CHAPTER I

THE PROBLEM

BACKGROUND AND RATIONALE

The issue on poverty continues to be a nagging problem of the country that

affects a sizeable percentage of the population. Coupled with this is the occurrence of

typhoons, accompanied by heavy flooding’s and landslides, which according to PAG-

ASA statistics reach an average of twenty (20) times yearly. Added to this are the

occasional treats of natural calamities, like earthquakes, volcanic eruptions, storm

surges and the like as well as man-made disasters, like fires and epidemics. It is not

unusual that humans and animals’ lives lost during these events, rendering countless

families, individuals, and communities to be disenfranchised and dis-advantaged.

Further the increase in prices of basic commodities, medicines, hospitalizations and

transportation among others ensured difficulty in sustaining the needs of

individuals/families. Given such condition, the need for crisis intervention to victims

becomes extremely important and inevitable.

James and Gilliland (2005) define crisis as events or situations perceived as

intolerably difficult that exceed an individual’s available resources and coping

mechanism. Similarly, Roberts (2000) defines crisis as “a period of psychological dis-

equilibrium, experienced as a result of a hazardous event or situation that constitute a

significant problem that cannot be remedied by using familiar coping strategies”.

Crisis is often linked to the concept of stress. In occidental culture, the term is

often used to suggest a negative or fraught experience while in United Kingdom as a

hazardous event and in oriental cultures like China, it means danger and opportunity

(Chinese characters used are Wei and Chi). In general, crisis is the situation of a

1
complex system (family, economy, society) when the system functions poorly, an

immediate decision is necessary, but the causes of the dysfunction are not immediately

identified (Lebow,1981).

According to Niel Thompson (2011) Crisis Intervention is an approach which is

premised on the argument that crisis is fundamental and highly significant aspects of

the situations helping professionals encounter across a variety of settings. Since, Crisis

is a turning point, a situation which pushes our usual coping mechanism beyond their

limits of effectiveness and thus necessitates a different response, a different strategy for

coping. Everstine (2006) capture this point well that when a person in crisis situation

encounters a situation or series of situations that cause the person to alter his or her

patterns of living. The circumstances that lead each person’s crisis moment are unique

to the person, but the experience of being-in-crisis moment are unique to the person,

but the experience of being in-crisis is universal-from the cabinet minister to cabinet

maker. The key element in everyone’s crisis is disruption in the normal conduct of one’s

affairs, of change being required of the person by forces beyond control, by the feeling

that “things might never be the same”. Crisis Intervention thus provides opportunities for

clients to learn new coping skills while identifying, mobilizing, and enhancing those they

already possess.

While dealing with crisis, both personal and societal, there are five basic

principles outlined for intervention. Victims are initially at high risk for maladaptive

coping or immobilization. Intervening as quickly as possible is imperative. Resource

mobilization should be immediately enacted in order to provide victims with the tools

they need to return to some sort of order and normalcy, in addition, to enable eventual

independent functioning. The next step is to facilitate understanding of the event by

2
processing the situation or trauma. This is done in order to help the victim gain a better

understanding of what has occurred and allowing him or her to express feeling about

the experience. Additionally, the counselor should assist the victim(s) in problem solving

within the context of their situation and feelings. This is necessary for developing self-

efficacy and self-reliance. Helping the victim get back to being able to function

independently by actively facilitating problem solving, assisting in developing

appropriate strategies for addressing those concerns, and in helping putting those

strategies into action. This is done in order to assist the victim to become self-reliant.

(Greenstone,J.L.2005).

It is therefore essential to develop a clear and thorough understanding of crisis

related issues and learn the skills and strategies required to relate such concepts to the

Social Work Profession to be able to practice with people in crisis.

The Department of Social Welfare and Development (DSWD), as a social welfare

agency of the government, had envisioned a society where the poor, vulnerable and dis-

advantaged are empowered for an improved quality of life. With an overall goal of

providing social protection and safeguard the rights and welfare of the poor, the

vulnerable and the dis-advantaged individuals, families, and communities with the

intention of helping them attain self-reliance and eventually alleviate poverty.

The Department adopted the call for the “malasakit” as guidance for its policy

development, program execution and impact evaluation. We listened and empathized

with our clientele to provide services that extend relief to those in crisis while developing

programs that can address the root cause of their problems. We understood that Filipino

social services require personal touch and fairness (DSWDTHRUST & PRIORITIES).

3
 Per Administrative Code of 1997, Title XVI, Section 2 Chapter 1, mandates the

Department of Social Welfare and Development to provide a balanced approach to

welfare whereby the needs and interest of the population are addressed not only at the

outbreak of crisis but more importantly at the stage that would inexorably lead to such

crisis.

In its desire to perform this mandate, the DSWD had issued an Administrative

Order Series of 2008 an Omnibus Guidelines on the Management of DSWD-Operated

Crisis Intervention Units (CIUs). The unit that serves as the action center that responds

immediately to cases of individuals and families in crisis situation.

The CIU as a unit is implementing program and services to cater who are in

crisis, which is The Assistance to Individuals in Crisis Situation (AICS). It is part of the

agency’s menu of protective services for the marginalized and dis-advantaged

individuals. The AICS is being implemented by the Crisis Intervention Units at the

DSWD Central Office and in every Regional Field Office of the Department. This has

been being implemented by the DSWD for decades, although it is included in the

devolution of services to the Local Government Units (LGUs) per Local Government

Code of 1991, but the Department continues to implement the service as a form of

augmentation support to LGUs. This is due to the premise of the Executive Order No.

221, series of 2003 Amending the EO #15 series of 1998, entitled “Redirecting the

Functions and Operations of the Department of Social Welfare and Development”

mandates the DSWD to provide assistance to Local Government Units (LGUs), non-

government organizations (NGOs), and other National Government Agency’s (NGAs),

Peoples Organization (POs) and other members of the civil society in effectively

implementing programs, projects and services that will alleviate poverty and empower

4
dis-advantaged individuals, families and communities for an improved quality of life as

well as implement statutory and specialized programs which are directly lodged with the

Department and/or not yet devolved to LGUs.

The CIU provides a comprehensive and integrated program for the rescue,

protection and provision of immediate psychosocial intervention as well as limited

financial and material assistance to individuals and families in crisis situation including

disaster victims. Its specific objectives are: (1.) To provide immediate and appropriate

intervention to help individuals and families cope with social, psychological, physical

and economic problems arising from crisis situation, (2.) To establish an appropriate and

workable inter-unit coordination system and maintain and strengthen a network and

referral system with GOs, NGOs, law enforcements, private organizations and others

towards expeditious and efficient service delivery, (3.) To maintain databank of clients,

services and resources.

Per Memorandum Circular No. 2 series of 2014 issued by the DSWD Secretary

Corazon Joliano Soliman an implementing guideline entitled “Guidelines to Strengthen

and Enhance the Implementation of the Assistance to Individuals in Crisis situation

(AICS)” under Part II on its Scope and Coverage, clearly states a wide range of services

to be provided to the intended beneficiaries of the program such as provision of financial

assistance, material assistance, counselling services, rescue operation to clients in

danger, referral to NGOs and GOs and temporary shelter.

Material assistance is the provision of food to clients who expressed their needs

for food or sometimes in a form of food packs and clothing. Further, financial assistance

is the provision of limited cash or guarantee letter to service providers to immediately

address the need. Financial assistance includes: a.) Medical Assistance-purchase of

5
medical supplies and prescriptions, payment of laboratory test, hospital bills,

chemotherapy, hemodialysis and other medical requirements of patient, b.)Burial

assistance to bereaved families needing help in paying coffin and embalming services,

c.) Transportation assistance for strandees who run out of money while travelling to their

destinations and d.)Educational assistance to indigent students who were victims of

disasters and in crisis situation with high hopes of finishing a degree.

Aside from the material and financial assistance being provided by the AICS is

the conduct of rescue operation, to respond to cases needing immediate action in

coordination with law enforcements and other government agencies. This cases are

referred/reported by NGOs, LGUs and by concerned citizens such as sexually abuse,

physically/battered and illegally recruited clients.

Counselling as part of the service includes provision of emotional/psychological

support to individuals and families in stressful situations so as to assist them in

overcoming and relieving their anxieties, thus, enhancing their capacity to lay down

plans and make appropriate decisions to resolve their problems.

Referral Services is the strategy of linking the client to another agency in order to

avail assistance/needed service which the Department could not provide.

Last service is the provision of temporary shelter. Displaced or recued clients are

temporarily endorsed to DSWD institutions for protective custody.

Priority in the provision of assistance is given to the beneficiaries belonging to

indigent families under the National Household Targeting System for Poverty Reduction,

informal sector, or poor, marginalized, vulnerable and dis-advantaged families. Aside

from this groups, AICS also caters to beneficiaries whose normal function has been

6
hampered due to difficult situations like poor health condition, natural and man-made

calamities, sudden termination from job and other crisis situations.

Every calendar year, the unit is able to cater more or less 10,000-15,000 clients

charged against the AICS Funds which has an allocated budget under the General

Appropriations Act. Also, DSWD continuously coordinates and partners with Local

Government Units (LGUs) to provide sufficient help to clients and had forged

Memorandum of Agreement (MOA) to service providers to ensure the immediate access

and provision of services to clients.

The AICS serves as a “social safety net” or a stop-gap mechanism to support the

recovery of individuals and families from unexpected crisis such as illness or death of a

family member, natural and man-made disasters, and other crisis situations.

Under AICS, the DSWD provides assistance to persons or families in crisis

situations, specifically those belonging to the informal sector and other poor,

marginalized, vulnerable, and disadvantaged individuals. These services are delivered

to the clients through the Crisis Intervention Unit (CIU) of DSWD Central Office, field

offices, and the Department’s satellite offices in the provinces (De Vera-Ruiz, 2017).

But per review of the emerging issues and concerns of the implementers,

feedbacks from clients and other partners, problems crop up such as low fund utilization

per satellite offices, unable to meet the demands of the clients, especially in the

provision of financial assistance, and unable to meet deadlines in the submission of

reports coupled with the demands from congressman and other legislators in providing

assistance to their constituents without taking into consideration the COA rules and

regulations and the AICS guidelines.

7
 This study is conducted in order to determine scientifically how the stakeholders;

clients, implementers and the management assess the AICS program which is being

implemented by the DSWD.

Framework of the Study

It was the ultimate goal of the study to creatively evaluate the Assistance to

Individuals in Crisis Situation (AICS) Program of the Department of Social Welfare and

Development. The specific areas which are being looked into are (1.) extent of program

implementation in terms of services, process and perceived impact, (2.) determine the

training needs of the implementers who are directly involved in program implementation

and lastly, (3.) come-up with a training module based on the training needs of the

program implementers.

Theoretical Framework

When crisis occur in certain area or locality, it becomes more apparent that

people tend to feel insecure amidst the turmoil that they are in and their vulnerability

oftentimes paralyzes them cope with shocks. The government which commonly

responds to their immediate needs, do rescue operations and make available resources

for people to stay socially relevant component in the community they belong. The

diverse role of the government to safeguard its people often challenges program

8
managers to come up with a more efficient and sustainable solution that will address

their needs at the moment.

