J U V E N I L E J U S T I C E A N D W E L FA R E C O U N C I L

Manual of Operations
 Introduction

This Manual of Operations aims to provide information on the operations of the Juvenile
Justice and Welfare Council-Secretariat. It lays down the responsibilities and specific
deliverables of the Secretariat vis-à-vis its mandate. It is a means to help ensure that the
JJWC Secretariat succeeds in its intent to provide the necessary support and assistance
to the leadership and members of the JJWC.

The manual is the product of consultative meetings and workshop with the Secretariat
staff from May to June in 2015. Following the promulgation of the Revised
Implementing Rules and Regulations of RA 9344 as amended in September 2014, the
drafting of the manual is the first attempt of the JJWC National Secretariat to clarify and
locate its role in the overall administration of juvenile justice and welfare in the country.

A work in progress, this manual is designed both as a basic tool and a handy reference
for the Secretariat staff, both at the National and Regional level, to understand their
roles and responsibilities in-line with the fulfilment of the mandate of the JJWC
secretariat. Ultimately, the JJWC manual will guide the employees and partner agencies
as well as the public in knowing and understanding the functions and contribution of
the JJWC Secretariat towards the effective and efficient comprehensive juvenile justice
and welfare program in the Philippines.

ATTY. TRICIA CLARE A. OCO

Executive Director
Acronyms

BCPC Barangay Council for Protection of Children

BJMP Bureau of Jail Management and Penology
BPA Bahay Pag-asa
CHR Commission on Human Rights
CICL Children in Conflict with the Law
CLJIP Comprehensive Local Juvenile Intervention Program
CNJIP Comprehensive National Juvenile Intervention Program
CWC Council for the Welfare of Children
DepEd Department of Education
DILG Department of the Interior and Local Government
DOH Department of Health
DOJ Department of Justice
DPWH Department of Public Works and Highways
DSWD Department of Social Welfare and Development
IJISC Intensive Juvenile Intervention and Support Center
IRR Implementing Rules and Regulations
JJWA Juvenile Justice and Welfare Act
JJWC Juvenile Justice and Welfare Council
LCE Local Chief Executives
LCP League of Cities of the Philippines
LCPC Local Council for the Protection of Children
LGU Local Government Unit
LMP League of Municipalities of the Philippines
LNB Liga ng mga Barangay
LPP League of Provinces of the Philippines
MACR Minimum Age of Criminal Responsibility
MFO Major Final Output
NCR National Capital Region
NGO Non-Government Organization
NJJWMIS National Juvenile Justice and Welfare Management Information System
Acronyms

OCA Office of the Court Administrator

PHILJA Philippine Judicial Academy
PNP Philippine National Police
PSB Protective Services Bureau
RJJWC Regional Juvenile Justice and Welfare Committee
UNCRC United Nations Convention on the Rights of the Child
UNICEF United Nations Children’s Fund
WFP Work and Financial Plan
Contents

Introduction 7
Juvenile Justice and Welfare Act: 7
Republic Act 9344 as amended by Republic Act 10630 7
1 The Juvenile Justice and Welfare Council 9
1.1 Vision, Mission, Goals and Organizational Outcome 9
1.2 Composition: Chair and Member Agencies 9
Responsibilities of the JJWC Chairperson 10
1.3 Duties and Functions 10
1.3.1 Implementation of the Act 10
1.3.2 Advisory Function 11
1.3.3 Policy Formulation and Program Development 11
1.3.4 Research, Monitoring and Evaluation 11
1.3.5 Inspection 12
1.3.6 Assistance to Other Government Agencies 12
1.3.7 Coordination with the Court 12
1.3.8 Coordination with NGOs 12
1.3.9 Maintenance of a Centralized Information Management System on CICL and CAR12
2 Regional Juvenile Justice and Welfare Committee (RJJWC) 13
2.1 Composition 13
2.2 Duties and Functions 13
3 Administration of JJWC and RJJWC 15
3.1 Relationship between JJWC and RJJWC 15
3.2 Creation of JJWC National Secretariat and RJJWC Secretariat 15
3.3 JJWC Organizational Structure 15
4 JJWC National Secretariat and RJJWC Secretariat 18
4.1 General Functions 18
4.2 Divisions at the National Secretariat 19
4.2.1 Policy, Research and Development Division 19
4.2.2 Advocacy and Communication Division 20
4.2.3 National Coordination, Monitoring and Information Management Division 21
4.2.4 Finance and Administrative Division 21
5 General Provisions and Internal Operations 23
5.1 Norms of Conduct of Public Officials and Employees 23
5.2 Finance and Administration Management 24
5.2.1 Personnel Management 24
Compensation/Benefits and Incentives 24
5.2.2 Modes of Disbursements 30

5 JJWC-MOP
 5.2.3 Budget Unit Process Flow 33
5.2.4 Procurement 34
5.2.5 JJWC - Strategic Performance Management System 35

Appendices

Appendix A: JJWC Performance Indicators and Desired Outcomes 53

Appendix B: RJJWC – Terms of Reference 56

Appendix C: Functions of Plantilla Positions 59

Appendix D: Delegation and Delineation of Authority on Finance

And Administrative Matters 71

Appendix E: JJWC SPMS Forms 82

JJWC-MOP 6
Introduction

Juvenile Justice and Welfare Act:

Republic Act 9344 as amended by Republic Act 10630

In 1993, House Bill 7482, entitled “An Act Establishing a Comprehensive Juvenile Justice System
and Appropriating Funds Therefore” was filed in the House of Representatives. This bill aimed
to promote rehabilitation of children in conflict with the law (CICL). This was endorsed by 23
members but remained at the committee level.1

From 1995 to 2000, a total of 52,576 children were in detention or under custodial setting.
Moreover, an average of 10,515 children were being arrested ever year - about 28 children per
day, or more than 1 child per hour. Many of them suffered from different kinds of abuses
including sexual, psychological, and physical abuse; rape; torture; cruel treatment. Children
became vulnerable to all kinds of abuses during arrest and detention.

This scenario was primarily associated with punitive and adult-oriented system wherein the age
and distinct circumstances of CICL are not taken into account. Furthermore, children can also be
detained even for petty and light offenses. This perpetuated the stigma of criminality because
children as young as 9 years old can be detained and tried even for petty crimes and status
offences (i.e. curfew). Thus, by 2004, 21 children have been given capital punishment.

In the initial report of the Philippine Government to the United Nations-Committee on the
Rights of Children (UN-CRC), the Committee took note and expressed specific concern on the
system of administration of juvenile justice and its lack of compatibility with the principles and
provisions of the Convention and other international standards relating to juvenile justice.

In response to the concluding observations of the Committee and with the concerted efforts of
national government agencies and various child rights advocates and organizations, the 13-year
old bill was passed. Republic Act 9344 or the Juvenile Justice and Welfare Act of 2006 was
signed into law on April 28, 2006. It took effect on May 20, 2006.

The enactment of the JJWA provided for a comprehensive and child-sensitive juvenile justice
and welfare system. The Act adopted the concept of restorative justice in the crafting of policies
and the implementation of the programs relating to CICL and tried to provide a holistic
approach in preventing juvenile delinquency. It covers the different stages involving children at
risk and children in conflict with the law from prevention to rehabilitation and reintegration.

1 JJWC Accomplishment Report 2006-2015, JJWC National Secretariat.

7 JJWC-MOP
The main features of RA 9344 include:2
increasing the minimum age of criminal responsibility from over nine to over 15 years
of age;
establishment and strengthening of local councils for the protection of children (LCPC);
establishment of comprehensive juvenile intervention programs;
establishment of community-based programs on juvenile justice and welfare;
establishment and implementation of community diversion programs;
provision on status offenses, which means that any conduct not considered an offense
or not penalized if committed by an adult shall not be considered an offense and shall
not be punished if committed by a child;
provision for child-sensitive proceedings; and,
imposition of appropriate disposition measures.

In October 2013, President Benigno Aquino, III signed Republic Act 10630: An Act
Strengthening the Juvenile Justice System in the Philippines, Amending for the Purpose Republic
Act 9344 otherwise known as the ‘Juvenile Justice and Welfare Act of 2006’. RA 10630 sought to
address issues and concerns to enable the full implementation of RA 9344.

The RA 9344 as amended strengthened community-based and center-based interventions

through the establishment of Bahay Pag-Asa for children below the age of criminal
responsibility and provided for intensive intervention for those children who commit serious
crimes and those who have been found to have repeat offenses. It provided for the creation of
Regional Juvenile Justice and Welfare Committees (RJJWC) in all seventeen (17) regions
to oversee the implementation of the law at the regional and local levels.

The law also provided for assistance to victims of crimes committed by children and imposed
the maximum penalty for those who exploit children for the commission of criminal offenses.
RA 10630 also mandated the establishment and institutionalization of a Referral System
and Centralized Juvenile Justice and Welfare Information Management System. The law
also allocated Php400 million for the construction of Bahay Pag-Asa in priority provinces
and highly-urbanized cities. The JJWC hopes that this budget will be released to the agency’s
GAA to facilitate the establishment of Bahay Pag-Asa in priority cities and provinces.

Finally, RA 10630 provided for the transfer of administrative supervision of JJWC from DOJ
to DSWD. The JJWC is now an attached agency of the DSWD and has added to its members the
Department of Health and the Leagues of Provinces, Cities, Municipalities, and Barangays.

2Philippines Enacts Law on Juvenile Justice System, 16 May 2006,

http://www.unicef.org/philippines/archives/news/060405.html.

JJWC-MOP 8
1 The Juveni le Justice and Welfare Counci l

1.1 Vision, Mission, Goals and Organizational Outcome

Vision A Council leading a society that promotes and protects the rights of the
children at risk and children in conflict with the law under a restorative
justice and welfare system.

Mission To institutionalize a restorative justice and welfare system for children at risk
and children in conflict with the law through the effective implementation of
the law and coordination among stakeholders in a protective and enabling
environment.

Goals To prevent children at risk from committing crimes and to ensure that
children in conflict with the law are rehabilitated and reintegrated with their
families and communities.

To strengthen institutional partnerships in pursuing collectively and

effectively the Council’s mission.

Organizational
Outcome: Coordination of government actions for the implementation of the juvenile
intervention programs and activities improved

Based on the above-mentioned goals and organizational outcomes, the JJWC developed its
three-year strategic plan for 2015-2017. With these long-term goals, seven (7) desired
outcomes will be pursued by the Council in the three-year period. See Appendix A for the
outcomes and core interventions.

1.2 Composition: Chair and Member Agencies

Pursuant to Section 8 of the Act, the Juvenile Justice and Welfare Council (JJWC) is created as an
attached agency of the Department of Social Welfare and Development (DSWD). It is chaired by
the Undersecretary of the Department of Social Welfare and Development and is composed of
representatives whose ranks shall not be lower than a Director from the following departments
or agencies:
(a) Department of Justice (DOJ);
(b) Department of Education (DepEd);
(c) Department of the Interior and Local Government (DILG);
(d) Council for the Welfare of Children (CWC);
(e) Commission on Human Rights (CHR);
(f) National Youth Commission (NYC);
(g) Department of Health (DOH);
(h) One (1) representative each from the League of Provinces of the Philippines,
League of Cities of the Philippines, League of Municipalities of the Philippines and
Liga ng mga Barangay; and

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 (i) Two (2) representatives from non-government organizations (NGOs), to be
designated by the Secretary of Social Welfare and Development.

