Livelihood Business Proposal: Brgy. Runruno, Municipality of Quezon, Nueva Vizcaya 3713, Philippines

LIVELIHOOD BUSINESS PROPOSAL
I. Identifying Information
A. Sub-Project Title: SUPPORT TO LOOM WEAVING OF IP COSTUMES

B. Name of project proponent: Runruno Indigenous People’s Organization
(RIPO)
C. Location: Runruno, Quezon, Nueva Viscaya
D. No. of beneficiaries: 10 Female from 5 IP tribes (Kalaguya, Ibaloi, Tuwali,
Ayangan and Kankana-ey)
E. Contact Person: Danny Pacantes/Catalina Maanao
Position: RIPO President/IPMR
Address: Runruno, Quezon, Nueva Viscaya
F. Sub- Project Cost: Php95,000.00
G. Source of Fund: FCF-SDMP Fund
II. Rationale:
Runruno is the most interior barangay of the municipality of Quezon, Nueva Viscaya.
The original Igorot inhabitants of the barangay is Kalanguya but many tribes migrated
in the barangay to seek better fortune through farming and gold mining. Runruno
Indigenous People’s Organization (RIPO) was organized since 2015 through the
assistance and guidance of the national commission on indigenous people (NCIP) in
barangay Runruno and with the support of the indigenous people’s mandatory
representative (IPMR) municipal representative Hon. Victor Cadingan. The RIPO was
composed of five tribes namely Kankanaey, Ibaloi, Kalanguya, Twali and Ayangan.
Each tribe composed of three tribal elders a total of fifteen elders and their role are tribal
advisers and as representative of every tribe whenever meeting are conducted in the
barangay and other IP activities.
Traditional weaving defines the cultures and behaviors of these tribes. But
modernization and commercialization has affected the traditional art of weaving.
Patterns from woven cloth are now copied into fabrics that are manipulated easily by
factories. But more importantly, it results to the decline in the practice of weaving itself
by the local craftsmen. Not only is that, weaving also a source of additional income to
the IP.
One way for cultural heritages are preserved is to preserve it in living form ensuring its
transmission to the next generation.
Runruno Gold-Molybdenum Project

Brgy. Runruno, Municipality of Quezon, Nueva Vizcaya 3713, Philippines
Phone: (02) 659-5662 Email : mail@fcfminerals.com
Website: www.fcfminerals.com
Skilled weavers are diminishing by a year is another hurdle. Weavers are old and the
younger generation is not interested in the tradition. Market development, enterprise
management and product development are another.
These challenge is need to address and let the younger generations aware on the rich
culture and heritage of the community. Ensuring that none of the traditions will be
neglected or die down.
Weaving is an age old industry. Started since women started weaving their skirts, belts
and men’s G-string then to blankets and burial cloths. The woven products were utilized
as clothing, as status symbol (Kadangyann-rich and Kudo-poor), as cultural material
during rituals, festivities, death and heirloom and as a contemporary fashion (clothing,
fashion accessories and home furnishing). Weaving is to have something to do after
farm and house works rather doing nothing. As an alternative source of income. Even
if not sold, they weave to have something for special occasions, for token and social
responsibility in the event of death.
Skills training on weaving is needed to ensure that the spirit and true sense of the
tradition is not lost. IP members who will be trained will continue to produce woven
products such as tapis (wrap around skirts for women), ladies belt and topper, wanes
(G-string for men), head gear for men, table runner and other.
Among the ten (1) identified IP member beneficiaries, there were two (2) who has a
basic knowledge on weaving. With their presence in the group, they could impart their
skills to their co-IP member.
The 10 members who will be trained will venture into business.
Thus, the BLGU in partnership with FCF Minerals Corporation allocated fund from
SDMP 2019 budget in support to the weaving project of Barangay Runruno.
III. Project Objectives

a. General Objectives:
Generally, the project aims to preserve culture and tradition of the community
and provide additional source of income to the identified 10 IP members.
b. Specific:
1. To assist and develop members to be self-reliant, productive and
business oriented entrepreneurs in the next 5 years of operation.
2. To provide skills training on weaving to 10 IP members.
3. To increase income of the IP members involved in the production
by at least 20% in the next 2 years.
4. To produce woven materials such as costumes for the 5 tribes, table
runners and place mat.
IV. Project Description

