The technical assistance outlined under the Administration and Organization - Public

Financial Management encompasses a series of initiatives aimed at enhancing the

capabilities and policies related to donation management, financial planning, and
organizational capacity. The key activities and objectives are as follows:

1. Formulation of Manual of Operations / Policy on Donation Management**:

- Involvement of key technical staff from PSWDO, Center Heads, GSO, Accountant,
and PDRRMO to ensure collaborative efforts in drafting a comprehensive manual that
sets clear guidelines and policies for effective donation management. This will help
streamline donation processes, ensuring transparency, accountability, and proper
handling of resources.

2. **Training on Donation Valuation and Safekeeping**:

- Capacity-building initiative through training programs aimed at providing PSWDO,
Center Heads, GSO, Accountant, and PDRRMO technical staff with the necessary skills
to accurately assess and securely manage donations. This training will focus on
establishing valuation methods and ensuring proper safekeeping practices for donated
goods and funds.

3. **Policy Drafting on Donation Management**:

- Creation of a formalized policy to regulate the management of donations across
various sectors, ensuring all donations are accounted for, properly stored, and utilized in
accordance with relevant laws and organizational standards.

4. **Online Training (e-course) on SWD Planning and Budgeting**:

- Provision of e-learning courses focused on Social Welfare and Development (SWD)
planning and budgeting, aimed at enhancing the planning capabilities of staff, equipping
them with the knowledge necessary to develop effective budgets and resource
allocation strategies.

5. **Augmentation Fund (Modification/Supplemental Budget)**:

- Efforts to augment funding for SWD by exploring modifications or supplemental
budget allocations. The focus is on securing additional resources from national
agencies to ensure that financial support for critical programs remains adequate and
sustainable.
6. **Increase in SWD Budget**:
- Advocacy for an increase in the SWD budget to support the growing needs of the
sector. This includes working with other agencies and stakeholders to secure sufficient
funding for SWD programs and initiatives.

7. **Funding for Training Workshop / Hiring or Deployment of Staff**:

- Allocation of funds for training workshops and the hiring or deployment of additional
staff to bolster the capacity of the SWD in managing donations and implementing
effective programs. This ensures that the workforce is adequately skilled and staffed to
handle the demands of donation management and other responsibilities.

The technical assistance focuses on improving donation management, budgeting, and

staffing within the Social Welfare and Development (SWD) sector. It includes the
involvement of key staff from PSWDO, Center Heads, GSO, Accountant, and PDRRMO
in creating a policy and manual for handling donations, along with training on donation
valuation and safekeeping. Additionally, there is a push for an increase in the SWD
budget, along with efforts to secure additional funds and resources from national
agencies. Training programs on SWD planning and budgeting are also being offered to
enhance staff skills. The overall goal is to ensure donations are properly managed, the
SWD is better staffed, and financial planning is improved for future growth and
sustainability.

The technical assistance outlined under the Administration and Organization - Public
Financial Management encompasses a series of initiatives aimed at enhancing the
capabilities and policies related to donation management, financial planning, and
organizational capacity.

1. Formulation of Manual of Operations / Policy on Donation Management

2. Training on Donation Valuation and Safekeeping
3. Policy Drafting on Donation Management
4. Online Training (e-course) on SWD Planning and Budgeting
5. Augmentation Fund (Modification/Supplemental Budget)
6. Increase in SWD Budget
7. Funding for Training Workshop / Hiring or Deployment of Staff

The technical assistance focuses on strengthening the human resources in the Social
Welfare and Development (SWD) sector through training, hiring, and capacity building.
Key initiatives include supporting houseparents to attend training on capability building,
advocating for the creation of permanent positions such as the MSWDO head, and
hiring additional social workers to manage cases and attend training sessions. There
are also plans to allocate funds for staff travel and ensure accreditation for pre-marriage
counselors. Training programs for social workers, houseparents, and other staff will
improve their skills in managing vulnerable sectors, children, and court cases.
Additionally, there are efforts to partner with organizations for houseparent training and
to ensure staff are adequately supported and equipped to provide high-quality services
in their communities.

The technical assistance initiatives focus on strengthening the human resources and
capacity of the Social Welfare and Development (SWD) sector through training,
recruitment, and staff development. Key actions include allowing houseparents to attend
certificate courses to enhance their skills, advocating for the creation of permanent
MSWDO positions, and hiring additional social workers for case management and
specialized roles, such as pre-marriage counseling and forensic social work. There is a
focus on staff training, accreditation processes, and regular monitoring of staff
competencies to ensure high standards in service delivery. Additionally, funds will be
allocated for travel and training costs, and partnerships with organizations will be
formed to provide further training opportunities. The goal is to ensure that the SWD
workforce is well-equipped to serve vulnerable populations and effectively manage
various programs and services.

Here's a consolidated and structured summary of the key technical assistance requests
under Administration and Organization - Human Resource Management and
Development:

Human Resource Development and Capacity Building

1. Houseparent Capability Building

Allow center house parents to attend training certificate courses. Partner with
organizations providing training for house parents. Allocate budget for
houseparent training and seminars.

