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SLP Strategic Planning

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francis coz

on 2 October 2015

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Transcript of SLP Strategic Planning

Where are we now?
The Goal Approach to Organizational Effectiveness
An organization is effective to the extent that it accomplishes its stated goals or the outcomes the organization intends to produce
Project Scope
"The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions.”

Strategic Planning
The development of goals, strategies, task lists and schedules required to achieve the objectives of an organization
Scope
(greek origin: skopein)
“to look” or “to view” or “to see” or “to examine”
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Fourth Edition. Project Management Institute, 2008.
/skōp/
noun
Who?
Where?
geographic locations
How?
project modalities
resources available (financial and human)
deliverables and timeline
Session # 1:
knowing and spelling out for whom the organization exists
what benefit the organization seeks to provide this defined group of beneficiaries
topography
density of targeted participants,
LGU support
proximity to available markets,
access to available resources, etc.
THINGS TO CONSIDER:
When?
deliverables and timeline
2016
2015
2014
CDED activities
skills training
cash for building livelihood assets
commodity cluster model
partnerships
To start with a clear understanding of your destination
To keep track of where you are now so that the steps you take are always in the right direction
Project Planning
Where are we now?
Where do we want to be?
How might we get there?
Which way is best?
How can we ensure arrival?
Stick your respective regional maps on the wall
In each municipality, write the number of program participants and the corresponding number of PDOs
participants
PDOs
58
3
Fill out the “Where are we now?” dashboard sheet and stick at the left side bottom of the map

Mapping Exercise
Where do we want to go?
Session # 2:
How do we get there?
Session # 3:
If you don’t know where you are going, you will never get there.
raise 2.3 million Pantawid Pamilya families with improved level of well-being by 2016
SG
If you don’t know where you are going, you will never get there.
You must have a plan to get there
“maximize limited resources” – select areas with the most number of Pantawid families
Number of PDOs per province: 1 PDO should ONLY cover a MAXIMUM of 2 municipalities
Cover more Pantawid families in less cities/municipalities
Follow the “do not spread yourself thinly” principle
Prioritize areas with partners for skills training, enterprise development and employment
Work within the sphere where SLP has 80% control
Major Considerations
Workshop
Objectives
Case management
Monitor progress in the level of well-being
Two Main Components:
Economic Sufficiency
Social Adequacy
Social Welfare and Development Indicators
Cash for Building Livelihood Assets
Objectives
Short term: to provide immediate cash and productive, short-term work experience;
Long-term: to (re)build a physical or natural asset on which the participants or their community depend on for their livelihood and safety
Key Principles
To develop (physical and natural) assets to increase livelihood gains
To establish or rehabilitate common service facilities within the community to increase production as well as the viability of the program participants’ enterprise
To increase employability of participants given their work experience in the project.
CBLA Addresses:
the need to develop natural assets to enhance agri-based livelihoods where:
physical assets linking to these resources are not well developed; AND
ready market opportunities for the produce and community support to sustain the investment is assured
CBLA is implemented:
through public-private partnership involving National Government Agencies and private sectors
through the support and initiative of Local Government Units
Site/Partner Selection
Project Design
Approvals
Project
Management
Evaluation
maximum benefit to participants
importance to partners
dialogue with partners
preparation of proposal
revisions, if any
FO level
NPMO level
implementation
monitoring
participants
partners
CBLA PROCESS FLOW
Objective
Cost Parameter
Intended Use
Reminder
Build, protect and increase productivity of livelihood assets
75% of the regional wage for a maximum of 11 days
Develop physical and natural assets, establish or rehabilitate common service facilities, serves as skills training activity to increase employability
Strict timeline as to pay-out to be observed (2 weeks)
Skills Training
Capacity-building strategy to prepare program participants to better manage livelihood options
Pro-active measure which ensures optimum quality performance in managing livelihood activities
Key Principles
Pure acquisition of technical skills and knowledge
Pure acquisition of technical skills and knowledge + provision of starter kits
How?
Inclusive of:
Php 20,000
Training fee / Registration Fee
Transportation and food Expenses
Starter Kits
enable participants to practice acquired knowledge and skills
Set of Materials and Equipment
Tools, Machineries, Ingredients, etc.
Start enterprise or employment
Only given after passing the skills training and other requirements for the same
How?
Objective
Cost Parameter
Intended Use
Reminder
Train participants to better prepare them to manage their livelihoods
Maximum of 20,000.00 per participant
Covers the full registration/training fee and in some cases, transportation expenses and starter kits
Skills training should lead to income-generating livelihood activities (employment or enterprise)
Must-haves
Analysis of skills profile
List of employment opportunities (municipal to regional)
List of TESDA schools, TESDA accredited TVIs, SUCs & LGU owned/operated schools, DepEd ALS or Trade & Institute schools
Zooming in on the provinces, identify the municipalities that are covered by SLP using push pins
'11-'13
2014
2014
2011-2013
Where are we now in terms of:
Manpower => how are the PDOs spread?
the total # of families targeted
# of families that have been assisted
# of families that remain to be assisted
Existing partners with actual engagement in the area
An effective organization always knows its reference points:
Target
Accomplishment
Resources (human)

