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Dear Readers, Dear Readers,
When the Social Welfare and Development (SWD) Journal began its publication in July 2007, When the Social Welfare and Development (SWD) Journal began its publication in July 2007, the Department envisioned it as a platform for promoting social development programs and the Department envisioned it as a platform for promoting social development programs and studies, not just of government agencies, but of NGOs, LGUs and similar organizations as studies, not just of government agencies, but of NGOs, LGUs and similar organizations as well. Interestingly, the launch of the SWD Journal also coincided with the jumpstart of the well. Interestingly, the launch of the SWD Journal also coincided with the jumpstart of the National Sector Support for the
National Sector Support for the Social Welfare and Development Reform Social Welfare and Development Reform Program (NSS-SWDRP):Program (NSS-SWDRP): a reform process that the DSWD has undertaken to maximize its capacity as a leader in the a reform process that the DSWD has undertaken to maximize its capacity as a leader in the field of social protection, especially in social welfare and social safety nets; a process that has field of social protection, especially in social welfare and social safety nets; a process that has resulted in an assessment of DSWD’s capacities and identification of reforms that will improve resulted in an assessment of DSWD’s capacities and identification of reforms that will improve its service delivery and leadership capacity.
its service delivery and leadership capacity.
For the Journal’s first anniversary issue we are sharing with you some of the condensed For the Journal’s first anniversary issue we are sharing with you some of the condensed studies, which have provided direction for the NSS-SWDRP. These studies by our consultants, studies, which have provided direction for the NSS-SWDRP. These studies by our consultants, Dr. Fernando T. Aldaba and Dr. Leonardo A. Lanzona, discuss the implications of the devolution Dr. Fernando T. Aldaba and Dr. Leonardo A. Lanzona, discuss the implications of the devolution on the SWD sector (Aldaba); assess the country’s social risks and vulnerabilities (Aldaba); and on the SWD sector (Aldaba); assess the country’s social risks and vulnerabilities (Aldaba); and tackle the
tackle the proposed monitoring and evaluation proposed monitoring and evaluation system system for DSWD for DSWD (Lanzona). We are (Lanzona). We are alsoalso featuring an article on the
featuring an article on the Pantawid Pamilyang Pilipino Pantawid Pamilyang Pilipino Program (4Ps) Conditional Cash Transfer,Program (4Ps) Conditional Cash Transfer, the Department’s latest anti-poverty strategy, which aims to capacitate the poorest to invest in the Department’s latest anti-poverty strategy, which aims to capacitate the poorest to invest in human development capital, specifically in education and health.
human development capital, specifically in education and health.
We hope these articles will not only enlighten our readers on the challenges that the DSWD is We hope these articles will not only enlighten our readers on the challenges that the DSWD is facing as regards its reform process, but also
facing as regards its reform process, but also reflect the Department’s determinreflect the Department’s determination to overcomeation to overcome these hurdles and provide better service to the poor and vulnerable.
these hurdles and provide better service to the poor and vulnerable. Happy reading!
Happy reading!
Alicia R. Bala Alicia R. Bala
Undersecretary and Editor-in-Chief Undersecretary and Editor-in-Chief M E S S A G E
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he Philippine bureaucracy was highly he Philippine bureaucracy was highly centralized prior to the Code. The
centralized prior to the Code. The DSWD wasDSWD was formerly called the Social Welfare Administration, formerly called the Social Welfare Administration, which was under the
which was under the Office of Office of the President. the President. ThisThis highly centralized unit of government attended to highly centralized unit of government attended to the social welfare needs of the country. In 1968, the social welfare needs of the country. In 1968, the SWA became a department, called the the SWA became a department, called the Department of Social Welfare, under former Department of Social Welfare, under former President Ferdinand Marcos. When the country President Ferdinand Marcos. When the country shifted to parliamentarism in 1978, it became the shifted to parliamentarism in 1978, it became the Ministry of Social Services and Development. In Ministry of Social Services and Development. In 1987, the office was re-named the Department of 1987, the office was re-named the Department of Social Welfare and Development under former Social Welfare and Development under former President Corazon Aquino.
President Corazon Aquino. I.
I. ThThe DSe DSWD PWD Pririor tor to Deo Dececentntraralilizazatitionon11
The DSWD’s role in its early years under postwar The DSWD’s role in its early years under postwar Philippines focused on the provision of social Philippines focused on the provision of social
A REVIEW OF THE DSWD DEVOLUTION
A REVIEW OF THE DSWD DEVOLUTION**
By By Dr. Fernando T. Aldaba Dr. Fernando T. Aldaba ABSTRACT ABSTRACT
T
T
Introduction Introductionhe Local Government Code of the he Local Government Code of the Philippines was enacted in 1991 to address Philippines was enacted in 1991 to address the problems associated with a highly the problems associated with a highly centralized
centralized PhilippinPhilippin e e bureaucracy. bureaucracy. It It waswas enacted to by the state “to ensure the autonomy enacted to by the state “to ensure the autonomy of local governments” as contained in the of local governments” as contained in the Philippine constitution.
Philippine constitution.
One of the major features of
One of the major features of the Code was thethe Code was the transfer of the responsibility for the delivery of transfer of the responsibility for the delivery of basic services, including appropriate personnel, basic services, including appropriate personnel, assets, equipment, programs, and projects, to assets, equipment, programs, and projects, to the local governm
the local government units. ent units. The DepartThe Department of ment of Social Welfare and Development (DSWD) was Social Welfare and Development (DSWD) was
one of national government agencies that was one of national government agencies that was devolved almost immediately after the devolved almost immediately after the enactment of
enactment of the the Code. Code. Fifteen Fifteen years years after after devolution, the DSWD continues to identify and devolution, the DSWD continues to identify and resolve the institutional and financial challenges resolve the institutional and financial challenges that it faces to fulfill its mandate under a devolved that it faces to fulfill its mandate under a devolved set-up.
set-up. This This paper seeks paper seeks to to present thepresent the devolution process that the Department went devolution process that the Department went through in the past fifteen years and
through in the past fifteen years and the issuesthe issues and challenges
and challenges that it that it continues tcontinues to face. o face. ThisThis study was based on the review of existing study was based on the review of existing studies on the subject and does not present a studies on the subject and does not present a comprehensive assessment of the Department’s comprehensive assessment of the Department’s performance under a devolved set up.
performance under a devolved set up.