The project is composed of four components namely the Conduct of Skills Training
on Back Strap Loom Weaving, In-house Session on Weaving, Production and
Marketing.
a) Conduct of Skills Training on Back Strap Loom Weaving
1. Community Based-Training
Members who will be attending the training should possess the following
requirements: able to read and write; able to communicate, verbal or non-verbal; and
Basic arithmetic skills.
Conduct of training on weaving specifically on back strap weaving wherein two
(2) members coming from each tribe namely Kalanguya, Ibaloi, Ayangan, Tuwali and
Kankanaey are identified to participate on the training. The training will be a
community based training to be conducted in the barangay hall for 5 days.
Lecture and actual weaving will be done throughout the duration of the training.
Basic introduction of weaving, setting up the back strap loom, how to use the back
strap loom and actual weaving will be done during the training.
2. In-house session on weaving
The weavers will be having an in-house session on weaving to further enhance
their skills with the presence of the skilled member of the group who will be in-
charge in coaching/teaching the weavers. This will be done twice a week for a
duration of one (1) month.
b) NC II Assessment of Weavers
Through partnership with the Technical Education and Skills Development
Authority (TESDA), the weavers will be having a NC II assessment by an
accredited TESDA assessor. There are three (3) units of competency to be assess,
the basic competencies, common competencies and core competencies. Under the
core competencies, the following will be assess; conduct pre-handloom weaving
activities, perform back strap loom weaving and conduct post-production activities
A person who has achieved this Qualification is competent to be a handloom weaver
and handloom operator.
c) Production
After the training and assessment, the participants will have a good sense of the
general principles of weaving, weaved a sample pieces of IP items and gained skills
on back strap weaving on which they will apply in weaving IP costumes on their
respective tribe. Eventually this will serve as additional source of income of the
identified beneficiaries.
Thread and other weaving materials shall be procurred.
d) Marketing Activities
The group of weavers will promote their woven products through participating
in the upcoming local trade fair at Barangay Runruno. Sample woven products will
be displayed during the trade fair.

V. Plan of Action
A. Technical Plan
1. Description of the project site- The livelihood business is located in Sitio
Compound, Runruno, Quezon, Nueva Vizcaya. This will be managed at
home where there is a separate space in the house of the master weaver itself
for the business related activity. Here all the waving process will be done
and also the raw materilas is stored.There will be two (2) on each tribe a
total of 10 members to implement the project.
2. Number of Production Cycle/Year- The group will meet twice a week for
the production of woven textile products.
3. Production Scheme- The project will be implement by two member per
tribe. This is done without the use of electricity. Commercial
polyester/slasher thread is the raw materials for weaving
4. Technical Training Requirements- The group of weavers must undergo
social, managerial and technical training. Social Training will involve; value
formation/entrepreneurial mind set, leadership, team building and
organizational management among others. Managerial training will include;
livelihood business planning, strategic development planning, simple
financial management and record keeping. Technical trainings include
setting up the back strap loom, warping and wept, weaving process and
marketing.
5. Practice Occupational health and safety procedures- Use of appropriate PPE
and controlling hazards/risk in workplace during weaving should be
consistently followed.
Table 1. Skills Training on Back Strap Loom Weaving Budgetary Requirements

A. Particulars Quantity Unit Unit Cost Total Cost
a) Basic Loom Weaving
Training
Back strap loom with weaving 10 sets 2,380.00 23,800.00
chairs
Training kit(tape measure, scissor, 10 sets 258.00 2,580.00
nylon, wooden ruler, polyester
thread-green)
Professional fee of trainor (first 5 Man- 1,650.00 8,250.00
trainer: Php600/day, second trainer: days
Php1,000/day)
Tarpaulin -3 ft by 4 ft 12 Ft2 25.00 300.00

SUBTOTAL Php34,930.00
b) In-house Weaving Session
Honorarium of 2 trainor at 8 Man- 600.00 4,800.00
300.00/day days
Meals- 8 lunch x 10 pax for 8 days 80 serve 80.00 6,400.00
SUBTOTAL 10,800.00
Total Cost Php45,730.00
Table 2 NC II Assessment of Weavers

Particulars Quant Unit Unit Total Cost
ity Cost
Inputs/Materials/Tools and
Equipment
TESDA Assessment fee of 10 pax 10 pax 400.00 4,000.00
Meals for 3-days assessment for 1 33 serve 80.00 2,400.00
assessor and 10 pax @ 80.00/serve
Snacks for 3 days assessment for 1 33 serve 20.00 660.00
assessor and 10 pax @ 20.00/serve
Total Cost Php7,060.00
Table 1.3. Operationalization of Loom Weaving Project

