This document discusses participatory project development management. It covers topics such as the scope and nature of projects, raising productivity levels, and broadening project benefits. The scope section defines project scope, explains why it is important, and outlines the key steps and areas of a project plan. It also describes the nature and five stages of project management. The productivity section discusses definitions of productivity and effectiveness/efficiency. It provides seven cornerstones for high productivity, including establishing clear objectives, communicating objectives effectively, and consensus decision making.

1. PARTICIPATORY PROJECT
DEVELOPMENT MANAGEMENT
Public Administration 210: Project Evaluation and Impact Management
Group Members
Ms. Joy Valerie Gigataras
Ms. Phyllis Claire Soldevilla-Jacar
Mr. Andy Pablico
Mr. Robert Montaño
Mr. Ralph Jason Fuentes

2. Topics Overview
I. Scope and Nature Project
II. Raising Productivity Levels
III. Broadening the Sharing of Project’s Blessing
IV. Democratization of Projects and Social Services
V. Creating More Job Opportunities and Means of
Livelihood
VI. Developing the People’s Potential for them to take the
Leading Role in Development

3. PARTICIPATORY PROJECT DEVELOPMENT MANAGEMENT
Scope and Nature Project

4. What is the Scope and Nature of the Project?
Project scope is the part of project planning that involves determining
and documenting a list of specific project goals, deliverables, tasks,
costs and deadlines. The documentation of a project's scope is called
a scope statement or terms of reference.
Scope and Nature Project

5. Why is it important to define the Scope Project?
Project scope is critical because without it
project managers would have no clue what time,
cost or labor was involved in a project. It forms
the basis for every decision a project manager
will make on a job and when it needs to change,
proper communication will ensure success
every step of the way.
Scope and Nature Project

6. 8 Key Steps to
Developing a Project
Scope Statement
1) Understand why the project was
initiated
2) Define the key objectives of the
project
3) Outline the project statement of
work
4) Identify major deliverables
5) Select key milestones
6) Identify major constraints
7) List scope exclusions
8) Obtain sign-off
Scope and Nature Project

7. What is Nature of Project Planning?
The project planning helps in streamline the process of the Project.
Planning helps in the smooth running of the Project as every aspect of
the project is taken into consideration, and the required solution is also
provided in the project planning phase.
Scope and Nature Project

8. What is the Nature and Scope of Project Management?
➢ Project Management, in a simple term, it means managing
a project from end to end. It is how a person of authority
sets up and supervises the resources that are available in
order to finish a project they have taken.
➢ The person of authority who supervises the whole project is
called the Project Manager.
➢ The Project Managers uses different techniques,
methodologies, skills, and they have the required
knowledge which will help the Project achieve the objective
as per the criterion which has been agreed upon by all the
parties.
Scope and Nature Project

9. The scope of the Project
Management is covered
in Five different stages:
1) Initializing the Project
2) Planning and Development of the
Project
3) Project Execution
4) Project Monitoring
5) Project Closing
Scope and Nature Project

10. Five Stages of Project Management
1. Initializing the Project
Scope and Nature Project
➢ The first phase of the project as the name suggests is initializing the Project. A
business case, i.e. the benefits or the reasons to do the project is presented, and then
the Project is defined at the macro level.
➢ The project manager first does the feasibility study in order to know whether the
objective of the project is achievable and thus can be launched. The people concerned
with the Project is required to do the due diligence and give the go-ahead to the
Project.
➢ The project manager then prepares a comprehensive document stating the objective
of the Project along with it the project manager should mention the different
requirement, the business case that was presented and the need of this Project in the
business.

11. Five Stages of Project Management
2. Planning and Development of the Project
Scope and Nature Project
➢ After the Project gets a go-ahead, and it is initiated, the project manager moves
to the second phase known as the project planning phase of the project
management.
➢ In this phase, the project manager prepares a roadmap which focuses on
achieving the objective of the project in a systematic way. The project planning
helps in streamline the process of the Project.
➢ Planning helps in the smooth running of the Project as every aspect of the
project is taken into consideration, and the required solution is also provided in
the project planning phase.

12. Five Stages of Project Management
3. Project Execution
Scope and Nature Project
➢ The actual work on the project happens in this phase. There are many
responsibilities which get done in this phase.
➢ In this phase, a team is developed for the Project; resources are assigned,
the execution of the second phase is done now.
➢ The project manager manages the execution, tracking system for the
progress of the project is set up, the status meetings are done regularly, the
project schedule is updated as and when the planned task is finished as well
as the project planning is modified as per the requirement of the situation
during the execution.

13. Five Stages of Project Management
4. Project Monitoring
Scope and Nature Project
➢ The third and the fourth phase of the project management go hand in
hand in the process of project management. During this phase the
Project is monitored proactively in order to know whether the project is
going as per the planning, it will also help to know whether the Project is
not going over budget and whether the quality of the Project executed till
now is up to the mark.
➢ These are some of the things that the project manager would be aware
of if the Project is continuously monitored and will help the Project
manager decide the further course of action.