2. Social Worker (SW) Development

Hire additional Social Workers (1 immediate, others as needed). Hired Social Worker to
act as Case Manager. Support SW attendance in quarterly PMDC and Forensic SW
training. Allocate funds for SW travel expenses.

3. Pre-Marriage Counseling (PMC) Accreditation & Training

Allow SWs, RHU personnel, and MCRs to attend PMC training. Ensure accreditation
of PMC counselors. Provide training to PMC counselors on compliance with
accreditation standards. Conduct PMC sessions and monitor program
implementation. Advocate for LGU participation in DSWD Academy's PMC-related
courses. Forge partnerships with LCEs to support PMC training.

4. Organizational and Staff Development

Conduct orientation/training for LGU HR and Budget Officers on Organizational

Development. Support MSWDO participation in PMOC Training and accreditation.
Provide technical assistance for accreditation of PMOC Team members. Train and
accredit Social Workers managing court cases. Strengthen monitoring of MSWDO
accreditation expiration.

Staffing and Organizational Structure Enhancement

1. Advocacy for Plantilla Positions

Advocate the creation of an MSWDO plantilla position to head the office. Create plantilla
positions and hire permanent staff for SWD program implementation. Allow and support
the request for technical and administrative staff (to be funded in 2025). Advocate with
LCEs/LSWDOs/LDCs to include staffing patterns in LDIP/AIP.

2. Contract of Service (COS) & Job Order (JO) Deployment

Deploy COS as Admin Staff. Designate/deploy COS for various social programs
(ECCD, SFP, Solo Parents, PWDs, Seniors, Livelihood, etc.). Ensure deployment of
COS/JOs for program support.

Resource Allocation & Accreditation Compliance

1. Budget Allocation
o Allocate budget for SW training, staff development, and PMC training.
o Provide funds for office supplies and equipment.
o Ensure funding for vulnerable sector programs and activities.
2. Accreditation & Compliance
 o Prepare and submit accreditation requirements for various programs.
o Provide technical assistance for accreditation compliance.
o Monitor and evaluate ongoing programs to maintain compliance.

This summary ensures clarity and focus on human resource development, staffing
enhancement, budget allocation, and accreditation compliance for effective social
welfare service delivery. Let me know if you need further refinements!

Human Resource Development and Capacity Building

1. Houseparent Capability Building

2. Social Worker (SW) Development
3. Pre-Marriage Counseling (PMC) Accreditation & Training
4. Organizational and Staff Development

Staffing and Organizational Structure Enhancement

1. Advocacy for Plantilla Positions

2. Contract of Service (COS) & Job Order (JO) Deployment

Here’s an updated and structured summary incorporating the Records Management,

ICT Systems, and Compliance to Standards under Administration and Organization -
Human Resource Management and Development:

Records Management and Documentation

 1. Training on Records and Donation Management
o Allow PSWDO, Center Heads, GSO, Accountant, and PDRRMO technical
staff to attend training on Records Management and Documentation on
Donation Management.
o Support attendance in proper records management training for relevant
staff.
2. Data Privacy and ICT System Development
o Establish an ICT system/database to enhance information and records
management.
o Ensure LSWDO maintains a secure data management system that is
privacy-compliant and accessible to authorized service providers.
o Provide funds for ICT system development and training on digitalization
and data privacy.
o Subscription to an internet provider to support digital systems and service
delivery.
3. Advocacy and Compliance to Standards
o Disseminate relevant Memorandum Circulars (MCs) to LGUs to ensure
awareness and compliance with SWD service standards.
o Conduct annual or biennial consultation dialogues with Local Chief
Executives (LCEs), Budget Officers, and LSWDOs to ensure adherence to
SWD program standards.

This ensures improved records management, ICT system development, data privacy,
and compliance with national standards for more efficient and accountable social
welfare service delivery.

Let me know if you need any refinements!

summary incorporating the Records Management, ICT Systems, and Compliance to

Standards under Administration and Organization - Human Resource Management and
Development:

For Administration and Organization - Support Services:

Records Management and Documentation

1. Training on Records and Donation Management

Allow PSWDO, Center Heads, GSO, Accountant, and PDRRMO technical staff to
attend training on Records Management and Documentation on Donation
 Management. Support attendance in proper records management training for
relevant staff.

2. Data Privacy and ICT System Development

Establish an ICT system/database to enhance information and records management.

Ensure LSWDO maintains a secure data management system that is privacy-compliant
and accessible to authorized service providers. Provide funds for ICT system
development and training on digitalization and data privacy. Subscription to an internet
provider to support digital systems and service delivery.

3. Advocacy and Compliance to Standards

Disseminate relevant Memorandum Circulars (MCs) to LGUs to ensure awareness and

compliance with SWD service standards. Conduct annual or biennial consultation
dialogues with Local Chief Executives (LCEs), Budget Officers, and LSWDOs to ensure
adherence to SWD program standards.