One fundamental thought that relates to the rationale is the question, “Why is

there a need to evaluate the program?” As defined by Pawson (2013), evaluation is

conducted to inform the improvement of policy and practice of what is already known.

He had also added that evaluation can only grow as a science if it learns lessons from

investigations rather than each inquiry emerging freshly out of the egg.

Evaluating in order to make improvements is known as formative evaluation.

Formative Evaluation theory was first coined by Scriven (1967). It is one of the three

major approaches that include the following steps: (1) improving, (2) enhancing, and (3)

standardizing. These steps were made clearer by the four (4) phases of formative

evaluation introduced by Flagg (1990) as follows: Phase 1- Planning, where needs

assessment is conducted to include perceptions, habits, knowledge, skills and

expectations; Phase 2 – Design, which includes decisions regarding specific content,

objectives and instructional strategies; Phase 3 – Production, where decisions are made

regarding issues that affect concerns on appeal, comprehensibility, user friendliness,

pacing and icons; and Phase 4 – Implementation, which is done to help in the

enhancement of support materials like print materials or to inform designers of the

changes that should be made.

From the cognitive perspective of improving implementation of the AICS

Program, the researcher saw the relevance of formative evaluation to the current study,

since her study also aimed to improved or enhance program implementation. Aside from

the improvements, another purpose of the formative evaluation is to look into for

9
deficiencies and weaknesses so that proper learning of interventions can take place that

would help implementers master the required knowledge and skills.

With the application of the aforementioned concepts on formative evaluation of

the AICS Program Implementation, it is expected that change would likewise be effected

in the present undertaking. Theory of change is a theory-based approach of evaluation

which explains that change occurs as a result of correction and intervention to produce

the desired product or output. The theory stipulates as to what should happen in terms

of causal linkages between outputs and the different levels of outcomes. It is usually

starts with the sequence of events and results (Weiss,1997; Rogers,2007; Funnel &

Rogers, 2011). It is an output-oriented theory that expects change to occur due to

interventions, such that intervention as improvements in the services of the AICS

program, provision of trainings based on the training needs that will calibrate knowledge

and skills and will redound to improvement of Program Implementation both on the

program itself and to its implementers.

The Assistance to Individuals in Crisis Situation (AICS) as a program of the

government had provided intervention and immediate relief to clients in crisis although

short-term but it aims to assist during when a crisis strikes to a person. The provision of

social assistance that is commonly resorted, is customarily defined as a benefit in cash

or in-kind, financed by the state (national or local) and usually provided on the basis of a

means or income test. It may involve universal benefit schemes – financed by tax but

without a means test – or subsidies (for housing, energy, food, education and health).

State social assistance programs have generally been poorly developed: vulnerable

groups have had to rely heavily on informal and family networks and transfers from

religious and charity organizations (Howell, 2001).

10
 Furthermore, Smith’s theory on the Wealth of Nations further explained that the

economic system is automatic, and, when left with substantial freedom, able to regulate

itself. This is often referred to as the "invisible hand." The ability to self-regulate and to

ensure maximum efficiency, however, is limited by externalities, monopolies, tax

preferences, lobbying groups, and other "privileges" extended to certain members of the

economy at the expense of others (www.investopedia.com). Perhaps, this has been the

guiding principle of the government and non-government entities in helping people and

providing them with resources that would enable their existence at the time of crisis.

All of the above theories, provided the researcher with a sound anchorage and

better perspective in terms of formative evaluation on the AICS Program Implementation

of the DSWD in the region.

Conceptual Framework of the Study

The conceptual framework of the study is based on the Discrepancy Evaluation

Model as this is an effective way in evaluating programs. This model is an evaluation

type by means through its process of agreeing upon program standards, determining

whether discrepancy exists between some aspects of the program and standards

governing that aspect of the program, and using discrepancy information to identify

weaknesses of the program. Moreover, the model seeks to determine weather to

improve, maintain or terminate the program as the last resort. As such the study will

help researcher make a policy review to the management in revising, continuing or

ending the program thru the outcome of the study.

Figure 1 shows the relationship of variables as used in the study. The AICS

implementers, managers and beneficiaries were the sources of information to provide

answers to the objectives of the study. To have a good understanding of the

11
characteristics of those involved in the AICS Program Implementation, demographic

profile of both AICS program implementers and managers were identified. The

perceptions of all the respondents on the AICS Program Implementation in terms of

Services, Process and Perceived Impact were also analyzed to find out the significant

difference in their perspective. It also included the identification of the managers’ and

implementers’ training needs as basis in crafting a training module for those involved in

the Program.

The results of the study provide inputs to the AICS implementers and

management on information’s of their clients, partners and stakeholders at the same

time enhance the current program implementation. Based on the training modules, the

implementers and management will enhance standards as to their skills and knowledge

for an improved service delivery.

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Respondents

 Profiles of the  Inputs to partners

Implementers Respondents and stakeholders
of the program
 Inputs to
enhanced AICS
 Perceptions on the
program
Management AICS Program in
Implementation
term of Services,
Process and  Training module
Perceived Impact to help
implementers
Beneficiaries and management
 Training Needs of
Implementers

Figure 1. A diagram showing framework of the study

13
Statement of the Problem

This research sought to evaluate and assess the program implementation of the

AICS program in Region VIII.

The study aimed to answer the following questions:

1. What is the profile of the AICS implementers at the regional office and at the local

levels in terms of:

1.1. Sex
1.2. Civil Status
1.3. Highest Educational Attainment
1.4. Length of Service (In Years)
1.5. Area of Assignment
2. What is the extent of program implementation according to implementers,

beneficiaries and management as to:

2.1. Services
2.2. Process
2.2.1 Information Dissemination
2.2.2 Implementation
2.2.3 Monitoring and Evaluation
2.2.4 Fund Utilization
2.3 Perceived Impact

3. Is there a significant difference between perceptions of the clients and

implementers on AICS program in Region VIII in terms of the following:

3.1 Services
3.2 Process
3.3 Perceived Impact
4. What are the training needs of the program implementers?
5. What training module can be designed based on the results of the study?

Research Hypothesis

This hypothesis was tested in this study:

14
 Ha: There is a significant difference among the perceptions of the clients and

implementers on AICS Program in terms of Services, Process and

Perceived Impact.

Scope and Delimitation of the Study

This study involved seventy-one (71) social workers and non-social workers,

eleven (11) regional and field officers, eight (8) persons from the management side who

are directly involved in the program implementation and sixty (60) beneficiaries/clients

from different provinces. Respondent’s response to the questionnaire helped the

researcher assess the program implementation.

The scope of the study revolved around the following: (1) come up with a profile

of the implementers and management based on sex, civil status, highest educational

attainment, length of service, and work station; (2) determine the extent of program

implementation according to the implementers, beneficiaries and management in

relation to services, processes as to information dissemination, implementation

monitoring and evaluation and its fund utilization and perceived impact of the program;

(3) determine the significant difference among the perceptions of the stakeholders in

terms of its services, process and perceived impact; (4) assess the training needs of the

implementers; and (5) creation of training module based on the results of the study.
15
Significance of the Study

The results of this study will help the Department of Social Welfare and

Development in installing improvements and/or revisions on its present operations of

the Assistance to Individuals in Crisis Situation (AICS) program may it be at the regional

and local levels. The competencies of the staff and other service providers may have to

be upgraded by capacitating them further that they may be able to better perform their

respective functions towards a higher quality of services.

The study findings may likewise generate more support from partners, locally and

overseas, if the operations are found to be inadequate and yet responsive and

meaningful. In the end, more clients will be benefited to the highest possible level by the

interventions extended to them. Hopefully, these interventions will equally enable these

clients to attain normalcy and a higher level of self-reliance.

Definition of Terms

The following terms and variables were defined operationally as used in this study.

Assessment. It is the process by which as many data as possible are gathered

and used to evaluate a person or a thing more accurately. In this research, this will be

the means where the clients, implementers and managers give their perception on the

implementation of AICS.

Attainment of Objectives. The term means the fulfilment of goals set. In this

study, it refers to the process of achieving the objectives set in the implementation of the

AICS program in Region VIII.

16
 Beneficiary. This refers to a person who derives advantage from something. In

this paper, it pertains to the clients being served by the AICS program.

Civil Status. This refers to the status of each individual in relation to the

marriage laws or customs of the country, i.e. never married, married, widowed and not

remarried, divorced and not remarried, married but legally separated, de facto union. In

this particular study it refers to the respondents’ status as to single, married, widow or

separated.

Clients. The term pertains to a person served by or utilizing the services of a

social agency. In this research, it r efers to the person that belongs to a certain

community that needs help and social protection from the professional social worker

and/or the Department’s staff.

Crisis Intervention Unit. A special unit of the DSWD which serves as an action

center to immediately respond to cases of the individuals and families in crisis situation.

Crisis situation. Pertains to the condition whereby an individual, family, group of

persons face a difficult and stressful situation resulting to the impairment of their

psycho-social functioning, requiring immediate or urgent interventions to prevent

aggravation of the problem and exposure to exploitation, abuse and neglect. In this

research, it pertains to crisis situation happening in the Region VIII.

Fund Utilization. It is the use of funds as governed by the fund authority for the

specified fund type. In this manuscript, it is the fund allocated for the implementation of

AICS which is being assessed by clients, implementers and managers.

Highest Educational Attainment. It is defined as the highest grade completed

within the most advanced level attended in the educational system of the country where

17
the education was received. In this research, the client respondents need to divulge

their educational attainment as to masters, college graduate and high school graduate.

Implementation. This means the carrying out, execution, or practice of a plan, a

method, or any design, idea, model, specification, standard or policy for doing

something. In this paper, it refers to the execution of the AICS program spearheaded by

the DSWD.

Information Dissemination. It means to spread information, knowledge,

opinions widely. In this research it pertains to the information of AICS that needs to be

shared or spread widely so as to give full details among interested stakeholders.

Length of Service. It is often used to indicate how long an employee has

worked at a company or an individual has belonged to an organization. In this

manuscript, it pertains to the longevity; duration of service or employment information

among implementers and managers as to 1-10 years, 11-20 years, 21-30 years and 31-

40 years.

Monitoring and Evaluation. It refers to the process used to regularly track

changes in indicators—measurable markers of change over time—in order to manage

the implementation of a program. In this manuscript, it refers to the activity done in

order to identify the status of AICS implementation.

Perceived Impact. The term means to become aware of, know, or identify

by means of the senses. In this manuscript, it pertains to the impact of AICS program

implementation as perceived by the respondents which they will assess as to very high,

high, moderate, low and very low impact.

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 Process. It means a series of actions or steps taken in order to achieve a

particular end. In this study, it pertains to the process of AICS program implementation

which includes information dissemination, implementation, monitoring and evaluation

and fund utilization.

Program relevance. This takes the general meaning which is applicability or

pertinence. In this study, it refers to the applicability of AICS program to the Department

and to the identified clientele.