14. Five Stages of Project Management
5. Project Closing
Scope and Nature Project
➢ This is the phase bring about the completion of the project, and the
objective of the project is achieved. The team members are
acknowledged for their efforts they have put in for the Project.
➢ The learning while completing the Project is shared with everyone for
future reference. The final documents, any reports or any other
relevant documents are handed over to the team who would be
operating the Project regularly.

15. 5 Characteristics
of a Project
1) Specific
2) Measurable
3) Achievable
4) Relevant
5) Time Bound
Scope and Nature Project

16. 7 Areas of
Project Plan
1) Well-defined goals
2) Resource planning
3) Task planning
4) Risk identification
5) Communication
6) Scheduling
7) Quality control
Scope and Nature Project

17. PARTICIPATORY PROJECT DEVELOPMENT MANAGEMENT
Raising Productivity Levels

18. What is
Productivity?
Productivity in project work is
determined by observing the
relationship between final
results and cost or time. That
ratio if consistently measured
at regular intervals. A record of
productivity trends.
Raising Productivity Levels

19. Effectiveness
& Efficiency
In addition, Productivity can also be seen as
the product of effectiveness and efficiency.
➢ Effectiveness relates directly to the
final result and its application towards
meeting desired objectives.
➢ Efficiency, on the other hand,
represents the measurement of task
performance in terms of cost or time,
based on a given methodology. The
product of effectiveness and efficiency
results in the productivity index.
Raising Productivity Levels

20. 7 Simple Cornerstones for Achieving High Productivity Levels:
For a given objective to be reached, it needs to be clearly outlined and be
consistent with overall organizational goals. In short we need to be specific and
smart on establishing our objectives in order to achieve our targets.
So, why we need to established clear objectives? Because Objectives are
important they convert visions into clear-cut measurable targets. Objectives are
also the mileposts to lead or guide us.
Raising Productivity Levels
1. Establishing Clear Objectives

21. 7 Simple Cornerstones for Achieving High Productivity Levels:
In addition, clear objectives motivate employees. Employees become
more enthusiastic and spirited in their work when they know what is expected of
them. Their work is more directed with less wasted time. They get particularly
interested when they learn about the rewards for meeting and exceeding their
objectives. If employees don't have the skills for their jobs, they are inspired to
learn more and find ways to improve their performance.
Raising Productivity Levels
1. Establishing Clear Objectives

22. 7 Simple Cornerstones for Achieving High Productivity Levels:
Establish standards to evaluate performance: Objectives establish standards of
performance. They are measuring sticks to identify the successes and failures
of an organization and its employees. Performance reporting helps managers
identify non-performing areas and to take corrective actions.
Raising Productivity Levels
1. Establishing Clear Objectives

23. 7 Simple Cornerstones for Achieving High Productivity Levels:
The communication process requires line tuning (using the right combination of
written, visual, participative, and didactic approaches) to ensure that the goals are
understood.
Furthermore, one of the key factors that improve team productivity is effective
communication must prevail in a team. Communication helps team members
understand their responsibilities and reduces the chances of confusion within the
team, which can affect overall productivity.
Effective communication is always about understanding the other person.
Effective communication, then, has to be at the center of everything we do.
Raising Productivity Levels
2. Communicate the Objectives Effectively

24. 7 Simple Cornerstones for Achieving High Productivity Levels:
Consensus decision making and joint-planning efforts are required to stimulate
team members to achieve project goals.
Peter Drucker has spoken of lack of clarity in communicating objectives as a
major cause for lagging productivity. He also points out that low levels of
productivity in managerial and engineering functions are more attributable to
what the professional doesn't do than to what is done, thus, the need for
involvement in order to spur the individual on to higher levels of performance.
Raising Productivity Levels
3. Involve those who Perform the Work

25. 7 Simple Cornerstones for Achieving High Productivity Levels:
Let your team members make their own decisions and
make them accountable for their work. This instills a sense
of responsibility in employees regarding work, making them
aware that their decisions can affect the performance of
the entire team. Your trust can help build your team
members’ self-esteem.
Raising Productivity Levels
4. Give Ownership to Team Members

26. 7 Simple Cornerstones for Achieving High Productivity Levels:
As a manager, you have to know the knowledge, skill sets,
and talents of teammates to allocate tasks accordingly.
Making each member use their strengths will improve
workplace productivity.
Raising Productivity Levels
5. Identify the Strength, Weakness of Your Team

27. 7 Simple Cornerstones for Achieving High Productivity Levels:
Employees work best when their efforts are appreciated
and they are given incentives. Implement incentive
programs in the form of cash, free vouchers, lunch-outs,
paid holidays, etc., to keep your employees motivated.
Raising Productivity Levels
6. Reward Your Employees

