WORKFORCE DEVELOPMENT PLAN

I. INTRODUCTION AND BACKGROUND

1. Brief History

PADADA as a word refers to a medium-sized tree of the mangrove variety

with edible reddish-brown, tomato-like fruits relished by monkeys and
birds. This specie of a tree once abounds in substantial numbers in the
swamps along the shorelines of the barrio from Paligue to Liling, formerly
parts of the mother town Sta. Cruz, Davao (now Davao del Sur). The
Padada tree, however, is now extinct, replace by mangrove of various
variety.

PADADA as a town was organized on July 15,1949, after its creation into
such by virtue of Executive Order No. 236 dated July 1,1949 of the late
Elpedio Quirino, then President of the Republic of the Philippines. The
territorial jurisdiction of Padada originally embraced the present town of
Sta. Maria, Malalag, and Sulop in the South, Kiblawan in the West.
Hagonoy in the North, and part of Matanao in the Northwest and on the
East, by Davao Gulf, with the seat of the local government in the barrio of
Limonzo which is now the Padada Poblacion. Thus, the old one-street
barrio of Limonzo was the harbinger or precursor of the popular town in
Padada. For it came to pass that in 1946 after the proclamation of the
Philippine Republic, hordes of home seekers mostly Filipino Veterans of
the World War II headed by the late Major Froilan Mascardo Matas, settled
in the area called Padada Valley occupying several repossessed
Japanese Plantation in the vicinity. With the influx of numerous migrants of
all walks of life, Limonzo, as the center of trade, bustled into a teaming
commercial community, attracting businessmen from neighboring towns
and provinces. With cock-fighting and various games and amusements
held and conducted regularly and patronized by countless aficionados,
Limonzo rose into a stature highly qualified to become a separate
municipality. With the phenomenal development of Limonzo, a barrio of the
popular town of Sta. Cruz, the late Antonio Go Pace, Sr. then a Municipal
Councilor of the said mother town was inspired to work for the creation of
Limonzo and its surrounding barrios and sitios into a regular municipality
itself.

As early as January, 1949, the various documents and blue print for the
creation of Padada Town were prepared meticulously and readied for
submittal to the ruling Liberal Party of the late Pres. Quirino for
consideration and adoption, finally securing its approval thru Executive
Order No. 236, dated July 1, 1949.
2. Municipal Profile

2.1 Geographical Location

Padada is located in the southern portion of the Province of Davao del

Sur, lying between one hundred twenty-five (125) degrees seventeen
minutes (17’) to one hundred twenty-five (125) degrees twenty minutes
(20’) east longitude and six (6) degree thirty-seven minutes (37’) to six
(6) degree forty-two minutes (42’) North latitude.

It is bounded on the North by the Municipality of Hagonoy, on the West

by the Municipality of Kiblawan, on the South by the Municipalities of
Sulop and Malalag and on the East by the Davao Gulf. The poblacion
is approximately twelve kilometers (12 kms.) away from Digos City, a
component city of Davao del Sur.

Figure 1. Map of Davao del Sur Showing Padada

2.3 Political Territory and Land Area

Political Territory

The Municipality of Padada is composed of 17 barangays. The town

center is composed of the 3 poblacion barangays of Almendras District,
Quirino District and NCO District. Fronting the Davao Gulf are the
coastal barangays of Lower Limonzo, Palili, Piape, Punta Piape and
San Isidro. Located in the west side of the municipality are the 6
satellite barangays of Don Sergio Osmeña, Harada Butai, Lower
Katipunan, Lower Malinao, Upper Malinao and Tulogan. In the east
portion are the satellite barangays of Upper Limonzo, Southern Paligue
and Northern Paligue.

Land Area by Barangay

The total land area of the municipality is 4,574 hectares which is 2% of

the total land area of the province. It has three (3) urban barangays
with a total land area of 181 hectares. The largest barangay is Don
Sergio Osmeña, Sr. with 546.42 hectares or 11.5% of the total land
area of the municipality. While the smallest is the Barangay Quirino
District with only 48 hectares a little more than one percent (1%) of the
total area.