Responsibilities of the JJWC Chairperson

The DSWD Undersecretary, as the Chairperson of the JJWC, shall:
(1) Oversee the operation of JJWC and ensure that it is managed effectively, efficiently and
economically;
(2) Call and preside over all regular and special meetings of the JJWC, represent the JJWC in
conferences, meetings and other programs and sign communications for the JJWC;
(3) Provide general guidance to the National Secretariat of the JJWC and the RJJWC
Secretariat;
(4) Require the JJWC and its member agencies to submit periodic reports, such as those
reflecting the progress of its programs and projects;
(5) Ensure policy and program coordination between the DSWD and the JJWC; and
(6) Perform such other functions which the Council may deem necessary to implement the
objectives of the Act, as amended, and the revised IRR.

1.3 Duties and Functions

The JJWC is a policy-making, coordinating and monitoring body tasked with the implementation
of the Juvenile Justice and Welfare Act (JJWA), as amended, through its member and
coordinating agencies.

1.3.1 Implementation of the Act

The JJWC shall:

(1) Oversee and drive the implementation of the Act and the Revised IRR;
(2) Coordinate the implementation of the juvenile intervention programs and activities by
national government agencies and other partner agencies, which support and promote
the success of the entire national juvenile intervention program. All programs relating to
juvenile justice and welfare shall be adopted in consultation with the member agencies
of the JJWC; and
(3) Consult with the various leagues of local government officials in the recommendation,
formulation and implementation of policies and strategies for the prevention of juvenile
delinquency, the promotion of juvenile justice and welfare, and the institutionalization
of the principles of restorative justice.

The JJWC shall also perform such other functions, as may be necessary, beneficial and desirable
to implement the provisions of the Act, as amended.

The JJWC shall regularly conduct meetings and submit an Annual Report to the President and to
Congress on the implementation of the Act. The Annual Report shall reflect the salient
accomplishments in the implementation of the law and shall include, among others:

JJWC-MOP 10
 (1) Identification of the strengths, weaknesses, gaps and opportunities in the
implementation of the Act;
(2) Pertinent data and statistics on CICLs, CAR, inventory of interventions provided, trends
and other similar information;
(3) Evaluation of the policies and programs implemented by the national government
agencies, local government units and partner NGOs, in relation to their duties and
responsibilities under the Act;
(4) Recommendations on how to improve the implementation of the Act, and the
administration of the juvenile justice and welfare system; and
(5) Such other information as may be required.

The JJWC shall prescribe a common Reporting Form for all the member agencies to facilitate the
collection of data and the preparation of the Annual Report.

1.3.2 Advisory Function

The JJWC shall advise the President on all matters and policies relating to juvenile justice and
welfare. It shall bring to the attention of the President the gaps in existing policies or other
policy measures that should be addressed. Whenever appropriate, the JJWC shall recommend to
Congress the appropriate remedial legislation in regard to juvenile justice and welfare
administration, juvenile intervention, delinquency prevention, and the mainstreaming and
institutionalization of the principles of restorative justice.

1.3.3 Policy Formulation and Program Development

The JJWC shall periodically develop, update and enhance a three to five-year Comprehensive
National Juvenile Intervention Program. It shall formulate and recommend policies and
strategies, in consultation with children and other stakeholders for the prevention of juvenile
delinquency and the administration of restorative justice, as well as for the treatment and
rehabilitation of the children in conflict with the law. The JJWC shall also set the criteria that
LGUs must meet in establishing their respective community-based programs for the
rehabilitation and reintegration of children in conflict with the law and such appropriate
interventions for children-at-risk.

1.3.4 Research, Monitoring and Evaluation

The JJWC shall collect relevant information and conduct continuing research and support
evaluations and studies, on all matters relating to juvenile justice and welfare, such as, but not
limited to the:
(1) Performance, effective performance metrics and results achieved by juvenile
intervention programs and by activities of the local government units and other
government agencies;
(2) Periodic trends, problems and causes of juvenile delinquency and crimes; and
(3) Particular needs of children-at-risk and children in conflict with the law who are in
custody.

The JJWC shall set up a mechanism to ensure that children are engaged and involved in research
and policy development. A data banking system for all data needed in the evaluation and
improvement of the administration of juvenile justice and welfare system shall be developed

11 JJWC-MOP
and maintained by the JJWC. The data gathered shall be used by the JJWC in the improvement of
the administration of juvenile justice and welfare system.

1.3.5 Inspection
The JJWC, through its member agencies, shall conduct regular inspections of jails, detention
centers, youth homes that house or hold CICL, child-caring institutions and all other institutions
that provide temporary care including, but not limited to “Bahay Pag-asa” and youth
rehabilitation facilities. It shall also undertake spot inspections, on its own initiative, in order
to check compliance with the standards provided in the Act and the Rules, and to make the
necessary recommendations and initiate proper actions, in coordination with, and through, the
appropriate agencies.

1.3.6 Assistance to Other Government Agencies

The JJWC, through its member agencies, shall, pursuant to Section 10 of the Act, assist other
government agencies in:
(1) Reviewing and enhancing existing policies or regulations in order to harmonize them
with the provisions of the Act and the Rules; and
(2) Formulating and implementing their respective policies, programs and procedures,
which comply and are consistent with the standards set in the Act and the Rules.
The JJWC shall also initiate and coordinate the conduct of trainings for the officials and
personnel of the agencies that are involved in the administration of the juvenile justice and
welfare system.

1.3.7 Coordination with the Court

To ensure the realization of its mandate and the proper discharge of its duties and functions, the
JJWC shall coordinate with the Office of the Court Administrator (OCA), and request cooperation
through the submission of periodic reports on information related to CICL cases being handled
by the Courts. The Philippine Judicial Academy (PHILJA) may, upon invitation, send resource
persons during the consultations, meetings and other related activities.

1.3.8 Coordination with NGOs

The JJWC, through the NGO members of the Council, shall coordinate with other NGOs working
with CARs and CICLs for the proper implementation and the achievement of the objectives of
the Act and the IRRs.

1.3.9 Maintenance of a Centralized Information Management

System on CICL and CAR
The JJWC, in coordination with its member and coordinating agencies, and other government
instrumentalities, shall establish a centralized information management system on CICL and
CAR. The system shall include information on the children who undergo intervention, diversion
and rehabilitation programs and after-care support services.

JJWC-MOP 12
2 Regional Juvenile Justice and Welfare Committee
(RJJWC)

Pursuant to Section 8 of RA 9344 as amended, there shall be a Regional Juvenile Justice and
Welfare Committee (RJJWC) in each region. The RJJWCs will be under the administration and
supervision of the JJWC. The RJJWC shall be chaired by the director of the regional office of the
DSWD. It shall ensure the effective implementation of the law at the regional and LGU levels
and the coordination among its member agencies.

2.1 Composition
Rule 12.a of the Revised IRR of RA 9344 as amended states that the RJJWC shall be composed of
permanent representatives who shall have a rank not lower than an assistant regional director
or its equivalent to be designated by the concerned department heads from the following
agencies:
(a) Regional State Prosecutor’s Office;
(b) Regional Public Attorney’s Office;
(c) DSWD Field Office;
(d) Regional Office of the DepEd;
(e) Regional Office of the DILG:
(f) Regional Office of the CHR;
(g) Regional Office of the DOH;
(h) One (1) representative from the children sector within the region;
(i) One (1) representative from the youth sector within the region; and
(j) One (1) representative each from the League of
Provinces/Cities/Municipalities/Barangays of the Philippines; and
(k) One representative from each of the two (2) NGOs working with children-at-risk
and children in conflict with the law, engaged in children’s rights advocacy and
operating within the Region.

2.2 Duties and Functions

Sec. 9-A of R.A. 9344 as amended by R.A. 10630 outlines the duties and functions of the RJJWC in
the effective implementation of R.A. 9344 as amended and its Rules at the regional and the level
of the LGUs.

Rule 14 of the Revised IRR further provides that the RJJWC shall rationalize the collective and
integrated efforts between the national government and the LGUs. It shall monitor, oversee and
provide the necessary technical assistance to the LGUs and the LCPCs to ensure policy
implementation and effective performance of their functions under the law and the Revised
IRRs.

Specifically, the RJJWC shall have the following duties and functions:

a) To oversee and ensure the effective implementation of the Act at the regional level and at
the level of the LGUs;

13 JJWC-MOP
b) To assist the concerned agencies in the implementation and in compliance with the JJWC’s
adopted policies/regulations or provide substantial inputs to the JJWC in the formulation of
new ones in line with the provisions of the Act;

c) To assist in the development of the comprehensive 3 to 5-year local juvenile intervention

program, with the participation of concerned LGUs, NGOs and youth organizations within
the region and monitor its implementation;

d) To coordinate the implementation of the juvenile intervention programs and activities by

national government agencies and other activities within the region;

e) To oversee the programs and operation of the intensive juvenile intervention and support
center established within the region;

f) To collect relevant regional information and conduct continuing research and support
evaluations and studies on all matters relating to juvenile justice and welfare within the
region, such as, but not limited to:
1. Performance and results achieved by juvenile intervention programs and by activities
of the LGUs and other government agencies within the region;
2. The periodic trends, problems and causes of juvenile delinquency and crimes from the
LGU level to the regional level; and
3. The particular needs of children in conflict with the law in custody within their regional
jurisdiction.

The data gathered shall be forwarded by the RJJWC to the JJWC on an annual basis and as
may be deemed necessary by the JJWC.

g) Through duly designated persons and with the assistance of the agencies provided in the
preceding section, to conduct regular inspections in detention and rehabilitation facilities
within the region and to undertake spot inspections on their own initiative in order to check
compliance with the standards provided herein and to make the necessary reports and
recommendations to appropriate agencies and to the JJWC;

h) To initiate and coordinate the conduct of trainings for the personnel of the agencies
involved in the administration of the juvenile justice and welfare system and the juvenile
intervention program within the region;

i) To submit an annual report to the JJWC on the implementation of this Act; and

j) To perform such other functions as may be determined by the JJWC to implement the
provisions of this Act.”

JJWC-MOP 14
3 Administration of JJWC and RJJWC

3.1 Relationship between JJWC and RJJWC

While the RJJWC is chaired by the Regional Director of the DSWD, Rule 13.a of the
Revised IRR of R.A. 9344 as amended provides that the JJWC shall exercise
administrative supervision and authority over the RJJWC as its subnational extension.

The JJWC, through the JJWC Chairperson (DSWD Undersecretary) shall provide
direction, coordinate and monitor, and provide technical assistance in the performance
of functions of RJJWC as its sub-national extension.

The JJWC Executive Director shall coordinate and monitor the performance of the
functions of the RJJWC Secretariat in the 17 regions.

The Terms of Reference (TOR) of the RJJWC and its Secretariat can be found in Appendix
B.

3.2 Creation of JJWC National Secretariat and RJJWC

Secretariat
Pursuant to Section 8 of JJWA as amended, there shall be a JJWC National Secretariat and
RJJWC Secretariat. Rule 10.b of the Revised IRR provides for the composition of the
JJWC National Secretariat. It shall be comprised of an Executive Director, a Deputy
Executive Director, and four (4) Division Chiefs who shall lead the following divisions,
namely: Policy and Research; Advocacy and Communications; National Coordination,
Monitoring and Information Management; and Finance and Administration. The RJJWC
Secretariat shall be composed of 1 Social Welfare Officer (SWO) III and 1 Administrative
Assistant (AA) III.

