Micro, Small and

Medium
Enterprise
Development Plan
2017-2022

Micro, Small and

Medium
Enterprise
Development Plan
2017-2022
 MALACANIAN PALACE
MANILA

BY THE PRESIDENT OF THE PHILIPP!NES

EXECUTIVE ORDER NO.50

APPROVING THE MICRO, SMALL, AND MEDIUM ENTERPRTSE (MSME)

DEVELOPMENT PLAN 2017-2022 AND DIRECTING CONCERNED
GOVERNMENT AGENCIES AND INSTRUMENTALITIES, INCLUDING
GOVERNMENT.OWNED OR -CONTROLLED CORPORATIONS AND
LOCAL GOVERNMENT UNITS, TO ADOPT AND IMPLEMENT THE PLAN

WHEREAS, Section 6 of Republic Act (RA) No. 6977, as amended, or the ltlagna
Carta for Micro, Small and lVledium Enterprises (IIISIVIEs), provides that the President shall
approve a six-year micro, small and medium enterprise development plan prepared by the
Department of Trade and lndustry (DTl) which shall form part of the Medium Term Philippine
Development Plan, formulated in consultation with the private sector, to be validated and
updated semestrally, and which shall include a component on a micro credit financing
scheme;

WHEREAS, RA No. 6977 created the [\Iicro, Small and [\4edium Enterprise
Development (IVSIVED) Council tasked, among others, to review existing policies of
government agencies that affect the growth and development of MSMEs, and recommend to
the President and the Congress all policy matters affecting the same;

WHEREAS, RA No. 6977 designated the

DTI
- Bureau of Micro, Small and Medium
Enterprise Development (BMSMED) to act as MSNIED Council Secretariat and shall be
responsible to prepare, coordinate, and recommend for approval of the Council the MSMED
Plan 2017-2022:

WHEREAS, the MSME Development Plan (MSIVEDP) 2017-2022, crafted with a

vision to make the MSME sector more globally competitive, shall serve as the blueprint for
integration and collaboration of relevant government and private sector institutions for IVISttllE
development;

WHEREAS, the MSIVIED Council, during its 7th t\Ieeting on 18 August 2017, approved
the MSIVEDP 2017-2022 and subsequently approved its corresponding Key Performance
lndicators during its 8th Meeting on 28 November 2017,

WHEREAS, the successful implementation of the MSMEDP rests on the support of all
the stakeholders;

NOW, THEREFORE, l, RODRIGO ROA DUTERTE, President of the Philippines, by

virtue of the powers vested in me by the Constitution and existing laws, do hereby order:

THE PRESIDENT OF THE PHILIPPINES

 SECTION 1. MSME Devetopment Ptan 2017-2022. The IVISNIEDP 2017-2022 is
government
hereby approved. All concerned agencies and instrumentalities, including
government-owned or -controlled corporations (GOCCs), and local government units (LGUs), are
plan.
hereby directed to adopt, disseminate and implement the
SECTION 2. Coordination with the MSMED Gounciland Secretariat. All concerned
government agencies and instrumentalities, GOCCs and LGUs are also hereby directed to
work with the IVISMED Council in identifylng and carrying out programs and projects for
NISMEs, including the appropriation of necessary budgets therefor. The TMSIVED Council
may call upon the participation of concerned government agencies and instrumentalities,
GOCCs and LGUS in coordination meetings of the committees that may be organized to
ensure the implementation of the t\XSl\IEDp Z01T-2022.
The DTI-BIUSI\4ED, as Council Secretariat, shall coordinate and work with the various
implementing agencies and entities for the prioritization and sequencing of strategies,
programs
policies, and projects identified in the Plan, including proposed legislation. The
monitoring of outcomes and implementation shall be reported regularly to the MSIVED
Council.

SECTION 3. Funding. The initial funding for the implementation of the various
programs under the tVlStt/EDP 2017-2022 shall be sourced from the applicable budlets of
concerned agencies or instrumentalities and such other source to be identified by the
Department of Budget and Management. Subsequent funding requirements shall be included in
the respective budgets of concerned agencies or instrumentalities. The implementation of
programs
under the Plan may also be applied for funding under the IMSIMED Council Fund,
subject to approval and availability thereof.
SECTION 4. Separability Clause. lf any section or part of this Order is held
unconstitutional or invalid, the other sections or provisions not otherwise affected shall
remain in full force or effect.

SECTION 5. Repealing Clause. All other orders, guidelines, rules, regulations, and
issuances or parts thereof which are inconsistent with the provisions of this Order are hereby
repealed or modified accordingly.

SECTION 6. Effectivity. This Executive Order shall take effect immediately

DONE in the City of N/{anila, this 4th of Two Thousand andBy authority of the President:
Eighteen.
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April in the year of Our Lord, Rs,Lrffi

SAL DOR C. MEDIAL Executive

Secretary
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PREFACE

Guided by a 7-point strategic framework for uplifting the micro, small and
medium enterprises (MSMEs), the Philippines puts forward improved and
innovative initiatives encapsulated in the new MSME Development Plan
2017-2022 that will provide greater opportunities to help entrepreneurs start
up, sustain, expand, and internationalize their own businesses, and thereby
become smarter entrepreneurs.

In the administration’s 10-point socio-economic agenda which aims to

broaden the gains of economic development, address inequality, and uplift the
quality of life of all Filipinos, President Rodrigo Duterte envisioned the
reduction of poverty from 21.6% in 2015 to 13%-15% by 2022. We, at the
Department of Trade and Industry, are one with the President’s desire to
achieve inclusive growth and bring shared prosperity for all by empowering
our MSMEs, which form a significant part in our country’s growth resurgence.

Armed with the common mission of upgrading the MSMEs in the country, this
Plan would not be possible without the continued efforts and cooperation of
our MSME stakeholders and enablers from around the country. I also
acknowledge the unrelenting commitment
of the MSME Development Council
members from the development to the
implementation of the Plan.

I enjoin everyone’s cooperation and

commitment to help develop, handhold,
and empower the MSMEs as we aim for
shared prosperity for all.

SECRETARY RAMON M. LOPEZ

Department of Trade and Industry
Republic of the Philippines
TABLE OF CONTENTS

List of Figures ii List of Tables ii List of Abbreviations and Acronyms iii

EXECUTIVE SUMMARY 1 PART 1. INTRODUCTION 6 PART 2. BUSINESS CLIMATE FOR MSME

DEVELOPMENT
A. The Philippine Development Plan 2017-2022 10 B. ASEAN Strategic Action Plan for MSME Development 2016-2025
12 C. APEC Strategy for SME Development 2017-2020 13 D. 7Ms Way of Uplifting MSMEs 13
PART 3. STATE OF MSME DEVELOPMENT IN THE PHILIPPINES A. Current Profile of MSMEs in the Philippines
16 B. Challenges and Opportunities 18 C. Current Policies and Programs for the MSME Sector 23 D. Results of the
MSMED Plan Implementation 2011-2016 27
PART 4. STRATEGIC DIRECTIONS OF MSME DEVELOPMENT MSMED Plan 2017-2022 Development
Framework Elements 30 1. Vision 30 2. Focus Areas, Goals, Strategies, and Action Plans 30 3. Cross-cutting Strategies
34 4. Institutional Support 35 5. Other Priority Areas 36 PART 5. MONITORING AND EVALUATION 39 PART 6.
KEY PERFORMANCE INDICATORS 44

Annexes and Appendices 51 i

List of Figures

Figure 1. Number of Establishments in the Philippines, 2015 16 Figure 2.

Contribution of Establishments to Total Employment, 2015 17 Figure 3. Distribution
of MSMEs by Region, 2015 17 Figure 4. Distribution of MSMEs by Industry, 2015
18 Figure 5. Annual GDP Growth Rates, 2010-2016 21 Figure 6. Age-Sex Pyramid
of Philippine Household Population, 2014 22 Figure 7. MSME Development Plan
2017-2022 Framework 38 Figure 8. MSMED Plan 2017-2022 Vision 40 Figure 9.
Logical Framework of the MSME Development Plan, 2017-2022 41 Figure 10.
Institutional Structure of the Logical Framework 42

List of Tables

Table 1. Policies and Programs Supporting MSMEs 23 Table 2. Overall Plan

Indicators 45 Table 3. Performance Indicators on Improved Business Environment
46 Table 4. Performance Indicators on Improved Access to Finance 47 Table 5.
Performance Indicators on Enhanced Management and
Labor Capacities 48 Table 6. Performance Indicators on Improved Access
to Technology and Innovation 49 Table 7. Performance Indicators on Improved
Access to Market 50

ii
List of Abbreviations and Acronyms

AEC ASEAN Economic Community

ASEAN Association of Southeast Asian Nations
ASENSO Access of Small Enterprises to Sound Lending Opportunities
APEC Asia-Pacific Economic Cooperation
BDTP Bureau of Domestic Trade Promotion
EMB Export Marketing Bureau
BSMED Bureau of Small and Medium Enterprise Development
BSOs Business Support Organizations
BSP Bangko Sentral ng Pilipinas
CIDA Canadian International Development Agency
CDA Cooperative Development Authority
CITEM Center for International Trade Expositions and Missions CSR
Corporate Social Responsibility
DCP Design Center of the Philippines
DTI Department of Trade and Industry
GMP Good Manufacturing Practice
GFIs Government Financial Institutions
GIZ German International Cooperation Agency
GVC Global Value Chain
KM Knowledge Management
LBP Land Bank of the Philippines
LGUs Local Government Units
KMME Kapatid Mentor Micro Entrepreneurs
MFO Major Final Output
MSME Micro, Small, and Medium Enterprises
MSMEDC Micro, Small, and Medium Enterprises Development Council
NEDA National Economic and Development Authority
NFA National Food Authority
NGA National Government Agency
NWPC National Wages and Productivity Commission
OECD Organization for Economic Cooperation and Development OFWs
Overseas Filipino Workers
OTOP One Town, One Product
PAPs Programs, Activities, and Projects
PDP Philippine Development Plan
PITC Philippine International Trading Corporation
PPPC Public-Private Partnership Center
PTTC Philippine Trade Training Center
RBM Results-Based Management
ROG Regional Operations Group
SBC Small Business Corporation
SET-UP Small Enterprise Technology-Upgrading Program
SSF Shared Service Facility
SUCs State Universities and Colleges
TNK Trabaho, Negosyo, Kabuhayan (Employment, Business, Livelihood) UP-
ISSI University of the Philippines-Institute for Small Scale Industries

iii
Executive Summary

Background

The Micro, Small and Medium Enterprise (MSME) Development Plan 2017-2022 is
the sectoral plan for the growth and advancement of the MSME sector. It was
developed in consultation with various stakeholders from the private sector,
academia, and government agencies. It is aligned with the Philippine government’s
goal of boosting employment, business, and livelihood or “Trabaho, Negosyo,
Kabuhayan” translating to “Malasakit”, “Pagbabago”, at “Patuloy na Pag-unlad” of the
Philippine Development Plan (PDP) 2017-2022.

The key inputs to the Plan’s formulation were also taken from the Ten-Point Agenda
for Development presented by President Rodrigo R. Duterte at his first State of the
Nation Address on 25 July 2016. It was also developed in accordance with AmBisyon
Natin 2040, the long-term mission and vision statement for Philippine development
formulated by the National Economic and Development Authority (NEDA) in March
2016.

MSME Development Plan 2017-2022 continues where the previous Plans have left
off, in the manner of its formulation, its intended modes of execution, and most
importantly, in its intention to fully develop the sector’s capabilities and harness its
potential for the good of the country.

The MSME Sector

The MSME sector in the Philippines consists of 896,839 or 99.54% of the 900,914
total establishments in the country as reported by the Philippine Statistics Authority
(PSA). Microenterprises make up the largest portion (89.53%), followed by small
enterprises (9.59%), and medium enterprises (0.43%). This composition is at par with
those of MSME sectors in other ASEAN countries. Microenterprises contribute the
biggest share (29.43%) of the country’s total employment closely followed by small
enterprises (25.34%) while medium enterprises are far behind at 6.83%. Nearly half
of the country’s MSMEs are largely engaged in “wholesale and retail trade,”
constituting 46.51% of total establishments. A far second is “accommodation and
food service activities” (13.27%) which is closely trailed by “manufacturing” (12.71%).
Other key economic activities being undertaken by MSMEs are “information and
communication” (3.92%) and “financial and insurance activities” (3.83%).

While the survey-generated data provided by PSA shows MSMEs at only about a
million, the sector’s number may be more. Data gathered from submission of Local
Government Units (LGUs) to the Philippine Business Registry (PBR) indicated that
there are about 3-4 million registered enterprises in the country.
 1
The Plan’s Vision

The MSME Development Plan 2017-2022 has as its vision: “more globally
competitive MSMEs that are regionally integrated, resilient, sustainable, and
innovative thereby performing as key drivers of inclusive Philippine economic
growth.”

To achieve this, the MSME Development Plan 2017-2022 has three focus areas with
corresponding themes or points of emphasis:
(1) business environment, with emphasis on improving the business
regulatory requirements and procedures as well as maximizing access
to finance;
(2) business capacity, with the aim of strengthening human capital
development and improving innovation and technological
competitiveness of MSMEs to transform and create new business models
and enterprises; and,
(3) business opportunities, with the aim of broadening access to markets.

Following are the goals, corresponding strategies, and action plans:

I. Business Environment
1. Improved Business Climate

The basic strategy adopted by the Plan is to “simplify, standardize, and

harmonize MSME-related rules and regulations at all levels that will
encourage MSMEs to tap the opportunities in macroeconomic policy,
infrastructure development, and trade deals.”

Under this strategy, the action plans include:

a. Expedite delivery of MSME assistance services;
b. Streamline business permit and licensing systems;
c. Remove restrictions, provide incentives and promote job-creating
investments;
d. Reduce regulatory burden; and,
e. Foster in all government entities a convergence mindset that
recognizes the centrality of MSME development in achieving dynamic
and inclusive economies.