Receiving partners. Government, non-government, local government units and

private organizations which accept referrals from Congressional districts and the DSWD

CIU/satellite office that take responsibility in providing some forms of temporary and

short-term support to victims of crisis situations.

Sex. This term refers to either of the two main categories (male and female) into

which humans and many other living things are divided on the basis of their

reproductive functions. In this study, the term refers to one of the personal profile of the

respondents that they need to provide as to male or female.

Services. This pertains to the action of helping or doing work for someone. In

this manuscript, it pertains to the assistance provided by the AICS program that include

financial assistance, material assistance and counselling, rescue operation, referral to

other NGOs/GOs and temporary shelters.

Stakeholders. This could mean partners of the Department who are involved in

the program implementation.

Social Workers. A professional worker employed by the department or the local

government unit that provide assistance to clients in crisis situations which helps restore

19
the social functioning of the client. In this study, it refers to the social workers working in

DSWD who participated in the completion of this paper as respondents of the study.

CHAPTER II

20
 REVIEW OF RELATED LITERATURE

Relevant information of literature and studies from different sources that served

as foundation for the current investigation, were compiled and presented herein. Theses

did not only provide relevant inputs for the researcher, but also offered insights as to the

necessity for conducting the study.

Formative Evaluation

This had been used in this particularly study mainly because a formative

approach encourages mid-stream modifications to improve the intervention, rather than

taking a more “hands-off” approach for the sake of research objectivity. Also, they are

particularly useful for helping to refine wide-ranging and complex interventions

(Geonnotti, 2013).

Formative evaluation is used to help shape and refine the program (Engel &

Scot,2013). According to Patton (2002) Its procedures are incorporated into the initial

development of the service program which specify the treatment process and lead to

changes in recruiting procedures, program delivery, or measurement of tools.

"Thus, formative evaluation is a judgment of the strengths and weaknesses of the

program in its developing stages, for the purposes of revising the program or service to

improve its effectiveness and appeal".

In Carrey’s findings, she expressed that evaluation is one of the most important

steps in the design process, and yet it's usually the step that gets left out. Many

instructional projects are never evaluated with experts or actual learners prior to their

implementation. The trouble with that is that the designers and developers are often "too
21
close" to the project and lose their ability to evaluate the effectiveness of what they are

working on.

The importance of evaluation can never be underestimated. According

www.ruralhealthinfo.org (2002). Evaluation provides a systematic method to

study a program, practice, intervention, or initiative to understand how well

it achieves its goals. Evaluations help determine what works well and what

could be improved in a program or initiative. Program evaluations can be

used to:

 Demonstrate impact to funders

 Suggest improvements for continued efforts

 Seek support for continuing the program

 Gather information on the approach that can be shared with others

 Help determine if an approach would be appropriate to replicate in

other locations with similar needs.

Program evaluation is necessary to assess the extent to which supervisors or

implementers who are leaving the program are achieving the aims of the program. This

is an invaluable aid in improving existing implementation, judging program effectiveness

and suggesting new solution which may have a chance to success. Provides

information that program is “doing things right” but not necessarily that it is “doing the

right thing”.

Program Evaluation are used as research methods to answer questions related

to planning, evaluating and improving social work programs. (Krysik & Finn, 2010). This

involves researching for practical knowledge in considering the implementation and

22
effects of social policies and the impact of programs (Weis, 2010). As this is conducted

for the purpose of informing program improvements efforts.

In a similar vein, Weis advances the theory that program evaluation can be done

to investigate the extent of program success so that decisions such as the following can

be made: 1.) continue or discontinue the program; 2.) to improve its practices and

procedures; 3.) to add or drop specific program strategies and techniques; 4.) to

institute similar programs elsewhere; 5.) to allocate resources among competing

programs; and 6.) to accept or reject a program approach or strategy.

Formative evaluation procedures can be used throughout the design and

development process. This probably has already formatively evaluated materials in the

process of developing them. One might lay out components on the screen, try them out,

and then move them around if they are not exactly right. Or, you might write some

instructional text, try it out to see if you think it addresses the objective, and then rewrite

it to make a better match. At this point, though, it's time to seek outside help. Even trying

out instructional materials with a single learner can point out obvious flaws and lead to

revisions that can have a major impact on the effectiveness of the instruction. Think of it

more as a problem-finding stage of the instructional design process, not as a separate

process altogether.

In addition to, formative evaluation is also found useful to complete a needs

assessment, conduct implementation analysis and perform progress analysis. In the

first uses of formative evaluation, the evaluator conducts a needs assessment about

areas where the practice should focus improvements by understanding the context the

practice operates in, potential barriers and facilitators to practice change, and the

23
feasibility of implementing the intervention as initially designed. Secondly,

an implementation-focused analysis assesses discrepancies between the

implementation plan and the execution of that plan. This can include assessing fidelity

to the implementation strategy and the clinical intervention, understanding the nature

and implications of local adaptation, identifying barriers, identifying new intervention

components or refining the original strategy to optimize the potential for success, and

identifying the critical details necessary to replicate the implementation strategy in other

settings. And the last usage of formative evaluation, a progress-focused analysis

monitors progress toward implementation and improvement goals during the

intervention. Outcomes for the intervention practices are monitored on an ongoing basis

(Geonnotti, 2013).

Evaluation is “the process of delineating, obtaining and providing useful

information for judging decision alternatives”. Morell contends that evaluation must

concern itself with outcomes, i.e., with the influence of a social program on its clients

and/or its social context.

The most important factors to consider are the results of evaluation or impact

evaluation or is the assessment of relative effectiveness of two or more programs in

meeting common ultimate objectives. Moreover, the major purpose of program

evaluation is reaching decisions on future directions, design and funding or programs.

Decisions on whether programs should be terminated, curtained, maintained or

expanded are aided by program evaluations.

24
 Evaluation is indeed important in order to determine to what extent a program or

project is effective. This is particularly necessary to do in the Department especially that

the office is implementing welfare programs for the marginalized sector.

Impact subsumes performance. Evaluation, particularly of impact, is not easy.

Just to measure the cost of the AICS program would be an enormous task since

researcher had to triangulate from the management side, to its beneficiaries and to the

implementers. To establish its benefits, when so much else is being expected to affect

the economic performance of the client, similarly raises tremendous problems. No doubt

this explains well why only few programs have tried to evaluate the effectiveness of the

program.

Assistance to Individual in Crisis Situation (AICS)

There had been a lot of governmental programs geared towards helping its

people in an organized manner while maintaining better accountability of their assigned

assistance. In the Philippines, through its Protective Services Program, the DSWD

offers various types of assistance to those in need which include the Assistance to

Individuals in Crisis Situations (AICS). Under AICS, the DSWD provides limited

financial assistance through medical, educational, burial and transportation assistance

to persons/families in crisis situations, specifically those belonging to the informal sector

and other poor, marginalized, vulnerable, and disadvantaged individuals

(http://www.officialgazette.gov.ph). Another service under the program is the provision of

material assistance, counselling sessions, referral to NGOs and GOs, rescue operations

and temporary shelter.

25
 In order to maintain check and balance in the implementation of the program,

there is a need to evaluate its current state, whether it is able to deliver the services

needed to be delivered and it properly provided services to qualified individuals. It

should also be an utmost concern that the program works in accordance to its goals and

objectives and resources are being allocated to intended projects and people – a

guarantee that somehow the project is leading to sustainability. One of the approaches

considered by the researcher is the use of a formative evaluation to gather perception

from stakeholders regarding the state of the program, how it helped people and its

sustainability. Formative Evaluation is a rigorous assessment process designed to

identify potential and actual influences on the progress and effectiveness of

implementation efforts. Related data collection occurs before, during, and after

implementation to optimize the potential for success and to better understand the nature

of the initiative, need for refinements, and the worth of extending the project to other

settings. It can also identify at an early stage whether desired outcomes are being

achieved so that implementation strategies can be refined as needed; it can make the

realities and black box nature of implementation more transparent to decision makers;

and it can increase the likelihood of obtaining credible summative results about

effectiveness and transferability of an implementation strategy (Stetler, 2013).

Manpower Development

The development of human resources as stated by Martinez (1998) has a very

important role in the institutions. In spite of its cost, developed individuals are

investments that can be maximally utilized. According to him, additional capacities

prepare supervisors and workers for greater responsibilities because the present past

obsolescence of knowledge and skills in any area and increasing number and
26
complexity of jobs render it proper for them to be honed for their specialties with new

concepts and applications. To him opportunities to fill in the gaps brought in from school

are provided for from the littlest reference book to the most sophisticated training and

well-organized development programs. The development program provides motivation

for meeting self-realization, status and recognition needs and so as the organizational

needs.

Necessary knowledge which implementers should possess should include

information’s regarding the Omnibus Guidelines on the Management of DSWD-

Operated Crisis Intervention Units. The guidelines states that AICS is the provision of

integrated services such as direct financial and material assistance to individuals and

families in crisis or difficult situation to enable them to meet their requirements for food

while in hospitals caring for sick persons or when travelling back to their home

town/destination, transportation, medical, burial and education. Other assistance such

as referrals for medical, legal, psychosocial, temporary shelter, and other services to

walk-in and referred clients in crisis situation may be provided through the Department’s

Field Offices’:Crisis Intervention Units (CIU) and SWAD Satellite Offices, an extension

unit of the DSWD which serves as an action center to immediately respond to cases of

individuals and families in crisis situations at the local government level.

The beneficiaries of the program shall be any constituent of a congressional

district of any local government who sought assistance directly or are referred to the

Crisis Intervention Units (CIU) of DSWD at the Central Office (CO), Field Offices and/ or

DSWD satellite offices in the provinces. Priority shall be given to families who are

indigent, vulnerable and disadvantaged or those in the informal sector, and others who

are in crisis situation based on assessment of the Social Workers.

27
 According to organizational psychologists they used the acronym KSAs to stand

for the terms knowledge, skills and abilities – the different types of learning outcomes.

However, the term attitudes are increasingly being substituted for the term abilities. As it

turns out, the definitions given to skills and knowledge, taken together, are not that

different from the definition of abilities. The term abilities are redundant with knowledge

and skills abilities. General capacities related to performing a set of tasks that are

developed over time as a result of heredity and experience.’’ Skills are defined as’’

..general capacities to perform a set of tasks developed as a result of training and

experience.’’ The existing scientific evidence suggests that skills are influenced by

heredity as well as by experience. Some authors make a distinction by categorizing

skills as being psychomotor (behavioral) in nature whereas abilities are categorized as

cognitive.

In the context of the Social Work Profession, the skill that characterize a

profession flow from and are supported by a body of knowledge that has been

organized into an internally consistent system, called a body of theory. Theory serves as

the base in terms which the professional rationalizes his operation in concrete

situations. Acquisition of professional skill requires a prior or simultaneous mastery of

the theory underlying that skill.