Table 1. Land Area by Barangay

Barangay Land Area
Urban:
Almendras District 70.000
N.C.O. District 63.000
Quirino District 48.000
Sub-total 181.000
Rural:
Don Sergio Osmeña, Sr. 546.420
Harada Butai 375.000
Lower Katipunan 388.242
Lower Limonzo 372.600
Lower Malinao 361.380
Northern Paligue 329.400
Palili 329.980
Piape 122.830
Punta Piape 356.736
San Isidro 323.800
Southern Paligue 305.720
Tulogan 239.480
Upper Limonzo 273.960
Upper Malinao 261.000
Sub-total 4,586.548
Total 4,754.000
Source: MPDO

2.4 Demographic Profile

The municipality’s population as determined by the 2020 Census was

29,878. This represented 4.39% of the total population of Davao del
Sur province, or 0.57% of the overall population of the Davao Region.
This figure posted a 12.4 growth rate compared with the 2015 total
population (26,587).

Of the 29,825 total household population in 2020, 15,072 (50.5%) were

males while 14,753 (49.5%) were females. When it comes to age
group, 7,999 (26.8%) were under 15 years of age or the so-called
young dependents. On the contrary, 19,552 persons aged 15-64 years
 were the so-called working age or economically active population
(65.6%) while those in age groups 65 years and over (old dependents)
comprised the remaining 2,274 (7.6%). Refer to Figure 2.

Figure 2. Age Sex Pyramid of Padada: 2020 and 2015

Meanwhile, there were more males 12,747 (51.2%) than females 12,153 (48.8%) in
the 0 to 54 age group. On the other hand, among the older age group (55 years and
over) a reverse scenario happened as females 2,600 (52.8%) overpowered 2,325
(47.2%) the males.

The sex ratio in Padada, Davao del Sur was figured out at 102 in 2020. This
translates that there were 102 males for every 100 females in the area.

In 2020 CPH, children below 15 years had a sex ratio of 105 males per 100 females
while those aged 15 to 64 had a sex ratio of 104 males per 100 females.
Furthermore, those aged 65 years and over had a sex ratio of 81 per 100 females
that portrays a longer life expectancy among females than males or males had a
higher mortality rate than females in the older age groups.
Padada, Davao del Sur had an overall dependency ratio of 53 that implies that for
every 100 working-age or economically active population there were about 53
dependents specifically 41 young and 12 old dependents respectively.

Table 3. Demographic Profile by Barangay

Source: Padada Atlas

2.5 Economic Profile/ Structure

Padada is a third-income class municipality with an average annual local income of

P36 million. The 3 poblacion barangays of Almendras, NCO and Quirino Districts
composed the existing major growth center in Padada.

The municipality has five 5 identified economic enterprises (Public Cemeteries,

Public Market, Terminal, Livestock Auction Center and Slaughterhouse) which are
the main sources of the local income.

Padada desired to be a commercial and trading center in the four neighboring

LGUs (Kiblawan, Sulop, Malalag and Hagonoy). With the increasing level of urban
functions and services, the municipality chose to adopt intensified
commercialization or urbanization as another development option.

2.5.1 Revenue Sources on Agriculture, Industries, Commerce & Trade,

Tourism

A. Agriculture

Agriculture is one of the important sources of taxation in the stages of

economic development. Higher agricultural productivity is a positive factor
that will enhance the manufacturing sector's development, which provides
the transition into industrialization. Increase yield of raw materials from
agricultural products will boost the production in manufacturing industries
and business activities in the retailing markets. In effect, employment, tax
revenues and services which are component of the economy are
increasing.

Padada is 91.5% agricultural land where the main crops are coconut,
bananas, mango, rice and corn. Most of these agricultural lands are
predominantly planted to coconut. This led to the establishment of two
medium scale coconut by-products manufacturer in Padada. First, is the
AG Pacific Company which is producing Virgin Coconut Oil with market
distribution locally and abroad. Second, is the KF Nutri-Foods
Incorporated producing banana chips and exporting to different countries.
The last one is the GCF Multi-Products producing coco coir also for
export. These three (3) plants are helping the economy of the LGU via
employment they are creating and the business taxes they are paying to
the government.

