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Annex C. JJWC Manual of Operations.2015
Annex C. JJWC Manual of Operations.2015
Manual of Operations
Introduction
This Manual of Operations aims to provide information on the operations of the Juvenile
Justice and Welfare Council-Secretariat. It lays down the responsibilities and specific
deliverables of the Secretariat vis-à-vis its mandate. It is a means to help ensure that the
JJWC Secretariat succeeds in its intent to provide the necessary support and assistance
to the leadership and members of the JJWC.
The manual is the product of consultative meetings and workshop with the Secretariat
staff from May to June in 2015. Following the promulgation of the Revised
Implementing Rules and Regulations of RA 9344 as amended in September 2014, the
drafting of the manual is the first attempt of the JJWC National Secretariat to clarify and
locate its role in the overall administration of juvenile justice and welfare in the country.
A work in progress, this manual is designed both as a basic tool and a handy reference
for the Secretariat staff, both at the National and Regional level, to understand their
roles and responsibilities in-line with the fulfilment of the mandate of the JJWC
secretariat. Ultimately, the JJWC manual will guide the employees and partner agencies
as well as the public in knowing and understanding the functions and contribution of
the JJWC Secretariat towards the effective and efficient comprehensive juvenile justice
and welfare program in the Philippines.
Introduction 7
Juvenile Justice and Welfare Act: 7
Republic Act 9344 as amended by Republic Act 10630 7
1 The Juvenile Justice and Welfare Council 9
1.1 Vision, Mission, Goals and Organizational Outcome 9
1.2 Composition: Chair and Member Agencies 9
Responsibilities of the JJWC Chairperson 10
1.3 Duties and Functions 10
1.3.1 Implementation of the Act 10
1.3.2 Advisory Function 11
1.3.3 Policy Formulation and Program Development 11
1.3.4 Research, Monitoring and Evaluation 11
1.3.5 Inspection 12
1.3.6 Assistance to Other Government Agencies 12
1.3.7 Coordination with the Court 12
1.3.8 Coordination with NGOs 12
1.3.9 Maintenance of a Centralized Information Management System on CICL and CAR12
2 Regional Juvenile Justice and Welfare Committee (RJJWC) 13
2.1 Composition 13
2.2 Duties and Functions 13
3 Administration of JJWC and RJJWC 15
3.1 Relationship between JJWC and RJJWC 15
3.2 Creation of JJWC National Secretariat and RJJWC Secretariat 15
3.3 JJWC Organizational Structure 15
4 JJWC National Secretariat and RJJWC Secretariat 18
4.1 General Functions 18
4.2 Divisions at the National Secretariat 19
4.2.1 Policy, Research and Development Division 19
4.2.2 Advocacy and Communication Division 20
4.2.3 National Coordination, Monitoring and Information Management Division 21
4.2.4 Finance and Administrative Division 21
5 General Provisions and Internal Operations 23
5.1 Norms of Conduct of Public Officials and Employees 23
5.2 Finance and Administration Management 24
5.2.1 Personnel Management 24
Compensation/Benefits and Incentives 24
5.2.2 Modes of Disbursements 30
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5.2.3 Budget Unit Process Flow 33
5.2.4 Procurement 34
5.2.5 JJWC - Strategic Performance Management System 35
Appendices
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Introduction
In 1993, House Bill 7482, entitled “An Act Establishing a Comprehensive Juvenile Justice System
and Appropriating Funds Therefore” was filed in the House of Representatives. This bill aimed
to promote rehabilitation of children in conflict with the law (CICL). This was endorsed by 23
members but remained at the committee level.1
From 1995 to 2000, a total of 52,576 children were in detention or under custodial setting.
Moreover, an average of 10,515 children were being arrested ever year - about 28 children per
day, or more than 1 child per hour. Many of them suffered from different kinds of abuses
including sexual, psychological, and physical abuse; rape; torture; cruel treatment. Children
became vulnerable to all kinds of abuses during arrest and detention.
This scenario was primarily associated with punitive and adult-oriented system wherein the age
and distinct circumstances of CICL are not taken into account. Furthermore, children can also be
detained even for petty and light offenses. This perpetuated the stigma of criminality because
children as young as 9 years old can be detained and tried even for petty crimes and status
offences (i.e. curfew). Thus, by 2004, 21 children have been given capital punishment.
In the initial report of the Philippine Government to the United Nations-Committee on the
Rights of Children (UN-CRC), the Committee took note and expressed specific concern on the
system of administration of juvenile justice and its lack of compatibility with the principles and
provisions of the Convention and other international standards relating to juvenile justice.
In response to the concluding observations of the Committee and with the concerted efforts of
national government agencies and various child rights advocates and organizations, the 13-year
old bill was passed. Republic Act 9344 or the Juvenile Justice and Welfare Act of 2006 was
signed into law on April 28, 2006. It took effect on May 20, 2006.
The enactment of the JJWA provided for a comprehensive and child-sensitive juvenile justice
and welfare system. The Act adopted the concept of restorative justice in the crafting of policies
and the implementation of the programs relating to CICL and tried to provide a holistic
approach in preventing juvenile delinquency. It covers the different stages involving children at
risk and children in conflict with the law from prevention to rehabilitation and reintegration.
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The main features of RA 9344 include:2
increasing the minimum age of criminal responsibility from over nine to over 15 years
of age;
establishment and strengthening of local councils for the protection of children (LCPC);
establishment of comprehensive juvenile intervention programs;
establishment of community-based programs on juvenile justice and welfare;
establishment and implementation of community diversion programs;
provision on status offenses, which means that any conduct not considered an offense
or not penalized if committed by an adult shall not be considered an offense and shall
not be punished if committed by a child;
provision for child-sensitive proceedings; and,
imposition of appropriate disposition measures.
In October 2013, President Benigno Aquino, III signed Republic Act 10630: An Act
Strengthening the Juvenile Justice System in the Philippines, Amending for the Purpose Republic
Act 9344 otherwise known as the ‘Juvenile Justice and Welfare Act of 2006’. RA 10630 sought to
address issues and concerns to enable the full implementation of RA 9344.
The law also provided for assistance to victims of crimes committed by children and imposed
the maximum penalty for those who exploit children for the commission of criminal offenses.
RA 10630 also mandated the establishment and institutionalization of a Referral System
and Centralized Juvenile Justice and Welfare Information Management System. The law
also allocated Php400 million for the construction of Bahay Pag-Asa in priority provinces
and highly-urbanized cities. The JJWC hopes that this budget will be released to the agency’s
GAA to facilitate the establishment of Bahay Pag-Asa in priority cities and provinces.
Finally, RA 10630 provided for the transfer of administrative supervision of JJWC from DOJ
to DSWD. The JJWC is now an attached agency of the DSWD and has added to its members the
Department of Health and the Leagues of Provinces, Cities, Municipalities, and Barangays.
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1 The Juveni le Justice and Welfare Counci l
Vision A Council leading a society that promotes and protects the rights of the
children at risk and children in conflict with the law under a restorative
justice and welfare system.
Mission To institutionalize a restorative justice and welfare system for children at risk
and children in conflict with the law through the effective implementation of
the law and coordination among stakeholders in a protective and enabling
environment.
Goals To prevent children at risk from committing crimes and to ensure that
children in conflict with the law are rehabilitated and reintegrated with their
families and communities.
Organizational
Outcome: Coordination of government actions for the implementation of the juvenile
intervention programs and activities improved
Based on the above-mentioned goals and organizational outcomes, the JJWC developed its
three-year strategic plan for 2015-2017. With these long-term goals, seven (7) desired
outcomes will be pursued by the Council in the three-year period. See Appendix A for the
outcomes and core interventions.
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(i) Two (2) representatives from non-government organizations (NGOs), to be
designated by the Secretary of Social Welfare and Development.
