SLP Training

1. Training of trainers
for the enhancement
of the slp-medt
July 15 and 16, 2021 via Zoom
TRAINING OF TRAINERS
ON SLP MICROENTERPRISE DEVELOPMENT
TRAINING (MEDT) ENHANCEMENT
15-16 JULY 2021

2. Training
Objectives
At the end of the TOT, participants are expected to:
∙ Be familiarized on the module flow, concept discussion
points and proposed Structured Learning Exercises
(SLEs);
∙ Be able to define, differentiate and discuss basic
concepts on DRR, CCA, Gender, Enterprise
Development and on Business Continuity Planning;
and
∙ Identify and apply appropriate training delivery
strategies.

3. Module Design

4. Proposed Module
Enhancement
Part 1
Appreciation of
Concept, Theories
and Practices
Part 2
Deepening and
Application

5. SLP MEDT
Enhancement
1. Disaster Risk Reduction and Management
2. Climate Change Adaptation
3. Gender and Inclusion Principles
4. Business Continuity Planning

6. OVERVIEW OF
MODULE 1
(Appreciation of Concepts, Theories,
and Practices in Resilient LIVELIHOOD)
DURATION: 4 HOURS

7. objectives
Session 1
Revisiting the
Livelihood Activities
of our Community
Describe common
livelihood activities of
a community
Categorize different
influences of a
livelihood activity
SESSION 2
Building Blocks of
Livelihood
Identify different
types of assets that
influence livelihood
activities
Assess the different
capitals/ asset in the
community
Session 3
Threats to a
Sustainable
Livelihood Activity
Identify the potential
threats to the
different livelihood
assets
Discuss how threats
affect the building
and sustaining a
livelihood activity
Reflect on the
current vulnerabilities
of the society
Session 4
Strategies to
Mitigate
effect of threats to
Livelihood
Discuss the different
strategies for a
resilient livelihood
Analyze applicability of
resilient livelihood
strategies to various
context
Reflect on the current
capacities of the
society

8. outputs
Session 1
Revisiting the
Livelihood Activities
of our Community
List of livelihood
activities
Categories of
livelihood activities
List of
factors/influence to
livelihood activity
DURATION: 45
Minutes
SESSION 2
Building Blocks of
Livelihood
Sustainable
livelihood
framework-
interoperability of
the different assets/
capital
DURATION: 45
Minutes
Session 3
Threats to a
Sustainable
Livelihood Activity
Identify the potential
threats to the different
livelihood assets
Discuss how the threats
can affect the building
and sustaining a
livelihood activity
Reflect on the current
vulnerabilities of the
society
DURATION: 90
Minutes
Session 4
Strategies to
Mitigate
effect of threats to
Livelihood
Identified strategies:
Protection,
strengthening and
diversification
Identified positive
coping mechanism
DURATION: 60
Minutes

9. OVERVIEW OF
MODULE 2
(DEEPENING AND APPLICATION OF
RESILIENT LIVELIHOOD STRATEGIES)
DURATION: 4 HOURS

10. objectives
Session 1
Basic Principles of
Community Based
Enterprise
Define Basic
Concepts of
Community Based
Enterprise
Define the Roles and
Responsibilities of an
Entrepreneur
Session 2
Guide to
Business Continuity
Planning
Define Business
Continuity Planning
(BCP) and Discuss
its Importance
Identify Steps in
Crafting BCP

11. outputs
Session 1
Basic Principles of
Community Based
Enterprise
Session 2
Guide to
Business Continuity
Planning
• Identified qualities of
good entrepreneur;
• Criteria for successful
enterprise;
• Selection criteria in
choosing enterprise;
• Components of good
marketing plan
DURATION: 120 Minutes
• Identified hazards and
risks related to
preferred enterprise;
• Mitigating strategies
and activities to mitigate
impact of disaster;
• Crafted sample sound
BCP
DURATION: 120 Minutes

12. Module
APPRECIATION OF CONCEPT, THEORIES AND PRACTICES ON RESILIENT LIVELIHOOD

13. Overview
How does your
community
livelihood looks
like?
What does the
community
possess these
livelihoods?
Can your
livelihood last
forever?
How can you
make your
livelihood
grow?

