Sustainable Livelihood Program

Mainstreaming

Manual





























 Final Draft as of 16 December 2020

Table of Contents


Executive Summary 3
Part 1: Rationale 4
I. Introduction 4
II. Definition of Terms 5
III. Mainstreaming Manual and its Objectives 7
IV. Framework for Implementing the SLP Mainstreaming Stage 7
Part 2: Operating Procedures 10
I. Processes and Procedures of the SLP Mainstreaming Stage 10
Part 3: Key Strategies 25
I. Strategic Interventions for SLP Mainstreaming Stage 25
A. Learning Development/ Capability Building for Mainstreaming 25
B. Partnerships and Linkages for Mainstreaming 30
C. Social Marketing for Mainstreaming 35
II. Development of Knowledge Management Products 35
Part 4: Institutional Linkages 38
I. Roles and Responsibilities of the NPMO and RPMO 38
II. Roles and Responsibilities of the Field Implementers 40

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Executive Summary

The first part of this manual contains the background, objectives and framework of the Sustainable
Livelihood Program (SLP) Mainstreaming Stage. It states the context behind the crafting of this manual
which aims to equip the field staff in implementing the final stage of the SLP. Moreover, this manual is
an accompanying tool for the field staff of the Program. The second part contains the operating
procedures that the field staff shall conduct during the mainstreaming period. This part includes when
shall mainstreaming commence and the particular steps that the field staff must do to guide the SLP
Associations/ Program Participants during the fifth and final stage.

The third part of this manual highlights the key strategies on mainstreaming rooted from the
framework which are a) learning development/ capability building; b) partnerships and linkages; and c)
social marketing and knowledge management. This part is a blueprint for the field staff in order for
them to assist the SLP Associations/ Program Participants towards their exit on the Program. Lastly,
the fourth part states the roles and responsibilities of both NPMO and RPMO in the whole
mainstreaming stage.

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Part 1: Rationale

I. Introduction

The Sustainable Livelihood Program (SLP) is a capability-building program for poor, vulnerable and
marginalized households and communities to help improve their socio-economic conditions through
accessing and acquiring necessary assets to engage in and maintain thriving livelihoods. Its role as a
capability building program is to enhance the participant’s livelihood assets and ability to productively
utilize resources through their livelihood strategies in the form of enterprise management or
employment, as well as linkages to networks that could provide access to technical, financial or market
resources. It offers two (2) tracks: the Microenterprise Development (MD) track and the Employment
Facilitation (EF) track. The two (2) tracks are implemented through the following modalities: Seed
Capital Fund (SCF), Skills Training Fund (STF) for MD, and Cash for Building Livelihood Assets Fund
(CBLAF). The modalities on the EF track are: Employment Assistance Funds (EAF), and ST-EF.

As one of the core poverty reduction programs of the Department of Social Welfare and Development
(DSWD), its main goal is anchored on the attainment of Organizational Outcome 1 (OO1), which is
improvement of the socio-economic wellbeing of the poor. In order to effectively contribute to this, the
Sustainable Livelihood Program proposed three (3) program outcomes as indicated in the SLP Theory
of Change, which are 1) participants have access to external resources through network linkages, 2)
participants are equipped to engage in microenterprise, and 3) participants are equipped to be
employed.

These program outcomes are translated into program objectives which are focused on individual, group
and community levels. For the individual level, the program aims to capacitate the participants through
the provision of seed capital fund, employment assistance fund, cash for building livelihood assets fund
and skills training fund. While for the group level, the program aims to form and strengthen SLP
Associations. For the community level, the program aims to generate projects that will protect and/or
rehabilitate the livelihood assets of the participants. The objectives are embedded in the
implementation of the whole SLP cycle starting from (1) pre-implementation stage, (2) social
preparation, (3) resource mobilization, (4) project implementation towards the monitoring and
evaluation and (5) mainstreaming stages. To serve as a guide for the program implementation, an
enhanced SLP Comprehensive Guidelines (MC No. 22 series of 2019) was approved last November 2019.
This is also in support to the thrust of the DSWD management in ensuring that SLP remains relevant to
the needs of the community and to comply with Republic Act No. 11032, also known as the “Ease of
Doing Business Act.”

Mainly, SLP Mainstreaming Stage (Stage 5) serves as to how the program measures and achieves its
expected outcome indicators. As stated in MC 22 s. 2019, the Mainstreaming Stage ensures that
Sustainable Livelihood Program Associations (SLPAs)/ Program Participants are continuously
capacitated towards self-governance and that the operations of the established micro-enterprises and
the acquired employment are sustained after the provision of SLP modalities. This shall be done
through continuous tracking, mentoring, coaching and capability building for a period of one (1) year
and three (3) quarters incubation period. Also, during this period, the Local Government Unit (LGU), as

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the main partner in implementing the SLP, plays a big role in the mainstreaming stage, thus, they
should be involved in the monitoring or keeping track on the status of all the SLPAs/Program
Participants under their jurisdiction. Continuous coordination with the LGU to ensure the
implementation of Mainstreaming Stage shall be provided by the RPMO.

Generally, the SLP Mainstreaming Stage aims to shift the status of the SLPAs/ Program Participants
towards self-governing and self-resiliency. Through this stage, the SLPAs transition into formal
businesses able to establish linkages with other stakeholders and to access financial and non-financial
interventions for possible up-scale. This indicates that the SLPAs/ Program Participants are equipped to
engage in microenterprise. Moreover, the LGU will served as the main facilitator in linking the served
SLPAs/ Program Participants to other development entities and partners, such as National Government
Agencies (NGA), Non-Government Organizations (NGO), and the Private-Sector. It is one of the
measures that access to external resources has been established.

Thus, this is also an Exit Strategy of the Program for these served SLPAs/ Program Participants. The
monitoring and assessment stage prompts the mainstreaming stage and towards the end of the SLP
implementation process, a final assessment shall be conducted to determine whether these SLPAs/
Program Participants are subject for a) Mainstreaming, b) Rehabilitation or c) Closure. Lastly, an Exit
Plan will be developed and a Case Conference shall commence to determine whether the SLPAs/
Program Participants have successfully completed the Program or not.

Therefore, development of the SLP Mainstreaming Manual is deemed necessary to lay down the
necessary steps for the program/ field implementers on how to initiate the fifth stage. It covers specific
processes, tools and possible interventions in ensuring the seamless transition of SLPAs/ Program
Participants.


II. Definition of Terms

Civil Society Organizations Non-state actors whose aims are neither to generate
profits nor to seek governing power. CSOs unite people to
advance shared goals and interests. CSOs include non-
government organizations, professional associations,
foundations, independent research institutes, community-
based organizations, faith-based organizations, people’s
organizations, social movements, and labor unions.

e-Commerce marketing Refers to the method of making sales by establishing and
increasing awareness about product offerings and services
available online.

External Partners Any individual and/or organization outside of the existing
structure of the DSWD. External Partners may include but
not limited to Civil Society Organizations (CSOs),

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International Non-Governmental Organizations (INGOs),

International Development Partners such as Inter-
governmental organizations or International
Governmental Organizations (IGOs), Private Entities and
Businesses, collaborating Departments, Bureaus, Offices,
Agencies, GOCCs, GFIs, SUCs, LGUs and other
government organizations.

Final Assessment Report A report that serves as the official document and basis of
MPDO for mainstreaming the participants or SLPAs
before the incubation period will be completed.

Graduation Certificate A certificate issued as an indication that the MD and EF
Participant and SLPA have already finished the incubation
period and graduated from the program.

Incubation period Refers to amount of time the participants/association will
be under observation and guidance of the program for one
(1) year and three (3) quarters or 21 months after the
project implementation stage or start of enterprise and
employment of the participant.

Internal Partners Involves complementing programs and services of the
DSWD such as but not limited to the Pantawid Pamilyang
Pilipino Program (4Ps), Kapit-Bisig Laban sa Kahirapan-
Comprehensive and Integrated Delivery of Social Services
(KALAHI-CIDSS), Supplementary Feeding Program (SFP),
Residential and Non-Residential Care Facilities (RCF), and
supervised agencies namely, the Presidential Commision
for the Urban Poor (PCUP), National Commission on
Indigenious Peoples (NCIP) and National Anti-Poverty
Commission (NAPC).

Knowledge Sharing Sessions (KSS) Include learning development interventions, partnership
forum, consultation dialogues, and other meetings/
conferences to be participated in by the Program
implementers, SLP participants, and other relevant
stakeholders and partners.

Livelihoods Assets and Markets Map SLP tool used to list down potential partners that may be
(LLAM) engaged in the provision of livelihood interventions.

Mainstreaming Training Plan (MTP) It is a written report prepared by the Training Officer as a
subsection of the Project/ Participant Mainstreaming Exit
Plan. The plan contains the information and data

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submitted by the MPDOs with regards to the needs

assessment summary and its analyses of the results. It also
includes the list of proposed training recommendations
and tasking matrix.

Offline Monitoring and An offline system that contains the tool being used under
Assessment System (OMAS) the Participant Mainstreaming Stage. It is the official
reporting tool of the monitoring and assessment activities
of the MPDO.

Project/ Participant Mainstreaming A document that outlines the plans and strategies to be
Exit Plan implemented by the SLP MD and EF Participant and SLPA
as a guide for their exit from the program.

SLP Monitoring and Assessment Tools that are used to evaluate the intervention provided
Tools by SLP to the program participants. These tools help track
the status and progress of the MD participants or SLPAs
on the sustainability of their established enterprise and
the status and progress of employment for EF
participants.

