As the lead agency in social welfare and development, the Department exercises the following functions
- Formulates policies and plans which provide direction to intermediaries and other implementers in the development and delivery of social welfare and development services.
- Develops and enriches existing programs and services for specific groups, such as children and youth, women, family and communities, solo parents, older persons and Persons with Disabilities (PWDs);
- Registers, licenses and accredits individuals, agencies and organizations engaged in social welfare and development services, sets standards and monitors the empowerment and compliance to these standards.
- Provides technical assistance and capability building to intermediaries; and
- Provides social protection of the poor, vulnerable and disadvantaged sector, DSWD also gives augmentation funds to local government units so these could deliver SWD services to depressed municipalities and barangays and provide protective services to individuals, families and communities in crisis situation.
OFFICE OF THE SECRETARY (OSEC) GROUP
Structure of the OSEC Group
The Office of the Secretary (OSEC) consists of the Secretary, the Undersecretaries, and Assistant Secretaries, together with the personnel in their immediate offices, while the OSEC Proper is composed of the Secretary and her direct staff. The OSEC Group will be composed of the OSEC Proper, the Internal Audit Service (IAS), the Social Marketing Service (SMS), and the Office of Strategy Management (OSM).
The Secretary also directly supervises and monitors the performance of 16 Field Offices to ensure the delivery of strategic outputs, including timely, efficient, and effective program implementation. As such, all Field Offices report directly to the Secretary.
A. Internal Audit Service
The Internal Audit Service (IAS) assists management in all matters relating to operations and management control through the independent appraisal of the adequacy and effectiveness of internal controls, and the conduct of management and operations audits.
IAS is composed of two (2) divisions, namely: Management Audit Division – responsible for conducting a separate evaluation of the effectiveness of the internal controls of management systems such as the human resource management system, financial management system, quality management system, risk management system and their sub-systems.
Operations Audit Division – evaluates the effectiveness, efficiency and economy of operations, including the appraisal of the operating systems and their sub-systems.
B. Social Marketing Service (SMS)
The Social Marketing Service is responsible for undertaking advocacy, social marketing marketing and networking activities to promote social change and to nurture the Department’s relationships with its publics and stakeholders. SMS shall institutionalize a feedback mechanism to ensure that the development policies and messages embodied in the vision, mission and goal of the Department are effectively communicated.
The three (3) divisions under SMS are: Public Affairs and Advocacy Division (PAAD) which implements Department’s publicity and advocacy plans in coordination with the DSWD Central Office units, Field Offices and other stakeholders; provide technical assistance to concerned units along media relations, advocacy, social marketing and networking activities; promote linkages with public information, public relations and media offices and organizations; and develop and maintain effective and favorable public relations.
The Media Production Division (MPD) conceptualizes, develops, packages and produces IEC materials using popular language, to include: a system of pre-testing information materials for effectiveness and impact prior to mass production; and of an efficient distribution system for IEC materials produced. MPD also provides technical assistance to DSWD Central Office units and Field Offices along IEC materials development and production.
Communication Development and Research Division (CDRD) undertakes study and assessment of the knowledge, attitude and practice of DSWD publics relative to social welfare and development; formulates and develops a communication and advocacy plan including a feedback mechanism suited to the needs of the DSWD publics; determines and develops core messages based on the vision, mission and goal of the Department; and recommends policies to enhance and strengthen DSWD communication and advocacy programs.
C. Office of Strategy Management (OSM)
The Office of Strategy Management shall devise, integrate and coordinate the development, enhancement and execution of organizational strategies to ensure achievement of DSWD’s vision, mission and goals. Also, OSM’s key functions are the following: integration and clearing-house of existing and any proposals for strategic frameworks and initiatives of the Department; monitors the DSWD’s strategic performance; ensures that key initiatives are undertaken at all levels of the organization to support the strategy; and organize strategy reviews and learning meetings.
OPERATIONS AND PROGRAMS GROUP (OPG)
Structure of the OPG
The Operations and Programs Group (OPG) shall operationalize a focused approach in the development, implementation and management of social welfare and development programs and services. The OPG shall also mainstream the national-initiated and the core poverty reduction programs such as the Pantawid Pamilya, SEA-K and KALAHI-CIDSS.
A. SOCIAL TECHNOLOGY BUREAU (STB)
The Social Technology Bureau is responsible for the development and enhancement of customer- driven social protection technologies1 addressing the current and emerging needs/ issues of the poor, vulnerable and disadvantaged individuals, groups or families.
The three (3) divisions in STB are: Family and Women Welfare Technology Development Division is responsible for the development and management of the pilot implementation of customer-driven social protection technology for family and women welfare.
Children and Youth Welfare Technology Development Division is responsible for the development and management of the pilot implementation of customer-driven social protection technology for children and youth welfare.
Older Persons/Persons with Disabilities/Indigenous Peoples/Internally Displaced Persons Welfare Technology Development Division is responsible for the development and management of the pilot implementation of customer-driven social protection technology for Older Persons/Persons with Disabilities/Indigenous Peoples/Internally Displaced Persons.
ISWSFN and Special Projects Units These units are under the Office of the Bureau Director/Assistant Bureau Director where projects are being carried out by the Bureau with funding from different agencies whether local or international. Projects in these units do not necessarily follow the social technology development phases except for the conduct of pilot testing, guidelines and manual preparation:
B. PROTECTIVE SERVICES BUREAU (PSB)
The Protective Services Bureau (PSB) shall supervise, monitor and provide technical assistance and resource augmentation for responsive and efficient implementation of social welfare and development (SWD) programs and projects to ensure the protection of the vulnerable sectors.