14. Session 1.
Revisiting Livelihood Activities in the
community

15. ACTIVITY 1: JAMBOARD
WHAT DOES OUR COMMUNITY LOOK
LIKE?
1. Write in the Jamboard what comes into
your mind when you hear/ read the word “
livelihood”
2. In your hometown, what are the common
livelihood activities in your neighborhood?

16. Overview
Activities undertaken by a
typical household to ensure
a living
encompasses people's
capabilities, assets, income
and activities

17. REFLECTION
Why do we need to appreciate the
existing livelihood activities of the
community?

18. Session 2
BUILDING BLOCKS OF LIVELIHOOD

19. What do you think are the reasons why these are the livelihood activities
in the community?
ACTIVITY 2: JAMBOARD

21. ACTIVITY 3: KAHOOT

22. Economic and Social
Security
Empowerment and
Independence
Social Inclusion and
Citizenship
Livelihood
Old English līflād,
or "course of life,"

23. Session 3
THREATS TO A SUSTAINABLE LIVELIHOOD

24. FILM SHOWING
REFLECTION
In the AVP that you have seen, what
are the factors that affects a livelihood
activity?

25. ACTIVITY: INDIVIDUAL
ACTIVITY
Livelihood
Sustainable

26. ACTIVITY:MYTH OR FACT
Who knows more
Myth?

27. Is earthquake a disaster?
Is flashflood a disaster?
Is typhoon a disaster?
Is war a disaster?

28. HAZARD
A dangerous phenomenon, substance, human activity or condition that
may cause loss of life, injury or other health impacts, property damage,
loss of livelihoods and services, social and economic disruption or
environmental damage. (UNISDR 2009)
Hazard Vs. Disaster

29. DISASTER
A serious disruption of the functioning of a community or a society
involving widespread human, material, economic or environmental
losses and impacts, which exceeds the ability of the affected
community or society to cope using its own resources (UNISDR 2009)
azard Vs. Disaster

31. What is Disaster Risk?
Likelihood or probability of a hazard striking a
vulnerable community, causing injury, damage and
loss.
“The chance that if we do something or fail to do
something, there will be a negative outcome.”
What is Disaster Risk?

32. What is EXPOSURE?
People, property, systems, or other elements
present in hazard zones that are thereby subject to
potential losses (UNISDR 2009)

33. What is CAPACITY?
The combination of all the strengths, attributes and
resources available within a community, society or
organization that can be used to achieve agreed
goals (UNISDR 2009)

34. Examples of Capacity
• Societal coping abilities
• Effective social relationships, leadership and
management; strong and good governance;
institutions; organized communities
• Wise use of resources
• Robust infrastructure
• Food security
• Quality education; skills; knowledge
• Etc.

35. What is Vulnerability?
The characteristics and circumstances of a community,
system or asset that make it susceptible to the
damaging effects of a hazard (UNISDR 2009)

36. Examples of VULNERABILITIES
• Poor design and construction of buildings
• Inadequate protection of assets
• Lack of public information and awareness
• Limited official recognition of risks and preparedness measures
• Disregard for wise environmental management; exploited natural resources
• Lack of land Use Planning (LUP)
• Poverty
• Unorganized communities
• Weak/poor governance
• Hunger and malnutrition
• Lack of education
• Poor health and sanitation; disabilities
• Lack of access to basic services and utilities
• Lack of livelihood
• Etc.

37. What is the relationship of these terms from each
other: hazard, disaster, disaster risk, exposure,
capacity and vulnerability?

38. The Now Famous Equation
DR = H x E x V ÷ C
Disaster Risk = (Hazard x Exposure x Vulnerability)
Capacity

39. Sustainable
Resiliency
The ability to
recover from
shocks and
stresses
Economic
Efficiency
Ability to build
assets
starting from
a small
resource
base
Social
Equality
Opportunities
are equally
distributed
within HH and
community
Environmental
Sustainability
Consideration
on all external
factors

41. Session 4
STRATEGIES TO MITIGATE THE EFFECT
OF THREATS TO LIVELIHOOD

42. ACTIVITY: WORKSHOP
Case Story Describe what is in
the story
How can you
mitigate/ reduce
Disaster Risks?
Livelihood
Hazard
Vulnerability
Exposure
Capacity
Each group will be given a case where they will identify the
elements of disaster risk