III. Mainstreaming Manual and its Objectives

The Mainstreaming Manual aims to provide clear procedures and guidance to the MPDO, IPDOs, PCs
and RPMO staff in:

A. The conduct of Stage 5 of MC 22, Series of 2019, “Program Participants Mainstreaming” using
the set of tools, activities and interventions indicated on this Manual; and
B. The provision of appropriate recommendations and technical assistance to the SLPAs in
managing those successful or near failing Associations’ conditions.

Moreover, this manual is to be implemented in accordance with existing SLP guidelines, related to the
implementation of the program. The Manual acts as a complementary document that supports the
overall implementation of the Program.

IV. Framework for Implementing the SLP Mainstreaming Stage

One of the key component of mainstreaming is ensuring the sustainability of organized SLP
Associations (SLPA)/ Individuals and their respective livelihoods, hence, the principles of the
Mainstreaming Framework captures a holistic, comprehensive, and consistent approach that will serve
as a guide for this stage. It has four major entry points: Policy, People, Enabling Mechanisms, and
Community Support. These entry points are gateways for the SLP to further support and introduce the
gradual transition of the SLPAs and their businesses, to the mainstream markets, greater employment
opportunities, and wider economic environment of the country.

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Figure 1. Mainstreaming Framework





















As illustrated on Figure 1, there are four major entry points for the SLP to operationalize the
mainstreaming process for SLPAs and Individuals. Below describes in detail the four entry points:
Policy – pertains to rules, issuances, official statements, policy memorandum, and specific set
of guidelines in support to mainstreaming. In the context of the Program, this Mainstreaming
Manual, together with its accompanying tools and learning modules, forms part of the Policy
entry point.

People – under the mainstreaming context, this starts with the development of competencies
for both the program participants and program implementers. Moreover, individuals and SLPAs
need to be assessed on their organizational and livelihood needs before exiting to the program.
This assessment will act as a catalyst to design, develop and implement training programs and
modules for the participants. This Learning Development /Capacity Building (LD/ CB)
intervention aims to enhance the capabilities of individuals and SLPAs to survive on their own.

Enabling Mechanism - this entry point refers to systems and mechanisms that focus on
building capabilities of program participants to attain self-sufficiency and maintain their
livelihood activities, and/or seek support from other institutions independently. In essence, the
entry point is the “soul” of mainstreaming, we allow the participants to identify key livelihood
and organizational issues, solve problems, experience change leadership, and take specific and
actions to sustain both organizational and business. Few examples of the enabling mechanisms
that the Program can put in place and strengthen are the following:
- Leadership Development and Organizational development and association management

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- Resource and opportunity generation through external linkages and partnerships

- Internal enforcement and grievance redress system
- Association accreditation and licensure initiatives (BIR, SEC, DOLE, DA, BFAR, DOST,
etc.)
- E-commerce and online platforms for business opportunity and scaling

Community Support - refers to the mutual aid, communal camaraderie, and livelihood support
that can be generated by tapping strong and successful SLPAs to assist their fellow SLPAs who
are either recently established, struggling or stagnant associations, or associations needing
opportunity for upscaling of business.

The idea is for the organized SLPAs to help each other and move towards local block
formations or federations. In simpler terms, the community support entry point shall espouse
“bayanihan” culture in the SLP implementation sites. The following community support can be
undertaken to create a cohesive and supportive community of SLPAs:
- SLPA mentoring initiatives
- Joint livelihood undertaking and value chain.
- Mutual assistance during difficult and emergency situations
- Information sharing network
- Inter-association credit and financing

These four entry points shall serve as the guiding principles during the implementation of the
interventions and strategies identified to operationalize the SLP Mainstreaming Stage. Moreover, this
framework is one of the anchors on ensuring that the overall outcomes of the Program are achieved.

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Part 2: Operating Procedures

I. Processes and Procedures of the SLP Mainstreaming Stage

The SLP Monitoring and Assessment Tools developed by the SLP-National Program Management
Office (NPMO) are used to evaluate the intervention provided by SLP to the program participants.
These tools help track the status and progress of the MD participants or SLPAs on the sustainability of
their established enterprise and the status and progress of employment for EF participants. Through
these tools, the program can properly evaluate and promptly address pressing issues/concerns based
on the monitoring and assessment results by determining the right actions and strategies to be able to
reach the maximum potential in the areas of enterprise development and employment.

In the program cycle, the mainstreaming stage is focused on the monitoring of status of the projects/
participants/ association which shall commence after the project implementation stage of three (3)
months under the supervision of the Implementing PDO (IPDO). The IPDO through the Provincial
Monitoring and Evaluation Officer (PMEO) shall turn-over all important project documents and provide
access to the baseline database to MPDO as this will serve as his/her guide in properly identifying the
MD or EF individuals and SLPAs to be monitored during the incubation period.

Incubation period refers to amount of time the participants/association will be under observation and
guidance of the program for one (1) year and three (3) quarters or 21 months after the project
implementation stage or start of enterprise and employment of the participant. During this period, the
MPDO will continuously track the status and progress of the project/participant/association; coordinate
with IPDO or other stakeholders for the provision of necessary technical assistance through mentoring,
coaching, and capability building; and proper coordinating functions with stakeholders. These are being
done to ensure the program participants/association are well capacitated towards their chosen
established enterprise and acquired employment.

To be able to do this, the MPDOs shall use only officially released SLP Monitoring and Assessment
Tools, as follows:
1. MD Monitoring Tool;
2. MD Assessment Tool;
3. EF Monitoring Tool;
4. EF Assessment Tool;
5. Organization Assessment Tool;
6. Final Assessment Report; and
7. Project/ Participant Mainstreaming Exit Plan

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These tools shall be accomplished within the one (1) year and three (3) quarters or 21 months
incubation period:

Frequency of Monitoring or Incubation
Tool When to Conduct
Assessment Visit Period
MD Monitoring Tool
Every 3 months 6
EF Monitoring Tool
MD Assessment Tool
Every 6 months 3
EF Assessment Tool
18 months
Organization Assessment
Every 9 months 2
Tool
After 1 year and 6
Final Assessment Report 1
months
After the approval of
Project/ Participant
Final Assessment 1 3 months
Mainstreaming Exit Plan
Report


Figure 2: Mainstreaming Stage Process Flow

Project Project Final

Assessment Assessment
• MD Monitoring • Organization •  Exit Plan
Tool Assessment Tool •  MD Final •  Actual Mainstreming
• MD Assessment Assessment Report Monioring
• EF Monitoring Tool •  EF Final
Tool
• EF Assessment Assessment Report
SLPA Project/
Project Tool Assessment
Monitoring Participant Exit
Plan

Figure 2 shows the process flow of the Mainstreaming Stage wherein throughout the incubation period:
a. MD and EF Monitoring Tools – a total of six (6) each of the MD and EF monitoring reports
must be accomplished by the MPDO. The monitoring will start after the three (3) months
project implementation wherein microenterprise has already started, or the participant is
employed until the conduct of final assessment report.
b. MD and EF Assessment Tools – a total of three (3) each of the MD and EF assessment
reports must be accomplished by the MPDO. The assessment will start after the six (6)
months from the completion of the project implementation phase wherein microenterprise
has already started, or the participant is employed until the conduct of final assessment
report.
c. Organization Assessment Tool – a total of two (2) organization assessment reports must be
accomplished by the MPDO. The assessment will start after nine (9) months from the time
of turn-over of IPDO to MPDO or the completion of the project implementation phase
wherein microenterprise has already started, or the participant is employed until the
conduct of final assessment report.

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d. Final Assessment Report – On the first year and 6 months during the incubation period, one
(1) final assessment report must be accomplished by the MPDO. The reports from
monitoring and assessment will be used as a basis in accomplishing the said report.
e. Project/ Participant Mainstreaming Exit Plan – shall be prepared by the participant/
association with the assistance of IPDO and MPDO which includes detailed activities for
successful mainstreaming within the last three (3) months of the mainstreaming period.

A. PROJECT/ PARTICIPANT/ASSOCIATION MONITORING AND ASSESSMENT

1. MD and EF Monitoring During the first 18 months of the incubation period, continuous
monitoring of the MD project and EF participant shall be conducted every three (3) months, as
well as gathering status of the operationalization of the enterprise or the employment status of
the participant. In this period, most of the data being gathered are quantitative in nature that
represents the progress of the enterprise or employment.

This can be measured in terms of the following:

Aspect MD Project/Participant EF Participant
Sales, Profit, Expenses, Income, Wage, Allowances Received, and
Financial
Savings, and Microfinancing Savings
Enterprise Status, Reason/s for Employment Status, Nature of
Sustainability of
Closure, Operational Cycle, Buyers Employment, Reasons for
the Enterprise/
(Institutional or Traditional), Assets Unemployment, Assets Acquired
Employment
Acquired or Received or Received

Based on the monitoring results, the MPDO will be able to track and monitor the progress of the
enterprise and employment which will be the basis for the provision of appropriate assistance.

2. MD and EF Assessment The assessment of the MD project and EF participant will be
conducted every six (6) months from the time the mainstreaming has started. In this period,
the MD project and EF participant are being assessed based on the attributes that will help
the MPDO and the participants identify the specific aspect that needs improvement to ensure
the sustainability of the enterprise and employment:

MD Project/Participant EF Participant
Market Demand Matched Skills and Qualification to the Job
Markey Supply Financial Management of Earnings from the
Sufficiency of Human Resources Requirements Employment
Functionality of Assets Acquired by the
Assets Acquired/ Received
Enterprise/ Participant
Financial Stability and Savings
Clear Path for Career Job Growth and
Access to Credit and Repayment Capacity
Development
Revisited Enterprise Plan

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3. Organization Assessment The organization assessment is conducted every nine (9) months
from the time the mainstreaming has started. This is conducted to assess the development of
the association in terms of self-governance by looking at the following attributes:
o Governance and Internal Affairs
o Leadership Capabilities
o Problem Solving and Decision-making Ability
o Members’ Participation
o Financial Management; and
o Partnership Initiatives
From these attributes, the MPDO may easily identify aspects that need improvement to ensure
the sustainability and self-governance of the association and prepare them in the
mainstreaming process at the end of the 18-month incubation period. In accomplishing an
organization assessment, each SLPA is assessed as (a) is self-governing, (b) has potential for
self-governance and must be revisited and lastly (c) needs immediate intervention.