Program Management - Case Management Summary:

1. Training & Capacity Building for Social Workers

o Comprehensive training programs will be provided to Social Workers at LSWDO
(Local Social Welfare and Development Offices) on Case Management, with a
focus on Monitoring and Evaluation, Counselling, and Social Case Study
Report Writing. This training aims to enhance the skills and capabilities of
Social Workers to improve the overall effectiveness of case management.
2. Attendance and Observations
o Social Workers will be allowed to attend quarterly PMDC (Professional and
Medical Development Conferences) and Forensic SW sessions, with allocated
funds for travel expenses.
o Requests will be made to the Family Court to permit court observations by LGU
Social Workers to enhance their understanding of legal processes in case
management. A regular, scheduled observation session will be implemented for
LGU Social Workers.
3. Staffing & Support for SWO
 o Support for the creation of plantilla positions for technical and administrative
staff, including PARA teachers, to be funded in Calendar Year 2025.
o MSWDO Personnel will be supported to attend essential trainings and programs.
4. Monitoring & Evaluation
o Regular Monitoring of the Re-Entry Action Plan and the Adoption Process
will be conducted with technical assistance from RACCO (Regional Adoption
and Child Care Office) to ensure effective implementation.
o Scheduled Case Conferences will be conducted, ensuring proper
recommendations are made based on the intervention plans, with case progress
reports being monitored and evaluated regularly.
5. Case Management Function and Staff Development
o Newly hired Social Welfare Officers (SWO II) will receive training to enhance
their capabilities in case management, focusing on enhancing their KAS
(Knowledge, Attitude, Skills) in case handling.
o Hired staff holding plantilla positions will be expected to take on case
management responsibilities effectively, supporting the overall delivery of social
services.

This consolidated approach seeks to ensure continuous professional development for Social
Workers, streamline case management processes, and enhance the quality of service delivery
across various social welfare offices.

Program Management - Planning Summary:

1. Formation of SPDR Team & Program Identification

o A dedicated SPDR Team will be formed to oversee the development and
updating of the Social Protection and Development Report (SPDR). The
team’s key role will be identifying relevant Social Protection programs and
projects for inclusion in the report, based on community needs and priorities.
2. Consultation and Engagement
o Consultation Dialogues and Regional Conventions with Local Chief
Executives (LCEs) will be conducted to ensure local governments' priorities are
integrated into the SPDR. These dialogues will help align social protection
programs with regional and local goals.
3. SPDR Utilization and Updates
o The LSWDO (Local Social Welfare and Development Office) will use the SPDR
as a basis for the development and implementation of social protection programs
and projects. The MSWDO will ensure the SPDR is updated every three years,
incorporating an updated Family Risk and Vulnerability Assessment (FRVA)
to reflect changes in the community's needs.
4. Workshops for Document Finalization
o A series of workshops will be organized to finalize essential documents, such as
the SPDR and the Comprehensive Local Justice Intervention Program
(CLJIP), ensuring they are thorough and aligned with local development goals.
 5. SPDR Draft and Approval
o The SPDR Draft will be developed and reviewed for approval, ensuring it
accurately reflects the social protection needs of the community.
6. Orientation on DPDR Formulation
o An Orientation Workshop will be held for the Local Social Protection Team to
provide guidance on formulating the DPDR (Development and Protection of
Development Report), ensuring a consistent and coordinated approach to social
protection across the region.
7. Integration into Local Development Plans
o The SPDR and its associated programs will be integrated into the Local
Development Investment Program (LDIP). Regular PPAs (Programs,
Projects, and Activities) will be incorporated into the Annual Investment
Program (AIP), ensuring that social protection efforts are prioritized and
adequately funded.
8. Inclusion in the Comprehensive Development Plan (CDP)
o Identified SP Programs and Projects will be included in the CDP
(Comprehensive Development Plan), based on the results of the FRVA. This
ensures that the SPDR contributes to broader development planning and
addresses the most pressing needs of vulnerable populations.

This planning approach ensures that social protection initiatives are well-coordinated, regularly
updated, and fully integrated into local government development plans. It highlights the
importance of consultation, strategic workshops, and consistent updates to the SPDR, fostering a
comprehensive, responsive approach to social welfare and development.

Program Management - Monitoring and Reporting Summary:

1. Online Training on Reporting and Documentation

o An online training (e-course) will be provided to LSWD Offices (Local Social
Welfare and Development Offices) focusing on reporting and documentation
practices. This e-course aims to equip staff with the necessary skills and
knowledge for effective reporting, ensuring consistency, accuracy, and
transparency in all documentation processes.
2. In-person Training on Reporting and Documentation
o In addition to the online course, in-person training sessions will be conducted to
further enhance the capacity of LSWD Office staff in reporting and
documentation. These sessions will provide practical guidance on creating,
managing, and maintaining reports in line with local and national standards.
3. Focus on Monitoring and Compliance
o Both the online and in-person training programs will emphasize the importance of
monitoring the progress of social welfare programs and ensuring compliance
with documentation standards. This will enhance the overall monitoring and
reporting mechanisms within LSWD Offices.
These initiatives aim to improve the quality and efficiency of reporting and documentation
within the LSWD Offices, ensuring that staff are well-prepared to manage and report on social
welfare programs effectively.