PSB specifically performs the following: Supervises and monitors the operations and implementation of programs/projects and provides technical assistance related to disadvantaged children, youth, women, persons with disabilities, older persons and family and community; and develops and implements a program/project operations review and evaluation system utilizing the program supervision model to ensure effective and efficient programs and projects implementation; develops institutional mechanism to establish and maintain networks/alliances at the national level to support the implementation of SWD programs and projects; leads the planning, coordination and monitoring of all disaster response efforts in accordance with RA 10121, also known as National Disaster Risk Reduction and Management Act of 2010.
The four (4) divisions in PSB are:
Community-Based Welfare and Development Program Division is responsible for the provision of technical assistance and resource augmentation for the devolved and retained community based program/services for the vulnerable sectors such as, children in need of special protection, youth with special needs, women in especially difficult circumstances, persons with disability, older persons, disadvantaged families and communities at risk, to empower and move them to a situation where they are active participants in their development.
The CBWDP division also performs the following specific functions:
- Monitor and provide technical assistance to Field Offices and intermediaries relative to the implementation of retained and devolved programs/services especially those which receive resource augmentation from the Department
- Review and formulate with policy recommendations as bases for the STB’s enhancement of existing community based programs/services
- Study and assess the need of the Field Offices and recommend allocation of program funds and augmentation support for LGUs and other intermediaries
- Serve as secretariat to inter-agency committee on the sector where the DSWD is the chair
- Maintain database on the different sectors and provided technical inputs to field offices in the documentation of best practices along community based programs and services
- Center/Residential Care Services Division
The Center/Residential Care Services Division monitors and provides technical assistance to DSWD facilities rendering residential care and center-based services, particularly in terms of the case management of the residents and clients.
The Center/Residential Care Services Division has the following specific functions:
- Supervise, monitor and provide technical assistance to residential and non-residential care services and facilities;
- Review and evaluate programs or service implementation and endorse recommendations to STB for the enhancement of existing residential and non-residential care programs/services and facilities;
- Assess the need of the Field Offices and recommend allocation of program funds and augmentation support;
- Assess the centers/residential care facilities along areas of Administration and Organization, Program Management, Case Management, Helping Strategies/Services/Interventions and Physical Structure and Safety through the National Inspectorate Committee as basis for action of duty bearers and stakeholders towards achieving “centers of excellence”;
- Coordinate and collaborate with government and non-government entities in planning and organizing programs, projects and activities towards improving and sustaining internal capacities of centers and residential care facilities;
- Manage database on residential and non-residential care services and facilities and provide technical assistance to Field Offices in the documentation of good practices.
Risk Reduction and Management Program Division
The Risk Reduction and Management Program Division leads in the planning, coordination and monitoring of all disaster response efforts in accordance with RA 10121, also known as National Disaster Risk Reduction and Management Act of 2010.
- Develop and enhance program operational guidelines on disaster management and special concerns to ensure smooth implementation in the Field Offices/LGUs and intermediaries;
- Translate international/global standards as applied to local disaster management situations;
- Monitor and provide technical assistance and resource augmentation to Field Offices and other intermediaries for the implementation or management of disaster and special concerns;
- Manage the implementation of disaster management programs/projects and fast track nationwide implementation;
- Enhance existing procedures, structures and mechanisms on disaster data management unit;
- Study and assess the need of the Field Offices and recommend allocation of program funds and augmentation support for LGUs and other intermediaries;
- Act as the Secretariat or focal point for the inter-agency, inter-cluster, inter country
- coordination efforts along disaster management and special concerns; and
- Maintain database of all disaster management and special concerns-related projects and activities and document best practices on these concerns.
Alternative Parental Care Program Division
The Alternative Parental Care Program Division monitors and provides technical assistance to the DSWD Field Offices Adoption Resource and Referral Unit (ARRU) on the requirements and process of issuance of certification declaring a child as legally available for adoption, local adoption and foster care program in accordance with the existing laws and issuances.
- Supervise, monitor and provide technical assistance to ARRU focal persons at the regional level on adoption, certification and foster care;
- Monitor DSWD and other stakeholder’s compliance to turn around period in the issuance of DSWD certification declaring child as legally available for adoption and local adoption;
- Review dossiers of children for issuance of certification to declare child as legally available for adoption and for local matching/issuance of inter-country clearance;
- Review and evaluate certification, adoption and foster care program/service implementation and endorse recommendations to STB as basis for development of new strategies/technologies/enhancement of existing policies;
- Coordinate and collaborate with government and non-government agencies in planning and organizing programs, projects and activities towards improving and sustaining internal capacities of staff handling adoption, foster care and certification;
- Serve as Secretariat to the DSWD National Child Welfare Specialist Group (NCWSG) relative to adoption and other alternative parental care programs/services;
- Manage database on cases of children issued with certification declaring child as legally available for adoption, child placed out to local families, and children placed under foster care.
B. POVERTY REDUCTION PROGRAMS BUREAU (PRPB)
The Poverty Reduction Programs Bureau (PRPB) shall be primarily responsible for the management of SWD core programs and projects for poverty reduction.
- Plan, coordinate and institutionalize the implementation and effective complementation of SWD programs and strategies;
- Monitor, evaluate and document the implementation and results of convergence strategies based on a common M & E framework and systems;
- Develop training designs and programs in coordination with the IDG for institutional and capacity development of the Bureau;
- Develop institutional mechanisms in establishing and maintaining networks/ alliances at the national level to support the implementation of SWD programs, projects and strategies;
- Provide policy recommendations to PPG based on results of program monitoring and evaluation;
- Provide knowledge resources/products to IDG;
- Serve as secretariat to National Inter-Agency and/or Steering Committees lodged with the Bureau, where DSWD is the chair.