Social work Theory is a combination of knowledge from social sciences and

knowledge gained through the years from practice experience. Thus, the scientific base

of social work consists of 3 types: tested knowledge, hypothetical knowledge that

requires transformation into tested knowledge and, assumptive knowledge (or practical

wisdom) that requires transformation into hypothetical and hence, into tested

knowledge.

28
 Knowledge is a prerequisite for learning skills. A person must know “what” to do

and “when” to do it. However, a gap separates knowing those things from actually being

able to “do” them. A skill, we mean the capacities needed to perform a set of tasks.

These capacities are developed as a result of training and experience. A person’s skill

level is demonstrated by how well she is able to carry out specification, such as

operating a piece of equipment, communicating effectively, or implementing a business

strategy.

According to Naomi Brill there are six (6) basic skills which social workers used in

carrying out her/his duties: 1.) differential diagnosis- is the capacity of the worker to

understand the uniqueness of his client and his situation, and to adapt his techniques to

him; 2.) timing- can be interpreted in two ways, first is the social workers own tempo or

pace, whether it is too fast or too slow for the people with whom he is working and the

clients ability to keep pace with them. The second use of timing is the workers ability to

take action at some pertinent point in time when it would be effective. Number three (3)

basic skill is focus- the ability to concentrate both his and the clients’ efforts on the

significant aspect of the situation that requires work and retaining that focus until some

conclusion or progress has been reached. Next is partialization, the ability to assess the

totality of the problem, the breaking down into manageable parts, and helping the client

to think about it and decide where to begin. Another skill is establishing partnership, the

ability of the social worker to understand the role and tasks of each other and together,

they form a coherent whole that has purpose and direction. Lastly, is the ability of the

worker in directing, supervising and guiding the use of resources, internal and external

to achieve the objectives and goal of the helping process, which we as case manager.

29
 Attitudes are employee beliefs and opinions that support or inhibit behavior. In a

training context, you are concerned about employees’ attitudes in relation to their

learning the training material and their job performance. the beliefs and opinions the

person holds about objects or events (such as management, union, empowerment, and

training) create positive or negative feelings about those objects and events. Thus

changing a person’s beliefs or opinions can change the desirability of the object or

event.

Attitudes are important aspect because they affect motivation. Motivation is

reflected in the goals people choose to pursue and the effort they use in achieving those

goals. Goals and effort are influenced by how a person feels about things related to the

goal (i.e., attitudes). Because a person’s attitude influences behavior, attitudes that

motivate employees to perform or learn more effectively need to be addressed through

training.

In DSWD, implementers can be motivated by giving administrative support for

development. On the other hand, MSWDOs/implementers in turn, will motivate their

colleagues and staff by extending the necessary know-how for development which may

help them in achievement of targets or accomplishments

Training Needs

As pointed out by Bharthvajan (2018), evaluation leads to control which means

deciding whether or not the training was worth the effort and what improvements are

required to make it even more effective. Training Evaluation is of vital importance because

monitoring the training function and its activities is necessary in order to establish its social

and financial benefits and costs. Its objectives include: (1) To validate training and

development as a business tool; (2) To justify the costs incurred in training and
30
development; (3) To help improve the design of training and development programme; and

(4) o help in selecting training and development methods.

According to Sison (1991), success of any institution/organization depends on

the competence of its group leaders – supervisors who serve as the vital link between

the management and the workers. To the workers, his supervisor is management. Thus,

supervisors have a key role in insuring good relations between labor and management

which is necessary for the efficient functioning of the institution.

Sison stressed that supervisors’ task of planning, organizing, directing, controlling

and coordinating the operations into areas involve technical skills which include human

relations and proper attitude. As leaders in human beings, supervisors are primary

teachers, that is why they must be equipped not only with experience but also with a

knowledge of the responsibilities that a good supervisor must perform. He also added,

that supervisors are leaders of men who will do the work for the institution and develop

his workers’ skills and efficiency to achieve greater productivity.

According to Doyle (2017), technical skills are the abilities and knowledge

needed to perform specific tasks. They are practical, and often relate to mechanical,

information technology, mathematical, or scientific tasks. Many technical skills require

training and experience to master. They are also typically a type of hard skill. It is the

ability to use knowledge, methods, techniques and equipment necessary for the

performance of specific tasks acquired from experience, education, training. This

Penrod (1999) supported their contention. According to him, for an organization to be

effective and successful, it needs people with technical experience, logical analytical

skills and project management or organizational abilities to enhance any program or

project.
31
 In developing human resources, motivation always plays a central role.

Motivation according to Sison (1991) is any consideration, idea or object prompting or

exciting an individual to act or move to do what his leader wants him to accomplish. It is

the willingness to exert effort to achieve a goal or objective for reward. The reward he

added is usually in the form of satisfaction of the individual’s wants, desires or needs –

his objectives.

Negative motivation on the other hand, also influences others to follow the

leaders, but not because of any expected advantage but of fear of punishment or the

application of certain sanctions such as losing status, recognition or even one’s job. In

negative motivation, the supervisor may get more results in terms of productivity while

the workers are being watched.

Gibson (1995), agrees with Sison. He said that motivation is important in an

organization because it means, individuals are motivated so they can satisfy their needs

as much as possible, while they strive to accomplish the objectives of the institution.

An investigation made by Ople on the role of non-formal education in developing,

thus strengthening the human resources of the Philippines, showed that training is not

just a medium in assuring an individual productive and consistent livelihood or

employment but more significantly is a tool to develop moral character, personal

discipline and scientific, technological and vocational efficiency.

Another study was conducted by Lorenzo Arquero and other Ateneo MBA

students among middle managers on areas of production and personnel. The study

revealed that 48.57% of the respondents agreed that job enrichment was the major

benefit from training. Majority of the respondents claimed that training benefits were

related to an enhancement of their job skills. The study revealed a significant

32
relationship between the kind of training received and the length of stay in the company.

Those trained in the managerial levels seemed to stay longer in the company. A reason

for this is the managerial training concentrates on charging the attitudes, concepts and

international skills, whereas technical training mainly emphasizes transmission of

knowledge and the development of certain motor skills.

A study made by Fabro as cited by Martinez (1991) on career development and

performance levels on first line supervisors in a food conglomerate in 1980. It revealed

that performance and attitude were found to be strongly correlated with individual effort

for self-development and benefits, and promotion.

Based on the literature and studies reviewed, capability building for human

resource development to Social Workers both at the national and local level is of

paramount importance to the other stakeholders like the congressional staff who are

directly involved in the implementation of the program so with the organization as well.

Human factor should equally have attended just like the other resources in the social

welfare arena/field. Moreover, top management like the National Program Management

Office (NPMO) and the Regional Program Management Office (RPMO) should build a

climate conducive to the growth and development of its human resources by

establishing policies and guidelines for their development and implementing them as

well. This is to strengthen coordination and partnership among the stakeholders and

partners implementing the program.

Social Service Program Implementation

Basic social services are designated to provide meaningful opportunities for

social and economic growth of the disadvantaged sector of the population in order to

33
develop them into productive and self-reliant citizens and promote social equity.

According to Vijay (2016), it refers to activities to improve the quality of life of the

disadvantaged section of the society. It aims at elevating the living condition of the poor,

disabled, elderly, children, women, and depressed section of the society. It includes a

range of services provided by the government and private philanthropic organizations

for the purpose of public welfare and social well-being including:

 philanthropic assistance to the poor and depressed section of the society,

 charitable healthcare services for disadvantaged people,

 free medical facilities and childcare service,

 facility of free education, food subsidies, etc. provided by the government,

 support services to provide employment,

 subsidized housing for the poor,

 activities that promote equality between rich and poor, and between men and

women,

 the efforts and services provided by government, individuals, non-profit societies

to stop or eradicate the prevailing social evils such as inequality, poverty, dowry,

child labor, etc.

 any support service to those in need of such assistance in their life.

In the study made by Evanson (2011) it was learned that the food assistance

programs often go beyond meeting a set of specific objectives to provide an entire

social and health support system, which consists of an interwoven fabric of programs

34
and services provided by federal, state, and local government agencies, as well many

other important local organizations and individuals.

Moreover, Solmonson and Killam (2011) study presented the results of a survey

of professional school counselors regarding their perceptions related to being prepared

to intervene in various types of crisis situations. The results indicate a need for

additional training in crisis intervention in order to increase the level of competence of

professional school counselors.

35
 CHAPTER III

METHODOLOGY

This chapter presents the research design of the study, the research

environment, the subjects of the research, the description of the instruments used, the

procedure followed in gathering the data, and the statistical methods utilized in the data

analysis.

Research Design

The study used a descriptive-evaluative type of research designed. Research

using descriptive method simply describes an existing phenomenon by using numbers

to characterize individuals or groups. It assesses the nature of existing condition.

Descriptive research describes and interprets what a thing is (Best and Khan,1998). On

the other hand, Evaluation research is directed towards making decisions about

effectiveness or desirability of a program. The research design used was appropriate

since the study aims to know the extent of the AICS program implementation in terms of

services, process and perceived impact in the context of the beneficiaries, implementers

and the management. Moreover, the researcher determined the training needs of the

implementers as basis to the formulation of the training design to enhance knowledge

and skills for an effective and efficient delivery of the social services.

A survey questionnaire was used to get insights among clients and implementers

and the management on their respective perceptions on the program with regards to

services, the process and its impact to stakeholders.

36
Research Locale

The study was conducted in Region VIII covering the six provinces which

includes Leyte Province, Southern Leyte Province, Biliran Province, Western Samar

Province, Eastern Samar Province and Northern Samar Province. These provinces are

implementing the Assistance to Individuals in Crisis Situation (AICS) Program.

Research Respondents

The respondents were the Municipal Social Welfares and Development Officers

(MSWDOs) in the local government units across the region plus the Social

Workers/Implementers of the department who is directly involved in the implementation

of the AICS program as presented in Table 1.

This study involved seventy-one (71) social workers and non-social workers from

the Local Government Units (LGUs), eleven (11) comes from the region and field

offices, eight (8) from the management personnel who were all

supervisor/administrative chiefs directly involve in AICS program. In addition, there were

ten (10) beneficiaries/clients per province, who were randomly selected. A total of one

hundred fifty (150) respondents were made to answer the survey questionnaire.

Table 1
Distribution of Respondents in the Study
37
 Province No. of Respondents Actual No. of No. of
(Validation of Respondents Respondents
Instrument) (Implementers/Manag (Clients)
ement)

Leyte 22 21 10

So. Leyte 10 9 10

Biliran 4 4 10

W. Samar 17 13 10

No.Samar 12 12 10

E. Samar 13 12 10

Field Office 19 19

TOTAL 97 90 60

Sampling Procedure

From a total of one hundred eighty (180) implementers from the six provinces in

the region, including the Field Office AICS implementers, ninety (90) implementers or

50% were randomly selected as respondents of the study. Using the list of

implementers per province, the respondents of the study was determined using simple

random sampling. The fish bowl method was employed to determine the sample of the

study.

