Department of Social Welfare and Development

Field Office IV-CALABARZON

2019 THRUST AND PRIORITIES

Status of Implementation

Background

Pursuant to Administrative Order No. 24 series of 2018 as signed by the Secretary last 27th of December 2018, the Field
Offices committed their respective Thrusts and Priorities with the following objectives:

1. To promote unanimity of purpose within the organization, allow coordination and collaboration across
organizational units, strengthen the Department’s organizational capacities and deliver gender responsive
services of our social welfare and development programs; and
2. To guide and direct all DSWD Bureaus, Services, National Project Management Offices and Field Offices in their
role in strategy implementation which include formulation and adoption of gender responsive policies, plans
and budgets as well as performance targets

Implementation Status

Organizational Outcome 1: Well-being of poor families improved

Thrust / Directive Remarks Budget Status / Justification

(Done, Not (If applicable)
Done, On-
Going)
1 The department shall C/O
establish an office that will PROTECTIVE (8888 Focal)
serve as link with all
beneficiaries for them to be PROMOTIVE (GRS – Pantawid)
informed and receive any
development in the
programs of DSWD that
concern them, report
anomalies and complaints.
It will also protect them
from any fraudulent acts of
unscrupulous individuals
posing as social workers or
employees of the DSWD.
2 Update the lists of all cash C/O Protective and Promotive Division
program beneficiaries, -
Pantawid Pamilyang Pilipino
Program (4Ps), Social
Pension (Soc Pen), Cash for
Work, Kapit-Bisig Laban sa
Kahirapan-Comprehensive
and Integrated Delivery of
Social Services , Sustainable
Livelihood Program and
Assistance to Individuals in
Crisis Situation to establish a
 Department of Social Welfare and Development
Field Office IV-CALABARZON

national database
3 Institutionalize and C/O KALAHI CIDSS
harmonize the Community
Organizing (CO) and
Community Driven
Development (CDD)
approach in the Promotive
Programs and strengthening
internal convergence.
3 Institutionalize the CDD in C/O KALAHI CIDSS
partner national
government agencies (NGA)
and LGUs and strengthen
external convergence.
4 RE-evaluate the SLP to make C/O Sustainable Livelihood Program
sure it remains relevant to
the needs of the
communities
5 Promote the C/O PROTECTIVE
Comprehensive Intervention
against Gender-Based
Violence (CIAGV) and
Counseling Service for the
Rehabilitation of
Perpetrators of Domestic
Violence (CSRPDV) among
LGUs particularly in the 4Ps
areas.
6 Conduct of Social Welfare C/O PANTAWID
and Development Indicators
(SWDI) RE-assessment for
the 4.4 million 4Ps
beneficiaries
7 The Social Technology N/A
Bureau to design new
models of interventions for
the transitioning poor
exiting the CY 2018 4Ps.

Organizational Outcome 2: Rights of the Poor and Vulnerable Sectors Provided and Protected

Thrust / Directive Remarks Budget Status / Justification

(Done, Not (If applicable)
Done, On-
Going)
1 Creation of timely, relevant N/A
and applicable models of
intervention for the poor,
marginalized, and
vulnerable sectors
2 Routine inspection and C/O
 Department of Social Welfare and Development
Field Office IV-CALABARZON

evaluation of DSWD- GASSD / ADMIN

maintained centers and
residential care facilities to
ensure safety of the
occupants.
3 A Memorandum of C/O
Agreement between the PROTECTIVE / DRMD
AFP, PNP and DSWD to
assist and secure
employees in the transfer
and payout of funds for
beneficiaries of our
programs in far flung areas
or locations where
Landbank cannot be of
service to them.
4 Evaluation of devolved N/A
social welfare programs to
LGUs that did not involve
funding from DSWD to
ascertain their status,
relevance, applicability,
and outcome.
5 Generate private sector C/O
support for the vulnerable C&I
sectors through external
resource generation.
6 Implementation of N/A
Bangsamoro Umpungan sa
Nutrisyon (BANGUN) in
target Autonomous Region
in Muslim Mindanao
(ARMM) areas to address
malnutrition in partnership
with NGAs’ LGUs,
communities, parents and
intended beneficiaries to
alleviate hunger and
malnutrition among the
children of ARMM as
provided for by the DSWDs
Strategic Plan CY 2018-
2022
7 Implementation of C/O
Protective services i.e. PROTECTIVE - REPORT
Recovery and
Reintegration Program for
Trafficked Persons (RRPTP),
AICS, Supplementary
Feeding Program (SFP),
SocPen, Alternative
 Department of Social Welfare and Development
Field Office IV-CALABARZON