Food crops like rice and corn are not contributing much in the economic
activity of the municipality because it is sold to outside buyers or
“comprador”. Living only small portion of its harvest for distribution in the
public market and food consumption. The municipality can only gain
revenue out of the share from the tracking service fees in the transport of
these crops to the possible outside buyers. The same with mango where
most of the harvest are exported to other countries.
 Cavendish banana production in Padada is a viable source of revenue.
One company that engage in Cavendish production is the Lapanday
Corporation Farm paying annual tax to the LGU of more than P400,000.

B. Agri-industries

There are five (5) manufacturing industries in Padada. Existence of these

provides the LGU the opportunity to raise revenues. It was in 2005 when
the virgin coconut oil (VCO) industry was established at Harada Butai. In
the same year a coco peat and fiber plant in Upper Limonzo was also
established. The owner expanded and put up the banana chips factory
with 30 tons per day capacity.

Another industry that starts as early as 1960 is corn milling. The first corn
was located at Almendras District. In the 90’s one corn was added to the
list and it was located at Harada Butai. Now Padada has seven corn mills
and two (2) rice mills that operate regularly during harvest seasons.

Charcoal industry is situated at Harada Butai delivering tons of charcoal

products to Davao City’s charcoal exporting companies.

C. Commerce and Trade

The center of trade and commerce of the municipality is located in the two
Poblacion Barangays of Almendras and NCO Districts. This is where the
major commercial business establishments, public market and public
terminal are located.

One of the major sources of revenue that has the biggest income
contribution to the LGU is the Padada Public Market. It is situated at
Amendras District which is in existence for more than 50 years since its
establishment in 1966 and is now considered a Historical Landmark of
Padada. It has an area of 1.3983 hectares and is divided into several
sections presented hereunder.

Table 3. Subdivision of Market Sections

Market Sections Area per Stall (in Sq.M.) Number of Stalls Total Area
1. FISH 2.3 76 174.8
2. MEAT 2.3 30 69
3. VEGETABLE 4.4 38 167.2
4. DRY GOODS AND GROCERY 20 18 360
5. FERNAN BLG./MUSLIM BLDG. 9 28 252
6. MARKET TIENDA 24 27 648
7. FOOD PLAZA 15 12 180
8. GRAINS 13.8 33 455.4
9. FRUIT SECTION 9 12 108
10. NEW FRUIT SECTION 10 10 100
11. DRIED FISH 12 12 144
12. LLANOS BUILDING 20 14 280
13. GMA BUILDING 20 12 240
14. CAGAS CENTRUM 30.3 12 363.6
15. CCM BUILDING 9 14 126
16. MINI MART 1 BUILDING 9 11 99
17. MINI MART 2 BUILDING 9 7 63
18. MINI MART 3 BUILDING 9 12 108
19. MINI MART 4 BUILDING 9 12 108
20. MINI MART 5 BUILDING 9 10 90
21. MINI MART 6 BUILDING 9 12 108
22. HALAL BUILDING 9 16 144
23. FOOD CUBICLE 1 5 4 20
 Source: Local Economic Enterprise Division
Aside from the public market, commercial establishments were also
developed along Rizal Street, Nicholas C. Ordaneza District mostly owned by
private businessmen. It stretched from the corner of Rizal and Magsaysay
Street to the National Highway and corner Rizal Street and Burgos Street of
Almendras District.

Other commercial strips were also established along the National Highway of
NCO District, Almendras District and Southern Paligue. This proved that
activities in the commerce and trade of the Municipality of Padada are very
vibrant.

Figure 3. Map Showing Commercial Establishment Areas of Padada

D. Tourism

Tourism in Padada is very feasible. There are potential areas that when
fully developed will generate income, employment and investment. One
of the development thrusts of the LGU is geared towards eco-tourism
as an additional avenue for the improvement of the local economy.
 The presence of Padada Crocodile Hill and Padada Bulanting Reef are
two major areas where tourism development will be focused for the
next five years.

2.5.2 Employment

According to 2015 NSO census data, there are a total of 10,599 gainful or
employed workers from age 15 to 65 years old in Padada or only 39.86% of
the 26,587 total population. Employed males are 7,223 while female totals to
3,376 which shows that more than half of the male population are employed
than female. As per age bracket, 25-29 years old has the highest number of
employed individuals which totals to 1,374 while age 15-19 years old has the
lowest number in terms of employment. Shown in Table 35, most of the males
are employed in elementary teaching totaling to 1,983 whereas most females
are in service and sales workers which is 831 individuals.

