputs:
Barangay Targeting Matrix
Memorandum of Agreement (MOA) with the municipal or city LGU

Roles and Responsibilities:


1. RPMO The RPMO should perform the following tasks:
a. Collect and analyze data from the Regional Development Plan (RDP)
b. Organize a Regional Action Team (RAT) meeting to:
i. request data on the most recent SWDI results
ii. request access to updated Pantawid Pamilya household profiles
iii. request the Participatory Situational Analysis (PSA) results and findings from
KC-NCDDP conducted in covered barangays
2. Provincial Coordinator The PC should perform the following tasks:
a. Coordinate with the provincial government through the Provincial Social Welfare and
Development Officer (PSWDO), Provincial Planning Officer to discuss provincial
development plans directly benefiting livelihoods
b. Organize a Provincial Action Team (PAT) meeting to obtain the updated Pantawid
Pamilya household profiles and PSA results and findings
3. Implementing PDO The Implementing PDO should perform the following tasks:
a. Coordinate with the City/Municipal Action Team (C/MAT), and the municipal LGU
b. Collect and analyze municipal and barangay data from Pantawid and KC-NCDDP
c. Barangay targeting

Activities:
Area Identification shall begin after the municipal targets have been determined by the Implementing
PDOs with the SLP-RPMO. It is imperative for the Implementing PDO to secure and analyze
collected data prior to identifying priority barangays.

After municipal targeting, the activities for this phase are as follows:
1. Barangay targeting
2. Coordination with city/municipality-based stakeholders

14
Barangay Targeting
Duration 1 day
Prerequisite Gather and analyze data from the municipal and barangay levels
Finalize municipal targets
Tool Annex A: Barangay Targeting Matrix
Output Identified target barangays

Municipal Targeting

1. Each SLP-RPMO should have an agreed upon set of targets per municipality. These targets
shall determine the number of barangays to be covered based upon their unserved
Pantawid households.

2. Non-Pantawid poor households to be covered in the target barangay shall be determined by


DSWD thrust and priorities, as well as the requests for DSWD livelihood assistance from
the executive and legislative branches of government, walk-in clients, CSOs, and the like.

Barangay Targeting

1. Barangay targets should be determined through the following criteria:

Criteria Weight Rationale


SLP aims to ensure that poor households,
Density of unserved Pantawid and non- especially Pantawid members, have
50
Pantawid households access to livelihood opportunities to
improve their socio-economic well-being.
Natural resources such as water, fertile
Availability of natural resources 15 land, minerals, etc. that can be used for
economic gain
Presence of DSWD programs and other Other government PPAs complement SLP
national or local government interventions; while others serve as direct
15
development programs, projects, and institutional markets or provide job
activities (PPA) opportunities.
Accessibility of the barangays to the The poblacion and commercial areas
poblacion or commercial areas and 10 provide access to institutional markets.
formal financing institutions
CSOs, NGOs and business sector provide
Civil society (CSOs, NGOs, business
trainings and other forms of development
sector) involvement and assistance 10
assistance that Pantawid households, as
provided for the community
community members, benefit from.

2. Based on the criteria, the Implementing PDO must obtain data the following data:

Criteria Data Sources


Density of unserved Pantawid and Number of unserved Pantawid and non-
non-Pantawid households Pantawid households
Municipal socio-economic profile:
Availability of natural resources Water sources
Major crops and livestock
List of KC-NCDDP sub-projects
Presence of DSWD programs and List of Supplementary Feeding Programs
other national or local government (SFP)
development PPA Local trade and investments
List of functional DTI Negosyo Centers

15
Municipal socio-economic profile:
Accessibility of the barangays to List of banks and insurance institutions
the poblacion or commercial areas List of major commercial establishments
and formal financing institutions Distance (in km) from the barangay to the
commercial establishments
Civil society (CSOs, NGOs,
List of CSOs, NGOs, business sector
business sector) involvement and
actively conducting trainings, or provided
assistance provided for the
equipment, materials and facilities
community

3. After obtaining the data, the Implementing PDO should use these as objective bases for the
Barangay Targeting Matrix, which should determine the list of target barangays to be
served. This shall be a reference document for municipal-level coordination with internal
and external stakeholders.

Formatted: Font: (Default) Times New Roman

Coordination with City/Municipality-based Stakeholders Formatted: Font: (Default) Times New Roman, 11 pt
Duration 2-3 days Formatted: Font: (Default) Times New Roman
Prerequisite Accomplish the Barangay Targeting Matrix Formatted: Font: (Default) Times New Roman, 11 pt
Tool Barangay Targeting Matrix Formatted: Font: (Default) Times New Roman
Output Vetted Barangay Targets Formatted: Font: (Default) Times New Roman, 11 pt
Formatted: Font: (Default) Times New Roman
C/MAT Coordination
Formatted: Font: (Default) Times New Roman, 11 pt

1. The Implementing PDO shall meet with the city/municipal action team (C/MAT) to present Formatted: Font: (Default) Times New Roman

the Barangay Targeting Matrix, explain the criteria used in the selection and prioritization, Formatted: Font: (Default) Times New Roman, 11 pt
and consult with them regarding community activities, priorities, government investments, Formatted: Font: (Default) Times New Roman
and existing or potential livelihoods in these barangays. Information on these may be Formatted: Font: (Default) Times New Roman, 11 pt
gathered through the Family Development Sessions (FDS) conducted by the Pantawid
Formatted: Font: (Default) Times New Roman
Pamilya City/Municipal Link or the results of the PSA conducted by the Kalahi-CIDSS
Formatted: Font: (Default) Times New Roman, 11 pt
Area Coordinator.
Formatted: Font: (Default) Times New Roman
2. Formatted: Font: (Default) Times New Roman, 11 pt
Formatted: Font: (Default) Times New Roman
2. The Implementing PDO may adjust the initial results of the Barangay Targeting Matrix, Formatted: Font: (Default) Times New Roman, 11 pt
provided that these are presented to the Provincial Coordinator, with sufficient justification.
Formatted: List Paragraph, Indent: Left: 0.24", Add space
between paragraphs of the same style, Numbered + Level: 1
LGU Coordination + Numbering Style: 1, 2, 3, + Start at: 1 + Alignment: Left
+ Aligned at: 0.54" + Indent at: 0.79"
1. With the presence of the M/CSWDO, the Implementing PDO should arrange a courtesy Formatted: Font: Times New Roman, 11 pt
call with the municipal mayor, or the municipal administrator in his/her absence, to present Formatted: List Paragraph, Indent: Left: 0.24", Add space
an overview of SLP, including the Barangay Targeting Matrix. The Implementing PDO between paragraphs of the same style, Numbered + Level: 1
should explain the criteria used in selection and prioritization. Should there be proposals on + Numbering Style: 1, 2, 3, + Start at: 1 + Alignment: Left
+ Aligned at: 0.54" + Indent at: 0.79"
the inclusion of non-priority barangays, these shall be subject to the approval of the
DSWD Field Office upon assessment.

2. The Implementing PDO should secure the commitment of the municipal LGU to support
the program through a MOA with at least the following:
a. formal endorsement to the target barangay LGUs;
b. logistical support (e.g. a workspace or facility for program participants, use of office
materials, venue for meetings of program participants, etc.); and
c. provision of complementary programs for livelihoods and/or a livelihood worker who
will assist in SLP implementation.

16
B. COMMUNITY INTEGRATION

Objectives: The Implementing PDO shall undergo community integration to experience the full
context of the poverty situation in the target barangay by integrating into the day-to-day routine of the
community members, understanding poverty from their perspective and how they overcome everyday
challenges.

The Implementing PDO should reside in the community for two to four weeks to understand their
context, and gain their trust and respect. The Implementing PDO shall sleep in barangays or
communities for a two to four-week integration.

