For farmer organizations, sustaining a livelihood enterprise depends not only on production skills but also on the ability to govern collectively, manage resources responsibly, and make informed decisions.
Recognizing this, the Department of Agriculture–Special Area for Agricultural Development (DA-SAAD) Program in the Ilocos Region has trained about 240 farmer-beneficiaries in organizational development and project management ahead of the rollout of new livelihood interventions.
Conducted from May 14 to June 30, 2026, the capability-building series prepared the six farmer associations across La Union, Ilocos Sur, and Ilocos Norte to assume greater responsibility in implementing and managing community-based enterprises. The activity was organized by the DA-SAAD Ilocos Region with the assistance of the Municipal Agriculture Offices in the host municipalities.
The training was conducted in six batches: Burgos, La Union (May 14–15); San Esteban, Ilocos Sur (May 25–26); Pugo, La Union (May 28–29); San Vicente, Ilocos Sur (June 18–19); San Ildefonso, Ilocos Sur (June 23); and Burgos, Ilocos Norte (June 29–30). Participating organizations included the Delles Burgos La Union Livelihood Association, Palina Amianan Farmers Association, Bobon Farmers Association, Alisto Progreso Bungro Kababaihan Farmers Association, Lubong Farmers Association, and Cappa Cappa Farmers Association.
The participating associations are among the farmer groups scheduled to receive livelihood interventions under the SAAD Program. Before enterprise support is introduced, the program places equal emphasis on organizational readiness, recognizing that clearly defined leadership, internal accountability, and coordinated decision-making are essential to sustaining community enterprises beyond project implementation.
Facilitated by SAAD Training Pool consultant Allen J. Ngilangil, the sessions emphasized practical governance rather than classroom instruction. Participants examined the realities within their own organizations – from assigning responsibilities and resolving internal concerns to managing finances and monitoring project implementation, and translated these experiences into organizational systems they can adopt in managing future enterprises.
Instead of working through hypothetical exercises, farmer-members developed monitoring and evaluation plans, financial management systems, and action plans based on the operational needs of their own associations. The workshop approach encouraged organizations to identify existing gaps while establishing clearer procedures for managing shared responsibilities and resources. ###