Table 4. Number of Employment by Age Bracket, CY 2015

Both Age Group
15 - 19 20 - 24 25 - 29 30 - 34 35 - 39 40 - 44 45 - 49 50 - 54 55 - 59 60 - 64 65 and over
TOTAL
Major Occupations Sexe M F M F M F M F M F M F M F M F M F M F M F M F
Managers s
925 9 8 14 19 20 35 26 48 37 80 55 71 46 80 39 81 34 51 21 50 37 64 338 587
Professionals 592 - - 29 61 34 76 31 55 27 44 20 38 19 44 16 31 10 27 4 13 6 7 196 396
Technicians and Associate Professionals 424 5 3 19 21 30 29 34 20 24 19 30 26 17 33 15 16 20 17 8 17 10 11 212 212
Clerical Support Workers 411 6 10 25 45 31 47 21 30 23 35 25 25 9 8 11 14 12 12 6 6 4 6 173 238
Service and Sales Workers 1,502 32 45 92 131 104 131 92 116 85 102 71 98 69 86 46 52 29 31 21 24 30 15 671 831
Skilled Agricultural Forestry and Fishery Workers 1,868 35 2 117 4 136 8 150 9 178 16 181 11 204 14 169 26 187 19 150 18 201 33 1,708 160
Craft and Related Trades Workers 1,037 29 4 89 9 136 8 108 9 119 6 100 13 91 16 80 18 64 14 38 18 36 32 890 147
Plant and Machine Operators and Assemblers 1,056 20 1 86 2 139 6 158 2 200 5 144 4 114 - 71 3 54 1 31 - 15 - 1,032 24
Elementary Occupations 2,764 118 52 288 98 303 96 241 90 225 75 201 88 156 91 164 63 135 61 86 30 66 37 1,983 781
Armed Forces Occupations 19 - - 1 - 5 - 2 - 4 - 3 - 1 - 3 - - - - - - - 19 -
Other Occupation Not Elsewhere Classified - - - - - - - - - - - - - - - - - - - - - - - - -
Not Reported 1 - - 1 - - - - - - - - - - - - - - - - - - - 1 -
TOTAL 10,59 254 125 761 390 938 436 863 379 922 382 830 374 726 372 614 304 545 233 365 176 405 205 7,223 3,376
Source: MPDO 9

II. LED Vision, Mission and Goals of the Workforce

Development Plan

Vision Satement

“A UNIQUE, PEACEFUL, PROGRESSIVE, RESILIENT AND ADAPTIVE TO

CLIMATE CHANGE AND ENVIRONMENTALLY BALANCED AGRICULTURAL
AND ECO- TOURISM MUNICIPALITY IN THE PROVINCE OF DAVAO DEL SUR,
INHABITED BY EMPOWERED AND GOD-LOVING PEOPLE LIVING IN A
DISCIPLINED AND EDUCATED COMMUNITY, THRIVING WITH BUSINESS
AND ECONOMIC OPPORTUNITIES, AND GUIDED BY AN EFFICIENT AND
SUPPORTIVE LOCAL GOVERNANCE”.

Mission Statement
 The Municipal Local Officials and Employees of LGU Padada, in
partnership with the civil society, will strive hard to attain the delivery of
high quality and affordable services to the local community, sustain the
resources and opportunities embodied in the municipality, and to fulfill the
dream to become a progressive and a peaceful community adopting
Disaster Risk Reduction Management practices and Climate Change
Adaptation.

Goals:

1. Increase the number of employments by year 2026.

2. Increase investments in the area that will create more jobs.
3. Have access to financing institution for capitalization of MSMEs.