43. Sustainable Livelihood
Aims to improve absorptive
and capacity of the poor
communities to cope with
shocks and stresses, through
improving their livelihood
options.
Protection
Strengthening
Diversification

44. Protection
Livelihood activities do not
contribute to exacerbating
environmental and other risks.
Risk-informed household and
community livelihood strategies
are examples of protective
measures.
Safeguard livelihood
assets from sustaining
damage from natural
hazards and climate
change impacts

45. Strengthening
Building the technical
capacities of households in
relevant themes such as
sustainable agriculture,
financial management,
organization development,
Creating enabling
environment e.g.
dialogue capacity in
order to mobilize
government support.

46. Diversification
Strategy of households of having diverse
capacities and assets and engaging in
diverse activities to support their means
of living.

47. REFLECTION
1.What are the current coping mechanism of an individual,
family, community to a threat?
2.What asset/s does an individual, family, community
protect and strengthen?
3.How to they protect and strengthen their assets?
4.How does the customs and practice contribute to the
capacities of the individual, family and community?

48. Module
BASIC PRINCIPLES ON COMMUNITY BASED ENTERPRISE AND
BUSINESS CONTINUITY PLANNING

49. Module
2 Session 1:
Basic Principles of
Community Based
Enterprise Development
Session 2:
Guide to Business
Continuity Planning

50. Learning Objectives
Session 1
Define Basic
Concepts of
Community Based
Enterprise
Define the Roles and
Responsibilities of an
Entrepreneur
Session 2
Define Business
Continuity Planning
(BCP) and Discuss
its Importance
Identify Steps in
Crafting BCP

51. Session 1
BASIC PRINCIPLES OF COMMUNITY-BASED
ENTERPRISE DEVELOPMENT

52. Make a symbol of a good
entrepreneur;
Highlight values and principles
necessary in ensuring a
successful enterprise
ACTIVITY 1: IDOL KITA
ENTREPRENEUR

53. Who is a Good Entrepreneur
An Entrepreneur is someone
who plans, organizes, and
puts together all the resources
required to bring a new
enterprise into existence and
to run and manage it on a
long-term basis.
What is an Entrepreneur? - Bing video

54. Functions of an Entrepreneur
An Entrepreneur…
• perceives business opportunities in the environment..
• takes calculated risks.
• produces and uses capital.
• recognizes innovation.
• organizes the business.
• makes plans and decisions.
• makes profit which helps the economy grow
• provides the goods and services that we need.

55. Can anyone be an Entrepreneur?
There are necessary values, principles and
characteristics from the entrepreneur to
ensure a successful enterprise.
These will complement skills development
through research, proper planning and risk
management.
It is important to do self-evaluation and
reflection to know strengths to build on and
weaknesses to improve.

56. Self-Assessment
My Strengths Ways to
Enhance
My
Weaknesses
Ways to
Improve
Mechanics:
∙ Participants are asked to reflect on their personal
traits and characteristics related to being an
effective entrepreneur;
∙ They are then asked to identify three top
characteristics that the consider strengths and
three characteristics that are weaknesses to
improve on;
∙ From the these characteristics, identify action
points on how to further enhance strengths and
improve weakness by filling up the table.

57. Activity 2:
My Successful Enterprise
Mechanics:
o Discuss what a successful enterprise is for you;
o Highlight characteristics that you think are
essential components of a successful
enterprise;
o Paint Me a Picture- Present in the Plenary;
o Duration: 20Minutes

58. Processing Guide
Questions
o What is a successful enterprise for
you?
o What should be the
considerations in selecting your
business enterprise?
A Successful Enterprise responds to
the needs and wants of the
community but at the same time
provides opportunity to gain profit
and provide sufficient income.
It is essential to understand how an
enterprise operates, how to assess
different enterprise strategies, and
how to collaborate with others to
promote their enterprise success

59. ● Skills - kakayahan, talent, mga
kaalaman
● Resources - raw materials, capital,
micro-financing loans, etc
● Demand - May nangailangan ba sa
produkto mo? May buyer ka ba?
Defining our Enterprise Idea

60. Mechanics:
● Individually reflect on potential enterprise ideas considering your
passion, interests, experience and aspirations using the Inventory of
Skills, Resources and Demand Table;
● Rank your proposed enterprises using current skills, resources and
market demand for your potential product (goods and/or services);
● Complete the SWOT analysis for your top 2 proposed enterprises;
● Prioritize and decide which enterprise to pursue based on the result
of the exercise.
Activity: The Best Ito!