Outputs:
Household Profiling Questionnaire (Annex B)
Barangay Assembly List of Attendees (Annex C)

Roles and Responsibilities:


1. RPMO The RPMO should perform the following tasks:
a. Identify and provide potential or existing institutional partners for trainings and
market opportunities
b. Coordinate with regional NGA counterparts for their existing livelihood-related
programs or projects (e.g. technical trainings, facilities, equipment, materials for
production, and/or market opportunities for products and services)
2. Provincial Coordinator The PC should perform the following tasks:
a. Ensure the Implementing PDOs access to updated Pantawid Pamilya household
profiles and PSA results
b. Coordinate with the provincial government for their existing livelihood-related
programs or projects (e.g. technical trainings, facilities, equipment, materials for
production, and/or market opportunities for products and services)
3. Implementing PDO The Implementing PDO should secure the following:
a. Coordinate with the barangay LGU (BLGU)
b. Collect and analyze household data on the most recent SWDI results from the target
barangays and their Pantawid Pamilya household profiles
c. Facilitate at least two barangay assemblies
i. Introduction to SLP
ii. Introduction to Group Formation

Activities:

During this phase, the Implementing PDO should gather data, while experiencing full integration with
the community as one of its members. This is the solidarity needed in widening and deepening the
understanding of the poverty situation in the area. This provides an opportunity to a) maximize the
Implementing PDOs time in the communities and focus on them; b) improve relationships with local
stakeholders; and c) optimize use of resources (e.g. time, funds, effort) for travel.

The activities for this phase are as follows:


1. Coordination meeting with barangay stakeholders
2. Household Data Vetting
3. Barangay Assembly: Introduction to SLP

Coordination with barangay stakeholders


Duration 1-2 days

17
Prerequisite Secure list of potential participants within the barangay
Tool -
Output Indicative schedule of the first barangay assembly

1. With assistance from the Pantawid C/ML, the Implementing PDO should organize a
coordination meeting with the BLGU and other community leaders, including Pantawid
Pamilya Parent leaders, Indigenous Peoples (IP) leaders, among others to discuss the
following:
Objectives and thrusts of SLP
Purpose of the SLP interventions
Process and the criteria used in the prioritization of barangays
Roles of the BLGU in the project implementation
Schedule of the first barangay assembly

2. The Implementing PDO should use this opportunity to establish rapport with the community
and learn about the potential program participants through formal and informal
conversations.

3. The Implementing PDO should ensure the commitment and support of the BLGU to the
program through the following:
venue for meetings/ assemblies
a workspace or facility for program participants
other possible assistance from the barangay

4. The Implementing PDO should also secure an indicative schedule for the first barangay
assembly, with assistance from the BLGU.

Household Data Vetting


Duration 14-21 days
Prerequisite Acquire household data from the MSWDO and/or C/MAT
Tool Annex B: Household Profiling Questionnaire
Annex C: Barangay Assembly List of Attendees
Output Accomplished Household Profiling Questionnaires
Accomplished Barangay Assembly List of Attendees

Household Data Gathering:

1. The Implementing PDO should gather available household information from case folders
and SWDI results, if available, through the C/MAT.

2. The Implementing PDO should review the data and prepare a feasible schedule for
conducting household interviews. The Implementing PDO may ask the assistance of the
C/MAT members, BLGU and the community volunteers, barangay health workers,
daycare workers, etc. in locating potential participants.

3. Prior to the interview, the Implementing PDO should verify with the C/MAT or a BLGU
worker regarding the community reputation of each of the households to be assessed.

Household interviews

1. The Implementing PDO should also verify information in the household profiles and
conduct interviews with the potential participants using the Household Profiling

18
Questionnaire as a supplementary guide to assess their capacity and interests to
participate in the program.

2. The Household Profiling Questionnaire includes the following:


a. Basic household profile
b. Income, expenses and savings
c. Impact of DSWD programs in the familys life
d. Household dreams and aspirations

3. After interviewing the households, the Implementing PDO should: a) update the case
folders of each participant and b) note relevant livelihood information as basis for
decision-making later in the process.

4. The Implementing PDO should identify one willing household member to engage in the
program and invite them to their first barangay assembly. The Implementing PDO must
enlist them in the Barangay Assembly List of Attendees.

Formatted: Font: (Default) Times New Roman

Barangay Assembly: Introduction to SLP


Duration 4 hours Formatted: Font: (Default) Times New Roman
Prerequisite Secure a venue to conduct a barangay assembly Formatted: Font: (Default) Times New Roman
Tool SLP orientation presentation Formatted: Font: (Default) Times New Roman
Annex C: Barangay Assembly List of Attendees
Formatted: Font: (Default) Times New Roman
Output Updated Barangay Assembly List of Attendees
Formatted: Font: (Default) Times New Roman

Assembly sub-activities: Formatted: Font: (Default) Times New Roman


Formatted: Font: (Default) Times New Roman
1. The Implementing PDO should conduct the following barangay assembly sub-activities: Formatted: Font: (Default) Times New Roman
Basic SLP orientation Formatted: Font: (Default) Times New Roman, Italic
Big group exercise to:
Formatted: Font: (Default) Times New Roman
o introduce themselves and their background
o identify commonalities among individual assembly participants Formatted: Font: (Default) Times New Roman
o describe their community context Formatted: Font: (Default) Times New Roman
Sharing activity for participants to identify aspirations for their families Formatted: Font: (Default) Times New Roman
Formatted: Font: Times New Roman
2. From the sub-activities, the assembly participants shall group themselves for their SLPAs based
upon common interests and aspirations, as well as potential livelihoods.

3. Once the attendees have identified their groups, they must consensually agree on a schedule for Formatted: Font: (Default) Times New Roman
their group assembly. Formatted: Font: (Default) Times New Roman
Formatted: Font: (Default) Times New Roman
4. The Implementing PDO should update the Barangay Assembly List of Attendees to include the
schedules of the group assembly/-ies for SLPA formation. All participants who have expressed Formatted: Font: (Default) Times New Roman
intent to pursue engagement with the program should attend the next assembly.
Formatted: Font: (Default) Times New Roman
Formatted: Font: (Default) Times New Roman
C. SLPA FORMALIZATION Formatted: Font: (Default) Times New Roman

Objectives: Coming from the barangay assembly, the Implementing PDO should have a list of Formatted: Font: (Default) Times New Roman
confirmed participants with groupings for the SLPA composed of 5 to 50 participants. Formatted: Font: (Default) Times New Roman

During the first SLPA meeting, the group will craft their constitution and by-laws, which will include
their VMGOs, structure, and officers.

19
While the Implementing PDO conducts activities for SLPA Formation, the SLP-RPMO and PC
should provide regional and provincial data on market opportunities.

Outputs:

Responsible Unit Output


RPMO Annex D: Regional/Provincial Livelihood Assets and Market Map Formatted: Font: (Default) Times New Roman
Provincial Coordinator Annex D: Regional/Provincial Livelihood Assets and Market Map Formatted: Font: (Default) Times New Roman
Formed SLPAs Formatted: Font: (Default) Times New Roman

Implementing PDO Annex C: Constitution and By-laws, including the following: 1) Formatted: Font: (Default) Times New Roman
Vision, Mission, Goals, and Objectives (VMGOs); 2) SLPA
Formatted: Font: (Default) Times New Roman
Structure; and 3) names of elected officers
Formatted: Font: (Default) Times New Roman

Roles and Responsibilities: Formatted: Font: (Default) Times New Roman


Formatted: Font: (Default) Times New Roman
1. RPMO The RPMO should perform the following tasks: Formatted: Font: (Default) Times New Roman
a. Regional and inter-regional direct market scanning and partnership building in
preparation for project development
b. Regional and inter-regional partnership-building for provision of livelihood inputs
(e.g. free soft skill and technical-vocational trainings; facilities, equipment and
materials; land use, among others)
2. Provincial Coordinator The PC should perform the following tasks:
a. Provincial and inter-province direct market scanning for project development
b. Provincial and inter-province partnership-building for provision of livelihood inputs
(e.g. free soft skill and technical-vocational trainings; facilities, equipment and
materials; land use, among others)
3. Implementing PDO The Implementing PDO should secure the following:
a. Conduct a leadership formation activity with the following topics:
i. Leadership Training
ii. Election of Officers
iii. Establishing financially accountability among members
b. Facilitate an organization formation activity with the following topics:
i. Vision, Mission Goals, Objectives (VMGO) Formulation
ii. Constitution and By-laws
iii. Preparation for Formalizing the Organization

Activities:

For this phase, the Implementing PDO should organize the SLPAs composed of 5 to 50 members. All Formatted: Font: (Default) Times New Roman
SLPA members must have full consent of inclusion in their respective group.