III. Key Economic Sectors Present in the LGU

The key economic sectors present in the Municipality of Padada include:

a. Agricultural-based Industries such as but not limited to:

a.1 Processing of agricultural products such as fruits, root crops,
poultry and livestock
a.2 Coconut products and by-products manufacturing and exporting
a.3 Mango products and by-products processing
a.4 Export-based agri-business
a.5 Tissue culture nurseries
a.6 Bamboo processing industry
a.7 Banana products and by-products export
a.8 Support services for agri-processing such as post-harvest
equipment (rice mills and packing plants)
a.9 Aqua-marine Based Industries:
 Fish Pen and Pond Operation
 Hatchery of multi-marine specie
b. Real Estate and Infrastructure:
b.1 Land Investment
b.2 Housing and Residential Property Development
b.3 Transportation system and infrastructure support development
b.4 Water supply and water treatment facilities
b.5 Information and communication technology
c. Tourism:
c.1 Padada Crocodile/ Itakura Hill Tourism Investment:
c.2 Padada Coral Reef/ Bulanting Reef Development
c.3 Padada Pasig Islet Development
c.4 Lodging Houses/ Appartelle accommodation and services
c.5 Pottery products
d. Financing:
d.1 Banks and financial institutions
d.2 Savings and lending institutions
e. Cottage and Light Manufacturing Industries – such as but not limited to
manufacture and assemble of furniture and garments
 f. Medium manufacturing industries – such as but not limited to virgin
coconut oil
g. Health, wellness and educational services/facilities such as but not
limited to:
1. Wellness and fitness center
2. Tertiary Education
3. Vocational Education
h. Wholesale and Retail Trade
i. Fast food/ carenderia
j. Catering Services and Function Halls
IV. Economic/Investment Plan for the Next 3 years

The investment plan of Padada for the next 3 years shall achieve its goal
which is to become the center of trade and commerce in the south portion of
Davao del Sur combined with tourism enterprise. This can be done by
introducing more improvements to its identified economic enterprises namely:
Public Market, Terminal, Cemeteries, Slaughterhouse and Livestock Auction
Center. Another option to boost the local economy of the LGU is to invest in
tourism enterprise in its identified tourism products (Padada Corcodile Hill,
Blanting Reef, Pottery Area, etc.). This would pave the way for employment
opportunities and revenue generation.

All the programs and projects under the economic sector of the updated Local
Development Investment Program (LDIP) of Padada shall be the basis in the
investment promotion.

The investment promotion includes the following policies/strategies:

1. Establishment of LEIPO and designating LIEPO Manager.

2. Strengthen PESO functionality.
2. Revision and approval of Local Investments and Incentives Code (LIIC).
3. Investment facilitation and assistance.
4. Production of investment promotion materials.
5. Maintain the Ease of Doing Business by streamlining business license and
permit processing.
6. Launch a campaign to raise awareness of investment opportunities in
Padada.
7. Investor Outreach by organizing events and meetings to engage with
potential investors.
8. Implementation of tax incentives as provided for under the LIIC.

The following Programs/ Projects and Activities (PPAs) will help achieve
economic stability in LGU Padada:

1. Public Market Maintenance and Upgrading

2. Establishment of New Public Terminal
3. Improvement of Public Cemeteries
4. Development of New Livestock Auction Center
5. Maintenance and Upgrading of Municipal Slaughterhouse
 6. Concreting of Farm to Market Roads
7. Establishment of Bagsakan Center/ Municipal Flea Market including lot
acquisition
8. Installation of Business Permit and Licensing System
9. Installation of Real Property Tax System
10. Land Investment Project
11. Revision of Revenue code

V. Existing Workforce in the Local Government Unit of Padada

The total workforce in the Local Government Unit of Padada is consist of 249
employees distributed in different offices. There are 89 permanent employees,
24 co-terminus, 6 casuals and 132 Job Orders.

Table 5. Number of Employees

Employment Status
Permanent Co- Casual Job
Office
terminu Order
s
Office of the Mayor 2 11 6 49
Office of the Vice Mayor 3 6
SB Office 10 12
SB Secretary’s Office 4
Accounting Office 6 5
Budget Office 2 1
Treasury Office 8 6
Assessor Office 5 1
Planning Office 3 4
Civil Registry Office 4 6
Agriculture Office 6 7
Engineering Office 4 10
Social Welfare Office 8 11
General Services Office 8 6
Health Office 11 12
Environment & Natural Resources 2 24
Office
Economic Enterprise Office 14 28
Human Resource Office 2 2
Tourism Office 2 2
PESO 5
TOTAL 89 24 6 2
Source: HRM Office

VI. Employment Issues

1. Lack of job opportunities

 Lack of decent jobs could impose great problems. No means of earning a
living, problems like homelessness, illness, malnutrition and mental stress
will arise. Unemployment is also a cause on the increase of crime rates.
The lack of job opportunities causes skilled individuals to take up work that
doesn’t fit their career profile and/or skills.