Program Management - Implementation: Sectoral Programs Summary

1. Seminars on Foster Care and Adoption

o Staff will attend seminars on foster care and adoption, aimed at enhancing their
understanding and skills in handling adoption and foster care cases, ensuring that
children in need receive proper care and placement.
2. Learning and Development Interventions
o Learning and development interventions will focus on improving the
implementation of Devolved Programs and introducing Social Technology.
These initiatives are designed to equip staff with the tools and knowledge needed
to effectively manage and deliver social welfare services in a rapidly evolving
landscape.
3. Orientation on New Laws, Policies, and IRRs
o Orientation programs will be conducted to update staff on the latest laws,
policies, and their Implementing Rules and Regulations (IRRs). This ensures
that all personnel are aware of and compliant with recent legal and regulatory
changes affecting sectoral programs.
4. Training on CSRPDV for MSWDO and SWO II
o Training sessions will be organized to enhance the Knowledge, Attitudes, and
Skills (KAS) of MSWDO and SWO II personnel, specifically on handling cases
related to Child and Spouse Abuse and Domestic Violence (CSRPDV). This
will improve the capacity of staff to provide effective support and interventions
for affected individuals.
5. Seminars on Counseling for Domestic Violence/VAW Perpetrators
o Seminars will be held to build the KAS of MSWDO and SWO II in offering
counseling services and other interventions to perpetrators of Domestic
Violence and Violence Against Women (VAW). These training programs are
aimed at improving approaches to rehabilitation and ensuring a holistic response
to such cases.
6. Gender Sensitivity Training (GST)
o A Gender Sensitivity Training (GST) seminar will provide participants with a
deeper understanding of the roles of women and men in society. This seminar
will foster a more inclusive, gender-responsive approach in the delivery of social
welfare services.
7. Training on Supplementary Feeding Program Implementation
o Training will be conducted to enhance staff knowledge on the proper
implementation of the Supplementary Feeding Program, ensuring that
children in need receive appropriate nutritional support as part of broader social
welfare initiatives.
8. Funding for Programs Supporting Neglected, Abandoned, and Abused Children
 o Funding will be allocated to support programs and services for neglected,
abandoned, and abused children, ensuring that proper interventions are in place
for their care, protection, and legal disposition.

These sectoral program implementation strategies are designed to build the capacity of social
welfare staff, enhance their ability to manage complex cases, and ensure that sectoral programs
like foster care, domestic violence intervention, and child welfare are effectively executed. By
focusing on continuous learning, skills enhancement, and up-to-date knowledge of policies, the
programs aim to address the needs of vulnerable populations and improve service delivery across
multiple areas of social welfare.

Program Management - Implementation: Emergency or Disaster Assistance Programs and

Services Summary

1. Stakeholder Mapping, Partnership Building, and Volunteer Engagement

Stakeholders Mapping Workshop and Partnership Building sessions will be conducted to

strengthen collaboration among key players in disaster response and recovery. Additionally, a
Volunteers Forum will be held to engage local volunteers and partners in disaster preparedness
and response efforts, ensuring community involvement and coordination.

2. Volunteer Management Guidelines and Curriculum Development

Guidelines on volunteer management will be crafted specifically for LGUs to provide clear
processes for managing disaster response volunteers. Furthermore, in partnership with the
Philippine National Volunteer Service Coordinating Agencies, a curriculum on Volunteer
Management will be developed to standardize volunteer training and ensure effective disaster
response.

3. Geographic Information System (GIS) and Predictive Analytics for Humanitarian

Response

One-on-one consultations with concerned LGUs will be conducted to establish a Geographic

Information System (GIS) to support Predictive Analytics for Humanitarian Response
(PAHR) in 2024. This tool will enhance preparedness and response capabilities by providing
vital geographic data for disaster management.

4. Capacity Building for First Responders

Continuous capacity-building efforts will be made to update and equip first responders with
the latest information, trends, and disaster management efforts. This includes:
 Capacity Building and Technical Assistance on Information

Management and DROMIC Reporting Guidelines along with
Humanitarian Supply Chain Management (2023).
 Humanitarian Supply Chain Management Training of Trainers
(2023), ensuring a network of skilled trainers for effective disaster
response.
 Capability Building on Management of Donations and Volunteers
(2024), preparing staff to manage resources and volunteers during
emergencies.
5. Coaching and Monitoring During CCCM

Coaching sessions will be provided during actual CCCM (Camp Coordination and Camp
Management) activities, offering on-the-ground support and monitoring to ensure best practices
are followed during disaster response operations.