(1) Oversee and drive the implementation of the Act and the Revised IRR;
(2) Coordinate the implementation of the juvenile intervention programs and activities by
national government agencies and other partner agencies, which support and promote
the success of the entire national juvenile intervention program. All programs relating to
juvenile justice and welfare shall be adopted in consultation with the member agencies
of the JJWC; and
(3) Consult with the various leagues of local government officials in the recommendation,
formulation and implementation of policies and strategies for the prevention of juvenile
delinquency, the promotion of juvenile justice and welfare, and the institutionalization
of the principles of restorative justice.
The JJWC shall also perform such other functions, as may be necessary, beneficial and desirable
to implement the provisions of the Act, as amended.
The JJWC shall regularly conduct meetings and submit an Annual Report to the President and to
Congress on the implementation of the Act. The Annual Report shall reflect the salient
accomplishments in the implementation of the law and shall include, among others:
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(1) Identification of the strengths, weaknesses, gaps and opportunities in the
implementation of the Act;
(2) Pertinent data and statistics on CICLs, CAR, inventory of interventions provided, trends
and other similar information;
(3) Evaluation of the policies and programs implemented by the national government
agencies, local government units and partner NGOs, in relation to their duties and
responsibilities under the Act;
(4) Recommendations on how to improve the implementation of the Act, and the
administration of the juvenile justice and welfare system; and
(5) Such other information as may be required.
The JJWC shall prescribe a common Reporting Form for all the member agencies to facilitate the
collection of data and the preparation of the Annual Report.
The JJWC shall set up a mechanism to ensure that children are engaged and involved in research
and policy development. A data banking system for all data needed in the evaluation and
improvement of the administration of juvenile justice and welfare system shall be developed
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and maintained by the JJWC. The data gathered shall be used by the JJWC in the improvement of
the administration of juvenile justice and welfare system.
1.3.5 Inspection
The JJWC, through its member agencies, shall conduct regular inspections of jails, detention
centers, youth homes that house or hold CICL, child-caring institutions and all other institutions
that provide temporary care including, but not limited to “Bahay Pag-asa” and youth
rehabilitation facilities. It shall also undertake spot inspections, on its own initiative, in order
to check compliance with the standards provided in the Act and the Rules, and to make the
necessary recommendations and initiate proper actions, in coordination with, and through, the
appropriate agencies.
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2 Regional Juvenile Justice and Welfare Committee
(RJJWC)
Pursuant to Section 8 of RA 9344 as amended, there shall be a Regional Juvenile Justice and
Welfare Committee (RJJWC) in each region. The RJJWCs will be under the administration and
supervision of the JJWC. The RJJWC shall be chaired by the director of the regional office of the
DSWD. It shall ensure the effective implementation of the law at the regional and LGU levels
and the coordination among its member agencies.
2.1 Composition
Rule 12.a of the Revised IRR of RA 9344 as amended states that the RJJWC shall be composed of
permanent representatives who shall have a rank not lower than an assistant regional director
or its equivalent to be designated by the concerned department heads from the following
agencies:
(a) Regional State Prosecutor’s Office;
(b) Regional Public Attorney’s Office;
(c) DSWD Field Office;
(d) Regional Office of the DepEd;
(e) Regional Office of the DILG:
(f) Regional Office of the CHR;
(g) Regional Office of the DOH;
(h) One (1) representative from the children sector within the region;
(i) One (1) representative from the youth sector within the region; and
(j) One (1) representative each from the League of
Provinces/Cities/Municipalities/Barangays of the Philippines; and
(k) One representative from each of the two (2) NGOs working with children-at-risk
and children in conflict with the law, engaged in children’s rights advocacy and
operating within the Region.
Rule 14 of the Revised IRR further provides that the RJJWC shall rationalize the collective and
integrated efforts between the national government and the LGUs. It shall monitor, oversee and
provide the necessary technical assistance to the LGUs and the LCPCs to ensure policy
implementation and effective performance of their functions under the law and the Revised
IRRs.
Specifically, the RJJWC shall have the following duties and functions:
a) To oversee and ensure the effective implementation of the Act at the regional level and at
the level of the LGUs;
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b) To assist the concerned agencies in the implementation and in compliance with the JJWC’s
adopted policies/regulations or provide substantial inputs to the JJWC in the formulation of
new ones in line with the provisions of the Act;
e) To oversee the programs and operation of the intensive juvenile intervention and support
center established within the region;
f) To collect relevant regional information and conduct continuing research and support
evaluations and studies on all matters relating to juvenile justice and welfare within the
region, such as, but not limited to:
1. Performance and results achieved by juvenile intervention programs and by activities
of the LGUs and other government agencies within the region;
2. The periodic trends, problems and causes of juvenile delinquency and crimes from the
LGU level to the regional level; and
3. The particular needs of children in conflict with the law in custody within their regional
jurisdiction.
The data gathered shall be forwarded by the RJJWC to the JJWC on an annual basis and as
may be deemed necessary by the JJWC.
g) Through duly designated persons and with the assistance of the agencies provided in the
preceding section, to conduct regular inspections in detention and rehabilitation facilities
within the region and to undertake spot inspections on their own initiative in order to check
compliance with the standards provided herein and to make the necessary reports and
recommendations to appropriate agencies and to the JJWC;
h) To initiate and coordinate the conduct of trainings for the personnel of the agencies
involved in the administration of the juvenile justice and welfare system and the juvenile
intervention program within the region;
i) To submit an annual report to the JJWC on the implementation of this Act; and
j) To perform such other functions as may be determined by the JJWC to implement the
provisions of this Act.”
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3 Administration of JJWC and RJJWC
The JJWC, through the JJWC Chairperson (DSWD Undersecretary) shall provide
direction, coordinate and monitor, and provide technical assistance in the performance
of functions of RJJWC as its sub-national extension.
The JJWC Executive Director shall coordinate and monitor the performance of the
functions of the RJJWC Secretariat in the 17 regions.
The Terms of Reference (TOR) of the RJJWC and its Secretariat can be found in Appendix
B.
The functions of both the national and regional secretariat are found in the succeeding
section.
Under the organizational structure and staffing pattern of the JJWC National Secretariat
and the RJJWC Permanent Secretariat determined by Secretary Soliman of the DSWD, all
the RJJWC Permanent Secretariat staff members are also placed under the direct control
and supervision of the Executive Director of the JJWC National Secretariat (See Exhibit
A).
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In 2014, the Department of Budget and Management (DBM) approved 66 plantilla
positions for the JJWC. The roles and functions of the said plantilla positions are
outlined in Appendix C.
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Exhibit A. JJWC Organizational Chart
1 Executive Director
1 Deputy Executive Director
1 Administrative Assistant III
1 Administrative Aide IV
Policy, Research and Development Advocacy and Communication National Coordination, Monitoring Finance and Administrative
Division Division and Information Management Division
Division
1 Social Welfare Officer V 1 Social Welfare Officer V 1 Chief Administrative Officer
1 Project Development Officer IV 1 Project Development Officer IV 1 Social Welfare Officer V 1 Accountant
2 Project Development Officer III 1 Project Development Officer III 1 Information Technology Officer II 2 Administrative Officer V
1 Social Welfare Officer III 1 Social Welfare Officer III 1 Information Technology Officer I 1 Administrative Officer IV
1 Psychologist II 1 Social Welfare Officer IV 2 Administrative Officer II
1 Social Welfare Officer III 2 Administrative Assistant III
1 Statistician III 2 Administrative Assistant II
1 Admin Aide IV
RJJWC Secretariat
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4 JJWC National Secretariat and RJJWC Secretariat
Provide key technical support in the formulation of policies and strategies for the
prevention of juvenile delinquency and the administration of justice, as well as, for the
treatment and rehabilitation of children in conflict with the law and for children-at-risk;
Provide technical assistance in the formulation of agency plans, policies, research agenda
and programs on juvenile justice and welfare;
Conduct research and support evaluations and studies on all matters relating to juvenile
justice and welfare;
Undertake advocacy and social marketing activities to educate and raise the awareness and
understanding of all the stakeholders, duty-bearers and the general public on program and
policy reforms, global best practices, trends and directions in juvenile justice and welfare;
Develop, implement and maintain a centralized database system on juvenile justice and
welfare and to provide technical support to the regional and local users of the system;
Provide technical assistance and support in the area of policy and program development,
monitoring, capacity-building, communications and advocacy at the regional level and at the
level of the LGUs;
Prepare and implement an effective financial plan to support JJWC’s programs, activities
and projects aimed at achieving the objectives of the Act, as amended, and its desired
outcome and mandate;
Provide administrative and logistical support to the JJWC and the RJJWC;
Prepare the financial and procurement plans, and monitor its implementation;
Prepare the Periodic and Annual Reports for the RJJWC and JJWC;
Prepare the Work and Financial Plan (WFP) of the RJJWC and JJWC;
Perform other tasks and functions as may be determined by RJJWC and JJWC.