2. Emigration of professional and highly skilled workers due to available

works abroad that offers high salaries compared in the Philippines.

3. Unequal treat or discrimination in job applicants especially PWDs.

4. The lack of investors and businesses that could provide good jobs is one
key factor in the unemployment.

5. Political accommodation/influence sometimes contributed in the unequal

opportunity for job seekers.

VII. LGU’s Plan to Address Unemployment Problem through the

Key Economic Sectors

The role of LEIPO and PESO is crucial in providing avenues for job seekers
or unemployed constituents in Padada. The LEIPO shall be established
whose function includes investors outreach to inform them on the
development thrust of Padada where they can align their business and the
incentives they could obtain once they invest in Padada. Every year the
LEIPO shall design a strategy to obtain information on all business permittees
including the existing and needed personnel for easy reference with PESO.
On the other hand, the PESO will be responsible in accommodating job
seekers through their regular programs in career enhancement and job
placement. An updated database system of available jobs both local and
abroad shall be maintained by the PESO. There constant communication with
DOLE, and private partner agencies is a significant link for the provision of
employment opportunities.
The Executive Department shall endeavor in land investments so that
available land areas for agri-based and manufacturing industries will be ready
to boost economic investments and attracts possible business stakeholders.
The identified areas for tourism enterprise shall be developed and constructed
with support facilities within 3-year period, with adequate fund that can be
derived from the 20% development fund or outside source from partner
government agencies.

VIII. LGU Policies and Programs for Workforce Development

 LGU policies, programs, projects, and information systems to be developed or
enhanced in response to issues such as absence of labor market information,
absence of information on supply of skilled workers, trainings available, etc.
1. Training current workers to gain new or enhanced skills needed to move
up in their careers.

2. Provision of Skills Training to local unemployed residents on new skills

needed to qualify for employment.

3. Establishing LGU policies, programs, or systems to enable the matching of

workers and/or employers for employment and improved competitiveness.

4. Implementation of Community-Based Management System (CBMS)

Project.

5. Avail of TUPAD Program.

6. Cash for Work Program.

7. Implementation of Special Program for the Employment of Student

(SPES).
Target beneficiaries for skills for this Workforce Development Plan are the
following:

1. Jobseekers
2. Employers
3. Students
4. Out of School Youth
5. Migratory Workers
6. Planners
7. Researchers
8. Labor Market Information users
9. Persons with Disabilities (PWDs) \
10. Returning Overseas Filipino Workers (OFWs)
11. Displaced Workers
12. Investors

IX. Implementation Strategies

To bridge the gap in employment issues the LGU plans employ the following
strategies:

 Providing or facilitating access to training programs for residents to

gain skills needed for employment in the priority economic sector of the
LGU.
 Dialogue/coordination with local employers to determine the specific
skill areas that they most needed/value and designing training
programs that respond directly to these employer needs.
 The LGU’s performance of an enabling role in providing prospective
workers and potential employers with mechanisms and systems for
 effective and efficient matching of worker and employer needs
regardless of political affiliation.
 Established Skills Registry System.
 Established network/partnership with the local investors.
 Access NGAs programs/projects/activities on workforce skills training
and livelihood.
 Implementation of Investment Incentives.
 Develop new or enhanced LGU policies to strengthen the local PESO,
Tourism and LEIPO Offices as enablers of training opportunities,
employment matching and employer/investor assistance.
 Establish/enhance/update LGU database for identifying and tracking
prospective workers in the communities, by their gained skills and job
interests.
 Provision of budget for all PPAs that will provide employment
opportunities.
X. Expected Result of the Workforce Development Plan

By the year 2026 successful implementation of the plan implies sustained

working force and generation of employment. It will offer increased profit for
the investor, promotion and publicity opportunities, and expansion of
business. It will result to the increased of revenue for the LGU.
Other significant results in the implementation of WDP strategies:
1. PESO and LEIPO institutionalized.
2. Established Tourism Office.
3. Creation of WDP-TWG through Executive Order.
4. Padada Chamber of Commerce organized and become part in job
promotions.
5. Employment Information System will be developed.
6. Increased number of employed individuals.
7. Develop more skilled and competitive workforce in the locality.
8. Decreased emigration of professional and highly skilled workers.