T
T
welfare services to those who were considered aswelfare services to those who were considered as “destitute, the unfortunate victims of calamities and “destitute, the unfortunate victims of calamities and dissidence, and others who are unabldissidence, and others who are unable to fend for e to fend for themselves or to be taken care of by relatives and themselves or to be taken care of by relatives and friends. Under the Garcia administration its friends. Under the Garcia administration its services to the destitute shifted to attaining services to the destitute shifted to attaining self-sufficiency through income generating projects for sufficiency through income generating projects for the needy, training of physically handicapped the needy, training of physically handicapped persons, and gradual establishment of a social persons, and gradual establishment of a social security system. Child welfare services were security system. Child welfare services were expanded to include probation and parole, child expanded to include probation and parole, child guidance clinics,
guidance clinics, Boy’s TBoy’s Town to house own to house offenders,offenders, and child aid and placement.
and child aid and placement.
Under the Marcos administration, a “holistic Under the Marcos administration, a “holistic developmental perspective” in social welfare developmental perspective” in social welfare services was adopted with economic, services was adopted with economic, psychological, physical and social programs psychological, physical and social programs responding to potential or actual problems of the responding to potential or actual problems of the
3 3 A Review of the DSWD Devolution
A Review of the DSWD Devolution
marginalized. Instead of mere treatment and marginalized. Instead of mere treatment and rehabilitation of individual victims, there was a shift rehabilitation of individual victims, there was a shift in focus on organized groups such as families and in focus on organized groups such as families and barangays
barangays. . In the In the 1978-1982 Five-Year Plan, 1978-1982 Five-Year Plan, socialsocial services were intentionally extended to the lowest services were intentionally extended to the lowest 30 percent of the population especially in depressed 30 percent of the population especially in depressed regions, along with the mobilization and development regions, along with the mobilization and development of human resources at the
of human resources at thebarangay barangay level to increaselevel to increase productivity and instill self-reliance. The Department productivity and instill self-reliance. The Department shifted its emphasis from the traditional, often shifted its emphasis from the traditional, often institution-based, social welfare to institution-based, social welfare to community-oriented programs and services that increased oriented programs and services that increased people’s own capacities for problem solving.
people’s own capacities for problem solving.
It was also during the Marcos regime when a policy It was also during the Marcos regime when a policy of coordination between public and private social of coordination between public and private social service organizations was adopted by the social service organizations was adopted by the social welfare sector in order to expand clientele outreach welfare sector in order to expand clientele outreach and maximize the efficient use of resou
and maximize the efficient use of resources However,rces However, the government applied a very utilitarian role to civil the government applied a very utilitarian role to civil society, that of efficient user of resources. In spite o society, that of efficient user of resources. In spite of f calls for better cooperation between these two calls for better cooperation between these two sectors, “real coordina
sectors, “real coordination” still had to be maximizedtion” still had to be maximized and “clearly defined.”
and “clearly defined.”
Under the Corazon Aquino administration, gender Under the Corazon Aquino administration, gender and development programs were promoted in the and development programs were promoted in the DSWD. A Bureau of Women’s Welfare was DSWD. A Bureau of Women’s Welfare was established to ensure the empowerment of women. established to ensure the empowerment of women. Women’s productivity skills and capability building Women’s productivity skills and capability building centers were established for this purpose. Besides centers were established for this purpose. Besides women, the disabled and rebel returnees were also women, the disabled and rebel returnees were also given priority. In addition, the role of non-government given priority. In addition, the role of non-government organizations (NGOs) and people’s organizations organizations (NGOs) and people’s organizations (POs) became constitutionally mandated, pushing (POs) became constitutionally mandated, pushing the DSWD to forge collaborative efforts between the DSWD to forge collaborative efforts between government and civil society.
government and civil society. T
Toward the end of Presidoward the end of President Aquino’s term, Congressent Aquino’s term, Congress passed the Local Government Code, which passed the Local Government Code, which introduced significant modifications in the provision introduced significant modifications in the provision of basic social services by transferring the provision of basic social services by transferring the provision of social welfare services to local government units of social welfare services to local government units (LGUs). Thus began the transformation of the DSWD (LGUs). Thus began the transformation of the DSWD from a highly centralized department to one with a from a highly centralized department to one with a devolved set up.
devolved set up. II.
II. The DThe DSWD SWD AfAfter Dter Decenecentratralizlizatiationon
The Local Government Code mandated the The Local Government Code mandated the transfer of the following social services to the Local transfer of the following social services to the Local Government Units (LGUs): At the barangay level, Government Units (LGUs): At the barangay level,
these services include the maintenance of daycare these services include the maintenance of daycare centers. At the municipal and city levels, these centers. At the municipal and city levels, these include children and youth, elderly and disabled include children and youth, elderly and disabled persons welfare projects and programs; persons welfare projects and programs; community based rehabilitation programs, family community based rehabilitation programs, family planning and nutrition programs, livelihood projects planning and nutrition programs, livelihood projects for the poor and women projects and programs. for the poor and women projects and programs. At the provincial level, these include
At the provincial level, these include programs andprograms and projects on rebel returnees and evacuees, disaster projects on rebel returnees and evacuees, disaster and relief operations and
and relief operations and population development.population development. However, by a legislative mandate the DSWD However, by a legislative mandate the DSWD continues to implement national programs and continues to implement national programs and projects funded through its own budget or from projects funded through its own budget or from external sources.
external sources. These are the These are the Self EmploymentSelf Employment Assistance- Kaunlaran Project (SEA-K), Assistance- Kaunlaran Project (SEA-K), Comprehensive and Integrated Delivery of Social Comprehensive and Integrated Delivery of Social Services
Services (CIDSS), Productivity Skills Capacity(CIDSS), Productivity Skills Capacity Building for Disadvantaged Women and the Early Building for Disadvantaged Women and the Early Childhood Care and Development (ECCD). Childhood Care and Development (ECCD).
Under the Code, devolution involved the transfer Under the Code, devolution involved the transfer of basic services and facilities including records, of basic services and facilities including records, equipment and other assets and personnel of equipment and other assets and personnel of national agencies and off
national agencies and offices to LGUs. ices to LGUs. The LGUsThe LGUs will fund these services from its internal revenue will fund these services from its internal revenue allotment or IRA share in national taxes and/or from allotment or IRA share in national taxes and/or from it locally sourced revenues. In addition, the it locally sourced revenues. In addition, the functions of the DSWD’s regional offices should functions of the DSWD’s regional offices should be devolved to the provincial, city or town be devolved to the provincial, city or town government units within one year from the approval government units within one year from the approval of the Code. The DSWD may however establish of the Code. The DSWD may however establish field units to monitor and provide technical field units to monitor and provide technical assistance to
assistance to LGUs. LGUs. Thus, the CThus, the Code transformedode transformed the DSWD from being the main, direct service the DSWD from being the main, direct service provider of basic services to an enabler
provider of basic services to an enabler or provider or provider of technical assistance and augmenter of funds. of technical assistance and augmenter of funds. The “Master Plan (1993-1998) for the Sustained The “Master Plan (1993-1998) for the Sustained Implementation of the Local Government Code of Implementation of the Local Government Code of 1991” presents three major phases that guided 1991” presents three major phases that guided the implementation of the Code:
the implementation of the Code:
Phase One: Change-over Phase (1992 to 1993) Phase One: Change-over Phase (1992 to 1993),, which involved the transfer to LGUs of devolved which involved the transfer to LGUs of devolved functions, with the corresponding assets and functions, with the corresponding assets and personnel.
personnel.
