Ronda Palengke Journey

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This is the history of how the Ronda Palengke community enterprise came to be.

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Ronda Palengke Journey

  1. 1. RONDA PALENGKE JOURNEY UP Circle of Industrial Engineering Majors
  2. 2. THE ORGANIZATION
  3. 3. THE CONTEST
  4. 4. WHY FRESH-U WAS MADE? <ul><li>Give the chance to youth organizations to respond to social change </li></ul><ul><li>Provide an avenue for the youth to have their ideas supported and implemented </li></ul><ul><li>Empower the youth to become instruments of change in the status quo of the country </li></ul><ul><li>Believe that being young is not a hindrance to contribute to the vision of change desired </li></ul>
  5. 5. THE BENEFICIARY <ul><li>Started with an interview with Barangay Captain Isabelita Gravides last April, 2009 </li></ul><ul><li>Problems with the community at that time: heat sickness awareness and livelihood </li></ul>
  6. 6. THE BENEFICIARY <ul><li>Projects that were made out of the needs identified by the head of the community: Heat Sickness Expo and Ronda Palengke </li></ul><ul><li>Heat Sickness Expo is an event that brings your health awareness campaign events into your local community. </li></ul><ul><li>Ronda Palengke is a livelihood project that aims to address the needs of the community by forming community leaders that would facilitate change through the means of livelihood. </li></ul>
  7. 7. SELECTION OF PROJECT <ul><li>Since only one project is being asked for by the contest per organization, it has been decided that the one that will be submitted will be the Ronda Palengke Project. </li></ul>
  8. 8. WHY RONDA PALENGKE? <ul><li>Long-term effect in the community </li></ul><ul><li>Opportunity to do what has never been done before </li></ul><ul><li>Integration of leadership development and social entrepreneurship </li></ul><ul><li>Engagement of community members </li></ul><ul><li>Realization of the real needs of the community </li></ul>
  9. 9. THE IDEA <ul><li>Form the community leaders into a livelihood cooperative through personal development, idea development and strategic planning trainings </li></ul><ul><li>Know the personal and community visions of the group to form a business model tailor fit for the community </li></ul><ul><li>Involve other people in developing the community as a community of cooperation </li></ul><ul><li>Link the community to outside stakeholders </li></ul><ul><li>Provide alternative means of engaging in livelihood in the community </li></ul>
  10. 11. THE CONTEST PHASE <ul><li>RockEd interviewed about the feasibility of the project. </li></ul><ul><li>How will the organization use the money for the project? </li></ul><ul><li>RockEd called almost twice a week to grill the project with questions pertaining to its different aspects. </li></ul>
  11. 12. THE GOOD NEWS <ul><li>After almost two months of phone and personal interviews, the Ronda Palengke project was announced as one of the five national winners of the Colgate Fresh-U Project. </li></ul>
  12. 13. THE COMMUNITY SELECTION <ul><li>Since Barangay UP Campus is a rather vast community (consisting of 16 Pooks), it has been decided outright that only one of the smaller communities will be chosen. </li></ul><ul><li>Based on the present data, the top two communities considered in terms of the total number of families are as follows: Pook Daang Tubo and Pook Libis </li></ul><ul><li>Since Pook Daang Tubo has split communities within the vicinity, due to coordination reasons, Pook Libis became the final recipient community. </li></ul>
  13. 14. THE FIRST INTERVIEWS <ul><li>Ramil Estrella, the Pook leader, was interviewed about the livelihood situation of the community. </li></ul><ul><li>The community already had existing projects that had enabled them to collaborate such as the making athletic nets, selling cooked and processed food, making rags, and selling various merchandise. </li></ul>
  14. 15. THE CONTINUOUS IMMERSIONS <ul><li>Upon knowing the incumbent officers of the community leadership group , the Ronda team had decided to conduct interviews of the different households to assess the livelihood training climate of the community. </li></ul>
  15. 16. THE CONTINUOUS IMMERSIONS <ul><li>After 3 batches of interviewees, it has been discovered that people have already engaged in various livelihood trainings, but majority weren’t sustained because of the lack of an efficient following-up method. </li></ul>
  16. 17. THE START-UP <ul><li>In the middle of immersing the group in the community, the grant was receive 1.5 months after the official media declaration. </li></ul><ul><li>Given this, the trainings have been started. </li></ul>
  17. 18. THE TRAINING TOPICS <ul><li>Personal Visioning </li></ul><ul><li>Community Visioning </li></ul><ul><li>Idea Development </li></ul><ul><li>Project Management </li></ul><ul><li>Strategic Planning </li></ul><ul><li>Sales and Marketing </li></ul><ul><li>Enterprise Planning </li></ul>
  18. 19. TRAINING PICTURES
  19. 20. TRAINING PICTURES
  20. 21. RONDA PALENGKE PARTNERS

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