JJWC-MOP 18
4.2 Divisions at the National Secretariat
The JJWC Secretariat is composed of four (4) divisions to include 1) Policy, Research and
Development Division; 2) Advocacy and Communication Division; 3) National Coordination,
Monitoring and Information Management Division; and 4) Finance and Administrative Division. To
provide support to the Regional Juvenile Justice and Welfare Committees, all 17 regions shall have a
Permanent Secretariat composed of one (1) Social Welfare Officer III and one (1) Administrative
Assistant III. The RJJWC Secretariat staff shall be directly under the JJWC Executive Director.
All these divisions shall work together to support the JJWC and the RJJWCs in performing its main
functions as mandated under the law.
This Division is expected to deliver the following outputs based on the key functions identified in
the law:
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Policy Formulation Program Research Advisory
Development
report (integrating CICL integrating gaps and challenges in
RJJWC RJJWC regional the implementation,
accomplishment situationer evaluation of policies
reports) and programs)
JJWC TARA Plan
Office Performance
Contract and
Review (OPCR)
a. Production, dissemination and evaluation of IEC materials (briefer, primer, pamphlets, fact
sheet, presentations, poster, booklets/brochures, newsletter, manuals, AVP, plugs, laws,
RIRR, info graphics, documentation of good practices
c. Media relations (press releases, official statements, orientation-dialogues with the media,
media monitoring, radio/TV guesting and public relations)
d. Juvenile Justice and Welfare Consciousness Week Advocacy activities (conduct of activities
such as but not limited to: flash mob, art workshops, photo contest, symposium, draw and
tell, orientations
e. Content management of JJWC website (specifically press releases, features, photos, success
stories/good practices
This division is also responsible for (i) Knowledge Management, (ii) Grants and Resource
Mobilization, and (iii) Policy and Legislative Advocacy. In terms of knowledge management, the
division is in-charge of translating existing materials and documents into knowledge products. It is
also expected to lead the National Secretariat in grants and resource mobilization initiatives.
JJWC-MOP 20
Finally, the AdvoCom Division should be on top of legislative and policy advocacy in close
coordination with the Policy, Research and Development Division.
One of the main deliverables of the NCMIM Division is the maintenance of a Centralized Information
Management System of CICL and CAR. Specific outputs include standardized monitoring tools and
an automated National Juvenile Justice and Welfare MIS on CICL and CAR. The NJJWMIS is
comprised of registry data on CICL and CAR by region, directory of service providers and
interventions for CAR and CICL, case management and referral system, and monitoring of LGU
compliance. Good practice documentation at the regional and LGU levels is also expected to be
delivered by this division.
This Division shall be primarily responsible for the preparation and implementation of an effective
financial plan to support JJWCs programs, activities and projects aimed at achieving the objectives
of the law, its rules and the desired outcomes and mandate of the Council. It shall also lead the
formation/establishment and functionality of internal committees to ensure the smooth operation
of the National and Regional Secretariat.
Specifically, it shall:
- provide administrative and logistical support to the JJWC and RJJWC;
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- prepare financial and procurement plans and monitor its implementation;
- facilitate and prepare all disbursement, liquidation and accounting reports;
- maintain inventory and serves as custodian for all properties and assets of the JJWC and
RJJWC;
- procure logistical support, whether goods or related services, for the JJWC and RJJWC.
JJWC-MOP 22
5 General Provisions and Internal Operations
Public servants are bound to observe the following norms of conduct in the performance of work
and execution of official duties:
b. Professionalism
Public officials and employees shall perform and discharge their duties with the highest degree
of excellence, professionalism, intelligence and skill.
d. Political Neutrality
Political officials and employees shall provide service to anyone without unfair discrimination
and regardless of party affiliations or preference.
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g. Commitment to Democracy
Public officials and employees shall commit themselves to the democratic way of life and values,
maintain the principle of public accountability, manifest by deeds the supremacy of civilian
authority over the military, uphold the Constitution and put loyalty to the country above loyalty
to persons or party.
h. Simple Living
Public officials and employees and their families shall lead modest lives appropriate to their
positions and incomes. They shall not indulge in extravagant or ostentatious display of wealth
in any form.
See Appendix D for the Delegation and Delineation of Authority on Finance and
Administrative Matters (Memorandum Circular No. 01 Series 2015)
Policies
Initial payment of salaries and cost of services shall be made through
disbursement voucher;
Subsequent monthly payments shall be made through payroll, provided
the initial salary is not beyond the cut-off date for the start of payroll
processing which is the 24th of each preceding month for regular
employees and the 6th of each month for the Contract of Services
Workers.
Release of salaries of permanent, casual, temporary and MOA workers is
done on the 15th and 30th of the month
JJWC-MOP 24
Mandatory Minimum Supporting Documents for Initial Salaries/Wages
Regular:
Appointment duly approved by appointing authority
Duly accomplished Oath of Office
Statement of Assets Liabilities and Networth
Certificate of Service or Daily Time Record
Certificate of Assumption to Duty
c. Year End Bonus – a benefit equivalent to 13th month pay and cash gift given to all
employees (e.g. permanent, temporary or emergency in nature and contractual
personnel whose employment is in nature of a regular employee, appointive or
elective).
Consultants, experts, under job order contracts, apprentices, MOAs and others
similarly situated are not entitled to this benefit.
They have rendered at least four (4) months of service, including leaves
of absence with pay, from January 1 to April 30 of the given year;
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Regardless of whether or not they will still be in the service as of
October 31 of the same year.
Payment of Mid-year bonus shall be made not earlier than May 1, and
should be paid not later than May 31 of the particular year. The other
half or the balance of the year-end bonus shall be paid not earlier than
November 15 of each year.
e. Cash gift – given to all government personnel, whether appointive or elective, under
regular, temporary or casual status, and contractual personnel whose employment is in
nature of a regular employee who are under the following instances from January 1 to
April 30 or from July 1 to October 31 of each year and shall still be or still in the service,
respectively, as of October 31 of the same year:
Those who have rendered at least a total of four (4) months of service
including leaves of absence with pay;
Those who are on approved leave without pay but have rendered at least
a total of four (4) months of service provided they are not yet dropped
from the rolls; and
Those who have rendered less than four (4) months of service. (Budget
Circular No. 11, October 31, 1996)
Employees may receive one half (1/2) of the amount of cash gift in May,
provided:
i. They have rendered at least four (4) months of service, including leaves of
absence with pay, from January 1 to April 30 of the given year;
ii. Regardless of whether or not they are still in the service as of October 31 of the
same year.
iii. Payment of the authorized benefit shall be made not earlier than May 1, and
should be paid not later than May 31 of the particular year.
f. Productivity Incentive Bonus (PIB) – This incentive shall be given to all officials and
employees of the Department whether under permanent, temporary, casual or
contractual status, or part-time appointment, who have rendered at least satisfactory
performance for the year covered, in the recognition of the agency to carry out its
mandate through effective and efficient delivery of its programs and services.
The grant of this bonus shall be given in accordance with the guidelines as prescribed by
the Office of the President and/or the Department of Budget and Management.
g. Step Increment based on Length of Service - Shall apply to all officials and employees
who are appointed on a permanent and temporary status in the career and non-career
service whose positions are found in the regular plantilla of the agency concerned.
