Filasol, Rebecca Gloria G. DEV 183.

40
Manlutac, Mary Franz Benilde P. Concept Note

Make them listen: Assessing the legitimacy and effectivity of

SNPP’s voice in lobbying for the institutionalization of the 4Ps

[1] Introduction

According to Jonathan Fox (2015), social accountability initiatives (SAIs) seek to

improve institutional performance by “bolstering both citizen engagement and the public
responsiveness of states and corporations.” SAIs are institutional innovations undertaken to
both encourage and project “voice”, or “mechanisms through which people express their
preferences, opinions, and views and demand accountability from power-holders” (UNDP,
2010). Core to these SAIs are the elements of voice, enforceability, and answerability
(Camargo, 2013). As SAIs aim to increase the transparency of governance in many arenas,
these may be cultivated in circumstances ranging from local service delivery to national
processes of development policy formulation (UNDP, 2013). The latter is seen in the case of
the Samahan ng Nagkakaisang Pamilya ng Pantawid (SNPP), as their founding members
took on the task of organizing and capacitating fellow beneficiaries towards lobbying for the
passage of the Pantawid Pamilyang Pilipino Program (4Ps) into law. However, the SAI
aspect of their actions goes beyond aiming for the institutionalization of the program.

InciteGov (2020) states that, “RA 11310 [or the Pantawid Act] is an act of Congress,
but it was heavily shaped and influenced by a number of voices representing the poor
(emphasis added).” While lobbying for the institutionalization of 4Ps was the initial objective
of SNPP organizing itself, the engagements born out of their organizing efforts have proven
to be more contributive to the amplified representation and inclusion of the marginalized and
silenced voices of the poor in legislative and executive processes. To put it succinctly, the
institutionalization of 4Ps was instrumental in capacitating the SNPP members in
legitimizing their voice. As the succeeding discussion elucidates, SNPP has maintained
the legitimacy of its voice even beyond lobbying for the institutionalization of the 4Ps.
Regardless of the current state of the program’s implementation, the organizing,
capacitating, and mobilizing efforts of SNPP have positively impacted how its leaders and
members amplify their aspirations and grievances to strengthen the representation and
assert the inclusion of marginalized voices into the conversation.

To further understand and assess the SAI nature of SNPP’s lobbying efforts, this
paper assesses secondary data, which includes publications from the principal agents, laws,
and documents related to the institutionalization of 4Ps, with reports during the lobbying and
implementation stages. This paper also references notes from a previous face-to-face
engagement with SNPP Board of Trustees Members, Ms. Jeana Catacio and Ms. Analiza
Natalio (2023), who are now graduates of the program. In accomplishing this concept note,
the SAI is evaluated according to SNPP’s four objectives as an organization. To further
understand how SNPP strengthened its legitimacy, this paper also delves into the history of
SNPP, their “ask” or claim as an organization, and their mechanisms to take account for their
ask.

[2] An emerging force: How did SNPP come to be?

In 2016, former Department of Social Welfare and Development (DSWD) Secretary

Judy Taguiwalo issued a statement explaining that while beneficiary families would continue
to receive benefits under the program—no new families would be added to the roster of
Pantawid families as there were no more funds to keep the program going (Pasion, 2016).
As the implementing agency of the program, the DSWD would also review the 4Ps to assess
how it performed as a poverty alleviation program (Gonzales, 2016).

Such statements left parent-leaders of the Pantawid program uneasy as they feared
that the program would be scrapped, or transformed into a dole-out program. Moreover, the
 Filasol & Manlutac | 2

parent-leaders saw that such would be a loss, considering the positive impact that the
program had made possible for their own families. What more for the existing 4.4 million
Filipino household beneficiaries and other potential beneficiaries?

Thus, members of the People Power Volunteers for Reform1 helped gather Pantawid
parent leaders and organize themselves into “a unified force to protect the 4Ps” (InciteGov,
2020). They eventually became the Samahan ng Nagkakaisang Pamilya ng Pantawid.
Crucial to their organizing, capacitating and mobilizing efforts, SNPP engaged with various
stakeholders from both the public and duty-bearers (see Table 1). Apart from the pressing
concern of 4Ps being scrapped, the training sessions and seminars the parent-beneficiaries
had undergone with DSWD were instrumental in organizing themselves. Moreover, SNPP’s
core leaders were able to partner with the Affiliated Network for Social Accountability in East
Asia and the Pacific (ANSA-EAP), whom they had also interacted with in different activities
led by DSWD in the previous years. Training sessions hosted by DSWD and ANSA-EAP
covered topics such as the basic principles of lobbying and active citizenship, and
constructive engagement and leadership, respectively (InciteGov, 2020). The following
section will illustrate how these activities contributed to the legitimization of SNPP’s voice.
Table 1. Stakeholder Matrix
Positioning in Influence on Impact of the
SNPP’s Role/s to
Stakeholder relation to the SNPP’s “Ask” on
“Ask” SNPP’s “Ask”
government “Ask” Stakeholders