6. Food Assistance for Indigent Families during Crises

Food assistance programs will be implemented to support indigent families during crisis
seasons. In exchange for their participation in disaster preparedness activities, these families
will receive food, thus both supporting community resilience and alleviating the impact of
disasters.

7. Regular Meetings, Consultations, and Sustainable Partnerships

Regular meetings and consultation dialogues will be conducted to maintain continuous

communication with stakeholders and ensure ongoing collaboration. Trainings, seminars, and
workshops will be organized to build and sustain partnerships aimed at long-term disaster
preparedness and response.

These efforts will ensure a coordinated, efficient, and well-supported disaster response
mechanism, enhancing the role of local communities, first responders, and partners in addressing
emergency situations. By developing comprehensive volunteer management systems, providing
technical assistance, and focusing on continuous capacity-building, the program aims to create a
sustainable, effective disaster management framework.

Institutional Mechanism - Functionality of Local Council for the Protection of Children

(LCPC) Summary

1. Knowledge Sharing and Capacity Building

Knowledge sharing initiatives will be conducted with technical staff from the RJJWC
(Regional Juvenile Justice and Welfare Council) on handling Children in Conflict with the
Law (CICL). Regular attendance and mentoring from RJJWC technical staff will ensure that
personnel are equipped with the latest knowledge and best practices in managing CICL cases.

2. ECCD Centers and Workers Accreditation

The LSWDO will ensure that at least 80% of ECCD centers and Child Development
Workers (CDWs) are pre-assessed, with 25% having valid accreditation. Though not part of the
SDCA indicators, coordination with the ECCD Council will be maintained to issue a
memorandum on the accreditation standards for ECCD centers and workers.

A new accreditation tool for CDW accreditation will be introduced, ensuring that all standards
are met, and reorientation programs will be conducted for CDWs to regain a positive attitude
and strengthen their commitment to working with children.

3. Training and Skill Enhancement for ECCD Implementation

Training seminars will be held to enhance knowledge and skills in the implementation of
ECCD programs. These will cover the development of a database for children, which will
help the LGU in more effectively planning and delivering ECCD programs and services.

4. Child and Family Welfare Policies and Planning

Technical Assistance (TA) will be requested for the crafting of the CLJIP (Comprehensive
Local Juvenile Intervention Program) and the Four Legacies, which are vital frameworks for
local child protection programs. The adoption of CLJIP will ensure that the local government
can respond effectively to the needs of children in conflict with the law.

Training on crafting CLJIP and Four Legacies will be provided to relevant personnel, with an
allocated budget to ensure smooth implementation.

5. Updating Reports and Local Codes for Child Protection

The Local State of the Children Report (LSCR) and LCC (Local Council for Children) will
be updated to reflect the most current information on child welfare. Additionally, the Local
Code for Children and GAD (Gender and Development) Code will be revised to ensure that
policies align with child protection and gender-responsive practices.

6. ECCD Private Centers Accreditation

Private child development centers will be oriented for accreditation, preparing them for future
assessments and ensuring that they meet the necessary standards for delivering quality child
development services.

7. Competency Development for Child Rights Practitioners

The competencies of child rights practitioners will be developed to better mainstream
principles of child development, participation, and protection in local governance. This will
improve the overall child protection landscape in the LGUs.

8. Increased Engagement in Child Protection Programs

There will be an emphasis on increasing the engagement of LCPC members in Child Protection
Program Planning and documentation practices, with training workshops on relevant
frameworks such as LDPC, LJIP, LCC, and LSCR.

9. BCPC and MCPC Awareness and Functionality

Training and orientation will ensure that all members of the Barangay (BCPC) and
Municipal (MCPC) Child Protection Committees understand their roles and responsibilities,
gradually working towards achieving fully functional scores in the functionality assessments.
Continuous technical assistance will be provided to ensure that these committees maintain their
fully functional status.

10. Final Drafting and Updates of Reports and Local Codes

The final drafting of the SPDR (Social Protection and Development Report) and LJIP, along
with the updating of the Local Code for Children and GAD Code, will ensure that all policies
and frameworks are current and aligned with best practices in child protection and development.

These initiatives aim to strengthen the Local Council for the Protection of Children (LCPC),
enhancing its functionality through capacity building, policy development, and accreditation of
child development centers. By equipping child protection workers with the necessary knowledge,
tools, and technical support, the program ensures that child welfare practices are effective,
responsive, and sustainable across LGUs.