JJWC-MOP 26
Basic requirements for entitlement: Who have rendered six (6) consecutive months of
service, provided he/she serves the department for another six (6) months;
The following leave laws and rules of the Civil Service Commission are applied:
1. Application for Vacation Leave – All applications for vacation leave of
absence for one (1) full day or more shall be submitted on the prescribed
form for action by the proper head of agency five (5) days in advance,
whenever possible, of the effective date of such leave;
2. Application for Sick Leave – All applications for sick leave of absence for one
(1) full day or more shall be made of the prescribed forum and shall be filed
immediately upon employee’s return from such leave – notice of absence,
however should be sent to the immediate supervisor and/or to the agency
head. Application for sick leave in excess of five (5) successive days shall be
accompanied by a proper medical certificate;
3. Tardiness and undertime are deducted against vacation leave credits and
shall not be charged against sick leave credits, unless the undertime is for
health reasons supported by medical certificate and application for leave.
This means that sick leave application for half-day or less shall be supported
by medical certificate and leave application;
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4. Leave application in excess of 30 days shall require proper office clearance;
5. The annual mandatory five (5) days force leave should be scheduled with
respective supervisors, so as not hamper the operation of the office;
b. Exclusion
The following are excluded in the compulsory membership of the GSIS:
Active Members – those covered by the GSIS with the complete social security
program and paying the integrated contributions under RA 8291;
Retired Members – GSIS retirees and pensioners and those who have received
their lump sum but still in their guaranteed period;
JJWC-MOP 28
d. Benefits
Separation Benefits – Member must have at least 3 years but less than 15 years
of government service and below 60 years of age to be entitled to 100% of the
Average Monthly Compensation (AMC) for every year of service payable upon
reaching the age of 60.
Members who had at least 15 years of government service and below 60 years
of age shall be entitled to an amount equivalent to 18 times the basic monthly
pension, payable upon separation, and monthly pension for life starting at age
60.
k. PAG-IBIG or the Home Development Mutual Fund (PD 1530, later amended by PD
1752 and RA 7742)
Membership in the Fund shall be mandatory upon all employees covered by the Social
Security System and the Government Service Insurance System, and their respective
employers; Provided, however, that coverage of the employees whose monthly
29 JJWC-MOP
compensation is less than four thousand pesos (Php 4,000) shall be voluntary. (Sec. 1
Rule IV, IRR of RA No. 7742)
Fundamental Principles governing the financial transactions and operations of any government
agency as provided under Section 4 of PD No. 1445:
No money shall be paid out of any public treasury of depository except in pursuance of an
appropriation law or other specific statutory authority.
Government funds or property shall be spent or used solely for public purpose.
Trust Fund shall be available and may be spent only for the specific purpose for which the
trust was created or the fund received.
Fiscal responsibility shall, to the greatest extent, be shared by all those exercising
authority over the financial affairs, transactions, and operations of the government
agency.
Disbursement or disposition of government funds or property shall invariably bear the
approval of the proper officials.
Claim against government fund shall be supported with complete documentation.
All laws and regulation applicable to financial transactions shall be faithfully adhered to.
Generally accepted accounting principles and practices as well as of sound management
and fiscal administration shall be observed, provided that they do not contravene
existing laws and regulations.
JJWC-MOP 30
Cash Advance
Cash Advances. Advances granted to officers and employees which may be classified into:
(b) special cash advances – those granted on the explicit authority of the agency
heads to duly designated disbursing officers or employees for other legally
authorized purposes.
No cash advance shall be given unless for a legally authorized specific purpose;
No additional cash advances shall be allowed to any official or employee unless the
previous cash advance given to him is first liquidated and accounted for in the
books;
No cash advance shall be granted for payments on account of infrastructure projects
or undertaking on a project basis;
A cash advance shall be liquidated as soon as the purpose for which it was given
has been served;
Only permanently appointed shall be designated as disbursing officers. Elected
officials may be granted a cash advance only for their official travelling expenses;
Transfer of cash advances from one Accountable Officer to another shall not be
allowed.
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Certification from the Accountant that previous cash advances have been liquidated and
accounted for in the books;
Approved application for Bond and/or Fidelity Bond for the year for cash accountability
of P2,000 or more
General Guidelines
The Accountable Officer shall liquidate cash advances within the following period:
Travelling Expenses – within 30 days after the return of the official/employee to his
official station for local travel and 60 days after the return of the
official/employee concerned to the Philippines in the case of foreign travel (5.1.3
COA Circular 97-002)
Documentary requirements
Local Travel
Paper/Electronic plane, bus or boat tickets, boarding pass and terminal fees;
Certificate of appearance/attendance;
Copy of previously approved itinerary of travel;
Revised or supplemental order of any proof of supporting change of schedule
Revised Itinerary of travel, if the previous itinerary was not allowed;
Certification of the Head of Agency as to the absolute necessity of the
expenses together with corresponding bills or receipts, if the expenses incurred
JJWC-MOP 32
for official travel exceeded the prescribed rate per day (Certification or Affidavit
of loss shall not
be considered as an appropriate replacement for the required hotel/lodging bills
or receipts);
Liquidation Report;
Reimbursement Expense Receipt (RER);
OR in case of refund of excess cash advance;
Certificate of travel completed;
Hotel rooms or lodging bills with official receipts in the case of official travel to
places in case of 50 kilometer radius from the last city or municipality covered
by the Metro Manila area or the city or municipality where their permanent
official station is located in the case of those outside the Metro Manila area, if travel
allowances being claimed include the hotel room/lodging rate
33 JJWC-MOP
SUBMISSION OF FINANCIAL REPORTS
Budget Accountability Reports (BARs)/Budget Execution Documents (BEDs)
Financial Statements Agencies Deadline
Status of Allotments, Obligations Incurred and DSWD 2nd day of the
Balances (SAOB) following month
Budget and Accountability Reports No. 1, 1-A and DBM/COA Within 30 days
1-B of the following
month after end
of the quarter
Estimate Daily Cash Disbursements Bureau of 15th day of the
Treasury following month
Financial Plan (Succeeding Year) DBM 30th day of
November
(Current Year)
Monthly Disbursement Program (Succeeding Year) DBM 30th day of
November
(Current Year)
5.2.4 Procurement
Procurement Method
Competitive Bidding
Alternative Methods of Procurement
Direct Contracting (exclusive distributorship)
Shopping (common office supplies, materials and equipment NOT available from
PS-DBM below PhP500,000.00)
Negotiated Procurement (13 types) - (Commonly used: 2-Failed biddings,
emergency cases, agency to-agency, procurement agent, highly technical
consultants, small value procurement, lease of real property (venue)
Phases of Procurement
a. Pre-Procurement Phase (End-User – RJJWC / National Secretariat Division, Finance
and Administrative Division)
JJWC-MOP 34
Identification of appropriate mode of procurement
Facilitation/Monitoring of procurement process
In 2006, the Juvenile Justice and Welfare Act or Republic Act 9344 (RA 9344) was enacted. The law
created the Juvenile Justice and Welfare Council, a policy-making, coordinating and monitoring
body tasked to ensure the implementation of the law through its member and coordinating
agencies. While chaired by an Undersecretary of the Department of Social Welfare and
Development (DSWD), the JJWC and its Secretariat were previously placed under the
administrative supervision of the Department of Justice (DOJ).
Seven (7) years after, RA 9344 was amended by RA 10630 or an Act Strengthening the Juvenile
Justice System in the Philippines. The amendatory law, which was signed by President Aquino in
2013, sought to address issues and concerns confronting the full implementation of the law
including the strengthening of JJWC as a Council3 and its Permanent Secretariat at the national and
regional levels. Section 8 of RA 9344 as amended provides for the creation of permanent National
Secretariat and Regional Secretariat with the main task of supporting the Juvenile Justice and
Welfare Council (JJWC) and Regional Juvenile Justice and Welfare Committee (RJJWC), respectively,
in performing its mandate, duties and functions pursuant to the provisions of law and the Revised
Implementing Rules and Regulations (RIRR).