Assessment is conducted through a face-to-face interview with the member of the SLPA or
through group discussion with the presence of SLPA officers and members. The MPDO must
ensure that the responses of the participants during the interview are compatible with the
responses gathered in the monitoring tools.

After the assessment interview, the MPDO shall identify pressing issues/ concerns of the SLPA
and provide necessary recommendations. Upon submission to the Provincial Coordinator,
prioritization of the issues/ concerns may depend on the following:
● The issue/ concern was identified by the members/SLPA as an urgent concern.
● Recommended action only involves the SLPA members or officers only or both; and
● Person or stakeholder/s identified in the recommended actions is/are available or the
economic opportunities are already present in the area.
A recommended action might provide and completed during the visit especially if the
issues/concerns can be resolved immediately within the organization and appropriate technical
assistance can be provided immediately by MPDO.

Moreover, an SLPA classified as “self-governing” may not necessarily mean that there are no
issues or concerns involved within the organization. The MPDO must still identify issues/
concerns of the members/officers or the organization and should be provided with appropriate
assistance.

B. PROJECT/ PARTICIPANT/ ASSOCIATION FINAL ASSESSMENT

The Final Assessment Report shall serve as the official document and basis of MPDO for
mainstreaming the participants or SLPAs before the incubation period will be completed. This
requires that all MD projects/participants/SLPAs and EF participants must first undergo the final
assessment while the SLP-RPMO must be able to determine and analyze specific entry points
and strategies needed by each project/participant/association.

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Conducting a final assessment allows the program to assess the readiness of the MD
projects/participants/SLPAs or EF participants for mainstreaming. Hence, below are the
processes to be followed:

1. Before administering the final assessment, it is expected that the MPDO has read the final
assessment guidelines of the tools. The instructions and guidelines on how to use and
examples were specifically provided to aid the MPDO in accomplishing the final assessment
report.

2. A final assessment using the prescribed forms shall be conducted by the MPDO after 18
months of monitoring and assessment. The MPDO shall use the
● Micro-enterprise Development (MD) Final Assessment Report - MD Projects,
Participants, and SLPAs
● Employment Facilitation (EF) Final Assessment Report - EF Participants

3. The MPDO is not required to interview the participant/association during the final
assessment. Instead, the MPDO shall perform a complete desk review and analysis of the
data collected from the existing accomplished monitoring and assessment tools as a basis
in crafting a final assessment report.

4. In performing the desk review and analysis, the MPDO must secure a total of six (6) MD or
EF Monitoring Reports, three (3) MD or EF Assessment Reports, and two (2) Organization
Reports (if SLPA). However, if the MPDO wants to clear or verify important information
that is vital in accomplishing the final assessment report, he/she can schedule an interview
with the participant/association.

5. The MPDO shall enumerate only the major issues/challenges encountered by the
participant or association during the incubation period. These are categorized into different
aspects concerning enterprise and employment. A corresponding action taken by the
participant or association in order to overcome the issues/challenges must also be provided.

6. The MPDO shall enumerate only the major good practices and innovations of the MD
participant or association during the incubation period. These highlight the participant,
project, or association’s successful practices on further introducing, improving, promoting,
and sustaining old and new practices and innovations in the areas of enterprise
management and employment. These good practices and innovations benefited the
participant, members of the association, and the community.

7. The MPDO shall determine the final status of the participant/association indicated for MD
and EF. The MPDO must provide a brief background of the status and a narrative of the
different steps taken or to be taken and the responsible person or group/ agency/ partner
that help fulfills/realizes the identified status.

8. The MPDO shall also determine if the household’s standard of living has improved/changed
because of the program and identify the applicable reasons, as responded by the

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participant or association. Correspondingly, the MPDO shall provide an account if what

aspects or areas in their life does the program has changed/affected/helped the participant
or association.

9. Once the final assessment report form is completely and correctly filled out, the MPDO
shall encode the data in the Offline Monitoring and Assessment System (OMAS). This will
undergo the usual process of consolidation, validation, and processing at the provincial
level by the Provincial Monitoring and Evaluation Officer (PMEO) and at the regional level
by the Regional Monitoring and Evaluation Officer (RMEO).

10. Simultaneously, the signed Final Assessment Report form of the MPDO shall be endorsed
to the Provincial Coordinator (PC) for his/her signature. Once signed, this shall be
submitted to SLP-RPMO for the signature of the RPC. Any revisions or enhancements in
the FAR shall reflect in the OMAS hence, it is essential that the MPDO is aware of the status
of the submitted FAR.

11. The signed and approved forms shall be kept and maintained by the SLP-RPMO according
to the prescribed implementing rules and regulations governing the management of public
records and its disposal by the National Archives of the Philippines.

C. SLP Desk Review, Analysis, and Final Assessment

The desk review is an important step in the development of the Final Assessment report as a
basis of the final assessment of the MD Project, MD and EF Participant, and SLPA. The desk
review activities include scanning of the collected monitoring and assessment reports and other
relevant documents that will help provide a better analysis. The purpose of this step is to:
● Track the progress of the participant, project, and association,
● Identify key major issues and challenges encountered and how they overcome it, good
practices and innovation, and final assessment status by analyzing the data collected
● Identify key opportunities that the participant/association can take advantage of in
relation to its status
● Gather data and information that will serve as input to the Final Assessment Report.

After the thorough desk review and analysis of data from existing monitoring and assessment
tools and relevant documents, the MPDO shall provide its final assessment to the MD project,
participant or SLPA or EF participant. The final assessment status is categorized into three:

i. For Mainstreaming

Based on the results of the final assessment, the MD Project/Participant/SLPA, and EF
Participant are ready for mainstreaming to the LGU or identified stakeholders. Under
this status, the completion and monitoring of the Mainstreaming Exit Plan will be
managed by the participant or SLPA with minimal supervision of the LGU or
identified stakeholder/s.

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Below are the minimum characteristics of an MD Project/Participant/SLPA that is

ready for mainstreaming:

MD Project
Attributes
Aspect
Enterprise Status – the enterprise has continuous operations for
at least last nine (9) months of the 18-month incubation period.
Supply and Demand – the enterprise has a stable market and
can readily respond to the supply and demand in terms of
quantity, quality, and time for at least last six (6) months of the
18-month incubation period.

The enterprise has established its traditional buyers and has
potential to gain institutional buyers within or outside its locality.
Financial Stability and Savings – the enterprise has positive
profit and income. The enterprise is able to financially support its
operations through a revolving fund and has savings for at least
last nine (9) months of the 18-month incubation period.
Enterprise Plan – the enterprise has an existing enterprise plan
that is accomplished and monitored for at least last six (6)
months of the 18-month incubation period.

The enterprise plan has four important components that provide
details on market plan, supply plan, management plan, and
Sustainability of financial plan of a particular product.
the Enterprise Acquired/Received Asset – the enterprise has acquired/received
various type of assets that contributes to effective and efficient
operations of the enterprise within the 18-month incubation
period.
Human Asset – the SLP participant or SLPA members
acquired new skills and knowledge in managing the
enterprise that translate to an increase efficiency in the
enterprise operations.
Physical Asset – the enterprise acquired/received new
physical goods or infrastructure that support the
enterprise operations and/or provides increase or
additional income.
Financial Asset – the enterprise has acquired/received
additional funding through credit facilities.
Social Asset – the enterprise is registered, licensed, or
accredited to various types of government registrations/
accreditations or other community affiliations.
Natural Asset – the enterprise used, preserved, and
conserved any available natural resources for their
livelihood or resource-based activities.

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Insurance Asset – the enterprise has acquired/received

insurance that protects their enterprise, crops, livestock,
equipment, among others against loss, damage or
destruction caused by natural and man-made disaster or
calamity.


Self-governance is an indication that an SLPA is ready for mainstreaming. This SLPA
can already function on its own without the intervention of MPDO, LGU, or any
external stakeholders. The table below are the minimum characteristics of an SLPA
that must be observed to be able to assess and validate its readiness for
mainstreaming. It must be noted that SLPA assessed as “Has potential for self-
governance and must be revisited” can already be classified as ready for
mainstreaming, provided that the said SLPA has an organization assessment/adjectival
rating ranges from 39-49 and possesses the minimum characteristics mentioned in the
table below.