There are three (3) divisions in PRPB:
Sustainable Livelihood Division
The Sustainable Livelihood Division is responsible in managing the implementation of sustainable livelihood programs and projects and shall lead the Department’s efforts in establishing linkages and networks for potential partners.
- Manage, monitor and evaluate the implementation of sustainable livelihood programs and projects;
- Identify issues and gaps in the program implementation and makes the necessary policy recommendations to PPG based on results of program monitoring and evaluation;
- Initiate and lead the efforts to network and link with other potential partners for sustainable livelihood program;
- Develop the Sustainable Livelihood Plan, including budgeting and programming of the sustainable livelihood program implementation;
- Coordinate with the DSWD Finance Service and other concerned offices regarding the financial aspect of sustainable livelihood programs;
- Review and enhance operational guidelines/policy of sustainable livelihood programs and projects;
- Manage livelihood-related concerns and special activities such as trade fairs and exhibits;
- Attend inter-bureau and inter-agency meetings related to livelihood programs;
- Provide technical assistance to FOs relative to the sustainable livelihood program implementation;
- Act on livelihood referrals from other offices/agencies and walk-in clients;
- Maintain database on sustainable livelihood programs.
Community-Driven Development Program Division
Community-Driven Development Program Division is responsible for the overall management of the KALAHI-CIDSS project and other projects implemented using the community driven development approach.
- Act as the Secretariat to the National Steering Committee and the National Inter-Agency Committee;
- Plan, direct, and coordinate project implementation across all regions and agencies, including LGUs;
- Recommend to the Project Director, the framework of strategies and procedures – service delivery, training and social marketing/communications systems – within which the units responsible for managing different project sub components will operate;
- Coordinate with the DSWD Finance Service, DBM and COA regarding financial matters of the project;
- Prepare progress reports to the Project Director, National Steering Committee, national oversight agencies, and donor agencies of the project;
- Coordinate the efforts of LGUs, NGOs, media and other partner agencies to monitor barangay sub-projects, in accordance with the procedures instituted by the Project Director and the Project Steering Committee; and
- Recommend to the Project Director any administrative and management issues for resolution.
Pantawid Pamilya Program Division
The Pantawid Pamilya Program Division executes all plans, policies, tasks and activities in the implementation of the CCT program. This division is responsible for the operation of the program systems and procedures through its five major units and five support units.
- Manage and monitor the operations of the Pantawid Pamilya Program;
- Oversee and supervise operations at the NPMO and RPMO levels;
- Provide technical assistance and monitors field operations and implementation;
- Oversee and monitor overall program budget and disbursement and ensures efficient, effective and economical use of resources;
- Formulate, implement and monitor implementation of program policies, guidelines and regulations;
- Evaluate program accomplishments and provides recommendations in changes in program plans, policies and guidelines;
- Ensure the proper coordination and timely information about the program for all agents involved including other central government agencies, province and regional regional governments service providers, beneficiaries, social control groups among others
POLICY AND PLANS GROUP (PPG)
Structure of the PPG
The Policy and Plans Group serves as a venue for communicating, advocating, coordinating and collaborating on matters relating to policy development and plan formulation, information communication technology (ICT) service management, national poverty targeting at household level and liaisoning with the legislative branch and partners for priority social safety nets, social welfare and development policies.
It also serves as a venue to ensure inter-operability (vertical and horizontal) between and among offices, bureaus, services of the central office and the field offices.
The PPG will be composed of the Policy Development and Planning Bureau (PDPB), the Department Legislative Liaison Office (DLLO), the National Household Targeting Office (NHTO), and the Information and Communication Technology ManagementService (ICTMS) [formerly the Management Information Systems Service (MISS)].
A. POLICY DEVELOPMENT AND PLANNING BUREAU (PDPB)
The PDPB is primarily responsible for providing leadership in the formulation, monitoring and evaluation of policies and plans of the Department and of the social protection sector along social welfare and development and social safety nets. It is also responsible in coordinating and facilitating inter-office, inter-bureau and inter-agency meetings on ASEAN, APEC, UN and other bilateral agreements relative to the monitoring of compliance to regional and international commitments/instruments in line with social protection particularly on social welfare and social safety nets. It coordinates the development and promotion of the Department’s policy reform and legislative agenda and in conducting basic and policy researches. The Bureau also provides leadership and/or secretariat support to various technical working groups (TWGs) and inter-office bodies within and outside the Department.
The three (3) divisions in PDPB are:
Planning and Monitoring Division performs the following functions:
- Lead in the formulation of the annual thrusts and directions and annual report of the Department.
- Together with FMS coordinate the preparation of the Department’s Annual Work and Financial Plan.
- Provide planning and monitoring parameters/guidelines in the formulation of the agency, regional and sectoral plans(e.g. planning based on the results of the Program/Performance Review and Evaluation Workshop);.
- Initiate the formulation/updating of the strategic, medium and short-term plans of the Department and the social protection sector particularly on social welfare and development and social safety nets.
- Develop and implement the planning and reporting system of the Department.
- Provide leadership in the enhancement and generation of social protection statistics (social welfare and development and social safety nets).
- Monitoring and evaluation of DSWD organizational performance, programs and projects
- Operationalize the DSWD-wide monitoring & evaluation system.
- Provide technical assistance on social protection planning, monitoring and evaluation, reporting and statistics (e.g. Social Protection and Development Report).
Policy and Research Division
- Provide leadership in the formulation of policies of the Department and of the social protection sector along social welfare and development (SWD) and social safety nets (SSN)
- Provide direction and leadership in undertaking analysis of/for SWD/SSN policies to determine gaps and measures to address the gap in coordination with concerned groups
- Monitor and evaluate the Department’s SWD/SSN policies
- Formulate and monitor the implementation of the Department’s medium-term research agenda.
