Towards PGS Proficiency:

Revisiting the DSWD’s

Performance Governance System Journey

FO 12 Session with the Office of Strategy Management

8 September 2014
Defining the Strategy:
The Change Agenda

WHERE ARE WE WHERE DO WE WANT TO

NOW? BE?
What changes do we How will things have
want? changed?
Provisions on What does success look like?
Functions are devolved
devolution has not been
and properly managed
fully-implemented

DSWD
DSWD perceived
perceived asas in-charge
in-charge DSWD
DSWD as as a
a “steerer”
“steerer” for
for
of
of all social welfare and
all social welfare and implementation
implementation ofof social
social
development
development programs
programs and
and welfare
welfare and
and development
development – –
initiatives
initiatives –
– not
not minding
minding the
the Strategic
Strategic and Results-
and Results-
PAST devolution
devolution Oriented
Oriented Policies
Policies FUTUR
Uncoordinated efforts E
DSWD
DSWD orchestrates
orchestrates efforts
efforts
between DSWD, other for social welfare and
NGAs, LGUs and NGOs
development
development programs
programs
leading to duplications

Dependence on grants Sustainable agency

and donors for project projects and programs,
implementation and reform initiatives

2010 2030
 DSWD Strategy Map
The Long-term Vision

Envisioning of becoming the world’s standard for the

delivery of coordinated social services and social
protection for poverty reduction by 2030
 Vision: The BHAG
Leveraging on Agency Strengths

World’ s
BEST IN THE WORLD AS
Lead Facilitators of Social
standard
Services and Social Protection
on the delivery of
PASSIONATE AT coordinated
Caring for the Poor and KNOWN AS
Vulnerable Sectors Highly trusted social
protection agency
social services
and social
protection for
poverty reduction
 Stages of the PGS

Initiation Compliance Proficiency Institutionalization

• Vision, Mission, Values • Communication Plan
• Enterprise Strategy Map • Subsidiary Scorecards
• Enterprise Scorecard • Strategic Expense
• Enterprise Initiatives • Multi-Sectoral Governance
Coalition
• Office of Strategy Management • Mechanisms & Tools for Data
• Implemented Communication Plan Tracking & Reporting
• Strategy Reviews • Impact Evaluation to determine
Breakthrough Results
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Performance Governance System
 The PGS is about the delivery of
Breakthrough Results or Performance

 By which transformation is brought

about (Governance)

 Through a systematic
pursuit (System)
PGS is about...
 Alignment Towards ....
(One Direction)

 Participation
(All Units should
Contribute)
BREAKTHROUG
 Responsibility
H RESULTS
(Accountability and
Commitment)
 DSWD’s
Core Governance
Values Charter
 Department of Social Welfare and Development
VISION 2030 STRATEGY MAP
We envision a society SOCIAL PROTECTION GOOD GOVERNANCE
where the poor, vulnerable
and disadvantaged are LEAD SHEPHERD IN THE IMPROVEMENT OF QUALITY OF LIFE

Impact
Social
empowered for an
improved quality of life. Empowered sectors advocating for their Managed risks and reduced vulnerabilities
Towards this end, DSWD own rights
will be the world’s
standard for the delivery of
Empowerment
Stakeholder
coordinated social services High performing, proactive and supportive partners in the delivery of
and social protection for coordinated social service and social protection
poverty reduction by 2030.

MISSION Guarantee values-based allocation and Generate financial resources that will
Stewardship
Resource

To develop, implement and utilization of public resources support the strategy

coordinate social
protection and poverty Ensure transparency in all financial transactions
reduction solutions for and
with the poor, vulnerable
Organizational

and disadvantaged.
Excellence

Develop a culture of excellence and professionalism

VALUES Reengineer organization to be responsive to environment and staff requirements

•Respect for Human

Dignity Enhance internal process in performing
Excellence
Process

• Integrity regulatory, program and management Build mechanisms for a coordinated

functions delivery of social services
• Service Excellence
Vision Basecamps
2030 DSWD WILL BE THE WORLD’S STANDARD FOR THE
DELIVERY OF COORDINATED SOCIAL SERVICES AND
SOCIAL PROTECTION FOR POVERTY REDUCTION

DSWD knowledge and resource/learning center, along with

2022 centers of excellence will be the hub for best practices, exchange
learning and growth programs on social protection in the ASIA
PACIFIC Region.