NOT INCLUDED IN THE 13TH PRIORITY Summary

1. Capacity Building and Accreditation Support

o Immersion programs for center personnel will be organized, allowing them to
visit and learn from accredited centers of DSWD to enhance their practices.
Technical Assistance (TA) will be provided to guide centers through the
accreditation process, ensuring compliance with required standards.
o Orientations and TA will be offered to centers, helping them understand the
accreditation process and ensuring they are prepared to submit the necessary
documents for accreditation.
2. Crisis Center Operations and Building Construction
o Budget allocation will be made for the operation of the crisis center to ensure it
is fully equipped to serve its intended purpose.
 oCoordination with the DSWD Regional Office will be carried out to assess and
monitor the status of the SC (Social Center) building. Efforts will continue to
ensure the completion of the building's construction.
o Necessary documents for the construction of the SC building will be prepared,
and the budget for SC office operations will be allocated to ensure its functional
operation.
3. Conventions and Meetings for Capacity Building
o Annual or Biennial conventions will be held with Local Chief Executives
(LCEs) to promote collaboration and sharing of best practices.
o Regular attendance at P/M/City CDC meetings and SB Sessions will be
prioritized, with a particular focus on participation by the Provincial Planning
Development Office (PPDO) to align efforts in regional development.
4. Knowledge Sharing and Benchmarking
o Knowledge sharing sessions with Standard Bureau staff will be conducted to
improve understanding of industry standards and practices across centers and
programs.
o Attendance at training on manual operation creation will be supported to
ensure that operations are well-documented and standardized. Additionally,
benchmarking activities to other provinces will be organized to learn from best
practices and improve service delivery.

These efforts are aimed at enhancing the operations and standards of child and crisis centers,
supporting their accreditation process, and ensuring that both infrastructure and personnel are
equipped to meet the needs of the communities they serve. Though not included in the 13th
priority, these activities remain essential for fostering effective service delivery, capacity
building, and resource management.

Administration and Organization - Support Services Summary

The Support Services under Administration and Organization aim to enhance operational
efficiency, streamline data management, and improve technological infrastructure within the
organization.

1. Establishment of ICT System/Database

The LGU will focus on the establishment of an ICT system with a centralized database
to enhance data storage, retrieval, and analysis.
2. Digitalization and Data Privacy Orientation
To ensure smooth digital transition, an orientation on digitalization will be provided,
educating staff on the benefits of adopting digital systems. Data privacy training will be
essential in ensuring that staff are equipped to handle sensitive information securely and
in compliance with privacy regulations.
3. Training on Record Management
Technical Assistance (TA) will be offered through an orientation on proper record
management. This will guide staff on best practices for maintaining accurate, organized,
 and secure records, which will be vital for both day-to-day operations.

4. Procurement of IT Equipment
Adequate funding will be allocated for the procurement of IT equipment such as
hardware and software to support the ICT system.
5. Second-Level Training for Staff
A second-level training program will be requested to ensure that staff are well-equipped
to use the newly acquired equipment and systems.
6. Upgrading Wireless Connectivity
The organization will also focus on upgrading wireless connectivity to ensure faster
and smoother transactions, improving communication and reducing downtime in digital
processes. This will enhance the overall user experience and operational workflow.

These initiatives aim to improve the organization's administrative efficiency by modernizing its
ICT infrastructure, supporting staff training, and enhancing connectivity, ultimately fostering a
more productive and streamlined environment.

Summary of Human Resource Management and Development under Administration and

Organization

The Human Resource Management and Development efforts focus on strengthening the staffing
structure, improving performance, and ensuring that the MSWDO is adequately equipped to
handle its responsibilities in social welfare service delivery.

1. Encouragement for MSWDO's Internal Accreditation Role

The MSWDO is encouraged to take a proactive role as the internal accreditor for centers,
starting with conducting the first visit to ensure standards are met. Continuous collaboration
with relevant agencies will be prioritized to include this role in the TARA and ensure the
effective integration of these efforts.

2. Training and Performance Evaluation

Training on performance evaluation will be a top priority to enhance staff capabilities in

assessing and improving their work performance. In addition, Supervisory Management
Courses will be made available for division heads and supervisors to develop their leadership
skills and improve overall agency management.

3. Staffing and Position Creation Requests

o Advocacy efforts will be made to create and fund permanent social welfare
officer positions, with requests for additional positions submitted to secure the
 necessary workforce. This will include a request for the creation of two SWO I
positions and additional SWO appointments to ensure adequate staffing.
4. Advocacy for Social Worker Hiring
o MSWDO will advocate with the LCE and Local Finance Committee (LFC) to
ensure that the staffing pattern is included in the LDIP/AIP, securing long-term
staffing solutions. In the meantime, hiring Social Workers on a Contract of
Service basis will be pursued to address immediate needs.
5. Fund Allocation for Additional Manpower
o Funding will be allocated to support the recruitment of additional social
welfare officers to address the increasing demand for services and ensure the
agency has the necessary personnel to implement core programs like Pantawid
Pamilya and laws related to child welfare and protection.
6. Preparation of Requests for Position Creation
o A request letter will be prepared for the Sangguniang Bayan to create additional
positions such as SWO II or SWO I to support the implementation of new laws
related to children and women, including administrative adoption, anti-online
sexual abuse (OSAEC), and juvenile justice.
7. Follow-up and Technical Assistance
o Follow-up actions will be taken to secure funding support from the Local
Finance Committee (LFC) and technical assistance will be provided to the LFC
and Sangguniang Bayan to facilitate the creation of necessary positions and
ensure the smooth implementation of welfare programs.

