Department of Social Welfare and Development National Capital Region #389 San Rafael St.

, Legarda Manila

Title

Pool of Trainers in IDCB: A Good Practice on Strengthening Capability Building Efforts in FO NCR
Written By: April P. Alianza Roxanne A. Francisco Catherine T. Nanola

Context/Challenges Addressed

DSWD Mandate Anchored in the DSWD Reform Agenda core theme: Improving Service Delivery Systems and Capacities is the improvement of organizational capacities and competencies through the conduct of Institutional Development and Capability Building (IDCB) activities. IDCB activity is continuously being employed by the Department in order to improve and enhance its systems and capacities to assume the major leadership in the Social Protection Sector. The aim is to provide at least a minimum of 24 training hours or three days per staff per year for all levels to ensure equal opportunity in terms of professional and personal growth and development to support the Career Development and Management System of the Department. CBS Manpower vs Region's Manpower Capacity Building Section (CBS) serves as the clearing house of all IDCB activities, takes charge of the over all training management for region initiated IDCB activities and provide technical assistance along its implementation. However in 2010, CBS was only composed of: Position Training Specialist III Social Welfare Officer II Social Welfare Officer I Administrative Aide IV TOTAL 1 3 1 1 6 staff No.

Title

Pool of Trainers in IDCB: A Good Practice on Strengthening Capability Building Efforts in FO NCR
Written By: April P. Alianza Roxanne A. Francisco Catherine T. Nanola

IDU-Year 2008

CBS- 2013

Vis-a-vis the total number of 728 staff in the region both MOA and permanent employee who needs to be capacitated. Therefore, it was seen that CBS lack manpower in terms of monitoring and conducting IDCB activities for organic staff as well as partner intermediaries such as LGUs, NGOs, CSOs and inter- agencies. Increase Demand of Work Moreover, there is an increase demand of work to effectively manage the numerous back to back activities during the pre- training, actual training and post training phase especially of the big ticket projects such as Pantawid Pamilya Program and NHTSPR which started to boom its implementation in September 2010 wherein some of the activities involves capability building for Parent Leaders, LGU Links, and newly hired project staff, as well as trainings for emerging needs of organic staff. DSWD-NCR's Response to Strengthen Capability Building of Staff The Field Office-NCR through the CBS initiated the development of pool of trainers/ IDCB focal persons with the support from the management and participation of staff from the different centers/institutions/units. 8 residential care facilities: Marillac Hills (MH) Haven for Children (HFC) Elsie Gaches Village (EGV) Haven for Women (HW) Nayon ng Kabataan (NK)

Title

Pool of Trainers in IDCB: A Good Practice on Strengthening Capability Building Efforts in FO NCR
Written By: April P. Alianza Roxanne A. Francisco Catherine T. Nanola

Sanctuary Center (SC) Jose Fabella Center )JFC) Golden Reception Action Center for the Elderly and with Special Concerns (GRACES) 3 Centers: INA Healing Center Rehabilitation Sheltered Workshop National Vocational Rehabilitation Center 5 Divisions: Policy and Plans Development Protective Services Unit Institutional Development Division Finance Division General Administrative Support Division This pool of trainers/focal persons will serve as counterpart of the CBS in managing the capability building efforts of centers/ RCFs/ units/ divisions. The Supervisors/ Heads of the C/RCF/Us, Social Welfare Specialists and C/I Coordinator were also involved in providing technical inputs, comments and recommendation on their respective concerns. Results/ Impact/ Impact to the Organization Outcome of the With the existing pool of trainers/ IDCB Focal Persons and Good Practice Alternates, target capability building activities was implemented according to plan. They greatly contributed in the identification of training needs of the staff in different offices anchoring it in the result of thrust and directions of the department. Through this, the training needs of staff have been incorporated in the Work and Financial Plan (WFP) and IDCB Plan of the respective centers/institution/units and to the Regional WFP and IDCB Plan. Table 1: Trained Staff from 2010- 2012 No. of Trained No. of Staff TOTAL Staff through with Access to FO Initiated Outside

YEAR

Title

Pool of Trainers in IDCB: A Good Practice on Strengthening Capability Building Efforts in FO NCR
Written By: April P. Alianza Roxanne A. Francisco Catherine T. Nanola

Training 2010 2011 2012 266 551 799 3

Training Invitation 269 724 927 173 128

As shown above there was an increase in the number of trained staff from 2010 to 2012. This could be attributed to the mobilization of the pool of trainers/ focal persons to facilitate the conduct of center and unit initiated IDCB activities.