XI. Key Activities

These are activities that LGU must do to implement the plan or other major
activities, that will contribute to the institutionalization of the Workforce
Development of the LGU.

1. Passing of Municipal Resolutions approving the Workforce Development

Plan of the LGU.
2. Installation of software for the Public Employment Information System
3. Investment promotion forum
4. Provision of computers and other IT equipment
5. Budget allocation for PESO and LEIPO operating expenses

XII. Key Partners

 Residents of Padada can be made globally competitive and progressive. This
can be achieved through partnerships with institutions that provide technical
assistance such as the Department of Tourism for promotion of tourist
destinations. The Department of Trade and Industry (DTI) shall be tapped for
Marketing and promotion strategies. The Technical Education Skills and
Development Authority (TESDA) shall be responsible in providing skills
enhancement to the workforce. The Department of Labor and Employment
(DOLE) shall also be tapped to conduct entrepreneurship development and
set labor standards. The Department of Agriculture shall be tapped for
assistance in optimizing plant yield and pest management. Meanwhile, the
PESO, LEIPO and Tourism Office shall have important roles in overseeing the
implementation of the PPAs.

XIII. Monitoring and Evaluation Plan

Monitoring is vital in tracking the implementation of the identified programs,

projects and activities in the WDP, if said PPAs were implemented based on
Plan. While Evaluation is also vital if said PPAs are instrumental in achieving
the goals and objectives as well as determining the PPAs have an impact to
the constituency and community.

Only through strict monitoring and evaluation can the value of a project be
fully appreciated and its consistency with the expected result determined.
Monitoring and evaluation are necessary to identify gaps and areas for
improvement and be given proper solution.

The monitoring shall be done in the following manner:

 Formulate and implement a monitoring and evaluation system

participated by stakeholders, WDP-TWG, stakeholders and partner
government agencies.

 A semestral assessment will be conducted

 The assessment will be made in the middle of the semester to ensure

that PPAs not accomplished within the set target will be implemented.

 The next assessment will be conducted prior to the annual budget

formulation to ensure that PPAs will be linked to the Annual Investment
Program of the LGU.

 At the end of the 3-year period, an assessment will be conducted if

PPAs targeted and implemented are relevant to goals and have impact
to the constituency and community.
XIV. Workforce Development Action Plan

Proposed Action/Activities Target Beneficiary Timelines Budget Source of Fund

Amount (PhP)

Purchase of laptop computer, PESO Office February 2025 GF

printer, AVR, LCD projector
Conduct of Job Placement Activity All local jobseekers July 2024 P50,000 GF

Conduct of Industry Investment Padada Chamber of July 2024 P50,000 GF

Forum Commerce, DTI, DOLE,
TESDA, AG Pacific, GCF and
KF, DepEd, LGU Heads
Tourism and Culture Awareness Habal-habal, tricycle drivers, July 2024 P50,000 GF
lodging inn owners, beach
cottage owners, pottery owners
Institutionalization and Trainings of LEIPO, PESO, TO, Office P50,000 GF
LEIPO, PESO, TO Heads
Skills Training in Partnership with OSY, Students, Unemployed Whole Year P300,000 TESDA Scholarship Fund
TESDA individuals LGU-GF
Cash for Work Program Underprivileged, Unemployed Whole Year P300,000 GF
households
Training on Tourism Influx Survey Tourism Manager, LEIPO Second Semester P50,000 GF
and Analysis 2024

TOTAL AMOUNT
 XV. Communication Plan
Description Type Target Delivery Delivery Responsible
Audience Method Frequency
Approval of WDP Mandatory SB Members Letter One day PESO
Status reports Mandatory Partners Paper / Email Monthly LEIPO
Recruitment Informational Locals Social Media, Semestral PESO Manager,
Website HRMO
Training proper Mandatory Beneficiaries Stand-up Tourism Officer,
presentations PESO, DTI, DOLE
and fieldwork
Assessment Mandatory Beneficiaries Exit Tourism Officer,
Conference PESO, LEIPO

Prepared by: Approved by:

KRIS AERO G. ORTIGUERRA FRANCISCO L. GUERRERO, JR., LPT, MPA

PESO Manager Municipal Mayor