2. Improved Access to Finance

The Plan strategy calls for streamlining and simplifying loan processes for
MSMEs, creating the necessary enabling environment that encourages local
banks and relevant financial institutions to reach MSMEs at the ground level
while equipping them with knowledge and enticements to avail of formal

2
financial channels.

Under this goal and strategy, the action plans include:

a. Streamline and simplify loan requirements and processes for MSMEs
and cooperatives;
b. Build capacities of financial institutions and cooperatives to provide
business development assistance for MSMEs;
c. Provide financial literacy trainings for MSMEs;
 d. Institute policies and programs for innovative financing; and, e.
Develop, promote and expand alternative financial instruments to
better serve MSMEs’ financing requirements.

II. Business Capacity

3. Enhanced Management and Labor Capacities

To enhance management and labor capacities, the Plan strategy is to

expand and strengthen the human resources capacity of MSMEs through
optimal application of a combination of mentoring, group training, field
outreach, and online training; and, improve MSME knowledge base using
gender and other parameters.

Under this goal and strategy, the action plans include:

a. Encourage and promote entrepreneurship and equal opportunities
for all including women and youth;
b. Enhance labor capacities through human resource development and
gender sensitivity programs for MSMEs; and,
c. Intensify advocacy and education campaigns on laws/policies relevant
to labor and related policies.

4. Improved Access to Technology and Innovation

To improve access to technology and innovation, the Plan strategy is to

support linkages between MSMEs and large corporations, develop more
inclusive business models and social enterprises; establish feasible
domestic economic zones for MSMEs; and make innovative technologies
including sustainable and resilient practices affordable, cost effective, and
accessible to MSMEs across all regions of the country.

Under this goal and strategy, the action plans include:

a. Expand facilities that MSMEs can share;
b. Provide financing programs for equipment and machinery acquisition;
c. Promote Philippine National Standards (PNS) by NGAs and its
adoption by MSMEs;
d. Develop internationally harmonized industry performance standards;
e. Foster wider MSME clustering to achieve economies of scale via
clustering models such as co-ops, “corporatives,” nucleus farming,

3
and other MSME collective mechanisms; and,
f. Promote commercialization of technology and build capabilities to
foster industry clustering.

III. Business Opportunities

5. Improved Access to Market

To improve access to market, the Plan strategy is to strengthen value- and

supply- chain linkages; as well as make market information, analysis,
learning, contacts, matching, and interaction on domestic and export
markets timely, accurate, inexpensive, and available for MSMEs.

Under this goal and strategy, the applicable action plans include:
a. Maximize opportunities that expand access to existing and new
 markets presented by the ASEAN Economic Community and
other preferential trading agreements;
b. Promote e-commerce;
c. Organize local and international marketing events; and,
d. Design export programs.

Cross-cutting Strategies

Other issues or strategies need to be pursued as they cut across the abovemen
tioned strategies and goals because of their overall relevance. These are the
following: a. Expand MSME assistance centers (e.g., Negosyo Center, etc.) b.
Strengthen role of LGUs;
c. Promote Green Growth;
d. Promote women and youth entrepreneurship; and,
e. Maximize opportunities in the digital and internet economy.

Strengthening Institutional Support

To achieve these action plans, five (5) institutional support measures were identified:
1 Effective coordination, complementation, and sharing among national and local
government agencies together with MSME business groups and
non-governmental organizations (NGOs) advocating MSMEs including
establishing a more defined and regular mechanism for public-private sector
partnership in the delivery of programs and services for MSMEs;
2. Generation and analysis of relevant information and sex-disaggregated data in
implementation plans and its needed analysis for timely dissemination to
stakeholders and MSMEs for planning, budgeting, and monitoring and evaluation
(M&E);
3. Responsive, timely, graft-free, and effective services by implementing
agencies and its personnel complement to the MSMEs;

4
4. Close geographical and sectoral monitoring and evaluation of Plan
implementation so that timely update and adjustments can be undertaken;
and,
5. Necessary budget allocation equitably distributed regionally for all indicated
programs/projects/activities and its timely releases for effective Plan
implementation.

These measures are cross-cutting and cannot be strictly categorized as supporting a

specific strategy or set of action plans, in which case the undertaking of these
measures are seen more to benefit the overall framework, its focus areas, and the
strategies.

Implementation of Strategic Actions

This Plan developed a suggested timeline/Work Plan for implementing the actions
identified under each strategic goal which the concerned agencies or lead can further
finetune with concrete action lines according to their specific needs and objectives.

It is important for all the stakeholders to have a clear understanding of each other’s
commitment and what action items will be implemented by whom, when and how
under an agreed Implementation Work Plan. The Work Plan should be vetted within
the first 6-months of the Plan’s implementation and should be updated at least on an
annual basis.
The Plan will implement key programs to support the development of MSMEs.

Monitoring and Evaluation

A monitoring and evaluation framework has been developed in order to guide the
Plan’s stakeholders in determining whether the MSME development framework
elements have been achieved or are proceeding in the desired direction.

Part 1
Introduction
Part 1. Introduction

In general, MSME sector plans are developed with the aim of promoting,
strengthening, and ensuring the growth and development of MSMEs throughout
various sectors of the economy – whether it be in agriculture, services, or
manufacturing. The plans are intended to improve the MSMEs’ contribution
to the country’s economic growth as well as employment generation. Past MSME
plans sought to improve the overall business environment that would increase
productivity and efficiency, along with strategies to access finance and new markets.
More recently, a results-based management approach was adopted to measure
overall success in the achievement of the Plan’s objectives.

Thus, there is a need to continue with the preparation and execution of sectoral plans
for MSMEs, as has been done in previous administrations. That these plans were
developed and implemented through several administrations is a testament to the
foresight of past planners and policymakers to ensure a continuum of policies across
administrations. Toward this, NEDA began developing a long-term vision known as
AmBisyon Natin 2040, an amalgam of dreams and aspirations of ordinary Filipinos
see their life to be by 2040. Essentially, it seeks to provide a guide in development
planning across administrations which is used as basis in formulating the MSME
Development Plan 2017-2022.
In addition, the Department of Trade and Industry – Bureau of Small and Medium
Enterprise Development (DTI-BSMED) conducted consultative workshops and focus
group discussions (FGDs) at the national level with various MSME associations and
groups, such as the MSME Development Council, the various chambers of
commerce, the Philippine Exporters Confederation, Inc. (PHILEXPORT), and the
Employers’ Confederation of the Philippines (ECOP); the various support
organizations in and outside government, such as the DTI and its various
bureaus/offices, the government financial institutions (GFIs) such as the
Development Bank of the Philippines (DBP), Land Bank of the Philippines (LBP or
Landbank), and the Small Business Corporation (SBC). The consultation was
replicated in the regions, i.e., in Northern Luzon, Southern Luzon, the Visayas, and
Mindanao.

The Plan seeks to identify challenges and opportunities for the sector to take
appropriate actions necessary for its long-term growth and viability. While the
concerns addressed by past plans remain (these include business environment,
access to markets, access to finance, productivity and efficiency), these are now
complicated by newer, more complex issues such as human security and border
protection (in light of ASEAN integration and APEC), natural and man-made
disasters, as well as the volatile financial markets. Although these issues have been
around since the turn of the century and have been addressed to some extent in
previous Plans, the 2017-2022 Plan seeks to tackle these issues in greater detail.

7
Along with the activities and visioning exercises which were aligned with AmBisyon
Natin 2040, other planning considerations are as follows: 1. Accomplishment Report
of the MSMED Plan 2011-2016;
2. Philippine Development Plan 2017-2022;
3. ASEAN Strategic Action Plan for SME Development 2016-2025;
4. ASEAN 2017 MSME Development Summit: Manila Call to Action; 4.
APEC Strategy for SME Development 2017-2020; and,
5. DTI’s 7Ms Way of Uplifting MSMEs.
 8

Part 2
The
Business
Climate for
MSME
Development
Part 2. The Business Climate for MSME Development

The business climate in which MSMEs find themselves situated today is complex and
fluid due to the ever-changing economic and political landscape. Providing business
opportunities and ensuring good governance for the citizenry, including the MSMEs,
are some key international commitments that promise newer and much larger
markets through the ASEAN Common Market and the APEC partnership. Properly
navigated, these regional and global commitments should provide the Philippine
MSMEs with much bigger economic opportunities than would otherwise be available
if they had focused solely on the domestic markets.

A. The Philippine Development Plan 2017-2022

The administration of President Rodrigo R. Duterte seeks to build on the

successes of previous administrations in reducing poverty and increasing
prosperity. Apart from the platform of combating crime and restoring peace and
order, President Duterte also underscored that a peaceful society would be
more conducive toward the attainment of more stable and long-lasting
economic progress. In general, the Duterte economic platform seeks to
distribute economic activity throughout the country even as it also aims to
improve the overall business climate and make doing business at all levels or
sizes of enterprise an easier proposition.

President Duterte vowed to sustain the current economic policies implemented

by the previous administration. This is to ensure the continued expansion of the
economy, which in the first quarter of 2016 posted the highest growth in Asia at
6.9%.

The government draws upon successful models used to attract business to

local cities and pursue the relaxation of Constitutional restrictions on foreign
ownership, except on land ownership, in order to attract foreign direct
investments (FDIs), according to the administration’s economic managers. The
objective is to invest in building the infrastructure necessary to make the
Philippines a 21st century economy: from modernizing ports to improving
logistical spine to ensuring reliable and low-cost power for all the islands. The
current government eyes to implement not just major Public-Private Partnership
(PPP) projects but more small and medium-sized projects, particularly in the
countryside to ensure a more inclusive growth, as this will provide more job
opportunities for more people.

The Duterte Administration’s economic program gained more structure when the
President unveiled his “0+10-Point Agenda,” which is summarized as follows: 1.
Continue and maintain current macroeconomic policies, including fiscal,
monetary and trade policies.
2. Institute progressive tax reform and more effective tax collection, 10

indexing taxes to inflation.

3. Increase the country’s competitiveness and ease of doing business. 4.
Investment on infrastructure is also targeted to remain strong at the current
5% of GDP or higher at around six percent of total domestic output, with the
help of PPP.
5. Focus on the countryside to “promote rural and value-chain development
towards increasing agricultural and rural enterprise productivity and
rural tourism.”
6. Ensure security of land tenure to encourage investments, and address
bottlenecks in land management and titling agencies.
7. Invest in human capital to further ensure that the businesses’ demand for
skilled individuals are met, which will also ensure that people will have
work to sustain them and in turn boost economic growth.
8. Promote science, technology, and creative arts “to enhance innovation
and creative capacity towards self-sustaining inclusive development.” 9.
Strengthen social protection programs, including the conditional cash
transfer (CCT) program, to address poverty and “protect the poor against
instability and economic shock.”
10. Vigorously pursue the Reproductive Health Law (RH Law) to help
couples from poor families to have informed choices to plan their
families.

Of these points, numbers 3, 5, 6, 7, and 8 are those that relate most closely to
MSMEs–numbers 3 and 5 being the most direct.

Improving the country’s competitiveness (no. 3) will potentially raise investments

and generate inclusive growth. Since the majority of the country’s registered
enterprises belong to the MSME sector, lowering the cost of doing business
through streamlining business permit and licensing procedures will redound to
the benefit of MSMEs.

A “pivot to the countryside” (no. 5) is the most logical direction for the new
administration, considering that President Duterte, having been once a local
chief executive, has first-hand knowledge and experience of what the rural
sector requires in matters of job creation, income generation, and livelihood
promotion.

With respect to securing land tenure (no. 6) as a means to promote investments

in both rural and urban sectors, the issue becomes all the more pressing
because there are presently no legal remedies to securitize land assets that are
not covered by land titles. This is in the context of the country’s long-standing
agrarian reform program, which provides program beneficiaries or awardees of
 lands a Certificate of Land Ownership Award (CLOA) pertaining to the awarded
property but is not negotiable as an instrument of security as a regular title
would.

11
Investing in human capital (no. 7) through increased spending on education,
training, and skills development, among others, will also impact favorably on
MSMEs, which will require more and skilled manpower as they move further up
the value chain. The government’s adoption of the K to 12 Program would
strengthen the country’s human capital resources and provide sufficient
capacity/capability development of middle-level skills, employment, and
entrepreneurship.

Science and technology (S&T) and the creative arts (no. 8) also form the basis
for which innovations in products and services, and therefore public spending in
these areas, especially in human capital development in S&T and the arts, will
improve the capability of MSMEs and make them more competitive in the global
markets.

The broader context of the President’s peace thrust is also an important pillar in
the administration’s economic platform. Peaceful communities form a more solid
basis for creating businesses which generate jobs that ultimately provide an
even more vibrant and peaceful community, turning full circle, i.e., the so-called
peace dividend.

B. ASEAN Strategic Action Plan for MSME Development

2016-2025

The ASEAN Economic Community (AEC) Blueprint’s goal is “to transform

ASEAN into a single market and production base, a highly competitive
economic region, a region of economic development, and a region fully
integrated into the global economy” (Bano and Tabbada, 2015). Under AEC’s
third pillar of integration, “Equitable Economic Development”, the growth of
MSMEs is emphasized where the progress of the MSME sector is key towards
narrowing the development gap. It is essential that MSME development policies
are strategically relevant given the diversity of ASEAN MSMEs and the
complexity of issues they face.

The ASEAN Strategic Action Plan for SME Development 2016-2025 or SAP
SMED 2025 sets out a vision that embodies the common aspiration of ASEAN
Member States (AMS) to have “Globally Competitive and Innovative MSMEs”
with their commitment to achieve globally competitive, resilient and innovative
MSMEs, seamlessly integrated to AEC and supporting inclusive development in
the region by 2025. The Plan’s five (5) Strategic Goals are: (A) Promote
Productivity, Technology and Innovation; (B) Increase Access to Finance; (C)
Enhance Market Access and Internationalization; (D) Enhance Policy and
Regulatory Environment, and; (E) Promote Entrepreneurship and Human
Capital Development. The Philippines is expected to play an important role in
implementing Strategic Goal E as country champion.