- Initiate the preparation of research proposals, assessment of research proposals and conduct of research necessary for decision making, planning, policy formulation and legislative requirements
- Provide secretariat support to inter-agency and inter-office committees (e.g. NMDC, NCMB, NCFF, SDC-SCSP and HDPRC)
- Provide technical assistance along policy and research.
External Affairs Division
- Initiate, coordinate and facilitate inter-office, inter-bureau and inter-agency meetings on ASEAN, APEC, UN and other bilateral/multilateral agreements relative to the monitoring of compliance to regional and international commitments/instruments along social welfare and development2/social protection.
- Participate in the formulation of social protection policies at ASEAN, APEC, UN and within the bounds of other bilateral/multilateral agreements.
- Initiate activities in social protection at ASEAN & APEC.
- Lead in the development of project/activity proposals for supporting/funding of the ASEAN and APEC bodies.
- Facilitate the crafting/consolidation of the Department/Philippine position on emerging regional and international issues/concerns for bilateral/multilateral cooperation relevant to the social protection sector.
- Provide technical and secretariat support to APEC and pertinent ASEAN bodies such as AMMSWD, SOMSWD, ASCC, SOCA, ACWC.
- Provide technical and secretariat support for Official Development Assistance (ODA) programs/projects.
B. Department of Legislative Liaison Office (DLLO)
The DLLO, with the guidance of the Department Legislative Liaison Officer, shall promote the priority legislative agenda of the Department and other proposed legislative measures certified as urgent by the President.
- Advocate for the passage of priority policy reforms and development programs through a strategic information dissemination campaign and sustained day-to-day collaboration with the two Chambers of Congress, as well as with other interest groups to generate maximum support for the policy development and legislative agenda of the Department.
- It shall liaise with legislators relative to the implementation of their Priority Development Assistance Fund (PDAF) and Congressional Initiatives (CI) in coordination with concerned offices.
- Provide technical and administrative support to the Department Legislative Liaison Officer in the performance of his/her functions, pursuant to the Memorandum of 13 September 2011 issued by the Office of the President through the Executive Secretary on the subject, “Strengthening the Legislative Liaison System,” Presidential Memorandum Order No. 128 and Presidential Memorandum Order No. 142, “Creating the Presidential Legislative Liaison Office under the Office of the President” in 1987.
C. NATIONAL HOUSEHOLD TARGETING OFFICE (NHTO)
The National Household Targeting Office ensures the development and adoption of relevant unified criteria that identifies poor households who would be beneficiaries of social protection programs. It aims to improve access and utility to/of the national database of poor households of various social protection stakeholders.
The four (4) units in NHTO are:
Information and Technology Unit is responsible in systems analysis and development of the database to include the implementation of appropriate software; and systems administration which covers the establishment of IT policies and protocols and lead in the administration and management of the NHTS-PR database.
The NHTO also has the Statistics Unit, which performs the following functions: Develop and evaluate methodologies and procedures in identifying poor households; Provide recommendations in the development of an efficient targeting system; Generate pertinent statistical data and other poverty related reports that would assist various stakeholders in the implementation of social protection programs; and Develop validation routines to enhance data integrity and accuracy.
The Advocacy Unit performs the following: Promote the adoption of the targeting system as the sole source of beneficiaries for social protection programs; Develop and share IEC materials in the conduct of advocacy and social marketing activities at the national, regional and local government levels in coordination with SMS; Establish and maintain liaison and networking with data users and other stakeholders for data sharing; and Perform follow-through activities to monitor data utilization of data users.
Monitoring and Coordinating Unit is responsible for the following: Formulate, review and enhance policies, systems and procedures for planning, programming, reporting, and monitoring and evaluation of the Project; Develop and implements training programs for Regional Project Management Offices and other Field Staff in coordination with SWIDB; Conduct monitoring and spot checks on the implementation of field activities of RPMOs; Provides technical assistance to the Regional Project Management Offices (RPMOs) to ensure achievement of its annual targets and objectives.
D. Information and Communication Technology Management Service (ICTMS)
The Information and Communication Technology Management Service (ICTMS) [formerly the Management Information Systems Service (MISS)] is the service which strategically supports the Department’s social protection and poverty alleviation strategies for improved quality of life. The service supports the achievement of the Department’s Reform Agenda in its leadership role in social protection and social welfare and development though development, enhancement and maintenance of management and information and communication technology (ICT) systems.
- Responsible in determining and recommending necessary, cost effective infrastructures and systems that enhance the DSWD’s competency for ICT governance.
- Serves as the service manager for the Department- wide ICT systems and infrastructure through a mainstreamed approach.
- Serves and works across offices, bureaus, services and units (OBSUs) and Field Offices (FOs) of the DSWD to sustain the productive application of ICTs to social protection and social welfare and development programs, projects, administration and services.
- Fosters the efficient and effective use of ICT by the DSWD OBSUs by providing advice, tools, information and services to help OBSUs and FOs use ICT to improve administration and service delivery – often referred to as e-government.
- Works with other government agencies, non-government organizations, the academe,
- business, and the citizens and other bodies at various levels to realize and maintain the department’s commitment to e-government and e-governance.