The functions of both the national and regional secretariat are found in the succeeding
section.

3.3 JJWC Organizational Structure

Rule 13.c. of the Revised IRR of R.A. 9344 as amended reiterates Sec. 8 of the amended
Act which provides that the organizational structure and staffing pattern of the JJWC
National Secretariat and RJJWC Secretariat shall be determined by the Secretary of
Social Welfare and Development. It also provides for the direct control and supervision
of the RJJWC Permanent Secretariat by the Executive Director of the JJWC.

Under the organizational structure and staffing pattern of the JJWC National Secretariat
and the RJJWC Permanent Secretariat determined by Secretary Soliman of the DSWD, all
the RJJWC Permanent Secretariat staff members are also placed under the direct control
and supervision of the Executive Director of the JJWC National Secretariat (See Exhibit
A).

15 JJWC-MOP
In 2014, the Department of Budget and Management (DBM) approved 66 plantilla
positions for the JJWC. The roles and functions of the said plantilla positions are
outlined in Appendix C.

JJWC-MOP 16
 Exhibit A. JJWC Organizational Chart

Office of the Executive Director

1 Executive Director
1 Deputy Executive Director
1 Administrative Assistant III
1 Administrative Aide IV

Policy, Research and Development
Division
1 Social Welfare Officer V
1 Project Development Officer IV
2 Project Development Officer III
1 Social Welfare Officer III
Advocacy and Communication
Division
1 Social Welfare Officer V
1 Project Development Officer IV
1 Project Development Officer III
1 Social Welfare Officer III
1 Psychologist II
National Coordination, Monitoring
and Information Management
Division
1 Social Welfare Officer V
1 Information Technology Officer II
1 Information Technology Officer I
1 Social Welfare Officer IV
1 Social Welfare Officer III
1 Statistician III
Finance and Administrative
Division
1 Chief Administrative Officer
1 Accountant
2 Administrative Officer V
1 Administrative Officer IV
2 Administrative Officer II
2 Administrative Assistant III
2 Administrative Assistant II
1 Admin Aide IV

RJJWC Secretariat

17 Social Welfare Officer III

17 Admin Assistant III

17 JJWC-MOP
4 JJWC National Secretariat and RJJWC Secretariat

4.1 General Functions

The National Secretariat and RJJWC Secretariat are established to support the JJWC and RJJWCs,
respectively, in performing its mandate, duties and functions pursuant to the provisions of the Act.
It shall:

 Provide key technical support in the formulation of policies and strategies for the
prevention of juvenile delinquency and the administration of justice, as well as, for the
treatment and rehabilitation of children in conflict with the law and for children-at-risk;

 Provide technical assistance in the formulation of agency plans, policies, research agenda
and programs on juvenile justice and welfare;

 Conduct research and support evaluations and studies on all matters relating to juvenile
justice and welfare;

 Undertake advocacy and social marketing activities to educate and raise the awareness and
understanding of all the stakeholders, duty-bearers and the general public on program and
policy reforms, global best practices, trends and directions in juvenile justice and welfare;

 Develop, implement and maintain a centralized database system on juvenile justice and
welfare and to provide technical support to the regional and local users of the system;

 Provide technical assistance and support in the area of policy and program development,
monitoring, capacity-building, communications and advocacy at the regional level and at the
level of the LGUs;

 Prepare and implement an effective financial plan to support JJWC’s programs, activities
and projects aimed at achieving the objectives of the Act, as amended, and its desired
outcome and mandate;
 Provide administrative and logistical support to the JJWC and the RJJWC;

 Prepare the financial and procurement plans, and monitor its implementation;

 Facilitate and prepare all disbursement, liquidation and accounting reports;

 Prepare the Periodic and Annual Reports for the RJJWC and JJWC;

 Prepare the Work and Financial Plan (WFP) of the RJJWC and JJWC;

 Perform other tasks and functions as may be determined by RJJWC and JJWC.

JJWC-MOP 18
4.2 Divisions at the National Secretariat

The JJWC Secretariat is composed of four (4) divisions to include 1) Policy, Research and
Development Division; 2) Advocacy and Communication Division; 3) National Coordination,
Monitoring and Information Management Division; and 4) Finance and Administrative Division. To
provide support to the Regional Juvenile Justice and Welfare Committees, all 17 regions shall have a
Permanent Secretariat composed of one (1) Social Welfare Officer III and one (1) Administrative
Assistant III. The RJJWC Secretariat staff shall be directly under the JJWC Executive Director.

All these divisions shall work together to support the JJWC and the RJJWCs in performing its main
functions as mandated under the law.

4.2.1 Policy, Research and Development Division

This division shall be responsible for providing key technical support in the performance of the
following functions:
 formulate and recommend policies and strategies for the prevention of juvenile delinquency
and the administration of justice, as well as for the treatment and rehabilitation of children
in conflict with the law;
 provide technical assistance in the formulation of agency plans, policies, research agenda
and programs on juvenile justice and welfare;
 periodic development of a comprehensive 3 to 5-year national juvenile intervention
program;
 conduct research and support evaluations and studies on all matters relating to juvenile
justice and welfare.

This Division is expected to deliver the following outputs based on the key functions identified in
the law:

Policy Formulation Program Research Advisory

Development
 National policies  3 to 5-year CNJIP  Research agenda  Annual report to
or national agency  Popularized CNJIP of the JJWC the President and
guidelines on Framework  Legal researches to the Congress on
juvenile justice and  Institutionalization  Evaluation studies the
welfare of the CLJIP on the implementation of
 JJWC Policy Notes  JJWC Strategic Plan implementation of R.A. 9344 as
 Council  JJWC Work and R.A. 9344 as amended
Resolutions Financial Plan amended
which integrates (evaluation of (LGU compliance
RJJWC WFP policies, programs) monitoring, annual
 Quarterly  National national situationer on
accomplishment Situationer on CICL, accomplishment,

19 JJWC-MOP
 Policy Formulation Program Research Advisory
Development
report (integrating CICL integrating gaps and challenges in
RJJWC RJJWC regional the implementation,
accomplishment situationer evaluation of policies
reports) and programs)
 JJWC TARA Plan
 Office Performance
Contract and
Review (OPCR)

4.2.2 Advocacy and Communication Division

This Division shall ensure that the Council undertakes advocacy and social marketing activities to
educate and raise the awareness and understanding of all stakeholders, duty bearers and the
general public on program and policy reforms and directions in juvenile justice and welfare.

Specifically, this Division is expected to lead the development and implementation of a

Communications Plan at the national and regional levels. Specific outputs include:

a. Production, dissemination and evaluation of IEC materials (briefer, primer, pamphlets, fact
sheet, presentations, poster, booklets/brochures, newsletter, manuals, AVP, plugs, laws,
RIRR, info graphics, documentation of good practices

b. Conduct of orientations, fora, dialogues, seminar/workshop

c. Media relations (press releases, official statements, orientation-dialogues with the media,
media monitoring, radio/TV guesting and public relations)

d. Juvenile Justice and Welfare Consciousness Week Advocacy activities (conduct of activities
such as but not limited to: flash mob, art workshops, photo contest, symposium, draw and
tell, orientations

e. Content management of JJWC website (specifically press releases, features, photos, success
stories/good practices

f. Messages, talking points and speeches, advocacy letters

g. Technical Assistance to RJJWC in matters related to advocacy and communication

This division is also responsible for (i) Knowledge Management, (ii) Grants and Resource
Mobilization, and (iii) Policy and Legislative Advocacy. In terms of knowledge management, the
division is in-charge of translating existing materials and documents into knowledge products. It is
also expected to lead the National Secretariat in grants and resource mobilization initiatives.

JJWC-MOP 20
Finally, the AdvoCom Division should be on top of legislative and policy advocacy in close
coordination with the Policy, Research and Development Division.

4.2.3 National Coordination, Monitoring and Information

Management Division
The NCMIM Division is the core coordination and monitoring unit of JJWC Secretariat. It facilitates
the monitoring of the compliance of the law by member and coordinating agencies at the national
level and at the regional level through the RJJWCs. It also provides support mechanism for all the
RJJWCs in the region. The NCMIM is tasked to:
 coordinate the conduct of and provide support during the regular, special and other
meetings and workshops of the Council;
 coordinate the implementation of the juvenile intervention programs and activities by the
JJWC member agencies, other duty bearers and stakeholders;
 oversee the programs and operation of the intensive juvenile intervention and support
center (IJISC) established within the region (through the RJJWCs);
 collect relevant information on all matters relating to juvenile justice and welfare both at
the national and regional levels;
 monitor compliance of duty bearers with the mandate and standards in juvenile justice and
welfare set by the law;
 provide technical assistance and support in the area of policy and program development,
monitoring, capacity-building, communications and advocacy at the regional and local
levels.

One of the main deliverables of the NCMIM Division is the maintenance of a Centralized Information
Management System of CICL and CAR. Specific outputs include standardized monitoring tools and
an automated National Juvenile Justice and Welfare MIS on CICL and CAR. The NJJWMIS is
comprised of registry data on CICL and CAR by region, directory of service providers and
interventions for CAR and CICL, case management and referral system, and monitoring of LGU
compliance. Good practice documentation at the regional and LGU levels is also expected to be
delivered by this division.

4.2.4 Finance and Administrative Division

This Division shall be primarily responsible for the preparation and implementation of an effective
financial plan to support JJWCs programs, activities and projects aimed at achieving the objectives
of the law, its rules and the desired outcomes and mandate of the Council. It shall also lead the
formation/establishment and functionality of internal committees to ensure the smooth operation
of the National and Regional Secretariat.

Specifically, it shall:
- provide administrative and logistical support to the JJWC and RJJWC;

21 JJWC-MOP
- prepare financial and procurement plans and monitor its implementation;
- facilitate and prepare all disbursement, liquidation and accounting reports;
- maintain inventory and serves as custodian for all properties and assets of the JJWC and
RJJWC;
- procure logistical support, whether goods or related services, for the JJWC and RJJWC.

JJWC-MOP 22
5 General Provisions and Internal Operations

5.1 Norms of Conduct of Public Officials and Employees

Public servants are bound to observe the following norms of conduct in the performance of work
and execution of official duties:

a. Commitment to Public Interest

Public officials and employees shall always uphold the public interest over and above personnel
interest. All government resources and powers of their respective offices must be employed and
used efficiently, honestly and economically, particularly to avoid wastage in public funds.

b. Professionalism
Public officials and employees shall perform and discharge their duties with the highest degree
of excellence, professionalism, intelligence and skill.

c. Justness and Sincerity

Public officials and employees shall remain true to the people at all times. They shall not
discriminate against anyone especially the poor and the underprivileged and shall at all times
respect the rights of others. They shall not dispense or extend undue favors on account of their
office to their relatives whether by consanguinity or affinity except with respect to
appointments of such relatives to positions considered confidential or as members of their
personal staff whose terms are coterminous with theirs.

d. Political Neutrality
Political officials and employees shall provide service to anyone without unfair discrimination
and regardless of party affiliations or preference.

e. Responsiveness to the Public

Public officials and employees shall extend prompt, courteous, and efficient service to the
public. Unless otherwise provided by law or when required by the public interest, they shall
provide information on their policies and procedures in clear and understandable language,
ensure openness of information, public consultations and hearings whenever appropriate,
encourage suggestions, simplify and systematize policy, rules and procedures.

f. Nationalism and Patriotism

Public officials and employees shall at times be loyal to the Republic and to the Filipino people,
promote the use of locally-produced goods, resources and technology and encourage
appreciation and pride of country and people, and endeavour to maintain and defend Philippine
sovereignty against foreign intrusions.