… So that it will have a better judgment of how it will move forward to where it wants to go

Key Message:
Mission statement must be…
Clear, concise, easy to remember
Answers the who, what, why, for whom and where
Define or review the organization's vision and mission
Mission can be defined broadly (as an organization) or specifically (i.e. scope/target area or beneficiaries, staff size)
Setting the Regional, Provincial, City/Municipal Targets
Targeting and Profiling as part of
Pre-Implementation and Social Preparation
How many families are we targeting?
Who and where are they?
What are their characteristics?
Profile: age, educational attainment, work history, skills (actual and desired)
Needs
Goals/ dreams
EACH PDO SHOULD HAVE THE LIST OF FAMILIES ASSIGNED TO HIM/HER, WITH PROFILES AND STATUS
Considerations for Selecting Cities/Municipalities
“highest propensity for success” and “quick wins” and “low hanging fruits”
Some indicators:
KC-NCDDP areas / GPB areas with good track record
Seal of Good Housekeeping
Accessibility: distance to provincial capital in kilometers and time (hours/mins travel time)
Connectivity: availability of mobile phone signals
Transportation: means of transpo and frequency (ex. once a day, 2x a day, no regular trips – habal-habal for hire only etc)
How many cities/municipalities are there in the province?
How many PDOs do you have in the province as of August 2014? (created, including vacant)
How many are assigned to only 1 municipality?
How many are handling 2 municipalities?
How many are handling 3 municipalities?
How many are handling more than 4 municipalities?
PDOs should be assigned to only 1 municipality, 2 at the most. This will determine the number of municipalities that SLP will cover in the province.
Numbers matter,
but it's the quality that counts more

Sustainable Livelihood Program
Planning Session with RPMO and Provincial Coordinators
Moving Vision into Action
What have we done?
Have we done enough?
Do we need to do more?
2014
2015
2016
Last Quarter Storm
Go Beyond Targets
100% on the Dot
92
DAYS
365
ACTION DAYS
365
POWER BLAST DAYS
1993
2012
2011
2013
2.3 M
self-sufficient families

Output:
Simple process flow to achieve your ultimate goal.

Analyze. Strategize. Plan.
STRATEGY
SCOPE
GOAL
Output:
100% compliance to SFP needs by the SKAs
All M/CLGUs in your province agreed to buy commodities from SKAs for the Supplementary Feeding Program
Commodity Cluster Model
CDED
Skills Training, CBLA, CDED
SEA-K, CDED
Skills Training, CDED
Skills Training, CDED, SEA-K (CSF)
FUND SOURCES
DSWD Field downloads funds to LGU
LGU thru the MSWDO to issue petty cash to DCSPG

DCSPG to purchase commodities from clusters (SKAs)
Clusters (SKAs) to issue reimbursement expense
DCSPG to liquidate petty cash received from LGU (MSWDO)
CCM FUNDS FLOW
LGU to liquidate funds to DSWD FO
Key Action Points
Tap support of SFP focal in the region
Negotiate with MSWDOs that viands will be prioritized to be supplied by SKAs
Map out C/MLGUs that use DCSPG as purchaser of commodities (viand)
The model can also be applied in non-SFP activities
Output:
SLP to provide the needed number of haircutters
Reyes Salon is in need of 100 haircutters for its new branches in the region
Skills training grant is only allowed if there is opportunity of an employment or such training will enable participants to manage his/her enterprise (as reflected in the post training plan)
Pre-Condition
Key Points
Know what are the potential and guaranteed employment opportunities (market)
Prioritize TESDA, DA-ATI, SUCs, DTI and other government institutions as partners
Always bear in mind the 1: P20,000.00 ratio
Output:
Unproductive land used as a production facility for organic agri products.
Unproductive public lands are available for food production. There is a big demand for organic products.
Income generating CBLA
Participants will be able to generate income within a period of 6 to 8 months from the time the CBLA project is completed; and,
Other financial and non-financial assets required for the microenterprise are already accessible to the participants
Examples: rice paddy dikes
These projects may already be reported as a major final output under the Microenterprise Development track
Non-income generating CBLA