The two (2) divisions in ICTMS are:
Information Systems Development Division (ISDD) has the following functions:
- Lead the formulation of the Information Systems Strategic Plan [ISSP] in consultation with the different offices, bureaus and services;
- Conduct and document business process and requirements analysis, systems analysis and perform design and process modeling;
- Assess and recommend appropriate systems development environment/platforms;
- Design, write, test/debug or troubleshoot applications;
- Maintain the source code of applications;
- Conduct systematic monitoring of software engineering processes, tools and methods used to ensure quality of applications developed;
- Develop and administer testing tools;
- Conduct and document system tests;
- Conduct/implement structured approaches to transitioning individuals, teams and organizations from pre- to desired state to motivate and empower DSWD officials and employees to accept and support the institutionalization of the changes in the business processes brought about by the use of information and communications technology;
- Facilitate the preparation of user manuals, guide and instructions, ICT training design and syllabus; and the implementation of ICT training and competency development activities;
- Conduct assessment/evaluation on how the applications developed and deployed responded to the requirements of the business owners and users;
- Document and track the processing of change requests;
- Provide technical supervision and support to the ICT Management Units [ICTMU] of the Field Offices on the performance of their tasks along systems development, deployment, maintenance and monitoring; and
- Seek and explore knowledge, experiences, information and other references to improve information systems development processes in the Department.
Systems Administration and Integration Division (SAID) has the following functions:
- Implement policies and procedures on infrastructure management and system administration;
- Enforce information security management policies and procedures;
- Document, process and provide interventions to requests for service support;
- Coordinate with other IT teams in the Department on matters pertaining to system administration, information security management and service support;
- Provide technical assistance to users on matters pertaining to system administration, information security management and service support
- Monitor and document issues, concerns, incidents and interventions on system administration, information security and service support;
- Administer Service Level Agreements
- Prepare documentation reports and recommendation on system administration, information security management and service support;
- Partners with other government agencies and private organizations to strengthen system administration, information security management and service support in the department;
- Provides technical supervision and support to the ICT Management Units [ICTMU] of the Field Offices along ICT Service Management; and
- Seek and explore knowledge, experiences, information and other references to improve system administration, information security management and delivery of service and operations support in the Department.
INSTITUTIONAL DEVELOPMENT GROUP
Structure of IDG
The Institutional Development Group shall initiate and sustain the development, coordination and synergy among and in-between DSWD intermediaries and stakeholders to enable them to become empowered, pro-active and highly supportive partners in the delivery of coordinated social services.
Build capacities of its institutional partners through training/capability building, knowledge management, technical assistance, standards development and enforcement, as well as resource generation and management.
Build organizational capabilities towards fostering a culture of excellence and professionalism thru a re-engineered organization that is responsive to institutional and organizational requirements.
- Conduct and regularly update the situational analysis that would look into the institutional and organizational development needs and requirements of the SPPR sector. This is in collaboration with the other clusters and stakeholders;
- Lead in the formulation and periodic review/updating of the institutional and organizational development strategies, policies and plans of the department;
- Harmonize and coordinate the efforts with the different OBS of the department and institutional partners in the implementation of the ID strategies; and
- Conduct regular monitoring and periodic evaluation of the department’s ID and OD strategy implementation.
These are the offices/bureaus under the Institutional Development Group
A. Capacity Building Bureau
Capacity Building Bureau (formerly SWIDB) is responsible for enhancing the competencies of staff and partners (intermediaries and stakeholders) of DSWD in performing and achieving its goals as lead in the social welfare and social protection sector.
- Conducts CBB needs assessment and develop appropriate interventions based on competency requirements of the DSWD staff and stakeholders (intermediaries and partners);
- Update and maintain database for qualified service providers, learning networks, pool of resource persons and training venues for CBB requirements;
- Maintain core groups of specialists to respond to the CBB requirements relative to major sectoral program concerns of the Department;
- Manage and maintain the Knowledge Exchange Center (KEC) as a facility for knowledge exchange and Interaction; and
- Provide technical assistance relative to capability building and knowledge management to DSWD staff and partners (intermediaries and stakeholders)
There are two (2) divisions in CBB:
Capacity Building Division
- Conduct needs assessment for the development and implementation of capability building interventions for DSWD staff and partners
- Update and maintain the database for qualified service providers, pool of resource persons and training venues for the procurement of outsourced capability building service providers.
- Provide technical assistance relative to capability building of DSWD staff and partners
Knowledge Management Division
- Develop the DSWD knowledge management strategies, policies, and framework.
- Establish systems, mechanisms, and procedures for the packaging of knowledge products
- Operate and maintain the Knowledge Exchange Center as the virtual facility of the KSWD Knowledge Management System
- Create linkages and networks with other related knowledge management initiatives in the country, the ASEAN and the Asia-Pacific region
B. Human Resource Development Bureau (HRDB)
Human Resource Development Bureau (HRDB) is responsible for services related to addressing the Department’s manpower requirements and ensuring the well-being of personnel towards greater employee productivity and overall organizational effectiveness. It shall lead the development of policies and systems relative to manpower planning, recruitment and selection, performance management, human resource needs assessment, career development and employee welfare and labor relations.
- Advise management on the development of human resource development (HRD) policies, programs, and standards;
- Implement, review and develop HRD policies and programs for the attainment of organizational goals;
- Conduct research and development studies relative to manpower planning; human resource needs assessment; recruitment, selection and placement; performance management; career management and development; and employee welfare and labor relations;
- Maintain pertinent database relative to human resource development, performance management, career development, and other organizational development concerns;
- Provide technical assistance to support the implementation and enhancement of HRD policies, programs and systems in the Field Offices and other operating units in the Central Office and;
- Maintain effective liaison with other offices relative to its key result areas.
There are two (2) divisions in HRDB:
Human Resource Planning and Performance Management Division
- This Division is responsible for staffing policies and activities which involve manpower planning, recruitment, selection and performance appraisal/management. Its specific functions include:
- Development and implementation of the merit promotion plan for personnel;
- Management, review and enhancement of the recruitment, selection, and placement policies and systems;
- Conduct of job analyses and manpower needs assessments of offices, bureaus, services, units, and projects;
- Review and enhancement of staffing structures along competency-based organizational and systems analyses; and
- Implementation, review and enhancement of the Department’s performance management system and performance appraisal system.