Phase Two: Transition Phase (1994 to 1996) Phase Two: Transition Phase (1994 to 1996),, wherein the national government agencies (NGAs) wherein the national government agencies (NGAs) and the LGUs shall institutionalize their and the LGUs shall institutionalize their adjustments to the decentralized schemes adjustments to the decentralized schemes introduced by the Code.
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Phase Three: Stabilization Phase (1997 Phase Three: Stabilization Phase (1997 onwards)
onwards), wherein the LGUs would have built, wherein the LGUs would have built adequate capacities in managing local affairs, and adequate capacities in managing local affairs, and the NGAs would provide constant support and the NGAs would provide constant support and technical assistance to LGUs.
technical assistance to LGUs.
Thus, five years after its enactment, it is e
Thus, five years after its enactment, it is expectedxpected that the bureaucracy has already been fully that the bureaucracy has already been fully implementing the Code and its units functioning implementing the Code and its units functioning under a totally devolved set-up.
under a totally devolved set-up.
In this section, the evolution of the DSWD from a In this section, the evolution of the DSWD from a highly centralized unit to a decentralized unit of highly centralized unit to a decentralized unit of government is presented in three major phases, government is presented in three major phases, the first five years since the enactment of the Code, the first five years since the enactment of the Code, the next five years or a decade after the enactment the next five years or a decade after the enactment of the Code and finally fifteen years after of the Code and finally fifteen years after devolution.
devolution. 1
1.. The fiThe first first five yearve years afts after dever devoluolutiotionn (1991-1996)
(1991-1996)
Policy Support to Devolution Policy Support to Devolution22
Under Executive Order No. 503, the guidelines and Under Executive Order No. 503, the guidelines and implementing rules on devolution, the devolution implementing rules on devolution, the devolution of basic services was required to be finished by of basic services was required to be finished by June 30, 1992 consistent with the Code, and June 30, 1992 consistent with the Code, and December 31, 1992 was placed as the final December 31, 1992 was placed as the final deadline for those services that cannot be deadline for those services that cannot be devolved by
devolved by June 30, June 30, 1992. 1992. Memorandum No.Memorandum No. 27 of the President also mandated that national 27 of the President also mandated that national departments and agencies should improve their departments and agencies should improve their operations and guide the process streamlining operations and guide the process streamlining criteria. Implementing procedures were also criteria. Implementing procedures were also detailed.
detailed.
As a response, on 13 March 1992 the DSWD As a response, on 13 March 1992 the DSWD issued Department Order (D.O.) 005
issued Department Order (D.O.) 005 Series of Series of 1992 that contained the Implementing Guidelines 1992 that contained the Implementing Guidelines for
for the the Department’s Department’s devolution process. devolution process. ItIt identified the particular programs of the identified the particular programs of the Department that would be handed over to the Department that would be handed over to the LGUs as well as the programs that would be LGUs as well as the programs that would be retained.
retained. It also It also contained the contained the guidelines for theguidelines for the devolving of personnel and assets as well as the devolving of personnel and assets as well as the time frame. Shown below are the programs that time frame. Shown below are the programs that were devolved to the LGUs in
were devolved to the LGUs in compliance with thecompliance with the Department Order and the provisions of the Code. Department Order and the provisions of the Code. According to the DSWD, the D.O. enabled them According to the DSWD, the D.O. enabled them to comply more than what was required by the to comply more than what was required by the Code. Code. Barangay Barangay
Day Care Center Day Care Center Municipality/City Municipality/City
Programs and Projects on: Programs and Projects on:
Child and Youth WelfareChild and Youth Welfare
Family and CommunityFamily and Community Welfare
Welfare
Welfare of the Elderly andWelfare of the Elderly and Disabled Persons
Disabled Persons
Community-based Rehab,Community-based Rehab, programs for vagrants, programs for vagrants, beggars, street children, beggars, street children, scavengers, juvenile scavengers, juvenile delinquents and victims of delinquents and victims of drug abuse
drug abuse
Nutrition servicesNutrition services
Family Planning ServicesFamily Planning Services
Province Province
Programs and Projects for Programs and Projects for Rebel Returnees Rebel Returnees
Relief OperationsRelief Operations
Population DevelopmentPopulation Development Service Service RA RA 7160 7160 (Sec. (Sec. 17)17) Barangay Barangay
Day Care ServiceDay Care Service Municipality/City Municipality/City
A.
A. SelSelf Emplof Employmeyment nt Assistance (SEA) Assistance (SEA) B.
B. FamFamily and Comily and Communmunity ity Welfare Programs Welfare Programs
Parent EffectivenessParent Effectiveness
Marriage CounselingMarriage Counseling
Responsible ParenthoodResponsible Parenthood
Family Casework /Family Casework / Counseling Counseling
Social Preparation for Social Preparation for People’s Participation People’s Participation
Community Volunteer Community Volunteer Resource Devt. Resource Devt.
C.
C. Women Women WelfarWelfare Proge Programram
Self-Enhancement SkillsSelf-Enhancement Skills Devt. Devt.
Maternal and Child CareMaternal and Child Care Skills Devt. Skills Devt.
Productivity Skills/Productivity Skills/ Livelihood Devt. Livelihood Devt.
Community ParticipationCommunity Participation Skills Devt.
Skills Devt.
D.
D. EmergeEmergency ncy AssistAssistanceance Program Program
Supplemental FeedingSupplemental Feeding
Food for WorkFood for Work
Emergency Shelter Emergency Shelter Assistance Assistance
Balik ProbinsyaBalik Probinsya
Crisis InterventionCrisis Intervention
Disaster Mgt. CapabilityDisaster Mgt. Capability Bldg.
Bldg.
E.
E. ProProgram fogram for Disabr Disabled led Persons and Elderly Persons and Elderly
Information DisseminationInformation Dissemination on Disability Prevention on Disability Prevention
Assistance for PhysicalAssistance for Physical Restoration Restoration
Self/Social EnhancementSelf/Social Enhancement for Disabled persons for Disabled persons
Social / VocationalSocial / Vocational Preparation for Preparation for Employment Services Employment Services
After Care and Follow-upAfter Care and Follow-up services services
Special Social Services for Special Social Services for the Elderly the Elderly
Social and VocationalSocial and Vocational Preparation for Job Preparation for Job Placement Placement Province Province
Disaster Relief AssistanceDisaster Relief Assistance D.O.