Organization
Attributes
Characteristics
! Members adheres to the Constitution and By-Laws
and other rules of the association.
! At least 80% of the officers and committees are
active and performing their duties and
Governance and Internal
responsibilities
Affairs
! All meetings/activities are documented and filed
! Assets acquired by the association such as office
equipment and materials are utilized and is
productive
! The President seeks the help of other officers
! The President consults the officers and members on
issues
! The President intervenes during times of
disagreements/conflicts
! All elected officers perform their duties according to
the by-laws
Leadership Capabilities
! The officers discuss the organization’s VMG and
revisits it in a timely manner to share its progress
with members.
! Members take on lead for committees or ad hoc
teams
! Members are able to act and solve the issues and
concerns of the association
! Issues are discussed and resolved through
Problem Solving and
consultations wherein the decisions are based on
Decision Making
the consensus, not just on majority rule

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! Conflict resolution is handled fairly, truthfully, and

mutually agreed to among by all parties involved
! Updates on issues are disclosed to members during
meetings
! There are community issues identified by members
of the association
! There is a plan to create projects to address these
community issues
! At least 80% of its members are attending regular
meetings
! Emergency meetings are easily called with at least
60% of its members attend to discuss the issues and
Member’s Participation concerns
! At least 80% of its members are active in all
activities
! At least 80% of its members provide their own
comments or inputs during discussion.
! The SLPA is able to generate capital build-up, other
funds such as operational and emergency funds by
proper management of the collection of dues from
its members.
! Funds raised are managed effectively and used for
according to its purpose.
! The SLPA is able to generate savings by proper
management of the collection of dues from its
members.
Financial Management
! Use of the savings is being discussed during
meetings.
! Funds raised have allowed for plans and
operationalization of diversified income-generating
livelihood or shared among members
! The SLPA is able to properly manage the collection
of rollbacks from its members who have
microenterprises and were employed through the
program modality according to their schedule.
! There are partners initiated and engaged by the
association
Partnership Initiative
! Partners are invited occasionally in every regular
association meeting.

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Moreover, below are the minimum attributes of an EF Participant that is ready for
mainstreaming:

EF Aspect Attributes
Employment Status – the participant is currently working and
has continuous employment for at least last nine (9) months of
the 18-month incubation period.
Clear Path for Career Growth and Development – the
participant’s goal and vision for career growth are achieved for at
least last nine (9) months of the 18-month incubation period.
Skills and Qualifications to the Job – the participant’s current
Sustainability of
employment matched with his/her current skills and
the Employment
qualifications.
Financial Stability and Savings – the participant is able to save
from the wage/salary he/she earned for at least last nine (9)
months of the 18-month incubation period.
Assets Acquired/ Received – the participant has acquired new
physical, natural, or financial assets from the savings of his/her
wage during the 18-month incubation period.


ii. For Rehabilitation

Based on the results of the final assessment, there are still recommended steps or
action plans for the MD Project/Participant/SLPA and EF Participant. This must be
translated into Mainstreaming Exit Plan and must be closely monitored by the LGU or
identified stakeholders to ensure that it is executed or implemented.

The following below are the minimum characteristics of the MD
Project/Participant/SLPA under this status:

MD Project
Attributes
Aspect
Enterprise Status – the enterprise has continuous operations for
at least last six (6) months of the 18-month incubation period.
Supply and Demand – the enterprise has a stable market but
with limited capacity to respond to the supply and demand in
terms of quantity, quality and time for at least last six (6) months
Sustainability of of the 18-month incubation period.
the Enterprise Financial Stability and Savings – the enterprise has positive
profit and income. The enterprise is able to financially support its
operations through a revolving fund and has savings for at least
last six (6) months of the 18-month incubation period.
Enterprise Plan – the enterprise has an existing enterprise plan
that are accomplished and monitored for at least the last three

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(3) months of the 18-month incubation period.

The enterprise plan has four important components that provide
details on market plan, supply plan, management plan, and
financial plan of a particular product.
Acquired/Received Asset – the enterprise has acquired/received
various type of assets that contributes to effective and efficient
operations of the enterprise within the 18-month incubation
period.
Human Asset – the SLP participant or SLPA members
acquired new skills and knowledge in managing the
enterprise which translate to increase in enterprise
operations.
Physical Asset – the enterprise acquired/received new
physical goods or infrastructure that support the
enterprise operations and/or provides increase or
additional income.
Financial Asset – the enterprise has acquired/received
additional funding through credit facilities.
Social Asset – the enterprise is registered, licensed, or
accredited to various types of government registrations/
accreditations or other community affiliations.
Natural Asset – the enterprise used, preserved, and
conserved any available natural resources for their
livelihood or resource-based activities.
Insurance Asset – the enterprise has acquired/received
insurance that protects their enterprise, crops, livestock,
equipment, among others against loss damage or
destruction caused by natural or man-made disaster or
calamity.

As for the MD Projects managed by an SLPA be classified or considered “For
Rehabilitation”, the latest assessment/adjectival rating of the SLPA must be “Has
Potential for Self-Governance and Must be Revisited” with assessment/adjectival rating
ranges from 35-49.

For EF Participant, the following are the minimum attributes for rehabilitation:

EF Aspect Attributes
Employment Status – the participant is currently working and
has worked for at least last four (4) months (704 hours) within the
Sustainability of last six (6) months of the 18-month incubation period.
the Employment Skills and Qualifications to the Job – the participant’s current
employment matched with his/her current skills and/ or
qualifications.

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Financial Stability and Savings – the participant is able to save

from the wage he/she earned for at least last six (6) months of
the 18-month incubation period.
Assets Acquired/ Received – the participant has acquired new
physical, natural, or financial assets from the savings of his/her
wage during the 18-month incubation period.
Clear Path for Career Growth and Development – the
participant’s goal and vision for career growth are achieved for at
least last six (6) months of the 18-month incubation period.


iii. For Closure

Based on the results of the final assessment, there are recommended steps or actions
to reinstitute or revive the MD project of the MD participant/SLPA and the employment
of the EF participant through provision of needed technical assistance or additional
intervention of the LGU or identified stakeholder. This must be translated into
Mainstreaming Exit Plan and must be closely monitored by the LGU or identified
stakeholders to ensure that it is executed or implemented.

The following below are the minimum characteristics of the MD
Project/Participant/SLPA under this status:

MD Project
Attributes
Aspect
Enterprise Status – the enterprise has stopped its operation for
at least last six (6) months of the 18-month incubation period.
Supply and Demand – The enterprise has a seasonal market and
has limited capacity to respond to the supply and demand in
terms of quantity, quality, and time within the 18-month
incubation period.
Financial Stability and Savings – the enterprise has negative
income, no profit, or has unstable source of income and the
revolving fund was used for other purpose other than the
Sustainability of livelihood. In terms of savings, the enterprise did not generate
the Enterprise savings for at least last three (3) months of its operation.
Enterprise Plan – the enterprise has existing enterprise plan but
not revisited or assessed for at least last six (6) months of the 18-
month incubation period or no enterprise plan developed at all.

The enterprise plan has four important components that provide
details on market plan, supply plan, management plan, and
financial plan of a particular product.
Acquired/Received Asset – the enterprise has acquired various
type of assets mentioned above but is not utilized for at least last

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three (3) months of its operation or no new assets is acquired at

all during the 18-month incubation period.

As for the MD Projects managed by an SLPA be classified or considered “For Closure”,
the latest assessment/adjectival rating of the SLPA must be “Needs Immediate
Intervention” with assessment/adjectival rating ranges from 1-36.

For EF Participant, the following are the minimum attributes for closure:

EF Aspect Attributes
Employment Status – the participant is either:
• currently unemployed; or
• worked for two (2) months (352 hours) to four (4)
months (704 hours) within the last nine (9) months of the
18-moth incubation period; or
• has worked for less than two (2) months (or less than 352
hours) within the last six (6) months of the 18-month
incubation period
Skills and Qualifications to the job – the participant’s last
Sustainability of employment did not match with his/her current skills and
the Employment qualifications.
Financial Stability and Savings – the participant has no savings
from the wage/salary he/ she earned within the 18-month
incubation period.
Assets Acquired/ Received – the participant has not
acquired/received new physical, natural, or financial assets from
the savings of his/her wage during the 18-month incubation
period.
Clear Path for Career Growth and Development – the
participant has no clear goal and vision for career/job plans.

D. SLP Project /Participant/Association Mainstreaming Exit Plan

The SLP Participant Mainstreaming Exit Plan is a document that outlines the plans and strategies to
be implemented by the SLP MD and EF Participant and SLPA as a guide for their exit from the
program. This shall be prepared by the MD and EF Participant and SLPA with the guidance of IPDO
and MPDO, after the approval of the final assessment report which shall be implemented within the
last three (3) months of the incubation period.

The following are the process that must be followed:
1. The MD and EF Participant and SLPA shall prepare the mainstreaming exit plan with the
guidance of IPDO and MPDO using the prescribed template/ form based on the approved Final
Assessment Report. Together with MPDO, the IPDO will also provide technical assistance
during the development of the said exit plan.
2. The MPDO shall endorse the mainstreaming exit plan to the PC for his/her review.

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3. Once reviewed, this shall be transmitted to the SLP-RPMO particularly to the Government
Sector Partnership Officer (GSPO) or Private Sector Partnership Officer (PSPO) for the review
of the document and recommendations.
4. The Regional Program Coordinator (RPC) shall approve the mainstreaming exit plan. After its
approval, the SLP-RPMO shall prepare the “SLP Graduation Certificate” to be given to the MD
and EF Participant and SLPA, regardless of their final status. The SLP Graduation Certificate is
an indication that the MD and EF Participant and SLPA have already finished the incubation
period and graduated from the program.
5. Once approved, the SLP-RPMO shall provide a copy of the said exit plan to the MD and EF
Participant and SLPA and concerned LGU or identified stakeholder.
6. The DSWD Regional Office shall write a letter to the LGU endorsing the MD and EF participants
and SLPAs and the assistance needed by the participant/ SLPA according to the Final
Assessment Report and Mainstreaming Exit Plan. The assessment results shall be provided to
and used by the LGU as their guide in providing the appropriate assistance. The assistance of
the LGU can range from but not limited to the following:
● Monitoring of the mainstreaming exit plan to ensure its completion
● Additional funding/support for sustaining the enterprise
● Provision of technical assistance in the forms of coaching and mentoring
● Provision of support for additional training to further enhance the skills of the
participants/association
● Linking the participants to direct employers
● Linking and endorsements to the institutional markets
● Linking to the financial and business development service providers, investors, micro-
insurance, and microfinance institutions
7. A Memorandum of Understanding (MOU) between the DSWD Regional Office and the LGU
shall be forged based on the final discussion between the LGU together with the MD/ EF
Participant or the SLPA.
8. The SLP Mainstreaming Exit Plan shall be monitored by the LGU or identified stakeholder to
ensure that it is executed and implemented.
9. For those MD and EF participants and SLPAs that needs further assistance, the concerned LGUs
shall take over the responsibility to assist them, to ensure that project provided is maintained
and sustained. The SLP-RPMO shall provide the list to the LGUs with their approved final
assessment results and mainstreaming exit plan.

