continuity

The best way to ensure the success of projects for Persons with Disabilities is to leverage the existing legal framework that mandates and, consequently, secures the participation of local government units. This permanent institutional structure will remain in the locality long after the project has ended. Further, the Local Government Units' buy-in serves as a signal to the community about the project's merits. It would also ensure active participation by community members, along with other civil society groups working with Persons with Disabilities. However, as was the case in this project, the existence of national policies to improve the conditions of Persons with Disabilities alone does not guarantee vibrant participation by Local Government Units in initiatives for Persons with Disabilities (PWD). In the future, an external oversight body could be established to monitor the disbursement of PWD budgets and ensure the proper utilization of PWD fund allocations as prescribed by national laws.

The capacity development of Organizations of Persons with Disabilities to manage a viable livelihood enterprise requires a longer period than the usual project life span. Project efficiency could have been improved by prioritizing capacity building early on in the project, so that additional technical support and organizational mentoring could have been provided within the project timeframe, with adequate budget allocation. Compared to the present project's approach, future project designs should highlight the importance of early provisions for adequate organizational capability building, with sufficient time and budget allocation.

Projects on democratic governance involving Local Government Unit partnerships should fully anticipate the expected effects brought about by major political events, such as national and local elections, as these can disrupt planned project activities. As was the case in some municipalities included in the project, the change of leadership after the elections resulted in the duplication of project activities, for example, the orientation provided to the Local Chief Executive, which negatively affected the project milestones and budget.