Parental Care, and other

community-based services
8 Implementation of C/O
Unconditional Cash UCT - REPORT
Transfer (UCT) based on
TRAIN Law to alleviate the
effects caused by the
increase in prices of
commodities caused by the
said law which directly
affect poor individuals and
families
9 Implementation of the C/O
Centenarians Act of 2016 PROTECTIVE – Social Pension
honoring all Filipinos who
reach a ripe old age of 100
years wherever they
reside-a fitting tribute to
our elders.
10 Convince LGUs with a high C/O
incidence of gender based PANTAWID GAD Focal
violence cases to adapt the
CIAGV and CSRPDV
programs of the DSWD.
These programs are helpful
to the communities in
times of conflict, disaster
or crisis and also in times
of peace
11 Implementation of N/A
International Social
Welfare Services for
Filipino Nationals under
the supervision of the
Social Welfare Attache
Offices (SWATOs) in Riyadh
and Jeddah, Kingdom of
Saudi Arabia; Kuwait,
Dubai, United Arab of
Emirates; Qatar, Malaysia,
and Hongkong. The
guaranteeing of the
welfare and protection of
Filipinos whether here or
abroad must be among the
primary concerns of the
DSWD. An inter-
governmental agency
approach often times
works best for providing
adequate service and an
 Department of Social Welfare and Development
Field Office IV-CALABARZON

immediate response to an
array of multiple concerns
when present.
12 Re-assess and study the C/O
DSWD’s roles, objectives, CICL
policies, and programs on NTSB
the Drug Rehabilitation
and Reintegration
especially since we are
included among the lead
agencies of the National
Drug Rehabilitation
Program. The family is the
basic unit of society and as
such has a critical role to
play in the success of the
drug rehabilitation
program. We must
educate, empower,
capacitate and transform
this powerful unit of
society (the family) in
order to be able to deal
with the problem of drugs
or avoidance of drugs in
order to be able to deal
with the drug problem
effectively.
13 Sustain the Level, 1,2, or 3 C/O
accreditation of Centers Center - Reports
and facilities in accordance
with the set standards ,
and adopt a more holistic
developmental approach in
dealing with issues of
street children, the
homeless families, the
Indigenous Peoples, (Ips),
Persons with Disabilities
(PWDs) and Senior Citizens
in order to stimulate the
development of these
vulnerable set of people as
a whole while maintaining
harmony and balance in
the community so as not to
deprive our future
generations
14 Establishment of “Silungan N/A
sa Barangay” as a facility
for street children and
 Department of Social Welfare and Development
Field Office IV-CALABARZON

homeless families to
address their plight in
partnership with NGAs,
LGUs and others.

Organizational Outcome 3: Immediate Relief and Early Recovery of Disaster Victims / Survivors Ensured

Thrust / Directive Remarks Budget Status / Justification

(Done, Not (If applicable)
Done, On-
Going)
1 Re-evaluate the DSWD’s N/A
current mandate to
include a proactive and
preventive role in
disaster risk, for disaster
preparedness which will
steer us in the right
direction and enable us
to preposition goods and
services in the event of
calamity or disaster or
national emergency.
2 Institutionalization of a C/O
Multi-Stakeholder DRMD
Volunteer Mobilization
Program for Disaster
Operations in
anticipation of any
eventuality that may
necessitate the
deployment of such
magnitude.
3 Creation of a functional C/O
Comprehensive DRMD
Emergency Program for
Children (CEPC) Core
Group Secretariat that
will monitor the
implementation of the
CEPC Strategic Plan CY
2019-2022

4 Creation of guidelines C/O

and standards to ensure DRMD / ADMIN
the maintenance of
standard operating
procedures (SOP) and
quality control measures
 Department of Social Welfare and Development
Field Office IV-CALABARZON

for warehousing,
logistics, production and
others. The
computerization of these
services in order to
enable easy access tro
data for trouble shooting,
transparency, monitoring
of expiry of goods, and
inventory purposes. The
updated national
database as proposed
shall enable quick access
to the affected
individuals, households
and communities with
the corresponding
speedy dispatch of goods
and services to them.