The activities for this phase are as follows:


1. Leadership formation among members
2. Establishing organization identity

Leadership formation among members


Duration 4 hours
Prerequisite Validated list of confirmed SLPA members
Tool Annex D: SLPA formation module Formatted: Font: Times New Roman
List of officers and their responsibilities
Outputs Elected officers

Leadership Training:

20
1. The Implementing PDO should conduct a leadership training for all the SLPA members as an
empowerment activity, enabling each member to recognize their own capacities. The
Implementing PDO may refer to the SLPA formation module on The Leader in Me. Formatted: Font: Times New Roman

2. The participants should also be able to articulate characteristics of their desired leaders.

Election of Officers:

1. The SLPA should identify the key positions for their officers, with a clear set of roles and
responsibilities.

2. The SLPA should then hold an election of SLPA officers.

Formatted: Font: (Default) Times New Roman

Establishing organization identity


Duration 4 hours Formatted: Font: (Default) Times New Roman
Prerequisite Elected officers Formatted: Font: (Default) Times New Roman
Annex D: SLPA formation module Formatted: Font: (Default) Times New Roman
Tool
Annex E: SLPA Constitution and By-laws template
Formatted: Font: (Default) Times New Roman
VMGO
Output Formatted: Font: (Default) Times New Roman
Constitution and by-laws
Formatted: Font: (Default) Times New Roman
VMGO Formulation: Formatted: Font: (Default) Times New Roman

1. The Implementing PDO should facilitate the formulation of the SLPAs VMGO.

2. The SLPA members, led by their newly-elected officers, should arrive at a clear statement of
their VMGOs.

Crafting the Constitution and By-laws:

1. Given their VMGOs, the members must arrive at a final name for their SLPA, which shall be
used for their bank account and accreditation as an officially recognized organization.

2. The Implementing PDO should then guide the SLPA in crafting their Constitution and by-laws
that captures:
a. An agreed upon structure with identified committees
b. Elected members and their respective tasks or responsibilities for the
operation of the SLPA

Preparation for Formalizing the Organization:

1. The Implementing PDO should orient the SLPA with applying for the following:
a. Opening an SLPA savings account with a reputable bank
b. Beneficiary CSO accreditation
i. Organizational chart
ii. Constitution and By-laws and general agreements among members
iii. Roster of members

2. The SLPA, led by the elected officers should then agree on the following:
a. Schedule the preparation of their documents and requirements
b. Schedule of their next meeting

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3. The SLPA should apply for beneficiary CSO accreditation once they have secured their
documents.

Livelihood Assets and Market Map

As preparatory steps for the Participatory Sustainable Livelihood Analysis (PSLA) in the next
stage, the RPMO and Provincial Coordinators shall prepare the following:

Annex F: Regional/Provincial/Local Livelihood Assets and Market Map (R/PLLAMM)

Simultaneous with the Community Integration phase conducted by the Implementing PDO, the
RPMO, through the CDED Officer (CDEDO) and External Relations Officer (ERO), should
conduct regional and inter-regional direct market scanning and partnership building for provision
of livelihood assets. The CDEDO should identify and engage direct institutional markets for the
products and services of micro-enterprises, across various municipalities and provinces, as well as
service providers for free soft skills and technical-vocational trainings, facilities, equipment and
materials, among others. On the other hand, the ERO should identify and engage employers for
guaranteed employment and service providers for free soft skills and technical-vocational trainings,
and employment requirements.

Similarly, the Provincial Coordinators should conduct provincial and inter-province direct market
scanning and partnership building for provision of livelihood inputs. Since market opportunities
vary per municipality, it is incumbent upon the Provincial Coordinator to provide a wider
perspective of tapping market opportunities.

Later on, the Implementing PDO, with the program participants should also identify local
livelihood assets and markets to add to the R/PLLAMM.

22
PROJECT DEVELOPMENT STAGE

The Project Development stage contains capability-building activities that would help program
participants acquire basic knowledge and skills necessary in managing their enterprises or learn the
basics of job application and work ethics. Program participants shall also decide which program track
to pursue, and prepare their project proposals, referred to as the mungkahing proyekto, to avail of the
appropriate SLP modalities.

The Project Development stage is divided into four phases: a) Participatory Sustainable Livelihood
Analysis (PSLA); b) Micro-enterprise Development Training (MEDT); c) Basic Employment Skills
Training (BEST); and d) Project Proposal Preparation.

The PSLA looks at the market opportunities, available and accessible resources, interests and skills of
the program participants, and tackles livelihood issues. During this phase, SLPA members articulate
their community economic activities, identify market opportunities, envision three to five potential
livelihood projects, and identify livelihood issues and the corresponding interventions to address
them. Activities include listing of community economic activities, livelihood visioning, and an SLP
modalities orientation.

The MEDT is a basic orientation-training that provides an overview of necessary skills, investments
and responsibilities involved in pursuing micro-enterprises. After learning about the fundamentals of
starting-up micro-enterprises, SLPA members should choose their respective SLP tracks. SLPA
members who signify pursuing the Employment Facilitation track should then undergo the BEST,
which is a basic orientation-training on necessary skills, investments and work ethics involved in
pursuing employment. On the other hand, Project Proposal Preparation is the phase in which all SLPA
members, regardless of track, prepare the mungkahing proyekto for their envisioned livelihood
projects.

A. PARTICIPATORY SUSTAINABLE LIVELIHOOD ANALYSIS

Objective: This phase aims to articulate the community economic activities, identify market
opportunities, envision three to five potential livelihood projects, and identify the gaps and additional
livelihood assets needed to address these gaps, analyzing skills and interests, market opportunities,
available resources, and livelihood issues.

Activity Outputs:

Community Economic Activities (Annex G)


Potential Livelihood Projects
Livelihood SWOT Analysis (Annex H)

Roles and Responsibilities:

1. RPMO The RPMO should share the RLAMM prepared by the CDED Officer and ERO.
2. Provincial Coordinator The PC should provide the Implementing PDO with the RLAMM,
incorporating his/her PLAMM.
3. Implementing PDO The Implementing PDO should organize the activities under this stage.

Activities:

The activities for this phase are as follows:

Listing of Community Economic Activities


SWOT Analysis

23
Modalities Orientation

Listing Community Economic Activities


Duration 2 hours
Prerequisite List of participants willing to engage with SLP
Annex G: Community Economic Activities
Tools
Modalities Orientation presentation
Outputs Accomplished Community Economic Activities

Community Economic Activities

1. The listing of community economic activities is the first step of the PSLA, which shall
serve as the primary data source for determining potential SLPA livelihood projects.

2. The objective of this activity is to articulate the current socio-economic situation of SLPA
and their economic activities, and identify corresponding and appropriate livelihood
interventions to secure and/or improve these economic activities.

3. As part of empowerment for the SLPA, the SLPA officers should lead their members in
identifying their community economic activities; while the Implementing PDO should
oversee the discussion.

4. Identifying community economic activities includes the following:

a. Major or common livelihoods within the local community


b. Available and accessible assets (natural, social, human, physical and financial)
and their importance to livelihood security
c. Open and/or institutional markets for these livelihoods
d. Livelihood issues (causes for vulnerability and poverty in terms of livelihood
security, livelihood trends and shocks in the last five years)
e. Coping strategies for livelihood vulnerabilities, trends and shocks

Livelihood Assets and Market Map

1. The Implementing PDO should obtain the R/PLLAMM prepared by the Provincial
Coordinator and SLP-RPMO, through the CDED Officer and ERO. This should serve as
the secondary data source for determining livelihood projects, as reference for market
opportunities outside the municipality.