23 JJWC-MOP
g. Commitment to Democracy
Public officials and employees shall commit themselves to the democratic way of life and values,
maintain the principle of public accountability, manifest by deeds the supremacy of civilian
authority over the military, uphold the Constitution and put loyalty to the country above loyalty
to persons or party.

h. Simple Living
Public officials and employees and their families shall lead modest lives appropriate to their
positions and incomes. They shall not indulge in extravagant or ostentatious display of wealth
in any form.

5.2 Finance and Administration Management

See Appendix D for the Delegation and Delineation of Authority on Finance and
Administrative Matters (Memorandum Circular No. 01 Series 2015)

5.2.1 Personnel Management

Compensation/Benefits and Incentives

a. Salaries, Bonuses and Allowances

Compensation/Salary Wages – defined as the monetary payment to government

employees whether permanent, temporary, casual or contractual for services
rendered.

Cost of Services – refers to monetary payment made to Contract of Services

Workers, also known as MOA Workers

Policies
 Initial payment of salaries and cost of services shall be made through
disbursement voucher;
 Subsequent monthly payments shall be made through payroll, provided
the initial salary is not beyond the cut-off date for the start of payroll
processing which is the 24th of each preceding month for regular
employees and the 6th of each month for the Contract of Services
Workers.
 Release of salaries of permanent, casual, temporary and MOA workers is
done on the 15th and 30th of the month

JJWC-MOP 24
 Mandatory Minimum Supporting Documents for Initial Salaries/Wages

Regular:
 Appointment duly approved by appointing authority
 Duly accomplished Oath of Office
 Statement of Assets Liabilities and Networth
 Certificate of Service or Daily Time Record
 Certificate of Assumption to Duty

Additional Requirements in case of transfer:

 Clearance from previous office
 Certificate of last salary received from former office verified by auditor

Contract of Services or MOA Workers:

 Copy of Duly Notarized Contract
 Certification of Availability Funds
 DTR or
 Certificate of Rendition of Service

b. PERA: Personnel Economic Relief Allowance (PERA) – an amount of two thousand

pesos (Php2, 000.00) per month shall be granted to Government personnel.

c. Year End Bonus – a benefit equivalent to 13th month pay and cash gift given to all
employees (e.g. permanent, temporary or emergency in nature and contractual
personnel whose employment is in nature of a regular employee, appointive or
elective).

Consultants, experts, under job order contracts, apprentices, MOAs and others
similarly situated are not entitled to this benefit.

Basic requirements for entitlement:

 Rendition of a total or aggregate of four (4) months of service including
leaves of absence with pay as of October 31 of a given year; and
 Employment in the government as of October 31 of the same year.
 Aggregate service requirement shall include all actual rendered by
employees who are in the service as of October 31.

d. Mid-Year Bonus – It is an advance payment which employees may receive equivalent

to one half (1/2) of the amount of year-end bonus in May, provided:

 They have rendered at least four (4) months of service, including leaves
of absence with pay, from January 1 to April 30 of the given year;

25 JJWC-MOP
  Regardless of whether or not they will still be in the service as of
October 31 of the same year.

Payment of Mid-year bonus shall be made not earlier than May 1, and
should be paid not later than May 31 of the particular year. The other
half or the balance of the year-end bonus shall be paid not earlier than
November 15 of each year.

e. Cash gift – given to all government personnel, whether appointive or elective, under
regular, temporary or casual status, and contractual personnel whose employment is in
nature of a regular employee who are under the following instances from January 1 to
April 30 or from July 1 to October 31 of each year and shall still be or still in the service,
respectively, as of October 31 of the same year:
 Those who have rendered at least a total of four (4) months of service
including leaves of absence with pay;
 Those who are on approved leave without pay but have rendered at least
a total of four (4) months of service provided they are not yet dropped
from the rolls; and
 Those who have rendered less than four (4) months of service. (Budget
Circular No. 11, October 31, 1996)
 Employees may receive one half (1/2) of the amount of cash gift in May,
provided:
i. They have rendered at least four (4) months of service, including leaves of
absence with pay, from January 1 to April 30 of the given year;
ii. Regardless of whether or not they are still in the service as of October 31 of the
same year.
iii. Payment of the authorized benefit shall be made not earlier than May 1, and
should be paid not later than May 31 of the particular year.

f. Productivity Incentive Bonus (PIB) – This incentive shall be given to all officials and
employees of the Department whether under permanent, temporary, casual or
contractual status, or part-time appointment, who have rendered at least satisfactory
performance for the year covered, in the recognition of the agency to carry out its
mandate through effective and efficient delivery of its programs and services.

The grant of this bonus shall be given in accordance with the guidelines as prescribed by
the Office of the President and/or the Department of Budget and Management.

g. Step Increment based on Length of Service - Shall apply to all officials and employees
who are appointed on a permanent and temporary status in the career and non-career
service whose positions are found in the regular plantilla of the agency concerned.

h. Clothing Allowance – Annual Clothing Allowance shall be given to all employees

whether employed on permanent emergency basis.

JJWC-MOP 26
 Basic requirements for entitlement: Who have rendered six (6) consecutive months of
service, provided he/she serves the department for another six (6) months;

i. Entitlement of Leave Privileges

In general, all employees whose employment are in the nature of a regular employee
like permanent, contractual, casual and co-terminus employees who render work
during the prescribed office shall be entitled to leave privileges.

Leave privileges are classified into:

1. Fifteen (15) days of vacation leave per annum;
2. Fifteen (15) days of sick leave per annum;
3. Three (3) days Special Privileges;
4. Sixty (60) days Maternity Leave;
5. Seven (7) days Paternity Leave;
6. Seven (7) days Solo Parent Leave;
7. Five (5) days mandatory Force Leave;
8. Maximum of six (6) months Rehabilitation Leave;
9. Maximum of six (6) months Study Leave;
10. Maximum of sixty (60) days Leave under the Magna Carta for Women;
11. Ten (10) days leave for women who are victim of violence;
12. Maximum of Five (5) days emergency leave due to calamities;
13. Leave privileges under the educational program;
14. Compensatory day-off
15. Two (2) days per month filial leave for reassigned incumbents of CES
positions.

The following leave laws and rules of the Civil Service Commission are applied:
1. Application for Vacation Leave – All applications for vacation leave of
absence for one (1) full day or more shall be submitted on the prescribed
form for action by the proper head of agency five (5) days in advance,
whenever possible, of the effective date of such leave;

2. Application for Sick Leave – All applications for sick leave of absence for one
(1) full day or more shall be made of the prescribed forum and shall be filed
immediately upon employee’s return from such leave – notice of absence,
however should be sent to the immediate supervisor and/or to the agency
head. Application for sick leave in excess of five (5) successive days shall be
accompanied by a proper medical certificate;

3. Tardiness and undertime are deducted against vacation leave credits and
shall not be charged against sick leave credits, unless the undertime is for
health reasons supported by medical certificate and application for leave.
This means that sick leave application for half-day or less shall be supported
by medical certificate and leave application;

27 JJWC-MOP
 4. Leave application in excess of 30 days shall require proper office clearance;

5. The annual mandatory five (5) days force leave should be scheduled with
respective supervisors, so as not hamper the operation of the office;

6. Availment of other leave privileges shall require proper documentation

prescribe and/or issued by the Civil Service Commission, Commission on
Audit and other regulating bodies.

j. Government Service Insurance System (GSIS) RA No. 8291

a. Coverage - Membership is compulsory for all personnel whose employment is in

the nature of a regular employee (e.g. appointive or elective employees,
temporary, casual, permanent or contractual with employer-employee
relationship)

b. Exclusion
The following are excluded in the compulsory membership of the GSIS:

 Uniformed members of the Armed Forces of the Philippines and the

Philippine National Police including the Bureaus of Jail Management and
Penology and Fire Protection; and
 Those who are not receiving basic pay or salary and those whose nature
of employment has no employer-employee relationship (e.g. MOAs,
Contracted Service)

c. Classification of GSIS Coverage

Active Members – those covered by the GSIS with the complete social security
program and paying the integrated contributions under RA 8291;

Retired Members – GSIS retirees and pensioners and those who have received
their lump sum but still in their guaranteed period;

Policyholders – those who have separate retirement schemes under special

laws and are covered by a life insurance policy only such as the members of the
Armed Forces of the Philippines (AFP), Judiciary, Constitutional Commissions
and other similarly situated government officials;

Separated or Inactive Members – those who have paid the integrated

contributions for the complete GSIS social security program but are separated
from the service or whose coverage has ceased but have yet to receive future
benefits from the GSIS.

JJWC-MOP 28
 d. Benefits

Retirement Benefits – granted to an employee upon his withdrawal from

occupation or from active working life due to approaching old age. There are
four (4) retirement modes available to government employees. Those who were
in the service on or before May 31, 1977 may avail of retirement benefits under
RA 660, RA 1616, PD 1146 or RA 8291, while those who entered government
service after May 31, 1977 may avail of retirement benefits under PD 1146 or
RA 8291.

Separation Benefits – Member must have at least 3 years but less than 15 years
of government service and below 60 years of age to be entitled to 100% of the
Average Monthly Compensation (AMC) for every year of service payable upon
reaching the age of 60.

Members who had at least 15 years of government service and below 60 years
of age shall be entitled to an amount equivalent to 18 times the basic monthly
pension, payable upon separation, and monthly pension for life starting at age
60.

Unemployment – paid when a permanent government employee who has paid

the required 12 months integrated contributions under RA 8291 is involuntary
separated from the service as a result of the abolition of his office or position
usually resulting from reorganization. The benefit is in form of monthly cash
payments equivalent to 50% of the average monthly compensation (AMC).

Disability (Permanent Total, Permanent Partial, Temporary Total) – Granted to

a member due to the loss or reduction in earning capacity caused by a loss or
impairment of the normal functions of the employee’s physical and /or mental
faculties as a result of an injury or disease.

Survivorship – Survivorship pension which consist basic survivorship pension

equivalent to 50% of the basic monthly pension and the dependent children’s
pension equivalent to 10% for each minor child below 18 years of age not
exceeding 5, counting from the youngest without substitution, not exceeding the
50% of the basic monthly pension. Survivors must be a primary beneficiary
(ies)/legal heirs of the deceased member (Benefits under PD 1146)

k. PAG-IBIG or the Home Development Mutual Fund (PD 1530, later amended by PD
1752 and RA 7742)
Membership in the Fund shall be mandatory upon all employees covered by the Social
Security System and the Government Service Insurance System, and their respective
employers; Provided, however, that coverage of the employees whose monthly

29 JJWC-MOP
 compensation is less than four thousand pesos (Php 4,000) shall be voluntary. (Sec. 1
Rule IV, IRR of RA No. 7742)

l. Philhealth or the Philippine Health Insurance Corporation (RA 7875)

All government employees who entered government service should register with the
PhilHealth to enable them and their dependent(s) to secure PhilHealth Identification
Numbers and provide the PhilHealth the necessary data and information to facilitate
transaction related to their availment of benefits.

m. Scholarship and Training (guidelines and procedures to be designed)

5.2.2 Modes of Disbursements

Fundamental Principles governing the financial transactions and operations of any government
agency as provided under Section 4 of PD No. 1445:

 No money shall be paid out of any public treasury of depository except in pursuance of an
appropriation law or other specific statutory authority.
 Government funds or property shall be spent or used solely for public purpose.
 Trust Fund shall be available and may be spent only for the specific purpose for which the
trust was created or the fund received.
 Fiscal responsibility shall, to the greatest extent, be shared by all those exercising
authority over the financial affairs, transactions, and operations of the government
agency.
 Disbursement or disposition of government funds or property shall invariably bear the
approval of the proper officials.
 Claim against government fund shall be supported with complete documentation.
 All laws and regulation applicable to financial transactions shall be faithfully adhered to.
 Generally accepted accounting principles and practices as well as of sound management
and fiscal administration shall be observed, provided that they do not contravene
existing laws and regulations.