Organizational Outcome 4: Continuing Compliance of Social Welfare and Development Agencies to Standards in the
Delivery of Social Welfare Services Ensured

Thrust / Directive Remarks Budget Status / Justification

(Done, Not (If applicable)
Done, On-
Going)
1 A review of the present N/A
policies of the Central
Office Review Committee
and Field Office Review
Committee which handle
and recommend
appropriate action for
reported complaints
against erring SWDAs.
The said complaints shall
be logged and monitored
by the Operations
Centers of the DSWD
Central Office for
immediate action.
2 Full operationalization of C/O
the Standards STANDARDS SECTION
Enforcement and
Advocacy Division at the
Standards Bureau to Conduct of Orientation by SEAD last October
conform with empirical 2019 as attended by Field Office Review
and quantifiable Committee
 Department of Social Welfare and Development
Field Office IV-CALABARZON

standards.

Organizational Outcome 5: Delivery of Social Welfare and Development Programs by Local Government Units
through LSWDOs, improved

Thrust / Directive Remarks Budget Status / Justification

(Done, Not (If applicable)
Done, On-
Going)
1 Development and C/O
implementation of TARA FOCAL
LSWDO three-year plan
on Technical Assistance
and Resource
Augmentation (TARA)
program for LSWDOs.
2 Learning and C/O
Development CAPACITY BUILDING UNIT
Intervention for
LSWDOs
3 Creation of a course N/A
binder-type lecture
series on skills,
approaches,
methodologies,
research and applicable
programs for learning
and development of
LSWDOs

4 Providing continuing C/O

educational HRMD (PRAISE committee)
opportunities for
development for our
licensed social workers
through on line
education and seminars.
5 Creating an N/A
Organizational Learning
for LSWDOs through
Alliance Building (collab
20 – Development of
Competency Based
Development program
 Department of Social Welfare and Development
Field Office IV-CALABARZON

Support to Operations

Thrust / Directive Remarks Budget Status / Justification

(Done, Not (If applicable)
Done, On-
Going)
1 Intensifying advocacy
for the identified
Priority Legislations i.e.
National Policy on - Advocacy conducted ABSNET
Community Driven - SWD Forum to be conducted on October 30,
Development, Social 2019
Welfare and
Development Act which
equipped and empower
the poor with the
financial and technical
support required in
order for them to be
able to set their
community priorities
and take the necessary
steps in order to
address them in
partnership with the
LGUs and other
institutions.
2 Implementation and C/O
monitoring of DSWD PPD – GAD Focal
sector commitments
through the
Comprehensive Sector
and gender and
development (GAD)
Plans and Budget in
responsible,
transparent and
accountable manner.
3 Implementation of C/O
DSWD Research, Policy, PPD – GAD Focal
and Evaluation Agenda
for CY 2019-2022
4 Enhancement and N/A
upgrading of the SWDI
system to make it
applicable, relevant,
 Department of Social Welfare and Development
Field Office IV-CALABARZON

and valuable for all

clientele groups.
5 The intensification of - Conducted of Training of Trainers last Sept. 3 -5,
the strategies in the 2019 participated by FO staff from PPD, HRMDD,
conduct of the Protective Services Division, and Admin Division
Listahanan 3 Round
Asssessment to make it - Trainings for Area Coordinators (AC) and Area
truly reflective of the Supervisors (AS)
situation in the Dates conducted:
community level 1st batch – Sept. 9 to 13, 2019;
throughout the a total of 32 AC and 183 AS were trained
nd
country. 2 batch – Oct. 7 to 11, 2019;
a total of 9 AC and 42 AS were trained
rd
3 batch – Oct. 21 to 25, 2019;
a total of 9 AC and 76 AS were trained
Total AC trained 50
Total AS trained 301

-Training for Enumerators (EN)

Dates Conducted:
1st batch – Sept. 30 to Oct. 5, 2019
a total of 353 ENs were trained
nd
2 batch – Oct. 7 to 12, 2019
a total of 387 ENs were trained
3rd batch – Oct. 14 to 19, 2019
a total of 267 ENs were trained
4th batch – Oct. 21 to 26, 2019
a total of 140 ENs were trained
5th batch – Oct. 25 to 30, 2019
6th batch – to be conducted on Oct. 26 to 31,
2019
Total ENs trained 1,147

After the trainings, the ACS and AS conducted

their BLGU orientation.

As of October 28, 2019, a total of 200,000 HAFS

and 1,640,000 stickers were received by the FO
and these were distributed immediately to the
field staff.