2. The Implementing PDO should provide the SLPA with the R/PLAMM to inform them of
other opportunities outside their immediate community. This would give them a wider
perspective of markets for services and products that they may be able to provide through
their livelihood projects. The SLPA members should also include their local livelihood
assets and markets as identified in their list of Community Economic Activities.

Livelihood SWOT Analysis


Duration 4 hours
Prerequisite List of Household and Community Economic Activities and R/PLLAMM
Tools Annex H: Livelihood SWOT Analysis
Outputs Identified potential SLPA Livelihood Projects

1. The SLPA shall juxtapose their Household and Community Economic Activities and

24
R/PLLAMM to lay out their current available and accessible resources, trends and shocks
encountered, as well as the market opportunities, they shall then envision potential
livelihood projects for their SLPA.

2. The SLPA officers should lead the visioning activity, allowing them to guide their
members in exploring various potential livelihood projects. They should arrive at three to
five potential livelihood projects, whether these are for micro-enterprising or employment.

3. From the three to five potential livelihood projects, the group must identify the gaps or the
aspects for which additional livelihood assets are needed to attain their envisioned
livelihoods. These gaps should be the key intervention points that the Implementing PDO
should facilitate, either through the provision of SLP modalities or linkage with partner
institutions.

Modalities Orientation
Duration 2 hours
Prerequisite Attendance to prior activities
Tools Modalities Orientation presentation
Outputs -

1. The Implementing PDO shall conduct an orientation on the SLP modalities, discussing the
track upon which each modality belongs, as well as the coverage, purpose, and cost
parameters. The Implementing PDO shall ensure that program participants understand the
scope and limitations of the program modalities. However, the Implementing PDO shall
also discuss other possible partners and stakeholders that may provide additional assistance
or counterparts.

B. MICRO-ENTERPRISE DEVELOPMENT TRAINING

Objective: By the end of the training, the participants should understand basic entrepreneurship
principles and practices, as well as do simple bookkeeping and accounting.

Activity Outputs:

Expression of Intent for track selection (Annex I)

Roles and Responsibilities:

1. RPMO The RPMO should assist in tapping subject-matter experts as resource persons for
the MEDT.
2. Provincial Coordinator The PC should assist in tapping subject-matter experts as resource
persons for the MEDT.
3. Implementing PDO The Implementing PDO should secure the following:
a. Secure a schedule, venue, and resource person/s for the MEDT
b. Letter of intent for track selection
c. Initial business plan for participants pursuing the Micro-enterprise Development track

Activities:

The activities for this phase are as follows:

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MEDT
Track Selection

Micro-enterprise Development Training


Duration 2 days
Prerequisite Participation in the PSLA
Tool MEDT module
Output -

Micro-enterprise Development Training

1. The Implementing PDO should organize a two-part MEDT for all SLPA members for
informed decision-making in track selection. The SLPA members should understand the
details involved in starting-up micro-enterprises.

2. The Implementing PDO, in coordination with the assigned LGU livelihood worker, should
tap business development partners, such as CSOs, micro-finance institutions, academe,
and the like, as resource person/s for this session. The Implementing PDO shall only act as
the resource person for this training, should subject-matter experts be unavailable.

3. The first part, enterprise development, should comprise the following:


a. defining an entrepreneur and the roles and the responsibilities involved
b. understanding the different components of an enterprise

4. The second part, financial management, should comprise basic bookkeeping and
accounting.

Track Selection
Duration 1-2 hours after MEDT
Prerequisite Attendance to MEDT
Tool -
Output Annex I: Expression of intent

1. By the end of the MEDT, the Implementing PDO should allot one to two hours to guide
the program participants in choosing the track they will undertake.

2. The SLPA officers should prepare an expression of intent for each of the two tracks, which
members should sign based on their chosen track, stating that the track selection was their
informed decision.

3. All SLPA members who chose to engage in the Micro-enterprise Development track
should choose their final livelihood project and proceed with the preparation of their
mungkahing proyekto. The Implementing PDO should schedule a project proposal
preparation activity with the members proceeding with micro-enterprise development.

4. All SLPA members who will pursue employment, should undergo the BEST.

C. BASIC EMPLOYMENT SKILLS TRAINING

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Objective: By the end of the training, the participants should be able to articulate their skills and
work experience, know and understand basic work etiquette, write their resumes, and prepare for job
interviews.

Outputs:

Accomplished resume (Annex J)

Roles and Responsibilities:

1. RPMO The RPMO should:


a. assist in tapping subject-matter experts as resource persons for the BEST
b. coordinate with job fair organizers or organize regional or provincial job fairs
2. Provincial Coordinator The PC should:
a. assist in tapping subject-matter experts as resource persons for the BEST
b. coordinate with job fair organizers or organize regional or provincial job fairs
3. Implementing PDO The Implementing PDO should secure the following:
a. secure a schedule, venue, and resource person/s for the BEST
b. accomplished resume of all participants in the Employment Facilitation track

Activities:

The activities for this phase are as follows:


Basic Employment Skills Training
Securing employment

Basic Employment Skills Training


Duration 1 day
Prerequisite Signed expression of intent signifying Employment Facilitation as chosen track
Tools Annex J: Resume template
Output Accomplished resume

Basic Employment Skills Training

1. Program participants who are seeking employment should attend a four-part BEST to have
an overview of the endeavors involved in securing employment.

2. The Implementing PDO, in coordination with the assigned LGU livelihood worker, should
tap Public Employment Service Office (PESO) or private institutions, as resource person/s
for this session. The Implementing PDO shall only act as the resource person for this
training, should subject-matter experts be unavailable.

3. The first part should cover enlisting potential job matches, with the R/PLLAMM as
reference. This should tackle identifying each participants current skillset and work
experience, while juxtaposing them with the employment opportunities identified in the
R/PLLAMM. The participants should identify at least three possible job openings to apply
for, as well as the additional skills they would need to secure the employment
opportunities.

4. The second part should cover basic work etiquette, such as punctuality, good grooming,
diligent attendance and respect for authority. In addition, the participants should identify
other traits they would need for their enlisted potential employment.

5. The third part should focus on resume-writing. Participants should be able to accomplish a

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one-page resume that enlists their skills, work experience, and educational background.
This shall serve as the major output for the BEST.

6. The fourth part should consist of a mock interview, in which participants should practice
undergoing interviews with potential employers. The Implementing PDO should enlist the
help of potential employers and private institutions as mock interviewers. The role of the
latter is crucial, such that they should be able to help prepare participants for actual
interviews and provide feedback for improvement.

Securing Employment
Duration 1-2 days (for actual job fairs)
Prerequisite Accomplished resume
Tools Annex J: Resume template
Output Directly referred program participants

Direct Referral and Placement

1. Participants whose skills are already matched with the available job, they may be referred
to potential employers for possible employment immediately after completing the BEST.

2. Unqualified participants may either be referred to the on-the-job training programs of


prospective employers or avail of the ST modality of SLP to acquire the necessary hard
skills.

Job Fairs

1. Provided that the R/PLLAMM was diligently prepared by the SLP-RPMO, through the
ERO, and the Provincial Coordinators, potential employers and job fairs organize by other
institutions should be included and scheduled prior.

2. The ERO and PCs should coordinate with job fair organizers for a list of companies, job
openings and required skills by employers who will be participating during job fairs. This
should have been indicated in the R/PLAMM for the information and consideration of
program participants pursuing the Employment Facilitation track. The Implementing PDO,
on the other hand, should assist participants in attending job fairs for potential hiring.

3. The SLP-RPMO should also explore organizing regional or provincial job fairs as a
strategy for possible job placement. This activity should be conducted at least once a year,
in partnership with the LGU, PESO, and/or partner institutions. The RPMO and the
Provincial Coordinator should lead the planning, organizing, and execution of the event;
while the Implementing PDO should ensure the attendance of program participants to the
activity.