Particulars Quantity Unit Unit Cost Total Cost
Thread/Yarn-assorted color 137 kg 300.00 41,100.00
Nylon 200 meters 5.00 1,000.00
Total SUBTOTAL PHP42,100.00
TOTAL BUGETARY REQUIREMENTS: PHP94,890.00

A.3. Fixed Asset Requirement and Periodic Depreciation Costs – All fixed assets such as
equipment and machinery, land and structures, furniture and fixtures, necessary in the
implementation of the business shall be identified with corresponding cost. Acquisition and
construction costs of the fixed assets shall be needed in determining the financial viability. The
total amount used in the acquisition and/or construction shall be used in the determination of
the capital requirement of the business venture. The concept of depreciation is introduced as
basis for applying the costs of usage of all fixed assets in the operation of the business venture.
Depreciation refers to the allocation of regular amount for the wear and tear of the fixed assets
for a pre-determined period of time. This period of time depend on the type of assets used. It
is recommended that a straight-line method be used because it is easy to understand and apply.
In this method, depreciation is determined by dividing the costs of the fixed assets by the
number of years of estimated life. For each of the fixed assets, it is presumed that there will be
no scrap value of the assets at the end of the life span.

Table 2.1. Fixed Asset Requirement and Periodic Depreciation Costs
Fix Asset Qty Acquisition Life Annual

Cost Span Depreciation
(Years)
Back Strap loom with chair 10 2,380.00 5 476.00
Total Cost 23,800.00
Purchased Cost
Annual Depreciation = ----------------------------
Estimated Life Span
B. Organizational and Management Plan
1. Personnel
The trained weavers from each tribe composed of two members per tribe
will manage the operation of weaving project from procurement of
needed materials until marketing.
2. Bookkeeping
Will be responsible in the entering of the day transaction into records
and make the financial summary on a regular basis.
3. Tribal elder/leader
Act as an adviser and responsible in attending meeting whenever RIPO
elders requires.
4. Assisting Organization’s Role/Responsibility
Aside from the personnel trained to manage for this project and the tribal
leaders as advisers, the tasks and working relation of the project holder
and the assisting organization shall be clearly defined and agreed upon.
To strengthen monitoring and evaluation of project performance and

immediately respond to issues affecting project implementation, a
monthly meeting shall be establish with the project staff and the advisers
of the project holder. A quarterly shall also be held between the project
holder and the assisting organization for the reporting of project status.
This shall help ensure the immediate execution of relevant policies in a
timely manner for a smooth project implementation.
C. Marketing Plan
The main customers are schools who are renting costumes during programs,
pasalubong centers, retail store owners or the wholesalers, local buyers from the
province of Nueva Vizcaya, Benguet and Ifugao, traders who collect products from
weavers and Baguio City. The social contacts with the retailers and clients can help to
make the products as per needs of the market.

Marketing Objectives
 Establish linkages/commitments into the local market with target buyers
such as pasalubong centers, retail store owners or the wholesalers, local
buyers .
 Regularly supply as it is needed by the customers.
1. Continuously Satisfying Customer Strategy
 Maintain deliveries of committed volume of product.
 Maintain good quality product.
2. Sales Force Performance Strategy

 Sustainable win-win relationship between supplier and costumer.
 Maintain product quality.
 Provide incentive to marketing in-charge.
 Regular updating of sales trend.
 Offering attractive incentives such as:
a) Free delivery
b) 10% to 20% discounts on volume cash purchases
c) 50 – 50 schemes. Fifty percent cash payment on delivery and 50 percent
Consignment payable for 7-15 days.
d) Consignment 7-15 days
3. Better Than Others Strategy

 Organize marketing in-charge.
 Advertise products in print and broadcast media.
 Organize market day
 Participate on trade fairs and other market matching events
 Survey of potentials market outlets.
 Prompt action to customer’s concern.
4. Control Measures
 Always issue acknowledgement receipts or payment voucher.
 Maintain financial records or books of accounts.
Table 4: Channel of distribution