General Requirements for All Types of Disbursement

 Certificate of Availability of Funds issued by Chief Accountant
 Existence of lawful and sufficient allotment duly obligated as certified by authorized official.
 Legality of transaction and conformity with laws, rules and regulation.
 Approval of expenditures of Head of Office or his authorized representative.
 Sufficient and relevant documents to establish validity of claim.

JJWC-MOP 30
Cash Advance

Cash Advances. Advances granted to officers and employees which may be classified into:

(a) regular cash advance - those granted to cashiers, disbursing officers,

paymasters and/or property/supply officers for salaries and wages, commutable
allowances, honoraria and other similar payments and petty cash operating
expenses;

(b) special cash advances – those granted on the explicit authority of the agency
heads to duly designated disbursing officers or employees for other legally
authorized purposes.

Uses of Cash Advance

 Commutable allowances e.g. Travelling allowance, pre travel allowance;
 Payment of small value office supplies;
 Payment of food to be served during meetings;
 Current operating expenditures of the agency field office

Specific Requirements of Cash Advance

Granting of Cash Advance
The rules and regulations on the grant and liquidation of cash advances are prescribed
under COA Circular No. 97-002 dated February 10, 1997 and reiterated in COA
Circular No. 2009-002 dated May 18, 2009 and Section 89 of P.D. No. 1445. These
guidelines provide, among others:

 No cash advance shall be given unless for a legally authorized specific purpose;
 No additional cash advances shall be allowed to any official or employee unless the
previous cash advance given to him is first liquidated and accounted for in the
books;
 No cash advance shall be granted for payments on account of infrastructure projects
or undertaking on a project basis;
 A cash advance shall be liquidated as soon as the purpose for which it was given
has been served;
 Only permanently appointed shall be designated as disbursing officers. Elected
officials may be granted a cash advance only for their official travelling expenses;
 Transfer of cash advances from one Accountable Officer to another shall not be
allowed.

Documentary Requirements common to all cash advances except travels

 Authority of the accountable officer issued by the Head of the Agency or his duly
authorized representative indicating the maximum accountability and purpose of
cash advance (for initial cash advance);

31 JJWC-MOP
  Certification from the Accountant that previous cash advances have been liquidated and
accounted for in the books;
 Approved application for Bond and/or Fidelity Bond for the year for cash accountability
of P2,000 or more

Bonding of Accountable Officers

 Every officer, agent and employee of the GOP, regardless of the status of their
appointment shall, whenever the nature of the duties performed by such officer, agent
or employee permits or requires the possession, custody or control of funds or
property for
 which he is accountable, be deemed a bondable officer shall be bonded or
bondable and his fidelity bond insured;
 Each accountable officer with a total cash accountability of P5,001 or more shall be
bonded;
 The rate of premium of the fidelity bond is equal to 1.5% of the amount of bond but
shall not be less than P150
 General Form No. 58A (Application Form) subscribed and sworn to before any officer
authorized to administer oath, attaching therewith two (2) passport size ID pictures
taken within the last three (3) months prior to date of application;
 General Form No. 57A (Request form) to be accompanied by the following:
a. Latest Sworn SALN
b. List of bondable public officers certified by the Agency Officer in charge of
Administrative and/or finance department, service, division or unit

Liquidation of Cash Advances

General Guidelines
The Accountable Officer shall liquidate cash advances within the following period:

Travelling Expenses – within 30 days after the return of the official/employee to his
official station for local travel and 60 days after the return of the
official/employee concerned to the Philippines in the case of foreign travel (5.1.3
COA Circular 97-002)

Documentary requirements
Local Travel
 Paper/Electronic plane, bus or boat tickets, boarding pass and terminal fees;
 Certificate of appearance/attendance;
 Copy of previously approved itinerary of travel;
 Revised or supplemental order of any proof of supporting change of schedule
 Revised Itinerary of travel, if the previous itinerary was not allowed;
 Certification of the Head of Agency as to the absolute necessity of the
expenses together with corresponding bills or receipts, if the expenses incurred

JJWC-MOP 32
 for official travel exceeded the prescribed rate per day (Certification or Affidavit
of loss shall not
 be considered as an appropriate replacement for the required hotel/lodging bills
or receipts);
 Liquidation Report;
 Reimbursement Expense Receipt (RER);
 OR in case of refund of excess cash advance;
 Certificate of travel completed;
 Hotel rooms or lodging bills with official receipts in the case of official travel to
places in case of 50 kilometer radius from the last city or municipality covered
by the Metro Manila area or the city or municipality where their permanent
official station is located in the case of those outside the Metro Manila area, if travel
allowances being claimed include the hotel room/lodging rate

Actions against AO for failure to liquidate on time

 Valid cause for the Withholding of salary (97-002, 5.1.3 last par)
 No additional cash advance
 May be liable criminally, administratively and/or civilly

5.2.3 Budget Unit Process Flow

Request for Obligation/Budget Utilization

Activities Timeline
 Receive documents, assign number and record in the logbook Within 5
minutes
 Check the claims as to the accuracy, validity, legality and Within 5
completeness of the supporting documents minutes
 Review claim/s if fund is available re: approved work and financial Within 3
plan minutes
 If the documents are incomplete, the documents will be returned to Immediately
the concerned office/unit
 If the documents are in order, budget officer will process/control the 5 to 7 minutes
claims
 Post information into the Registry of Allotments and Obligations 3 minutes
(RAO)
 Sign obligation request/budget utilization request, and Within 1 minute
 Forward documents to Accounting Unit Immediately

33 JJWC-MOP
SUBMISSION OF FINANCIAL REPORTS
Budget Accountability Reports (BARs)/Budget Execution Documents (BEDs)
Financial Statements Agencies Deadline
 Status of Allotments, Obligations Incurred and DSWD 2nd day of the
Balances (SAOB) following month
 Budget and Accountability Reports No. 1, 1-A and DBM/COA Within 30 days
1-B of the following
month after end
of the quarter
 Estimate Daily Cash Disbursements Bureau of 15th day of the
Treasury following month
 Financial Plan (Succeeding Year) DBM 30th day of
November
(Current Year)
 Monthly Disbursement Program (Succeeding Year) DBM 30th day of
November
(Current Year)

5.2.4 Procurement

Procurement Method

Competitive Bidding
 Alternative Methods of Procurement
 Direct Contracting (exclusive distributorship)
 Shopping (common office supplies, materials and equipment NOT available from
PS-DBM below PhP500,000.00)
 Negotiated Procurement (13 types) - (Commonly used: 2-Failed biddings,
emergency cases, agency to-agency, procurement agent, highly technical
consultants, small value procurement, lease of real property (venue)

Phases of Procurement
a. Pre-Procurement Phase (End-User – RJJWC / National Secretariat Division, Finance
and Administrative Division)

 Procurement Planning (APP and PPMP)

 Preparation of RIS/PR with the right specifications and supporting documents
 Review, Certification (as to APP and funds) and Approval (by Executive Director)
of RIS/PR and its supporting documents

b. Actual Procurement (General Service, End-User -RJJWC / National Secretariat

Division)

JJWC-MOP 34
  Identification of appropriate mode of procurement
 Facilitation/Monitoring of procurement process

c. Post Procurement (End-User, Finance and Administrative Division, Inspection

Committees)
 Preparation of PO/Contracts
 Inspection and Acceptance of Items
 Preparation of Obligation Requests (ObR) and processing of payments
 Signing of PAR and ICS (if equipment / office supplies)

5.2.5 JJWC - Strategic Performance Management System

Background and History

In 2006, the Juvenile Justice and Welfare Act or Republic Act 9344 (RA 9344) was enacted. The law
created the Juvenile Justice and Welfare Council, a policy-making, coordinating and monitoring
body tasked to ensure the implementation of the law through its member and coordinating
agencies. While chaired by an Undersecretary of the Department of Social Welfare and
Development (DSWD), the JJWC and its Secretariat were previously placed under the
administrative supervision of the Department of Justice (DOJ).

Seven (7) years after, RA 9344 was amended by RA 10630 or an Act Strengthening the Juvenile
Justice System in the Philippines. The amendatory law, which was signed by President Aquino in
2013, sought to address issues and concerns confronting the full implementation of the law
including the strengthening of JJWC as a Council3 and its Permanent Secretariat at the national and
regional levels. Section 8 of RA 9344 as amended provides for the creation of permanent National
Secretariat and Regional Secretariat with the main task of supporting the Juvenile Justice and
Welfare Council (JJWC) and Regional Juvenile Justice and Welfare Committee (RJJWC), respectively,
in performing its mandate, duties and functions pursuant to the provisions of law and the Revised
Implementing Rules and Regulations (RIRR).

RA 9344 as amended also transferred the administrative supervision of JJWC from DOJ to DSWD.
Following the promulgation of the RIRR of RA 9344 as amended in September 2014, JJWC became
an attached agency of the DSWD.

The last quarter of 2014 and the year 2015 were transition years for the Council. Aside from the
mandate to organize and establish RJJWC in all 17 regions, additional 56 plantilla positions were
approved based on the enhanced organizational structure of JJWC. These include additional

3Additional member agencies were identified from the Leagues of Provinces/Cities/Municipalities and Barangay.
DOH was also identified as a new member of JJWC. RA 9344 as amended identified the following member agencies
of JJWC: DSWD, DOJ, DepEd, DILG, CHR, CWC, NYC, DOH, LPP, LCP, LMP, LNB, PREDA and CPTCSA (NGO
members)

35 JJWC-MOP
positions at the National Secretariat and the creation of two (2) staff positions each per Regional
Secretariat. This is a significant increase from the initial 10 plantilla positions approved for JJWC in
2008.

JJWC derives its mandate from RA 9344 as amended. In 2014, JJWC revisited and re-affirmed its
vision, mission and goals for the next three years (2015-2017). These goals informed the key
results areas and program strategies of JJWC4. The effectiveness of JJWC, however, depends on both
the management and employees’ shared understanding of, and commitment to, the vision, mission
and core values of the agency.

JJWC, as a new agency, commits to promote a working environment that is conducive to producing
harmonious relationships between and among the staff (officials and employees) of the national
and regional secretariat as well as in enhancing their welfare and productivity towards effective
and efficient service.

Civil Service Commission’s Memorandum Circular No. 6, s. 2012 mandates the establishment and
implementation of Agency Strategic Performance Management System in all constitutional bodies,
departments, bureaus and agencies of the national government, local government units,
government-owned and/or controlled corporations and state universities and colleges.