E. Reporting through the SLP Offline Monitoring and Assessment System (OMAS)

The SLP OMAS is an offline system that contains the tool being used under the Participant
Mainstreaming Stage. It is the official reporting tool of the monitoring and assessment
activities of the MPDO.
All conducted monitoring and assessment activities of the MDPO to be sent to the provincial,
regional, and national level must be encoded, validated, consolidated, and sent via the OMAS.
The following are the reporting processes through the OMAS:
1. After the conduct of monitoring and assessment, the MPDO shall encode the collected data
from the accomplished monitoring and assessment forms into the SLP OMAS.

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2. Once the MPDO is done with the encoding, he/she shall send the encoded data to the
PMEO for validation and consolidation of a provincial report. If there are
incomplete/incorrect data, he/she shall return this to the concerned MPDO via the OMAS. If
none, this shall be sent directly to the RMEO.
3. The RMEO shall consolidate a regional report to be submitted to SLP-NPMO via the OMAS.
The SLP – Regional Program Management Office (RPMO) shall communicate officially to
SLP-NPMO on the submission of a regional summary report with analysis every 25th of the
month.
4. A consolidation and validation of a national report shall be performed by SLP-NPMO. Data
with incomplete and incorrect details shall be returned to the SLP-RPMO via official
communication.
5. The SLP-NPMO shall produce a monthly summary national report of the monitoring and
assessment accomplishments.

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Part 3: Key Strategies

I. Strategic Interventions for SLP Mainstreaming Stage

The Mainstreaming Framework has four major entry points which embodies the three strategic
interventions stated on the third part of the manual. As described in the framework, the Policy, People,
Enabling Mechanisms and Community Support works side by side and shall simultaneously be
implemented to ensure that the objectives of mainstreaming are attained.

The people entry point is reflected through the learning development/ capability building interventions
wherein the goal is to enhance the competencies of the Program Participants/ SLPAs gearing towards
self-sufficiency, while policy entry point is captured through the policies, tools and activities that the
Program offers which complement to their growth. Establishing network support through internal and
external convergence are also key towards the sustainability of these Program Participants/ SLPAs,
thus, these form part of the enabling mechanism and community support entry points that the
framework stipulates.

The following strategic interventions are the described in detail on this part:
A. Learning Development/ Capability Building Interventions
B. Partnerships and Linkages Interventions
C. Social Marketing Interventions


A. Learning Development/ Capability Building for Mainstreaming

i. PURPOSE OF LEARNING DEVELOPMENT /CAPABILITY BUILDING (LD/CB) IN THE
MAINSTREAMING

LD/CB acts as one of the strategies for mainstreaming, wherein the focus is on the learning
development and capability building (LD/CB) of SLP participants and the various development
interventions (training modules) and learning experiences (training programs) that may be provided to
those associations undergoing the incubation period.

LD/CB in the mainstreaming is used to analyze, design, develop, implement, and evaluate learning and
capability building interventions for SLPAs to address the development gaps of the association or to
increase their competency in implementing and maintaining their livelihood activities.

LD/CB interfaces with the “People” entry point through competency enhancement and people
development. This means that providing training and capability building support is central to the goal
of mainstreaming and integration of the SLPA.

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ii. TYPES OF INTERVENTIONS

LD/CB for mainstreaming may be provided in the form of the following interventions:

1. Training – an activity that aims to modify/enhance competencies through a formal setup with the
usual duration of 2 to 5 days of learning activity. This form of intervention uses face to face or
classroom type methodology.

2. Training of Trainers (ToT) – a training program that focuses on developing capability of a
selected number participants to moderate to high competency level for eventual transfer of
knowledge and skills. This is usually undertaken by key members and officers of the SLPAs for
later knowledge transfer and re-echo session with their association. Examples of ToT sessions are
sessions on advanced accounting, value-chain analysis and planning, organization development
and management. ToT simply means, creating a pool of focal person with the association that are
highly knowledgeable on a particular skill or competency.

3. Writeshop - a type of workshop that aims to complete modules, manuals, new policies, and
guidelines for the association. For example, write shop on enhancing the constitution and by-laws
of the SLP association.

4. Forum - an activity where ideas and views on a particular topic are exchanged.

5. Conference – attendance to a formal meeting where people who have common interest
exchange information and views or support/criticize positions. Examples of conferences are case
conferences for SLPAs, lobby group meetings with local politicians and government units.

6. Benchmarking – an organizational learning skill that involves learning from the good practices of
others. Examples are sessions on mentorship via successful SLPAs, coaching sessions with other
associations or groups, etc.

7. Learning Visit and Observations – an organizational strategy of learning from the other SLPAs
and other organizations, their experiences and strategies of implementing their livelihood
activities or managing their associations and projects.

8. Group discussion and workshop - these provide a venue for the participants to freely shared
their ideas and opinions to each other, with the facilitator providing some question to guide the
discussion. The results of the workshop are then shared to the whole group, which are then
synthesized to come up with collective thoughts of all the participants.

9. Role-play - Participants are asked to enact certain roles especially when they have to deal with
face to face situations. It is useful when the topic has to do with real-life situations. The
participants receive feedback from the other participants to further improve when the real events
takes place.

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10. Case study - Participants review real cases suitable to the topic being discussed in the training.
Collective analysis will be done on the facts of the case, and the participants will try to gather the
lessons that may be learned from the case.

11. Structured learning exercises - Participants are asked to undertake a particular task or exercise.
After which the whole experience is processed by the facilitator, the result of which are used to
determine the level of knowledge of the participants on the topic to be discussed before new
ideas are introduced.

In the context of mainstreaming, all of these different approaches to LD/CB may be used depending on
the need and situation of the SLPA. Although trainings are usually preferred, the principles and
processes for each type still adhere to the needs assessment process and LD/CB principles based on the
ADDIE (Analyze, Design, Develop, Implement, Evaluate) model. Capability building interventions can
take place within the incubation period.

iii. OVERVIEW OF THE LD/CB IN MAINSTREAMING

To provide better understanding on how LD/CB interventions are conducted in the mainstreaming
stage, the diagram below indicates an overview of the entire process:

Figure 3. LD/CB Mainstreaming Process Flow

Figure 3 details out the step by step process that stakeholders need to undertake to complete the
LD/CB interventions for mainstreaming. As shown above, there is a need to assess whether the
participant’s needs are truly geared towards LD/CB or to specify the areas or gaps that need to be
addressed through LD/CB interventions. It is a possibility that the SLPAs does not need LD/CB
interventions but other support interventions such as market linkage,, networking with external
stakeholders, and access to additional credit. To determine all of this, the MPDO may provide a
summary of needs based on the data gathered using the monitoring and assessment tools.

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iv. MAINSTREAMING TRAINING PLAN (MTP)

The MTP shall form part of the Project/ Participant Mainstreaming Exit Plan, in short it is a subsection
of the Mainstreaming Exit Plan. The TOs must consolidate all information and data submitted by the
MPDOs with regards to the needs assessment summary and translate them into a written report.
Through the analyses of the results of the needs assessment, the RPMO will now have a much better
grasp on the who, what, where, and why of the proposed LD/CB intervention for mainstreaming.

The MTP follows the standard format of a feedback report but with a few revisions and changes.
Illustrated below are the key components and portion of the MTP:
Components of the Description
MTP

Background and ● Explains the context of your MTP, its purpose and the needs of
Rationale the concerned SLPA
● Describes the association for which the analysis data was
gathered and used

Respondent’s Profile ● Presents the respondents’ / SLPA’s profile

Limitation of the ● Discusses the factors in the data collection that may have
MTP affected accuracy and quality of data
● Discusses the impact of these constraints and limitations on the
validity of data and its analysis

Analysis Result ● Discusses the results of your data analysis (validity of FAR results,
needs of the association for an LD/CB intervention, and
methodology to be used)
● Describes significant findings and accuracy of FAR results to the
needs of the SLPA
● Make use of basic charts and graphs to make data easier to
understand and analyze

Tasking Matrix for ● Detail the specific roles, functions, and needed support from
the intervention each concerned personnel (if the need is truly LD/CB)
● Indicate the timeline and deliverables per personnel

Training ● Discusses the proposed training interventions to address gaps or

Recommendations needs of the SLPA
● Present the focus area or areas to be covered in the LD/CB
intervention
● Present the target learners
● Discuss how the intervention will be provided (i.e in-house
training through the RPMO, or referred to external partners and
other stakeholders for intervention)

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The TOs have the option to provide or add more components to their respective MTP, since each region
has their own methodology and priorities in providing mainstreaming interventions to their
participants. However, the components listed above are non-negotiable and must appear in the final
MTP format.