Research Instrument

38
 The research instrument used in the study was a survey questionnaire. This is a

self-made survey questionnaire by the researcher. A pre-test was done to random

program implementers to test the appropriateness and reliability of the information’s

gathered. The survey instrument focused on obtaining the profiles of the respondents,

perceptions of the respondents on the AICS Implementation in terms of Services,

Process and Perceived Impact and the Training Needs of the Implementers. Thus,

helped the researcher understand, interpret and measure the appropriateness, veracity

of the answers that constituted the evaluation or assessment of the program.

An unstructured interview schedule was utilized in gathering data for the study

with some of the Municipal Social Welfare Officers/AICS Implementers of the different

Local Government Units (LGUs) and some random clients/beneficiaries across the

region. This was selected because of its flexibility and appropriateness in obtaining the

study’s desired data with minimal restrictions.

The demographic data survey questionnaire was filled-up by the respondents

which sought to gather information on the personal and professional profile of the

respondents. Data on the said profile were provided by the respondents by filling up the

blanks. The data gathered from this part includes the name, age sex, civil status,

monthly income, occupation and highest educational attainment of the respondent.

Part 1 aimed to assess the extent of AICS program implementation as perceived

by the respondents. It evaluates the extent of program implementation in terms of its

services, processes and perceived impact. Respondents marked a check for their

identified/preferred answer in a 5-point Likert-type scale.

39
 Part 2 were statements on the training needs of the implementers and

management. It consisted of ten (10) lists of training needs wherein respondents put a

check on the appropriate answer as to their usefulness and priority.

Validation of Instrument

In order to ascertain that the research instrument is comprehensible, this was

validated through pre-test which were conducted among few social workers/program

implementers of the department. The survey questionnaire was distributed among them

and they were requested to provide their answers. Comments and suggestions were

elicited from them in order to improve the contents of the survey questionnaire. After

noting and summarizing their observation in the survey questionnaire, the researcher

made the necessary revision.

Data Gathering Procedure

A request to administer the survey questionnaire was given to the Regional

Director of the DSWD and to the Local Chief Executive (LCE) per Local Government

Unit. The researcher personally oriented the respondents on the purpose of the study

together with their respective LCEs so that they will have the background on the

importance of the study.

Questionnaires were personally administered by the researcher to the

respondents. In cases of implementers who were not around during the visit of the

researcher, an ample time of two weeks was allotted and follow-up calls was done by

the researcher to ensure prompt return of the questionnaires. Upon retrieval of the

40
questionnaires, each item was checked to ensure that all had been properly responded

to or that the instructions were accurately followed.

Scoring and Interpretation of the Study

The data gathered in this study were tabulated, computed and interpreted using

the scaling and scoring procedures. The qualitative description/interpretation of mean

ranges were based on Likert’s (1932) principle of measuring attitudes by asking people

to respond to a series of statements about a topic, in terms of the extent to which they

agree with them, and so tapping into the cognitive and affective components of attitudes

(http://www.simplypsychology.org/).

Assessment on the Extent of Program Implementation. The responses of the

respondents on their assessment on the extent of program implementation base on

objective had the following interpretations:

Mean Range Qualitative Description

4.5-5.0 Excellent Implementation

3.5-4.4 Above Average Implementation

2.5-3.4 Average Implementation

1.5-2.4 Below Average Implementation

Below 1.5 Poor Implementation

The assessment on the extent of program implementation as to its perceived

impact, the results will have the following interpretation:

Mean Range Qualitative Description

4.5-5.0 Very High Impact

41
 3.5-4.4 High Impact

2.5-3.4 Moderate Impact

1.5-2.4 Low Impact

Below 1.5 Very Low Impact

Assessment on the Training Needs. The responses of the respondents on their

assessment on the training needs of the implementers had the following interpretations:

Mean Range Qualitative Description

4.5 - 5.0 Very Useful

3. 5- 4.4 Useful

2.5 - 3.4 Moderately Useful

1.5 - 2.4 Slightly Useful

Below 1.5 Not Useful

Statistical Treatment of Data

To determine the respondents profile in terms of sex, civil status, educational

attainment and work station were coded and employed the frequency (ƒ) and

percentage (%) to provide descriptive analysis of the data. The mean (X) and

standard deviation s were also used in summarizing the raw data pertaining to the

perception of the respondents regarding the extent of program implementation as well

as the training needs of the implementers.

Furthermore, the researcher would like to test the significant difference between

the means of the perceptions of the clients and implementers in terms of services,

process and perceived impact. Thus, a two-tailed t-test for two independent samples

was used in this study. The null hypotheses were tested at 0.05 level of significance.

42
 CHAPTER IV

PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

This chapter of the study discussed extensively on the presentation, analysis and

interpretation of data.

Demographic Profile of Respondents

43
 The clients were asked to provide their demographic profile according to their

personal profile (age, sex, civil status and occupation) while the implementers and

management were asked of their personal profile (age, sex, civil status) and

professional profile (length of service and area of assignment).

Based on the data presented in Table 2, eighty (80) or 88.90% from the

implementers and management were female and ten (10) or 11.10% were male.

Apparently, majority of the implementers and management were female who were,

more often, physically and emotionally vulnerable than male in times of crisis. For this

reason, their participation in this study somehow give them avenue to share their

perceptions on the AICS program and give a more comprehensive assessment based

on their shared beliefs. As what the Humanitarian Coalition stated on its webpage, “A

woman’s pre-disaster familial responsibilities are magnified and expanded by the onset

of a disaster or emergency, with significantly less support and resources. Women play a

central role within the family, securing relief from assistance providers, meeting the

immediate survival needs of family members and managing temporary

relocation.”(http://humanitariancoalition.ca/women-and-disaster-relief).

Women’s varied and flexible roles in time of crisis make her an important participant in

evaluating a worthy program such as the AICS.

Moreover, in terms of civil status, sixty-two (62) or 68.90% of the respondents

from the implementers and management were married, twenty-six (26) or 28.90% were

single and two (2) or 2.20% were widow. As shown, many of the AICS Implementers

were married and having their own families. This might signify a more important data

that were gathered knowing that most of them may have children who were among the

most susceptible during the time of crisis. It is an undeniable fact that, commonly, the

44
family’s exposure on risk would somehow require more assistance from various GO’s

and NGO’s as compared to single individuals. This further helps generate more

important results of the study. Also, for respondents having their own family may share

an important result of the study knowing that these families were mostly income earners

or parents should, at least, have a decent job to feed a family. It is also to the best

interest of the people that their financial and economic sufficiency makes them more

independent and self-reliant that whenever civic and government institutions fail to

respond immediately, their savings or ability to be independent will help their own

families to be resilient in times of crisis. It is for this reason that people becomes more

adaptive and responsive during hardships and uncertainties.

Furthermore, Table 2 presents that seventy-eight (78) or 86.70% of the

respondents from the implementers and management are college graduates which

comprises majority of this type of respondents in terms of highest educational

attainment, nine (9) or 10.00% were high school graduates and three (3) or 3.30% had

Master’s degree. Consolidating the data further gives an implication that most of the

AICS Implementers have the sufficient educational preparation to understand basic

concepts, ideas and situation that require their objective and intelligible understanding.

Having the needed educational preparation makes them qualified and competent

employees which would share their perceptions on governmental programs most

especially that a formative evaluation on the same is being done.

In terms of length of services among implementers and management, forty-five

(49) or 54.40% were already in the government service between 1-10 years, twenty-two

(22) or 24.4% were in the service for 21-30 years. There were also ten (10) or 11.1%

were in the service for 31-40 years among the implementers and management and

lastly, there were nine (9) or 10% were in the service for 11-20 years. Based on the
45
data provided, a big number of implementers and managers have a short stay in the

service. Length of service of employees may matter a lot in judging his/her ability to

perform in the office but in this particular study what seemed to matter most is their

dedication and sincere performance to the assigned task making the implementation of

the programs achieved its goals and objectives. Most of the time, neophytes or newly

hired staff seemed to possess admiring qualities needed in most field works. This,

further, makes it more fitting for these people to be installed in this kind of job given their

flexibility and goal-driven ability towards the full implementation of the program.

Moreover, Table 2 further displayed that twenty-one (21) or 23.33% of the

implementers are stationed in Leyte Province. There were nineteen (19) or 21.1% staff

from the Field Office, thirteen (13) or 14.4% were working in Western Samar. Both in

Eastern and Northern Samar have twelve (12) or 13.33% implementers who were

respondents in this study, and four (4) or 4.44% from Biliran Province. It is the important

that implementers and management is well-versed of their functions and area of

operations in order to deliver the most efficient and effective social services to the

people. It is for this reason that along with their experiences in the field and offices, are

their exposure in those areas coupled with attendance in trainings and symposia which

is a good avenue to enhance their skills and abilities in order to excel in their craft. For

it is in their efficient rendition of their assigned tasks that makes them an effective and

essential component in the implementation process - a fulfilment of one of the goals of

AICS in their delivery of basic services to mankind.

Table 2
Profile of the AICS Implementers

46
Variable Frequency (f) Percent (%)
Sex:
Male 10 11.10
Female 80 88.90
Civil Status
Single 26 28.90
Married 62 68.90
Widow 2 2.20
Highest Educational Attainment
Masters 3 3.30
College Graduate 78 86.70
High School Graduate 9 10.00
Length of Service
31-40 years 10 11.10
21-30 years 22 24.40
11-20 years 9 10.00
1-10 years 45 54.40
Area of Assignment
Leyte 21 23.33
So. Leyte 9 10.00
Western Samar 13 14.44
Eastern Samar 12 13.33
Northern Samar 12 13.33
Biliran 4 4.44
Field Office 19 21.11

Extent of Program Implementation according to Clients, Implementers, and

Management

With the need to assess the whereabouts and achievement of the program,

stakeholders were asked on their perception in terms of the extent of program

implementation based on the provision of services, process and perceived impact.

The implementers and the management play a significant role in assessing the

performance of the program and based on their responses, it gave a notable remark on

their achievements as the key persons to fully implement the program. However, it

should also be regarded that clients, as recipients of the program, had some notable

assessments that somehow differs to that being given by the former based on their

mean responses.

47
Extent of AICS Program Implementation as to Services as Perceived by
Implementers, Clients and Management

Table 3 shows the assessment made by the respondents on the AICS Program

Implementation in terms of its Services. For financial assistance, the implementers

mean was at 4.44 which was interpreted as above average implementation, while

clients mean was at 4.55 and the management mean was at 4.88 wherein both has an

interpretation of excellent level of implementation. The provision of financial assistance

had an overall mean of 4.51 which is interpreted as excellent implementation as this

had uplifted and improved conditions to people who are in crisis situation. This gives

also the person in crisis an opportunity to improve capacities, meet their requirements

for purchase of medicines, payment for coffin for burial needs and for payment of

travelling needs to travelers who run out of money during their travel to their desired

destination. (DSWD Memorandum Circular No. 4 Series of 2015). Thus, enabled them

to withstand crisis situation as they are able to access basic social services provided by

the Department.