61. My Enterprise Idea

62. SWOT Analysis
Strengths Weaknesses
Strengths will give your
proposed enterprise an
advantage over similar
enterprise
Weaknesses are those
aspects that you and
your enterprise are not
good at
Opportunities Threats
Opportunities are things
that happen outside your
enterprise that can help
you
Threats may harm your
future enterprise and
reduce your profit

63. ● Woman entrepreneurs face
unique challenges from men in
starting and managing their own
enterprise
● It is important to capture
realities of women in the
SWOT analysis; highlighting the
strengths and building on the
weaknesses.
SWOT Analysis

64. Defining Enterprise Idea
The enterprise idea is best defined through the
initial enterprise plan. The initial plan should cover
the following questions:
● Which needs the products or services will
satisfy
● What service you are going to provide or what
goods you are going to sell
● Who you are going to sell your
product/service?
● How you are going to sell your product/service

65. Market Research

66. Developing your Marketing Plan
A good marketing plan defines the 4Ps of
Marketing- product, place, promotion and
price; as defined below:
● Product: what products or services you are
going to sell to your customers;
● Place: how and where you are going to reach
your customers;
● Promotion: how you inform your customers
about your products or services and how you
attract your customers to buy these
● Price: What price you are going to charge

67. Define Your Product Characteristics
Decide not only what kinds of
products or services to offer,
but what quality, color, size
and how to package it.
Describe also what makes your
product special, or different
from the competition;
Product 1 Product 2
Quality
Color
Size
Packaging
Uniqueness
(Major Difference
from Competitors)

68. Selecting Your Enterprise Location
3. Summarize the important
elements to think about when
deciding on the location to set up
your enterprise (location’s proximity
to customers, advantages and
disadvantages, cost)
1. Enterprise Location means your choice where
your enterprise will be located.
2. Ask yourself the following
questions:
·What location is best for my
customers?
·What location is important for
operating my enterprise well?
·What are the advantages and
the inconveniences of possible
locations?

69. Selecting Your Enterprise Location
• What location is best for my
customers?
• What location is important for
operating my enterprise well? (For
example: are my suppliers to be
considered when choosing my
location? Can I still make a good
profit if I choose to be far from my
customers?)
• What are the advantages and the
inconveniences of possible
locations?
My Enterprise Location
Tenurial Arrangement
(Rented/ Lease/ Owned/
Share Space)
Reason for choosing the
Location
Estimate Monthly Cost of
the Location
Payment/ Rent
Utilities
Others
Advantages of the Location
Disadvantages of the
Location

70. Promoting your Enterprise
Advertising is giving information to
your customers to make them more
interested in buying your goods or
services.
Promotion means attracting customers to buy your products or services. You
can use advertising and sales promotion.
Sales promotion is everything you do to
make customers buy, or buy more, when
they have come to your enterprise.
Describe in your marketing plan each of the different methods of advertising and
sales promotion you plan to use and estimate how much you should spend on
these.

71. Promoting your Enterprise
Determine a plan for marketing your enterprise
through advertising and sales promotion
Mechanics:
• Each group will be assigned an Item
or product;
• Make a promotional material to inform
your customers about the product
that you offer;
• Define the type Advertisement and
Sales promotion that you will offer;
• Be creative as possible, this can be in
a form of poster, slogan, jingles, etc.
• Present in the plenary and briefly
explain.