Potential Employment

1. Aside from job fairs and direct referrals, the ERO, along with the PC should scout for
potential employers, preferably within the province or region. Should there be unavailable
employers within the region, only then should the ERO explore employers in nearby
regions.

2. Program participants who are unable to secure direct employment through referrals or job
fairs, and would need financial support to obtain additional documentary requirements or

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skills trainings may prepare project proposals.

3. The Implementing PDO, with assistance from the ERO and PC, should obtain the
employment requirements from the potential employer and identify how the requirements
may be secured.

D. PROJECT PROPOSAL PREPARATION

Objective: The program participants should write their own mungkahing proyekto to be submitted to
the respective DSWD Field Office for review and approval.

Activity Outputs:

Accomplished mungkahing proyekto

Roles and Responsibilities:

1. RPMO The RPMO should:


a. assist in tapping subject-matter experts as resource persons for the BEST
b. coordinate with job fair organizers or organize regional or provincial job fairs
2. Provincial Coordinator The PC should:
a. assist in tapping subject-matter experts as resource persons for the BEST
b. coordinate with job fair organizers or organize regional or provincial job fairs
3. Implementing PDO The Implementing PDO should secure the following:
a. secure a schedule, venue, and resource person/s for the BEST
b. accomplished resume of all participants in the Employment Facilitation track

Project Preparation for Micro-enterprise Development


Duration 1-2 days
Prerequisite Identified projects
Tools Annex K: Mungkahing proyekto template
Annex L: SCF template
Annex M: CBLA template
Annex N: Skills Training template
Annex P: Feasibility assessment guide
Output Mungkahing proyekto

1. The program participants, led by their SLPA officers, should prepare their mungkahing
proyekto, including the institutions they would need to tap and the SLP modalities through
which their projects would materialize. The Implementing PDO should invite technical experts,
such as the provincial or municipal agricultural officer (MAO/PAO), municipal engineers, or
other specialists for guidance in preparing their livelihood projects

2. Once the SLPA members have prepared their mungkahing proyekto and the necessary
attachments, they should submit it to the Implementing PDO who will then conduct a
feasibility assessment on the mungkahing proyekto before submitting to the PC and the SLP-
RPMO for review, and approval of the DSWD Field Office Regional Director or Asst.
Regional Director-Operations. The Implementing PDO should inform the program participants
of the timeline for review and approval.

3. The allowable types of micro-enterprise projects that shall be the following:


a. a single group enterprise;

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b. multi-group enterprises; or
c. a mix of individual and group enterprises

4. SLPA members shall be allowed to start up individual enterprises only when a group enterprise
is not viable. The Implementing PDO should submit a written justification for approval of the
PC. If the latter finds the request satisfactory, s/he should issue a no-objection memorandum to
the Implementing PDO, copy furnished the RPMO with the justification as reference
document.

Project Preparation for Employment Facilitation


Duration 1-2 days
Prerequisite Identified projects
Tools Annex K: Mungkahing proyekto template
Annex N: Skills Training template
Annex O: Employment Assistance Fund template
Annex P: Feasibility assessment guide
Proof of employment or employment contract
Output Mungkahing proyekto

1. Program participants, led by their SLPA officers, should prepare their mungkahing proyekto,
including the documents and logistical requirements needed, as well as the SLP modalities that
would help secure their employment.

2. The Implementing PDO should also assist the program participants in securing a proof of
guaranteed employment as an attachment to their mungkahing proyekto.

3. Once the SLPA members have prepared their mungkahing proyekto, and the necessary
attachments, they should sign and submit this to their Implementing PDO for review of the PC
and the SLP-RPMO, and approval of the DSWD Field Office Regional Director or Asst.
Regional Director-Operations. The Implementing PDO should inform the program participants
of the timeline for review and approval.

SLPA Formalization

Opening of bank account

After the SLPA members have submitted their mungkahing proyekto for review and approval, they
only the SLPA president, treasurer and either the Municipal Social Welfare and Development
Officer (MSWDO) or the Implementing PDO (if practicable, a regular employee) are co-signatories
for the bank account. Once the SLPA has acquired juridical personality, the members shall submit a
resolution to the bank to drop the names of the MSWDO or Implementing PDO as co-signatories.
The SLPA should only have one bank account for transactions with DSWD regardless of projects
and track.

Beneficiary CSO accreditation

The SLPA must also apply for a DSWD beneficiary CSO accreditation, qualifying them to receive
grants from DSWD and other government agencies as a group of beneficiaries.

Coverage and Validity of the Certificate of Accreditation

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A Certificate of Accreditation shall cover only the geographical and technical areas of
activity/expertise specifically stated therein.
A Certificate of Accreditation shall be valid only for a period of three years from the
date of issuance, unless sooner revoked in accordance with the provision. The period of
validity of a Certificate of Accreditation shall not be extended.

A. Preparation and Submission of Required Documents

The Implementing PDO should assist the SLPA in accomplishing and preparing the
required documents for the application. S/he should also review the documents for
accuracy and completeness before notarization and submission to the SLP-RPMO.

The following are required documents to be accomplished by the SLPA members:

1. Application Form (DSWD-SB-CSOA 001B)


2. Officers Resolution (DSWD-SB-CSOA 002B)
3. Location Sketch
4. Organizational Chart
5. By-laws and general agreements among members
6. Roster of Members (DSWD-SB-CSOA 005B)
7. Omnibus Sworn Statement (DSWD-SB-CSOA 006B)
8. Sworn Statement for not receiving government and non-government funds
(DSWD-SB-CSOA 006B-A)
9. Certificate of Social Preparation (DSWD-SB-CSOA 007B)

B. Processing of Application and Issuance of Certification

The application will go through stages of review and validation to ensure the accuracy and
substance of the submission. To guarantee the timely processing of documents, it is
therefore expected that persons in-charge in each step certify the detail of the
aforementioned. Below are the steps to be undertaken prior to the approval of the
application:

1. Filing of required application documents to the SLP-RPMO


2. Initial desk review by the DSWD Field Office Standards unit
3. Project validation and posting by the Standards unit
4. Preparation of assessment and abstract reports by the Standards unit
5. Deliberation of applicant CSO by the accreditation committee
6. Final decision by the Secretary

After all documents have been submitted, the SLPA must await the issuance of Certificate of
Accreditation before proceeding with the utilization of grants intended for the project.

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PROJECT PROPOSAL REVIEW AND APPROVAL STAGE

The Project Proposal Review and Approval stage is the venue where the mungkahing proyekto,
developed by the program participants, will undergo evaluation using project feasibility indicators to
ensure the proposals comply with the program standards and are contributory to the achievement of
program outcomes.

All implemented projects are expected to contribute to the increase in income of program participants.
In achieving this long term objective, it is imperative that ensuring feasibility is a thorough task
undertaken by the Implementing PDO with program participants and other stakeholders. On this
premise, the Implementing PDO should ensure that approved projects provide program participants
with profit either through engagement in micro-enterprises or undertaking gainful employment.

E. PROJECT PROPOSAL REVIEW

Objective: The activity aims to assess the feasibility of any mungkahing proyekto to be recommended
for approval.
Outputs:
Reviewed mungkahing proyekto with complete attachments
Reviewed feasibility assessment form

Roles and Responsibilities:


1. RPMO The RPMO should review the mungkahing proyekto based on its project
implementation timeline and profitability after the PCs endorsement.
2. Provincial Coordinator The PC should assess the attachments of the submitted proposals,
as well as the feasibility of the project, its program of works, and profitability. The following
actions should be undertaken after the assessment:
For proposals with complete attachments: provide feedback to the concerned
Implementing PDOs that the proposal is ready for endorsement to the SLP-RPMO.
For proposals with incomplete attachments: provide feedback to the concerned
Implementing PDOs to comply the required attachments within three days after feedback
3. Implementing PDO The Implementing PDO should comply with all necessary documents
and thoroughly review the mungkhaing proyekto prepared by program participants.