12
 Post-2025, SAP SMED identified 10 Key Performance Indicators (KPIs) as a
policy tool to evaluate the achievements of the Plan. The ASEAN likewise
partnered with OECD in developing an ASEAN Policy Index to further evaluate
the policy action of all member states.

Meanwhile, the Philippines’ Chairmanship of ASEAN has paved a way for the
country to lead the region to promote dynamic and innovative MSMEs through
the adoption of its 7Ms (i.e., Mindset, Mastery, Mentoring, Markets, Money,
Machines and Models). The Manila Call to Action (MCA) for ASEAN MSMEs:
7Ms to MSME Development, which was adopted on 14 July 2017 took into
account recommended action plans in the areas of 7Ms to create smarter
entrepreneurs that can thrive in an increasingly competitive global market.

C. APEC Strategy for SME Development

The APEC SME Working Group (SMEWG) Strategic Plan 2017-2020 aims to
pro mote SME development and enhance the effectiveness of APEC efforts for
SMEs. This is in recognition of the fact that SMEs continue to face challenges
such as trade barriers that hinder their full participation in the global
marketplace. Thus, the APEC SMEWG Strategic Plan 2017-2020 was
developed to provide a roadmap in order to address critical and emerging
issues pertaining to the growth of SMEs in the APEC region.

Consistent with the SMEWG’s mission statement and taking into consideration
the APEC initiatives, as well as the Iloilo Initiative and the Boracay Action
Agenda to globalize MSMEs as endorsed by APEC leaders in 2015, and the
Digital Economy Action Plan welcomed by Ministers, the Strategic Action Plan
2017-2020 will focus on four (4) priority areas, namely, entrepreneurship,
innovation, the internet, and digital economy; financing for business expansion
and capacity development; inclusive business ecosystem that supports SME
growth; and market access for SMEs. This is the thrust of modernizing efforts of
MSMEs in the Asia-Pacific region, and Philippine MSMEs will benefit greatly
from this APEC endeavor.

D. 7Ms Way of Uplifting MSMEs

As part of President Duterte’s administration goal of ensuring inclusive growth

and addressing income inequality, there is a need to empower those at the
bottom of the pyramid and marginalized sectors with the right mindset and
know–how to be able to move up in life. DTI has come up with 7Ms to help
MSMEs set-up a business and be smarter entrepreneurs. These can help in
making a difference in the market, while contributing to a larger cause of
sustaining the Filipino entrepreneurial revolution.

13
 7Ms
for
MSME
DEVELOPMENT

DTI’s 7Ms Way of Uplifting

MSMEs

M1: Mindset
The right and positive
entrepreneurial attitude
that will carry the MSME through a vibrant entrepreneurial journey. Initiatives that
will infuse an entrepreneurial mindset that is success- and innovation-driven,
collaborative, and proactive will be pursued.

M2: Mastery
The mastery of know-how and how-to’s of entrepreneurship – from setting up a
business, basic rules of spotting market opportunities, finding the right product
positioning and differentiation, product and market development, basic busines finance
and preparation in developing a system for continuous innovation – will be provided.

M3: Mentoring
Continuous business guidance in partnership with the private sector will be afforded.
Experience coaching and mentoring of industry experts and large corporations on
different aspects of business operations will be engaged.

M4: Money
Funding whether through microfinance or from alternative sources will be explored, to
help out in financing business requirements.

M5: Machine
MSMEs will be equipped not only with the must-have knowledge on equipment and
right tool to ensure quality production. Through these, MSMEs can level up production
and increase productivity.

M6: Market
Assistance in promoting products through trade fairs in major malls and internationally
recognized exhibits will be provided. Linking MSMEs with big companies or to the
government to supply their requirements will be sought.

M7: Models
New and innovative business ideas will be developed and provided to MSMEs to
help them get into business. MSMEs need to have ties with bigger businesses to
create synergies which are essential in matching and innovating products and
services.

14

Part 3
State of MSME
 Development
in the
Philippines
Part 3. State of MSME Development in the Philippines

A. Current Profile of MSMEs in the Philippines

The MSME sector in the Philippines consists of 896,839 establishments or 99.54% of

the 900,914 total registered establishments in the country in 2015 (Figure 1). Micro-
enterprises constitute the largest portion (89.53%), followed by small enterprises
(9.59%), and medium enterprises (0.43%). This composition is at par with those of
MSME sectors in other ASEAN countries.

Figure 1. Number of Establishments, 2015

0.43%
0.43%
0.43%

9.59%
9.59%
9.59%

Micro
Micro
Micro
806,609
806,609
806,609
Small
Small Small

Source: PSA 89.53% 86,367

89.53% 86,367
89.53% Medium
86,367 Medium
Medium 3,863 3,863
3,863

Together, these MSMEs generated a total of 4,784,870 jobs or 61.61% of the

country’s total employment (Figure 2). The micro enterprises produced the biggest
share (29.43%) closely followed by small enterprises (25.34%) while medium
enterprises were far behind at 6.83%.

16

38% 30% 30%

38%

Figure 2. Contribution of Establishments

to Total Employment, 2015 38%
7%

7% 25%

Micro Small
7% 25%

38% 30% 2,285,634

Small 1,968,452
Micro
7% 25% 2,285,634 1,968,452
Medium 530,784
 Mi
cro

2,285,634
Small
1,968,452
Small 1,968,452
Medium 530,784
Medium 530,784
Large 2,981,819
Large 2,981,819

7%

25% Source: PSA

Micro 2,285,634 Small 1,968,452 Medium 530,784 Large 2,981,819
Geographically, the MSMEs are concentrated in Luzon with almost 50% located in
NCR, CALABARZON, and Central Luzon (Figure 3). Following them are Central
Visayas and Western Visayas. The regions with the lowest number of MSMEs are
CAR, Caraga, and ARMM. The rank distribution of the MSMEs in the country is
strongly correlated with the distribution of GRDP contribution of the regions.

Figure 3. Distribution of MSMEs by Region, 2015

 Source: PSA

17
About half of the country’s MSMEs are largely engaged in “wholesale and retail trade”
(Figure 4) which constitutes almost half of the establishments (46.51%). A far second
is “accommodation and food service activities” (13.27%) which is closely trailed by
“manufacturing” (12.71%). Other key industries being undertaken by MSMEs are
“information and communication” (3.92%) and “financial and insurance
activities” (3.83%).
Human Health and Social Work Activities

3.00%
Figure 4. Distribution of Human Health and Social Work Activities Financial & Insurance Activities
MSMEs by Industry, 2015
Financial & Insurance Activities
3.00% Information & Communication

Information & Communication

46.51%

46.51%
4
6.51%
16.75%

16.75%

3.00% 16.75%
 38.20% 38.20% 38.20% Human Health and Social Work Activities Wholesale & Retail Others*
Manufacturing Manufacturing Others*
Financial & Insurance Activities
Manufacturing Wholesale & Retail
Accommodation & Food Service Accommodation & Food Service
Information & Communication Others*
Accommodation & Food Service Wholesale & Retail

13.27% 3.92% 3.92%

12.71% 12.71%
3.92%
12.71%
13.27%

13.27%

Source: DTI, PSA

*Others include Agriculture, Forestry and Fishery; Mining and Quarrying; Electricity, Gas, Steam, & Air
Conditioning Supply; Water Supply; Construction; Transport & Storage; Real Estate Activities; Professional,
Scientific & Technical Activities; Administrative & Support Services; Education; Arts, Entertainment &
Recreation; and Other Service Activities.

B. Challenges and Opportunities

The MSME sector, while having made strides over the years, continuously faces
challenges that have implications in its further development. Among such challenges
are:

1) Access to finance

Currently, as provided under the law, there is a mandatory 10% lending allocation
to the sector, providing opportunities for MSMEs. However, in general, banks
tend to prioritize larger corporate borrowers because of higher gains, perception
of lower credit risk, higher repayment rates, and the availability of collateral. Also,
access to financing from traditional financial institutions is limited due to the lack
of credit information.

18
Since interest rates are at historic lows and banks’ loanable funds are at high
level, this translates into more opportunities for MSMEs to borrow. One way is to
create the necessary enabling environment that encourages banks to see MSMEs
as a viable market. However, recognizing the relatively high risk, the government
should also develop or support the development of credit enhancement
mechanisms (e.g., guarantees, insurance) to address associated risks of borrower
default. Similarly, there is a strong need to enhance MSME financial literacy to
make them more aware of financial resources and programs available. MSMEs
need to be equipped to utilize diversified sources of financing.

2) Business environment and the cost of doing business

Despite substantial improvements in streamlining the process of business

licensing/issuance of mayor’s permit through the issuance of DTI/DILG/DICT
Joint Memorandum Circular No.1 Series of 2010 and 2016, as well as securing
FDA licenses to operate through the Market Authorization Portal, several
government procedures and requirements for business in general are still
numerous, repetitive, and time consuming in accomplishing, making it more
 costly for MSMEs to comply with. This is true for many NGAs and LGUs that are
characterized by non-uniformity of rules, weak support for MSME and poor
coordination among themselves.

The business environment should be characterized by streamlined and simplified

rules and procedures. Inter- and intra-government cooperation for MSME
development is necessary to achieve aligned and applied policies and regulations
that would promote synergies at the regional and national levels.

3) Access to market

Many MSMEs find it difficult to penetrate and sustain their presence in desired
markets. Lack of technical knowledge hinders these enterprises from participating
in global value chains, as such MSME contribution to exports remain small.
Another factor may be the low compliance of MSMEs with national and
international standards such as quality and environmental standards, rendering
them uncompetitive in the world market.

In order to support methods for enhanced market access and integration into
global value chains, there is a need to increase information on both domestic and
global markets. Promotion of partnership with large enterprises as well as the
adoption of national and international standards of quality and environment may
likewise be pursued. Further, promotion of online-based
information systems may also intensified as one of the cost-effective means of
market access for the MSMEs.

19
4) Productivity and efficiency

Enhancements to productivity and technology are deemed to be the major drivers

of MSME development and progress. Many MSMEs find it difficult to innovate
and undertake cost-effective methods, thus, their labor productivity suffers from
poor technical education and low skill levels. The sector is hampered by
unavailability and high cost of inputs due to inadequate infrastructure, and
seasonality and instability of raw materials supplies, among others.

Capability building interventions, linkage with large enterprises including multi-

national corporations, and strengthening of industry clusters, are some of the
measures to enhance productivity and foster innovation in MSMEs.

5) Impacts of climate change and ease of undertaking disaster recovery

Due to its geographic location, the country ranks high in terms of exposure and
risks to natural hazards such as earthquakes, typhoons, flooding and storm
surges. Since MSMEs are a key driver of local economic development, resilience
to both natural and man-made disasters should look not just into the context of
shared community disaster risks but also in terms of business continuity.

Efficient and effective business continuity programs should be made available to

any enterprise, given their importance in the locality and their critical condition
due to the risks they face. MSME should develop and strengthen their resilience
by incorporating business continuity and emergency preparedness and response.
Using business continuity planning framework enables MSMEs to direct and
 control their activities in order to ensure the continuity of services and recover
losses after a disaster.

Against the backdrop of challenges faced by MSMEs, present opportunities provide

the long-term impetus for MSMEs to be a more significant driver in the country’s
economic development. Among these are the following:

1) The Philippine economy as the world’s next powerhouse

From 2012 to 2016, the Philippines was one of the fastest growing economies in
the world based on gross domestic product (GDP) (Figure 5). This has made the
country one of the world’s most attractive investment destinations for both local
and foreign businesses. On the supply side, this impressive growth performance
creates tremendous opportunities for logistics, raw materials, employment,
business, and virtual hosting. On the demand side, a larger and more cash-rich
consumer base promises more robust domestic markets. The growth prospects
of the country can only get even better through
the years, barring any unforeseen circumstances.

20
Figure 5. Annual GDP growth rates, 2012-2016

Source: Asian Development Bank

2) The ASEAN Economic Community (AEC) and other Free

Trade Agreements

The integration of the ten (10) ASEAN economies starting in 2015 offers
numerous opportunities for nimble MSMEs to expand their export, diversify
markets within the region and forge partnerships with other ASEAN MSMEs in
procuring globally competitive products and services. The various Free Trade
Agreements (FTAs) that the Philippines has entered into offer opportunities for
MSMEs to increase exports while welcoming investments from counterpart
countries which include their own MSMEs.

3) Solid demographics because of a young and vibrant population

The country is already the 12th largest country in the world in terms of population,
majority of which are composed of young and economically active age group
whose consumer tastes are increasingly changing. It behooves the MSMEs
which are largely domestic-oriented to recognize opportunities in these shifting
demographics to enable them to properly take advantage of this demographic
group – as potential entrepreneurs, customers and source of labor.
 21
Figure 6. Age-Sex Pyramid of Philippine Household Population,
2014

Source: PSA

The country has historically been in a demographic “sweet spot,” where the
young are more than the old and the working-age population is large enough to
support the elderly segments of the population. This could mean a larger
seedbed for youth entrepreneurship, wider domestic market due to increasing per
capita income along with the sheer volume of potential customers, a technology-
driven work force, and improved investment prospects from potential partners
from developed countries with aging populations.

4) Green Growth

President Duterte has signed the landmark Paris Agreement on Climate Change
that calls for the reduction of carbon emissions, which have been linked to the
occurrence of natural disasters and extreme weather conditions. The global trend
toward lower carbon emissions presents opportunities for MSMEs to produce
products and services that are environment-friendly. A key driver to realizing the
potential benefits of the Paris Agreement will be for businesses to engage and
look for market-driven ways to increase investment in low-carbon and renewable
energy sources in producing goods or services.