The DSWD, which has administrative supervision over JJWC, issued Administrative Order No. 11, s.
2015 describing the Department’s Strategic Performance Management System (DSPMS) following
the themes of alignment, integration, personnel development, and results/outcomes focus.

Consistent with these guidelines and issuances, JJWC hereby issues its own Strategic Performance
Management System.

I. OBJECTIVES

The JJWC Strategic Performance Management System (JJWC-SPMS) shall be administered:

1. To align JJWC’s performance targets with its vision, mission, goals and strategic priorities as
mandated by RA 9344 as amended, and as articulated in the Strategic Plan 2015-2017;

2. To concretize the linkage of JJWC’s performance with individual performance towards the
discharge of its mandate and achievement of its target outcomes;

3. To encourage a team approach to performance management towards the attainment of JJWC

goals;

4. To link performance management with other Human Resource (HR) systems and ensure
adherence to performance-based tenure and incentive system.

4 For the purpose of the SPMS Guidelines, JJWC is used to refer to the Permanent Secretariat of the Council.

JJWC-MOP 36
II. COVERAGE
The JJWC-SPMS shall apply to all JJWC officials and employees who are incumbents of career, non-
career, casual and contractual position, both at the National and Regional Secretariat. Those hired
under Memorandum of Agreement (i.e., MOA, contract of service workers, job orders) whose
renewal of Contracting Services shall be based on performance shall also be covered by these
guidelines.

III. FRAMEWORK OF THE JJWC STRATEGIC PERFORMANCE MANAGEMENT SYSTEM

Figure 1 shows the framework of the JJWC SPMS. It outlines how the individual staff targets can
contribute to the attainment of the strategic priorities that will lead to the attainment of the JJWC’s
mandates as specified in RA 9344 as amended.

Figure 1. A Framework for JJWC-SPMS

Fulfillment of Child’s Rights

(International and National Commitments: UN CRC, Child 21, NPAC, CPCP)

JJWC Mandate: RA 9344 as JJWC Strategic Plan,

amended by RA 10630 MFOs, Performance Indicators

Annual Priorities, Goals and Objectives

(JJWC/RJJWC Work and Financial Plan)

Individual Staff Targets

(Nat’l and Reg’l Secretariat)

IV. KEY PLAYERS AND RESPONSIBILITIES

A. Executive Director

The Executive Director (ED) is primarily responsible and accountable for the establishment
and implementation of the JJWC-SPMS.

37 JJWC-MOP
 In coordination with the JJWC-PMT, the ED shall:

a. Office Targets and Performance

 Conduct a strategic planning session with the Division Chief (DC)/Supervisors and
staff, and agree on the outputs that should be accomplished based on the JJWC
strategic plan and other directives of the Council.
 Submit the Office Performance Commitment and Review Form (OPCR) to the DSWD
Secretary through the JJWC Chairperson (DSWD Office of the Undersecretary for
Operations and Program - Protective Programs5).
 Undertake an initial assessment of Office performance using the approved Office
Performance Commitment and Review Form (OPCR).

b. Individual Targets and Performance

 Review and approve individual employee’s Performance Commitment and Review
Form on the set deadline
 Determine final assessment of performance level of the individual employees based
on proof of performance
 Inform employees of the final rating and identify, together with immediate
supervisor/coach, necessary interventions to employees based on the assessment of
developmental needs

B. JJWC Performance Management Team (JJWC PMT)

The JJWC PMT shall be composed of the following:

 Deputy Executive Director (DED) as Chairperson;
 Chief of the Policy and Research Division as Member;
 Chief of the Advocacy and Communications Division as Member;
 Chief of the National Coordination, Monitoring and Information Management
Division as Member;
 Chief Administrative Officer as Member;
 Three (3) representatives from the RJJWC Secretariat as Members;
 President of the employee association or union duly recognized as the Negotiating
Representative of the rank and file employees as Member.
 The Personnel Officer and two (2) second-level representatives each from the Policy
and Research Division, Advocacy and Communications Division, and National
Coordination, Monitoring and Information Management Division as Secretariat.

The functions of the JJWC PMT shall be to:

1. Oversee tasks related to the effective implementation of the JJWC SPMS;

5 Per DSWD Administrative Order No. 01, Series of 2016

JJWC-MOP 38
 2. Develop assessment tools including guidelines for its administration;
3. Assist the Executive Director in overseeing the performance of the JJWC National
and Regional Secretariat staffers and in setting the criteria to rank offices and
individuals for the grant of performance-based incentives;
4. Propose a synchronized calendar for JJWC SPMS activities for approval by the
Executive Director;
5. Create the organizational performance template indicators as basis for office
performance;
6. Develop an internal performance-based incentive scheme which will reward
exemplary employees/officials and well-performing JJWC units both at the National
and Regional Secretariat;
7. Develop a communication strategy to enable JJWC officials and staff to better
understand the JJWC SPMS especially in linking individual targets and performance
to the overall office performance;
8. Report to the Executive Director on the implementation status and concerns
regarding performance management and submit recommendations that will ensure
the JJWC SPMS is implemented effectively;
9. Act as a body to discuss and resolve performance management-related issues as
well as issues on operational policies, guides, and protocols to ensure that the JJWC
SPMS meets its objectives;
10. Adopt its own internal rules, procedures and strategies in carrying out the above
responsibilities including schedule of meetings and deliberation, delegation of
authority to representatives in case of absence of members.

C. JJWC officials and responsibilities on JJWC SPMS

1. Designated Planning Officer or Chief of the Policy and Research Division

The designated Planning Officer (PO) shall:

 Consolidate the initial performance assessment of the Division Chiefs/Head of
Units based on reported Office accomplishments against the success indicators,
and the allotted budget against the actual expenses. The result of the
assessment shall be the basis of the JJWC PMT’s recommendation to the
Executive Director who shall determine the final Office rating;
 Monitor submission of the Office Performance Contract and Review form (OPCR)
and schedule the review/evaluation of Office Commitments by the PMT on the
set deadline;
 Provide each Division with final office assessment to serve as basis of office in
evaluating the individual staff members.

39 JJWC-MOP
 2. Chief Administrative Officer

The Chief Administrative Officer (CAO) shall:

 Monitor submission of Individual Performance Commitment and Review Form
(IPCRs) of employees;
 Provide analytical data on retention, skill/competency gaps, and talent
development plans that align with the strategic plan;
 Review the Summary List of Individual Performance Rating to ensure that the
average performance rating of employees is equivalent to or not higher than the
Office Performance Rating as recommended by the JJWC PMT and approved by
the Executive Director; and
 Coordinate developmental interventions that will form part of the HR Plan.

3. Division Chiefs and Supervisors/Coaches

The Division Chiefs (DC) and Supervisors/Coaches shall:

 Assume joint responsibility with the Executive Director in ensuring attainment of
performance of objectives and targets;
 Rationalize distribution of targets/tasks;
 Monitor closely the status of the performance of their staff and provide support
and assistance through the conduct of coaching for the attainment of targets set
by the Division/Unit and individual employee;
 Assess individual employee’s performance; and
 Recommend developmental intervention.

4. Individual Employees

Each employee shall act as partner of the management and their co-employees in
meeting JJWC’s performance goals.

V. JJWC SPMS IMPLEMENTATION

A. SPMS Information Management

Templates and information generated through the SPMS will be linked to the Human
Resource Information System (HRIS)6 in order to produce timely, accurate and reliable
information for program tracking, performance monitoring/reporting and decision making
processes.

6 Included in the approved Information Systems Strategic Plan (ISSP) of JJWC for the period 2015-2017.

JJWC-MOP 40
 B. The JJWC SPMS Cycle

The JJWC SPMS shall follow the Four-Stage SPMS Cycle that underscores the importance of
Performance Management:
1. Performance Planning and Commitment
2. Performance Monitoring and Coaching
3. Performance Review and Evaluation
4. Performance Rewards and Development Planning

Table 1: Indicative JJWC SPMS Calendar shows the synchronized calendar of activities
related to the JJWC SPMS cycle:

SUBMIT SCHEDULE
ACTIVITY
TO Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
1. SPMS Orientation and Pilot Test
Orientation X
Pilot-Test CSC X X X
2. Performance Planning and Commitment
OPCR for DSWD 30th
Approval Secretary
IPCR for DC 10th 25th
Review and
Approval DED, ED 20th 30th

IPCR Form CAO, EOM7 5th

PMT
Secretariat
3. Performance Monitoring and Coaching
Monitoring by:
 JJWC Chair Regular Basis
 ED Regular Basis
 DC, DED ED 15th 15th
 Individual DC 15th 15th
Staff
Form PO 30th 30th
4. Performance Review and Evaluation
OPCR
 Division level PO 15th 15th 10th
(DC)
 Consolidated PMT, ED 30th 30th 10th
Report (PO)
PREW ED 15th
IPCR DC 30th 30th

7 End of the Month (EOM)

41 JJWC-MOP
 SUBMIT SCHEDULE
ACTIVITY
TO Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
IPCR Approval DED, ED 15th 15th
5. Performance Reward and Development Planning
PMT to submit ED 15th 15th
top performers’
list/identify
potential
nominees
(awards)

1. Performance Planning and Commitment

a. Office Performance Planning and Commitment

This is done on or before 15 January of every year where the JJWC staff at the National and
Regional Secretariat meet and agree on the key result areas, performance targets and success
indicators that should be accomplished for the year based on the goals, objectives and
organizational outcomes of JJWC. Submission to the DSWD Secretary for approval shall not be
later than the last working day of January.

Prerequisite to the preparation of the Office Performance Commitment and Review Form
(OPCR)8 is the conduct of the year-end review of the performance of the Secretariat, both at the
National and Regional Levels. The National Secretariat shall also gather the inputs of the
RJJWCs through a consultation with the RJJWC Chairpersons during the National Management
and Development Conference (NMDC)9 organized semi-annually by the Department of Social
Welfare and Development. If this is not possible, the Work and Financial Plans (WFPs) of the
RJJWCs shall be considered as sufficient inputs to the OPC.

The OPCR shall have the following key result areas (KRAs):

A. Core Functions10 – pertains to the outputs which are linked with the mandates and
priority deliverables of JJWC such as:

1. Policy Formulation and Program Development

2. Research, Monitoring and Evaluation
3. Data and Information Management
4. Advocacy and Social Mobilization
5. Coordination and Technical Assistance to Other Agencies/LGUs

8 See Appendix E. JJWC SPMS Forms

9 Instructions from the Mid-Year NMDC shall be included in the Enhanced OPC for approval of DSWD Secretary, through
the JJWC Chairperson (DSWD Undersecretary for OPG-Protective Programs).
10 Deliverables in connection to core functions should be given the highest percentage among other deliverables.

JJWC-MOP 42
 B. Support to DSWD’s Strategic Priorities – pertains to those that are linked to and
supportive of the priorities of DSWD as JJWC’s mother agency

C. Secretary’s Directives – pertains to instructions from the DSWD Secretary during the
mid-year and year-end NMDC

D. Organizational Excellence – pertains to outputs related to the organizational

development of JJWC

During this phase, success indicators are determined. Success indicators are
performance level yardsticks consisting of performance indicators and performance
targets. These shall be the basis for the office and individual employee’s preparation of
their respective performance contract and rating form.

b. Performance Indicators

In accomplishing the OPCR and the Individual Performance Commitment and Review
Form (IPCR), performance indicators shall include any one, or a combination of the
following:

Category Definition
Quality Specific standard of accomplishments that answers in what manner
and how well the goal is to be accomplished.
Quantity Target number of percentage of accomplishment that answers by
how many, or how much, or what increase or decrease rate of
output is required for the goal to be considered accomplished.
Timeliness Measures whether the deliverable was done on time based on the
requirements of the law and/or clients/stakeholders. Time related
performance indicators evaluate such things as project completion
deadlines, and other time-sensitive expectations.

c. Target Setting

The JJWC Strategic Plan, annual thrusts and priorities, approved performance
indicators, and approved organizational outcomes shall be the bases for the target
setting. In setting work targets, JJWC shall identify specific division, unit, group or
individuals as primarily accountable for producing a particular target output per
program, project, or activity. JJWC shall likewise indicate the detailed budget
requirement to ensure a strategy driven budget allocation and to ensure cost efficiency.