72. Promoting your Enterprise
Determine a plan for marketing your enterprise
through advertising and sales promotion
My Enterprise Advertising and Sales Promotion Plan
Type of
Advertisement
(Online
Advertisement,
Flyers, Posters)
Details Costs
Type of Sales
Promotion
( Ex. Special prices,
credit to reliable
customers, discounts)
Details Cost

73. The Price of your Product
It is important to determine the following:
• How much your potential customers are willing
to pay;
• Competitors’ prices and identify the highest
and the lowest prices in the market for
products and services offered to your potential
customers
• Know your costs (this should include raw
materials, equipment, labor and overhead
costs)
Product 1 Product 2
Price that my
Clients are
Willing to Pay
My Competitors
Price
Highest
Lowest
My Prices

74. Know your Cost
It is important to consider the needed costs.
There are two types of costs including Variable
Costs and Fixed Costs.
• Variable Costs change with the amount of
goods or services produced;
• Fixed Costs are the same regardless of the
amount of goods and services produced.
Name of Product
(Goods or Services)
Variable Costs
Raw Materials
Labor Cost
Utilities
Others
Fixed Costs
Rent
Equipment
Permits
Others
Total Costs

75. Taking Action
Write down whether you have completed any of the steps below, and if so, what decision
you made and if there are any further steps to complete.
STEPS TO STARTING A ENTERPRISE COMPLETED? (Y/N) DETAILS NEXT STEPS
1. Select your enterprise idea
2. Define your enteprise idea
3. Know who your customers are
4. Decide on your product characteristics (color, size,
quality)
5. Pick a location
6. Select your Advertising and Sales promotion strategies
7. Know what price your clients are selling competing
products at
8. Know what price your customers are willing to pay
9. Estimate your raw materials, equipment, labour and
overhead costs
10. Decide which qualities of a successful enterprise you
want your enterprise to have

76. Session 2
GUIDE TO BUSINESS CONTINUITY PLANNING

77. Business Continuity Plan
• a set of instructions of what to do and what
not to do at the time of a crisis;
• It is about thinking ahead and planning for any
crisis which could affect your enterprise;
• The plan should set out clear roles and
responsibilities and list a series of actions
which allow key enterprise activities to
continue in the most difficult circumstances.

78. Importance of BCP
The ability to withstand an incident like a flood or fire
and to re-open for “business as usual” is critical.
By failing to prepare, you
are preparing to fail.
-Benjamin Franklin
No. 1
Priority:
Protecting
the future
of an
enterprise

79. 5-Step Guide to Enterprise
Continuity Planning

80. 5-Step Guide to Enterprise
Continuity Planning
Step 1: Analyze your
enterprise
Step 2: Assess the
risks
Step 3: Develop your
strategy
Step 4: Develop your
plan
Step 5: Rehearse your
plan
What is the purpose of your enterprise?
How is that achieved?
What are your products/services?
Who is involved (internal and external)?
What deadlines do you work to?
Understand your enterprise and what makes it stick.
• What is the purpose of your enterprise?
• How is that achieved?
• What are your products/services?
• Who is involved (internal and external)?
• What deadlines do you work to?
Understand your enterprise and
what makes it stick.

81. 5-Step Guide to Enterprise
Continuity Planning
Step 1: Analyze your
enterprise
Step 2: Assess the
risks
Step 3: Develop your
strategy
Step 4: Develop your
plan
Step 5: Rehearse your
plan
• Power cuts
• Staff illness/lottery win
• Fire
• Flood/water leak
• Theft/break-in
• Unable to gain access
Assess the risks to your enterprise.
What could affect your enterprise
(internally and externally)?

82. 5-Step Guide to Enterprise
Continuity Planning
Step 1: Analyze your
enterprise
Step 2: Assess the
risks
Step 3: Develop your
strategy
Step 4: Develop your
plan
Step 5: Rehearse your
plan
• What needs to be done
• How ‘actions’ need to be done
• Who needs to perform these ‘actions’
• Why ‘actions’ are needed
• Where ‘actions’ should be performed
i.e. on site or at a different location
A strategy will protect your enterprise
– it will identify:

83. Activity 3: Knowing what to Do
Mechanics:
1. The groups will refer to the output during
Module 1, Session 4 activity on mitigating risks
of Disaster:
2. Each group will then identify strategies to do
before and during the event to protect the given
enterprise;
3. Group outputs will be shared in the plenary
TOTAL DURATION: 25 Minutes

84. Activity 3: Knowing what to Do
https://docs.google.com/spreadsheets/d/1PFhcEr_8Y5KIj1locqzthkJNYB246g8VQ0ZuwgxcIwE/edit?usp=sharing
Describe what
is in the story
How can you
mitigate/ reduce
Disaster Risks?
Strategies to do
before the Event
Strategies to do
during the Event
Livelihood
Hazard
Vulnerability
Exposure
Capacity