RA 9344 as amended also transferred the administrative supervision of JJWC from DOJ to DSWD.
Following the promulgation of the RIRR of RA 9344 as amended in September 2014, JJWC became
an attached agency of the DSWD.
The last quarter of 2014 and the year 2015 were transition years for the Council. Aside from the
mandate to organize and establish RJJWC in all 17 regions, additional 56 plantilla positions were
approved based on the enhanced organizational structure of JJWC. These include additional
3Additional member agencies were identified from the Leagues of Provinces/Cities/Municipalities and Barangay.
DOH was also identified as a new member of JJWC. RA 9344 as amended identified the following member agencies
of JJWC: DSWD, DOJ, DepEd, DILG, CHR, CWC, NYC, DOH, LPP, LCP, LMP, LNB, PREDA and CPTCSA (NGO
members)
35 JJWC-MOP
positions at the National Secretariat and the creation of two (2) staff positions each per Regional
Secretariat. This is a significant increase from the initial 10 plantilla positions approved for JJWC in
2008.
JJWC derives its mandate from RA 9344 as amended. In 2014, JJWC revisited and re-affirmed its
vision, mission and goals for the next three years (2015-2017). These goals informed the key
results areas and program strategies of JJWC4. The effectiveness of JJWC, however, depends on both
the management and employees’ shared understanding of, and commitment to, the vision, mission
and core values of the agency.
JJWC, as a new agency, commits to promote a working environment that is conducive to producing
harmonious relationships between and among the staff (officials and employees) of the national
and regional secretariat as well as in enhancing their welfare and productivity towards effective
and efficient service.
Civil Service Commission’s Memorandum Circular No. 6, s. 2012 mandates the establishment and
implementation of Agency Strategic Performance Management System in all constitutional bodies,
departments, bureaus and agencies of the national government, local government units,
government-owned and/or controlled corporations and state universities and colleges.
The DSWD, which has administrative supervision over JJWC, issued Administrative Order No. 11, s.
2015 describing the Department’s Strategic Performance Management System (DSPMS) following
the themes of alignment, integration, personnel development, and results/outcomes focus.
Consistent with these guidelines and issuances, JJWC hereby issues its own Strategic Performance
Management System.
I. OBJECTIVES
1. To align JJWC’s performance targets with its vision, mission, goals and strategic priorities as
mandated by RA 9344 as amended, and as articulated in the Strategic Plan 2015-2017;
2. To concretize the linkage of JJWC’s performance with individual performance towards the
discharge of its mandate and achievement of its target outcomes;
4. To link performance management with other Human Resource (HR) systems and ensure
adherence to performance-based tenure and incentive system.
4 For the purpose of the SPMS Guidelines, JJWC is used to refer to the Permanent Secretariat of the Council.
JJWC-MOP 36
II. COVERAGE
The JJWC-SPMS shall apply to all JJWC officials and employees who are incumbents of career, non-
career, casual and contractual position, both at the National and Regional Secretariat. Those hired
under Memorandum of Agreement (i.e., MOA, contract of service workers, job orders) whose
renewal of Contracting Services shall be based on performance shall also be covered by these
guidelines.
A. Executive Director
The Executive Director (ED) is primarily responsible and accountable for the establishment
and implementation of the JJWC-SPMS.
37 JJWC-MOP
In coordination with the JJWC-PMT, the ED shall:
JJWC-MOP 38
2. Develop assessment tools including guidelines for its administration;
3. Assist the Executive Director in overseeing the performance of the JJWC National
and Regional Secretariat staffers and in setting the criteria to rank offices and
individuals for the grant of performance-based incentives;
4. Propose a synchronized calendar for JJWC SPMS activities for approval by the
Executive Director;
5. Create the organizational performance template indicators as basis for office
performance;
6. Develop an internal performance-based incentive scheme which will reward
exemplary employees/officials and well-performing JJWC units both at the National
and Regional Secretariat;
7. Develop a communication strategy to enable JJWC officials and staff to better
understand the JJWC SPMS especially in linking individual targets and performance
to the overall office performance;
8. Report to the Executive Director on the implementation status and concerns
regarding performance management and submit recommendations that will ensure
the JJWC SPMS is implemented effectively;
9. Act as a body to discuss and resolve performance management-related issues as
well as issues on operational policies, guides, and protocols to ensure that the JJWC
SPMS meets its objectives;
10. Adopt its own internal rules, procedures and strategies in carrying out the above
responsibilities including schedule of meetings and deliberation, delegation of
authority to representatives in case of absence of members.
39 JJWC-MOP
2. Chief Administrative Officer
4. Individual Employees
Each employee shall act as partner of the management and their co-employees in
meeting JJWC’s performance goals.
Templates and information generated through the SPMS will be linked to the Human
Resource Information System (HRIS)6 in order to produce timely, accurate and reliable
information for program tracking, performance monitoring/reporting and decision making
processes.
6 Included in the approved Information Systems Strategic Plan (ISSP) of JJWC for the period 2015-2017.
JJWC-MOP 40
B. The JJWC SPMS Cycle
The JJWC SPMS shall follow the Four-Stage SPMS Cycle that underscores the importance of
Performance Management:
1. Performance Planning and Commitment
2. Performance Monitoring and Coaching
3. Performance Review and Evaluation
4. Performance Rewards and Development Planning
Table 1: Indicative JJWC SPMS Calendar shows the synchronized calendar of activities
related to the JJWC SPMS cycle:
SUBMIT SCHEDULE
ACTIVITY
TO Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
1. SPMS Orientation and Pilot Test
Orientation X
Pilot-Test CSC X X X
2. Performance Planning and Commitment
OPCR for DSWD 30th
Approval Secretary
IPCR for DC 10th 25th
Review and
Approval DED, ED 20th 30th
41 JJWC-MOP
SUBMIT SCHEDULE
ACTIVITY
TO Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
IPCR Approval DED, ED 15th 15th
5. Performance Reward and Development Planning
PMT to submit ED 15th 15th
top performers’
list/identify
potential
nominees
(awards)
This is done on or before 15 January of every year where the JJWC staff at the National and
Regional Secretariat meet and agree on the key result areas, performance targets and success
indicators that should be accomplished for the year based on the goals, objectives and
organizational outcomes of JJWC. Submission to the DSWD Secretary for approval shall not be
later than the last working day of January.
Prerequisite to the preparation of the Office Performance Commitment and Review Form
(OPCR)8 is the conduct of the year-end review of the performance of the Secretariat, both at the
National and Regional Levels. The National Secretariat shall also gather the inputs of the
RJJWCs through a consultation with the RJJWC Chairpersons during the National Management
and Development Conference (NMDC)9 organized semi-annually by the Department of Social
Welfare and Development. If this is not possible, the Work and Financial Plans (WFPs) of the
RJJWCs shall be considered as sufficient inputs to the OPC.
The OPCR shall have the following key result areas (KRAs):
A. Core Functions10 – pertains to the outputs which are linked with the mandates and
priority deliverables of JJWC such as:
JJWC-MOP 42
B. Support to DSWD’s Strategic Priorities – pertains to those that are linked to and
supportive of the priorities of DSWD as JJWC’s mother agency
C. Secretary’s Directives – pertains to instructions from the DSWD Secretary during the
mid-year and year-end NMDC
During this phase, success indicators are determined. Success indicators are
performance level yardsticks consisting of performance indicators and performance
targets. These shall be the basis for the office and individual employee’s preparation of
their respective performance contract and rating form.
b. Performance Indicators
In accomplishing the OPCR and the Individual Performance Commitment and Review
Form (IPCR), performance indicators shall include any one, or a combination of the
following:
Category Definition
Quality Specific standard of accomplishments that answers in what manner
and how well the goal is to be accomplished.
Quantity Target number of percentage of accomplishment that answers by
how many, or how much, or what increase or decrease rate of
output is required for the goal to be considered accomplished.