D.O. 005 005 (Sec. (Sec. III)III)
A Review of the DSWD Devoloution A Review of the DSWD Devoloution A Review of the DSWD Devolution A Review of the DSWD Devolution
5 5 1992 1992 1993 1993 1995-96 1995-96
Executive Order (E.O.) No. 503:Executive Order (E.O.) No. 503: contained the rules and regulations contained the rules and regulations implementing the Transfer of Assets, implementing the Transfer of Assets, Liabilities and Records of NGAs whose Liabilities and Records of NGAs whose Functions are to be Devolved to the LGUs Functions are to be Devolved to the LGUs
Memorandum Order (M.O.) 27:Memorandum Order (M.O.) 27: Mandating All Heads of Departments, Mandating All Heads of Departments, Agencies, Instrumentalities of National Agencies, Instrumentalities of National Governments to Streamline and Improve Governments to Streamline and Improve their Operations and Organization their Operations and Organization
AnAn Ad Hoc Committee Ad Hoc Committeeon Restructuring/on Restructuring/ Streamlining the DSWD as created with Streamlining the DSWD as created with then Undersecretary Milagros Llanes as then Undersecretary Milagros Llanes as Chairman.
Chairman.
Department Order (D.O.) 005Department Order (D.O.) 005::
Implementing Guidelines of R.A. 7160 Implementing Guidelines of R.A. 7160 waswas issued outlining the Devolution Process for issued outlining the Devolution Process for the Department.
the Department.
DSWD submitted to DBM its streamliningDSWD submitted to DBM its streamlining report per M.O. 27 Guidelines
report per M.O. 27 Guidelines
Workshops and Consultations with DBMWorkshops and Consultations with DBM and AIM
and AIM TIME PERIOD
TIME PERIOD TO DECENTRALIZATION PROCESSTO DECENTRALIZATION PROCESSRELATED EVENTSRELATED EVENTS
Trends in Implementing the Code Trends in Implementing the Code33 Both local governments
Both local governments and field offices and field offices of of NGAsNGAs view the implementation of the Code as a valuable view the implementation of the Code as a valuable,, relevant and necessary step towards local relevant and necessary step towards local autonomy
autonomy. However, the enthusiasm . However, the enthusiasm for achievingfor achieving local autonomy is seriously constrained by the local autonomy is seriously constrained by the problems prevailing at the local level regarding the problems prevailing at the local level regarding the implementation of the Code. In 1992, the LGUs implementation of the Code. In 1992, the LGUs and local level national government personnel and local level national government personnel were confused, resistant and had a very cautious were confused, resistant and had a very cautious
A Review of the DSWD Devolution A Review of the DSWD Devolution
In the last quarter of 1992,
In the last quarter of 1992, the Department beganthe Department began the turnover of manpower and budget as the turnover of manpower and budget as mandated by
mandated by the Code. the Code. By the By the end of end of 1996,1996, around 66% of the Department’s personnel were around 66% of the Department’s personnel were devolved to the LGUs. Also in 1996, the devolved to the LGUs. Also in 1996, the Department issued D.O. 22 Series of 1996 that Department issued D.O. 22 Series of 1996 that aimed to alleviate poverty in the poorest areas of aimed to alleviate poverty in the poorest areas of the country through community organization and the country through community organization and provision of
provision of basic needs. basic needs. It It was was here that here that thethe Comprehensive and Integrated Delivery of Social Comprehensive and Integrated Delivery of Social Services (CIDSS) Program was born. CIDSS Services (CIDSS) Program was born. CIDSS became the flagship project of the Social Reform became the flagship project of the Social Reform Agenda and later under E.O. 443 became the Agenda and later under E.O. 443 became the national delivery mechanism for the minimum national delivery mechanism for the minimum basic needs approach.
basic needs approach.
wait-and-see att
wait-and-see attitude in implementing titude in implementing the Code. he Code. ByBy 1993, the LGUs started to seriously implement the 1993, the LGUs started to seriously implement the Code moving beyond personnel devolution to Code moving beyond personnel devolution to having a positive effect on service del
having a positive effect on service delivery, politicalivery, political accountability, local planning, private sector and accountability, local planning, private sector and NGO participation and a host of other areas. Both NGO participation and a host of other areas. Both local governments and NGA local offices are doin local governments and NGA local offices are doingg much to work out solutions to problems without much to work out solutions to problems without further recourse to central offices. Generally, further recourse to central offices. Generally, however, the
however, the devolved agencies at both the centraldevolved agencies at both the central and local levels continue to be very slow to respond and local levels continue to be very slow to respond to the operational demands of decentralization. By to the operational demands of decentralization. By 1994 the process of devolving personnel and assets 1994 the process of devolving personnel and assets has essentially been accomplished and a has essentially been accomplished and a “transitional” phase in the decentralization process “transitional” phase in the decentralization process has thus begun. Local governments turned to the has thus begun. Local governments turned to the substantive aspects of local control including substantive aspects of local control including reorganization in the context of the new reorganization in the context of the new responsibilities devolved to them such as learning responsibilities devolved to them such as learning the essentials of delivering social welfare services. the essentials of delivering social welfare services. In 1995, there was widespread evidence of In 1995, there was widespread evidence of increased allocation for basic services. Innovative increased allocation for basic services. Innovative planning and delivery of social services took place planning and delivery of social services took place throughout the country with NGOs and POs throughout the country with NGOs and POs participating in this delivery. By 1996, basic service participating in this delivery. By 1996, basic service delivery became more integrated with local delivery became more integrated with local operations, more focused on local priorities, and operations, more focused on local priorities, and more efficient in terms of both services and costs. more efficient in terms of both services and costs. Both local executives and devolved personnel Both local executives and devolved personnel discovered and developed more creative support discovered and developed more creative support service modes as a result of decentralization. In service modes as a result of decentralization. In many instances, devolved personnel attested to the many instances, devolved personnel attested to the improvements in their ability to develop and pu improvements in their ability to develop and pursuersue more relevant projects because they were closer more relevant projects because they were closer to the decision making and could define activities to the decision making and could define activities in relation to local need. Where devolved personnel in relation to local need. Where devolved personnel oppose devolution, they do so because
oppose devolution, they do so because of concernsof concerns about career security and advancement, not about career security and advancement, not because they believe that LGUs are incapable of because they believe that LGUs are incapable of delivering services.
delivering services.