Table 2: Percentage of Trained Staff from 2010-2012 Year Total No. of Total No. of Percentage Staff Trained Staff of Trained 2010 2011 2012 728 891 1183 269 724 927 37.00% 81.00% 78.00%

Despite the increasing number of staff, the field- office has notable effort in responding to the training needs regardless of employment status.

The pool of trainers/ focal persons greatly contributed on the implementation, monitoring and evaluation of IDCB activities on areas such as: 1. Submission of reportorial requirements on time and according to prescribed template (IDCB Report, Calendar of Activities, Monitoring of Re- entry Plan Implementation, Submission of feedback report on trainings attended and training documentation reports); 2. Increased partnership made with the pool of experts from SWDL-Net have greatly contributed in providing quality and effective resource persons that greatly fit the requirement of the training program; 3. Centers/ RCF/Units prioritized inclusion of initiated trainings in their respective Work and Financial Plan based on training

Title

Pool of Trainers in IDCB: A Good Practice on Strengthening Capability Building Efforts in FO NCR
Written By: April P. Alianza Roxanne A. Francisco Catherine T. Nanola

needs assessment results; 4. Facilitated timely preparation of training documents such as: training design, syllabus and modules which contributed to its approval by the management. As part of institutionalization efforts, it resulted to the crafting and approval of Implementing Guidelines in 2012 to govern the functions and roles of the IDCB Focal Persons. Since then, the focal persons has been functioning their roles as counter part of CBS staff in executing training programs of the department maximizing the use of limited resources. Impact to the Pool of Trainers/ IDCB Focal Persons OIC-Assistant Regional Director Jacel J. Paguio emphasized that: Being an IDCB Focal Person needs a standard that will serve as guide in organizing and managing any related activity. The IDCB focal persons were given the opportunities not only to be documenters of their center/unit initiated activities, but also to serve as facilitators in the conduct of regional activities like Stakeholders Forum, Convergence Caravan, and sectoral program celebrations among others. Through this, they further develop their skills in oral and written communication and public speaking.

National Family Week Celebration

The opportunities and responsibilities entrusted to them have influenced positively their attitude towards work and in relating with co-employees and partners. They are able to realize that as trainers they are equipped with knowledge, skills and attitude to be imparted

Title

Pool of Trainers in IDCB: A Good Practice on Strengthening Capability Building Efforts in FO NCR
Written By: April P. Alianza Roxanne A. Francisco Catherine T. Nanola

to others so as to empower them towards attainment of the Departments goal to provide quality service on social protection.

Training on Technical Competency Course Implementation of Head of the centers/ residential care facilities/ divisions and units identified staff to be the IDCB Focal Persons who will serve as the Practice counterpart of CBS and were issued special order related to their special functions. (See Annex )

In support to its implementation a quarterly consultation dialogue which piloted in April 15, 2011 served as an off-shoot activity revisiting the training needs inventory result of the staff from 20082010. Director Ma. Alicia S. Bonoan emphasized the crucial role of the IDCB Focal Persons to assist the Field Office in capacitating the staff with skills needed in the delivery of quality services through need based training.

Title

Pool of Trainers in IDCB: A Good Practice on Strengthening Capability Building Efforts in FO NCR
Written By: April P. Alianza Roxanne A. Francisco Catherine T. Nanola

One of the major highlights of the meeting was on the sharing of related guidelines on capability building implementation particularly on MC 7 series of 2010 and MC 11 series of 2010. (see annex) Moreover, they were consulted regarding the Draft Guidelines on the Role of the IDCB Focal Persons. This was a whole activity, wherein the afternoon session serves as a technical sharing sessions with focus on enhancing their capacity , skills and knowledge along training management and development.Topic includes: Tips and Tricks in Using Powerpoint for Power Presentation; Orientation on proper filling-up of IDCB accomplishment report template, calendar of activities, monitoring of re- entry plan implementation; IDCB Plan Training Needs Inventory Tool The meeting was regularly conducted every quarter as incorporated in the work and financial plan of the field office. Further, result of the TNA showed the following priority capability building activities for the Focal Persons: 1. 2. 3. 4. 5. 6. 7. 8. Preparation of project design; Developing and managing training and facilitation; Computer Literacy Technical Writing Documentation Planning and reports Preparation Monitoring and Evaluation Public Speaking Designing evaluation instruments and Statistical Analysis

Among these identified training needs, Numbers 1,2,4,5 and 8 were already provided to them from 2010-2013. The IDCB Focal Persons were also given a chance to provide a technical lecture series during the quarterly meeting on their attended trainings outside as part of their echoing session to other members. Topics provided were: 1. Sharing on Monitoring and Evaluation 2. Sharing on Skills Enhancement on Crisis Intervention: The

Title

Pool of Trainers in IDCB: A Good Practice on Strengthening Capability Building Efforts in FO NCR
Written By: April P. Alianza Roxanne A. Francisco Catherine T. Nanola

3. 4. 5. 6. 7.