Currently, the government is developing the roadmap on Nationally Determined

Contribution (NDC) in compliance with the Paris Agreement that outlines the
country’s Low Emission Development Strategies/Goal/Pathway. The government
may also introduce measures like carbon taxes and subsidies for green
infrastructure. Increasing investments in renewable energy and non-fossil-fuel-
intensive products will likewise provide opportunities for growth and employment.

22
C. Current Policies and Programs for the MSME Sector

The Philippines has a legal framework governing the policy for MSME development
enshrined in the Magna Carta for Micro, Small and Medium Enterprises (RA No.
6977, as amended), the Barangay Micro Business Enterprises Act of 2002 (RA No.
9178, as amended by RA No. 10644), the Go Negosyo Act (RA No. 10644), and the
Youth Entrepreneurship Act (RA No. 10679).
Said laws work synergistically to provide a holistic approach in setting strategic
measures that encompass a wide range of relevant sectors under the purview of
MSME development.

Government policies and programs for MSMEs cover the following outcome areas:
 1. Business Environment (BE) - a dynamic practice and culture of governance
that fosters the establishment, development, sustainability, and competitiveness
of socially responsible and environment-friendly MSMEs.
2. Access to Finance (A2F) - the sustained availability of reasonably priced,
socially responsible, and environment-friendly financial products, services,
and support programs that are designed for MSMEs and those MSMEs can
conveniently and readily access.
3. Access to Markets (A2M) - the sustained ability of MSMEs to be competitive in
selling their products and services to existing and new markets, both
domestic and international, under a climate of fair, free, socially responsible
and environment-friendly trade practices.
4. Productivity and Efficiency (P&E) - the production and delivery of competitive,
standards-compliant, socially responsible, and environment- friendly products
and services that generate optimum economic returns.

Some of the major policies, programs, and projects in the four outcome areas are as
follows:

Table 1. Policies and Programs Supporting MSMEs

OUTCOME AREA 1: BUSINESS ENVIRONMENT

RA No. 9501: Magna Carta for Micro, Small and

Medium Enterprises (as amended, RA No. 6977,
RA No. 8289)
An Act that promotes, supports, and
encourages entrepreneurship through
providing program assistance, and
strengthening a balanced and sustainable
development to MSMEs.

RA No. 9178: Barangay Micro Business

Enterprises (BMBEs) Act of 2002
An Act promoting the establishment of
Barangay Micro Business Enterprises
(BMBEs), allocating incentives, benefits, and
other purposes.

23
RA 10644: Go Negosyo Act
An Act promoting job generation and inclusive growth
through the development of micro, small, and medium
enterprises, mandating the establishment of Negosyo
Centers in all cities, municipalities, and provinces,
which shall be responsible for promoting ease of doing
business and facilitating access to services for
MSMEs.

R.A. 10679: Youth RA 9485: Anti-Red-Tape Act

Entrepreneurship Act An Act to improve efficiency in the delivery
An Act promoting of government service to the public by
entrepreneurship and financial reducing bureaucratic red tape, preventing
education among Filipino youth. graft and corruption, and providing
penalties therefor.

Joint Memorandum Circular No. Joint Memorandum Circular No.1

1 Series of 2011 Series of 2016
Guidelines in implementing the Revised standards in processing
standards in processing business business permits and licenses in all
permits and licenses in all cities cities and municipalities
and municipalities.

Enhanced Business Name Registration System

Provides ease of registering and paying business name registration online.

OUTCOME AREA 2: ACCESS TO FINANCE

RA No. 9501, Section 15: Mandatory Allocation of

Credit Resources to Micro, Small and Medium
Enterprises (as amended, RA No. 6977, RA No. 8289)
For a period of 10 years from the date of the Act, all
lending institutions under BSP rules, whether private of
public, shall set aside at least 8% for micro and small
enterprises and at least 2% for medium enterprises of their
loan portfolio and make it available for MSME credit.

Microfinance program for micro, small, and

medium enterprises (MSMEs) such as ‘Pondo sa
Pagbabago at Pag-asenso,” or P3 Program
Aims to provide affordable loan program for MSMEs for this
sector to shun loan sharks such as 5-6 money lending
scheme. The P3 is designed to bring down the interest rate
at which micro-finance is made available to micro
enterprises.

Access of Small Entrepreneurs to Sound Credit Surety Fund

Lending Opportunities (ASENSO) Program A Program (CSF)
revitalized government-led MSME financing A credit enhancement
program which aims to lower the effective cost of program designed by BSP
borrowing and liberalize requirements, create that aims to increase the
wider financing system that will give MSMEs credit worthiness of MSMEs
access to short and long-term funds and experiencing difficulty in
standardize lending procedures. Under the obtaining loans due to lack
program, MSMEs get the necessary assistance of collateral, credit
also through market exposure, human resource knowledge, and track
training, and product development. record.

24
Access of MSMEs to Digital Payments
A digital finance ecosystem with the right mix and range of service providers,
digital solutions, and delivery channels should facilitate the convenience,
affordability, and reliability of financial service. In line with this, the National Retail
Payment System (NRPS) aims to establish a safe, efficient, reliable and
affordable retail payment system in the country. The framework defines high-
level policies, standards and governance principles covering retail payment
operations and infrastructures. This is an integral reform considering that out of
2.5 billion payment transactions per month, only 1% are made through electronic
means. This will translate to lower cost and higher efficiency for our MSMEs as
well as unleash the potential of e-commerce.
OUTCOME AREA 3: ACCESS TO MARKET

Go Lokal!
A retail concept store which showcases innovative, high
quality Philippine products crafted, designed and produced by
the coun try’s MSMEs. It also serves as a free marketing
platform where MSME partners gain access to the local
consumer market, and ultimately, to the global export market.

Market Development Programs such as OTOP Program

A priority program of the government to promote entrepre
neurship and create jobs. Through OTOP, local chief
executives of each city and municipality take the lead in
identifying, devel oping, and promoting a specific product or
service, which has competitive advantage.

Export Pathways Program (EPP)

EPP focuses on providing export assistance through a
systematic approach, providing interventions at every stage of
an exporter’s growth. It utilizes the Value Chain Approach
(VCA), Industry Clus tering, and Sub-contracting to arrive at a
holistic export develop ment program.

Enhanced Support for Trade Fairs

This is the provision of a more organized menu of market
services like trade fairs which are affordable to SMEs, through
greater participation and partnerships with private
organizations, LGUs and other key sectors. The DTI
implements national, region al, sectoral, as well as
international trade fairs such as the Na tional Trade Fair (NTF),
Manila F.A.M.E. International, International Food Exhibition
(IFEX), and e-Services Philippines, among others.

oneSTore
oneSTore.ph is an e-commerce web application that operates
nationwide and caters primarily to Philippine consumers. It
helps DOST-assisted MSMEs widen the scope of their target
market and It can help deliver economic growth and increase
business opportunities. oneSTore provides customers with an
effortless shopping experience and retailers with simple and
direct access to the largest customer base in the Philippines.

25
Tindahang Pinoy Information Drive on Foreign Trade
A depot that will showcase Agreements The DTI, in partnership with the
world-class, export-quality Bureau of Customs (BoC), the Tariff
Philippine products. This Commission and the private sector, has
facility aims to help organized a series of information sessions on
exporters penetrate the Doing Business in Free Trade Areas (DBFTA)
domestic consumer and nationwide to encourage and assist entrepreneurs
tourism to use Free Trade Agreements (FTAs) and
markets with fund benefit from them. Understanding emerging and
assistance from the DTI new markets as well as instruments such as FTAs
through the Philippine will help exporters address new challenges in the
International global business environment.
Trading Corporation (PITC).

Brand Equity Development Program (BrEDP)

A new initiative of the government to develop innovative and globally competitive
 brands that can successfully penetrate into the national, regional/ASEAN, or
international markets. The overall goal of the program is to increase awareness
and identity of at least one brand per province, per year over the six years of
implementation from 2017 to 2022.

OUTCOME AREA 4: PRODUCTIVITY AND EFFICIENCY

Shared Service Facilities (SSFs)

This program entails setting up common service
facilities or production centers for certain processes
to give MSMEs access to better technology and
more sophisticated equipment to accelerate their bid
for competitiveness and help them graduate to a
next level where they could tap better and wider
markets and be integrated in the global supply chain.
The project is implemented in cooperation with
DOST, the academe, LGUs, and private
organizations.

SME Roving Academy (SMERA)

A continuous learning program for the development
of micro, small, and medium enterprises to become
competitive in domestic and global markets.

Small Enterprise Technology Upgrading

Program (SET-UP)
SETUP provides MSMEs with equipment and
technical assistance to enable them to increase
sales and production, streamline and improve
overall company operations, upgrade the quality of
products and services, conform to national and
international standards of excellence, and be
competitive in their respective fields.

KAPATID Mentor ME
The Program is an initiative of the DTI and the
Philippine Center for Entrepreneurship (PCE) to help
the country’s micro and small enterprises (MSEs)
through coaching and mentoring where mentors
teach MSEs on different aspects of business
operations.

26
Food Innovation Center Industry Clustering
The Centers, which are located in a state The Program entails the
universities and colleges or private higher delivery of various forms of
educational institutions, aim to produce value technical
added agricultural and fishery food products assistance/interventions such
by becoming the hub for innovations and as skills training, product
technical support services for the food develop ment, market
processing industry. Support services include development and access, and
food testing, information, packaging and the like in order to capacitate
labeling design, consultancy services, MSMEs and improve their
trainings, and seminars. productivity and competi
tiveness.

D. Results of the MSMED Plan 2011-2016 Implementation

The implementation of the MSMED 2011–2016 resulted in the generation of 3 million
new jobs, 150% more than the Plan’s target of creating 2 million jobs. Other notable
outputs during the Plan period were the creation of 1 million new MSMEs and the
assistance to 710,908 existing MSMEs in their operations and expansion.

During the period, an estimated PhP82.14 billion was generated in domestic sales,
PhP110.12 billion in export sales, and PhP226.24 billion investments. Direct lending
to MSMEs during the period reached PhP2,215.75 billion, of which 44% went to
micro and small enterprises and 56% to medium enterprises by the fourth quarter of
2016. Compliance rate of the mandatory lending to MSMEs in December 2016 was
3.81% for micro and small enterprises and 5.44% for medium enterprises.

The Plan’s initiatives for MSME development manifested strides that bode well for
the sector’s short- and long-term prospects. Negosyo Centers totaling 448 have been
set up as of December 2016, of which 52% are in Luzon, 23% in the Visayas and
25% in Mindanao. Negosyo Centers were established to bring government services
closer to small businesses in all provinces, cities, and municipalities. Negosyo
Centers are responsible for promoting ease of doing business and facilitating access
to services for MSMEs. Aside from facilitating
business registration, the Centers provide assistance to MSMEs in availing of
technology transfer, production and management training programs, and marketing
assistance from institutions like the DTI, DOST, UPISSI, CDA, TESDA, and other
agencies concerned.

Shared Service Facilities (SSF) established reached 2,164 across 16 regions with a
total cost of PhP1.164 billion. SSF refers to production centers that provide MSMEs
access to better technology and more sophisticated equipment to accelerate their bid
for competitiveness help them graduate to the next level where they could tap a
better and wider market and be integrated in the
global supply chain. The SSF benefitted 92,227 beneficiaries and in turn generating
52,921 jobs.

27
The SME Roving Academy conducted 8,518 sessions benefitting 357,534 MSMEs
during 2013-2016. Industry clustering was undertaken on the following industries:
processed rubber, cacao, coffee, coco coir, processed fruits and nuts, wearables &
homestyles, and bamboo. In 2016, the clustering led to 109,624 jobs generated,
PhP2.78 billion investments generated, and PhP6.12 billion domestic sales
generated.

The Access of Small Enterprises to Sound Lending Opportunities (ASENSO)

Program was able to release PhP220.98 billion during 2011-2016 which helped
255,579 MSME borrowers and generated 2.78 million jobs. The government’s
flagship program for the MSME sector aimed at creating a MSME-friendly lending
environment where GFIs extend loans to MSMEs providing them with manageable
terms to help them expand and grow their businesses.

Consistent with the Plan was the Mentor ME program, which was launched in 2016
and which to date, has conducted 4,124 coaching sessions in eleven (11) sites
across the country. This program helps MSMEs scale up their businesses through
coaching and mentoring.
 28

Part 4
Strategic
Directions
of MSME
Development
Part 3. Strategic Directions of MSME Development

MSME Plan Development 2017-2022 Framework Elements

Looking into the individual elements of the framework, we examine the logical flow of
the Plan, from its vision, through the focus areas and the respective goals within
those areas, the strategies (both the general or line strategies and the cross-cutting
strategies) that can be adopted to achieve those goals, the action plans following
those goals, and the necessary institutional support to undertake such action plans.
We proceed from the vision down to the institutional support.

1. Vision

The Plan’s development framework is anchored on the medium-term vision that

by 2022:

More globally competitive MSMEs that are regionally integrated,

resilient, sustainable, and innovative thereby performing as key drivers
of inclusive Philippine economic growth

This implies:
• Globally competitive MSMEs which can deliver innovative products and
services that are preferred by consumers locally and internationally; •
Productive and innovative MSMEs which can continuously develop and
transform competitive products and services that satisfy the demands of a
discriminating market;
• Regionally integrated MSMEs in the ASEAN with diversified markets and
partnerships in global markets;
• Resilient MSMEs which are capable of coping and overcoming negative
effects of human-made and natural adversities; and,
• Highly sustainable MSMEs which can withstand the ever changing demands
of the market, make profits without harming society and environment, and
turn challenges into business opportunities.

2. Focus Areas, Goals, Strategies and Action Plans

For the Plan period, there are three focus areas which are critical in attaining the
vision for 2022 which the MSMEs urgently need to improve on.

The vision is underpinned by five strategic goals with corresponding strategies

and action plans, whose attainment can lead to the vision’s realization:

30
FOCUS AREA 1: BUSINESS ENVIRONMENT
This pertains to the general background, situation, or milieu – the “ecosystem” as
it were – in which businesses are born and thrive in.
STRATEGIC GOAL 1: IMPROVED BUSINESS CLIMATE
An improved business climate at national and local levels that will make it
easier for MSMEs to start and grow a business.