28. 7 Simple Cornerstones for Achieving High Productivity Levels:
Constructive feedback is a robust tool for creating a healthy
environment, boosting productivity and engagement, and
achieving better results. It positively influences
communication, team members’ interaction and teamwork
results in different fields.
Raising Productivity Levels
7. Give Constructive Feedback

29. 7 Simple Cornerstones for Achieving High Productivity Levels:
➢ The importance of feedback in the workplace is hard to overestimate: sharing
information on what can and needs to be improved helps optimize the work process
and get things done in less time.
➢ Feedback is of great help in leadership and communication: it creates a clear picture
and increases transparency.
➢ Feedback plays a crucial role in education and learning by helping adopt new
knowledge sooner and avoid repetitive mistakes.
➢ The same applies to feedback in sports and coaching: it helps learn new skills and get
better results.
Raising Productivity Levels
7. Give Constructive Feedback

30. Causes of Low
Productivity in
Projects
Raising Productivity Levels

31. Causes of Low Productivity in Projects
➢ Time runs short on projects for two reasons. First, because of poor
estimating of the time required to carry out project tasks, and second,
because of faulty performance in carrying out programmed tasks.
➢ In both situations, it's the project professional's responsibility to correct
matters—which means realistically estimating the time required, and
then carrying out the schedule as programmed.
Raising Productivity Levels
1. Lack of Time

32. Causes of Low Productivity in Projects
➢ The accelerating waves of technological advances make it increasingly
difficult for project personnel to keep up-to-date on technologies.
Missing bits of administrative information also set project productivity
back.
➢ Technological data banks, management information systems, and an
information-conscious project team are the solutions to the lack-of-
information syndrome.
Raising Productivity Levels
2. Lack of Information

33. Causes of Low Productivity in Projects
➢ Good ideas may be scarce due to lack of “gray matter” in the heads of
those who do the thinking, or more commonly, because of a non-creative
atmosphere that provides little stimulus for bright ideas to bloom.
➢ If gray matter is lacking, the solution is to recruit or borrow more
qualified thinkers. If the atmosphere needs changing, then creative
techniques like brainstorming and interchanging professionals with
other groups are appropriate.
Raising Productivity Levels
3. Lack of Ideas

34. Causes of Low Productivity in Projects
➢ One of the worst errors in project management happens when the wrong
premise is used to outline plans or to make decisions. Lack of upfront
premise screening causes project decisions and plans to be built on
sandy foundations.
➢ Review boards, outside specialists, devil's advocates and creativity
sessions in the beginning of the planning process are ways of offsetting
the incorrect-premise problem.
Raising Productivity Levels
4. Incorrect Premise

35. Causes of Low Productivity in Projects
➢ All humans are creatures of habit. In project work, some habits work in
favour of meeting projected goals. When those habits involve creativity
and solid methodologies, then the project benefits.
➢ Other habits, that involve repetition of prior practices without
questioning applicability in new situations, have a detrimental effect on
project productivity. Habits need constant questioning to ensure that
project goals are met.
Raising Productivity Levels
5. Bad Habits

36. Causes of Low Productivity in Projects
➢ “We can't get better results because they won't let us.” (“They” refers
to upper management, the client, the Government, in other words,
others). This attitude places a drain on project productivity.
➢ The opposite stance, on the other hand, boosts productivity: “Let's
see how we can get the job done, in spite of the obstacles.” This
upbeat approach, coupled with solid planning, organization, direction
and control, sets the tone for successful projects.
Raising Productivity Levels
6. Poor Attitude

37. Causes of Low Productivity in Projects
➢ Other factors cause low productivity on projects, such
as politics, both within and outside of the project
arena, and “force majeure” .Combinations of all those
factors decrease project productivity.
Raising Productivity Levels
6. Poor Attitude

38. PARTICIPATORY PROJECT DEVELOPMENT MANAGEMENT
Broadening the Sharing of
Project’s Blessings

39. Essential Elements
of Poverty Targeting
Mechanism
1) Development of Poverty Targeting
Strategy in Relation to Program
Objectives
2) Geographical Targeting
3) Menu and Eligibility Criteria
4) Inclusive Processes at Community
Level
5) Monitoring and Evaluation System
Broadening the Sharing of Project’s Blessing

40. Development of Poverty Targeting Strategy in Relation to Program Objectives
● Clear specification and justification of
target geographical areas.
● Clear specification and justification of
vulnerable and/or poor target
population – should be based on a
social assessment.
● Overall assessment of Government
and/or program preference for targeting
Broadening the Sharing of Project’s Blessing
Overall Poverty Targeting Strategy
● Execute communications strategy of
targeting expectations to all key
stakeholders (parliament, press, sectoral
ministries, civil society)
● Integrate targeting strategy within national
development strategies (Poverty
Reduction Strategy Papers, Millennium
Development Goals)
Design Phase Implementation Phase