Depression and Suicide Continuum Orientation on Knowledge Management How to Synthesize a Topic Work Place Learning and Performance with Adult Learning Developing Learning Objectives Guide to Good English

IDCB Focal Persons and Alternates

Given the demand on IDCB implementation, it was suggested by the Focal Persons that Alternates should be identified. It was indicated in the Regional Memorandum Order No. 002 Series of 2013 that the designation of IDCB Focal Person shall be for two (2) years term. Automatically after the term, the Alternate shall be designated as the Focal Person and an Alternate will again be identified based on the following minimum criteria: Good Documentation Skills and Flexible to different kind of situations. Lessons Learned On Management Support Challenges in the development of pool of trainers / IDCB Focal Persons include capacitating them in terms of training management and development. With these the CBU with support from the management have provided continuous capacity building activities such as Training Management and Technical Documentation, Training Designers Course, Basic Statistical Training Needs Analysis, and Technical Competency Course. This was also supported by a Quarterly Consultation Dialogue which served as venue to further identify gaps in their function as IDCB Focal Persons and coming up with recommendations to address as such.

Title

Pool of Trainers in IDCB: A Good Practice on Strengthening Capability Building Efforts in FO NCR
Written By: April P. Alianza Roxanne A. Francisco Catherine T. Nanola

Yet with the fast phase movement of staff in the centers/units of the field office, it is imperative to continuously provide opportunities in which they may further develop their knowledge, attitude and skills to be more effective and efficient in carrying out their role as IDCB Focal Persons. On the IDCB Focal Persons' Role Acceptance Most of the identified trainers/ focal persons were initially resistant to assume their role as it entails additional work and tasks which is on top of their workload. They perceived that it will only limit them to attend to their regular work assignments. This was addressed by providing them training opportunities to develop their skills on technical writing, public speaking, preparation of training design and facilitation. Also, during one of the consultation meetings with them, they all agreed to include the tasks of IDCB Focal Persons in their Performance Contract. Through this, they have come to appreciate their role as trainers/focal persons as agents of knowledge and development of the staff and the organization.

IDCB Consultation Dialogue

Links Resources/ Tools Techniques

to Being an IDCB Focal Persons means accepting responsibility and accountability to task given, but this must be balanced with character, and the ability to establish a harmonious relationship with other people. The following persons/ group have contributed greatly in the development of knowledge and skills of the IDCB Focal Persons:

Name

Organization

Title

Pool of Trainers in IDCB: A Good Practice on Strengthening Capability Building Efforts in FO NCR
Written By: April P. Alianza Roxanne A. Francisco Catherine T. Nanola

1. Prof. Benilda Tayag 2. Ms. Faith R. Castro- Brazil 3. Prof. Manuel Albis 4. Capacity Building Bureau

UP, CSWCD HRM-CSC Statistician, UP Diliman DSWD- Central Office

CBS continuously perform mentoring and coaching to the IDCB Focal Persons and Alternates to ensure transfer of knowledge and skills enhancement of staff. For 2014, the Field Office-NCR will forge partnership with the Informatics- School of Computer Studies to address the need of the staff to enhance their knowledge and skills along computer literacy, adobe photoshop and Microsoft Powerpoint. Implication Replication for With the same mandate of the Department's organizational value on the highest ethical standards of work and quest for excellence, the Field Office- NCR practice can be replicated by other field office if not totally the same in terms of strengthening and empowering staff through identifying potential trainers regardless of their sectoral assignments or specializations. Non- Government Organizations and partner Local Social Welfare and Development Office were also given a chance to enhance their knowledge and skills on the same areas through the conduct of Training Management and Designer's Course last December 2012. This aims to capacitate the LGUs and NGOs in managing and planning their own capability building activities in accordance to AO 20 Series of 2004.

Annexes 1. IDCB Regional Special Order 2. IDCB Guidelines 3. MC 7 Series of 2010 Terms of Reference on the Use of Standard Forms on Training Design, Syllabus and Documentation 4. AO 20 Series of 2004 or Omnibus Policies and Guidelines on the Management of DSWD Capability Building Efforts 5. IDCB Accomplishment Report 6. Work and Financial Plans 7. Minutes of the Meeting 8. Full Documentations