The overall business climate that exists in a country should be conducive for
MSMEs to start a business. It requires programs of the government to be
geared towards encouraging and supporting people to start their own
businesses. In order to achieve this strategic goal, the following strategies
and action plans will be implemented:

STRATEGIES ACTION PLANS

Simplify, standardize, • Expedite delivery of MSME assistance

and harmonize MSME services; • Streamline business permit and
related rules and liccensing systems;
regulations at local and • Remove restrictions, provide incentives
national levels, that will and promote job-creating investments;
encourage MSMEs to • Reduce regulatory burden; and,
tap the opportunities in • Foster in all government entities a
macroeconomic policy, convergence mindset that recognizes the
infrastructure develop centrality of MSME development in achieving
ment, trade deals, etc. dynamic and inclusive economies.

STRATEGIC GOAL 2: IMPROVED ACCESS TO FINANCE

An improved access to finance would make public and private financial
institutions work and interact more closely to provide more formal market-
based financing in an equal and fair manner to all MSME.

Aspiring business people usually do not have capital of their own, and
normally need external financing. The Plan seeks to provide reasonably
priced capital financing facilities for MSMEs and simplify documentary and
collateral requirements. In order to achieve this strategic goal, the following
strategies and action plans will be implemented:

STRATEGIES ACTION PLANS

Streamline and simplify • Streamline and simplify loan requirements

loan processes for and processes for MSMEs and
MSMEs, cooperatives; • Build capacities of financial
creating the necessary institutions and cooperatives to provide
enabling environment that business
encourages local banks development assistance for MSMEs; •
 and relevant financial Provide financial literacy trainings for
institu tions to reach MSMEs; • Institute policies and programs for
MSMEs at the ground level innovative financing; and,
while equipping them with • Develop, promote and expand alternative
knowledge and financial instruments to better serve MSMEs’
enticements to avail of financing requirements.
formal financial channels.

31
FOCUS AREA 2: BUSINESS CAPACITY
Business capacity can be described as the highest output that an enterprise, busi
ness or organization can deliver its products or services in a given amount of time
with the available resources. To achieve this, business capacity is normally mea
sured through human capital and technological resources to achieve its targets.
STRATEGIC GOAL 3: ENHANCED MANAGEMENT AND LABOR
CAPACITIES A competent and capable management and labor force working
together in an atmosphere of mutual trust and respect towards greater
productivity and competitiveness for the MSMEs.

In all industries, a core determinant of economic success is human capital

development. Enterprises and organizations of all sizes need to focus on
human capital because a clear understanding of and investing in it can lead to
success. There should be enough and appropriate skills development
resources made available to enhance human management and labor
capacities. In order to achieve this strategic goal, the following strategies and
action plans will be implemented:

STRATEGIES ACTION PLANS

Expand and strengthen • Encourage and promote

human resource capacity of entrepreneurship and equal
MSMEs opportunities for all including
through optimal application of a women and youth;
combination of mentoring, • Enhance labor capacities through
group training, field outreach, human resource development and
and gender sensitivity programs for
online training complemented with MSMEs; and,
practicum and learning by doing • Intensify Intensify advocacy and
approach. Improve knowledge on education campaigns on laws/policies
human capacity using purposive relevant to labor and related policies.
data collection covering gender
and other parameters.

32
STRATEGIC GOAL 4: IMPROVED ACCESS TO TECHNOLOGY
AND INNOVATION
Improved innovation and technological competitiveness of MSMEs to
transform and create new business models and enterprises with
strengthened innovation ecosystem to make innovative technologies,
sustainable and resilient practices affordable, cost-effective, and accessible
to all MSMEs. In order to achieve this strategic goal, the following strategies
and action plans will be implemented:

STRATEGIES ACTION PLANS

 Support the development • Expand facilities that MSMEs can share;
of linkages between • Provide financing programs for
MSMEs and large equipment and machinery acquisition;
corporations; develop • Promote Philippine National Standards
more inclusive business (PNS) by NGAs and its adoption by MSMEs;
models and • Develop internationally harmonized
social enterprises; industry performance standards;
establish domestic • Foster wider MSME clustering to
economic zones for achieve economies of scale via
MSMEs; make clustering models such as co-ops,
innovative technologies “corporatives,” nucleus farming, and
as well as sustainable other MSME collective mechanisms;
and resilient practices and,
more affordable, cost- • Promote commercialization of
effective, and technology and build capabilities to
accessible to MSMEs foster industry clustering.
across all regions in the
country.

FOCUS AREA 3: Business Opportunities

A business opportunity may be explained as a bundled investment that allows an
MSME to utilize knowledge and opportunities of the market successfully engage
in it.
STRATEGIC GOAL 5: IMPROVED ACCESS TO MARKET
MSMEs are ready and able to penetrate as well as expand and strengthen
their role in domestic, regional, and global markets.

Access to markets is the sustained ability of MSMEs to be competitive in

selling their products and services to existing and new markets, under a
climate of fair, free and socially responsible and environment-friendly trade
practices. In order to achieve this strategic goal, the following strategies and
action plans will be
implemented:

STRATEGIES ACTION PLANS

Strengthen value and • Maximize opportunities that

supply chain linkages and expand access to existing and new
make markets presented by the ASEAN
domestic and export market Economic Community and other
information such as market preferential trading agreements;
analysis and directory of • Promote e-commerce;
potential markets for matching • Organize local and
and international marketing events;
interaction timely, and,
accurate, inexpensive, • Design export programs.
and available to MSMEs.

33
3. Cross-cutting Strategies

Encompassing all the above-mentioned strategies are the so-called cross-cutting

issues that need to be pursued because of their significance to the overall strategies.
They will be critical to the long-term viability of Philippine MSMEs should these cross-
cutting issues be addressed adequately. The three cross-cutting strategies that may
be pursued are:

a. Expand MSME Assistance Centers

 In the implementation of the previous Plans, the presence of MSME
assistance centers were seen as crucial to the immediate success and long-
term viability of the MSMEs. For instance, Negosyo Centers play vital roles in
finding customers, accessing lending and credit markets, and tapping
suppliers for raw materials, equipment, and other inputs. On the other hand,
the Food Innovation Centers provide assistance on food testing, packaging
and labeling design, consultancy services, trainings, and seminars for
MSMEs in the food processing sector.

b. Strengthen LGUs’ roles

A supportive LGU will spell the difference in getting a local MSME get its
product or service to market or not. In previous Plans, projects such as One
Town, One Product (OTOP) were the result of LGUs identifying their
localities’ strong industries, and getting their products to the market.

c. Promote Green Growth

Resource efficiency and cleaner production is essential to competitiveness.
MSMEs have to implement environment-friendly and climate-smart processes
and practices to reduce production costs, produce green products and
services, and prepare for the impacts of climate change. MSMEs have to be
informed about new developments related to green economy, including the
opportunities for green markets and linkage to green technology suppliers. An
enabling environment accelerating green economic development has to be in
place to encourage MSMEs to go green.

d. Promote Women and Youth Entrepreneurship

The need for a heightened focus on women and youth entrepreneurship is
integral in achieving inclusive growth and development in the country. The
recent study by the Asian Institute of Management (AIM) showed that 63% of
business owners were women and of this number, 52% were micro
entrepreneurs while the rest were owners of small and medium enterprises.
On the other hand, the Philippine population is composed of young people
aged 10-24 years old who are potential entrepreneurs and source of labor.
Women and youth have to be empowered by increasing their opportunities to
avail of skills development, market information, financial services, etc. to
reach their full potential – impacting economic and human development of the
country.

34
e. Promote Digital and Internet Economy
The pervasiveness of fast-paced advances in Information and Communication
Technology (ICT) affects both MSMEs and enablers alike on multiple levels.
The digital and internet economy facilitates growth and inclusiveness that
allow MSMEs to be more competitive, and foster greater integration among
government policies through modernization of the business environment,
innovating business capacity, and increased connectivity to create more
business opportunities. With the advent of e-commerce, digital finance, and
other emerging platforms, the Plan welcomes the different developments to
further pursueits goals by leveraging technological improvements and
extending it to all MSMEs, regardless of scale or industry.

4. Institutional Support

To implement the action plans, necessary institutional support from the national
government, LGUs, academe, large-scale businesses, and non-government
organizations should be enhanced.
Among support activities may include:
a. Effective coordination, complementation, and sharing among national and local
government agencies together with MSME business groups, academe and
NGOs advocating MSMEs. This will necessarily require strengthening of the
institutional infrastructure that will deliver basic services to MSMEs and
synergize efforts of governments and the private sector on
SME promotion with sufficient authority and resources to coordinate both
horizontally (i.e., among departments and agencies) and vertically (among
different policy levels at city/municipality, provincial, regional, and national
level. In pursuing this, the Magna Carta for MSMEs may be reviewed as
regards the mandates of the central coordinating and primary agency for
MSME policies and programs (i.e., BSMED or SB Corporation);
b. Generation of relevant information/data in plan implementation and its needed
analysis for timely dissemination to stakeholders and MSMEs for use in planning,
budgeting, and M&E;
c. Responsive, timely, graft-free, and effective services by implementing agencies
and its personnel complement to the MSMEs;
d. Close geographical and sectoral monitoring and evaluation of plan
implementation so that timely update and adjustments can be undertaken; e.
Necessary budget allocation equitably distributed regionally for all indicated
programs/projects/activities and its timely releases for effective plan
implementation. Such funding should be sufficient to provide the requirements of
the Negosyo Centers, which serve as the frontline services for MSMEs as well as
the financing requirements of the sector.
f. Policy review of existing laws, rules, and procedures, and formulation of timely,
responsive, and relevant policies/amendments to promote and sustain MSMEs.

35
5. Other Priority Areas

a. Registering informal MSMEs (particularly Micro)

As the vast majority of small businesses are micro, moving them into the
formal sector will greatly boost their chances of accessing formal, cheaper
financing as well as government assistance to connect them to customers
and suppliers. Formalizing them will also provide greater protection both to
their business and workers as well as ensure that the government harnesses
the potential contribution of the enterprises to the economy.

b. Graduating businesses to the next level

Registering businesses and entering them into the formal sector will give them
greater opportunities to move up the value chain. This will integrate them into
domestic and external markets on a larger scale, which promises better and
more stable returns to their stakeholders and their communities.

c. Resilience and business recovery

Business resilience in the face of natural and man-made disasters is vital to
the continuity of communities. MSMEs’ ability to get back on their feet the
soonest time possible with or without any help from the national government
or LGU is necessary to stir economic activity in calamity-stricken areas. Their
quickest recovery is the most desirable situation even when catastrophes and
difficult conditions such as recessions or depressions begin to take toll on
their businesses.

d. Academe-Industry Collaboration on Research & Development

Academic circles such as universities, colleges, and technical/vocational
schools provide many new ideas for businesses that create new products or
services, or innovate on existing products and services that promise to bring
 satisfaction and delight to the customer. Simple curiosity and creativity,
unleashed in research rooms and laboratories, bring about new ways of doing
things, resulting in novel, innovative products and services, or even new ways
of bringing them to their customers through new and engaging packaging or
delivery modes.

e. Industry Cluster Development

The development and promotion of industry clusters are identified as a major
strategy in helping achieve its vision of a globally competitive and innovative
industry and services sector that contributes significantly to inclusive growth
and employment generation. It supports the President’s 10-Point Economic
Agenda particularly in promoting rural and value chain development toward
increasing agricultural and rural enterprise productivity.

Using the industry cluster approach, alliances will be forged with relevant
agencies and institutions to develop competitive and innovative SMEs,
implement a program for productivity and efficiency, and create conducive
business enabling environment.

36
6. Implementation of Strategic Actions

This Plan developed a suggested timeline/Work Plan for implementing the actions
identified under each strategic goal which the concerned agencies or lead can further
fine-tune with concrete action lines according to their specific needs and objectives.

It is important for all the stakeholders to have a clear understanding of each other’s
commitment and what action items will be implemented by whom, when and how
under an agreed Implementation Work Plan. The Work Plan should be vetted within
the first 6-months of the Plan’s implementation and should be updated at least on an
annual basis.

The action items were pre-identified based on the outcomes of the focus group
discussions, inputs from agencies as well as commitments identified under the Manila
Call to Action for MSME Development (issued during the ASEAN MSME Summit) with
a view to resolving the most pressing issues and achieving the strategic goals.

The action items are formulated in consideration of the following elements:

1. Be relevant to the priority actions;
2. Supported by agency mandates, development plans or an identified future work
emanating from discussions at the domestic and international fora in recent years
3. There is ownership and that the actions are realistic, practical with due
consideration of the availability of funding and technical support from
proponent agencies and possible partners, etc.
4. Identifies concretely the type of strategy or approach: a) improvement in
legislations; b) human capital/capacity building; c) harmonization of policies;
d) knowledge sharing; e) Information technology; f) infrastructure

(See Appendix A: List of Action Items for Each Strategic Goals)

kr
37
o

gi

Part 5
Monitoring
and
Evaluation
Part 5. Monitoring and Evaluation

The MSME Development Plan for 2017-2022 presents strategies to achieve the
outcomes which include generation of employment and fostering Filipino businesses
– Trabaho, Negosyo, Kabuhayan. This contributes to the attainment of the MSME
vision, and supports the realization of benefits — Matatag, Maginhawa, at Panatag
na Buhay.

If implemented effectively, the Plan would: (i) identify and execute strategies to
increase employment levels, (ii) improve access to employment opportunities, and
(iii) address skills requirement.

In Figure 7, the entire MSMED Plan is aligned with what the government’s aim for the
Filipinos to achieve, which is Trabaho, Negosyo, Kabuhayan. This supports
“Malasakit at Pagbabago Tungo sa Kaunlaran at Katiwasayan,” DTI’s theme under
the Duterte Administration. In turn, this informs and feeds into the inter–generational
Ambisyon Natin 2040, the 25-year long term vision for development planning that
targets a more comfortable, more upwardly mobile generation of Filipinos by 2040.

