ESSENTIAL ELEMENTS/CATEGORIES

PANEL RATING

Implementation Status of the Strategy | Presence of Emerging Breakthroughs

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8.75

Depth of Strategy Execution | Harmonization of Strategy to Operations

8.625

Depth of Strategy Execution | Functionality of the Multi-Sector Governance Council

8.875

Breadth of Strategy Execution | Functionality of the Office of Strategy Management

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9

Breadth of Strategy Execution | Regularity of Strategic Performance Assessment

8.625

Plans Moving Forward

8.75

Element/ Component

Recommendations

Action Taken and Status

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Strategy Refresh

DSWD to review the basic governance documents. Assess the SULONG Recovery Plan and plan on how to move way back to the DSWD Strategy Map 2028. Key points from the strategy review shall take into consideration during the strategy refresh prior to the Institutionalization

The existing governance documents, particularly the Recalibrated Strategy and SULONG Recovery Plan implementation were reviewed and assessed. These were considered in the strategy review done by the OSM. Result of strategy review was considered in the refreshed strategy

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Sustainability of OSM

DSWD to look other options in ensuring the OSM sustainability. To benchmark with other NGAs such as DOH and AFP to learn how their respective OSMs were institutionalized. There are different set ups of OSM in different organizations and DSWD can decide on which set up will work best for them.

Scheduled benchmarking with AFP for OSM sustainability. Phil Children Medical Center (PCMC) for MSGC; and Bureau of Customs (BOC) and LGUs for mechanisms.

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Communication Plan

OSM and SMS to work on the improvement of the communication plan of the Department. Devolution plan to be properly and effectively communicated to the internal and external stakeholders as this is crucial and will have a great impact in the operations of the DSWD.

Development of strategic communication plan aligned with the Refreshed Strategy is on-going. Devolution plan is already considered in the strategic complan being developed.

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Target completion is EO April

Element/ Component

Recommendations

Action Taken and Status

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Sustainability of the Initiatives

In order to address the issue of sustainability of the initiatives in the face of changing leaderships, DSWD to put in place and institutionalized the systems not only in the CO but in the Field Offices. Given the size of the DSWD, to create a local versions of different PGS elements (MSGC and OSM) to ensure that what is done in the CO is being replicated in the Field Offices

The PGS Focal Persons of CO- OBS and Field Offices served as focal persons for PGS implementation.

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Creation of MSGC at the regional level is being conceptualized

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Monitoring and Evaluation

On M and E, to have a clear and well-documented M and E system. Aside from regular conduct of assessment, DSWD to present how they will monitor the status of their programs and services once these have been devolved to the LGUs. To come up with contingency plan in the event that evaluation shows that LGU are not performing the social services up to the standards set by the Department.

Developed a strategy execution management process which will guide the Department for its strategy execution. Part of the strategy execution process is the M and E with the proposed creation of Project Management Team (PMT) for the SIs to ensure the involvement and commitment of the EXECOM in the strategy execution as Heads of PMT. With the presence of PMT, it defines the levels of accountability in terms of monitoring of results and gap resolution.

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Monitoring of the devolved programs and services will be form part of the DSWD Devolution Transition Plan

PROJECT NAME

PROJECT MANAGEMENT LEAD

PROJECT MANAGEMENT MEMBERS

PROJECT MANAGEMENT TECHNICAL SECRETARIAT

SA TULONG TEKNICAL, ANGAT SERBISYONG LOKAL (TARA)

UNDERSECRETARY FOR STANDARDS AND CAPACITY BUILDING

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ASEC-SCBG, DIRECTORS-SWIDB, PDPB, STB, MSGC Members

LEAD: PGS FOCAL- OUS SCBG

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MEMBERS: PGS FOCAL OF SWIDB, PDPB, STB, OASSCBG

POLISIYANG MAAGAP, MAY PAGBABAGONG GANAP (POLICY REFORM)

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UNDERSECRETARY FOR POLICY AND PLANS

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ASEC-PPG, DIRECTORS- PDPB, SWIDB, DLLO, MSGC Members

LEAD: PGS FOCAL- OUSPP

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MEMBERS: PGS FOCAL OF PDPB, SWIDB, DLLO, OAS PP

4Ps ANG KAAGAPAY SA MASAGANANG BUHAY

(SOCIAL CASE MGT.)