Target Market Local Institutional
Vendors, stores, Malls, Department stores
Traders; schools
Mode of Delivery Delivery/ Pick-up Cash/ Consignment
Mode of Payment Cash on delivery Cash on delivery
Consignment Consignment
50-50 schemes: 50% cash 50-50 schemes: 50% cash upon
upon delivery and 50% after delivery and 50% after 7-15
7-15 days days
Consignment 7 days Consignment 7 days

Table 3.1: Determination of Selling price
No. Product Prod’n. Average Ave. Ave. Market Total Farm Total Farm
Cost Production Farm Price Gate Sales Market
Gate Sales
Price
1 Woven 117,345.00 392m x 250.00/m Php275.00/m Php98,000.00 107,800.00
textile- 30in
table
runner
Assumptions
For 137 kg yarn/thread-produces 392m long x 30 inches wide woven textile
Cost per meter= Php250 to Php275.00
1 weaver= produces
TOTAL GROSS INCOME= Php275.00/mx392m=Php107,800.00
D. FINANCIAL PLAN
Table 4.1: Projected Capital Investment

Particulars Association FCF BLGU Total Cost
Equity Minerals
A. Labor
Weaving 50,000.00
Marketing 200.00
SUB-TOTAL 50,200.00
B. Materials/Inputs
Thread/Yarn-assorted color 41,100.00 41,100.00
Nylon rope 1,325.00 1,325.00
Back strap loom with weaving chairs 23,800.00 23,800.00
Ruler-wooden 250.00 250.00
Tape measure 100.00 100.00
scissor 570.00 570.00
SUB-TOTAL 50,000.00 67,145.00 117,145.00
TOTAL COST 50,200.00 67,145.00 117,145.00
Table 5.1. Projected Income Statement

Particulars Cycle 0 Cycle 1 Cycle 2
Sales P
A. Labor

Production 50,000.00 50,000.00 50,000.00
Marketing 200.00 200.00 200.00
SUB-TOTAL 50,200.00 50,200.00 50,200.00
B. Materials/Inputs
Thread/Yarn-assorted color 41,100.00 41,100.00 41,100.00
Nylon rope 1,325.00
Back strap loom with 23,800.00
weaving chairs
Ruler-wooden 250.00
Tape measure 100.00
scissor 570.00
SUB-TOTAL 67,145.00 41,100.00 41,100.00
C. Depreciation Cost 476.00 476.00
TOTAL PRODUCTION
COST 117,345.00 91,838.00 91,838.00
GROSS INCOME 107,800.00 107,800.00 107,800.00
NET PROFIT -9,545.00 15,962.00 15,962.00
Projected income statement is computed based on production cycle. The income would
increase if they increase the volume of production.
Table 6.1. Projected Cash Flow

1 Quarter
Cycle 0 Cycle 1 Cycle 2 Cycle 3 Cycle 4 Cycle 5 Cycle 6
CASH
INFLOWS
Beginning 15,962.00 15,962.00 15,962.00 15,962.00 15,962.00
Cashflow
FCF Minerals 67,145.00
Labor Capital 50,200.00
Sales:
Production 107,800.00 107,800.00 107,800.00 107,800.00 107,800.00 107,800.00
Total Inflows 117,345.00 107,800.00 123,672.00 139,724.00 155,686.00 171,648.00 187,610.00
CASH
OUTFLOWS
Production Cost
Inputs/Materials 67,145.00 41,100.00 41,100.00 41,100.00 41,100.00 41,100.00 41,100.00
Labor 50,200.00 50,200.00 50,200.00 50,200.00 50,200.00 50,200.00 50,200.00

Depreciation 476.00 476.00 476.00 476.00 476.00 476.00
Cost
Total Outflows 117,345.00 91,838.00 91,838.00 91,838.00 91,838.00 91,838.00 91,838.00
CASH 15,962.00 31,834.00 47,886.00 63,848.00 79,810.00 95,772.00
BALANCE, 0
END
Projected ROI &PBP

Return on investment (ROI) measures the gain or loss generated on an investment relative to
the amount of money invested. ROI is usually expressed as a percentage and is typically used for
personal financial decisions, to compare an association's profitability or to compare the efficiency
of different investments.
Return of Investment =
(ROI) 95,772.00 X 100
117,345.00
ROI = 81.62%
The payback period is the time required for the amount invested in an asset to be repaid by the
net cash outflow generated by the asset. It is a simple way to evaluate the risk associated with a
proposed project. It is expressed in years and fractions of years.
Pay Back Period (PBP) = 91,838.00