The devolution of social welfare services has been The devolution of social welfare services has been in most respects the “success story” of in most respects the “success story” of decentralization. The DSWD willingly and decentralization. The DSWD willingly and aggressively managed the devolution of its aggressively managed the devolution of its personnel. DSWD personnel were typically well personnel. DSWD personnel were typically well respected by local executives and readily absorbed respected by local executives and readily absorbed into local organizational structures. Overall in the into local organizational structures. Overall in the first five years of devolution, the change-over first five years of devolution, the change-over process went well. Services continued to be process went well. Services continued to be delivered without too many difficulties.
6 6
The DSWD’s main concern in the first year of The DSWD’s main concern in the first year of implementing the Code was how to reorganize implementing the Code was how to reorganize to deliver technical assistance to the LGUs and to deliver technical assistance to the LGUs and how to reorient their own field operations to how to reorient their own field operations to better serve locally-based service delivery. In better serve locally-based service delivery. In 1992, the DSWD devolved its personnel to the 1992, the DSWD devolved its personnel to the local level by entering into a Memorandum of local level by entering into a Memorandum of Agreement (MOA) with the LGUs. This MOA Agreement (MOA) with the LGUs. This MOA helped both parties in the management of helped both parties in the management of devolved assets and personnel as well as devolved assets and personnel as well as operational issues. By 1993, DSWD personnel operational issues. By 1993, DSWD personnel who had been appointed to local plantillas and who had been appointed to local plantillas and operate under local guidance, continued to operate under local guidance, continued to deliver services at least as consiste
deliver services at least as consiste ntly as whenntly as when NGAs had control. By 1994, service delivery has NGAs had control. By 1994, service delivery has continue
continued without major d without major disruption and, disruption and, in in somesome cases, has improved as LGUs exercised cases, has improved as LGUs exercised management of devolved services. However, management of devolved services. However, there has been minimal re-directio
there has been minimal re-direction of the pn of the patternattern of service delivery inherited from NGAs and of service delivery inherited from NGAs and mostmost devolved personnel are simply tasked to devolved personnel are simply tasked to continue as they have been prior to devolution. continue as they have been prior to devolution. By 1995, the DSWD acknowledged that By 1995, the DSWD acknowledged that operations have improved. Provincial and operations have improved. Provincial and municipal social welfare personnel frequently municipal social welfare personnel frequently reported that the transfer of DSWD functions to reported that the transfer of DSWD functions to LGUs strengthened their operational capacity, LGUs strengthened their operational capacity, especially in terms of access to resources, quick especially in terms of access to resources, quick decision-making and the ability to reorient decision-making and the ability to reorient services where they are needed most. DSWD services where they are needed most. DSWD personnel were most frequently cited by local personnel were most frequently cited by local officials as being the easiest to integrate into officials as being the easiest to integrate into LGU operations. In 1996, social welfare received LGU operations. In 1996, social welfare received increased financial support from LGUs due to increased financial support from LGUs due to greater understanding of the needs of greater understanding of the needs of beneficiaries resulting from closer supervisory beneficiaries resulting from closer supervisory and planning support from chief executives. The and planning support from chief executives. The combination of more rapid access to funds and combination of more rapid access to funds and quick decision-making, coupled with more quick decision-making, coupled with more targeted interventions had improved the impact targeted interventions had improved the impact of social welfare programs. LGUs expanded their of social welfare programs. LGUs expanded their social service “nets” to add programs co-financed social service “nets” to add programs co-financed and supported by NGOs and private sector and supported by NGOs and private sector institutions with particular capabilities in institutions with particular capabilities in addressing sectoral or special needs. Thus, in addressing sectoral or special needs. Thus, in addition to the standard services for indigents, addition to the standard services for indigents, pre-school children, youth and the e
pre-school children, youth and the elderlylderly, LGUs, LGUs innovated with programs co-funded and innovated with programs co-funded and co-managed by the social welfare personnel and co-managed by the social welfare personnel and NGOs.
NGOs.
Issues and Concerns Issues and Concerns44
DSWD faced the following constraints in the DSWD faced the following constraints in the devolution process in the first five years of devolution process in the first five years of implementation:
implementation: 1.
1. OveOverlarlaps aps and gand gaps ips in the n the socsocial sial serverviceicess sector which need to be rationalized by sector which need to be rationalized by means of a development agenda, rather means of a development agenda, rather than by means of just responding to than by means of just responding to circumstance.
circumstance. 2
2.. UnfUnfundunded maed mandandates ates and fund fundindingng constraints especially for lower class constraints especially for lower class municipalities that had greater numbers of municipalities that had greater numbers of indigent clients as a portion of their indigent clients as a portion of their population. Local executives observe that population. Local executives observe that NGA budgets were not as dramatically NGA budgets were not as dramatically affected by devolving personnel and affected by devolving personnel and functions
functions toto LGUs, as were LGU budgetsLGUs, as were LGU budgets (even with increased
(even with increased IRA shares) effectedIRA shares) effected by absorbing personnel and functions from by absorbing personnel and functions from NGAs. Similarly, NGAs say they do not NGAs. Similarly, NGAs say they do not have the funds to provide technical have the funds to provide technical assistance in their new “consultancy” role assistance in their new “consultancy” role with respect to the LGUs.
with respect to the LGUs. 3.
3. PolPolitiitical concal considsideraterationions advers adverselsely intruy intrudede on social welfare issues. The extension of on social welfare issues. The extension of services to one group is seen as partisan services to one group is seen as partisan favoritism and the rejection of ineligible favoritism and the rejection of ineligible clients is sometimes countermanded by clients is sometimes countermanded by executives seeking to do political favors. executives seeking to do political favors. 4.
4. LGUs’ LGUs’ diffdifficulty iculty in in adjustiadjusting ng adminisadministrativtrativee systems to
systems to accommodate new functionsaccommodate new functions and responsibilities.
and responsibilities. TreasuryTreasury, , budgeting,budgeting, accounting and general services had accounting and general services had cumbersome system and LGUs needed cumbersome system and LGUs needed assistance in complying with requirements. assistance in complying with requirements. 5.