The targets shall take into account any combination of, or all of the following:

i. Historical Data. The data shall consider past performances of JJWC and RJJWCs.

43 JJWC-MOP
 ii. Benchmarking. This involves identifying and comparing functions or processes
with other similar agencies (policy-making bodies). Benchmarking may also
involve recognizing existing standards based on provisions or requirements of
the law.
iii. Client/stakeholders’ feedback. This involves bottom-up and consultative
approach where JJWC sets targets based on the feedback and results of
consultation with stakeholders and other clients.
iv. Council or Top Management instruction. The JJWC Chairperson or the DSWD
Secretary may set targets and special assignments.
v. Future trends. Targets may be based from the results of the comparative analysis
of the actual performance of JJWC with its potential performance.

d. Individual Performance Planning and Commitment

In line with the SPMS objective of aligning individual performance targets to JJWC’s
directions and values, the approved OPCR shall serve as basis for individual
performance target and measures to be prepared in the Individual Performance
Commitment and Rating (IPCR) form11. Approved IPCRs should be submitted to the
CAO (FAD) on the following deadlines:

1st semester IPCR - End of February

2nd semester IPCR - 5th August

Table 2 shows the approving authorities for the OPCR and IPCR:

Proponent Approving Authority

OPCR
JJWC National Secretariat DSWD Secretary or designated representative
with the recommendation of JJWC Chairperson
(DSWD Undersecretary)
IPCR
Executive Director DSWD Secretary or designated representative
with the recommendation of JJWC Chairperson
(DSWD Undersecretary)

Deputy Executive Director Executive Director

Incumbent positions of Division Executive Director with the recommendation of

Chief, or equivalent (SG 24) and Division Chief (SG 22 and below) and Deputy
below at the National Secretariat Executive Director (SG 24 and below)

11 Appendix E. JJWC SPMS Forms

JJWC-MOP 44
 Proponent Approving Authority
Regional Secretariat staff (Admin Executive Director with the recommendation of
Assistant III and Social Welfare DC Coach/Supervisor
Officer III)

2. Performance Monitoring and Coaching

Performance monitoring and coaching focuses on assessing to what extent JJWC and the
individual employees are accomplishing work that has been planned at specific points
during the performance/rating period. It also pertains to the responsibility of the
supervisor to periodically check the work performance of the subordinate all
throughout the performance period.

a. Agency Performance Monitoring and Checkpoint

At the agency level, performance checkpoint shall be used to monitor the status of
the achievement of targets and major final outputs. JJWC, through the PMT, shall
review the targets and measures to determine if modifications are needed to be
made to these targets and measures, i.e., to integrate DSWD Secretary’s directives
during the mid-year NMDC. Nevertheless, changes in the targets and measures shall
still be subject to the approval of the DSWD Secretary with recommendation of the
JJWC Chairperson (DSWD Undersecretary).

b. Individual Performance Monitoring and Coaching

1. The individual performance monitoring form12 will be used to check on the

progress and quality of work outputs of the individual employees. It shall be
submitted to the following authorities 15 calendar days after the end of the 1 st
and 3rd quarters of the year: April 15, October 15.

Proponent Coach/Supervisors
RJJWC Secretariat DC Coach/Supervisor, copy furnished: JJWC
Executive Director
JJWC National Secretariat:

DED, Division Chief or its Executive Director

equivalent

Other rank and file Division Chief or its equivalent

employees

12 Appendix E. JJWC SPMS Forms

45 JJWC-MOP
 2. The NCMIM shall develop the JJWC SPMS Information Management System to
support performance monitoring in the most effective manner. The PMT
Secretariat shall consolidate all performance monitoring and coaching forms of
individual employees of JJWC.

3. If based on the performance report, the coach/supervisors determine that the

employee fails to deliver his/her targets, said coach recommends to the
Executive Director appropriate coaching and intervention needed by the
individual employee. Modifications in targets and measures may also be done
per recommendation of the coach/supervisor.

4. The coach/supervisor and the concerned employee shall discuss proposed

intervention/coaching methodologies which may involve formal and informal
feedbacking/coaching sessions. The details of the agreement shall be included
in an Individual Performance Coaching Form.13

5. The intervention/coaching shall be provided within the succeeding quarter,

which should not exceed three months, unless the nature of intervention
requires a longer period.

3. Performance Review and Evaluation

In the Performance Review and Evaluation stage, JJWC evaluates the performance level of
both the agency and the individual employees based on set performance targets and
measures and success indicators in the OPCR and IPCR identified during the performance
planning and commitment stage.

The performance review and evaluation will be facilitated at the end of the year (agency-
level) and after the end of every semester or at least twice a year (for individual
employees).

a. Office Performance Review and Evaluation

JJWC shall undergo an office performance review and evaluation or PREW not later
than December 15. The evaluation will be based on the achievements of JJWC and
RJJWCs (physical and financial) vis-à-vis specific success indicators in the OPCR. To
aid the said evaluation, the Planning Officer (PO) shall consolidate the division-level
accomplishments prepared by the Division Chief/Head of Units. Issues and
concerns will also be gathered which should be used as inputs for the Performance
and Commitment Planning for the succeeding calendar year.

13 Appendix E. JJWC SPMS Forms

JJWC-MOP 46
 The PMT and the Executive Director, as Head of Agency, shall facilitate an agency-
level performance review and evaluation for the purpose of accomplishing the OPCR
by January of the succeeding year. The ED shall submit the OPCR of the JJWC with
the final rating of the DSWD Secretary by January of the succeeding year.

b. Individual Performance Review and Evaluation

Similarly, individual employee will undergo assessment of their accomplishment

vis-à-vis their individual targets, which are linked to the Office targets as specified in
their IPCRs.

1. Every employee shall accomplish and submit a self-rated IPCR to the DC Coach
Supervisor by the 30th of July, following the end of the first semester and by the
30th of January of the succeeding year for the review of the 2nd semester
performance. (See Annex C: Guide on the Computation of Rating)

2. An employee’s self-assessment shall be discussed by the Division Chief with the

concerned ratee prior to the submission of said employee’s IPCR to the DED and
ED who shall determine the final assessment of performance level of the
individual employees based on proof of performance. Validation with the
concerned employees and Division Chief or RJJWC Chairperson shall be
facilitated if necessary.

3. The Executive Director, as head of the agency, shall give the final rating for each
employee’s IPCR by the 15th of August and by the 15th of February.

4. The PMT Secretariat shall review the computation before submitting the same to
the ED for final review/comment and approval. The same shall be returned to
the PMT Secretariat who shall facilitate the computation of ranking of all staff
for approval of the ED (report).

5. Each staff shall be furnished copy of his/her IPCR.

c. Rating Computation: Performance Rating Scale

The average score for Quality, Quantity and Timeliness is multiplied by the percentage
weight assigned per output. The Average Score for each output will then be added to
get the final score.

After computing the Final Average Rating, the adjectival rating is added on the IPCR.
The description of each numerical rating and its corresponding adjectival rating is
shown below:

47 JJWC-MOP
The Range of Overall Numerical Ratings and their Respective Adjectival Ratings
4.51-5.00 Outstanding (O)
3.51-4.50 Very Satisfactory (VS)
2.51-3.50 Satisfactory (S)
1.51-2.50 Unsatisfactory (US)
1.00-1.50 Poor (P)

Rating Scale Reference

Numerical Adjectival
Description or Meaning of Rating
Rating Rating
5 Outstanding Performance represents an extraordinary level of
achievement and commitment in terms of quality
and time, technical skills and knowledge,
ingenuity, creativity and initiative.
Employees at this performance level should have
demonstrated exceptional job mastery in all
major areas of responsibility. Employee
achievement and contributions to the
organization are marked excellence and far
exceeds the expectations.

At this performance level, employee has

extended beyond the assignment, and
accomplishment is considered a model for
excellence or best practice.

Performance exceeded expectations by 101% or

above of the planned targets and accomplished
earlier than set deadline.

4 Very Performance met expectations. All goals,

Satisfactory objectives and targets were achieved within the
established standards.

Performance at this level is assessed to be more

than acceptable, very effective and efficient.

Performance met expectations by 76%-100% of

the planned targets. 76% or more of planned
targets are accomplished within set deadline.

3 Satisfactory Performance met required standards and

JJWC-MOP 48
 Numerical Adjectival
Description or Meaning of Rating
Rating Rating
expectations in terms of quantity, quality and
timeliness. Most critical annual goals were met.

At this level, performance met expectations by

51%-75% of the planned targets.

51% or more of planned targets are

accomplished within set deadline. However, if it
involves deadlines as required by law, it should
be 100% of the planned targets.

2 Unsatisfactory Performance failed to meet expectations; one or

more of the most critical goals were not met.

Performance at this level will require close

supervision in the succeeding rating period.

Performance only met 26%-50% of the planned

targets and failed to deliver one or more critical
aspects of the targets. More than 50% of planned
targets were accomplished beyond the set
deadline.

1 Poor Performance was consistently below

expectations, and/or reasonable progress
toward critical goals was not made.

Significant improvement is needed in one or

more important areas.

Performance is only 25% and below of planned

targets. More than 75% of planned targets were
accomplished beyond the set deadline.

Final Score and Comments

The supervisor shall indicate qualitative comments, observations and recommendations in

the IPCR. This will serve as a guide in improving employee performance in subsequent
evaluation periods and in other appropriate personnel actions. As indicated above, the final
assessment shall correspond to the adjectival description of Outstanding, Very Satisfactory,
Satisfactory, Unsatisfactory or Poor.

49 JJWC-MOP
 It should be noted, however, that the average of all individual performance assessments
shall not go higher than the collective performance assessment of the Office. The Executive
Director shall ensure that the employee is notified of his/her final performance assessment
and the Summary List of Individual Ratings with the attached IPCRs are submitted to the
CAO/FAD within the period indicated in the SPMS cycle.

4. Performance Rewards and Development Planning

After the assessment of the achievement of an employee against the targets, both the
DC/Supervisor and the Employee will sit down and discuss the employee’s strengths and
areas for improvement. Both DC/supervisor and employee then identify training programs
or other development interventions that can improve the employee’s competencies and
performance (see IPCR form). This exercise is especially helpful to those employees who
have been given an Unsatisfactory or Poor Performance Rating. Other uses of the results of
this phase are:

 For Executive Director and/or Supervisors – identify and provide the kind of
interventions needed, based on the developmental needs identified
 For CAO/FAD – consolidate and coordinate developmental interventions that will
form part of the HR Plan and the basis for rewards and incentives
 For the PMT – identify potential PRAISE Awards nominees for various awards
categories
 For the PRAISE Committee – determine the top performers of JJWC who qualify
for awards and incentives

VI. USES OF PERFORMANCE RATINGS

A. Performance-Based Security of Tenure

1. Security of tenure of those holding permanent appointment is not absolute but

is based on performance. Employees who obtained unsatisfactory or poor
rating for one rating period shall be provided with appropriate developmental
intervention by the Supervisor and Executive Director/Deputy Executive
Director, in coordination with CAO, to address competency-related
performance gaps (See Annex B. JJWC SPMS Form 5: Staff Development Plan).