Based on the respondents reply on the service, AICS Program was able to help

them with the financial assistance provided to them although assistance is short-term

but immediate aid is given directly in times of crisis. Monetary aids had always been

sought for because these could be the immediate means to suffice basic needs of

individuals in crisis situation. According to World Bank, financial inclusion is one

potentially foundational opportunity to support people affected by crises. Financial

inclusion allows low-income households to build assets; mitigate shocks related to

emergencies, illness, or injury; and make productive investments. Increased use of

emergency cash transfers and digital mechanisms to address immediate vulnerability

may offer an opportunity to enable financial inclusion

48
(https://reliefweb.int/report/world/role-financial-services-humanitarian-crises). When ST

Yolanda battered the region, what was very common to seek financial aid is through

cash-for-work program spearheaded by GOs and NGOs. This had been found very

effective as people took for livelihood diversity due to the magnitude of losses occurred

during that time that people were mostly left unemployed. According to the recipients of

said program, the immediate financial assistance provided by the government at the

time of need is commonly anticipated by most recipients as this will be their means of

sustaining their basic needs.

With the provision of social assistance that is commonly resorted, is customarily

defined as a benefit in cash or in-kind, financed by the state (national or local) and

usually provided on the basis of a means or income test. It may involve universal benefit

schemes – financed by tax but without a means test – or subsidies (for housing, energy,

food, education and health). State social assistance programs have generally been

poorly developed: vulnerable groups have had to rely heavily on informal and family

networks and transfers from religious and charity organizations (Howell, 2001). This

indicates that, through the result on the AICS service specifically on material assistance

which had an overall mean of 3.12 interpreted as average implementation. All the three

respondents: the implementers mean is at 3.41, clients mean score of 2.78 and the

management mean which is at 2.75, are all interpreted as average level of

implementation. The perceived provision of material assistance by the respondents

which is at an average level of implementation signifies that the respondents believe

that the material assistance is one of the very important aids during crisis. According to

Community - Based Rehabilitation: CBR Guidelines, humanitarian crises can have an

enormous human impact by causing injury, loss of life and a decreased ability to meet

basic needs, such as food, water, shelter and sanitation. They also have an economic
49
impact by causing damage to infrastructure, crops and housing and increasing

unemployment. (https://www.ncbi.nlm.nih.gov/books/NBK310955/). The impact of this

crisis may sometimes hamper the way of life of the victims that immediate short-term

solution should be in hand to guarantee them that a lot of people and organizations

empathize with them in times of need. Material assistance does so much to rehabilitate

the lives of these affected people.

Crisis counselling as an intervention that helps individuals deal with the crisis by

offering assistance and support. The common elements consistent with the various

theories of crisis counselling include (1) assessing the situation, (2) education, (3)

offering support and (4) developing coping skills (Cherry, 2017). As can be gleaned in

Table 3, Counselling is part of the services being provided by the AICS program. Based

on the data presented, the implementers mean at 3.72 with an interpretation of above

average implementation while the clients mean is at 3.80 and has an interpretation of

above average implementation and the management mean is 3.75 with the same

interpretation of above average implementation. The perceived provision of counselling

of the AICS services got an overall mean of 3.75 which is interpreted to as above

average implementation. This type of service included in the AICS program is a very

essential tool in helping people cope with stress and depression – a primary

consideration in helping people regain their sense of being and try to recoup for what

was lost of them. Keeping people remain sane would be a big factor to community

recovery and social recuperation. According to clients during the interview, counselling

is a beneficial tool for them to cope with depression during crisis situation. Feeling the

sympathy of people concerned of their current status somehow eases the burden of the

hardships they are going through.

50
 On the extent provision of rescue operation as a service of the AICS Program, the

implementers got a mean score of 3.29 and management mean is a 3.00 both interpreted as

average implementation, while the clients mean was at 2.10 which was interpreted as below

average implementation. The perceived extent of provision for rescue operation got an over-all

mean of 2.08 and perceived to be at an average level in terms of its implementation. This

implies that implementers and management perception was quite favorable but clients

perceived otherwise. This could be attributed to rescue operations in cases of victims of abuse

and other related cases that are being done by the Inter-Disciplinary Team composed of police

officers, medico-legal team and social workers thru the Inter-Agency Council for the Protection

of Women and Children Against Abuses and other related cases as per Joint Circular

Memorandum for IACAT-VAWC (Inter-Agency Council Against Trafficking-Victims of Abuse for

Women and Children).

Moreover, in times of disasters by which clients are in crisis situation, clients

perceived rescue operations were sometimes inefficient and responses were delayed.

According to them, rescuers lack rescue equipment’s that would help fast track rescue

activities. Weather conditions and other environmental factors were also believed to

constrain the operations. This requires some enhancement on the implementation of

service most specifically the rescue operations procedures which is believed to be one

of the very important aspect in responding to crisis situation. According to DSWD

mandate, while they provide the needed basic services of disaster-affected families

through the prepositioning of family food packs and standby funds, LGUs are the first

responders in the occurrence of natural and man-made calamities, based on Republic

Act 10121 or the Philippine Disaster Risk Reduction and Management Act of 2010.

Aside from RA10121, RA 7160 or the Local Government Code of 1991 also stipulates

that LGUs have the responsibility to undertake rescue operations, provide immediate

51
relief assistance, and set-up and manage evacuation centers at the first instance of

disaster occurrence. The Local Government Code also devolved the basic services and

programs of national government along disaster operations to a self-reliant local

government. These include programs for evacuees and the conduct of disaster relief

operations (https://reliefweb.int). The imperative role of the LGU during rescue

operations will make the response more immediate and guarantees that each LGU can

directly response to hard hit areas and those that needed the abrupt response.

As seen in Table 3 for the provision of Referrals to GOs and NGOs as a service

of the AICS Program, the implementers mean is at 3.78 with an interpretation of above

average implementation. The clients mean is at 2.33 which has an interpretation of

below average implementation and the management mean is at 4.50 with an

interpretation of excellent implementation. An overall mean 3.24 and perceived to be at

an average level of implementation. It can be noted that the implementers and

management had a high regard of implementation when it comes to referrals to other

agencies as this is attributed in the conduct of continuous coordination, strengthened

partnership and employing Memorandum Of Agreement (MOA) with some service

providers (could be NGOs/GOs) which the service/s could be provided by the latter and

which the Department could not provide due to some restrictions on the memorandums

and guidelines so as to efficiently provide the needed assistance that of in crisis

situation.

Although the implementers and management find this activity to be effective, the

clients gave an average rating which might call for its possible enhancement by which

the latter, being the recipient, would find it necessary that they be prioritize on this

52
aspect. What seems to be very important is that during the intervention period, certain

GO’s and NGOs are on the verge of helping the victims and because the magnitude of

damage either to loss of life or property, as in the case of natural calamities, may

sometimes become unimaginable, it often requires more cooperation and consolidated

efforts of both GOs and NGOs. It should also be given importance that based on the

responses made by the clients, the service should be improved either by enhancing the

system and a more vigorous effort of seeking more assistance from NGOs.

The data on Table 3 in the provision of Temporary Shelter as a service of AICS

Program, revealed that implementers got a mean of 3.07 with an interpretation of

average level of implementation. On the contrary the management mean is at 2.00 and

the clients mean is at 1.88 which was both interpreted as below average

implementation. The overall mean of 2.53 was interpreted as below average

implementation. The Crisis Intervention Unit seldom provides this service, which

explains the below average level of implementation. The admission for temporary

shelter to the institution complex of the DSWD are for cases of children, youth and

women who needs special protection as their life and security is at stake. But usually

partnership with Local Social Welfare and Development Offices come into play on this

kind of service as they know more the status of the client. They only use temporary

shelter as the last resort of the intervention plan and if it is for safety and security

purposes only, but if the LGU can provide the service, then the Department no longer

provide this, instead it provides technical assistance and augmentation support to the

LGU.

In addition, for cases of natural disasters, wherein victims are in crisis, temporary

shelter according to Humanitarian Coalition, providing shelter in such crises is often a

53
central part of a humanitarian response in any given crisis. The most pressing goal of

providing shelter in these situations is saving the lives of those who are most at risk.

Beyond survival, however, providing shelter also ensures the privacy and dignity of

those affected, and enhances personal safety and security

(http://humanitariancoalition.ca). These temporary shelters often serve as transition

shelters or a place where people temporarily live due to either damage of their

permanent domicile or it is considerably totally devastated. Moreover, in the case of the

damage brought about by ST Yolanda, temporary shelters were primarily considered as

the most important need of its people knowing that most of the dwelling places have

either been partially or totally damage. Based on the information shared by the

respondents during the interview, the provisions of these shelters have been very

controversial due to questionable activities made by the government and some NGOs.

There had been reports that temporary shelters were of substandard materials, lack of

needed facilities and not even perceived to be a decent home for the victims.

Table 3
Extent of AICS Program Implementation as to Services as Perceived by the Implementer, Client and
Management
Implementer Client Management
Services
Mean Interpretation Mean Interpretation Mean Interpretation
Financial Above Average Excellent Excellent
Assistance 4.44 Implementation 4.55 Implementation 4.88 Implementation
Material Average Average Average
Assistance 3.41 Implementation 2.78 Implementation 2.75 Implementation
Above Average Above Average Above Average
Counselling 3.72 Implementation 3.80 Implementation 3.75 Implementation
Rescue Average Below Average Average
Operation 3.29 Implementation 2.10 Implementation 3.00 Implementation
Referral to Other Above Average Below Average Excellent
GOs/NGOs 3.78 Implementation 2.33 Implementation 4.50 Implementation
Temporary Average Below Average Below Average
Shelter 3.07 Implementation 1.88 Implementation 2.00 Implementation
Above Average Average Average
Combined 3.62 Implementation 2.92 Implementation 3.48 Implementation
Legend:
4.5-5.0 Excellent Implementation
3.5-4.4 Above Average Implementation
2.5-3.4 Average Implementation
54
 1.5-2.4 Below Average Implementation
Below 1.5 Poor Implementation

Extent of AICS Program Implementation as to Process as Perceived by the

Implementers, Clients and Management
In terms of program implementation through information dissemination process,

the data in Table 4 reflects that the management had a mean of 3.71 with a standard

deviation of 0.728 and is perceived to be above average level of implementation while

the client’s mean was at 3.01 with standard deviation of 0.977 and the implementer’s

mean was at 2.95 with standard deviation of 0.906 and perceived as average

implementation. An overall mean of 3.01 with a standard deviation of 0.966 was derived

and was perceived to be above average level of implementation. The figures imply that

the management believed that the various efforts of the government to inform the public

helped a lot in the implementation of the program which can be done through TV

plugging, radio guesting, social media utilization, orientations to MSWDOs, service

providers and other stakeholders, public caravan and use of flyers and billboards.

These media for information dissemination were commonly used to reach wider

audience and were made to appeal viewers and listeners of all ages. Worthy programs

of the government need to be taken with an in-depth treatment and should be widely

disseminated knowing that there are still people not fully aware of the program. This

may be ascertained by the responses of the clients and implementers with their ratings.