Additionally, it is important to consider that one SLPA might have several LD/CB needs. The SLP must
cater to these needs to ensure greater success rate and integration of the association. The various
LD/CB needs must be included in the MTP to concretize steps and actions for addressing these needs
during the actual conduct of intervention.

Once the MTP is approved, the training officer shall monitor the LD/CB intervention via the following
course of action:
● Enlist the assistance of the RPMO Government/Private Sector Partnership Officer (G/PSPO) for
partners that may provide similar learning interventions as part of existing partnership
agreement with the RPMO. (e.g. SUCs, private sector partners, other NGAs like DTI, TESDA,
DOLE, etc.)
● Coordinate and enlist the assistance of the SLP-NPMO for referral of SLPA LD/CB needs to
national partners for LD/CB intervention, if necessary.
● Coordinate and request for technical assistance from the SLP National Program Management
Office and other OBSUs for specialized trainings (e.g. DRMB for disaster-resiliency training);
● Initiate the development of an Activity Proposal and Training Design with complete
attachments based on the Mainstreaming Exit Plan ( which includes the MTP as a sub section),
chargeable to the SLP mainstreaming fund and reflect said activity to the RPMO Institutional
Development and Capability Building Plan (IDCB). This would also entail securing of subject
matter experts and resource persons competent enough to the needed learning area, as well as
proper documentation (executive Summary Report, and Full Documentation) for the whole
intervention.

v. EVALUATION OF THE LD/CB INTERVENTION

Shortly after the end of the intervention, the SLPA participants must provide feedback and evaluation
on their experience and learnings from the activity. (Annex)
The evaluation form contained herein is just a guide on evaluating the learning content, training
management, logistical preparation, and overall impact of the intervention. The TO may devise or
enhance further the evaluation template, provided that the fields and detail above are retained in the
final evaluation form.

vi. RESULTS OF LD/CB INTERVENTION

Once the intervention is conducted, the Executive Summary Report and Full Documentation of the
Intervention must be produced. These documentations shall serve as documentary evidence that the
SLPA has truly undergone the LD/CB intervention for mainstreaming.

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The documentation may be presented and used as reference in the case conference together with the
attendance sheet and summary of ratings and evaluations, to gauge the success of the intervention and
overall reception of the participants to the training.

vii. EFFECTS OF LD/CB INTERVENTIONS TO PARTICIPANTS

Based on the evaluation for the intervention, the RPMO may now gauge the receptiveness of the
participants to new knowledge and competencies taught to them during the activity. The evaluation
result is also used to determine whether the intervention was effective in addressing the gaps of the
SLPA. It is imperative for the SLPA to be able to learn (through mainstreaming intervention) to address
the gaps or issues surrounding their organization or respective business.

Providing learning and capability building interventions in the mainstreaming is a comprehensive and
multi-faceted concern that needs to be addressed through a whole of RPMO approach. Building the
competencies of participants for mainstreaming can be a challenging but rewarding task especially in
mainstreaming, wherein we seek to secure a better future for our participants and associations.


B. Partnerships and Linkages for Mainstreaming

i. PURPOSE OF PARTNERSHIPS AND LINKAGES IN THE MAINSTREAMING

Partnerships and Linkages is one of the strategies for mainstreaming, wherein the focus is on further
linking the SLPAs/ Program Participants to other government agencies/ private or non-profit
organizations to enhance their network during the incubation period.

Partnerships and Linkages in the mainstreaming is used to ensure that the SLPAs/ Program Participants
has established network assets and has key partners that will help them in maintaining their livelihood
activities. This is to address the sustainability gaps of the program.

Partnerships and Linkages interfaces with the “Enabling Mechanism” and “Community Support” entry
points through establishing internal and external convergences.

ii. TYPES OF INTERVENTIONS

a) Use Of Livelihood Assessment And Market Map (LAMM) During Mainstreaming

Using the Livelihood Assets and Market Map (LAMM), the GSPO and PSPO shall review and update if
necessary the list of (a) Possible Market, (b) Possible employer/company, (c) List of Potential Partners
for mainstreaming of program participants of the Regional LAMM (RLAMM) based on the Regional
Development and Investment Plan, and other regional resources. While the PC, in collaboration with
the IPDOs, shall review and update the Provincial LAMM (PLAMM) based on the Municipal LAMM
(MLAMM) of the cities/municipalities covered by their Provincial Cluster which was based on the local
resources available be it physical, social, human and natural resources, LGU’s Investment Annual Plan,

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and other interventions in any forms coming from their stakeholders/partners in the implementation of
SLPAs projects.

b) Internal Convergence

The concerned Partnership Officers from both national, regional, provincial and municipal levels are
expected to develop or strengthen convergence with other DSWD’s Offices, Bureaus, Services and
Units (OBSUs), and also with the supervised agencies of the DSWD in accordance with the Executive
Order No. 67 and the DSWD-PCUP-NCIP-NAPC Joint Memorandum Circular No. 1 Series of 2019.

Internal Partners would involve complementing programs and services of the DSWD such as but not
limited to the Pantawid Pamilyang Pilipino Program (4Ps), Kapit-Bisig Laban sa Kahirapan-
Comprehensive and Integrated Delivery of Social Services (KALAHI-CIDSS), Supplementary Feeding
Program (SFP), Residential and Non-Residential Care Facilities (RCF), and supervised agencies namely,
the Presidential Commission for the Urban Poor (PCUP), National Commission on Indigenous Peoples
(NCIP) and National Anti-Poverty Commission (NAPC).

These internal partners may contribute to the mainstreaming of the SLP participants through the
following areas, among others:

1. Internal Program and Services within DSWD:

1.1 4Ps - collaboration through the Family Development Sessions (FDS) such as Financial Literacy
and Bio-Intensive Gardening (BIG);
1.2 KALAHI-CIDSS - may be tapped to provide organization development training and
mobilization to maximize their linkages to the M/C/BLGUs for community infrastructure
projects or related employment;
1.3 SFP and Residential and Non-Residential Care Facilities - may be tapped as institutional
markets by the SLPAs who are farmers and fisherfolk, among others; and
1.4 Disaster Response Operations of DSWD - may be tapped as an institutional market for
required relief goods;
1.5 Procurement for related activities - various DSWD activities may be tapped as institutional
markets for catering services, including the social preparation and social preparation and
capacity building of program participants and capacity building of program implementers
requiring such services.

2. Supervised Agencies as stated in the EO No. 67, series of 2018:

2.1 PCUP - Capacity Building Programs, Database of the Urban Poor, Research and Development,
among others;
2.2 NCIP - livelihood program, capacity-building, delineation and titling, institutionalization of an
Integrated Armed Conflict and Emergency Program, among others; and
2.3 NAPC - Support on prototype projects for the 14 Basic Sectors, and Capacity Building
programs.

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2.4 Procurement for related activities - various PCUP, NAPC and NAPC activities may be tapped
as institutional markets for catering services, including capacity building of program
participants and capacity building of program implementers requiring such services.

c) External Convergence

Aside from the internal partners, the Partnership Officers from both national to municipal levels are
expected to explore and develop partnership engagements with the external partners. External
partners are any Individual and/or organization outside of the existing structure of the DSWD. External
Partners may include but not limited to Civil Society Organizations (CSOs), International Non-
Governmental Organizations (INGOs), International Development Partners such as Inter-governmental
organizations or International Governmental Organizations (IGOs), Private Entities and Businesses,
collaborating Departments, Bureaus, Offices, Agencies, GOCCs, GFIs, SUCs, LGUs and other
government organizations.

External partners may contribute to the mainstreaming of the SLP participants through the following
areas, among others:

1. Access to external resources through network linkages who can provide additional funds and services
for the sustainability of their livelihood project or employment.

Area of Assistance Partner NGA or Organization

1.1 Access to and use of natural and Department of Agrarian Reform (DAR),
physical assets, such as but not limited Department of Agriculture (DA), Department of
to communal farm lands, unutilized lots, Environment and National Resources (DENR),
multi-purpose buildings, common- Local Government Units (LGUs), etc.
service facilities, tools and equipment,
among others

1.2 Provision of additional financial assets Philippine Crop Insurance Corporation (PCIC),
such as but not limited to grants or aids, Government Financial Institutes (GFIs) such as
loans with a low interest rate, Landbank of the Philippines (LBP) and
microfinancing, assets or facilities, Development Bank of the Philippines (DBP), and
insurances (life, health and livelihood) Microfinance-NGOs (MF-NGOs) such as those of
which may contribute to their general the members of the Microfinance Council of the
welfare and sustainability and growth of Philippines Inc. (MCPI)
their business

1.3 Promotion of SLP products through Shopmasy” by RAF International Inc, “Resellee” by
online platforms or e-commerce Resellee Mobile Solutions and Innovations Inc., etc)

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1.4 Access to institutional markets, and Enhanced Partnership Against Hunger and Poverty
linkages (EPAHP), Morination Agricultural Products (MAP),
etc.

1.5 Involvement of local experts to conduct Department of Agriculture (DA), Department of

market analysis and to ensure that Labor and Employment (DOLE), Consultants etc
projects are adopted to the local
economy and to any particular skills and
specializations of the local population.

1.6 Policy support through relevant Department of Trade and Industry (DTI),
guidelines and local ordinances to assist Cooperative Development Authority (CDA), LGUs,
SLPAs and/or incentivizing local etc.
businesses that engage with the SLPAs

1.7 Co-implementation of the SLP projects

through fund transfers to collaborating
Departments, Bureaus, Offices,
Agencies, Government Owned and/or
Controlled Corporations (GOCCs),
Government Financial Institutions
(GFIs), State Universities and Colleges
(SUCs) and LGUs in accordance with
Commission of Audit (COA) rules and
regulations. These should be stipulated
in an MOA/MOU, with specific
implementation arrangements, if
necessary.