Activities:

The activities for this phase are as follows:


Provincial project proposal review
Regional project proposal review
Project proposal approval

Provincial Project Proposal Review


Duration 1-2 days
Prerequisite Accomplished mungkahing proyekto
Tools Feasibility assessment form
Outputs Reviewed mungkahing proyekto

1. The Provincial Coordinator should schedule and facilitate a Provincial Project


Development and Assessment (PPDA) with the Implementing PDOs. The Provincial
Coordinator may also invite counterparts or field experts from the academe, CSOs, LGUs
to verify and provide technical inputs and review the project proposals.

2. The Implementing PDO shall be given the opportunity to present each mungkahing

32
proyekto with a feasibility assessment.

3. For the first PPDA, the CDEDO and ERO should attend to provide technical inputs on
micro-enterprise and employment facilitation projects, respectively. They should guide the
Provincial Coordinator and the Implementing PDOs in preparing and assessing projects.
For succeeding PPDA, the CDEDO and ERO are no longer required to attend, but the
Provincial Coordinator should thoroughly review the projects based on their guidance.

4. Proposals shall be categorized into the following:


a. Approved proposals: provided sufficient information, with no errors or additional
requirements
b. Temporarily deferred proposals: compliant to a certain extent but require minor
revisions/enhancements or attachments to be submitted; in such cases, the
Implementing PDO should comply with the requirement within three days from the
provincial review
c. Disapproved proposals: non-compliant in all aspects and require changing the
project completely; in such cases, the Provincial Coordinator and the Implementing
PDOs should agree on the timeline of re-submission.

Regional Project Proposal Review


Duration 1-2 days
Prerequisite Accomplished mungkahing proyekto
Tools Project implementation timeline and income projection summary sheet
Endorsement memo to the approving authority
Outputs
Reviewed project proposals

1. The SLP-RPMO should review the mungkahing proyekto after

2. Proposals shall be categorized into the following:


a. Approved proposals: provided sufficient information, with no errors or additional
requirements
b. Temporarily deferred proposals: compliant to a certain extent but require minor
revisions/enhancements or attachments to be submitted; in such cases, the
Implementing Field PDO should comply with the requirement within three days
from the PPPA
c. Disapproved proposals: non-compliant in all aspects and require changing the
project completely; in such cases, the Provincial Coordinator and the field PDOs
should agree on the timeline of re-submission.

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F. PROJECT PROPOSAL APPROVAL

Objective: The aim of this phase is for the mungkahing proyekto to be approved.

Outputs:
All submitted project proposals are processed and funded on time.

Roles and Responsibilities:


1. RPMO The RPMO should submit the reviewed project proposals to the approving authority
with a cover memo indicating a list of projects and proposed amount.
2. Provincial Coordinator The PC should constantly coordinate with the SLP-RPMO
regarding the status of proposals.
3. Implementing PDO The Implementing PDO should submit complete applicable
documents, including procurement forms, list of participants for CAP, etc.

Project Proposal Approval


Duration 2 days
Prerequisite Cover memo to the approving party: endorsement sheets
mungkahing proyekto and its attachments
Tools -
Outputs Approved mungkahing proyekto

1. The SLP-RPMO should submit the reviewed project proposals with a cover memo
indicating a list of projects and proposed amount.

2. The SLP-RPMO should ensure to inform the Provincial Coordinator on the status of
project proposals so that they may in turn inform the Implementing PDOs.

3. The Implementing PDO should inform the program participants and prepare the necessary
procedures for project execution.

34
PROJECT IMPLEMENTATION STAGE

After project proposal approval, supporting administrative documents and processes must be
undertaken before the participants receive the grants and start with their proposed projects. As such,
the following must be accomplished prior to proceeding with the next steps.

Administrative Process for Projects Using Transfer of Fund


IMPLEMENTI Prepares Approved Project Proposal, Obligation Request (OBR), Disbursement Voucher (DV), and
NG PDO/PC payroll for submission to the Accounting and Budget Unit
Accounting and Reviews, records, and submits to Regional Accountant for approval, and will be forwarded to the
Budget Unit Cash Unit.
Upon approval of all the afforementioned documents, they will prepare of Advice of Check Issued
Cash Unit and Cancelled (ACIC) and check/s issued under the name of the Association.
Or, the Cash Unit may pursue Automatic Debit Account (ADA) directly to the SLPA Bank Account.
An authorized member of the SLPA must produce a valid ID, proof of membership to the SLPA, and
SLPA the Accreditation Certificate to pick-up the check and immediately deposit in the SLPA Bank
Account.

Administrative Process for Projects Using Payment Through Procurement


Prepares Approved Project Proposal, payroll and Requisition and Issuance Slip (RIS) for submission
IMPLEMENTI
to the Procurement Unit.
NG PDO/PC
Note: RPMO/PCs/Implementing PDOs may suggest three potential bidders to the Procurement Unit.
Procurement Prepares the Purchase Request (PR) for approval, then processes the documents until a winning
Unit (and SLP bidder is identified. Then prepares the OBR, DV, and Purchase Order for the winner for submission
AA) to the Accounting and Budget Unit
Accounting and Reviews, records, and submits to Regional Accountant for approval, and will be forwarded to the
Budget Unit Cash Unit.
Upon approval of all the afforementioned documents, they will prepare of Advice of Check Issued
Cash Unit
and Cancelled (ACIC) and check/s issued under the name of the winner.
Or, the Cash Unit may pursue Automatic Debit Account (ADA) directly to the winners account.

Administrative Process for Projects Using Cash Assistance Payroll to Individual Participants
IMPLEMENTING Prepares the following for submission to the RPMO:
PDO / PC (a) Approved Proposal, (b) OBR, (c) DV, and (d) payroll as approved by the RD/ARDO.
Prepares the following for submission to the Accounting and Budget Unit:
RPMO (a) Previously mentioned items, (b) Authority of SDO indicating maximum accountability and
purpose of cash advance, (c) Certification of liquidated previous cash advances, and (d) Approved
application for Fidelity Bond for the current year.
Accounting and Reviews, records, and submits to Regional Accountant for approval, and will be forwarded to the
Budget Unit Cash Unit.
Upon approval of all the afforementioned documents, they will prepare of Advice of Check Issued
Cash Unit
and Cancelled (ACIC) and the issuance of the actual check/s.
Special Disbursing With the aid of the Implementing PDO, the SDO shall obtain and release the checks to the intended
Officer (SDO) individual/s.

4.1 PROVISION OF MODALITIES


Objective To be able to deliver each modality to the program participants, ensured through utilization checks
Reciept of grant/training/asset by the Program Participantsandt with judicious utilization
1. Funds are disbursed and utilized properly and judiciously by the inteded participants;
Expected
2. Items are procured, purchased, obtained properly and judiciously;
Outputs
3. Physical and natural assets are acquired or built; and
4. Skills Trainings are conducted as needed.

35
Prerequisite All administrative documents have been approved and funds are ready for disbursements.
Process
Implementing PDO (and other co-implementers) , Finance Unit, Procurement Unit
Owner

MODALITY CASH FOR BUILDING LIVELIHOOD ASSETS


Step 1: Pre-CBLA Orientation. A half-day orientation is given to the participants covering purpose,
roles, schedules, terms of payment, and other pertinent information with regard to the Project. The
orientation should also include safety precautions and procedures to all identified CBLA participants.
The Implementing PDO and LGU Livelihood Worker / MSWDO shall administer this orientation.

Step 2: Work and Payment. During the days of work, the Implementing PDOs and the other co-
implementers monitoring the implementation of the project must maintain a daily logbook entries or
Procedure attendance, signed by the participating individuals, including the signature of the assigned monitor. They
should also document the CBLA activity, including photos before, during and after work.

Allowances should be strictly paid within two weeks or earlier after the last working day.

In the event that they will need replacements, the SLPA must produce a resolution stating that they will
either identify an appropriate substitute, or offset the reduction of participants through additional
workdays (requires revised Program of Works).
Duration 2 weeks to 3 months (depending on the program of works)

MODALITY EMPLOYMENT ASSISTANCE FUND


Step 1: Participant Mobilization and Payout. The Implementing PDO should be able to inform the
participants on the scheduled disbursement of the EAF to organize a common meeting time and place.