On the contrary, it is also a well-known fact that information shared on different

media may be deceiving as in the case of social media. There had been a lot of fake

news sharing which leave the audience to intelligently decipher on various news being

shared in different websites. As social media becomes a more heavily used information

55
source, even for things as critical as risks and crises, the gatekeeping function of that

information also falls more into the hands of the page users, rather than the page

creators. As such, it is important to continue learning more about this process, and

learning about how and why credibility judgments are made about social media

information (Westerman, 2013). Furthermore, the results conveyed that the least mean

response was made by the implementers which they believed that the information

dissemination process needs further enhancement. According to them, imperative

information regarding the program should be made available to the public so they will

have the full data on the availment as well the regulations set forth before any grants

may be provided. Misconception on the merits of the program may oftentimes lead to

disappointments and sometimes triggers public rage, if they are unable to avail benefits

from the program. Full and accurate information that may be shared via various media

will help a lot in the effective implementation of the program.

Table 4
Extent of AICS Program Implementation as to its Information Dissemination Process by the
Implementers, Clients and Management

Respondents N Mean Interpretation Standard

Deviation

Implementer 82 2.95 Average Implementation 0.906

Client 60 3.01 Average Implementation 0.977

Management 8 3.71 Above Average Implementation 0.728

Combined 150 3.01 Average Implementation 0.966

Legend:
4.5-5.0 Excellent Implementation
3.5-4.4 Above Average Implementation
2.5-3.4 Average Implementation
1.5-2.4 Below Average Implementation
Below 1.5 Poor Implementation

56
 The extent of program implementation through implementation process is seen in

Table 5. The implementation process was rated above average implementation by the

management with a mean of 4.49 with a standard deviation of 0.274, client’s mean of

4.04 with standard deviation of 0.427 and the implementer’s mean of 3.95 with standard

deviation of 0.741, all respondents have perceived as above average level of

implementation. An overall mean of 4.02 with a standard deviation of 0.623 on the

extent of the AICS program in terms of its process through implementation was

perceived to be above average level. The implementation process includes

implementation of the AICS Guidelines/Implementing Rules and Regulations, provision

of assistance to indigent, vulnerable and dis-advantaged sector, data banking of clients

served, reporting of accomplishments, staff complements, partnership with Service

Providers, use of parameters in assessing clients need, installed Crisis Intervention Unit

for Field Office and satellite offices by province, cash advances of SDOs for provision of

outright cash and designation of Special Disbursing Officers (SDOs) per satellite office.

Apparently, the implementation process of the program seemed to be very

comprehensive covering all aspects involve during the process and could probably be

the reason why the mean derived was high specially as perceived by the management.

With an effective implementation process in place, it should be taken into consideration

that implementers and management need to strengthen the process and possibly

introduce more effective and efficient method to respond with immediacy during crisis

situation. This is made possible if proper evaluation is in place while the implementers

are continuously being equipped with diverse know-how through trainings, symposia

and workshops.

Table 5
Extent of AICS Program Implementation as to its Implementation Process by the Implementers, Clients
and Management

57
Respondents N Mean Interpretation Standard
Deviation

Implementer 82 3.95 Above Average Implementation 0.741

Client 60 4.04 Above Average Implementation 0.427

Management 8 4.49 Above Average Implementation 0.274

Combined 150 4.02 Above Average Implementation 0.623

Legend:
4.5-5.0 Excellent Implementation
3.5-4.4 Above Average Implementation
2.5-3.4 Average Implementation
1.5-2.4 Below Average Implementation
Below 1.5 Poor Implementation

As can be gleaned in Table 6, on the extent of program implementation through

monitoring and evaluation process, presents that the management had a mean of 4.33

with standard deviation of 0.477 and perceived as excellent implementation while the

implementer’s mean at 3.89 with standard deviation of 1.628 and perceived as above

average level of implementation. However, the client’s mean was 2.88 with standard

deviation of 0.798 believed that Monitoring & Evaluation (M&E) of the AICS program

was at an average level of implementation. The overall mean of 3.51 with standard

deviation of 1.406 was interpreted as above average implementation. Among the

activities involved in these processes was the use CrIMS for data banking of clients,

maintained data bank of Service Providers, monthly submission of statistical reports,

quarterly submission of narrative and statistical reports and conduct of mid-year and

year end program review and evaluation. Although there seemed to be a favorable

perception from management and implementers, it should be noted that clients gave a

low rating on the said aspect. This only implies that monitoring and evaluation, which is

a very essential component in assessing the effectiveness of the program should also

be felt by the recipients giving them all the reason to trust the check and balance of the

58
program and eliminating from them possible doubts and suspicions that questionable

activities of implementers occur during the process. This also hold true in the report

made by the FAO of the United Nations (1987) which indicates that evaluation is a

valuable tool for gathering information on the strength and weaknesses to a training

program from those who are in the best position to judge former trainees and employers

of former trainees.

Table 6
Extent of AICS Program Implementation as to its Monitoring and Evaluation Process by
the Implementers, Clients and Management

Respondents N Mean Interpretation Standard Deviation

Implementer 82 3.89 Above Average Implementation 1.628

Client 60 2.88 Average Implementation 0.798

Management 8 4.33 Above Average Implementation 0.477

Combined 150 3.51 Above Average Implementation 1.406

Table 7 shows that, the management mean is 4.10 with standard deviation of

0.767 and implementers mean of 3.66 with standard deviation of 0.958 perceived the

process of program implementation through fund utilization as above average level of

implementation while the client’s mean of 3.23 with standard deviation of 0.547 was

perceived to be at an average implementation. An overall mean of 3.51 with standard

deviation of 0.842 interpreted as above average level of implementation. In order to

adopt a more efficient fund utilization, the program has these activities: standard

allocation of funds per Province, use of parameters in providing assistance, ready Cash

Advance per Province, Special Disbursing Officers in Province and at the Regional

Office, use of pay-out in the provision of assistance, augmentation support to LGUs thru

fund transfer, work and financial plan, submission of Monthly Cash Plans and

59
Disbursements, regular consultation with Accounting, Budget and Cashier fund

Utilization and provision of funds for the development the technical expertise of the

implementers by providing trainings, consultation meetings and seminars.

Apparently, clients may find it unclear with regards to the processes involved in

the fund utilization knowing that these activities mainly involve program implementers

and management and perhaps the reason why the mean derived was the least among

the respondents. However, the implementers and management gave a good rating on

this aspect which may strengthen the notion that indeed funds of the program were

properly utilized. This signifies a good fund management to sustain the program and

that people behind it are giving beneficiaries the confidence that they are doing what is

best for program sustainability – an essential tool for excellent bureaucratic function.

Similarly, the study made by Oorschot (2013) found out that as for policy relevance, an

increase in social spending would balance favour an increase in positive perceptions of

welfare state consequences over an increase in negative perceptions. The very reason

why the government need to focus on continuously providing welfare projects so people

would continue to believe that they are the government for the people.

Table 7
Extent of AICS Program Implementation as to its Fund Utilization Process by the
Implementers, Clients and Management
Respondents N Mean Interpretation Standard Deviation

Implementer 82 3.66 Above Average Implementation 0.958

Client 60 3.23 Average Implementation 0.547

Management 8 4.10 Above Average Implementation 0.767

60
 Total 150 3.51 Above Average Implementation 0.842
Legend:
4.5-5.0 Excellent Implementation
3.5-4.4 Above Average Implementation
2.5-3.4 Average Implementation
1.5-2.4 Below Average Implementation
Below 1.5 Poor Implementation

The perceived impact of program implementation is seen in Table 8 had an

overall mean of 4.06 with standard deviation of 0.730 gave a high impact assessment

based on the responses of the respondents. The implementers, clients and the

management had the same perceived assessment as high impact on the AICS program

which had a mean score of 4.40, 3.68 and 4.10 and standard deviations of 0.831, 0.508

and 0.359 respectively.

Table 8
Extent of AICS Program Implementation as to its Perceived Impact by the
Implementers, Clients and Management
Respondents Mean Interpretation Standard Deviation
Implementer 4.40 High Impact 0.831
Clients 3.68 High Impact 0.508
Management 4.10 High Impact 0.359
Combined 4.06 High Impact 0.730
_______________________________________________________________________________
Legend: 2.5-3.4 Moderate Impact
4.5-5.0 Very High Impact 1.5-2.4 Low Impact
3.5-4.4 High Impact Below 1.5 Very Low Impact

Among the identified significant activities involved to fully implement the program

are seen in Table 9.The provision of financial assistance to indigent clients had the

highest mean of 4.48 and was perceived to have a High Impact by the respondents.

The high impact assessment implies that, through the provision of financial assistance,

clients in crisis situation are somehow relieved from its condition although the service is

one-time only, but being helped may it be little or big, still provides an opportunity for the

61
individual in crisis situation to learn coping mechanism through mobilizing the

government AICS Program.

In 2nd ranked of the identified impacts of AICS Program is that, it is able to

respond the needs of the clients which was assessment by the respondents as High

Impact with a mean of 4.46. The results only show that AICS Program, responds to the

needs of clients in crisis. As per annual report of the AICS program of 2016, AICS was

able to cater 18,499 clients whose services availed are financial assistance which

includes, medical assistance, burial assistance, transportation assistance and food

subsidy to indigent clients.

Other activities got a high impact assessment also by the respondents.

Implementers is able deliver a comprehensive social service down to the provincial and

district levels thru the satellite offices. They are also able establish an appropriate and

workable inter-unit coordination system through the forging of MOA (Memorandum of

Agreement) with Service Providers like hospitals, clinics and funeral parlors. Another

impact is that, the CIU through its AICS Program maintained and strengthen a network

and referral system with GOs and NGOs, maintained databank of clients and resources,

enhanced case management skills both of the supervisors per satellite offices and of

the management. The use of internal and external resources had strengthened

partnership with NGOs and GOs which gives impact on the dynamics/interplay of

networking among its stakeholders. The diversity of roles that the implementers

perform really requires them to be very effective in the delivery of services. Apparently,

the tasks involved seemed very rigid and comprehensive that they are doing an extra

mile for the sake of making the program achieve its goals and objectives. Good thing,

the assessment made by the stakeholders favors a well-applauded performance gaining

62
a positive impact. This is quite promising making all the possibilities that the program

may be sustained in the years to come while establishing goodwill to its implementing

partners and giving a lot of reasons for the beneficiaries and clients to support and

cooperate with the program.

