Name: Grichen Tudlas Date: 4/24/23

Professor: Dr. Rosalea Fenina Margallo Sub:EDUC614.Rural&Urban Devt.

Sustainable Livelihood Program SLP

Answers Only:

3 from each Recommendations

Business processes:

 The programme relies heavily on PDOs, therefore it is important to

strengthen their capacity, provide adequate support, and revise PDO

performance indicators, which put pressure on their performance and

wrongly incentivise them to increase beneficiary enrolment,

compromising programme quality.

 The program needs to expand venues for programme outreach, giving

more flexibility to PDOs to deliver their message.

 The programme needs to enhance current and develop new monitoring

tools to assess the cost-effectiveness and impact of each track, keep

and scale up modalities that perform well, and redesign modalities that

perform poorly.

Programme design:

 Set realistic expectations and refine programme goals: To overcome

the challenge of creating and/or finding employment for a large group

of uneducated people, the programme should focus on providing skills

and linking beneficiaries to other programmes.

 Select SLP participants through an objective procedure: Eligibility

criteria should rely on an objective tool to classify participants into

tracks and modalities that fit their characteristics best, instead of

leaving the decision solely to the participant. Accordingly, PDOs must

be advised not to encourage participants to go into one track over

another.

 Involve local experts in implementing modalities of the MD track to

increase the likelihood of success for microenterprises: Similar

programmes implemented in other countries emphasise regular

coaching or transfer of knowledge to guide projects.

 OWN VIEWS

Business processes:

1. By partnering with the Department of the Interior and Local Government (DILG),

we have produced this report titled, “DECENTRALIZATION, DIGITALIZATION,

AND DEVELOPMENT: Strengthening Local Governance for Crisis Response,

Recovery, Resilience, and the Sustainable Development Goals” which grapples

with burning issues faced by the local government units (LGUs) as they prepare

for the Mandanas-Garcia SC Ruling transition. The report contains analysis and

recommendations on key burning issues related to the transition, including

challenges on budget planning, dependency on national tax allotments, climate

and conflict-related crises, capacities for innovation, need for digitalization,

underspending, and social accountability, among others. The report further

emphasizes the need for well-informed planning, assessments, and program

implementation toward recovery and development. This provides further

information which could guide both national government agencies and local

government units, with the support from stakeholders and development partners,

to make the necessary adjustments or enhancements on existing recovery plans

and their implementation. (By the United Nations Development ProgrammeThe

cover features photographs from the UNDP Bottom-Up Budgeting (BUB) Project

and UNDP initiatives in Mindanao).

2. The Filipinos who attend PDOS will be prepared for the challenges of

international migration, such as cultural and language changes, and will be able

to address their concerns and provide information about permanent residence

abroad. The PDOS provides valuable information for departing OFWs. They

learn about what to expect, as well as what to do and what not to do when they

reach their country of employment.

3. Monitoring and evaluation (M&E) is a powerful public management tool that can

be used to improve the way governments and organizations achieve results. Just

as governments need financial, human resource, and accountability systems,

governments also need good performance feedback systems. There has been

an evolution in the field of monitoring and evaluation involving a movement away

from traditional implementationbased approaches toward new results-based

approaches. The latter help to answer the “so what” question. In other words,

governments and organizations may successfully implement programs or

policies, but have they produced the actual, intended results. Have governments

and organizations truly delivered on promises made to their stakeholders? For

example, it is not enough to simply implement health programs and assume that

successful implementation is equivalent to actual improvements in public health.

One must also examine outcomes and impacts. The introduction of a results-

based M&E system takes decisionmakers one step further in assessing whether

and how goals are being achieved over time. These systems help to answer the

all important “so what” question, and respond to stakeholders’ growing demands

for results.
 (By Kusek, Jody Zall, 1952– Ten steps to a results-based monitoring and

evaluation system : a handbook for development practitioners / Jody Zall

Kusek and Ray C. Rist. p. cm. Includes bibliographical references and

index. ISBN 0-8213-5823-5).

Programme design:

1. The DSWD-SLP has a number of benefits. These include: The provision of

financial assistance to micro-entrepreneurs, particularly those with low income or

no income at all. The creation of additional employment opportunities.

2. Target Participants Should belong to poor households as identified through the

National Household Targeting System for Poverty Reduction (NHTS-PR),

prioritizing Pantawid Pamilya program participants and other qualified poor

households not included in the NHTS- PRThis stage is designed to empower and

develop co-owners among SLP participants. It is carried out through Sustainable

Livelihood Analysis, Basic Livelihood Training, and SLPA formation.

3. DSWD adopted some policy changes thereafter to enhance program

implementation. One major reform was the strengthening of the community

driven development. Instead of simply resource-based and market driven

initiatives, the community development efforts are now focused on results-based

innovations and sustainable interventions. Guided participation, internal

convergence and multi-stakeholder approach are given greater emphasis. This

also changed the design of track selection and project identification from one that

is beneficiary driven to one that is guided by the Community Core group (CCG),

which is barangay-based volunteer group composed of organizations and

persons in the locality. Another major change was the shift from a microcredit

scheme to a capacity building strategy for those in the MD track. The seed

capital fund is given in the form of grants to organized group of beneficiaries to

build entrepreneurial skills and the savings capacity of members. Group

enterprises are strongly encouraged as well as other activities that will help build

cohesion within groups. For the EF track, the DSWD has strengthened

partnerships with both public and private manpower services and training

institutions especially those that are link to employment in the private sector.

DSWD also encouraged higher outputs for the EF track. The low take-up rate for

employment among Pantawid households has been reported in the earlier

studies. This was found surprising because employment is usually preferred by

households since it is associated with lower risk than microenterprise. This view

has also been supported by the labor force SLP Revised Final Draft December

2017 6 data. 1 To address the issue of low take-up, DSWD set the proportion for

EF outputs to 45% of total SLP outputs from a low of 20% based on actual

performance for four years since the start of SLP. (by Assessment of

Implementation Issues and Livelihood Success on the Sustainable Livelihood

Program of the DSWD DISCUSSION PAPER SERIES NO. 2017-54).

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