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UNDERSECRETARY FOR OPERATIONS

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ASEC-PROMOTIVE, DIRECTORS - 4Ps NPMO, SLP NPMO, AND KC NCDDP NPMO, MSGC Members

LEAD: PGS FOCAL-OUS OPER

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MEMBERS: PGS FOCAL OF 4Ps NPMO, SLP, KC, OAS PROMOTIVE

KAPAG REHISTRADO, SERBISYO AY GARANTISADO (REGULATORY)

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ASSISTANT SECRETARY FOR STANDARDS AND CAPACITY BUILDING

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DIRECTORS-SB, PMB, MSGC Members

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LEAD: PGS FOCAL - OASSCBG

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MEMBERS: PGS FOCAL OF PMB, SB, OUSSCBG

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SA PANAHON NG KALAMIDAD, NAKAHANDA ANG LAHAT (DISASTER MGT.)

UNDERSECRETARY FOR DISASTER RESPONSE MANAGEMENT

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ASEC-DRMG, DIRECTORS- DRMB, NRLMB, MSGC Members

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LEAD: PGS FOCAL-OUSDRMG

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MEMBERS: PGS FOCAL OF DRMB, NLRMB, OASDRMG

PROJECT NAME

PROJECT MANAGEMENT LEAD

PROJECT MANAGEMENT MEMBERS

PROJECT MANAGEMENT TECHNICAL SECRETARIAT

SA MAAYOS NA PROSESO, MABILIS AT MAAGAP ANG SERBISYO (HUMAN ORG&CAPITAL)

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ASSISTANT SECRETARY FOR ADMINISTRATION-GASSG

DIRECTORS- HRMDS, FMS, MSGC Member

LEAD: PGS FOCAL OF OAS ADMIN-GASSG

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MEMBERS: PGS FOCAL OF HRMDS, FMS

PAGSULONG NG SISTEMANG DIGITAL, PAGSULONG NG KAKAYAHANG TEKNIKAL (INFO CAPITAL

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UNDERSECRETARY FOR SWD

DIRECTORS-ICTMS, AOC, SMS, MSGC Member

LEAD: PGS FOCAL OF OUSSWD

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MEMBERS: PGS FOCAL OF ICTMS,AOC, SMS

PINANSYA AT LOHISTIKA MAHALANG SANGKAP SA MAAYOS NA PAMAMAHALA (FINANCE & LOGISTICS)

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UNDERSECRETARY FOR GASSG

ASEC-SUPPORT SERVICES, DIRECTORS-FMS, AS, RGMO, RMO, MSGC Member

LEAD: PGS FOCAL OF OUSGASSG

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MEMBERS: PGS FOCAL OF FMS,RGMO, RMO, AS, OASGASSG

IMPORMASYONG WASTO AT HUSTO PUNDASYON NG MAAGAP NA SERBISYO

(M & E)

ASSISTANT SECRETARY FOR POLICY AND PLANS

DIRECTORS-PDPB, PMB, FMS, MSGC Member

LEAD: PGS FOCAL OF OASPP

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MEMBERS: PGS FOCAL- PDPB, PMB, OUSPP

PMT

General Functions

Specific Functions

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PMT Lead

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Serve as the strategic initiative/ project lead

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• Lead the project planning and assessment
• Reviews and approves project progress report
• Provides recommendation to the top management on concerns that has an impact on strategy execution
• Provides directives to PMT Secretariat
• Serve as direct link of the OSM for the project
• Presents project progress updates to PGS Core Team and EXECOM
• Calls and preside PMT meeting

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PMT Members

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Assist the PMT Lead in the management of strategic initiatives/project