41. Geographical Targeting
● Identification of and consensus on
poverty map (most disaggregated level
available).
● Development of pro-poor resource
allocation formula.
● Specification of methodology for
selection of communities within
targeted areas (second stage targeting).
Broadening the Sharing of Project’s Blessing
● Announce annual allocations to local
stakeholders.
● Provide technical support to poor
municipalities that do not use quota.
● Use revised poverty map, if available.
● Adjust allocations based on
performance and revised map.
Design Phase Implementation Phase

42. Menu and Eligibility Criteria
● Menu designed to promote self-
selection, limit elite capture.
● Identification of beneficiary screening
criteria for higher-risk subproject types.
● Counterpart funding rules.
● Cost recovery and user fee rules.
● Wage rates to promote self-selection if
employment an objective
Broadening the Sharing of Project’s Blessing
● Introduce and pilot additional pro-poor
interventions (e.g. demand-side etc.)
● Adjust counterpart funding rules based on
experience
● Revise wage rates to keep in line with
labor market conditions.
● Identify target groups not yet covered or
accessing services and revise menu and
criteria accordingly
Design Phase Implementation Phase

43. Inclusive Processes at Community Level
● Design of facilitated community
needs assessment and investment
prioritization process to minimize
elite capture.
● Rules for community management
committees.
● Identification of social control
mechanisms
Broadening the Sharing of Project’s Blessing
● Assessment of prioritization versus
investment financed.
● Adjustments to community facilitation
processes as needed based on PM&E.
● Adjustments to community
management committees as needed
based on PM&E.
● Dissemination of results of social
control mechanisms
Design Phase Implementation Phase

44. Monitoring and Evaluation System
● Specify targeting-related key
performance indicators, integrated
where possible into MIS.
● Include poverty targeting within design
of impact evaluations to be carried out.
● Design Performance Monitoring &
Evaluation component (PM & E)
Broadening the Sharing of Project’s Blessing
● Routine reporting of poverty targeting
Key Performance Indicators (KPIs).
● Execution of at least one household
survey based assessment of
targeting incidence.
● Impact analysis to assess differential
impacts on poorer households.
● Dissemination of results of PM & E
Design Phase Implementation Phase

45. PARTICIPATORY PROJECT DEVELOPMENT MANAGEMENT
Democratization of Projects
and Social Services

46. What is
Democratization?
1) Transition to a more democratic
political regime.
2) Transition from an authoritarian
regime to a full democracy
3) Transition from an authoritarian
political system to a semi-
democracy
4) Transition from a semi-
authoritarian political system to a
democratic political system
Democratization of Projects and Social Services

47. Democratization Transition
- Are the change from the original non-democratic regime
(dictatorship) to a democratic regime.

48. TYPES OF REGIMES/POLITICAL SYSTEM THAT GAVE WAY TO DEMOCRACY
AUTHORITARIAN
- powers in the hands of a leader or a small elite that is not
responsible and accountable to the people. Rulers are not
chosen by people who have limited political freedoms.
Democratization of Projects and Social Services

49. TYPES OF REGIMES/POLITICAL SYSTEM THAT GAVE WAY TO DEMOCRACY
AUTHORITARIAN
-Headed by supreme leader wielding great amount of
individual power.
-Military Regime: In early 1990s, about half of 3rd world
countries were ruled by Military Regime
Democratization of Projects and Social Services

50. Examples of
Authoritarian
➢ Adolf Hitler (Nazi, Germany)
➢ Francisco Franco (Spain)
➢ Saddam Hussein (Iraq)
➢ Zia-ul Haq (Pakistan)
Democratization of Projects and Social Services

51. TYPES OF REGIMES/POLITICAL SYSTEM THAT GAVE WAY TO DEMOCRACY
TOTALITARIAN
-Rule by a single party following distinct ideology, TOTAL
control of state/government of almost all aspects of public
and private life, minimal civil/political freedom
Democratization of Projects and Social Services

52. Examples of
Totalitarian
➢ Joseph Stalin (USSR)
➢ Mao Zedong (China)
➢ Other Communist Regimes
Democratization of Projects and Social Services

53. TYPES OF REGIMES/POLITICAL SYSTEM THAT GAVE WAY TO DEMOCRACY
POST - TOTALITARIAN
-Regime still trying to control all aspects of public and
private life, follow official ideology, and charismatic leader
despite collapse of foundations of totalitarianism.
Democratization of Projects and Social Services

54. Examples of Post -
Totalitarian
➢ Vladimir Putin (Russia)
➢ Capitalist China
➢ Other communist and post
communist regimes
Democratization of Projects and Social Services

55. TYPES OF REGIMES/POLITICAL SYSTEM THAT GAVE WAY TO DEMOCRACY
MONARCHICAL AND SULTANISTIC
-A country that is ruled by a monarch.
-Sultanism is a form of authoritarian government
characterized by the extreme personal presence of the ruler
in all elements of governance
Democratization of Projects and Social Services