Timeliness Measures whether the deliverable was done on time based on the
requirements of the law and/or clients/stakeholders. Time related
performance indicators evaluate such things as project completion
deadlines, and other time-sensitive expectations.
c. Target Setting
The JJWC Strategic Plan, annual thrusts and priorities, approved performance
indicators, and approved organizational outcomes shall be the bases for the target
setting. In setting work targets, JJWC shall identify specific division, unit, group or
individuals as primarily accountable for producing a particular target output per
program, project, or activity. JJWC shall likewise indicate the detailed budget
requirement to ensure a strategy driven budget allocation and to ensure cost efficiency.
The targets shall take into account any combination of, or all of the following:
i. Historical Data. The data shall consider past performances of JJWC and RJJWCs.
43 JJWC-MOP
ii. Benchmarking. This involves identifying and comparing functions or processes
with other similar agencies (policy-making bodies). Benchmarking may also
involve recognizing existing standards based on provisions or requirements of
the law.
iii. Client/stakeholders’ feedback. This involves bottom-up and consultative
approach where JJWC sets targets based on the feedback and results of
consultation with stakeholders and other clients.
iv. Council or Top Management instruction. The JJWC Chairperson or the DSWD
Secretary may set targets and special assignments.
v. Future trends. Targets may be based from the results of the comparative analysis
of the actual performance of JJWC with its potential performance.
In line with the SPMS objective of aligning individual performance targets to JJWC’s
directions and values, the approved OPCR shall serve as basis for individual
performance target and measures to be prepared in the Individual Performance
Commitment and Rating (IPCR) form11. Approved IPCRs should be submitted to the
CAO (FAD) on the following deadlines:
Table 2 shows the approving authorities for the OPCR and IPCR:
JJWC-MOP 44
Proponent Approving Authority
Regional Secretariat staff (Admin Executive Director with the recommendation of
Assistant III and Social Welfare DC Coach/Supervisor
Officer III)
Performance monitoring and coaching focuses on assessing to what extent JJWC and the
individual employees are accomplishing work that has been planned at specific points
during the performance/rating period. It also pertains to the responsibility of the
supervisor to periodically check the work performance of the subordinate all
throughout the performance period.
Proponent Coach/Supervisors
RJJWC Secretariat DC Coach/Supervisor, copy furnished: JJWC
Executive Director
JJWC National Secretariat:
45 JJWC-MOP
2. The NCMIM shall develop the JJWC SPMS Information Management System to
support performance monitoring in the most effective manner. The PMT
Secretariat shall consolidate all performance monitoring and coaching forms of
individual employees of JJWC.
In the Performance Review and Evaluation stage, JJWC evaluates the performance level of
both the agency and the individual employees based on set performance targets and
measures and success indicators in the OPCR and IPCR identified during the performance
planning and commitment stage.
The performance review and evaluation will be facilitated at the end of the year (agency-
level) and after the end of every semester or at least twice a year (for individual
employees).
JJWC shall undergo an office performance review and evaluation or PREW not later
than December 15. The evaluation will be based on the achievements of JJWC and
RJJWCs (physical and financial) vis-à-vis specific success indicators in the OPCR. To
aid the said evaluation, the Planning Officer (PO) shall consolidate the division-level
accomplishments prepared by the Division Chief/Head of Units. Issues and
concerns will also be gathered which should be used as inputs for the Performance
and Commitment Planning for the succeeding calendar year.
JJWC-MOP 46
The PMT and the Executive Director, as Head of Agency, shall facilitate an agency-
level performance review and evaluation for the purpose of accomplishing the OPCR
by January of the succeeding year. The ED shall submit the OPCR of the JJWC with
the final rating of the DSWD Secretary by January of the succeeding year.
1. Every employee shall accomplish and submit a self-rated IPCR to the DC Coach
Supervisor by the 30th of July, following the end of the first semester and by the
30th of January of the succeeding year for the review of the 2nd semester
performance. (See Annex C: Guide on the Computation of Rating)
3. The Executive Director, as head of the agency, shall give the final rating for each
employee’s IPCR by the 15th of August and by the 15th of February.
4. The PMT Secretariat shall review the computation before submitting the same to
the ED for final review/comment and approval. The same shall be returned to
the PMT Secretariat who shall facilitate the computation of ranking of all staff
for approval of the ED (report).
The average score for Quality, Quantity and Timeliness is multiplied by the percentage
weight assigned per output. The Average Score for each output will then be added to
get the final score.
After computing the Final Average Rating, the adjectival rating is added on the IPCR.
The description of each numerical rating and its corresponding adjectival rating is
shown below:
47 JJWC-MOP
The Range of Overall Numerical Ratings and their Respective Adjectival Ratings
4.51-5.00 Outstanding (O)
3.51-4.50 Very Satisfactory (VS)
2.51-3.50 Satisfactory (S)
1.51-2.50 Unsatisfactory (US)
1.00-1.50 Poor (P)
Numerical Adjectival
Description or Meaning of Rating
Rating Rating
5 Outstanding Performance represents an extraordinary level of
achievement and commitment in terms of quality
and time, technical skills and knowledge,
ingenuity, creativity and initiative.
Employees at this performance level should have
demonstrated exceptional job mastery in all
major areas of responsibility. Employee
achievement and contributions to the
organization are marked excellence and far
exceeds the expectations.
JJWC-MOP 48
Numerical Adjectival
Description or Meaning of Rating
Rating Rating
expectations in terms of quantity, quality and
timeliness. Most critical annual goals were met.
49 JJWC-MOP
It should be noted, however, that the average of all individual performance assessments
shall not go higher than the collective performance assessment of the Office. The Executive
Director shall ensure that the employee is notified of his/her final performance assessment
and the Summary List of Individual Ratings with the attached IPCRs are submitted to the
CAO/FAD within the period indicated in the SPMS cycle.
After the assessment of the achievement of an employee against the targets, both the
DC/Supervisor and the Employee will sit down and discuss the employee’s strengths and
areas for improvement. Both DC/supervisor and employee then identify training programs
or other development interventions that can improve the employee’s competencies and
performance (see IPCR form). This exercise is especially helpful to those employees who
have been given an Unsatisfactory or Poor Performance Rating. Other uses of the results of
this phase are:
For Executive Director and/or Supervisors – identify and provide the kind of
interventions needed, based on the developmental needs identified
For CAO/FAD – consolidate and coordinate developmental interventions that will
form part of the HR Plan and the basis for rewards and incentives
For the PMT – identify potential PRAISE Awards nominees for various awards
categories
For the PRAISE Committee – determine the top performers of JJWC who qualify
for awards and incentives
JJWC-MOP 50
3. Result of the implementation of the Personnel Development Action and
recommendation shall be forwarded to the PMT for evaluation.
In line with the Rules and Regulations on the Grant of Step Increment Due to
Meritorious Performance and Step Increment Due to Length of Service or DBM
and CSC Joint Circular No. 01-2012, step increment due to meritorious
performance shall be given to top ranking 3% of officials and qualified employees
semi-annually. If qualified, step increment shall depend on the employee’s
performance rating:
2 step increment if Outstanding
1 step increment if Very Satisfactory
VII. SANCTIONS
Unless justified and accepted by the JJWC PMT, non-submission of the Individual
Performance and Commitment Review Forms within the specified dates shall be
grounds for:
51 JJWC-MOP
a. Employee’s disqualification for performance-based personnel actions which
would require the rating for the given period such as promotion, training or
scholarship grants and performance enhancement bonus, if the failure of the
submission of the report form is the fault of the employees.
c. Failure on the part of the Head of Office to comply with the required notices to
their subordinates for their unsatisfactory or poor performance during a rating
period shall be a ground for an administrative offense for neglect of duty.
VIII. APPEALS
1. An employee who is dissatisfied with his/her final performance rating may file an
appeal with the PMT within ten (10) calendar days from the date of receipt of notice
of his/her final performance rating.
2. The PMT, which shall act as appeals body, shall convene and conclude review within
10 days from receipt of appeal. Recommendations shall be forwarded to the
Executive Director within the same period.