Career Development and Employee Relations Division
This division is responsible for the strengthening of the Department’s career management and development systems, as well as the implementation of activities geared towards the promotion of employees’ welfare and the improvement of employee relations. Its specific functions include:
- Preparation, review and updating of the HR development plans;
- Development and implementation of career management and development programs;
- Development and implementation of a health and wellness program for personnel;
- Management of the medical and dental clinic for workplace health and safety;
- Implementation and monitoring of local and foreign scholarship programs, as well as specialized trainings for personnel;
- Implementation of alternative capability building interventions appropriate to the needs of the Department’s human resources, such as job rotation, reshuffling, teambuilding, work improvement teams, job coaching, career counseling, mentoring, among others;
- Conduct of capability building needs assessments at the individual level and organizational level;
- Coordination with the SWIDB and other units in the planning and development of capability building programs for offices, bureaus, services and units; and
- Provision of assistance to officials and employees relative to their participation in trainings, scholarships, and other personnel development programs.
C. Standards Bureau (SB)
The Standards Bureau is responsible for fulfilling the regulatory and quality assurance roles of the Department.
- Develop national standards on registration, licensing and accreditation of Social Welfare and Development Agencies (SWDAs) and service providers;
- Provide technical assistance to the Regional Field Offices and SWDAs along implementation and compliance to standards;
- Monitor compliance of the FOs, Registered, Licensed and Accredited (RLA) SWDAs and service providers to the set standards on community-based and center-based programs and services;
- Develop policies, provide technical assistance and monitor the implementation by the RLAs and service providers granted authority to conduct national fund drives;
- Facilitate duty-free entry of foreign donations to SWDAs and Service Providers endorsed for duty-free entry and monitor distribution and utilization of the same;
- Develop and manage on-line data base system of SWDAs and service providers; and
- Document good practices along standards regulation and enforcement
There are two (2) divisions in SB:
Standards Development Division has the following functions:
- Conduct environmental scanning on emerging social welfare standards, issues and trends in aid of standards development and legislations
- Conduct dialogue, policy fora and consultation sessions on standards review and development involving SWDAs and other stakeholders e.g. ABSNET.
- Develop/revise/enrich policies, guidelines, tools and instruments for registration, licensing and accreditation of SWDAs and service providers for quality implementation for SP programs/services, fund drives and importation of foreign donations
- Develop and pilot test strategies relative to standards development and enrichment for quality service delivery of SP programs/services
- Conduct of orientation on approved guidelines/standards/tools
- Rationalize a system of grievance and discipline and incentives intended for SWDAs engaged in SWD activities and ensure its implementation
- Advocate legislative agenda relative to the regulation of SWDAs and SWD service providers
- Manage information and maintain databank relative to standards development including documentation of good practices and/or strategies in promoting standards compliance of good practices and/or strategies in promoting standards compliance
Standards Compliance Monitoring Division
Conduct assessment and recommend issuance of corresponding certificates for the registration and licensing of SWDAs and accreditation of SWAs programs and services and service providers
Recommend qualified and eligible registered, licensed and accredited SWDAs and service providers for access to benefits and incentives
- Provide resource augmentation and technical assistance to SWDAs and ABSNET
- Act on referrals from various agencies, organizations relative to the registration, licensing and accreditation and other related standards concerns
- Monitor compliance with SWD standards, rules and regulations on registration, and licensing of SWDAs, accreditation of service providers and SWDAs (NGOs, LGUs and DSWD) SWD programs and services and national fund drives
- Provide technical assistance to SWDAs and ABSNET
- Ensure functionality and sustainability of ABSNET in all provinces, regions and national
- Manage complaints and information on appealed cases on violations allegedly committed by SWDAs for prompt and proper disposition
- Recommend policy measures in addressing gaps in the implementation of policies concerning registration, licensing and accreditation of SWDAs
- Enforce regulatory policies to unregistered/unlicensed SWDAs
- Advocacy on quality improvement guidelines
- Manage information and maintain databank on registered and licensed SWDAs and accredited SWDAs’ programs and services and service providers and other relevant information as basis for program, standards, systems and policy formulation
D. Resource Generation and Management Office (RGMO)
The Resource Generation and Management Office (RGMO) is responsible for the harmonized generation and timely delivery of financial resources and technical assistance for DSWD.
- Conduct periodic review of TA and resource requirements of the Department and shall coordinate with the other OBSUs for the resource generation needs of institutional partners
- Review and analyze project proposals based on identified strategic priorities and monitor implementation of all approved TA activities with the proponent OBSUs and NPMOs.
- Establish and maintain strategic alliances with different Development Partners (DPs) and proponent organizations to ensure timely provision of resources to stakeholders.
- Evaluate completed TA activities and provide policy recommendations to the Department in order to promote mutual accountability for results between DPs and the Government.
- Manage the day-to-day operations of the DSWD Technical Assistance Facility (TAF) and serve as secretariat to the TAF Steering Committee with DSWD as Chair.
- Convene and facilitate coordination between and among the different DSWD technical working groups (TWGs) and TAF Consultative Bodies (CBs) including National
- Government Agencies (NGAs), DPs, intermediaries and other stakeholders.
- Formulate the Annual Technical Assistance and Resource Generation Plan and periodically review the 5-Year Strategic Plan for the operation of the TAF.
- Provide technical assistance in the development and packaging of project proposals based on a resource generation plan.
- Ensure documentation of best practices and lessons learned from technical assistance delivery and resource generation.