56. Examples of
Monarchical &
Sultanistic
➢ Nepal (2006)
➢ Turkey
➢ Malaysia
➢ Indonesia
Democratization of Projects and Social Services

57. TYPES OF REGIMES/POLITICAL SYSTEM THAT GAVE WAY TO DEMOCRACY
COLONIAL REGIME - POST COLONIAL STATES
- Is a practice or policy of control by one people or power
over other people or areas, often by establishing colonies
and generally with the aim to economic dominance.
Democratization of Projects and Social Services

58. Examples of
Colonial Regime -
Post Colonial
States
➢ India
➢ Sri Lanka
➢ Philippines
➢ Ghana
➢ Myanmar
➢ Etc.
Democratization of Projects and Social Services

59. DEMOCRACY
➢ Greek words: (demos) “people”,
(karatos) “rule”
➢ “rule by the people”,
democracy is a system of
government that not only
allows but requires the
participation of the people in
the political process to
function properly.
Democratization of Projects and Social Services

60. Example of Democracy
The Philippines 1987 constitution, adopted the democracy
(U.S.) system during the Aquino administration,
reestablished a presidential system of government with a
bicameral legislature and an independent judiciary.
Democratization of Projects and Social Services

61. Department of Public of
Works and Highways
MISSION
To provide and manage quality
infrastructure facilities and services
responsive to needs of the Filipino
people in the pursuit of national
development objectives.
Democratization of Projects and Social Services
VISION
By 2030, DPWH is an effective and
efficient government agency, improving
the life of every Filipino through quality
infrastructure

62. BUILD, BUILD, BUILD PROGRAM
➢ The centerpiece program of the
Duterte administration that aims to
usher the “Golden age of
infrastructure” in the Philippines.
➢ Lack of infrastructure has long
been cited as the “Achilles’ heel” of
Philippine economic development
Democratization of Projects and Social Services

63. Democratization of Projects and Social Services

64. LAKBAY ALALAY
➢ “Lakbay Alalay” is an annual public service program of DPWH nationwide
thru the 16 Regional and 183 District Engineering Offices of providing
immediate assistance to our motorists such as rescuing troubled vehicles,
giving of directions especially to visitors and applying first aid in
emergency situations
Democratization of Projects and Social Services

65. Democratization of Projects and Social Services

66. AYUDA PROGRAM
➢ The job description of the beneficiaries of AYUDA program
involves working as street sweepers, street signs cleaners,
garbage collectors, vegetation control and removal of illegally
dumped construction materials, junked items and other
obstructions protruding to the carriageway, shoulder and sidewalk.
Democratization of Projects and Social Services

67. Democratization of Projects and Social Services

68. FARM TO MARKET ROADS
Democratization of Projects and Social Services
➢ (FMRs) connect agricultural and
fisheries areas to markets,
allowing producers to transport
their goods to traders and
consumers with relative ease.
These roads help the farmers and
fisherfolks gain better prices and
broader reach for their products.

69. Assistance to Individuals in Crisis Situation (AICS)
Democratization of Projects and Social Services
➢ Part of the DSWD's protective
services for the poor, marginalized
and vulnerable/disadvantaged
individuals.
➢ The AICS has been implemented
by the DSWD for decades, as part
of its technical assistance and
resource augmentation support to
LGUs and other partners.

70. PARTICIPATORY PROJECT DEVELOPMENT MANAGEMENT
Creating More Job Opportunities
and Means of Livelihood

71. Job & Livelihood
➢ Job - is work or a particular task
or function that someone does to
earn money.
➢ Livelihood - comprises
capabilities, assets and activities
required for means of living.
Creating More Job Opportunities and Means of Livelihood

72. Effective Local Strategies
to Boost Quality Job
Creation, Employment &
Participation
Policy Principles to Guide Action at the
National and Local Levels
Local Employment and Economic
Development (LEED Programme) By
Organization for Economic Co-operation
and Development (OECD)
Creating More Job Opportunities and Means of Livelihood
➢ a set of policy principles to help
national governments better
support place-based approaches to
job creation can be formulated.
They were developed by the
expertise of the OECD LEED
Programme, the ILO, the World
Bank and WAPES

73. Policy Principles to Guide Action at the National and Local Levels
➢ Make national employment and training policy frameworks more adaptable
to local labour market conditions.
➢ Support partnership approaches within local economies (and in some cases
around specific sectors or value chains) leading to better integrated policies
and more effective and efficient strategies.
➢ Give priority to creating an adaptable labour force that is able to innovate,
progress, and transfer between sectors, hence building local resilience.
Creating More Job Opportunities and Means of Livelihood