107,800.00
PBP = .85 yr
D.1 Collections of production capita (Raw materials and Fixed Asset):

1. Collections of production capital shall be made after marketing of products.
2. Depreciation cost shall be included in the collection.
3. All the payments made by the members shall be acknowledged by the treasurer thru the
issuance of an Official Receipts or acknowledgement receipt. The same shall be
remitted to the treasurer and deposited to association account in the following day after
the collection in the authorized depository bank.
D.2 Scheme in the Sharing of Re-flows and/or their Use:

The production capital collected will be re-used by the group. The group shall allocate from
their share budget for individual replication. Next Batch will wait for the next budget from
association and or FCF.
The net profit from the project will be divided into 70% for the implementing group and 30%
for the association. The 30% share from the association will be divided as follows: 25% Trust
Fund; 25% Additional Capital; 30% will be shared by the members on annual basis and 20%

Calamity Fund. However, the association has the option to use the fund as additional
capitalization of its existing business or another business window/s.
D.3 Control mechanism
The association shall maintain a cash book and project account. All collections and monies
derived from project operations shall be deposited to the said account. No money shall be
disbursed / withdrawn without Board Resolution authorizing the transactions.
A monthly status report of fund utilization and re-flows shall be submitted by the treasurer
noted by the President for monitoring purposes.
D.4 Mechanism in event of default and non-remittance of repayments
The repayment rate is used as an indicator for collection efficiency with respect to the amount
due. In this particular case, the repayment shall be taken from the gross sales of the products
sold; hence, repayment is by individual member. However, in case there is a default of
repayment and the maturity period as stipulated in repayment duration has been lapsed as a
result of negligence on the part of the member-borrower, the association shall imposed penalty
at 1% per month to the unpaid amount.
On the other hand, if the cause of default is by natural calamity that is beyond human control
and after validation to be conducted by the association officers and FCF livelihood staff and if
found to be reasonable the member-borrower shall only pay the capital within the period of
two years to give ample time to recover his losses.
D.5 Savings Generation/mobilization
The proposed business activities also consider generation of savings among the members
through capital build-up (CBU) contribution of Php 100.00 after each cycle.
In order to earn interest such contribution will be lent to the interested members at minimal
interest payable through monthly amortization.
E. Sustainability / Expansion Plan
To sustain members’ active participation, aside from CBU, savings mobilization will be
adopted. This scheme will allow each member to contribute a certain amount as individual
monthly savings with the association. The savings will be treated and entered separately in the
book of accounts of the association.
Annual general membership assembly shall be conducted. This forum will allow the
association to review its performance for the particularly period. It is also with this activity that
the decision of expanding its membership will be decided and approved by the members.
Proper coordination with LGU, DTI, DOST, DA and other line agencies deem necessary. The
LGU on its part should play active role by passing pertinent resolutions or ordinances that will
supports the patronage of the business activities in the locality. Also, financial assistance and
business incentives are another form of supports that the LGU and other agencies can extend
to the association.

Likewise, Department of Trade and Industry on its part will provide technical and the necessary
technology needed in the development of by-products.
Aside from the technology assistance, the DTI and line agencies may also help in providing
market access of the product to the national markets.
F. Monitoring and Evaluation
The monitoring activities will be done to ensure that the business activities are implemented
according to the implementing schedule / business plan. This will be done thru regular/monthly
meeting. This will provide avenue for the officers to appraise themselves on the status of
physical and financial conditions of the project operations. At the same time, at early stage of
the occurrence of any problem or issue the officers can initiate immediate strategies to address
the said problem. Regular meetings will also stimulate active membership participation.
Likewise, to determine the overall performance of the business operations periodic project
evaluation will be conducted. The conduct of periodic evaluation will be done bi-annual. This
will allow the key officers to formulate necessary policies and mitigating measures to address
the unmet deliverables of the project.
On this stage, comparison of targets against accomplishments will be done. One example to
this is the number of kilos obtained based on the projected value. Did the targets are meet or
not. How much of project budgets are being disbursed and if the disbursement exceeded or
below the targets. Another is the target production volume and sales, and etc.
VI. Project Activities and Implementation Schedule