Before commencing with the payout, the Implementing PDO must conduct a refresher on the use of the
grant. The Implementing PDO must be able to relay that (a) they are accountable to the SLPA as to the
utilization of the funds, (b) the SLPA has a utilization check monitoring of the members that have
availed of the modality, and (c) that each member must be able to produce a receipt or proof of purchase
(except for food and transportation expenses) per transaction as a means of verification. In addition, this
is an opportunity for the Implementing PDOs to address issues and concerns with the SLPA regarding
the modality.

The Implementing PDO must also coordinate with the assigned SDO and schedule the most efficient
time for payouts. The Implementing PDO and SDO must be able to conduct the payout in a secure
Description
location. The Participants must make a personal appearance to receive the grants, bringing with them, at
a minimum the following:
1. Valid IDs such as Pantawid ID, voters IDs, or proof of membership to the SLPA, if no IDs are
available; and
2. Proof of guaranteed employment, or proof of employment (i.e. Employee ID)

Individuals not registered in the payroll cannot receive the grant, even in behalf of an absent participant,
and must schedule another payout for the absent participants. In the event that a member will back-out
because an employment will not be pursued, the intended funding assistance shall be returned to DSWD.

Step 2: Liquidation. The SDO, with the aid of the Implementing PDO, must be able to submit
liquidation documents that is in accordance with the governing accounting and auditing rules and
regulations.
Duration 1-2 weeks

MODALITY SKILLS TRAINING

36
Step 1. Start of Training. Once the Procurement Unit has already issued the Notice of Award and
Purchase Order, it is only then that the Skills Training may proceed.

The Implementing PDO should be able to convene the participants and conduct a short meeting with the
SLPA prior to facilitating them to the place of training (community based or center based) for their first
day. During the dialogue with the participants, the Implementing PDO may address issues and concerns
they may have.

Step 2: Monitoring of Training. The Implementing PDO should be able to track the participants
Description progress into the trainings until the participants are given the pertinent certificates (i.e. National
Certification) after the trainings completion.

In the event that any of the participants dropout for any given reason, the participant should be referred
to the C/ML if Pantawid Pamilya, or the MSWDO/other accountable persons if non-Pantawid Pamilya.
If possible, the vacated slot should be negotiated with the Skills Training provider, in consultation with
the SLPA, with the approval of the Regional Director.

Step 3: Payment. Payment to the training institution shall follow governing procurement, accounting,
and auditing rules and regulations, depending on the chosen mode of disbursement identified.
Duration 2 weeks to 3 months (depending on the duration of the training)

MODALITY SEED CAPITAL FUND


Step 1: Withdrawal. Only the SLPA President, Treasurer and Implementing PDO/MSWDO , at a
minimum, may jointly withdraw the grants.

Step 2: Internal Fund Utilization Check. Within three days, but not exceeding one week upon release
of the SCF, the SLPA elected officers must monitor the utilization of the grants. All purchases must have
acceptable means of verification such as Official Receipts, Reimbursement Expense Receipt, or any
Description acceptable proof of purchase. The SLPA must keep records of its purchases as part of its accountability
and capacity building from basic bookkeeping. The Implementing PDO must ensure both the fund
utilization as well as the internal check.

Step 3: Liquidation. The SLPA should be able to issue a proof of receipt of grants upon receiving the
grants, to comply with the grant liquidation requirements covering the 2017 General Appropriations Act
and prevailing audit rules and regulations.
Duration 2-4 weeks (depending on the Fund Utilization Check schedules)

4.2 Status of Modality Provision


Duration Three to four weeks after the implementation of the modality.
Prerequisite Projects are ongoing/ have started already.
Tools Modality Provision Status Tool
Output Encoded Provision Status Tool

Step 1: Transition to the Monitoring PDO and Continuous Grant Monitoring. After the grant has been disbursed, the
Implementing PDO regularly monitors the participants SLPA in terms of project purchases, incurred expenses and
activities identified in the proposal. The Implementing PDO shall inform the Monitoring PDO via official communication
to monitor the status of Modality Provision. (See Modality Provision Status Tool annexed in this manual). It is also the
Monitoring PDOs responsibility to reports, in coordination with the Implementing PDO.

The Implementing PDO and other co-implementers shall continue to ensure the implementation of each modality. The
Monitoring PDO shall encode the accomplished tool. The Monitoring PDO shall track the progress of the participants until
the completion of the proposed modality/ies.

37
Step 2: PDO Fund Utilization Check. The Monitoring PDO and the co-implementers, in partnership with the SLPA,
shall conduct a utilization check after the release of grants. They must reconcile the findings of the utilization check with
the SLPA Officers with all the proof of purchases from the members.

Upon completion of the modality provision, the Implementing and Monitoring PDO prepares a joint Completion Report.
The Report is submitted to the RPMO, through the PC.

MD All assets have been purchased or built, and the Microenterprise has been set-up.
MOV: Proof of purchases, books of accounts
EF Trainings, training certificates, and grants have been received by the participants and then facilitated to
employment.
MOV: Certificate of Training Completion, Certification of Competency, proof of employment.

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PROJECT SUSTAINABILITY STAGE

This stage ensures that the operations of the established microenterprises and the acquired
employment are sustained after the provision of SLP modalities through continuous tracking,
mentoring, coaching, and capacity building. It is also during this stage where a periodic assessment
shall be undertaken on the following aspects: project, organization, program participant, and financial.

Quarterly Monitoring Report


Duration Every quarter for two years, after the modality has been fully provided.
Prerequisite Modalities have been fully provided
Tools Quarterly Status Report
Output Encoded Quarterly Status Reports

Step 1: The Monitoring PDO and the other co-implementers shall conduct the quarterly status
monitoring of the SLPA projects and participants. The data must be encoded by the 25th of the month.

Step 2: Likewise, the Monitoring PDO shall gradually mainstream the monitoring of participants to
the C/MAT or the LGU Livelihood Worker. Co-implementers must attend the association meetings
either monthly or quarterly. Anent to this, the SLPAs must prepare financial, enterprise, and
operations reports to be submitted to the Monitoring PDO and other co-implementers.

Step 3A: Employment Status Check. The IPDO and the co-implementers must be able to facilitate
the participant to the identified employment opportunity after the participants graduation. This may
be through the TVIs networks, partnership with the Department, Public Employment Service Office,
and manpower services, for example (please see section on partnerships).

Step 3B: Microenterprise Status Check. The Implementing PDO and the co-implementers shall
ensure the start-up of the enterprise from its start of operations until sales. The Implementing PDO
and the co-implementers shall continue to aid / facilitate the micro-enterprise to its buyers / markets.

Step 4: Once the participants have been employed or have set-up their enterprises, the Monitoring
PDO shall SLPA Monitoring. Similarly, the SLPA should also have its own internal monitoring of its
members employment and enterprise.

Semestral Assessment
Duration Every semester for two years, after the modality has been fully provided.
Prerequisite Modalities have been fully provided
Tools Assessment Tools
Output Encoded Assessment Tools and Submitted Report

Step 1: The Monitoring PDO and the other co-monitors shall conduct the semestral status monitoring of the SLPA
projects, participants and organization. The data must be encoded by the 25th of the month.

Step 2: Collected data from the assessment shall be prepared and submitted by the Monitoring PDO to the RPMO and
NPMO through the SLPIS. Submission of these data is 10 days after the end of the assessment period. The MPDO shall
also submit to the RPMO a consolidated assessment report containing analysis and recommendations 15 days after the
end of the assessment period. A Provincial Coordinator is expected to assist and review these reports prepared and
submitted by the concerned Field PDOs.