74. Policy Principles to Guide Action at the National and Local Levels
➢ Support labour market transitions throughout the life-cycle by building
comprehensive local career information and well-articulated training to
employment pathways.
➢ Stimulate productivity and innovation by working with employers and trade
unions to better utilise the skills of the existing workforce.
➢ Develop place-based initiatives to support inclusive growth by reducing the
barriers that can exclude people from the labour force over generations,
including youth, women, older workers, people with disabilities and
immigrants.
Creating More Job Opportunities and Means of Livelihood

75. Policy Principles to Guide Action at the National and Local Levels
➢ Ensure that appropriate social protections are available at the local level
especially among the highly disadvantaged.
➢ Invest in social infrastructure and institutions to strengthen networks within
and between local economies, including those which are performing more
highly.
➢ Support the development of the social enterprise sector and innovative
approaches, such as social impact investments.
Creating More Job Opportunities and Means of Livelihood

76. Policy Principles to Guide Action at the National and Local Levels
➢ Support evidence-based policies by developing comprehensive labour
market information systems, which disaggregate data on jobs and skills to
the level of local labour markets.
Creating More Job Opportunities and Means of Livelihood
https://www.oecd.org/g20/topics/employment-education-and-social-
policies/OECD-LEED-Local-strategies-for-employment-G20.pdf

77. Towards an Action Plan for
Jobs in the Philippines:
Recommendation & Best
Practices
Employment and Skills Strategies in the
Philippines By Organization for Economic
Co-operation and Development (OECD)
Creating More Job Opportunities and Means of Livelihood
➢ Key recommendations emerging
from a review of local job creation
policies in the Philippines. To better
connect people to jobs, stimulate
more responsive skills development
training at the local level and ensure
that economic development efforts
are better coordinated with
employment programs

78. Overall Recommendations
1. Promote the establishment of One-Stop PESOs which combine employment and training
services into one office and integrate employment and skills programs
Creating More Job Opportunities and Means of Livelihood
➢ Public employment services (PESOs) are key actors in
broader economic development opportunities strategies
by reaching out to employers and stimulating good
quality employment opportunities.
➢ Flexible Training, Education and Employment services
are required in the Philippines to proactively respond to
skills gaps that may acts as barriers and obstacles to
business growth and expansion.

79. Promote the establishment of One-Stop PESOs which combine employment
and training services into one office and integrate employment and skills
programs
Creating More Job Opportunities and Means of Livelihood
➢ PESO in Cebu City provides the best model.
They demonstrates the importance of
providing both employment and training
services in an integrated manner to better
link job seekers to employment.
➢ Through the Nat’l Peso network, the DOLE should seek to promote “what works” in better
designing employment services to provide a more client-oriented approach. At the Nat’l level,
the DOLE should work with TESDA to promote organization of local PESOs.

80. Overall Recommendations
2. Continue to develop an evaluation framework to measure the success of the JobStart
program and continuously improve the delivery of program over the long-term.
Creating More Job Opportunities and Means of Livelihood
➢ JobStart Program represents an important
government initiative in the Philippines to provide the
youth with good job opportunities.
➢ Through effective implementation at the local level
and strong collaboration among stakeholders,
JobStart can help address potential skills
mismatches while also promoting broader economic
development, job creation and growth.

81. Continue to develop an evaluation framework to measure the success of the JobStart
program and continuously improve the delivery of program over the long-term
Creating More Job Opportunities and Means of Livelihood
➢ Developing an evaluation culture is a
critical part of the policy development
process to ensure that programs are
subject to a cycle of continuous
improvement.
➢ Evaluations provide national policy makers
with information upon which potential
policy and program changes can be made.

82. Overall Recommendations
3. Introduce work-based training programs which network employers and promote skills
development opportunities, which are better linked to labour market demand.
Creating More Job Opportunities and Means of Livelihood
➢ Employers are key partners in any policies or
programs which seek to boost skills
development opportunities and promote
employment.
➢ Local level actions can spur employers to offer
more in-work training and internships,
particularly in firms that traditionally offer low
levels of training such as SMEs.

83. Introduce work-based training programs which network employers and promote
skills development opportunities, which are better linked to labour market demand
Creating More Job Opportunities and Means of Livelihood
➢ DOLE should consider how to provide
incentives to employers to encourage them to
network on a sector or regional level.
Employers take a stronger leadership role in
skills development programs.
➢ The Department of Tourism piloted the
Tourism Skills Development Program which
provided matching grants to tourism
enterprises to fund short term, relevant skills
to their employees.