Public SNPP Organize, capacitate, External – HIGH HIGH

Parent-leaders / and mobilize fellow Civil Society
Core members non-SNPP member
4Ps beneficiaries
Representation
4Ps and inclusion Join SNPP External – HIGH HIGH
parent-beneficiaries of the poor’s Civil Society
who are potential perspective in Participate in
SNPP members policy and organizing, training,
(Non-organized) program and mobilizing efforts
planning and of SNPP
decision
Duty-bearers Lawmakers making Take into account the Internal – HIGH MEDIUM
(Congress & perspectives and Legislative
Senate) insights of SNPP Branch
leaders & members

Involve SNPP in
policy planning and
decision making

DSWD Capacitate 4Ps Internal – HIGH MEDIUM

parent-beneficiaries Executive
Branch
Involve 4Ps
parent-beneficiaries
in the planning and
decision making of
4Ps implementation

Non-profit ANSA-EAP Capacitate SNPP External – HIGH MEDIUM

organization parent-leaders and Civil Society
members

1
People Power Volunteers for Reform is a national network of women committed to help the “Kung Walang Corrupt, Walang
Mahirap” platform of the Aquino administration.
 Filasol & Manlutac | 3

[3] Laying the cornerstone: SNPP’s Theory of Change

To reiterate, SNPP’s aspirations for
institutionalization goes beyond the 4Ps law being enacted.
Institutionalization, for SNPP, necessitates the effective
implementation and meaningful participation of their fellow
4Ps beneficiaries. This is exemplied in the objectives of
their organization (see Figure 1). Relevant to the
discussion of legitimizing SNPP’s voice, their third
objective of networking and partnering with other
stakeholders (e.g. non-profit organizations like ANSA-EAP)
allowed for them to engage issues on social protection and
development of indigent communities, such as 4Ps
Figure 1. SNPP’s Four Goals prior to the
institutionalization of 4Ps. (InciteGov, 2020). beneficiaries, with the appropriate knowledge, skills, and
attitudes.
The following section discusses how SNPP deployed its theory of change (Table 2), and
where its organization lies in IAP2’s spectrum of public participation framework (Table 3).

[3a] Theory of Change

In the legitimization of voice, SNPP utilized the implementation of the Pantawid law to
further the capacity-building of its member-beneficiaries. It organized activities that provided
knowledge and training in various areas related to democratic participation for people’s
organizations. From these initiatives, a number of SNPP leaders have gained skills to
expand the reach of SNPP goals in their areas. As previously mentioned, some leaders have
also amassed partnerships for training and funding, while others developed skills that aid in
policy discussions. Aside from the knowledge sessions, SNPP retained its townhall and
neighborhood meetings from before 4Ps institutionalization. These sessions have been vital
in ensuring that the concerns expressed by SNPP to duty-bearers are reflective of the
situation of the SNPP majority.

Table 2. SNPP’s Theory of Change.

Inputs Activities Outputs Outcomes Impact

2016: SNPP Around 30 leaders of different SNPP areas gained Implementation of SNPP’s
Organization of Political greater knowledge of the importance of democratic organizational programs
SNPP Education participation (SNPP, 2021) and activities
Facilitation
2019: Workshop Legitimacy of
Institutionalizati voice
on of 4Ps Media Around 40 leaders in Metro Manila learned about Networks and partnerships →
→ Implementing Training the forms of media and how they can be used to with stakeholders Development and
Rules and further SNPP’s advocacies (SNPP, 2021) implementation of
Regulations Support for SNPP Pantawid
programs, projects, and programs and
initiatives service

Advanced Around 40 leaders in Metro Manila learned Increased power in policy

Leadership strategies for effective governance, discussions and lobbying
Training community-building, and maintenance of efforts
harmonious relationships within the organization
(SNPP, 2022)

Regular Townhall meetings gathered over 5000 beneficiaries Sustained input of SNPP
Meetings to talk about pertinent and current issues at the time members on their concerns
(e.g. COVID-19, elections, etc.) (SNPP, 2021)

Neighborhood meetings in various SNPP areas

achieved over 20000 attendees. SNPP members
discussed social, medical, and economic issues in
the form of neighborhood meetings (SNPP, 2021)
 Filasol & Manlutac | 4

From this movement in the theory of change, it can be seen that the
institutionalization of 4Ps served as a means for more SNPP members to be involved in
organized democratic practices. These have shown to bear fruit and contribute to the overall
development and implementation of the 4Ps. Lastly, this progress contributes to the
legitimization of SNPP’s voice, not only in the lobbying stages of 4Ps institutionalization but
in its goals as a people’s organization that represents the poor and near-poor members of
Philippine society.

[3b] IAP2 Spectrum of Public Participation

The spectrum of public participation identifies the public’s role in a public participation
process. In the case of SNPP and the duty-bearers, it differs in level for the public
participation goal and the promise to the public. In each process, a different level is expected
to suit what is needed in the project. The framework is not meant to be read from left to right
as it is not a process guide (IAP2, 2018).