GENERAL ADMINISTRATION AND SUPPORT SERVICES GROUP (GASSG)
Structure of GASSG
Provides leadership, staff expertise and support in the management/administration of financial resources, facilities and the physical infrastructure, personnel administration, legal management and assistance, supplies and other logistical management of procurement activities in a manner that is transparent, accountable, proactive, results oriented, and value adding to the stewardship of the DSWD’s resources.
A. ADMINISTRATIVE SERVICE
Administrative Service is primarily responsible for the provision, maintenance and management of logistical requirements to support the Department in the attainment of its vision and mission. It develops policies and formulates plans and programs related to the provision of logistical services and personnel administration. It is also responsible for the provision of services related to procurement, property and supply management, record management, maintenance of properties/facilities, operation of transportation, communication, utility services and supervision of janitorial and security services. It ensures that appropriate management systems and procedures are in place for economical, efficient and effective administrative services.
- Develop and recommend policies, programs, and procedures relative to efficient and effective property management, provision of transportation/ communication/ security/ janitorial services, maintenance of assets/properties and personnel transactions;
- Provide logistical support, strategic services and technical assistance to the Department;
- Responsible for the custodianship of all properties of the Department;
- Ensure policies, programs, systems and procedures on the efficient and effective record management, provision of transportation/communication/security /janitorial services, maintenance of facilities and assets of the Department are in place and implemented; and Implement and monitor personnel programs of the Department.
There are four (4) divisions in AS:
Asset/Property Management Division
- Recommend policies, programs and procedures on management and disposition of real properties, equipment, semi-expendable properties and waste materials;
- Conduct an inventory and keep a record of all fixed assets and semi-expendable
- properties of the Central Office;
- Complete documentation, registry and acquisition of all fixed assets including donations;
- Prepare documents for insurable real properties, motor vehicles and equipment as well as registration, if necessary;
- Responsible for the safekeeping, updating of necessary documentation on the ownership of all real properties and fixed assets of the Department including provision of security, if required;
- Advice the management on applicable laws, rules and regulations on assets occupied by informal settlers, and on how to regulate its entry thereon;
- Codify and document all specific management decision and agreements reached on informal settlers;
- Advise the management on the acquisition and disposition of donated property;
- Responsible in the conduct of annual physical inventory of properties and preparation of reports;
- Responsible in the custodianship of all properties of the Department;
- Responsible for the issuance, safeguarding and updating of Memorandum Receipts for equipment, semi-expendable, and non-expendable properties, including Invoice-Receipts of Property;
- Monitor the insurance of all real properties of the Department nationwide;
- Responsible in the inventory and disposition of unserviceable or obsolete properties through sale or transfer to other government agencies;
- Provide technical assistance to other operating units on area of expertise.
General Services Division
- Develop and recommend policies, programs and procedures for the efficient and effective record management, provision of transportation / communication / security / janitorial services, maintenance of vehicle, equipment, building and ground, as well as other assets of the Department;
- Ensures that the policies, programs, system and procedures on the efficient and effective record management, provision of transportation / communication / security/ janitorial services, maintenance of vehicles, equipment, building and ground, as well as other assets of the Department are in place and implemented;
- Responsible for the provision of efficient and effective record management, including retrieval and disposition, as well as messengerial services. It shall include safeguarding of historical and important documents;
- Ensure the upkeep of the building, equipment and other physical property of the Department;
- Ensures compliance to safety standards of the work place, roadworthiness of the vehicles, availability of water and power supply, clean and healthy work environment;
- Implements infrastructure projects;
- Provide technical assistance on the record management maintenance of equipment, building, facilities and other physical property, as well as engineering and construction works of the Department.
Personnel Administration Division
- Advise and update management on personnel policy and administration;
- Establish and implement an integrated personnel program that shall ensure periodic/regular review of classification and remuneration of positions in the Department;
- Administer policies/rules, monitor and act on all personnel matters relating to attendance, tardiness, leave of absence, retirement, and other personnel records transactions;
- Administer the classification and compensation plan of DSWD positions and personnel;
- Prepare payroll of personnel for salaries and other compensation and benefits;
- Maintain personnel records and files;
- Generate, maintain, and submit personnel statistics/information and reports needed by the management and oversight agencies;
- Maintain plantilla of personnel of the Department;
- Determine and recommend expenditure level of personnel services;
- Prepare/issue appointments and contracts of service of personnel of the Department; and
- Implement administrative and disciplinary sanctions imposed on erring personnel of the Department.
Procurement and Supply Division
- Responsible for the procurement of logistical support whether goods or related services, through either purchase of lease
- Recommend policies, programs and procedures on procurement.
- Ensure that the policies, programs, systems and procedures on procurement of equipment, supplies, materials, related services, and other logistical support are in place and implemented
- Responsible in the forecasting, operation and issuance of stockpile
- Provide technical assistance on logistical concerns
- Supervise the management of the National Relief Operation Center (NROC) including receipt of donations
B. BIDS AND AWARDS COMMITTEE SECRETARIAT
The specific functions of the Bids and Awards Committee Secretariat are:
- Manage and monitor procurement activities and processes for the Bids and Awards Committee (BAC);
- Process bidding and procurement requirements to purchase goods and services;
- Provide technical assistance relative to bidding processes;
- Recommend policies, programs and procedures on bidding; and
- Ensure policies, programs, systems and procedures on bidding goods and services and other logistical support;
- Provide administrative support to the BAC;
- Organize and make all necessary arrangements for the BAC meetings;
- Attend BAC meetings with the Secretary;
- Prepare minutes of the BAC meetings;
- Monitor procurement processes for the BAC, procurement activities and milestones for
- proper reporting to relevant agencies when required;
- Consolidate Project Procurement Management Plan of various units of the agency into an Annual Procurement Plan (APP);
- Make arrangement for the pre-procurement and pre bid conferences and bid openings;
- Be the central channel of communications for the BAC with end users, Project Monitoring Offices, other units of the line agency, other government agencies, providers of goods, works and consulting services, and the general public;
- Provide comments/inputs on project proposals of proponent for PDAF project;
- Check and review Requisition Issuance Slip (RIS) and Purchase Requisition (PR) for end-user from entry-point for proper form prior to endorsement to PSD;
- Ensure that all procurement transactions are included in the Approved APP/PPMP;
- Post invitation to bid and request for quotations;
- Prepare abstract of quotations prior to endorsement to the BAC or the approving authority;
- Provide technical assistance to other offices/units/FOs;
- Provide procurement monitoring report;
- Establish/maintain registry of suppliers;
- Recommend policies re: DSWD implementation of RA 9184;
- Build linkages and networking with GPPB and other major stakeholders; and
- Advocate RA 9184 within the Department and among bidders.