2. Continuous capacity building towards self-governance of SLPAs/program participants:

2.1 Continuous development of human assets through community-based trainings and scholarship
grants and/or programs [e.g. Technical Education and Skills Development Authority (TESDA),
Agricultural Training Institute (ATI), etc.];
2.2 Continuous provision of relevant Technical Assistance, such as how to register businesses, apply for
relevant accreditations, to qualify as service providers to the government, among others [e.g.
Department of Labor and Employment (DOLE), Cooperatives Development Authority (CDA), Securities
and Exchange Commission , Bureau of Internal Revenue (BIR), Food and Drug Administration (FDA),
etc.]; and

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2.3 Continuous Product Development and/or Livelihood Enhancement/Scaling UP such as but not
limited to packaging, product labeling and value chain development [e.g. Department of Trade and
Industry (DTI), Department of Science and Technology (DOST), etc.].

The PBU, and/ or GSPO and PSPO in collaboration with the PCs and IPDOs shall review existing MOU
and MOA, and or IG with the partners engaged during the previous SLP stages for the proper
mainstreaming of SLPAs and SLP participants.

iii. CONTINUOUS SCANNING AND MAPPING OF PARTNERS

The PBU, and the GSPO and PSPO in collaboration with the PCs and IPDOs shall continuously and
simultaneously scan for potential national and regional partners that may possibly provide
complementary interventions to the program participants.

As strategy, the said SLP Unit and Staff shall maximize their participation on the technical working
group (TWG), fora and other activities initiated by the NGAs and private sectors to meet potential
partnership and/ or build networks and/ or continuously obtain information on government
investments, regional development plans (for regional level) and programs, projects and activities
(PPAs) of various national government agencies (NGA) at the national, regional, provincial level that
may provide support or the mainstreaming of the participants.

From the obtained data and information, the PBU shall continuously explore partnership engagements
within the national level. While the GSPO and PSPO shall update their Regional Livelihood Assets and
Market Map (LAMM) for both public and private sector opportunities, respectively. Likewise, the
Provincial Coordinator (PC), with the assistance of the GSPOs and PSPOs, shall also update PLAMM,
incorporating public and private sector resources and opportunities at the provincial level.

At the municipal level, the MLAMM developed by the IPDOs shall continuously be updated based on
the gathered municipal data and information, such as available and accessible natural resources within
the municipality or city, government investments, including the LGU’s Annual Investment Plan (AIP),
Municipal and Barangay Development Plan, a list of nearby commercial areas and financing
institutions, as well as active civil society organizations (CSO) and people’s organizations (PO) within
the municipality shall be submitted to the PC to assess possible partnership within the municipal area,
with the assistance of the GSPO and or PSPO.

The IPDO may coordinate with the GSPO to update the Specific Implementation Agreement (SIA) that
will mainstream the SLPA and SLP participants to the existing livelihood programs and potential
livelihood projects of the LGU, including the services of the Public Employment Service Office (PESO),
and considering the livelihood projects listed in the AIP. The GSPO shall coordinate with the PSPO for
other livelihood opportunities from the private sector that may be considered by the Program and the
LGU in the SIA.

After the incubation period, the main goal of the SLP is for the SLPAs/Program Participants to be
empowered and know what type of interventions they need and where to access with the help of the
LGU as the main facilitator.

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C. Social Marketing for Mainstreaming

i. PURPOSE OF SOCIAL MARKETING IN THE MAINSTREAMING

Social Marketing, as one the strategies for mainstreaming, shall provide avenues for increasing
knowledge and awareness about the SLPAs through appropriate program and communication design
and strategy.

Moreover, Social Marketing interfaces with the “Enabling Mechanism” and “Community Support” entry
points through e-commerce/ online marketing platforms.

ii. TYPES OF INTERVENTIONS

On E-Commerce/ Online Marketing Platform

With the various challenges in establishing a viable marketing strategy, there is an increasing need to
take advantage of the current market trends and solutions. Hence, the SLP intends to reshape its
strategies in terms of providing market linkage and more advantageous network through the concepts
and principles of social marketing, e-Commerce, and other technology-aided methodologies.

e-Commerce marketing refers to the method of making sales by establishing and increasing awareness
about product offerings and services available online.

Generally, the objective of e-Commerce as one of the innovations in the mainstreaming of the SLP
participants is to improve, support, and fortify ground-level initiatives towards achieving more
productive and profitable income-generating activities anchored in the context of the SLP.

SLP’s e-Commerce initiative strategically serves as the platform, staging area, and market facilitator for
SLP products and services to be sold online. By increasing leverage over DSWD SLP’s internal and
external resources which may include but are not limited to effective partnerships, stakeholder
management, product development initiatives, and the human capital, SLP’s e-Commerce initiative
stands a good chance of consolidating and solidifying the efforts of its program participants.

The whole process (from the preparatory stage to the implementation stage) is detailed in its
operational procedures identified at the sub-manual on SLP e-Commerce/ Online Marketing Platform.

II. Development of Knowledge Management Products

The SLP facilitates the pursuit for knowledge in the context of livelihood development. The Program
makes this viable through various KM products for application of its staff, program participants,
stakeholders, etc.

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Notably, fundamental to the Social Marketing, Learning Development, and Partnership Building KM
component in mainstreaming is the development of KM products. Among these include the: a)
Operations Manual, b) Research, c) Policies, d) Guidelines, e) Good Practice Documentation, and f)
Business Process Flowcharts.

A. COLLECTING STORIES

To further celebrate the early wins and the big impact of SLP in the lives of its program participants and
create an enabling and empowering platform so as to spark up the hope that the marginalized and
vulnerable sectors do have a great chance in life, the Social Marketing and Knowledge Management
Unit (SMKMU) of the SLP-NPMO thru its Information Officers (IO)/ Social Marketing Officers (SMO)
both in the NPMO and Field Officers shall maintain a bank of stories featuring the SLPAs and individual
program participants.
1. The SLPA shall assign a focal person who will be in-charge of keeping the record (documents,
photos, videos, etc.) of the association, including its history and various engagements and
activities that highlight the journey and development of the association.
2. Copies of which will be endorsed to the SLP Monitoring PDO during his/her quarterly
monitoring schedule, and or whenever requested as the need arises.
3. The PDO shall endorse these to the SMO for packaging. The SMO will then forward the
packaged story/ies to his/her RIO for approval and endorsement to the Regional Director. The
same packaged story/ies will be forwarded to the NPMO and endorsed to the SMKMU for
appropriate action.
4. As part of advocacy promotion and awareness building, these stories shall be communicated to
the general public thru the SLP Website, Official Social Media Accounts (Facebook, Twitter,
YouTube, Instagram), and publication of the Mga Kwento ng PagSibol.
5. The SMKMU shall also produce information, education, and communication materials and
other SLP collaterals from the data generated from submitted reports on SLP mainstreaming
that shall be provided by the SMEU.
6. In the same manner, the SMKMU shall likewise boost its link with various media outfits for
information dissemination and other mainstreaming and advocacy efforts in the benefit of the
SLPAs and program participants.

The SLP sees these mechanisms as opportunities that shall bring about positive impact to and gain
further support from the Program’s various stakeholders. Additionally, it is deemed that through these,
existing partners will continue to patronize the SLPAs and endorse them to other potential partners;
thus, being introduced to opportunities that will further widen the market reach and/ or skills
enhancement of the SLPAs and program participants.

Lastly, in order that livelihood opportunities towards inclusive economic development are continued
and sustained even beyond the mainstreaming efforts, the NPMO shall secure that basic information
about the SLPAs and program participants are made available to its Website for easier access and
future reference to its stakeholders.

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B. KNOWLEDGE SHARING SESSIONS

As an integral component of KM, the Knowledge Sharing Sessions (KSS) to be incorporated in the SLP
mainstreaming shall adhere to the stipulations of the a) Administrative Order No. 17, s. of 2011, or the
Knowledge Management Framework of the Department of Social Welfare and Development and the b)
DSWD Strategic Plan 2018-2022, Strategic Initiative No. 15: Creating a Learning Environment Through
Knowledge Sharing and Collaboration. Both documents put forward the Department’s commitment
toward creating and strengthening a learning environment through knowledge sharing, collaboration
mechanisms, and other enabling processes to facilitate more effective decisions, project quality, and
operational excellence.

These KSS in the context of SLP mainstreaming would include learning development interventions,
partnership forum, consultation dialogues, and other meetings/ conferences to be participated in by
the Program implementers, SLP participants, and other relevant stakeholders and partners.

1. To ensure that the proceedings of these KSS are properly recorded, the assigned party shall be
required to produce a documented report (minutes of the meeting, feedback report,
agreements and resolutions, and other ways forward) and other supporting documents
(attendance sheet, photo and/ or video documentation, audio recording, among others) as
deemed necessary.
2. In the case of the SLPAs, the association shall assign a focal person, preferably the secretary, to
produce the documented report and other supporting documents.
3. The NPMO shall provide a template for these documents for uniformity. Both an electronic and
printed copy of which shall be secured by the designated records officer or SLPA focal.
4. In the same manner, printed copy/ies of these reports shall be endorsed to the concerned party
– OBSU, stakeholder, partner – if needed.