Figure 8. MSMED Plan 2017-2022 Vision

40
In order to realize its benefits, the Plan shall be implemented, monitored, and
evaluated through the following progressions:

A. Logical Framework

The logical framework of the MSMED Plan for 2017-2022 is presented in Figure
9. The first layer in green dotted line correlates to the planning and adjustment
phase where inputs and activities are gathered and consolidated to map out and
clearly define the baseline indicator. Monitoring and evaluation is vital in
establishing transparency and validity on the data being identified.

Figure 9. Logical Framework of the MSME Development Plan, 2017-2022

Logframe Model Source: IPDET – World Bank, UNICEF

B. Institutional Structure

As mandated by RA 9501 or the Magna Carta for Micro, Small and Medium
Enterprise Development, the MSMED Council will drive and direct the
implementation of the MSME Development Plan. In order to strengthen and align
national, regional, and provincial MSME development, the five outcome areas –
Business Environment, Access to Finance, Human Capital Development,
Technology & Innovation, and Market Access shall be the basic parameters by
which the Plan’s results shall be measured.

41
Figure 10. Institutional Structure of the Logical Framework

Steering
The Plan’s institutional structure situated in Figure 10 is the institutions,
organizations, agencies, and stakeholders involved in the MSMED Plan. The
MSMED Council is expected to take the lead in M&E activities, to be supported by
MSMED Council advisory members and well as other NGAs and LGUs.

The BSMED as the Council Secretariat will manage, monitor, and evaluate the
Plan at the impact level for it to achieve its targeted performance, change, and
benefit realization. The outcome and output levels will be handled by relevant
NGAs and stakeholders through their inputs and activities.

The national and regional MSMED Councils together with NGAs and relevant
stakeholders will hold regular dialogues to ensure coordination regarding the
 Plan’s implementation. The Regional and Provincial MSMED Councils shall
conduct at least an annual monitoring of the output and outcome indicators at
their respective LGU levels. At the mid-term and end-term of the Plan period,
BSMED and the Council shall conduct evaluations with the objective of tracking
progress made or the lack of it in the Plan implementation during those key
intervals. The findings will inform the development of the next and future Plans.

Harmonization, Collaboration, and Support

The National MSMED Plan serves as a roadmap to guide the local stakeholders
in developing MSMEs. The BSMED, as the Council Secretariat, coordinates with
relevant stakeholders to determine periodically whether they are achieving their
stated goals and strategies identified in the M&E matrix. The Council Secretariat
consolidates and tabulates the measured results and submits periodic progress
and accomplishment reports to the MSMED

42
Council on a regular basis, using the M&E matrix as a feedback to recognize the
Plan’s achievements and identify areas of improvement.

The Council Secretariat monitors and evaluates the Plan’s results and determines
whether those results are aligned with pre-identified goals and strategies for a
given time frame, such as a semester or a year. Then, at a certain milestone,
such as the end of a Plan period for instance, the results of the monitoring
activities need to be evaluated to find out whether all the monitored activities,
taken as a whole, contribute to achieving the outputs and outcomes for the
period, and finally the Plan’s vision.

C. Proposed Monitoring and Evaluation Indicators

The Plan’s targets may be formulated through coordination and cooperation of

government agencies and other stakeholders involved in MSME development.
These stakeholders include national and LGU agencies, private sector
organizations, and other development partners. These institutions have their
respective mandates, budgets and planning timelines that need to be harmonized
with the crafting and implementation of the MSMED Plan 2017-2022.

The M&E Plan is anchored to accomplish the following:

1. Identify the stakeholder’s engagement (accountability) cycle in the
MSMED Plan;
2. Adopt a systematic approach to collect and monitor data or information; 3.
Establish a verifiable feedback strategy to immediately address situations as
they occur or at least within the shortest period possible, so that on-target
indicators can be affirmed and adverse effects resolved; and 4. At the end of
each targeted milestone, such as the middle or end of the Plan period,
provide more opportunities for growth, stability, consistency, and long- term
advancement of the MSME sector.
 43

Part 6
Key
Performance
Indicators
Part 6. Key Performance Indicators

Sector Vision: More globally competitive MSMEs that are regionally integrated,
resilient, sustainable, and innovative thereby performing as key drivers of
inclusive Philippine economic growth

Table 2. Overall Plan Indicators

Over Proposed Source MSMED Plan
all Indicators 2017-2022
KPIs
Baseline Target

1 Increase in Total Employment 4.784 M 8.284 M

employment (PSA List of
of MSME Establishments)

2 Percentage Number of 896,839 20%

increase in Establishments,
number of (PSA List of
registered Establishments)
MSMEs
Number of TBD TBD
registered
Enterprises with
LGUs
(LGUs/PBR)*

Number of registered TBD TBD

MSME corporations
(SEC)

3 Proportion of Value added 35.7%1 50-55%**

small-scale Other proxy:
industries Total Sales
(enterprises) NCC – CB (DTI)
in total value
added increased

*It is estimated that around 3-4 million enterprises are registered with LGUs. DTI has collected
information from around 10% of the LGUs which gave a total registration of about 1 million enterprises.
**Following the targets of the ASEAN-6, particularly Singapore and Malaysia.

1
2006 PSA data. Note that the 2013 and 2014 ASPBI manufacturing value added is 24.34%and
20.91%, respectively.

45
Table 3. Performance Indicators on Improved Business Environment
FOCUS AREA 1: BUSINESS ENVIRONMENT

Strategic Goal 1: Improved Business Climate

Strategy 1 Proposed Source MSMED Plan

Indicators 2017-2022

Baseline Target

Simplify, No. of Negosyo NC Report 700+ 3502

standardize Centers NCs
and established
harmonize
No. of business NC Report 634,591 10%
MSME-
related rules assistance increa
and facilitated by the se
Negosyo year
regulations
Centers ly
at the local
and national Increased NC Report 85% 90%
levels, that customer
will satisfaction
encourage
MSMEs to Number of Number of 8,9554 60,000
tap the Barangay Micro- BMBEs
opportunitie Business registered
s in macro Enterprises (DTI/Negosyo
economic (BMBEs)3 Centers)
policy registered
infrastructur increased
e
Number of LGUs Number of 1,422 1,634
developme
with streamlined LGUs (DILG - LGUs
nt, trade
business permit LGA/CB
deals,
and licensing Reports)
etc.
systems (steps in
registration)

Number of NCC Report * **

agencies which
have
streamlined
their
processes
 FLAGSHIP PROGRAMS
(1) Negosyo Center
(2) Project Repeal and Tax Reforms (National Competitiveness Council) (3)
Streamlining of Business Registration (DTI-DILG-DICT Joint Circular No. 1
Series of 2010 and 2016)

*to be generated by concerned agencies

**to be established by concerned agencies

2
202 NCs established from January to September 2017; 150 NCs for 2018. Although no target has been set for
2019- 2022, NC will continue to expand at a rate of 10% or more yearly.
3
BMBEs are enterprises with asset size of less than Php 3M
4
NC 2017 Monitoring Report as of August 2017

46
Table 4. Performance Indicators on Improved Access to Finance
FOCUS AREA 1: BUSINESS ENVIRONMENT

Strategic Goal 2: Improved Access to Finance

Strategy 2 Proposed Indicators Source MSMED Plan

2017-2022

Baseline Target

Streamline Percentage of SMEs with World Bank 22.6% **

and bank loans/line of credit Enterprise Survey5 38.9% **
simplify - Small enterprises
loan - Medium enterprises
processes
for Percentage of SMEs with World Bank 90.9% **
MSMEs; a checking or savings Enterprise Survey6 96.2% **
incentivize account - Small
local banks enterprises
and related - Medium enterprises
institutions
to reach Proportion of SB Corp. 2,500 19,000
MSMEs at microenterprises availing P3
the ground and other micro financing BSP Reports 1,686,152 **
level while increased
equipping - Number of P3
MSMEs borrowers - Number of
with borrowers
knowledge availing from
and microfinance banks
enticemen
No. of SMEs accessing Fintech * **
ts to avail
funds thru Fintech Association / CIC
of
formal
Percentage increase in Amount of loans Php496.863B **
financial the amount of loans availed by
channels availed by MSMEs MSMEs (BSP
Reports)

Percentage of MSME loans Amount of loans * **

to total business loans availed by
MSMEs (BSP
Reports)

Number of MSMEs * **
accepting digital payments
 SME loans granted IFC-World Bank **
through movable
collateral

Number of special financing TBD TBD

facilities (e.g. Micro Disaster
Risk Insurance (MDRI)
financing, green finance,
financing for women
entrepreneurs, startup)

FLAGSHIP PROGRAMS
(1) P3
(2) Financial Inclusion
(3) FinTech
(4) Micro Insurance programs (e.g. MDRI)
(5) PESOnet (BSP)

*to be generated by concerned agencies

**to be established by concerned agencies

5
Baseline figures based on 2015 report; World Bank Enterprise Survey for the Philippines has been conducted in 2009 and 2015.
6
Baseline figures based on 2015 report; World Bank Enterprise Survey for the Philippines has been conducted in 2009 and 2015.

47
Table 5. Performance Indicators on Enhanced Management
and Labor Capacities
FOCUS AREA 2: BUSINESS CAPACITY

Strategic Goal 3: Enhanced Management and Labor Capacities

Strategy 3 Proposed Source MSMED Plan

Indicators 2017-2022

Baseline Target

Expand and Percentage increase PSA (ASPBI) NWPC * **

strengthen in MSME labor
human productivity
resource
capacity of Percentage increase Reports from DTI, 4.296M **
MSMEs of trained MSME DOLE, NWPC,
through participants of DOST, TESDA,
optimal government training UP-ISSI
application of
a Labor force Survey conducted * **
combination participation rate, by PSA, DOLE
of mentoring, female (% of female
group training, population ages 15+)
field outreach, in MSME enterprises
online
Labor force PSA/DOLE * **
training,
participation rate
complemente
for ages 15-24
d with
(youth).
practicum
and learning Total (%)
by doing.
Number of training Agency * **
programs provided submissions
to MSMEs under the MSMED
(including Plan Monitoring
women and youth) Report, DTI-
RGMS, PCW,
NYC, DepEd
 Number of MSMEs Agency * **
(including women submissions
and youth) trained under the MSMED
Plan Monitoring
Report

FLAGSHIP PROGRAMS
(1) Negosyo Centers (Mentoring, SMERA)
(2) SME Online Academy (DTI, ASEAN)
(3) STEEP (TESDA)
(4) RIPPLES (DTI-EMB)
(5) GREAT Women (PCW, DTI)
(6) GED (DTI)
(7) Youth Entrepreneurship Development (DepEd)

*to be generated by concerned agencies

**to be established by concerned agencies

48
Table 6. Performance Indicators on Improved Access to
Technology and Innovation
FOCUS AREA 2: BUSINESS CAPACITY

Strategic Goal 4: Improved Access to Technology and Innovation

Strategy 4 Proposed Data/Source MSMED Plan

Indicators 2017-2022

Baseline Target

Support Number of new DTI, DOST Reports 2,099* **

linkages and innovative
between common service
MSMEs & facilities
large established
corporations, - Number of
develop more SSFs/Fablabs,
inclusive Food Innovation
business Centers,
models & social Incubators,
enterprises, Common
establish Workspace, SET
feasible UP etc.
domestic
economic Percentage increase • Research and * **
zones for of MSME development
MSMEs and investments on expense • Capital
make technology and expenditures
innovative innovation (tangible) on
technologies - Percentage machinery and
and increase in the equipment
sustainable & amount of • Capital expenditures
resilient investments in (intangible) on
practices MSMEs R&D
affordable,
- Approved
cost-effective, (PSA-ASPBI, DOST-
amount invested
& accessible S&T Plan, PSA-
in MSME sector
to all MSMEs. Foreign
Actual FDI in
MSME sector in Investment Report,
 the balance of BOI, BSP, PEZA,
payments Clark
Development
Corporation, SBMA)

FLAGSHIP PROGRAMS
(1) Shared Service Facilities (SSF) (DTI)
(2) Fabrication Laboratories (DTI)
(3) Small Enterprise Technology Upgrading (SET-Up) (DOST)
(4) Food Innovation Center (DOST)

*Note: SSF 2016 data only. DOST data on Food Innovation Center to be gathered.
**PSA to generate data. Target will be determined after establishing the baseline data.

49
Table 7. Performance Indicators on Improved Access to Market
FOCUS AREA 3: BUSINESS OPPORTUNITIES

Strategic Goal 5: Improved Access to Market

Strategy 5 Proposed Source MSMED Plan

Indicators 2017-2022

Baseline Target

Strength Number and (number of responses only= * **

en value percentage of n) - Direct Exports
and MSMEs (intermediate goods only)
supply participating in - Sales to exporters
chain global value - Contract and
linkages; chains increased Commission work done
make all for others
domestic (PSA (ASPBI) / EMB
and export (Tradeline) /BSP)
market
informatio Amount and PSA/CDA/BIR * **
n timely, percentage
increase in Value of domestic sales Php82.142B **
accurate,
amount of *
inexpensiv
e, and domestic sales Programs of agencies
available - Trade Fairs, Go Lokal,
to Presence of SME products
MSMEs. in retail outlets, etc.