Other financial and non-financial assets, which are not yet accessible to the participants, are required before the CBLA project could lead to income generation
PDOs must bridge access between participants and partners who can provide these assets
Examples: boats (as a result of mangrove rehabilitation CBLA)
These projects may be reported as capacity building/training, and will only be reflected as a major final output under the Microenterprise Development track if the assets are made available already
Key Points
CBLA is best to be implemented in rural areas where there is abundant natural resources
CBLA is an enabling strategy to build, enhance, develop physical assets to increase production
CBLA is a good entry point to demonstrate how SLP bridges the need to build livelihood assets to respond to market needs
Tap support of DA and DENR
SEA-K
Output:
SKAs to meet the demand with economies of scale
3 SKAs need to scale-up production of canned sardines to supply supermarkets in Manila
Purpose
increase capacities of communities to engage in local economic activities to encourage private financial institutions to enter and expand their coverage to poor families especially in hard-to-reach areas
lead to the organization of community based credit and savings facilities that financial institutions may tap as wholesale credit providers or conduits for lending to the areas with limited outreach from the financial sector.
SEA-K is...
One of the modalities under the micro-enterprise development track of SLP
Implemented in areas with limited or no formal financial institutions
What can SEA-K offer?
Start-up Capital
Entrepreneurship skills training
Increase portfolio through business mentoring & coaching
facilitates access to business service providers
SEA-K only offers
DEFINITELY NOT!
Eligible Recipient
Cost Parameter
Intended Use
SKA with a minimum number of 5 participants

Maximum of P10,000.00 per participant (family)

Provide start-up capital to operationalize enterprises to be rolled-back within a max. period of 2 years
Php 10,000
Key Points
Average processing is 20 days from preparation and submission of proposals to RPMO to release of check to SKA
NPMO will no longer download funds to RPMOs prior to the funding of SKAs.
FO Revolving and Settlement Fund (RSF) will be used to fund new SKAs
RPMOs will request NPMO to download funds to replenish FO-RSF
Pre-Employment Assistance Fund
Objectives
Reduce unemployment
Lessen the financial burden of SLP participants
Instill pro-active preparation and prompt submission of employment documents required by employers
Assistance Type
Cost Parameter
Eligible Participant
Grant
Maximum of 5,000.00 per participant

Member of a Pantawid family, at least 18 years old, holder of at least one (1) certification that supports or enables high employability chances
Enabling Environment
Existing potential or guaranteed employer
It is highly recommended that:
that recipients will be federated and organized into an association at the municipal and/or barangay level.
Such organization may serve as a credit and savings facility for the SLP participants who have been employed.
It is highly recommended that:
Members will determine his/her voluntary contribution for personal savings and for pre-employment revolving fund.
The pre-employment revolving fund will be managed by the association for possible relending to eligible participants who also need access to pre-employment assistance funds.
On top of Skills Training Grant, or
Standalone proposal
How?
Supply Side Analysis
What are the needed support services do we need from our stakeholders to implement the SLP modalities to achieve results?
Are we getting what we're supposed to get from our stakeholders?
Partnerships
TASK 1:STAKEHOLDERS MAPPING
Who are the stakeholder/s that we need to continue working with?
Who are the stakeholders that we aim to work with ( that we haven’t worked with before) because our participants NEED them?
TASK 2.1:KEY ACTION POINTS FOR 2014
What are your key action points for the last quarter of 2014 in engaging needed stakeholders to achieve immediate results ?
TASK 2.2:2015 STRATEGIC PARTNERSHIP PLAN

What would be your strategic partnership plan for 2015 in implementing the various SLP modalities that assures immediate results ?
Shared responsibility
Starts with effective negotiation to get commitment of stakeholders
Market the changes that occur in the lives of the participants
Make partners aware of their roles not only in accomplishing their tasks but for our vision for the CCT families
They are there not because we need them but because our participants need them
Lasting Impact
We project not only a short-term but long-term partnerships
Start from an effective work planning to reach targets
Innovate things, think out of the box
Create personal and work vision, but always link them
Plan with partners
Professional Capacities
Presentation and negotiation skills
Technical know-how of SLP
Strategist
Developmental
Foresight: Visionary but realistic
Choose partner who can really provide what our participants need
Learn from partners, build from what they have and share!
Standardizing Work Plans for field PDOs
How many barangays do you cover?
How many barangays are you able to visit in 1 day? How many groups? (in terms of training, consultation, spot check)
What are the various activities and tasks that you accomplish regularly?
What is an ideal weekly work plan for you so that you can reach out to all your groups at least twice a month?
Standardizing Work Plans for field PDOs
No. of families: 1,000
Group case management: 1,000 families ÷ 25 per group = 40 groups
Organize community core groups and group leaders at the barangay level
Tap co-implementers and experts from the MAT, LGU, community leaders, other partners
YOU ARE ACCOUNTABLE FOR THE SLP IMPLEMENTATION FOR THE 1,000 FAMILIES –

if there are delays from RPMO or other partners, you should regularly follow-up
Full transcript