3. The Executive Director shall issue final decision within 5 days from receipt of report
and recommendation of the PMT.
4. If employee is not satisfied with the action of the PMT and the Executive Director,
the concerned employee shall elevate the appeal to the CSC Office concerned.
5. Officials or employees who are separated from the service on the basis of
Unsatisfactory or Poor performance rating can appeal their separation to the CSC or
its Regional Office within fifteen (15) days from receipt of the order or notice of
separation.
JJWC-MOP 52
Appendix A JJWC Performance Indicators
and Desired Outcomes
I. MFO – Restorative Justice and Welfare Policy Services for Children at Risk and Children in
Conflict with the Law
Performance Indicators:
- No. of national policies, plans and programs developed, issued, disseminated and updated
- Average percentage of national plans and policies rated by stakeholders as good or better
- Average percentage of plans and policies developed, issued, disseminated and updated in
the last three years
- No. of LGUs with local juvenile intervention programs
- Average percentage of local juvenile intervention programs integrated in local
development and investment plans
- Average percentage of local juvenile intervention programs formulated and implemented
in the last 3 years
The following desired outcomes and the core interventions for 2015, contained under the
JJWC Strategic Plan for 2015 to 2017 should guide the RJJWCs in identifying their own set
of desired outcomes, key result areas, programs, projects and activities:
Desired Outcomes
Outcome 1: By 2017, additional % of provinces and highly-urbanized cities (HUCs)
have effective family-based and community-based prevention
programmes (10% for 2015, 15% for 2016, 20% for 2017)
Outcome 2: By 2017, additional % of provinces and HUCs have effective community-
based diversion programmes.
Outcome 3: By 2017, all 21 existing Bahay Pag-asa are accredited.
Outcome 4: By 2017, 10 additional provinces and HUCs have operational and
accredited Bahay Pag-asa.
Outcome 5: By 2017, at least % of children placed in Bahay Pag-asa, DSWD and NGO
residential care facilities are rehabilitated and reintegrated into their
families and communities.
Outcome 6: By 2017, a national information management system on children at risk
(CAR) and children in conflict with the law (CICL) is established and fully
operational.
Outcome 7: By 2017, all Regional Juvenile Justice and Welfare Committees (RJJWCs)
are organized and operational.
53 JJWC-MOP
Core Interventions for 2015
Establishment of Knowledge
Management Center
JJWC-MOP 54
Preconditions Activities Responsible Agencies
JJWC toolbox is Enhancement and popularization of Lead: Secretariat
finalized and RA 9344 (as amended) flowcharts Support: All member-
utilized agencies
Development of an integrated care
management protocol for CICL
(inter-pillar)
Capacity building
55 JJWC-MOP
Appendix B: RJJWC - Terms of Reference
Expected Outputs from the RJJWC for 2015
Based on the aforementioned strategic plan, OOs, MFOs, performance indicators and JJWC Physical
Plan for 2015, the RJJWCs, with the technical and administrative support of their respective
Permanent Secretariat, are expected to deliver the following outputs:
JJWC-MOP 56
Inspection
a. Conduct regular inspections in detention and rehabilitation facilities within the region
(through duly-authorized persons and member agencies) and undertake spot inspections in
order to check compliance with the standards provided under the amended law and its
Revised IRR and submit the monitoring report to the concerned agencies and to the JJWC.
Capacity-building
a. Organize and facilitate capacity-building activities for duty-bearers within the region; and
b. Provide immediate technical assistance for duty-bearers, especially from the LGUs and
NGOs, in the proper implementation of the amended law and its RIRR.
Reportorial Requirements
The following reports are required to be submitted by the RJJWC Secretariat to the JJWC National
Secretariat:
b. RJJWC Resolutions
Resolutions issued by the Committee (approved by majority of the members) should be
submitted to the JJWC Chairperson, through the Executive Director, upon approval.
57 JJWC-MOP
d. Monthly Inventory/Annual Inventory
Official statistics/inventory of CICL cases handled/served by the member and coordinating
agencies should be submitted to the JJWC, through the Executive Director, 10 days following
the end of every month.
e. Annual Report
An annual report of the RJJWC, documenting the accomplishments, milestones and
challenges in the implementation of the law at the regional and LGU level, should be
submitted by the RJJWC to the JJWC, through the JJWC Executive Director, 30 days following
the end of every year. The annual report shall also provide for the recommendations of the
RJJWC and the plans for the subsequent year to ensure a more effective and efficient
implementation of the law, its RIRR and all the relevant administrative policies.
JJWC-MOP 58
Appendix C: Functions of Plantilla Positions
Functions and Duties of the Plantilla Positions in the Proposed Structure of the JJWC
National and Regional Secretariat
Lead the JJWC National Secretariat to achieve the organization’s strategic goals and objectives
set by the Council based on the mandates of the Juvenile Justice and Welfare Act of the
Philippines
Supervise and direct the work and activities of the National JJWC Secretariat office personnel
Coordinate and monitor the performance of the Regional Juvenile Justice and Welfare
Committee Secretariat in the 17 regions
Ensure the JJWC to have a long-range strategy to achieve its mission, and toward which it makes
consistent and timely progress
Provide leadership in developing and recommending policies, researches, advocacies,
comprehensive intervention program on juvenile justice and welfare, organizational and
financial plans with the Juvenile Justice and Welfare Council (Council) and staff, and carry out
plans and policies authorized by the Council.
Assist the Council during regular and special meetings and deliberations
Cause the execution and/or implementation of the orders or instructions issued by the Council
Represent JJWC in meetings, conferences, media, public events and other related activities as
may be delegated by the Chairperson or the Council
Perform other work as may be assigned by the Council
Under direction of the Executive Director, is responsible for all aspects of operating the
Programs Division
Manage, supervise and develop staff
Responsible for program planning and administration, including activities as education and
training, technical assistance, systems development, national conferences, publications and
research projects;
Prepare, manage and supervise budgets and project scheduling
Consolidate the work and financial plan of the Council
Prepare, manage grants contract including development of grant proposals and applications
Develops reports, research documents and position papers
Advise the Executive Director on issues relevant to subject area and management concerns
Acts as Officer-in-Charge when the Executive Director is on official business
59 JJWC-MOP
Perform other duties as may be assigned by the Executive Director
In General
Under direction of the Executive Director, serve as the head of a Division and oversee, plan,
direct and supervise the Division and units in the provision of technical assistance
Engage in varied work ranging from routine to very difficult work pertaining to ensuring and
monitoring the implementation of the Juvenile Justice and Welfare Act as amended
Recommend strategies and approaches for more effective implementation of the law
Finalize the work and financial plan for the Division
Evaluate and submit periodic and special reports for the Division
Conducts or attends meetings and coordinate with members and coordinating agencies of the
JJWC for trainings of duty bearers
Renders technical assistance relative to program implementation, networking management
Perform other related functions as may be assigned by the Executive Director
JJWC-MOP 60
Conceptualize, develop, package and produce IEC materials using popular language, to include: a
system of pre-testing information materials for effectiveness and impact prior to mass
production; and of an efficient distribution system for IEC materials produced
Under direction of the Executive Director, responsible for the preparation and implementation
of an effective financial plan to support the JJWC’s program, activities and projects aimed at
achieving its desired outcome and mandate
Formulate and implement the fiscal policies and guidelines of JJWC
Prepare annual financial plans of JJWC
Ensure legality and completeness of financial transactions of JJWC
Prepare financial reports for management and guidance and as required by the JJWC
Maintain basic and subsidiary accounting records and books of accounts to reflect accurate and
current financial information required by existing auditing rules and regulations
Certify the availability of funds
Prepare monthly cash programs
Collect, receive and deposit cash and checks
Ensure the timely payment of accounts
Prepare and submit cash reports
Maintain inventory and serve as custodian for all properties and assets of JJWC
Direct, supervise and coordinate with the different units of the Division to ensure the proper
functioning of Budget, Accounting, Cash, Personnel and General Services Unit
Perform other tasks and functions as may be assigned by the Executive Director
61 JJWC-MOP
PROJECT DEVELOPMENT OFFICER IV (SG 22)
In General
Develop programs/projects and provide technical support for the effective implementation of
RA 9344
Conduct monitoring and evaluation of the programs/projects of the JJWC
Identify gaps in the programs and services being implemented and recommend effective
policies to address the gaps identified
Review, analyze and evaluate proposed and on-going activities and programs relative to the