Amount and Value of export sales US$110.123B * **

percentage
increase in Number of MSMEs engaged
amount of export in export sales (no. of
sales responses only= n)

PSA (ASPBI), EMB

(Tradeline), Philexport

Number of Data with BSMED for the * **

enterprises with APEC MSME Marketplace
online presence PBR (companies with websites)
or participating
in
Marketplaces
 % share of PSA/BSP, EMB, BOI, * **
SMEs’ PHILEXPORT
contribution to
national exports

% of SMEs with DTI FTSC/PITC, PFA, DA * **

investment attaches
overseas

FLAGSHIP PROGRAMS
(1) Trade Fairs
(2) Go Lokal!
(3) OTOP Hub
(4) Brand Equity Development
(5) APEC MSME Marketplace
(6) Programs on Trade Facilitation

*to be generated by concerned agencies

**to be established by concerned agencies

50

Annexes and
Appendices

ANNEX A.
Manila Call to Action
for ASEAN MSMEs
 52

MANILA CALL TO ACTION FOR ASEAN MSMEs1

7Ms to MSME Development
July 14, 2017

We, participants in the ASEAN 2017 MSME Development Summit spanning the private
sector, civil society and government from across ASEAN; having brought together our
collective knowledge, perspectives and experience in discussions prior to and during
the Summit; recognizing that micro, small and medium enterprises must be full
participants and beneficiaries of the economic dynamism that closer regional economic
integration brings; seeing wide scope for further strengthening the role and
contribution of MSMEs in attaining a dynamic, inclusive and people-centered ASEAN
Economic Community; and intent on helping translate the ASEAN Strategic Action
Plan for SME Development 2016-2025 into concrete actions and initiatives; hereby call
for the following deliberate actions to foster greater prominence of small enterprises in
the region, driven by a holistic strategy embodied in the 7Ms of MSME Develop-ment:
Mindset, Mastery, Mentoring, Money, Machines, Markets and Models:

On Mindset, Mastery and Mentoring:

1. Integrate entrepreneurship values and skills in the educational system

spanning all levels. Young people must be motivated not just to prepare for a job,
but to create jobs as well, and be equipped to direct their interests, competencies,
and talents toward creating wealth and employment via active entrepreneurship.

∙ We call on ASEAN’s Education Ministers to develop strategies to mold a strong

entrepreneurship culture among ASEAN’s children and youth.

2. Foster in all government entities a convergence mindset that recognizes the

centrality of MSME development in achieving dynamic and inclusive
economies. Coordination mechanisms must be strengthened to ensure
comprehensive and holistic support for all aspects of MSMEs’ needs.

∙ We call on ASEAN Member States to ensure an orchestrated, all-of-government

effort for MSME promotion and development, via creation of MSME
Development Councils or similar mechanism where absent, technically
supported by an apex agency for MSMEs with access to all relevant government
entities with a role to play in MSME development.

1
The ‘Manila Call to Action” Document addressing ASEAN excludes the Philippines-specific
recommendations.

EnablingBusiness,EmpoweringConsumers

OFFICE OF THE SECRETARY

5/F Industry and Investments Building, 385 Senator Gil J. Puyat Avenue, 1200 Makati City, Philippines 53
Telephone (632) 899.7450 Fax (632) 896.1166 E-mail: [email protected] www.dti.gov.ph
3. Support ABAC’s ASEAN Mentorship for Entrepreneurs Network initiative
(AMEN), aimed to facilitate scaling-up of micro and small enterprises via
active mentorship. Successful enterprises are urged to serve as peer mentors
sharing their experiences in overcoming business hurdles and maximizing
opportunities.
 ∙ We call on the AMS to provide an enabling environment for business-to business
mentorship within and across the ASEAN economies, including appropriate
incentives and special business mentor visas to ease cross-border mentoring
arrangements.

On Money Access:

1. Develop, promote and expand alternative financial instruments to better serve

MSMEs’ financing requirements. Financing options for MSMEs may be extended
to include movable collateral, export packing credits, receivables financing, social
venture capital, securitized investments, and online crowd funding mechanisms,
among others.

∙ We call on the ASEAN Finance Ministries and central banks to collectively

address policy and institutional hurdles impinging on the flow of financial
resources to MSMEs where they are underserved by the formal financial
system.

2. Provide an appropriate regulatory framework to govern development banks

and other financial institutions addressing MSME financial requirements, to
enable them to fulfill their avowed mission. The regulatory framework applied to
commercial banks is not compatible with the mission of financial institutions
mandated to serve the needs of small farms and firms, a function that is inherently
costly and traditionally requires occasional public support.

∙ We urge ASEAN central monetary authorities to apply a set of rules distinct from
those applied to commercial banks, which would enable, rather restrict SME and
small farm finance institutions in effectively serving MSMEs’ financing needs.

3. Strengthen credit worthiness of MSMEs through improved financial literacy

and management, risk-sharing schemes, and a credit information system.
MSME mentoring on financial literacy and management must be institutionalized
and up scaled, and alternative credit scoring systems pursued through creative use
of data analytics with alternate data not typically used in credit reports.

∙ We call on ASEAN governments, especially finance and trade ministries; private

sector, especially financial institutions; and civil society groups, especially
associations of financial executives and accountants, to institutionalize
programs to assist MSMEs build capacity on financial literacy and management.

54
On Machines:

1. Explore establishment of an ASEAN MSME R&D Center focused on gathering

and developing technologies serving MSMEs’ peculiar needs, particularly to
improve their productivity and environmental sustainability. With closer regional
integration through the AEC comes the need for a MSME-focused technology
center with a region-wide scope.

∙ We call on the AMS to pool resources and exert efforts toward establishment of an
ASEAN MSME R&D Center, possibly tapping assistance from better endowed
dialogue partners.

2. Improve the responsiveness of government’s machine and technology

assistance programs to MSMEs’ priority requirements. Experts should
determine machine specifications most responsive to MSMEs’ needs, and identify
 equipment needs for each stage in the value chain, with due consideration for
machine-labor complementation.

∙ We call for closer coordination and collaboration between ASEAN’s science and
industry ministries in providing machine and equipment requirements of MSMEs
across the region.

3. Provide more platforms and opportunities for knowledge sharing among

MSMEs on non-proprietary machines and technologies.

∙ We call on ASEAN institutions and organizations to convene regular machine fairs

and training programs that will bring together equipment and technology
producers, exhibitors, traders, buyers, end-users especially MSMEs, and other
stakeholders.

On Markets:

1. Work towards a unified ASEAN Digital Marketplace that will extend MSMEs’
reach beyond national borders. A region-wide online platform where MSMEs can
readily trade in both products and inputs across the ASEAN economies remains
elusive. This requires digital infrastructure that ensures wide connectivity all across
the region, harmonized e-commerce legal frameworks, and trade facilitation
measures accessible to MSMEs.

∙ We call on AMS to move the e-ASEAN Framework Agreement forward,

particularly toward harmonizing e-commerce laws across the AMS including on
privacy and consumer protection, and establishing a true ASEAN e-commerce
platform, to permit ASEAN to keep pace with rapid e-commerce growth
worldwide.

2. Strengthen the monitoring and compliance system on quality standards in

accordance with the ASEAN Standards and Conformance Strategic Action
Plan, essential for global competitiveness of ASEAN products and services.

55
∙ We call on the AMS to strengthen their respective quality infrastructure, including
provision of adequate and easily accessible testing centers and standards
monitoring tools, among others.

3. Widen the linkages of MSMEs to the ASEAN regional value chains through
business matching support and better information systems, such as the
ASEAN Trade Repository. A centralized information platform could be established
containing geographic information on availability of raw materials, food and product
demands, market trends, and product standards, among others.

∙ We call on the ASEAN Business Advisory Council to develop a regional MSME

business matching mechanism built on a MSME information system, drawing on
national ABACs to gather the needed information.

On Models of Business:

1. Gather, compile, organize, and disseminate information on available business

models that may be employed by start-up MSMEs, e.g., in an ASEAN MSME
Starter Kit Map. The tool can guide starting entrepreneurs in setting up their
business based on proven models/success stories.

∙ We call on the ASEAN BAC to lead initiatives in creating and compiling a directory
of available franchises, successful business templates, and open access
software that can help MSMEs start and sustain operations
2. Promote social enterprises that highlight community-based approaches to
enterprise development. An enabling and nurturing environment is needed for
community-based and oriented enterprises to flourish.

∙ We call on AMS to develop a tracking and monitoring mechanism to identify and

assess the impact, progress, and learning from existing social enterprises.

3. Foster wider MSME clustering to achieve economies of scale via clustering

models such as co-ops, “corporatives,” nucleus farming, and other MSME
collective mechanisms. These models help foster a mindset of “coopetition”
among MSMEs, and enable them to trade in volumes as one.

∙ We call on AMS to share and exchange good practices in MSME clustering across
the region, and adopt and adapt these to local circumstances as applicable.

56
We urge that in the work to translate these imperatives into actions at the regional,
national and local levels, the prominence of women in creating, propelling and
sustaining small enterprises be fully recognized, and that gender-responsiveness be
ensured in all we do in pursuit of MSME development.

We also call on governments to provide ample budgets for programs and initiatives in
pursuit of the 7Ms, promote an enabling and attractive business environment, and
pursue affirmative action for MSMEs.

Lastly, we welcome the UN General Assembly’s declaration of June 27 every year as

MSME Day, and trust that with such recognition from the community of nations,
MSMEs will henceforth be front and center in the pursuit of shared prosperity well
beyond ASEAN.
 57

Manila Call to Action for

ASEAN MSMEs
(with recommendations specific to the Philippines) 58

MANILA CALL TO ACTION FOR ASEAN MSMEs1

7Ms to MSME Development
July 14, 2017

We, participants in the ASEAN 2017 MSME Development Summit spanning the private
sector, civil society and government from across ASEAN; having brought together our
collective knowledge, perspectives and experience in discussions prior to and during
the Summit; recognizing that micro, small and medium enterprises must be full
participants and beneficiaries of the economic dynamism that closer regional economic
integration brings; seeing wide scope for further strengthening the role and
contribution of MSMEs in attaining a dynamic, inclusive and people-centered ASEAN
Economic Community; and intent on helping translate the ASEAN Strategic Action
Plan for SME Development 2016-2025 into concrete actions and initiatives; hereby call
for the following deliberate actions to foster greater prominence of small enterprises in
the region, driven by a holistic strategy embodied in the 7Ms of MSME Develop-ment:
Mindset, Mastery, Mentoring, Money, Machines, Markets and Models:

On Mindset, Mastery and Mentoring:

1. Integrate entrepreneurship values and skills in the educational system

spanning all levels. Young people must be motivated not just to prepare for a job,
but to create jobs as well, and be equipped to direct their interests, competencies,
and talents toward creating wealth and employment via active entrepreneurship.

∙ We call on ASEAN’s Education Ministers to develop strategies to mold a strong

entrepreneurship culture among ASEAN’s children and youth.
∙ For the Philippines, we call on the Department of Education to design the K+12
curriculum to instill entrepreneurship values at an early age, and
entrepreneurship skills once in a position to put it into practice; and hasten to
put the Youth Entrepreneurship Act into action.

2. Foster in all government entities a convergence mindset that recognizes the

centrality of MSME development in achieving dynamic and inclusive
economies. Coordination mechanisms must be strengthened to ensure
comprehensive and holistic support for all aspects of MSMEs’ needs.

1
The ‘Manila Call to Action” Document addressing ASEAN excludes the Philippines-specific
recommendations.

EnablingBusiness,EmpoweringConsumers

OFFICE OF THE SECRETARY

59
5/F Industry and Investments Building, 385 Senator Gil J. Puyat Avenue, 1200 Makati City, Philippines
Telephone (632) 899.7450 Fax (632) 896.1166 E-mail: [email protected] www.dti.gov.ph
∙ We call on ASEAN Member States to ensure an orchestrated, all-of-government
effort for MSME promotion and development, via creation of MSME
Development Councils or similar mechanism where absent, technically
supported by an apex agency for MSMEs with access to all relevant government
entities with a role to play in MSME development.
∙ For the Philippines, we call for strengthening the MSME Development Council in
its mandate, structure and functions, to: (1) Include other departments with
vital contributions to make (DPWH, DOTr, DICT); (2) Expand the private
sector’s role and participation; (3) Appoint private sector and government Co-
Chairs who can be effective and influential MSME champions; and (4)
Establish a well-staffed, full time technical Secretariat possibly with composite
membership drawing from the Council’s member agencies/entities.

3. Support and pursue ABAC’s ASEAN Mentorship for Entrepreneurs Network

initiative (AMEN), aimed to facilitate scaling-up of micro and small enterprises
via active mentorship. Successful enterprises are urged to serve as peer mentors
sharing their experiences in overcoming business hurdles and maximizing
 opportunities.

∙ We call on the AMS to provide an enabling environment for business-to business

mentorship within and across the ASEAN economies, including appropriate
incentives and special business mentor visas to ease cross-border mentoring
arrangements.
∙ For the Philippines, we call for establishment of an Innovators Program to
identify, accredit, certify and mobilize innovators who could foster and mentor
MSMEs under a well-organized and monitored system. Incentives may be
considered for innovators in the form of tax breaks, business promotion
opportunities, and a recognition or awards system, thereby helping attract and
retain local innovators in the country.

On Money Access:

1. Develop, promote and expand alternative financial instruments to better serve

MSMEs’ financing requirements. Financing options for MSMEs may be extended
to include movable collateral, export packing credits, receivables financing, social
venture capital, securitized investments, and online crowd funding mechanisms,
among others.

∙ We call on the ASEAN Finance Ministries and central banks to collectively

address policy and institutional hurdles impinging on the flow of financial
resources to MSMEs where they are underserved by the formal financial
system.
∙ For the Philippines, we call for active implementation of the Credit Surety Fund
Cooperative Act, establishing a Credit Surety Fund that provides a surety
cover to secure MSME bank loans, funded by well-endowed and well-
managed member-cooperatives, local government units, and government
financial institutions.

60
2. Provide an appropriate regulatory framework to govern development banks
and other financial institutions addressing MSME financial requirements, to
enable them to fulfill their avowed mission. The regulatory framework applied to
commercial banks is not compatible with the mission of financial institutions
mandated to serve the needs of small farms and firms, a function that is inherently
costly and traditionally requires occasional public support.