C. FINANCIAL MANAGEMENT SERVICE
The Financial Management Service is responsible for the preparation and implementation of an effective financial plan to support the Department’s program/activities/ projects aimed at achieving its desired outcome and mandate; development and implementation of policies and guidelines for the effective, efficient and economical management of financial resources of the department; management of financial and related non-financial information system to ensure timely compliance with reporting requirements of oversight agencies and statutes, and to support or provide management with relevant information and advice / options in decision making process; and the evaluation and analysis of the operating performance of various responsibility centers of the Department. It is composed of four Divisions: Budget Division, Accounting Division, Cash Division and Management Division.
- Formulate and implement fiscal policies and guidelines of the agency;
- Review and consolidate the Department budget proposal;
- Prepare annual financial plans of the Department;
- Ensure propriety, legality and completeness of claims,/ financial transactions of the Department;
- Provide management and oversight agencies with timely, relevant and accurate financial and management reports;
- Provide efficient and effective management of cash of the Department to ensure optimal utilization;
- Provide financial advice and options to enable management to make sound financial decisions on matters relating to management of assets, liabilities and risks; and
- Provide various units of the Department with staff advice and assistance on budgetary, financial and cash management matters;
There are three (3) divisions in FMS:
- In coordination with the Planning Bureau, formulate key performance indicators (KPI) of bureaus / offices / units of the Department;
- Recommend policies and guidelines in the preparation of annual budget estimates and in the execution of the budget;
- Develop and improve budgetary methods and procedures;
- Provide fund estimates in support of the Department’s operations, plans, and programs/projects /activities;
- Assist management in the presentation of the Department’s budget estimates before the Department of Budget and Management, legislative bodies and other oversight and administrative agencies;
- Prepare annual work and financial plans;
- Certify to the availability of allotments;
- In coordination with concerned units, allocate available funds to priority programs and projects;
- Issue allotment advice in support of the fund requirements of programs/ projects / activities of various offices;
- In coordination with concerned bureaus / offices / units, prepare Operation Performance Analyses (OPA) report indicating variances between actual performance and the set KPIs of said bureaus / offices / units;
- Provide technical assistance to other units in the application and utilization of budgetary methods and the budget system, and other related financial concerns;
- Prepare financial reports for management guidance and as required by higher authorities;
- Perform such other functions as may be provided by law.
- Advise management on financial matters;
- Prepare and submit financial reports to management, oversight agencies, legislative and other administrative bodies, and financial institutions;
- Maintain basic and subsidiary accounting records and books of accounts to reflect accurate and current financial information required by existing auditing rules and regulations and by management;
- Ensure propriety, legality and completeness of all claims/financial transactions;
- Certify to the availability of funds; obligate funds;
- Prepare billings to debtors or notice of liquidation to officials and employees with cash
- advances, suspensions and disallowance;
- Provide technical assistance to FOs accounting units and various units of the Department on accounting matters; and
- Perform such other functions as may be provided by law.
- Prepare monthly cash program;
- Monitor cash position of the Department to ensure maintenance of optimal cash balance;
- Collect, receive and deposit cash and checks;
- Ensure timely payment of accounts;
- Prepare and submit cash reports to management and oversight agencies;
- Perform such other functions as may be provided by law.
D. LEGAL SERVICE
The Legal Service is primarily responsible for providing technical assistance and legal support to the Department’s various offices, bureaus, services, units and personnel. It assists the Department by handling administrative cases involving Department personnel and certain litigated cases, by providing the Department legal opinions and advice on matters involving its formal mandate and the exercise of its official powers and functions, and by rendering similar and related services.
Handle, and provide technical assistance regarding, administrative and litigated cases.
Provide legal opinions, advice and services on matters involving the Department’s official mandate and the performance of its authorized powers and functions.
Legal Service has two (2) Divisions:
Legal Management Division
- Assist in fact-finding investigations regarding possible administrative offenses involving Department personnel.
- Prosecute and hear administrative cases involving Department employees.
- Coordinate with and assist the Solicitor General or the State Prosecutor in cases involving the Department and Department personnel in their official capacities.
- In certain instances and with the proper deputation, represent the Department, and
- Department personnel in their official capacities, in litigated cases.
- Provide technical assistance to retained and volunteer lawyers handling litigated cases.
- Render other legal services the Department Secretary may request.
Legal Assistance Division
- Render legal opinions and advice on proposed policies, guidelines, internal rules, personnel matters, and other matters relating to the official functions of Department offices, bureaus, services, units and personnel.
- Draft and review contracts, agreements and other legal documents and instruments involving the Department.
- Comment on relevant draft treaties and bills pending in Congress.
- Help draft Implementing Rules and Regulations (IRRs) for relevant laws, and other executive issuances.
- Respond to legal queries from Department clients and other offices.
- Render other legal services the Department Secretary may request.