84. Creating More Job Opportunities and Means of Livelihood
7 Best Industries in the
Philippines for 2019
❏ Travel and Tourism
❏ Agriculture
❏ Real Estate
❏ Outsourcing
❏ Retailing
❏ Construction
❏ Healthcare
https://www.businesssetup.com/blog/7-best-industries-in-the-philippines

85. Principles of
Livelihood
“Waste and laziness are facilitators of
poverty. But sustainability, efficiency and
productivity are facilitators of wealth.”
― Hendrith Smith, The Wealth Reference
Guide: An American Classic
Creating More Job Opportunities and Means of Livelihood
➢ People-Centered
➢ Responsive and participatory
➢ Multi-Level
➢ Conducted in Partnership
➢ Sustainable
➢ Dynamic
➢ Holistic
➢ Building on Strengths

86. Identifying the
Key Players
Creating More Job Opportunities and Means of Livelihood
➢ General Public
➢ Government (National & Local)
➢ Civil Society Organizations
➢ Private Sectors
➢ International Financial
Institutions

87. Sustainable Livelihood
Framework
Creating More Job Opportunities and Means of Livelihood
Five concepts that are crucial for
understanding the linkages within the
framework:
➢ The Vulnerability Context
➢ Livelihood Assets
➢ Policies, Institutions & Processes
➢ Livelihood Strategies
➢ Livelihood Outcomes
“It is not an Investment if it destroys the Planet.”
― Vandana Shiva

88. Sustainable Livelihood Framework
Creating More Job Opportunities and Means of Livelihood

89. Livelihood Asset Pentagon
Creating More Job Opportunities and Means of Livelihood
Natural Capital
Social Capital Human Capital
Economic Capital
Physical Capital
➢ Natural resources to make a livelihood (Forest &
Wildlife, Water & Aquatic Resources, Biodiversity and
Environmental Services)
➢ Health & Nutrition, Education, Skills &
Knowledge and Capacity to Work & Adapt.
➢ Social resources to make a living (Networks,
Social Claims, Relationships, Affiliations and
Associations)
➢ Basic Infrastructures needed to make a
living (Transportation & Roads, Production
Equipment and Technologies)
➢ Any form of Capital Base (Financial
Supports & Fundings, Savings, Financial
Subsistence)

90. Livelihood Asset Pentagon
Creating More Job Opportunities and Means of Livelihood
➢ Human Capital (Labor Capacity, No Education,
Limited Skills)
➢ Natural Capital (Landless, Access to Common
Property resources)
➢ Financial Capital (Low Wages, No Access to
Credit)
➢ Physical Capital (Poor Water Supply, Poor
Housing, Poor Communications)
➢ Social Capital (Low Social Status,
Discrimination Against Women, Strong Links
to Family & Friends, Traditions of Reciprocal
Exchange
Social Capital
Human Capital
Economic
Capital
Physical
Capital
Natural
Capital
Landless Female Agricultural Laborer
= Extremely reduced “livelihood
pentagon”

91. Vulnerability
Context
Creating More Job Opportunities and Means of Livelihood
Refers to the external environment in which people
live.
➢ This includes Trends (such as national or
international economic trends, changes in
available technology, political systems),
➢ Shocks (such as illness or death, conflict,
weather), and
➢ Seasonality (of prices, production cycles and
so on).
The vulnerability context is important because the
three factors have a direct impact on the
possibilities that poor people have to earn a living
now and in the future.

92. Policies,
Institutions &
Processes
Creating More Job Opportunities and Means of Livelihood
An important set of man-made external factors
that influence the range of livelihood options
open to different categories of people. They
also influence access to assets and
vulnerability to shocks.
➢ An enabling policy and institutional
environment makes it easier for people - poor
and less poor -to gain access to assets they
need for their livelihoods.
➢ A disabling policy and institutional
environment may discriminate against the
poor, thus making it difficult for them to get
access to land, livestock, capital and
information.

93. Livelihood
Strategies
Creating More Job Opportunities and Means of Livelihood
The range and combination of activities
and choices that people make in order
to achieve their livelihood goals.
➢ Combine & Utilize the assets they
can access.
➢ Take account of the Vulnerability
Context.
➢ Supported or Obstructed by the
Policies, Institutions and
Processes.

94. Livelihood
Outcomes
Creating More Job Opportunities and Means of Livelihood
Unsuccessful Outcomes:
➢ Food and income insecurity
➢ High vulnerability to shocks, changes
and/or trends
➢ Loss of assets and impoverishment
Achievable Outcomes:
➢ More sustainable use of Natural
Resources
➢ Asset accumulation and High Status
➢ Increased Well-Being
➢ Protected Rights
➢ Recover Dignity
➢ Reduced Vulnerability
➢ Improved Food Security

95. Key Agencies in Job Creation and Livelihood Programs
Kabuhayan Starter Kit
Department of Labor and
Employment (DOLE)
Creating More Job Opportunities and Means of Livelihood
Sustainable Livelihood Program
Department of Social Welfare and
Development
Kabuhayan at Kaunlaran ng Kababayang
Katutubo Program (DA-4K)
Department of Agriculture

96. Creating More Job Opportunities and Means of Livelihood

97. Creating More Job Opportunities and Means of Livelihood

98. Creating More Job Opportunities and Means of Livelihood

99. Creating More Job Opportunities and Means of Livelihood

100. “Though one’s occupation for his or her livelihood
involves physical work or menial labour, it is held that
the job carries dignity, compared to the jobs that involve
more intellect than body.”
Thank you for Listening!