These HR efforts aim to improve the overall staffing capacity of the MSWDO, advocate for the
creation of crucial positions, and secure funding for additional personnel to enhance the
effectiveness of social welfare services. Additionally, the focus on training and performance
evaluation will foster a more competent workforce, while advocacy and follow-up with local
government units will ensure that the MSWDO has the resources necessary to succeed.

Program Management - Planning Summary:

The planning efforts under the Program Management focus on the development, implementation,
and monitoring of the Social Protection and Development Report (SPDR), the establishment
of a Social Protection Team, and the alignment of efforts with local governance structures to
ensure effective service delivery.

1. Crafting and Development of SPDR

Writeshops and technical writing workshops will be conducted to guide the formulation of
the SPDR with the Social Protection Team.

The Local Social Protection Team will be oriented on the formulation of the SPDR to ensure
the report’s accuracy and alignment with the standards. Monitoring and retrieval of data for the
SPDR will be conducted to ensure its timely submission to DSWD CO and the PSWDO.

2. Establishment of Social Protection Team

A Social Protection Team will be created through an Executive Order, and the team will
receive technical assistance from DSWD to improve its efficiency and effectiveness in carrying
out social protection initiatives.

Cascading the Social Protection Plan to BLGUs and local heads of offices will help ensure
that the social protection framework is understood and implemented at the grassroots level.

3. Orientation and Training

Orientation workshops on AO 02, 2023, and JMC 01, 2018 will be conducted to ensure all
relevant stakeholders are updated on the latest guidelines and processes. The orientation will
focus on key activities such as the Family Risk and Vulnerability Assessment (FRVA)
Information System and resolving any conflicting guidelines related to CBMS (Community-
Based Monitoring System).

Regular meetings and technical assistance will be held with regional offices and staff
counterparts to guide BLGUs in complying with SPDR requirements and meeting the SGLG
indicators.

A training session on conducting SP-VAM (Social Protection - Vulnerability and

Assessment Mapping) and FRVA will be organized to ensure that these tools are effectively
used in the development of local social protection plans.

4. Monitoring and Technical Assistance

Ongoing monitoring will be conducted to ensure the SPDR is properly retrieved, prepared, and
submitted in a timely manner. Additionally, continuous technical assistance will be provided to
BLGUs to support the proper implementation and compliance with SPDR and SGLG indicators.

These activities aim to ensure that the Social Protection and Development Report (SPDR) is
effectively developed, implemented, and monitored, while also strengthening local governance
structures by equipping them with the necessary tools, training, and support for better service
delivery. The creation of a Social Protection Team and regular cascading of the SP Plan to
BLGUs will ensure broader alignment and implementation across all levels of government.
Summary of Program Management - Case Management

The Case Management program focuses on enhancing the capacity of social workers (SWs)
through various training and exposure activities, ensuring they are well-equipped to handle cases,
particularly those related to court proceedings, while also promoting continuous learning and
collaboration with other local and regional stakeholders.

1. Training and Capacity Building

Social Workers (SWs) will be allowed to attend training programs on Case Management,
with a focus on Capability Building, Monitoring, and Evaluation. These programs aim to
strengthen the skills of SWs in handling various cases and improving their monitoring and
reporting capabilities.

Funds will be allocated to support travel expenses for SWs attending quarterly PMDC and
Forensic Social Work sessions.

2. Court-Related Exposure and Knowledge Sharing

To enhance SWs' understanding of court proceedings, a request letter will be sent to the Family
Court to allow court observation by LGU social workers. Regular observation sessions will be
scheduled to enable SWs to gain hands-on experience and learn the processes involved in court
cases.

There will also be knowledge sharing with other LSWDOs and DSWD technical staff on
handling court-related cases, including CNSP (Child in Need of Special Protection) and
WEDC (Women in Especially Difficult Circumstances)

3. Continuous Professional Development

Social Workers will be encouraged to attend trainings and seminars related to court hearing
proceedings, expanding their knowledge and skills on how to navigate and contribute to legal
processes in child protection, domestic violence, and other relevant areas.

4. Monitoring and Implementation of Action Plans

A system for monitoring the Re-Entry Action Plan will be implemented, ensuring that social
workers follow up and track the progress of cases in accordance with established guidelines and
frameworks.

These activities aim to provide SWs with the resources, training, and exposure needed to
improve their case management practices, with particular emphasis on court-related work and
professional development. By facilitating learning opportunities and encouraging inter-agency
collaboration, this program ensures that social workers are equipped to deliver effective services
in child protection, family welfare, and related fields.
Summary of Program Management - Implementation of Sectoral Programs

The Implementation of Sectoral Programs aims to strengthen social welfare services by

focusing on key areas such as gender-based violence, assistance to individuals in crisis
situations, and capacity development for social workers and other community stakeholders. The
following actions are planned:

1. Inclusion in the Annual Investment Plan (AIP)

Both Barangay and Municipal Local Government Units (B/MLGUs) are to include sectoral
programs in their Annual Investment Plans (AIP) for the succeeding years, ensuring that
resources are allocated for the continued support and expansion of these essential services.