DSWD will be the established national knowledge and

2016 resource/learning center for best practices on social protection
that is recognized in the ASEAN level

DSWD will successfully lead in the adoption of a national

2011 government convergence framework and effectively streamlined
internal processes
SHORT TERM STRATEGIC GOALS
(2014 -2016)

Time slice of the long-term vision for 2030

 DSWD STRATEGIC GOALS
19
19

Raise 2.3 Million Pantawid Pamilya

families with improved level of well-being by 2016

Increase the no. of NHTSPR-identified poor

families covered by at least two SWD Programs
from 3.9 Million to 5.2 Million by 2016

Increase the no. of provinces with majority of

their municipalities/cities having a fully functioning
LSWDO to 40 by 2016
 STRATEGIC INITIATIVES
20
20

Convergence Strategy
Functionality of LSWDOs
Integrated Enterprise IT System
Online Database Sharing
Strategic Social Marketing Plan
Scorecard Institutionalization
Unified Results-Based Monitoring and Evaluation System
Competency-Based Recruitment, Selection and Placement
System
Medium Term Expenditure Program
Mainstreaming Social Protection
Disaster Risk Management Mechanism
 The Department of Social Welfare and Development envisions a society where the poor, vulnerable, and
disadvantaged are empowered for an improved quality of life. Towards this end, DSWD will be the world’s
VISION
VISION standard for the delivery of coordinated social services and social protection for poverty reduction by 2030.
Raise the status of 2.3 Million Pantawid
Pamilya families to self-sufficiency level
STAKE-
STAKE- by 2016
HOLDER
HOLDER
EMPOWER-
EMPOWER- Increase the number of NHTS-PR identified Increase the number of provinces with majority of their
MENT
MENT poor families covered by at least 2 SWD municipalities/cities with fully functioning LSWDO
programs from 3.9 M to 5.2 M by 2016 to 40 by 2016

MAKING CONVERGENCE HAPPEN

PROCESS Promote the use of NHTS-PR to other Forge partnerships to strengthen case
PROCESS
EXCELLENCE SP service providers management of poor households
EXCELLENCE

Capacitate LGUs to implement Mainstream social protection programs

devolved social services and initiatives at LGU level

RESOURCE
RESOURCE
Ensure strategy-based allocation and Expand partnerships
STEWARD-
STEWARD-
SHIP utilization of resources to support SWD programs
SHIP

ORGANIZA-
ORGANIZA-
TIONAL
Ensure critical competencies are Build a culture of innovation and Support decision making with an
TIONAL
EXCELLENCE applied especially in key offices convergence integrated ICT system
EXCELLENCE

MISSION
MISSION To develop, implement, and coordinate social protection and poverty reduction solutions
for and with the poor, vulnerable, and disadvantaged.
VALUES
VALUES Respect for Human Dignity● Integrity● Service Excellence
 Raise the number Expand the
Increase the number of Pantawid SWD
of fully functional Pamilya Families coverage of
LSWDOs with improved NHTS-PR
human poor HHs
development and
well-being
FRAMEWORK REPRESENTS THE PARADIGM SHIFT
UNDER THE STRATEGIC PERFORMANCE
MANAGEMENT
Area Paradigm Shift
From To
Perspective Evaluation Management
Focus Activities/Inputs Outputs and outcomes
Indicators Performance indicators Success indicators
(e.g., no. of (e.g., response time)
appointments
processed)
Performance Focus on individual Align individual to
alignment (competition) office/organization
(teamwork and
collaboration)
Role of Supervisor Evaluator Coach/mentor
FO 12 OPCR 2014
 Strategic Goal 1)

Raise the number of Pantawid Pamilya

families with improved level of well-being
from 5,881 to 55,231 by end of 2014
Lead Measure 1 Lead Measure 2

Monitor the implementation of Monitor the implementation of

MAT comprehensive and Municipal Transition Plan
integrated Intervention Plan
 Strategic Goal 2)

Increase the number of NHTS-PR identified

poor households covered by at least 2 SWD
programs from 216,798 to 296,043 by end of
2014
Lead Measure 1 Lead Measure 2

Adoption of Listahanan Provide Technical assistance to

database by 2 Regional Line
Agencies (RLAs) and 15 Local 17 RLAs/LGUs and other
Government Units stakeholders on the utilization
of Listahanan database
 Strategic Goal 3)

Administer the Baseline Assessment Tool

from 0 to 54 LSWDOs by the end of
December 2014

Lead Measure 1 Lead Measure 2

Ensure the conduct of baseline
assessment to 4 Provincial and
50 Municipal Social Welfare
and Development Office
Ensure that feed backing on the results of
the Baseline Assessment to 4 Provincial
and 50 Municipal Social Welfare and
Development Office will be done 15 days
after the assessment
 
PC COMMITMENTS OF INDIVIDUAL STAFF
 Strategic Outcomes

OPCR (2nd Enterrpise

Level Scorecard
Division’s PC Scorecard; also
(reflect reflects BGs and
Individual PCs Scoreboard LMs)
activities, etc.)
 Results Sharing in various Fora

Enterrpise
Scorecard
OPCR (2nd Level
Scorecard);
Division’s PC also reflects NMDC
(reflect Breakthrough
Scoreboard Goals Scorecard/Scoreboard
Individual PCs
activities, etc.) Summit
(PAM)
Office Monthly
Division Scoreboard MSGC
Meetings; e.g. Meetings
Weekly
Scoreboard PGF Reporting;
Meetings Cluster Bootcamp
  Areas which may be needing better
collaboration with other OBSUs/FOs;
assistance areas from DSWD’s MSGC or
concerns which OSM may need to be brought
up to DSWD EXECOM
(vis-a-vis meeting Strategic Goals)
Thank You