101. PARTICIPATORY PROJECT DEVELOPMENT MANAGEMENT
Developing the People’s Potentials for them to take the
Leading Role in Development

102. Stakeholder groups ➢ General public
➢ Government
➢ Representative assemblies
➢ Civil Society Organizations
➢ Private sector
➢ Donor and international
financial institutions
Developing the People’s Potentials for them to take the leading Role in Development

103. People’s Participation in the Governance in Philippines
➢ The Local Government Code of 1991 has provided venues for participation of
civil society organizations (CSOs) in local governance through the various
local bodies at the barangay, municipal, provincial and regional levels.
➢ Achieved through Local Development Councils and creation of local special
bodies
Developing the People’s Potentials for them to take the leading role in Development

104. People’s Participation in the Governance in Philippines
Local Government Code of 1991, Section 26
“Duty of National Government Agencies in the Maintenance of Ecological Balance”
“It shall be the duty of every national agency or government-owned or controlled corporation
authorizing or involved in the planning and implementation of any project or program that may
cause pollution, climatic change, depletion of non-renewable resources, loss of crop land,
rengeland, or forest cover, and extinction of animal or plant species, to consult with the local
government units, non-governmental organizations, and other sectors concerned and explain the
goals and objectives of the project or program, its impact upon the people and the community in
terms of environmental or ecological balance, and the measures that will be undertaken to
prevent or minimize the adverse effects thereof”
Developing the People’s Potentials for them to take the leading role in Development

105. People’s Participation in the Governance in Philippines
Local Government Code of 1991, Section 27
Prior Consultations Required
“No project or program shall be implemented by the government authorities unless
the consultations are complied with and prior approval of the Sanggunian concerned
is obtained. Provided, that occupants in areas where such projects are to be
implemented shall not be evicted unless appropriate relocation sited have been
provided in accordance with the provisions of the Constitution.”
Developing the People’s Potentials for them to take the leading role in Development

106. People’s Participation in the Governance in Philippines
LOCAL INITIATIVE .
- the legal process whereby the registered
voters of a local government unit may directly
propose, enact or amend any ordinance
Developing the People’s Potentials for them to take the leading role in Development
LOCAL REFERENDUM
- the legal process whereby the registered
voters of the local government units may
approve or reject any ordinance enacted by
the Sanggunian

107. Initiative vs.
Referendum
Initiative allows the people to get
the government “to do what it
should have and did not” while
referendum give people the power
to get the government “not to do
what they wanted to do”
Developing the People’s Potentials for them to take the leading Role in Development
Initiative starts with votes, whereas
referendum initiated from the
legislature and goes to the public, to
approve or reject the proposed
legislation
People’s Participation in the Governance in Philippines

108. People’s
Participation in
Heritage
Management
towards Cultural
Development
Developing the People’s Potentials for them to take the leading Role in Development

109. People’s Participation in Heritage Management towards Cultural Development
Developing the People’s Potentials for them to take the leading role in Development
CULTURAL MAPPING
- “an approach used to identify, record, and use
cultural resources and activities for building
communities; where communities map what is
important to them.”
members
● key LGU officers (ENRO, MPDC, Tourism and Budget Officer)
● Church officials and Baranggay functionaries
● Artists and cultural workers from civil society
● Development works from both GO and the NGO
● Local educators and other professionals

110. People’s Participation in the Construction of Infrastructure
Developing the People’s Potentials for them to take the leading role in Development
Environmental Impact Assessment by DPWH
- A process of evaluating the likely environmental
impacts of a proposed project or development,
taking into account inter-related socio-economic,
cultural and human health impacts, both beneficial
and adverse

111. People’s Participation in the Construction of Infrastructure
Developing the People’s Potentials for them to take the leading role in Development
Public Consultation by DPWH
- Dialogues with stakeholder during the planning and
design stage to discuss technical aspects and
advantages of the project. This gives opportunity
to the project proponents to raise their issues and
concerns

112. People’s Participation in the Construction of Infrastructure
Developing the People’s Potentials for them to take the leading role in Development
Request for Action (RFA)
Memorandum
- Tool used by Department of Public
Works and Highways to address
people’s complaints and concerns
related to infrastructure projects

113. How does people’s
participation affect
development plans?
Developing the People’s Potentials for them to take the leading Role in Development
➢ Achieves higher level of
transparency and accountability
➢ Project implementation will be
quick
➢ People’s sense of belongingness
towards the project will be
achieved
➢ It can eradicate malpractices
➢ The beneficiaries will become
vigilant about quality of work

114. THANK YOU!
“Community Leadership is the courage,
creativity and capacity to inspire
participation, development, sustainability for
strong communities.”
-Gustav Nossal