2. Capacity Building and Support for Social Workers

Coaching and mentoring sessions will be provided for AICS workers within the province to
improve case management and social service delivery, with ongoing group study sessions
facilitated by the DSWD to enhance the capacity of social welfare personnel.

Training and capacity development for Social Workers (SWs) and VAW (Violence Against
Women) Desk Officers will be prioritized. This includes providing specialized training on
Gender and Development (GAD) Program and Project Activities (PPA), focusing on
addressing gender-based violence and strengthening community-based responses.

3. Funding for Capacity Development Activities

Funds will be allocated for capacity-building activities aimed at improving the skills and
effectiveness of social welfare professionals, particularly in addressing Gender-Based Violence
(GBV), implementing GAD PPAs, and ensuring a comprehensive response to the needs of
vulnerable populations.

This approach ensures that sectoral programs receive the necessary support for implementation,
while focusing on the continuous development of key personnel to enhance service delivery.
Through capacity-building efforts and the strategic inclusion of programs in the AIP, the local
government units and social workers are empowered to better address community needs,
especially concerning gender-based violence and crisis intervention.
Program Management
Implementation: Emergency disaster assistance programs services

On Volunteer Management, LGU has a written policy on volunteer management and

entered into a Memorandum of Understanding with volunteer group/s or organization/s;
Mobilizes volunteers and has updated list and profile of volunteers particularly in
disaster management
Seminar/Training on Stakeholders Mapping Workshop/Partnership Building Volunteers
Forum

Crafting of guidelines on volunteer management in the context of LGU

Summary of Program Management - Implementation: Emergency and Disaster Assistance

Programs and Services

The Implementation of Emergency and Disaster Assistance Programs and Services

emphasizes strengthening volunteer engagement, partnership building, and improving disaster
management systems within local government units (LGUs). Key actions and strategies are as
follows:

1. Volunteer Management

The LGU has developed a written policy for volunteer management, which includes entering
into Memorandums of Understanding (MOUs) with volunteer organizations. This ensures
formal and organized volunteer efforts during emergencies.

The mobilization of volunteers is prioritized, with an updated list and profile of volunteers,
particularly those trained and equipped for disaster management roles.

A Seminar/Training on Stakeholder Mapping will be held to engage volunteers and local

organizations effectively in disaster response activities. This will also include Partnership
Building and a Volunteer Forum to foster stronger collaboration and shared responsibility.

2. Crafting of Volunteer Management Guidelines

Comprehensive guidelines on volunteer management will be crafted, specifically tailored to

the context of LGUs. This will ensure efficient deployment and management of volunteers,
allowing the LGU to effectively tap into available community resources during emergencies.

By focusing on these strategies, the program ensures that volunteer efforts are systematically
organized and efficiently integrated into the emergency and disaster assistance framework,
strengthening disaster preparedness, response, and community resilience.
Institutional Mechanism Functionality of Local Council for the Protection of Children

Summary of Institutional Mechanism - Functionality of Local Council for the Protection of

Children

The Local Council for the Protection of Children (LCPC) aims to enhance its capacity and
functionality through various activities and strategic actions aimed at improving child protection
mechanisms and services in the community. Key initiatives include:

1. Knowledge Sharing and Capacity Building

Continuous knowledge sharing with the technical staff of the RJJWC (Regional Juvenile
Justice and Welfare Council) on handling Children in Conflict with the Law (CICL) is
emphasized. This helps build technical expertise in managing CICL cases and ensures
appropriate responses.

Regular attendance of technical staff at RJJWC meetings to stay updated on developments and
best practices in child protection and welfare.

2. Integration into AIP and Program Inclusion

The inclusion of program activities in the Annual Investment Plan (AIP) to secure necessary
funding and resources for child protection initiatives.

The allocation of funds for training, ensuring that Social Workers (SWs) and LCPC members
can attend essential workshops and capacity-building sessions.

3. Development of Local Plans and Reports

Crafting and implementing essential plans such as the Local Development Plan for Children
(LDPC), Local Juvenile Investment Plan for Children (LJIP), and the Local State of the
Children Report (LSCR) to guide the community’s child protection strategy.

Facilitating group study sessions with technical staff on CICL handling and conducting
consultations with the ECCD Evaluator and other MSWDs regarding the accreditation of
Child Development Workers (CDWs) and Child Development Centers (CDCs).

4. Communication and Coordination

Developing a Communication Plan to improve the coordination and dissemination of

information related to child protection, including a focus on the TAAORSS (Theoretical and
Analytical Approach to Orientation, Review, and Social Services) framework.
These actions reflect a commitment to enhancing the functionality of the LCPC by improving
coordination, providing training and technical assistance, and ensuring the necessary systems and
plans are in place for effective child protection.