85. 5-Step Guide to Enterprise
Continuity Planning
Step 1: Analyze your
enterprise
Step 2: Assess the
risks
Step 3: Develop your
strategy
Step 4: Develop your
plan
Step 5: Rehearse your
plan
i.e. if there has been a fire – what do you
need to do first, do you need to connect
telephones first to contact customers,
does this need to be done at an
alternative site, do all of your staff need to
relocate to this alternative site – or can
some of them work from home, etc.?
The plan can be as simple as you want
– the simpler it is the more flexible it
will be.

86. It is essential to update your plan on a
regular basis and each time
something changes.
It is also essential that the plan is
tested. Involve all of your staff and
familiarize them with their roles and
what to expect.
5-Step Guide to Enterprise
Continuity Planning
Step 1: Analyze your
enterprise
Step 2: Assess the
risks
Step 3: Develop your
strategy
Step 4: Develop your
plan
Step 5: Rehearse your
plan

87. BCP Checklist
Business Continuity Planning Checklist
Questions Yes No
Do you have a business continuity plan (BCP)?
If yes, have you tested and reviewed your plan within the last 12 months?
Do you have a policy when to activate your plan?
Do you regularly train staff and test your plan?
Is there someone in your organization who is responsible for looking after your BCP?
Is the plan documented clearly and easily accessible?
Have you made a list of all key contacts’ mobile numbers?
Do you have vital computer information stored on back-up (cloud services)?
Are all staff familiar with the location of the main switches and valves?
Do you have an evacuation procedure and are staff trained in them?
Are the fire exits clearly marked?
Do you regularly practice fire drills?
Do you or do any of the staff have first-aid or medical training?
Do you have a generator back-up in place and do you know how to activate them?
Do you have an alternate building to use in emergencies?
Do you have staff personal information on file i.e communication with next to kin?
Have your staff been given specific roles to do in an event of crisis?
Is someone accountable for the assets/stocks?
Have you completed a recent inventory of your equipment/stock?
Do your key suppliers have a business continuity plan?
Do you have other suppliers you can rely on in case the key supplier halts
operations?
The BCP Checklist is to
ensure that all necessary
steps are undertaken

88. Guide to
Adult Learning
Learning Process and Fundamentals in Adult Learning

89. ACTIVITY: Buzz Session
(Breakout Group)
Mechanics:
1. Participants will be divided by pair;
2. Have a sharing on the following:
Best learning experience
Basic principles/ important considerations in
Adult Learning
3. Volunteers will share in the plenary;
Duration: 25minutes

90. Learning Process
Note: Reprinted from Keys to Effective Learning: Developing Powerful Habits of Mind (p. 177), by C. Carter, J. Bishop, and S. Kravits. Copyright 2005 by Pearson Education, Inc.

91. Learning Domains
Cognitive/
Knowledge
involves the development of mental
skills and the acquisition of knowledge.
Psychomotor/
Skill
comprised of utilizing motor skills and
coordinating them
Attitude
involves our feelings, emotions and
attitudes.

92. Learning Styles
Visual
They learn through
seeing
Kinesthetic
They learn through
hands-on approach
Auditory
They learn through
hearing
Reading/Writing
They learn through
reading and writing

93. Fundamentals in Adult Learning
1. Self-Directing
2. Learning by Doing
3. Relevance
4. Experience
5. Multi-Sensory Learning
6. Practice
7. Personal Development
8. Involvement

94. Training Delivery Methods
• Classroom Training and Lectures
• Experiential Training
• Case Study and Group Discussions
• Games and Activities
• Self-Study

95. Suggested Session Methods
Method Pros Cons
Small Group Work allows for more in-depth discussion and interaction
while encouraging participation
Buzz Group one way to create energy and opportunity to develop
ideas prior to a large group discussion
Case Studies provide concrete opportunities for participants to
apply new knowledge and skills to a given situation
Role Play participants to assume a particular perspective in
order to explore an issue from that point of view.
Share your
experience
☺

96. Brainstorming on Training Delivery
Session Key Message
Activity
Description/
Strategy Expected Output Duration