5. AbsenAbsence ce of of cleaclearly rly defindefined ed compcomplemen lemen--tation of roles between NGAs and LGUs, tation of roles between NGAs and LGUs, particularly with respect to reorienting NGA particularly with respect to reorienting NGA regional offices toward prioritizing LGU regional offices toward prioritizing LGU technical assistance. NGA regional technical assistance. NGA regional personnel often tend to see their role as personnel often tend to see their role as primarily continuing to deliver and/or primarily continuing to deliver and/or monitor their own national programs, rather monitor their own national programs, rather than undertaking the fundamental changes than undertaking the fundamental changes needed to become providers of technical needed to become providers of technical assistance in response to locally defined assistance in response to locally defined needs. The persistence to implement only needs. The persistence to implement only the programs of the “mothe
the programs of the “mother agency,” whiler agency,” while
A Review of the DSWD Devoloution A Review of the DSWD Devoloution A Review of the DSWD Devolution A Review of the DSWD Devolution
7 7
helping with the continuity of service, helping with the continuity of service, crowds out local innovation—since crowds out local innovation—since implementers’ attention is already taken implementers’ attention is already taken with these NGA-initiated programs. Local with these NGA-initiated programs. Local level executives and personnel felt that the level executives and personnel felt that the national government agencies often try to national government agencies often try to focus on programs with high visibility like focus on programs with high visibility like the Social Reform Agenda, which leads to the Social Reform Agenda, which leads to a tendency to bypass the LGUs. This was a tendency to bypass the LGUs. This was what DSWD did when it hired its own what DSWD did when it hired its own personnel for the CIDSS (Comprehensive personnel for the CIDSS (Comprehensive Integrated Delivery of Social Services) Integrated Delivery of Social Services) program.
program. 6.
6. No sNo specifpecific dic divisivision oion or grr group woup was ias in chan chargerge with coordinating and delivering services with coordinating and delivering services to LGUs. Most retain familiar functional to LGUs. Most retain familiar functional arrangements; there is no apparent design arrangements; there is no apparent design for cross-coordinating functional activities for cross-coordinating functional activities with LGU needs, leaving the impression with LGU needs, leaving the impression that regional offices continue to
that regional offices continue to emphasizeemphasize their own functional programs and will their own functional programs and will respond to LGUs on an “as needed”, rather respond to LGUs on an “as needed”, rather than pro-active basis. The Regional SWD than pro-active basis. The Regional SWD personnel were most concerned with how personnel were most concerned with how to monitor activities which are no longer to monitor activities which are no longer under their
under their authorityauthority.. 2.
2. TTen yeen years aars aftefter devr devoluolutiotion (199n (1997-27-2001)001) Policy support
Policy support55
Three Department Orders (D.O.) were issued Three Department Orders (D.O.) were issued within this period to transform the Department’s within this period to transform the Department’s function from direct service deliverer to LGU function from direct service deliverer to LGU enabler.
enabler. TheThe D.O. 20 Series of 1997 restructuredD.O. 20 Series of 1997 restructured its organization and intensified capacity building its organization and intensified capacity building efforts to strengthen the DSWD’s steering role. efforts to strengthen the DSWD’s steering role. The Department then issued D.O. 26 Series of The Department then issued D.O. 26 Series of 1997
1997 to localize the DSWD’s centers andto localize the DSWD’s centers and institutions. The Department was ordered to institutions. The Department was ordered to transfer these institutions to capable LGUs and transfer these institutions to capable LGUs and assist them in meeting the financial requirements assist them in meeting the financial requirements of these centers and institutions. The D.O. 16 of these centers and institutions. The D.O. 16 Series of 1999 provided planning guidelines for Series of 1999 provided planning guidelines for the integrated implementation of social services. the integrated implementation of social services. The Corporate Plan 2001-2010 was later proposed The Corporate Plan 2001-2010 was later proposed to make the DSWD systemically and to make the DSWD systemically and organizationally attuned to its changed nature and organizationally attuned to its changed nature and transformed environment.
transformed environment.
Administrative Orders 140 and 157 Series of 1997 Administrative Orders 140 and 157 Series of 1997 further enhanced the DS
further enhanced the DSWD Field Offices’ capacityWD Field Offices’ capacity
to perform their steering role capacity through a to perform their steering role capacity through a redefinition of Field Office-Central Office relations redefinition of Field Office-Central Office relations and re-clarification of the Field Offices’ functions and re-clarification of the Field Offices’ functions post-devolution. The D.O. 01 Series of 1998 post-devolution. The D.O. 01 Series of 1998 pilot-tested a program to grant full decentralization tested a program to grant full decentralization powers to selected DSWD Regional and Field powers to selected DSWD Regional and Field Offices. The D.O. 22 Series of 1997 provided the Offices. The D.O. 22 Series of 1997 provided the framework for Synchronized LGU-DSWD Planning framework for Synchronized LGU-DSWD Planning vis-à-vis the CIDSS project and D.O. 21 Series o vis-à-vis the CIDSS project and D.O. 21 Series of f 1998 was drafted to interface DSWD and LGU 1998 was drafted to interface DSWD and LGU workers at the
workers at theBarangay Barangay -Municipal levels not just-Municipal levels not just to integrate planning but also to prepare the way to integrate planning but also to prepare the way for the localization of CIDSS.
for the localization of CIDSS.
A Review of the DSWD Devolution A Review of the DSWD Devolution
1997 1997
1998 1998
D.O. 22:D.O. 22: Guidelines for the ImplementationGuidelines for the Implementation of the
of the Comprehensive and Integrated Comprehensive and Integrated Delivery of Social Services
Delivery of Social Services (CIDSS)(CIDSS)
E.O. 443:E.O. 443: Adoption of CIDSS as NationalAdoption of CIDSS as National Delivery Mechanism for the Minimum Basic Delivery Mechanism for the Minimum Basic Needs (MBN) Approach
Needs (MBN) Approach
ACTION-TOPS constituted with SecretaryACTION-TOPS constituted with Secretary Laigo as Chair
Laigo as Chair
A.O. 57:A.O. 57: Enhancing the DSWD FieldEnhancing the DSWD Field Offices to Perform their Steering Role Offices to Perform their Steering Role
Administrative Order (A.O.) 69Administrative Order (A.O.) 69 TaskTask Forces for the DSWD Repositioning were Forces for the DSWD Repositioning were constituted.
constituted.