Table 3. IAP2 Spectrum of Public Participation x SNPP

[3b1] Public Participation Goal

After the institutionalization of 4Ps, SNPP seemingly employs a consultative
partnership with the duty-bearers. The duty-bearers are open to hearing feedback and
having alternatives to their plans and decisions (IAP2, 2018). They are also willing to make
compromises with SNPP so that the latter’s goals are met in their policies (Gumasing, 2023).
However, SNPP is not as involved in the actual decision-making and 4Ps implementation of
duty-bearers. In an engagement with DSWD Secretary Rex Gatchalian in April 2023, SNPP
did not seem to have the power to overturn administration decisions but could open dialogue
to change the perspectives of duty-bearers concerned (Gumasing, 2023).

[3b2] Promise to the Public

Nevertheless, SNPP has an involved participation in the duty-bearers’ development
of options so that they accurately represent the organization’s goals and concerns. They
have enough legitimacy in their voice to be able to enforce standards for how 4Ps should be
implemented, and their requests are taken into account before implementing a new
4Ps-related activity. Despite this, the SNPP falls into a lower level of the involved
participation scale as not all of DSWD’s decisions are shown to directly reflect the goals of
SNPP (see Table 3). In some initiatives, SNPP becomes a messenger of DSWD (Gumasing,
2023) and not an entity that influences it.

[4] What’s next?: Realizations and recommendations

SNPP’s voice gained legitimacy as early as the lobbying efforts of the organization in
the institutionalization of 4Ps. Over the years, it has developed this legitimacy to enter into
partnerships and enact initiatives that not only further the implementation of the Pantawid
Act but also cater to the ever-changing situation of SNPP member-beneficiaries. SNPP’s
strategies are commendable because they can aggregate the concerns of thousands of
member-beneficiaries through its different chapters across the Philippines and articulate
them to duty-bearers, while continuing to capacitate themselves to rise from poverty.
 Filasol & Manlutac | 5

Despite the improvement of SNPP’s collective voice and wield of democratic power,
though, lapses are still present in the enforcement of the Pantawid Act until now, especially
in core initiatives such as the listing and delisting processes of beneficiaries and timely
delivery of cash grants. The duty-bearers claim to have open communication with SNPP, but
it is not guaranteed that what is communicated leads to proper implementation and genuine
change.

In this regard, SNPP should continue its practices of capacitating

member-beneficiaries in developing and utilizing their voices. SNPP may also consider
branching out these activities to more far-flung communities and with potential 4Ps
beneficiaries—when the funding is apt from partnerships and networks. Lastly, SNPP should
remain loyal to its goals and its members, so that duty-bearers and other stakeholders
cannot co-opt its voice for gains not relevant to the organization.
 Filasol & Manlutac | 6

References

An Act Institutionalizing the Pantawid Pamilyang Pilipino Program, RA 11310 (2019).

https://pantawid.dswd.gov.ph/wp-content/uploads/2020/02/RA-11310.pdf

Baez Camargo, C., & Jacobs, E. (2013). Working Paper 16: Social accountability and its
conceptual challenges. Basel Institute on Governance Working Papers, 1–24.
https://doi.org/10.12685/bigwp.2013.16.1-24

Camargo, C. B., & Stahl, F. (2016). Social accountability: A practitioner’s handbook. Basel
Institute on Governance.

Catacio, J., & Natalio, A. (2023). SNPP Presentation. Ateneo de Manila University.

Gonzales, Y.V. (2016). Taguiwalo: 4Ps not anti-poverty, just stop-gap. Retrieved from:
https://newsinfo.inquirer.net/821983/taguiwalo-4ps-not-anti-poverty-just-stop-gap.

Gumasing, A. (2023, April 22). DSWD meets with 4PS Group to address program gaps.
INQUIRER.net.
https://newsinfo.inquirer.net/1759553/dswd-meets-with-4ps-group-to-address-progra
m-gaps

InciteGov. (2020). “Iisang Pangarap: Ang kwento ng Samahan ng Nagkakaisang Pamilya ng

Pantawid.” https://incitegov.org.ph/includes/publications/SNPP%20Book_FINAL.pdf.

International Association for Public Participation (n.d.). IAP2 Spectrum of Public

Participation.
cdn.ymaws.com/www.iap2.org/resource/resmgr/pillars/Spectrum_8.5x11_Print.pdf

Pasion, P. No new beneficiaries under 4Ps, says Taguiwalo. (2016).

https://www.rappler.com/nation/140902-dutert-sona-2016-4ps-beneficiaries/.

SNPP. (2021). Townhall meetings: COVID-19, HR issues, youth registration, voters

education. Retrieved from:
https://snpp.ph/townhall-meetings-covid-19-hr-issues-youth-registration-voters-educa
tion/.

SNPP. (2021). SNPP Political Education Facilitation Workshop. Retrieved from:

https://snpp.ph/snpp-political-education-facilitation-workshop/.

SNPP. (2022). Advanced Leadership Training. Retrieved from:

https://snpp.ph/advanced-leadership-training-2/.

UNDP. (2013). “REFLECTIONS ON SOCIAL ACCOUNTABILITY. Retrieved from:

www.undp.org/sites/g/files/zskgke326/files/publications/2013_UNDP_Reflections-on-
Social-Accountability_EN.pdf