General information

Title
Towards social justice in the Philippines, driven by inclusive and sustainable family entrepreneurship.
ID
XM-DAC-2-10-8227
CRS ID
2022008227
Start date
End date
Activity status
Implementation
Budget
€4.494.216
Actor
NGO TRIAS
Country
PHILIPPINES
Sector
Social Infrastructure - Employment policy and administrative management
Policy markers
Nutrition 1
Gender 1
Climate: Mitigation 1
Environment 1
Good Governance 1
Climate: Adaptation 1
Aid type
Core support to NGOs, other private bodies, PPPs and research institutes
Fragile state
No
Least developed country
No
Budgetline
54 20 356072 NGO Programs
Finance type
GRANT
Tied status
No
Flow type
ODA
Body

General

The 8 partner MBOs adhere to the values of inclusion, diversity, equity, accessibility & social justice; promote sustainable production & resilient livelihoods; improve quality & accessibility of MBO services; and build powerful alliances & influence public policy. MBO members, especially women, youth and the underprivileged, shall pursue desired changes at personal, family, enterprise, & MBO level, and implement sustainable farming- and non-farming-based entrepreneurial activities. The Philippine programme of Trias Southeast Asia seeks to address the high levels of structural inequality, exclusion, and marginalization in the country, along with the impact of climate extremes on the poor and most vulnerable. The programme is anchored in the belief that member-based organizations (MBOs) of farmer and non-farmer family entrepreneurs, when empowered, are capable of becoming change agents, contributing to systemic change and social justice. This programme works directly with key members of 8 partner-MBOs (board-members, management, staff and others). Using organizational strengthening and institutional development (OS/ID) as its main strategy and approach, Trias will build the competencies, skills and awareness of these key members around 6 core areas: (a) inclusion, (b) leadership, governance and management, (c) climate change and environment, (d) financial health, (e) entrepreneurship-oriented service delivery and (f) networking and advocacy. The MBO-partners are expected to grow into inclusive, professional, transparent, democratic, and resilient organisations. The improvement in the performance of these MBOs is seen as having an impact on the broader membership base. Specifically, individual MBO members who are considered economically underprivileged, like women and youth, become likewise transformed, more confident in lending their voice to raise exclusion and power issues, and more active in building their own entrepreneurial initiatives that will close the inequality gaps. The final impact envisioned for the programme is to achieve 8 empowered MBOs that have influenced policy and practice changes towards achieving sustainable economic development and social justice and improved livelihoods for women, youth, and other economically underprivileged farmer and non-farmer family entrepreneurs

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