Table 9
Extent of AICS Program Implementation as to its Perceived Impact to the Implementers, Clients and
Management
Perceived Impact Mean Interpretation
Provided financial assistance to indigent clients 4.48 High Impact
Responded the needs of the clients 4.46 High Impact
Assisted in uplifting the conditions of the marginalized 4.25 High Impact
Helps clients in the recovery and rehabilitation of
current status 4.21 High Impact
Delivered a comprehensive social service down to
the local levels 4.14 High Impact
Supported other anti-poverty interventions 4.15 High Impact
Maintained and strengthen a network and referral
system with NGOs & GOs 4.06 High Impact
Maintained databank of clients and resources 4.05 High Impact
Enhanced knowledge, skills and attitude towards 4.00 High Impact
63
 effective and efficient delivery of social services
Strengthen coordination with internal and external
partners and stakeholders 3.95 High Impact
Strengthen partnership with NGOs and GOs 3.95 High Impact
Use of internal and external resources 3.88 High Impact
Enhanced case management skills 3.84 High Impact
Established an appropriate and workable inter-unit
coordination system 3.81 High Impact
Provided augmentation support to LGUs 3.05 High Impact
Overall 4.06 High Impact

Significant Difference of Perception between the Implementers and Clients

Table 10 gives details on the significant difference on the perceptions of the

implementers and clients on the extent of AICS Program in terms of services, processes

and perceived impact. A two-independent sample t-test was conducted using 0.05 level

of significance, to evaluate whether clients and implementers differed significantly on

their perceptions of AICS program implementation in the Region. In terms of services,

the test reach statistical significance with t = -5.917, df = 110, p < 0.05. Thus, the null

hypothesis was rejected. Therefore, it is concluded that, there is a significant difference

among the perceptions of the implementers and clients in terms of its services.

Furthermore, significant difference between the perceptions of these two independent

groups on AICS implementation in terms of its processes was also found with t =

-2.419, df = 140, p < 0.05. Thus rejecting also the null hypothesis, which led to the

conclusion that there is a significant difference among the perceptions of clients and

implementers in terms of its processes. Moreover, on the significant difference on the

perceived impact between the two independent variables, it was found that with t =

-3.616, df = 140, p < 0.05, thus also rejecting again the null hypothesis. Hence, it is

64
therefore concluded that there is a significant difference on the perceptions of the

implementers and clients as to the perceived impact of the AICS program.

Table 10

Difference on the Extent of AICS Program Implementation as Perceived by the Implementers

and Clients

Components t df p value

Services -5.917 110 0.000

Processes -2.149 140 0.033

Perceived Impact -3.616 140 0.000

It was found out from the t-tests conducted that the perceptions of the clients

and implementers on the Implementation of the AICS program in terms of services,

processes and perceived impact are significantly different from each other.

The significant difference between the implementers and the clients could be

attributed to, although the AICS Program have the funds and the manpower competent

to implement the program, but implementers also have to follow the guidelines and

protocols as to determination of the qualified beneficiaries, since they have required

knowledge, skills and experiences to professionally assess the severity of clients need

which is best for clients’ welfare. If clients interest and desires was not meet especially

when it comes to services like financial assistance and temporary shelter, explains

clearly for a lower significant difference than that of the implementers. It should be noted

that the DSWDs mandates is provision of augmentation assistance. Meaning, the

program cannot give all the clients’ needs but would only provide augmentation support,

thus, partnership with other stakeholders are maintained and strengthen through forging

MOA with stakeholders and other partners to complement the needed services.

65
 Furthermore, implementers normally will perceived the implementation process

significantly higher that client as they are able to implement the information

dissemination activities, able to follow the implementation process, able to utilize the

funds based on COA and AICS rules and regulations as they are public employees who

uphold the program as public interest. Unfortunately, clients may regard the program

otherwise, as they are not that well aware of governing rules and regulations, this is

why, part of the recommendations is to strengthen the AICS process by which client

should be aware of the limitations which the program can provide and partners or

referring parties should inform or brief the client before they approach the Department

for help. It is also noted that, the average level of implementation would mean that

clients are not aware of the AICS processes, especially since, it is highly technical for

them to understand. If client is in crisis, according to Roberts (2000), they experience

the state of dis-equilibrium. They never mind the office protocols and regulations as long

they are provided of their needs.

Training Needs of Program Implementers and Management

Based on the survey conducted, implementers and management believed that a

more comprehensive training program needs to be provided which are deemed very

useful to sustain AICS program. Among the highest mean of 4.72 with standard

deviation of 0.653 was the need for training on Protocols on the Management of Clients

in Crisis Situation and Training on the Management of Enhanced Crisis Monitoring

System. Next on was a mean of 4.68 with standard deviation of 0.600 was the need for

Training Workshop on Managing Cases of Perennial Clients of CIU. The training needs

were perceived to be very useful according to the respondents. It only signifies that the

66
implementers and managers have strong reliance on the thrust of the program in

helping people in times of crisis with most of them consider enhancing their skills and

become more effective in the delivery of their services. The same concept holds true in

the study made by Sison (1991) which states that success of any institution/organization

depends on the competence of its group leaders – supervisors who serve as the vital

link between the management and the workers. Furthermore, according to the

implementers, during the interview conducted, believed that they can better do their

functions if they are fully equipped with the sufficient know how necessary in the

program implementation. This signals a trustworthy implementation of the program with

people implementing it eager to improve and enhance their craft so that they could help

more people and make the government more functional in terms of giving what is best

to its people. This program, if sustained, will truly be promising, that generations to

come will be more resilient in times of crisis and can depend on the government if and

when assistance is needed.

Moreover, according to Martinez (1998) the additional capacities prepare

supervisors and workers for greater responsibilities because the present past

obsolescence of knowledge and skills in any area and increasing number and

complexity of jobs render it proper for them to be honed for their specialties with new

concepts and applications. Similarly in the study made by Lorenzo Arquero and other

Ateneo MBA students revealed that 48.57% of the respondents agreed that job

enrichment was the major benefit from training. Majority of the respondents claimed that

training benefits were related to an enhancement of their job skills.

Table 11
Training Needs of Program Implementers and Management
Training Needs Standard Mean Interpretation
Deviation

67
Protocols on the Management of Clients in Crisis 0.653 4.72 Very Useful
Situation
Training on the Management of Enhanced Crisis 0.684 4.72 Very Useful
Monitoring System
Training Workshop on Managing Cases of Perennial 0.600 4.68 Very Useful
Clients of CIU
Training on Case Management Handling the Crisis 0.653 4.67 Very Useful
Intervention Unit
Training on Comprehensive Program Review of AICS 0.658 4.64 Very Useful
Program
Referral Pathway for Crisis Intervention 0.680 4.62 Very Useful
Stress Management Training Thru Expressive Arts 0.665 4.61 Very Useful
Records Management Training 0.752 4.52 Very Useful
Financial Management Training 0.767 4.51 Very Useful
Overall 0.579 4.64 Very Useful

Proposed Training Design

Based on the results of the study, the following training modules have been

prepared based on the training needs assessment as perceived by both the

implementers and managers. The following were the trainings recommended for

implementers and managers.

1. Users Training for the Crisis Intervention Monitoring System

2. Training on Protocols for Crisis Intervention and Management of Perennial

Clients of CIU

The training modules were designed in a comprehensive manner that will serve

the purpose of making the implementers and managers an effective component in the

full implementation of the program. The details of the training design is extensively

provided in Appendix A of this manuscript.

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 CHAPTER V

SUMMARY, CONCLUSION AND RECOMMENDATION

Summary of Findings

This study aimed to give a formative evaluation of Assistance to Individuals in

Crisis Situation (AICS) Program of the DSWD in Region VIII. Specifically, it sought to

answer the following questions to meet the objectives of the study: (1) what is the profile

of the implementers and management based on age, sex, civil status, highest

educational attainment, length of service, and area of assignment; (2) what is the extent

of program implementation according to the implementers, clients and management in

relation to services, processes as to information dissemination, implementation

monitoring and evaluation and its fund utilization and perceived impact of the program;

(3) is there a significant difference among the perceptions of the stakeholders in terms

of its services, process and perceived impact; (4) what are the training needs of the

implementers; and (5) creation of training module based on the results of the study.

The findings of the study are the following:

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 1. Majority of the implementers and members of the management who are directly

involved in the AICS program implementation are dominated by female, married,

college graduates, been in the service between 1-10 years and were assigned in

Field Offices and at the satellite offices at the provincial level.

2. The respondents believed that the services provided by the AICS program was

interpreted at an average level of implementation.

3. The processes being used on the AICS Program Implementation were above

average level of implementation which includes information dissemination,

implementation process, monitoring and evaluation and fund utilization.

4. The respondents believed that AICS Program have high impact to the

respondents.

5. Using t-test on the significant difference between two-independent variables, it

was found out that the perceptions of the clients and implementers on the

Implementation of the AICS program in terms of services, processes and

perceived impact are significantly different from each other.

6. Implementers suggested that they be provided with trainings on Protocols on the

Management of Clients in Crisis Situation, Training on the Management of

Enhanced Crisis Monitoring System and Training Workshop on Managing Cases

of Perennial Clients of CIU which was perceived to be very useful according to

the response made by the respondents.

Conclusions

Therefore, it can be concluded that, implementers and management are

dominated by female, married and college graduates. Implementers years in service are

still young as attested to the results of the study that majority of them were in service
70
between 1-10 years but their flexibility, sincere performance, dedication and goal-driven

ability helps the high-performance impact of the AICS Program.

The results of the study revealed that the extent of services provided by the AICS

Program were found to be at an average level of implementation, therefore concludes

that AICS services has not yet reached its ultimate standing, which explains why rescue

operations, providing referrals to GOs and NGOS and temporary shelter have low rating

of implementation.

In terms of the processes used on the AICS Program, it was perceived to

have above average level of implementation, hence can be concluded that the

processes are being implemented well, employed and followed which is effective and

efficient in the delivery of social services. Moreover, respondents believed that the

AICS Program have high impact to its identified beneficiaries.

Furthermore, the perceptions of the clients and implementers on the

Implementation of the AICS program in terms of services, processes and perceived

impact are significantly different from each other. Thus, further trainings and

workshops on the Protocols for Crisis Intervention, Management of Perennial Clients

and Users Training for the Crisis Intervention Monitoring System for an improved

program implementation.

Recommendations

Based on the foregoing results and conclusion of the study, the following were

recommended:

1. Improved AICS Program Implementation particularly services on rescue

operation, referral to other NGOs/GOs and temporary shelters which gained a

low rating.
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2. Propose a program review to the MANCOM on the importance of maintaining

the services on rescue operation and provision of temporary shelter by the

AICS Program since, there are other units of the Department catering this

service to avoid duplication.

3. Improve information dissemination campaign of the program to reach wider

audience and provide salient information to the public so that they would be

able to take advantage on the benefits of the program and keep them from

receiving misinformation.

4. Provision of training to implementers to enhance knowledge, skills and

attitudes in handling clients who are in crisis situation using the creating

blending of KSA to include as participants are the local partners and

stakeholders as they are also implementing the program.

5. Yearly conduct of program review with emphasis for service excellence as

AICS Program is a frontline service of the Department of Social Welfare and

Development and to give venue to discuss best practices in handling clients

in crisis situation.

6. Monthly assessment of client’s satisfaction rating per requirement of Civil

Service to front-line services of government offices.

7. Formation of NGO groups to promote improved livelihoods such as income

generating activities with less emphasis on emergency assistance aid and

livelihood diversification that suit to the immediate needs of the individuals

may also be an option to help their earning potentials in crisis situation.

72
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