implementation of the Juvenile Justice Act and submit report to the Council for its appropriate
action
Develop and write grant proposals and narrative report
Draft periodic and year-end reports
Prepare correspondence and resolutions of the Council
Assist the SWO V in the performance of functions under their respective Division
Perform other tasks and functions as may be specified by supervisor
JJWC-MOP 62
Facilitate research study
Mobilize and generates resources
Act as resource person
Represent the supervisor in committee meetings, conferences and social welfare related
activities as may be delegated
Perform other tasks and functions as may be specified by supervisor
Under direction, perform highly technical functions on the planning, execution and evaluation
of communication activities
Assist in the promotion and maintenance of favourable relations with media, and does related
work
Assist in the planning and implementation of the advocacy and social mobilization strategic
activities of the JJWC
Assist in the promotion of linkages with public information and public relations organizations
Prepare manuscripts, correspondence useful for public information
Assist in the conduct of print and broadcast media monitoring of issues and corrects negative
information reported in media
Assists in the monitoring of the implementation of JJWC public relations programs at the
regional level
Provide technical assistance to units concerned along public relations and publicity
Monitor news stories and prepares summary of news reports
Exercise supervision over information staff
Coordinate and schedule media interviews, and prepare spokespersons for them
Advise the Council on how best to mobilize mass media
Perform other tasks and functions as may be specified by supervisor
63 JJWC-MOP
Recommend revisions and enhancements to policies pertaining to Data Managements and
Processing
Conduct research and implements best practices related to systems development and
administration
Assist in the development and design of database refactoring plans
Monitor and resolve escalated issues related to quality assurance, security management,
systems administration and systems development
Perform other tasks and functions as may be specified by supervisor
Assist in the development of required systems needed by the projects and programs
Make the necessary adjustments and customization of existing software applications
Provide a thorough checking and evaluation on the data stored in the database
Lead and coordinate efforts of the assigned unit in the absence of assigned unit head
Operated assigned information systems
Monitors and resolves escalated issues related to quality assurance, security management,
systems administration and systems development
Perform other tasks and functions as may be specified by supervisor
Under general supervision, perform professional and technical functions of the accounting
division and unit of the Agency, controls obligations of allotments
Ensure that accounting and auditing rules and regulations are observed and complied with in
classification of accounts
Prepare and sign correspondence and reports, distribute and evaluate workloads and
accomplishments of staff
Analyze, review, and certify availability of funds and legality of claims based on supporting
documents and propriety of account code used
Consolidate monthly reports of expenditures and collections
Prepare statement of capital and current expenditures, cumulative statement of allotments,
obligation incurred and balances, statement of unfunded allotments
Determine and prepare statement of savings realized from various sources
Prepares statement for inclusion in manual report and budget documents
Supervises staff of accounting section
Perform other tasks and functions as may be specified by supervisor
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PROJECT DEVELOPMENT OFFICER III (SG 18)
In General
Develop program policies and guidelines
Plan and conduct human resources development activities for organic staff
Maintain cooperative and harmonious relationship with other agencies
Assist in the resource generation and utilization
Facilitate allotment and purchases of training materials and office supplies
Provide technical assistance in implementation of policies and programs
Facilitate/conduct resource generation and utilization
Distribute workloads to ensure equitable and proper delegation to staff personnel and evaluate
their performance
65 JJWC-MOP
Prepare consolidated reports and submit recommendation based on observations and
submitted reports of the RJJWC relative to monitoring of the implementation of the Juvenile
Justice and Welfare Act
Perform other tasks and functions as may be specified by supervisor
In General
Under direction, perform supervisory functions, professional/technical functions in the
implementation of policies and related work.
Provide technical and consultative services to regional offices relating to administrative
services
JJWC-MOP 66
Prepare/review communication
Perform other related functions as may be assigned by supervisor
Budget
Prepare agency Budget Proposal and other related documents
Prepare agency Work and Financial Plan in coordination with other divisions
Prepare Obligational Slip (OS) for fund allocation
Prepare Statement of Allotment, Obligations and Balances (SAOB) for submission to DBM
Prepare budgetary documents for submission to Congress and Senate
Prepare payable for honoraria for actual meetings attending for national structures
Personnel
Implement administrative policies and attend to routine employee relations problem and
conflict
Responsible for recruiting, training and developing staff; organizing salaries payments;
pensions and benefits administration; negotiating salaries, contracts, working conditions of
staff
Conduct orientation to new staff
In General
Provide general administrative support to Unit Head
Perform other tasks as may be specified by supervisor
Property:
Undertake general administrative support including ordering of equipment, materials and
office supplies
Prepare contracts to suppliers as needed
Manage the property, equipment and supplies of the office
Records:
Supervise receiving, recording, sorting and dispatching of incoming/outgoing
communication/letters
Oversee filing/mailing management, data banking/maintenance and preservation of permanent
and confidential records
Authenticate copies of administrative/travel orders in issuance for dissemination
Conduct inventory/appraisal of records holdings
Conduct records disposal
Attend to inquiry of other operating units regarding records management
Prepare communication
67 JJWC-MOP
Provide technical assistance to other operating units/division on records management
Ensure security and confidentiality of records and files
In General
Under immediate supervision perform administrative support and clerical functions, semi-
skilled work and does other related work
Prepare periodic reports
Assist in the preparation of the minutes of the Council meetings
Assist in the organization of regular and special Council meetings
Perform other related tasks as may be assigned
Cash
Supervise receipts custody and all funds disbursed
Prepare and sign disbursement voucher
Maintain and update cash book of paid vouchers
Receive collection and issue receipt from all sources
Record all collections in the cash register book
Prepare remittance, advice of collection and deposits the same to the depository bank as
required by accounting and auditing rules and regulations
Submit copy of remittances of national collection to the Bureau of Treasury
Account for all checks
Prepare monthly report and running balances for all funds
Accounting
Review and evaluates the soundness, adequacy and application of accounting and other
operating controls
In General
Under immediate supervision, assist in the performance of administrative support and clerical
functions and related works to support the Secretariat
Maintain data bank of the Division/Unit
Keep materials and IEC related to Juvenile Justice and Welfare
JJWC-MOP 68
Keep the Directory of JJWC members and contacts of coordinating agencies
Prepare communications
Receive official communications/documents for the unit/division
Encode/record official communication
Perform other related functions as may be assigned
RJJWC Secretariat
Under immediate supervision, assist in the performance of administrative support and clerical
functions and do other related works to ensure that office operations are maintained in an
effective, up to date and accurate manner
Type correspondence, reports and other documents, maintain office files, open and distribute
official mails and communications, distribute minutes, coordinate repairs of office equipment
Prepare communications, review financial reports, inspect supplies and materials and other
related works
Encode/record official communication
Assist in the preparation of advocacy kits, presentation materials and other IEC materials
Generally provide administrative support to ensure that the Agency’s operations are
maintained in an effective, up to date and accurate manner
Maintain data bank of the unit
Open and distribute communications
Prepare communications
Perform other related tasks as may be assigned
Personnel
69 JJWC-MOP
General Services Unit
1 Executive Director
1 Finance and Administrative Division
Sort, indexes and files correspondence and maintain records and documents
Receive and process routine application, requests for completeness and accuracy
Check and verify information on forms and reports
Fill out form letters and routine endorsements
Perform other administrative tasks, including answering telephones, typing or word processing,
making copies of documents and tasks as may be assigned by the immediate supervisor
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Appendix D: Delegation and Delineation of
Authority on Finance and Administrative
Matters
71 JJWC-MOP
Appendix E: JJWC SPMS Forms
JJWC-MOP 72