6 Evaluation and N/A

assessment of the
existing Planning, Policy
Development, Research
and Results-based
Monitoring and
Evaluation Programs
which must be flexible,
adoptable, updated,
forward-looking,
 Department of Social Welfare and Development
Field Office IV-CALABARZON

culturally sensitive,
gender responsible and
relevant to the poor
and needs of the
communities.
7 The Operations Center N/A
at the DSWD Central
Office shall monitor the
entire organizations
plans, programs, daily
activities, operations,
delivery of services,
resources, funds
strategies, quality
control of goods and
services, organizational
issues, beneficiaries,
needs/demands/challe
nges/opportunities,
training/performance
of personnel,
evaluation and
research.

General Administration and Support Services

Thrust / Directive Remarks Budget Status / Justification

(Done, Not (If applicable)
Done, On-
Going)
1 Organization C/O
Development, HRMD
Performance
Management and
Human Resource
Management:
 Pursue DSWD
reorganization to C/O
support the HRMD
implementation of
its programs and
 Department of Social Welfare and Development
Field Office IV-CALABARZON

services in keeping
with the times.
 Regularization of
qualified and civil
service eligible
MOA/COS workers C/O
within the HRMD
restrictions allowed
by the GAA
 Igniting integrity
and good
governance i.e.
Continuous N/A
Certification of
Auditors (CIA, CISA,
CFE). Empower the
Internal Affairs
Service under Office
of the Secretary to
address any issues,
concerning graft,
corruption and
abuse of power,
among others.
2 Organization C/O
Development, HRMD
Performance
Management and
Human Resource
Management.
 Creation of
guidelines and
policies to safeguard
the health and
overall well-being of
our workforce in
keeping with
accepted standards
in the Bureaucracy.
 The establishment
of a database based
on monthly
reporting by HR of
all COS/MOA/JO
employees as per
their records.
3 Strengthening DSWD
Strategic
Communication
 Training of
Community
 Department of Social Welfare and Development
Field Office IV-CALABARZON

Speakers Bureau N/A

(SMS, NPMOs and
FOs).
 Implementation of a
communication plan
to promote bottom-
up support from the N/A
organic staff of the
DSWD in pursuit of
the implementation
of DSWD Strategic
Plan covering the
years 2017-2022.
 Undertake critical
activities to ensure
that LGUs and other
stakeholders will
understand and OPC
support the DSWD
programs and
services along each
organizational
outcome and
strategic initiative.
4 Administrative and C/O
Other Support Services
 Full conversion from ADMIN / FMD
deployment of
Special Disbursing
Officer(SDOs) to
cash cards or other
similar modes for
the implementation
of programs and
services involving
disbursement of
funds directly
lodged with DSWD.
 Full integration of
Financial FMD
Management
Service with eNGAS,
eBudget, and eCash
forecasting.
 Implementation of a
fully functional
management C/O
Information System ADMIN / FMD
(FMIS) to improve PROMOTIVE / PROTECTIVE
transparency and
accountability in the
 Department of Social Welfare and Development
Field Office IV-CALABARZON

management of
public funds such as
4Ps, AICS, UCT,
Social Pension, ESA,
SLP and other funds
provided to DSWD
beneficiaries.
5 Administrative and C/O
Other Support Services ADMIN / FMD
 Evaluation and
assessment of
Internal Financial
Management
Reforms vis-a-vis
compliance with
oversight regulatory
and safety measures
to ensure the
effectiveness to
support operations
 Conduct of strategic
audits as part of our
Internal Audit Plan INTERNAL AUDIT UNIT
thru updated and
continuing Internal
Audit Practices in
conformity with the
Philippine Internal
Auditing Standards
in order to ensure
transparency,
accountability, and
good governance.
 Completion of
retitling of all DSWD
real properties ADMIN
nationwide.
 Implementation of
efficiency inventory
and disposal of
DSWD records ADMIN
based on the
prescribed retention
period as approved
by the National
Archives of the
Philippines
6 Administrative and ADMIN / FMD / HRMD
Other Support Services
 Judicious monitoring - 1-day conduct of HRMIS by HRMD with ICT
of the use of Human - Training on HRMIS on December 9-11, 2019 to
 Department of Social Welfare and Development
Field Office IV-CALABARZON