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Part 4: Institutional Arrangements

I. Roles and Responsibilities of NPMO and RPMO

A. THE SUSTAINABLE LIVELIHOOD PROGRAM – NATIONAL PROGRAM
MANAGEMENT OFFICE (SLP-NPMO)

1. The SLP-NPMO through its concerned unit(s)/ division(s) should monitor the achievement of the
Program’s intermediate outcome based on the approved Theory of Change (TOC) of the SLP,
through the SLP-Regional Program Management Office (SLP-RPMO). For SLP, the intermediate
outcome is to ensure that the participants have access to external resources through network
linkages who can provide additional funds and services for the sustainability of their livelihood
project or employment.

2. The SLP-NPMO through its concerned unit(s)/division(s) should provide guidance to the SLP-
RPMO on the implementation and operationalization of this manual through capacity building
activities/trainings which include orientation on the manual’s framework, process flow,
tools/forms, and other necessary activities related to mainstreaming SLP participants/ SLP
Associations (SLPAs).

3. The SLP-NPMO through the System, Monitoring and Evaluation Unit (SMEU) should capacitate
the SLP-RPMO to conduct the analysis/assessment on the submitted Final Assessment Reports
(FARs) since these will serve as basis of the FOs on the issuance of graduation certificates to
program participants for exiting the program.

4. The SLP-NPMO through the Partnerships Building Unit (PBU) should assist the Regional
Operations and Monitoring Division (ROMD) and SLP-RPMO focals in exploring, linking, and
engaging partner stakeholders such as Local Government Units (LGU), government
agencies/offices, non-government offices/institutions, etc. that could provide additional
support/interventions for program participants who shall be mainstreamed. The PBU should
assist and provide guidance to the SLP-RPMO in crafting documents such as Memorandum of
Agreement or Memorandum of Understanding (if applicable) for the mainstreaming process of
SLP participants/SLPAs.

5. The SLP-NPMO through its concerned unit(s)/division(s) should oversee the process of
implementation and operationalization of this guide manual to ensure that the SLP-RPMO’s
direction is focused on the achievement of the Program’s intermediate outcome wherein process
for mainstreaming and linking the SLP participants/SLPAs to LGUs and other partner
stakeholders are properly conducted by the SLP-RPMO using this manual.

6. The SLP-NPMO through its Technical Working Group (TWG) for Mainstreaming Stage should
provide inputs/recommendations on the development and/or enhancement of the

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current/existing manual’s framework, design, process and tools that are reflected in this manual
and/or any document related to Program Participant Mainstreaming.

B. THE SUSTAINABLE LIVELIHOOD PROGRAM – REGIONAL PROGRAM MANAGEMENT
OFFICE (SLP-RPMO)

1. The SLP-RPMO and its field staff shall implement and execute processes indicated in this
manual with guidance from the SLP-NPMO. The SLP Regional Program Coordinator (RPC) shall
supervise and monitor the actual operationalization of this manual.

2. The SLP-RPMO shall provide technical assistance and guidance to SLP field staff on the
operationalization of this manual.

3. The SLP-RPMO through the Monitoring Project Development Officers (MPDOs) must conduct
continuous tracking, mentoring, coaching and capability building for a period of one (1) year
and three (3) quarters incubation period. This is to ensure that participants are continuously
capacitated towards self-governance and that the operations of the established micro-
enterprise and the acquired employment are sustained after the provision of SLP modalities.

4. Monitoring and assessment shall be conducted by the SLP-RPMO through the MPDO on a
quarterly, semestral, and annual basis from the time the micro-enterprise starts its operation.

5. At the end of the one (1) year and three (3) quarters incubation period, the MPDO shall prepare
a final report to be reviewed by the Provincial Coordinator (PC) for submission to SLP-RPMO.
This incubation period shall serve as a transition stage for SLPA/program participants to scale-
up their business operations and become self-governing.

6. The result of the monitoring conducted by the MPDO will determine the course of action that
may be undertaken for the participants. This may include additional capability-building
activities of the SLPAs that can be sourced-out from program stakeholders or development
partners.

7. The Implementing PDO (IPDO) shall facilitate the provision and implementation of the
additional capability-building activities. Participants who were provided with additional
capability-building activities shall be monitored by the MPDO.

8. The SLP-RPMO through the Regional Monitoring and Evaluation Officer for Operations
(RMEO) shall be responsible in consolidating and submitting all the required reports from the
field related to Program Participant Mainstreaming (Stage 5) to the SLP-NPMO.

9. The SLP-RPMO’s Government and Private Sector Partnerships Officers (GSPO and PSPO) shall
explore and identify potential partners for the mainstreaming stage that can provide additional
intervention/ opportunities to serve participants.

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10. The Field Office may develop a monitoring mechanism which will involve participation of the
City/Municipal Action Team (C/MAT), concerned Local Government Units (LGUs), and partner
stakeholders for participant mainstreaming. The roles and responsibilities agreed by the
involved parties must be specified. This could be included and explicitly reflected on the unified
Memorandum of Agreement between the LGU and the FO or through the Specific
Implementation Agreement/ Arrangement (SIA), if possible.

11. The SLP-RPMO shall provide inputs/recommendations to the SLP-NPMO based on the results
of monitoring, assessment, collaboration with partner stakeholders for possible enhancement
of the manual’s framework, design, process flow, etc.

12. During the incubation period, the SLP RPMO shall involve the LGU in the monitoring of the SLP
implementation or to keep them posted on the status of the SLPAs/Program Participants as
well as provision of capacity building to the LGU in preparation of the turnover or
mainstreaming of SLP cases to them after the incubation period.

II. Roles and Responsibilities of the Field Implementers

The Sustainable Livelihood Program – Regional Program Management Office through its Monitoring
Project Development Officer (MPDO) shall implement and execute processes indicated in this
mainstreaming manual. The SLP - RPMO shall provide technical assistance and guidance to SLP field
staff to achieve the overall goal of the program.

A. REGIONAL PROGRAM COORDINATOR (RPC)
- Shall supervise and monitor the operationalization of the Mainstreaming Manual.

B. PROVINCIAL COORDINATOR (PC) / AREA COORDINATOR (AC)
- Shall supervise, provide technical assistance and monitor the field staff on the implementation
of mainstreaming manual at the city/ municipal level.

On Partnership and Linkages
- The PC shall lead in the provincial partnerships with both public and private sectors with the
assistance of the GSPO and/or PSPO.

C. REGIONAL MONITORING AND EVALUATION OFFICER FOR OPERATIONS (RMEO)
- The RMEO will be responsible for the coordination and implementation of the Mainstreaming
Manual. With the assistance of SLP-NPMO s/he will develop a systematic monitoring
framework to monitor the progress of the activities in the field. S/he also responsible in
consolidating and submitting all the required reports from the field related to Program
Participants Mainstreaming (Stage 5) to the SLP-NPMO

D. TRAINING OFFICER

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- The TO are responsible for identifying staff training and development needs for planning,
organizing and overseeing appropriate training relative to the implementation of
Mainstreaming Manual.



On LD/ CB Interventions
- Lead in the development of the mainstreaming training plan (MTP) based on the results of the
needs assessment process and results of the FAR;
- Coordinate with concerned stakeholders on the design and development of LD/CB
interventions for mainstreaming
- Co-facilitate the LD/CB interventions for SLP mainstreaming participants

E. GOVERNMENT SECTOR PARTNERSHIP OFFICER AND PRIVATE SECTOR PARTNERSHIP
OFFICER
- GSPO and PSPO shall explore and identify potential partners that will help the field staff
(MPDO) during the mainstreaming stage that can provide additional intervention/
opportunities for the SLPAs. The opportunities can be in the form of Financial, Physical, Human
(training), Social and Natural Assets.

Regional Partnership Officers

- The GSPO should lead in internal and public sector partnerships with regional counterparts of
collaborating Departments, Bureaus, Offices, Agencies, Government Owned and/or Controlled
Corporations (GOCCs), Government Financial Institutions (GFIs), State Universities and
Colleges (SUCs), Local Government Units (LGUs) and other government organizations

- The PSPO should lead in private sector partnerships with business networks and chambers,
collaborating CSOs, NGOs and POs.

F. IMPLEMENTING PROJECT DEVELOPMENT OFFICER (IPDO)
- The IPDO shall turn-over all important project documents and provide access to the baseline
database to PMEO as this will serve as his/her guide in properly identifying the MD or EF
individuals and SLPAs to be monitored during the incubation period.

On LD/CB Interventions
- Based on the identified capacity building needs of the SLPAs/Program Participant during the
incubation period using the MD and EF Monitoring and Assessment Tools, the IPDO shall
facilitate providing the needed capacity building by linking them to partner organizations or
stakeholders.
- The IPDO shall facilitate the provision and implementation of the additional capability building
activities.

On Partnership and Linkages

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- The IPDO shall lead in the city/municipal and barangay-level partners with both public and
private sectors with the assistance of the PC, GSPO and/or PSPO.





G. MONITORING PROJECT DEVELOPMENT OFFICER (MPDO)
- The MPDO shall execute the step by step process indicated in the Mainstreaming Manual. (ex:
Conduct Livelihood Assessment, assist the SLPAs in their Mainstreaming Plan and
implementation, monitor and progress and conduct Final Assessment Report).

On LD/CB Interventions
- Participants who were provided with additional capability building activities shall be monitored
by the MPDO.

H. SOCIAL MARKETING OFFICER (SMO)
- The SMO shall provide technical assistance in the advocacy promotions and other social
marketing strategies to ensure that processing of knowledge and information is translated into
concrete effective measures beneficial for further development during the mainstreaming
stage. This shall be done through, activities such as, but not limited to, facilitation of the
development and dissemination of knowledge management (KM) products and other KM-
related initiatives like packaging of stories of change and growth of the participants,
maintaining a bank of stories, coordination with relevant stakeholders especially those in the
tri-media industry, and spearheading bazaars/ product display, among others.

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