1. Activities and target output
The project consists of three phases namely, preparatory phase, implementation

phase, and empowerment phase.
In the preparatory phase, activities such as recruitment and training of members
and staff from among the tribe members, consultation and project orientation,
and leveling off on the roles and responsibilities of parties involves and signing
of memorandum of understanding (MOU) of the assisting organization and the
project holder.
In the implementation phase, the target market and consumer will be identified.
Then the marketing staff assign will and must establish good business relation
with each other. Also during this phase, the members of the project proponent
will be provided with necessary skills training to improve their economic and
social awareness in the business environment. As a result of such activities, the
beneficiaries are expected to gain strength as responsible and skillful
entrepreneurs. They will also be capacitated with the knowledge and skills
necessary to be socially aware and responsible citizens.
In the empowerment phase, the project is going to assist the partner organization
to take off as an independent, self-reliant organization that can lobby and engage
in various civil and political activities to improve their wellbeing.
Table 7. Implementation Plan

Responsi Source
Time Resources
Activities Location ble Budget of Remarks
frame Needed
Person Fund
August SDMP
Twice a week,
26-27,
Compoun Thread, trainors fee-
2019
In House d- back strap Evangeline Dogwe
Sept. 2- IPMR/C
Training of Antoneth loom, 9,000.00 and Antoneth
3, Sept. DO
Weavers Dumapi chair, 50 Dumapi-
10-11,
Residence meters Php300.00/day/trai
Sept 18-
nor
19
Brgy. 1st Week SDMP
NC II Weaving 10 trainees for NC II
Hall, of CDO 6,000.00
Assessment materials assessment
Runruno October
SDMP After the NC II
Twice a
assessment,
week,
Compoun weavers will start
Production- starting
d- weaving. Their
Operationaliz 2nd week Weaving
Antoneth Weavers 40,000.00 produced will be
ation of of materials
Dumapi displayed during the
weaving October
Residence trade fair/exhibit on
and
December 2019 at
onwards
Brgy. Runruno
Sample SDMP
Participation 1st week weaved
Weavers will
to Brgy. Trade of Weavers/ cloth,
Runruno 5,000.00 promote their
fair/booth Decemb IPMR table
sample weaved c
exhibit er 2019 runner,
etc, booth
285,000.0
TOTAL
0
Prepared by: Assisted by:
ZENAIDA BANIH MARCELO P. SAMACO

Focal Person CRO-Livelihood
Conformed: Approved:
AGNES B. ROSALES HON. JOHN M. BABLI-ING

COMREL Manager Punong Barangay


Livelihood Business Proposal: Brgy. Runruno, Municipality of Quezon, Nueva Vizcaya 3713, Philippines

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LIVELIHOOD BUSINESS PROPOSAL

A. Sub-Project Title: SUPPORT TO LOOM WEAVING OF IP COSTUMES

Runruno Gold-Molybdenum Project

III. Project Objectives

Runruno Gold-Molybdenum Project

Runruno Gold-Molybdenum Project

Table 1. Skills Training on Back Strap Loom Weaving Budgetary Requirements

Runruno Gold-Molybdenum Project

Table 2 NC II Assessment of Weavers

Table 1.3. Operationalization of Loom Weaving Project

TOTAL BUGETARY REQUIREMENTS: PHP94,890.00

Runruno Gold-Molybdenum Project

Fix Asset Qty Acquisition Life Annual

To strengthen monitoring and evaluation of project performance and

Runruno Gold-Molybdenum Project

2. Sales Force Performance Strategy

3. Better Than Others Strategy

Table 4: Channel of distribution

Runruno Gold-Molybdenum Project

Table 4.1: Projected Capital Investment

Table 5.1. Projected Income Statement

Runruno Gold-Molybdenum Project

Table 6.1. Projected Cash Flow

Runruno Gold-Molybdenum Project

Projected ROI &PBP

Pay Back Period (PBP) = 91,838.00

D.1 Collections of production capita (Raw materials and Fixed Asset):

D.2 Scheme in the Sharing of Re-flows and/or their Use:

Runruno Gold-Molybdenum Project

Runruno Gold-Molybdenum Project

VI. Project Activities and Implementation Schedule

The project consists of three phases namely, preparatory phase, implementation

Table 7. Implementation Plan

Prepared by: Assisted by:

ZENAIDA BANIH MARCELO P. SAMACO

AGNES B. ROSALES HON. JOHN M. BABLI-ING

Runruno Gold-Molybdenum Project

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