Resource be attended by RMDC with ICTMS as Resource

Management Person
Information System
to guarantee timely
release of salaries
for the cost of
services of
personnel with
infallible safeguards
or checks and
balances in places,
 Implementation and
monitoring of an
electronic ADMIN / PROCUREMENT
Procurement
Tracking and
Monitoring System
(ePTMS) to improve
procurement
transparency,
efficiency, and
timely delivery of
good and services.
 Conduct an audit
and inventory of all
DSWD Buildings in
accordance with the ADMIN
accepted industry
standards and
practices, submit
the audit results and
make the necessary
reports to all
concerned
employees and
officials of the
DSWD.
 Continuous review,
assessment
implementation of a ADMIN / PROTECTIVE - CBSS
structural repairs
and construction
plans for all DSWD-
maintained Centers
and Residential Care
Facilities

Strategic Social Technology Development

Thrust / Directive Remarks Budget Status / Justification

(Done, Not (If applicable)
 Department of Social Welfare and Development
Field Office IV-CALABARZON

Done, On-
Going)
1 Modification and N/A
enhancement of the
present social
marketing strategies.
2 A heightened, N/A
sustainable and
strategic Human
Resources
Development Program.
3 Evaluation, N/A
consolidation and
upgrading of the Social
Technology Bureau
facilities in order to
remain relevant and
applicable to the
intended customer
base.

Improving Transparency and Efficiency through Quality Management Program

Thrust / Directive Remarks Budget Status / Justification

(Done, Not (If applicable)
Done, On-
Going)
1 Completion of ISO C/O
Certification STANDARDS
requirements for The
National Household
Targeting System for
Poverty Reduction
(NHTS-PR)
2 Setting up of standards N/A
for department wide
submission of reports
resulting in collation,
organization,
processing and
updating of data.
3 Setting up standards N/A
and policies, operation
and maintenance
guidelines for
information systems
which are to be
developed to suit our
requirements together
with the creation of a
manual to enable users
 Department of Social Welfare and Development
Field Office IV-CALABARZON

to navigate the
information system
with ease.
4 The establishment of C/O ADMIN – PROPERTY - PSS
an employees and
citizens responsible
text bureau which shall
address complaints
from our various
program beneficiaries
and serve as our direct
link to them and vice
versa, which at the
same time can be used
by DSWD employees to
air their complaints and
grievances without fear
or reservation.

Creating A Learning Environment through Knowledge Sharing and Collaboration

Thrust / Directive Remarks Budget Status / Justification

(Done, Not (If applicable)
Done, On-
Going)
1 Support Knowledge N/A
Management (KM)
Policies and Leadership
which should
encourage a free
flowing exchange of
wholesome, quality,
practical, relevant,
focused and
meaningful ideas,
theories, policies,
experiences, research,
methodology and
technology which
should boost and
strengthen our
collaboration,
development and
progress as an
organization both
internally and
externally:
 Reassess and update
KM
policies/guidelines
to enhance KM
 Department of Social Welfare and Development
Field Office IV-CALABARZON

system
coordination,
accessibility,
functionality and
assessment.
 Institutionalize
recognition and
incentives as part of
managing
intellectual capitals
(KM PRIDE awards).
2 Generate New C/O
Knowledge for More Capacity Building Unit
Effective SWD
Intervention:
 Full utilization of the
collaboration
mechanism (CGSS,
SWDL-Net, SWD-
Forum) and
expansion to other
networks.
 Continuous
processing and
harvesting of SWD
practices for
practice theory
building in order to
facilitate a pool of
relevant and
applicable practices.
3 Knowledge Sharing and N/A
Collaboration to
Improve Performance:
 Strengthen KM
Teams thru LDIs to
upgrade KM Team
competencies and
functionality.
 Continuous
provision of
technical assistance
on KM to OBS and
FOs and resource
augmentation for
collaboration
mechanisms.
 Develop and
implement
responsive,
culturally sensitive,
 Department of Social Welfare and Development
Field Office IV-CALABARZON

gender responsible
and aligned
knowledge
products(KP) and
services.
 Operationalize the
DSWD Learning
Center.
4 Provision of network N/A
connectivity (DSWD
Enterprise Network).

Gender Mainstreaming

Thrust / Directive Remarks Budget Status / Justification

(Done, Not (If applicable)
Done, On-
Going)
1 Implementation of CY C/O
2019 DSWD GAD Plan PPD – GAD Focal
and Budget.
2 Conduct of gender C/O
responsive assessment PPD – GAD Focal
of programs and
projects using the
Harmonized GAD
Guidelines tool.