D.O. 11:D.O. 11: Development Agenda for 1997Development Agenda for 1997
D.O. 20:D.O. 20: Strengthening DSWD’s SteeringStrengthening DSWD’s Steering Role Capability and Improving Its Effectivity Role Capability and Improving Its Effectivity in Contributing to Poverty Alleviation Efforts in Contributing to Poverty Alleviation Efforts
D.O. 26:D.O. 26: Localization of DSWD Centers ,Localization of DSWD Centers , Programs and Institutions
Programs and Institutions
D.O. 22:D.O. 22: Strategy for Synchronized LGU-Strategy for Synchronized LGU-CIDSS Planning
CIDSS Planning
A.O. No. 157:A.O. No. 157: Enhancing the DSWD’s FieldEnhancing the DSWD’s Field Offices to Perform Steering Roles
Offices to Perform Steering Roles
Special Order No. 880:Special Order No. 880: Assignments of Assignments of Staff in the Repositioned DSWD
Staff in the Repositioned DSWD
D.O. 01:D.O. 01: Piloting of Full DecentralizationPiloting of Full Decentralization of Powers to Selected DSWD Regional and of Powers to Selected DSWD Regional and Field Offices
Field Offices
D.O. 21:D.O. 21: Guidelines on the Interfacing of Guidelines on the Interfacing of DSWD and LGU Workers at the
DSWD and LGU Workers at theBarangay Barangay --Municipal Levels for the Localization of Municipal Levels for the Localization of CIDSS
CIDSS TIME PERIOD
8 8
Implementation of the Code Implementation of the Code
The RFA 1997-2000 described DSWD and LGU The RFA 1997-2000 described DSWD and LGU continuing partnership as very productive in delivering continuing partnership as very productive in delivering social services. Devolved personnel do not feel cut social services. Devolved personnel do not feel cut off from the “mother agency,” as there is continued off from the “mother agency,” as there is continued coordination in programming and prioritizing. The role coordination in programming and prioritizing. The role of non-government organizations (NGOs) in service of non-government organizations (NGOs) in service delivery and coordination was less contentious in the delivery and coordination was less contentious in the area of social services. Thus there was a strong area of social services. Thus there was a strong effective linkage among local governments, NGOs, effective linkage among local governments, NGOs, and the Department during this period. The Minimum and the Department during this period. The Minimum Basic Needs (MBN) approach and its data system Basic Needs (MBN) approach and its data system were seriously utilized to direct social services; and were seriously utilized to direct social services; and this tends to broaden service delivery from this tends to broaden service delivery from short-term crisis response to more wide-ranging help for term crisis response to more wide-ranging help for clients. However, it could not be said that the MBN clients. However, it could not be said that the MBN approach has had an abiding impact on how
approach has had an abiding impact on how planningplanning is done. Finally, efforts towards the Social Reform is done. Finally, efforts towards the Social Reform Agenda have had an impact at the loca
Agenda have had an impact at the local level. Whilel level. While there were problems with funding releases for the there were problems with funding releases for the first year of the Poverty Alleviation Fund (when first year of the Poverty Alleviation Fund (when guidelines were released late in the year), for the guidelines were released late in the year), for the second year local respondents cited considerable second year local respondents cited considerable impact.
impact.
In 1997, a report entitled
In 1997, a report entitledDelivery of Social WelfareDelivery of Social Welfare Services after Devolution and Factors Affecting This Services after Devolution and Factors Affecting This was completed by Asia Development Consultants, was completed by Asia Development Consultants, Inc. (ADC). The study was an assessment of the Inc. (ADC). The study was an assessment of the role and performance of LGUs in SWD and
role and performance of LGUs in SWD and coveredcovered 101 municipalities from Luzon, Visayas, and 101 municipalities from Luzon, Visayas, and Mindanao. Respondents were DSWD Regional Mindanao. Respondents were DSWD Regional
Officers, senior LGU officials, NGO representatives, Officers, senior LGU officials, NGO representatives, DSWD devolved personnel, and beneficiaries. The DSWD devolved personnel, and beneficiaries. The following were the findings of the study:
following were the findings of the study: 66 1.
1. The The MSWMSWDO wDO was mas made uade up of fp of four sour staftaff f members, such as the Municipal Social members, such as the Municipal Social Welfare and Development Officer Welfare and Development Officer (MSWDO), other social welfare staff, and a (MSWDO), other social welfare staff, and a utility staff. Day care workers provide staff utility staff. Day care workers provide staff support and are based in the different day support and are based in the different day care centers. At the provincial level, an care centers. At the provincial level, an average of four to six staff members average of four to six staff members manages the Provincial Welfare and manages the Provincial Welfare and Development Office (PSWDO). The office Development Office (PSWDO). The office was organized according to the programs was organized according to the programs and services devolved to LGUs, such as and services devolved to LGUs, such as emergency assistance, family and emergency assistance, family and community welfare, relief and rehabilitation, community welfare, relief and rehabilitation, and a special concerns unit. The PSWDO and a special concerns unit. The PSWDO provided the directions and program thrusts provided the directions and program thrusts for the MSWDOs, which was different from for the MSWDOs, which was different from the previous process where planning and the previous process where planning and needs assessment were done at the local needs assessment were done at the local level, with the national government setting level, with the national government setting overall goals and targets.
overall goals and targets. 2
2.. The The MSWMSWDOs DOs perperforformed med 76.76.3%3% responsibilit
responsibility in y in implementing social welfareimplementing social welfare services at the municipal level. Only about services at the municipal level. Only about one-third engage in both planning and one-third engage in both planning and supervision while others engage in other supervision while others engage in other activities such as networking and activities such as networking and establishing linkages; provision of technical establishing linkages; provision of technical assistance; advocacy; and monitoring/ assistance; advocacy; and monitoring/ evaluation. Planning activities are often evaluation. Planning activities are often preceded by a needs assessment exercise preceded by a needs assessment exercise with some using the MBN information. Other with some using the MBN information. Other activities such as population, nutrition, and activities such as population, nutrition, and serving as consultants to Local Chief serving as consultants to Local Chief Executives (LCEs) not stipulated in the Executives (LCEs) not stipulated in the function of the office are also performed by function of the office are also performed by the social welfare personnel.
the social welfare personnel. 3
3.. At lAt leaseast 30t 30% of % of PSWPSWDO sDO survurveyey respondents said that the roles of the respondents said that the roles of the province were mainly that of implementing province were mainly that of implementing social welfare services and providing social welfare services and providing technical assistance to municipalities. There technical assistance to municipalities. There was very minimal involvement of the was very minimal involvement of the province in monitoring and evaluation, province in monitoring and evaluation, identification of basic needs, training and identification of basic needs, training and information dissemination.
information dissemination.
A Review of the DSWD Devoloution A Review of the DSWD Devoloution A Review of the DSWD Devolution A Review of the DSWD Devolution
RELATED EVENTS TO RELATED EVENTS TO DECENTRALIZATION PROCESS DECENTRALIZATION PROCESS 1999 1999 2001 2001 TIME PERIOD TIME PERIOD
E.O. 15E.O. 15 Redirects the Functions andRedirects the Functions and Operations of DSD from Direct Service Operations of DSD from Direct Service Deliverer to Technical Assistance provider Deliverer to Technical Assistance provider due to
due to DevolutionDevolution
EO 221, s. 1998:EO 221, s. 1998: amended E.O. 15amended E.O. 15 Enabler of LGUs, NGOs and other NGAs, Enabler of LGUs, NGOs and other NGAs, POs Implementer of statutory laws and POs Implementer of statutory laws and specialized programs and services specialized programs and services Developer & monitor of standards in SWD Developer & monitor of standards in SWD Licensor & accreditor of SWD agencies and Licensor & accreditor of SWD agencies and service providers
service providers
D.O. 16:D.O. 16: Planning Guidelines for anPlanning Guidelines for an Integrated and Coordinated Implementation Integrated and Coordinated Implementation of Social Welfare and
of Social Welfare and development Servicesdevelopment Services
D.O. 02:D.O. 02: Planning Guidelines for CY 2000Planning Guidelines for CY 2000 for Social Welfare and Development for Social Welfare and Development
9 9
4.