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Mainstreaming and Letting-go
Duration End of the two year monitoring and assessment
Prerequisite Modalities have been fully provided
Tools Final Association Assessment Report
Output Encoded Assessment Tools and Submitted Report

The Monitoring PDO and other co-implementers shall monitor the SLPA for two years. This two-year incubation
period shall serve as the transition stage for the program participants to scale up their operations and become self-
governing. During this period, the SLPA may pursue further capacity building and enhancement activities such as, but
not limited to:
1. Organizational Development towards further organizational maturity;
2. Records Management Training;
3. Enterprise expansion and diversification;
4. Value Chain and Product Development Training;
5. Availing of Insurances Packages;
a. Livelihood Resiliency for Disaster;
b. Micro-enterprise/Project Insurance;
c. Crop Insurance;
d. Social Insurances for members; and
6. Orientation on Micro-financing and Micro-Finance Institutions.

After the two-year monitoring period, At the end of the second year, the Monitoring PDO shall prepare a final report to
be reviewed by the Provincial Coordinator for submission to the SLP-RPMO. The report may also be endorsed to other
stakeholders upon request.

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SLP MONITORING AND EVALUATION

The SLP follows a results-based monitoring and evaluation (RBME) framework that seeks to
assess and improve the programs performance based on its results 1. The said framework focuses on
(a) proper program implementation in accordance to program goals, (b) responding to program
results, and (c) producing verifiable data for program improvement.

The SLPs RBME is anchored on its Results Framework, crafted in 2016 through a joint effort
between the SLP-NPMO and the Innovations for Poverty Action Philippines. It was initially crafted
through a grant from the Department of Foreign Affairs and Trade (DFAT) from 2013-2014, and has
since been enhanced based on program observations and Department Thrusts and Priorities. See ____
for the visual diagram of the Results Framework.

Monitoring and Evaluation are distinct, yet complementary. Monitoring provides a description of
where the Program is, while Evaluation seeks to answer why the program had or had not reached its
desired goal.

Table 1 Simplified Diagram of Results-Based Monitoring and Evaluation


Results-Based
Monitoring Evaluation
Operations Results
Efficiency wellness of Effectiveness programs Program Enhancement
Scope
execution propensity to reach targets incorporate learnings in all aspects
Results Inputs, Activities and Immediate Outcomes,
End-of-Program Outcome, Impact
Framework Outputs Intermediate Outcomes
Frequency Continuous Periodic / Post-Implementation
Involved Internal Evaluators Internal / External evaluators

MONITORING

Monitoring is the periodic review of the program in terms of whether inputs are adequately provided
so that activities are carried out as scheduled, outputs are produced as targeted, and the program is
proceeding towards the planned outcome2. RBME entails both operations monitoring and results
monitoring, as reflected in the SLP Results Framework.

Operations Monitoring aims to track the programs inputs, activities, and outputs as
reflected through Work and Financial Plan (WFP), staffing / organizational plans, and status
reports, among others. This focuses on monitoring program implementation in terms of
program inputs, activities and outputs.

Results Monitoring measures the achievement of programs desired outcomes


(immediate, intermediate, and End-of-Program Outcome) to determine its rate of success.
This focuses on the result of having achieved program outputs, if it has indeed achieved the
activitys intended purpose.

Reporting Flow
Report submission allows data sharing to internal Department units or external stakeholders, as well
as providing transparency and accountability to the programs participants and stakeholders.

As seen in the diagram below, the Field PDOs encode the filled-up forms and templates in the SLP
Information System (SLPIS). As data is encoded in the system, the SLPIS, in effect, becomes the

1
As defined in the DSWD Unified Results-Based Monitoring and Evaluation (URBME) Manual.
2
Department of Evaluation and Internal Audit. (2007). Glossary of Key Terms in Evaluation and Results Based
Management. Stockholm: Sida.

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Programs consolidator and the repository of Program implementation updates as well as
accomplishments. Data may be generated in real-time, and the MEO, MEF, Special Project Focals,
and the NPMO may directly obtain data for mining, analysis, and reporting.
However, it is important to note that all data generated from and by the system shall be covered under
data privacy laws, and shall be subject for approval before dissemination.
Table 2 SLP Reporting Flow

Aside from the real-time data encoding, the following reports are items that the RPMO must comply
to the NPMO:
Report Name Content
Status of Partnership Development (25th Provides the number of partners through the following level:
of the Month) Mapped and Profiled
Engaged
Number of Partners Assessed and for Provides the number of partners assessed and endorsed for renewal
Renewal (25th of the Month) based on the partnership criteria
Regional Narrative Report A quarterly status update with analysis on the regions accomplishments
(25th of every last month of the quarter) and project implementation for all key stakeholders, both regional and
national.

SLP National Program Management Office Monitoring Responsibilities


Position / Unit Responsibilities
Overall responsible for direction setting for program operations, including program
implementation, monitoring and evaluation; and
SLP Director
Provides guidance and actions to be taken based on the recommendations provided
by the M&E reports.
Deputy Program Manager Oversees and over accountable for program planning, monitoring, budgeting, and
for Monitoring, evaluation activities as well as reporting; and
Evaluation and Finance Reviews and provides final analysis for outgoing M&E reports.
Consolidates M&E reports required for program monitoring, as well as other reports
as may be required;
Planning and Monitoring Clear-houses and provides macro-analysis on all outgoing M&E reports;
Unit Facilitates outcome assessment in coordination with other OBSU and institutions, if
necessary; and
Overall database management in terms of program progress and performance.
Monitors program fund utilization and provides macro-analysis on program financial
Finance Unit
management.
National Data Focal for Coordinates with PMU for data validation and report generation specific to a project;

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Special Projects Analyzes M&E reports and identifies recommendations, in coordination with the
PMU;
Provides feedback at various levels as relevant and necessary specific a project; and
Facilitates outcomes evaluation in coordination with other OBSU and institutions, if
necessary.
Gathers of explicit and tacit knowledge from recognized good practices across
Program Development regions and sectors and transforming them into knowledge products; and
and Social Marketing Communicates M&E reports, assessments, knowledge products, and other materials
to key stakeholders.
Monitors and coaches the utilization of resources as mobilized by the RPMOs;
Cluster Managers and
Ensures all relevant program activities are undertaken to ensure the reach of
Regional Coaches
outcomes, in coordination with the Field Offices.

SLP Regional Program Management Office Monitoring Responsibilities


Position / Unit Responsibilities
Overall responsible for regional direction setting for program operations, including
Regional Director
program implementation, monitoring and evaluation;
Assistant Regional Oversees SLP implementation and operations monitoring; and
Director for Operations Provides clarification to issues arising from feedback reports.
Ensures RPMO physical and financial target achievement through leading, coaching
and mentoring RPMO staff (office and field-based);
Regional Program Assures that all outputs and activities are properly utilized as consistent with desired
Coordinator program outputs; and
Reviews program reports, and provides progress and performance reports to the SLP-
NPMO
Monitors regional outputs submitted reports / encoded data in the database;
Analyses implementation reports and provides feedback to field PDOs with regard to
M&E Officers for financial portfolio, target accomplishment, and other areas of implementation,
Operations and Finance through the RPC;
Provides technical assistance in database use and management; and
Produces necessary reports and data requests, as approved by the RPC.
Coordinates with PMU for project specific data validation and report generation;
Regional Data Focal for
Analyze M&E reports and identifies actions needed, as well as project specific
Special Projects
feedback in coordination with PMU;
Provides oversight and ensures the implementation of SLP activities for the
Provincial Coordinator
provincial accountability, as well as technical assistance on the same.
Initiates and implements program activities to achieve program outcomes;
Provides frequent and up-to-date feedback on the progress of activities and the reach
Implementing PDO of milestones; and
Maintains a portfolio of regular feedback reports, accomplished tools, and other
participant/ project documents as MOVs of implementation;
Maintains monitoring portfolio of projects reviewed/monitored;
Monitoring PDO Ensures data validation and database encoding; and
Provides feedback reports to the RPMO for additional assistance to SLPAs.

EVALUATION

Evaluation is the process of systematically and objectively determining the effectiveness and
relevance of the activities within the program in the light of stated objectives and goals3. The SLP
conducts two types of evaluation: (a) process evaluation, and (b) impact evaluation. These activities
are administered by either an internal evaluator (from within the Department), and an external
evaluator (third-party).

3
Ibid.

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