∙ We urge ASEAN central monetary authorities to apply a set of rules distinct from
those applied to commercial banks, which would enable, rather restrict SME and
small farm finance institutions in effectively serving MSMEs’ financing needs.
∙ For the Philippines, we call for formulating and applying a distinct set of
governance rules for development finance institutions (e.g., DBP, Land Bank,
SB Corp) that is compatible with their mandate and mission for financial
inclusion.

3. Strengthen credit worthiness of MSMEs through improved financial literacy

and management, risk-sharing schemes, and a credit information system.
MSME mentoring on financial literacy and management must be institutionalized
and up scaled, and alternative credit scoring systems pursued through creative use
of data analytics with alternate data not typically used in credit reports.

∙ We call on ASEAN governments, especially finance and trade ministries; private

sector, especially financial institutions; and civil society groups, especially
associations of financial executives and accountants, to institutionalize
programs to assist MSMEs build capacity on financial literacy and management.
 ∙ For the Philippines, we call on industry organizations and cooperatives to
consider acting as conduit for loans to their member MSMEs; and barangays
and communities to take more active roles to help better address and manage
risks in MSME lending.

On Machines:

1. Explore establishment of an ASEAN MSME R&D Center focused on gathering

and developing technologies serving MSMEs’ peculiar needs, particularly to
improve their productivity and environmental sustainability. With closer regional
integration through the AEC comes the need for a MSME-focused technology
center with a region-wide scope.

∙ We call on the AMS to pool resources and exert efforts toward establishment of an
ASEAN MSME R&D Center, possibly tapping assistance from better endowed
dialogue partners.
∙ For the Philippines, we call on private sector and academe to collaborate in
establishing Innovation Hubs, ideally near universities or industry clusters,
where innovators and MSMEs can gather and incubate new ideas while
utilizing shared facilities of DOST, DTI, UP, DICT, and the like.

61
2. Improve the responsiveness of government’s machine and technology
assistance programs to MSMEs’ priority requirements. Experts should
determine machine specifications most responsive to MSMEs’ needs, and identify
equipment needs for each stage in the value chain, with due consideration for
machine-labor complementation.

∙ We call for closer coordination and collaboration between ASEAN’s science and
industry ministries in providing machine and equipment requirements of MSMEs
across the region.
∙ For the Philippines, we enjoin LGUs, local chambers of commerce and civil
society groups to jointly and proactively help in identifying machine needs,
consolidating machine programs, and matching them with local MSMEs.

3. Provide more platforms and opportunities for knowledge sharing among

MSMEs on non-proprietary machines and technologies.

∙ We call on ASEAN institutions and organizations to convene regular machine fairs

and training programs that will bring together equipment and technology
producers, exhibitors, traders, buyers, end-users especially MSMEs, and other
stakeholders.
∙ For the Philippines, we call on DTI to further widen the reach of its Shared
Services Facilities (SSF) program to expand MSME awareness, access, and
utilization; and closely link or unify it with DOST’s Small Enterprise
Technology Upgrading Program (SETUP) to maximize impact on MSME
productivity.

On Markets:

1. Work towards a unified ASEAN Digital Marketplace that will extend MSMEs’
reach beyond national borders. A region-wide online platform where MSMEs can
readily trade in both products and inputs across the ASEAN economies remains
elusive. This requires digital infrastructure that ensures wide connectivity all across
the region, harmonized e-commerce legal frameworks, and trade facilitation
measures accessible to MSMEs.
 ∙ We call on AMS to move the e-ASEAN Framework Agreement forward,
particularly toward harmonizing e-commerce laws across the AMS including on
privacy and consumer protection, and establishing a true ASEAN e-commerce
platform, to permit ASEAN to keep pace with rapid e-commerce growth
worldwide.
∙ For the Philippines, we call on government and the telecommunications industry
to address the country’s glaring lag in Internet speed, quality and cost relative
to the region, and establish a wide and secure e-payments system to facilitate
wider e-commerce.

62
2. Strengthen the monitoring and compliance system on quality standards in
accordance with the ASEAN Standards and Conformance Strategic Action
Plan, essential for global competitiveness of ASEAN products and services.

∙ We call on the AMS to strengthen their respective quality infrastructure, including

provision of adequate and easily accessible testing centers and standards
monitoring tools, among others.
∙ For the Philippines, we call on Congress to pass the overdue National Quality
Infrastructure Act. We also call for unified efforts by DTI, DA and the private
sector to push the country brand in products and services with a distinct
Philippine quality and character (e.g., Philippine Mangoes, Philippine Tuna,
and Philippine Bangus).

3. Widen the linkages of MSMEs to the ASEAN regional value chains through
business matching support and better information systems, such as the
ASEAN Trade Repository. A centralized information platform could be established
containing geographic information on availability of raw materials, food and product
demands, market trends, and product standards, among others.

∙ We call on the ASEAN Business Advisory Council to develop a regional MSME

business matching mechanism built on a MSME information system, drawing on
national ABACs to gather the needed information.
∙ For the Philippines, we call on DTI and ABAC-Philippines to pursue a public
private mechanism for matching foreign and domestic companies with
MSMEs in viable value chain relationships, starting with assembling an
appropriate information base, and tapping large companies to support the
needed market research. We also call on government to undertake affirmative
action for MSMEs in government procurement.

On Models of Business:

1. Gather, compile, organize, and disseminate information on available business

models that may be employed by start-up MSMEs, e.g., in an ASEAN MSME
Starter Kit Map. The tool can guide starting entrepreneurs in setting up their
business based on proven models/success stories.

∙ We call on the ASEAN BAC to lead initiatives in creating and compiling a directory
of available franchises, successful business templates, and open access
software that can help MSMEs start and sustain operations
∙ For the Philippines, we call on Congress to pass the proposed Start-Up
Business Bill, providing tax exemptions for newly established and registered
MSMEs, and encouraging entrepreneurs to explore new business models,
innovative products and solutions, and creative new ways to do business.
 63
2. Promote social enterprises that highlight community-based approaches to
enterprise development. An enabling and nurturing environment is needed for
community-based and oriented enterprises to flourish.

∙ We call on AMS to develop a tracking and monitoring mechanism to identify and

assess the impact, progress, and learning from existing social enterprises.
∙ For the Philippines, we call on social enterprise practitioners and advocates to
intensify efforts to raise awareness and secure government buy-in for an
enabling policy framework for social enterprise, and on Congress to pass the
Social Enterprise Bill that provides mechanisms to widen community-based
and –oriented enterprises.

3. Foster wider MSME clustering to achieve economies of scale via clustering

models such as co-ops, “corporatives,” nucleus farming, and other MSME
collective mechanisms. These models help foster a mindset of “coopetition”
among MSMEs, and enable them to trade in volumes as one.

∙ We call on AMS to share and exchange good practices in MSME clustering across
the region, and adopt and adapt these to local circumstances as applicable.
∙ For the Philippines, we call on DTI and DA to work together and with other
stakeholders to foster clustering of agri-enterprises per town or province,
incubate an effective business model for them, and help them integrate into
value chains. Negosyo Centers and other intermediaries (e.g., MFIs) can in
turn assist them gain access to business development resources, markets,
and technologies.

We urge that in the work to translate these imperatives into actions at the regional,
national and local levels, the prominence of women in creating, propelling and
sustaining small enterprises be fully recognized, and that gender-responsiveness be
ensured in all we do in pursuit of MSME development.

We also call on governments to provide ample budgets for programs and initiatives in
pursuit of the 7Ms, promote an enabling and attractive business environment, and
pursue affirmative action for MSMEs.

Lastly, we welcome the UN General Assembly’s declaration of June 27 every year as

MSME Day, and trust that with such recognition from the community of nations,
MSMEs will henceforth be front and center in the pursuit of shared prosperity well
beyond ASEAN.

64
65
APPENDIX A.
List of Action Items (Projects/Activities) for each Action under the Strategic Goals
(To be validated and updated during the Action Planning Workshop with Concerned Agencies)
Strategic Goal 1 IMPROVED BUSINESS CLIMATE
An improved business climate at national and local levels that will make it easier for MSMEs to sta
business. The overall business climate that exists in a country should be conducive for MSMEs to
requires programs of the government to be geared towards encouraging and supporting people to
businesses. In order to achieve this strategic goal, the following strategies and action plans will b

STRATEGIES Simplify, standardize, and harmonize MSME related rules and regulations at local and national levels, tha
MSMEs to tap the opportunities in macroeconomic policy, infrastructure development, trade deals, etc.

ACTIONS ACTION ITEMS Timelines Responsi TYPES OF MEASUR

ble L
B
C H K

agency/ie
H
a
n
a
a
S
u
w o

s
o
u r

p h

s i m
f
l w

m a

d
a

r
l

c
i e
i
a
P
n n

i o
d

n
t o
g
g
n
y g

i e
i

z
c

a
i

s
i

Expedite delivery of Establish more Negosyo Centers

MSME assistance nationwide
services;
Establish an online Negosyo Center

Expand MSME BDS network thru

incentives for SMEs to use private
BDS (e.g., voucher programs on
SME
assistance, technical training, etc.)

Enhance the ASEAN On-line SME

Academy1

Streamline business Pursue with DICT online business

permit and licensing registration system
systems;

1
ASEAN Strategic Action Plan for SME Development 2016-2025: Strategic Goal E, E-1-1, no. 2; To be managed by the Philippines beginning 2018. 66
 Implement the streamlining of business
registration under the Joint Memorandum
with DTI, DILG, etc.

Remove restrictions, Institutionalize support to Inclusive

provide incentives and Business Models under the
promote job creating Investment Priorities Plan
investments;
Create incentive programmes for large
enterprises to train local MSMEs to
enable technology transfer2

Enhance incentives for innovation

awards and knowledge-based creative,
green industries3, and manufacturing
and knowledge-based industries4

Reduce regulatory Pursue passage of Ease of Doing

burden that confronts Business Bill
the MSMEs
Implement the BMBE law

Foster in all Strengthen MSME institutions i.e.

government entities a MSME agency/office
convergence
mindset that recognizes Strengthen the MSME Development
the centrality of MSME Council in its mandate, structure
development in and functions6
achieving dynamic and
Establish a well-staffed, full time
inclusive
technical MSMEDC Secretariat possibly
economies5
with composite membership drawing
from the Council’s member
agencies/entities

2
ASEAN Strategic Action Plan for SME Development 2016-2025: Strategic Goal A, A-2-2, no. 1
3
ASEAN Strategic Action Plan for SME Development 2016-2025: Strategic Goal A, A-3-1, no. 2
4
ASEAN Strategic Action Plan for SME Development 2016-2025: Strategic Goal A, A-3-1, no. 3
5
ASEAN 2017 MSME Development Summit, Manila Call to Action: 7Ms to MSME Development “On Mindset, Mastery and Mentoring” Deliverable 1.2 6
ASEAN 2017 MSME Development Summit, Manila Call to Action: 7Ms to MSME Development “On Mindset, Mastery and Mentoring” Action 1.2

67
Promote productive agglomerations
and clusters enhancement (e.g.,
startup ecosystems, industry clusters.
Etc)

Develop/review innovation strategy to

strengthen the Philippines as the
regional hub for startups

Strengthen local economic

development (e.g., support to micro
enterprises incl. those that support
local tourism)

68
Strategic Goal 2 IMPROVED ACCESS TO FINANCE
An improved access to finance would make public and private financial institutions work and int
to provide more formal market-based financing in an equal and fair manner to all MSME. Aspirin
usually do not have capital of their own, and normally need external financing. The Plan seeks to
priced capital financing facilities for MSMEs and simplify documentary and collateral requiremen
achieve this strategic goal, the following strategies and action plans will be implemented:
 STRATEGIES Streamline and simplify loan processes for MSMEs, creating the necessary enabling environment that e
banks and relevant financial institutions to reach MSMEs at the ground level while equipping them with
enticements to avail of financing through formal financial channels.

ACTIONS ACTION ITEMS Timelines Responsible TYPES OF MEASUR

agency/ies L
B
C H K

H
a
n
a
a S
u
w o

o
u r

p h

i m
s
f
w
l

m a

d
a

r
l

c
i e
i
a
P
n n
i
o
d
n
t
o
g

y
n
g

i e
i

z
c

a
i

s
i

Streamline and simplify loan Develop streamlined and unified loan

requirements and processes requirements for MSME loans.
for MSMEs and cooperatives;

Build capacities of financial Build capacity of industry organizations

institutions and cooperatives to and cooperatives as loan conduits for
provide business development their member MSMEs
assistance to MSMEs;

Provide financial literacy Strengthen credit worthiness of

trainings for MSMEs; MSMEs through improved financial
literacy and management, risk-
sharing schemes, and a credit
information system7

Institute policies and programs Enhance other financial infrastructures

7
ASEAN 2017 MSME Development Summit, Manila Call to Action: 7Ms to MSME Development “On Money Access” Action 2.3

69
for innovative financing such as the guarantee system

Prioritize and champion the passage

of enabling laws or in instituting
policies and programs that will enable
financial institutions to lend more to
MSMEs.

• Advocate and champion

prioritization with relevant
agencies especially with NEDA
LEDAC and Office of the President

Formulate and apply a distinct set of

governance rules for development
finance institutions (e.g., DBP, Land
Bank, SB Corp) that is compatible with
their mandate and mission for financial
inclusion8

Develop, promote and expand Promote the use of movable assets

alternative financial as collateral
instruments to better serve
MSMEs’ Work with SMEs through Go Negosyo,
financing requirements9 and BSP Financial Inclusion outreach
to increase awareness and train
banks
 Actively implement the Credit Surety
Fund Cooperative Act, establishing a
Credit Surety Fund that provides a
surety cover to secure MSME bank
loans, funded by well-endowed and
well-managed member-cooperatives,
local government units, and
government financial institutions

8
ASEAN 2017 MSME Development Summit, Manila Call to Action: 7Ms to MSME Development “On Money Access” Action 2.2
9
ASEAN 2017 MSME Development Summit, Manila Call to Action: 7Ms to MSME Development “On Money Access” Deliverable 2.1 70