4. The The typtype of e of traitraining ning extextendeended to d to MSWMSWDOsDOs was primarily on
was primarily on program requirements (i.e.,program requirements (i.e., disaster management and relief operations; disaster management and relief operations; and trainers’ training on community disaster and trainers’ training on community disaster preparedness). There were no trainings on preparedness). There were no trainings on how to interface with LCEs, mobilize how to interface with LCEs, mobilize resources, strengthen social welfare resources, strengthen social welfare sectors, or how to manage social welfare sectors, or how to manage social welfare services at the municipal level. This partly services at the municipal level. This partly explains why performance of these tasks explains why performance of these tasks was quite low among LGUs.
was quite low among LGUs. 5.
5. The The MSWDMSWDOs Os implimplemenemented ted the the folfollowilowingng programs:
programs: Self-Employment AssistanceSelf-Employment Assistance Program; Family and Community Welfare Program; Family and Community Welfare Program; Women Welfare Program; Child Program; Women Welfare Program; Child and Youth Welfare Program; Emergency and Youth Welfare Program; Emergency Assistance Program; Program for Disabled Assistance Program; Program for Disabled and Elderly; and Day Care Service. Services and Elderly; and Day Care Service. Services were delivered in a
were delivered in a sectoral waysectoral way. Of the total. Of the total number of 30 services listed or devolved to number of 30 services listed or devolved to LGUs, the following services are the ones LGUs, the following services are the ones most commonly provided in the municipality: most commonly provided in the municipality: Day Care services, loan assistance, parent Day Care services, loan assistance, parent effectiveness, marriage counseling, effectiveness, marriage counseling, supplemental feeding, and information supplemental feeding, and information dissemination for disability prevention. dissemination for disability prevention. About 85% of LGUs engage in these About 85% of LGUs engage in these services.
services. 6.
6. SerServicvices noes not adet adequatquately iely implemplemenmented wted wereere entrepreneurship development and entrepreneurship development and capability building services; Child
capability building services; Child and Yand Youthouth Programs; community-based services for Programs; community-based services for street children and delinquent youths; and street children and delinquent youths; and services for disabled persons and elderly. services for disabled persons and elderly. 7.
7. In prIn provinovincial ocial offfficesices, dis, disastaster maner managemagementent was the key program that is implemented was the key program that is implemented in four of the six services prioritized, with in four of the six services prioritized, with 40% or more of SWD staff working under 40% or more of SWD staff working under this program.
this program. 8.
8. In teIn terms of arms of accoccomplmplishishmenment of tat of targetrgets, mos, mostst of the MSWDOs had fulfilled 70%-100% of of the MSWDOs had fulfilled 70%-100% of their targets. The study pointed out, their targets. The study pointed out, however, that MSWDOs tend to lower their however, that MSWDOs tend to lower their targets because of limited funds.
targets because of limited funds. 9.
9. SociaSocial wel welfare lfare clientclients ss surveyurveyed bed by y ADC ADC saidsaid they were satisfied particularly with they were satisfied particularly with self-employment assistance, family welfare, employment assistance, family welfare, women, and youth. Programs with less women, and youth. Programs with less satisfaction ratings were emergency satisfaction ratings were emergency assistance, day care services, and those for assistance, day care services, and those for
A Review of the DSWD Devolution A Review of the DSWD Devolution
the elderly and disabled. There were also the elderly and disabled. There were also duplication of services and target duplication of services and target beneficiaries for the livelihood projects of beneficiaries for the livelihood projects of LGUs and regional offices.
LGUs and regional offices. 10
10.. MSWDOs and PSWDOs complaintsMSWDOs and PSWDOs complaints included: low prioritization given by LCEs included: low prioritization given by LCEs to social welfare programs, political to social welfare programs, political intervention especially in the appointment intervention especially in the appointment or upgrading of positions, lack of regularity or upgrading of positions, lack of regularity in monitoring social welfare programs, and in monitoring social welfare programs, and lack of dialogue and consultation with lack of dialogue and consultation with different stakeholders.
different stakeholders. 11.
11. NGO contributNGO contributions were ions were mainly cmainly channeledhanneled to the provision of capital and materials, to the provision of capital and materials, financial assistance, and technical support. financial assistance, and technical support. These are often directed to These are often directed to self-employment assistance, emergency employment assistance, emergency assistance, and capability building of assistance, and capability building of clients. NGOs tend to implement their own clients. NGOs tend to implement their own programs and services instead of linking programs and services instead of linking up with the SWD office. Limited funds up with the SWD office. Limited funds prevented them from expanding the prevented them from expanding the coverage of their SWD projects.
coverage of their SWD projects. 12.
12. POs mainly servPOs mainly served as clients of ed as clients of the MSWDthe MSWD office especially in livelihood, health, and office especially in livelihood, health, and nutrition projects. Their leaders lacked nutrition projects. Their leaders lacked managerial skills and their members lacked managerial skills and their members lacked involvement in program development. involvement in program development. 13.
13. The DSWD NatioThe DSWD National Office supnal Office support wasport was mainly the provision of technical assistance mainly the provision of technical assistance in the form of training to improve SWDO in the form of training to improve SWDO staff capabili
staff capabilities. This is in keeping ties. This is in keeping with thewith the role of DSWD to “steer” rather than “row” role of DSWD to “steer” rather than “row” responsibility. There are few guidelines and responsibility. There are few guidelines and preparatory activities regarding monitoring, preparatory activities regarding monitoring, however, which could explain the poor however, which could explain the poor submission of information on the status of submission of information on the status of SWD services by LGUs.
SWD services by LGUs. The 1999 (9
The 1999 (9thth) RFA revealed that the local) RFA revealed that the local governments were struggling to implement governments were struggling to implement developmental initiatives within an environment of developmental initiatives within an environment of traditional dole-out approaches to social service traditional dole-out approaches to social service provision. Local governments were receptive to the provision. Local governments were receptive to the collaborative focus of the minimum basic needs collaborative focus of the minimum basic needs (MBN) approach to community-based planning (MBN) approach to community-based planning and were increasingly incorporating it into their and were increasingly incorporating it into their planning efforts at all l
planning efforts at all levels. The 9th RFA evels. The 9th RFA showedshowed the Department’s considerable national attention the Department’s considerable national attention to issues of decentralization and partnership. The to issues of decentralization and partnership. The