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• Provides inputs on the progress report prepared by PMT Secretariat
• Participate in project planning and assessment
• Oversee the project activity implementation carried out by their respective offices
• Attendance to the PMT quarterly meeting called for PMT

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PMT

General Functions

Specific Functions

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PMT Secretariat

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Provides technical and administrative support to the PMT

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As technical and administrative support to the PMT of each Project:

PMT Lead Secretariat:

1. Prepares all technical paper/documents related to the project implementation
2. Directly coordinate with the OSM related to project implementation
3. Submit PMT approved quarterly project progress reports to the OSM
4. Directly coordinate with concerned OBS on project implementation
5. Assign PMT members to document the PMT meetings and activities

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PMT Secretariat Members:

1. Performs legwork/groundwork for every activities organized by the PMT
2. Provides needed information on the monitoring system for the PMT
3. Prepare minutes and documentation of PMT meetings and activities

Member

Central Office Permanent and Alternate Focal

Function

As technical and administrative support to the PMT of each Project:

PMT Lead Secretariat:

1. Prepares all technical paper/documents related to the project implementation
2. Directly coordinate with the OSM related to project implementation
3. Submit PMT approved quarterly project progress reports to the OSM
4. Directly coordinate with concerned OBS on project implementation
5. Assign PMT members to document the PMT meetings and activities

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PMT Secretariat Members:

1. Performs legwork/groundwork for every activities organized by the PMT
2. Provides needed information on the monitoring system for the PMT
3. Prepare minutes and documentation of PMT meetings and activities

As facilitator on OBS level execution:

1. Facilitate the development of SCIP for their OBS’ SCs, OPS Review Protocol, Scoreboard
2. Assist OBS Head in their strategy implementation in their respective OBS based on their OPS Review Protocol
3. Assist OBS Head to align their strategic performance commitment, budget allocation and work plan contributory to their Strategic Commitment
4. Participate in all activities as called for PGS Focal

Agreements

Due Date/ Office-in-Charge

OSM to share the Strategy Implementation Updates (Milestones of the DSWD through its Strategy Implementation) through an in-depth orientation with the new leadership. This is to gain buy-in and identify new Champions for the Strategy.

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The PGS Core team shall be reconstituted in consideration of the new leadership.

OSM, TBD

Do preparations and explore back-up plans/risk mitigation plans and translate it into concrete set of actions to address the current challenges experienced. Specific activities must be laid down as early as now to break-in the new administration.

OSM, PMT

Explore on how the PMT (handled by a subteam in the PMT) can tackle and address on risks on the Strategy. This can lead or facilitated by the RMO.

OSM, PMT, RMO

Agreements

Due Date/ Office-in-Charge

Translate the Strategy Execution Process, Timelines, and Risks into writing.

OSM

Join the Budget Monitoring Review with the FMS and the PDPB to ensure that the targeted output by 2023 proposed by different OBS is aligned with the refreshed strategy. The Financial Plan will be a manifestation that we are serious in executing the strategy under AO 11, 2022.

OSM

Invite OSM in the next PBSC Meeting

PBSC Secretariat/PDPB

Consider revalidating the performance targets for 4Ps

OSM

Agreements

Due Date/ Office-in-Charge

The composition of the Project Management team is approved to ensure that all of the plans and targets concerning the Strategy Execution are practical and doable given the budget and the allotted time. The PMT shall serve as a mechanism to address the challenges in the Strategy Implementation.

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Craft and release of SO

In case of multiple PMT membership, a PMT member can assign alternates to ensure representation in all assigned PMTs

Distinguish Strategy PMT to PDPB’s PMT (new acronym PrMT)

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OSM

For the PMT to sit down with other EXECOM/MANCOM members and other stakeholders to discuss possibilities and alternatives on how the PMT will be operationalized particularly on the Policy Reform

PMT Lead with Members and concerned stakeholders

Highlights of the Discussion shall be provided to the PGS CT

OSM