2. The Staff Development Plan shall be implemented and reviewed by the

immediate supervisor, ED and DED not exceeding six (6) months from the
time of agreement.

JJWC-MOP 50
 3. Result of the implementation of the Personnel Development Action and
recommendation shall be forwarded to the PMT for evaluation.

4. Monitoring of performance of the concerned employee shall be facilitated by

the PMT in the next rating period.

5. If after the provision of developmental intervention, the employee still obtains

a poor rating in the immediately succeeding rating period or another
unsatisfactory rating, he/she may be dropped from the rolls. A written
notice/advice from the Executive Director is required.

B. Eligibility/Qualification for Performance-Based Awards and Incentives

Grant of incentives like the productivity incentive bonus or other performance

based incentives and awards shall likewise be based on the final ratings of
employees approved by the Executive Director.

1. The employee who attained outstanding rating is potential to be nominated for

PRAISE or other awards given by the CSC.
2. The PMT is in charge to deliberate and evaluate staff for award which is
scheduled every rating period. The JJWC should allocate funds for the award to
be received by the employees i.e., cash incentives.
3. Aside from the rating of the employee, the PMT will request from the
Chairpersons, Division Chiefs and Supervisor for possible nomination of award
to employees.

C. Step Increment Due to Meritorious Performance

In line with the Rules and Regulations on the Grant of Step Increment Due to
Meritorious Performance and Step Increment Due to Length of Service or DBM
and CSC Joint Circular No. 01-2012, step increment due to meritorious
performance shall be given to top ranking 3% of officials and qualified employees
semi-annually. If qualified, step increment shall depend on the employee’s
performance rating:
 2 step increment if Outstanding
 1 step increment if Very Satisfactory

VII. SANCTIONS

Unless justified and accepted by the JJWC PMT, non-submission of the Individual
Performance and Commitment Review Forms within the specified dates shall be
grounds for:

51 JJWC-MOP
 a. Employee’s disqualification for performance-based personnel actions which
would require the rating for the given period such as promotion, training or
scholarship grants and performance enhancement bonus, if the failure of the
submission of the report form is the fault of the employees.

b. An administrative sanction for violation of reasonable office rules and

regulations and simple neglect of duty for the supervisors or employees
responsible for the delay or non-submission of the office and individual
performance commitment and review report.

c. Failure on the part of the Head of Office to comply with the required notices to
their subordinates for their unsatisfactory or poor performance during a rating
period shall be a ground for an administrative offense for neglect of duty.

VIII. APPEALS

1. An employee who is dissatisfied with his/her final performance rating may file an
appeal with the PMT within ten (10) calendar days from the date of receipt of notice
of his/her final performance rating.

2. The PMT, which shall act as appeals body, shall convene and conclude review within
10 days from receipt of appeal. Recommendations shall be forwarded to the
Executive Director within the same period.

3. The Executive Director shall issue final decision within 5 days from receipt of report
and recommendation of the PMT.

4. If employee is not satisfied with the action of the PMT and the Executive Director,
the concerned employee shall elevate the appeal to the CSC Office concerned.

5. Officials or employees who are separated from the service on the basis of
Unsatisfactory or Poor performance rating can appeal their separation to the CSC or
its Regional Office within fifteen (15) days from receipt of the order or notice of
separation.

JJWC-MOP 52
Appendix A JJWC Performance Indicators
and Desired Outcomes
I. MFO – Restorative Justice and Welfare Policy Services for Children at Risk and Children in
Conflict with the Law

Performance Indicators:
- No. of national policies, plans and programs developed, issued, disseminated and updated
- Average percentage of national plans and policies rated by stakeholders as good or better
- Average percentage of plans and policies developed, issued, disseminated and updated in
the last three years
- No. of LGUs with local juvenile intervention programs
- Average percentage of local juvenile intervention programs integrated in local
development and investment plans
- Average percentage of local juvenile intervention programs formulated and implemented
in the last 3 years

I. Desired Outcomes and Core Interventions

The following desired outcomes and the core interventions for 2015, contained under the
JJWC Strategic Plan for 2015 to 2017 should guide the RJJWCs in identifying their own set
of desired outcomes, key result areas, programs, projects and activities:

Desired Outcomes
Outcome 1: By 2017, additional % of provinces and highly-urbanized cities (HUCs)
have effective family-based and community-based prevention
programmes (10% for 2015, 15% for 2016, 20% for 2017)
Outcome 2: By 2017, additional % of provinces and HUCs have effective community-
based diversion programmes.
Outcome 3: By 2017, all 21 existing Bahay Pag-asa are accredited.
Outcome 4: By 2017, 10 additional provinces and HUCs have operational and
accredited Bahay Pag-asa.
Outcome 5: By 2017, at least % of children placed in Bahay Pag-asa, DSWD and NGO
residential care facilities are rehabilitated and reintegrated into their
families and communities.
Outcome 6: By 2017, a national information management system on children at risk
(CAR) and children in conflict with the law (CICL) is established and fully
operational.
Outcome 7: By 2017, all Regional Juvenile Justice and Welfare Committees (RJJWCs)
are organized and operational.

53 JJWC-MOP
Core Interventions for 2015

Preconditions Activities Responsible Agencies

Data and Approval of the Five-Year National Lead: Secretariat
information Information Communications Support: DSWD, CWC
management Technology (ICT) Investment Plan
system in place
Inclusion of JJWC ICT Plan in the
DSWD Proposal for MITHI (Medium-
Term Information and
Communications Technology
Harmonization Initiative)

Establishment of Knowledge
Management Center

Data gathering tools for CAR and

CICL reviewed, enhanced and
disseminated including simplified
tools for the barangay

CNJIP Framework Development of popular version of Lead: DILG, Leagues

is utilized for CNJIP framework (LPP, LCP, LMP, LNB)
program Support: DSWD, CPTCSA,
Model of intervention ready for Secretariat
development at
replication
local level
Evaluation and documentation of
CNJIP pilot programs

Monitoring and provision of

technical assistance through RJJWC
coordination and monitoring teams

Advocacy and Conduct of information Lead: Secretariat

communication dissemination activities re: Support: CWC, CHR, NYC,
plan utilized amendment to RA 9344 and its PREDA, DILG, Leagues
Implementing Rules and Regulations (LPP, LMP, LCP, LNB)
(IRR)

Consultation-dialogue with five

pillars of justice system on the
speedy disposition of cases
Implementation of communication
plan focused on general public and
local chief executives

Reactivation of juvenile justice

network (national level)

JJWC-MOP 54
Preconditions Activities Responsible Agencies
JJWC toolbox is Enhancement and popularization of Lead: Secretariat
finalized and RA 9344 (as amended) flowcharts Support: All member-
utilized agencies
Development of an integrated care
management protocol for CICL
(inter-pillar)

Development and enforcement of

comprehensive and integrated
training manual for barangays

Review and enhancement of agency

guidelines

RJJWCs are Setting up of QRT/ functional QRT Lead: DSWD/DOJ,

organized and Secretariat
functional Facilitate planning of RJJWCs by Support: Member-
2014 agencies

Monitoring of RJJWC plans

Bahay Pag-asa Review and finalization of criteria for Lead: DSWD

and IJISC program the establishment of BahayPag-asa Support: CPTCSA, PREDA
guide in place
Guidelines in the MDT functions
including coordination with various
member agencies

Development of program design of

BahayPag-asa (IJISC)

Monitoring and provision of

technical assistance to Bahay Pag-asa

Capacity building

Formulation by the DILG and

adoption by local governments of
model ordinances automatically
appropriating funds for the
establishment and operation of a
Bahay Pag-Asa;
Determination (if not already
determined) by the DSWD of the
standard cost and maintenance of a
child in custody and dissemination of
this to local governments and other
stakeholders.

55 JJWC-MOP
 Appendix B: RJJWC - Terms of Reference
Expected Outputs from the RJJWC for 2015

Based on the aforementioned strategic plan, OOs, MFOs, performance indicators and JJWC Physical
Plan for 2015, the RJJWCs, with the technical and administrative support of their respective
Permanent Secretariat, are expected to deliver the following outputs:

Institutional Strengthening and Coordination

a. Facilitate the formal establishment of the RJJWC by convening the required member
agencies, selecting the child, youth sector and NGO sector representatives, drafting the
RJJWC WFP for 2015, ensuring designation of permanent and alternate representatives
through a Special Order or Administrative Order and appointing the staff members of the
RJJWC Secretariat within the first quarter of 2015;
b. Organize and conduct at least one (1) RJJWC Regular Meeting every two months and hold
Special RJJWC Meetings when necessary; and
c. Conduct regular coordination with member and coordinating agencies, duty-bearers and
stakeholders in the juvenile justice and welfare system from their region.

Policy, Plan and Program Development

a. Ensure that at least 600 LGUs (barangay to provinces) within the region have crafted their
3 to 5-year Comprehensive Local Juvenile Intervention Program (CLJIP), 50% of which
should have integrated their CLJIP in their LGU’s Local Development Plan;
b. Ensure that the CNJIP Framework is utilized the LGU level, and
c. Develop, issue and disseminate regional policies, plans and programs and recommend
policies, plans and programs for adoption at the national level.

Research, Monitoring and Evaluation

a. Collect relevant regional information and conduct continuing research and support
evaluations and studies on all matters relating to juvenile justice and welfare within the
region (ex. drafting of the Regional Situational Analysis on CAR and CICL; collecting,
consolidating and analyzing monthly information on CICL and CAR served by the member
and coordinating agencies of the RJJWC such as data from the DSWD Regional Office, PNP
Regional, BJMP, Regional Prosecutor’s Office, Regional PAO, Regional DepEd, etc.);
b. Monitor the implementation of the law by member and coordinating agencies and by the
LGUs (ex. Monitoring of DILG of LGU Compliance to R.A. 9344 as amended);
c. Monitor and help in the evaluation of pilot projects being implemented by the JJWC within
the region; and
d. Identify and document good practices that contributed to the effective implementation of
the law (ex. documentation of good practices of LGUs and other local duty-bearers in the
implementation of community-based intervention and diversion programs)

JJWC-MOP 56
Inspection
a. Conduct regular inspections in detention and rehabilitation facilities within the region
(through duly-authorized persons and member agencies) and undertake spot inspections in
order to check compliance with the standards provided under the amended law and its
Revised IRR and submit the monitoring report to the concerned agencies and to the JJWC.

Capacity-building
a. Organize and facilitate capacity-building activities for duty-bearers within the region; and
b. Provide immediate technical assistance for duty-bearers, especially from the LGUs and
NGOs, in the proper implementation of the amended law and its RIRR.

Advocacy and Social Mobilization

a. Help organize orientation activities with the member and coordinating agencies and with
LGUs about the amended law, its RIRR and the new or revised agency guidelines issued by
member and coordinating agencies of the JJWC and RJJWC;
b. Help disseminate the IEC materials that will be developed by the JJWC;
c. Lead in the conduct of legislative advocacy work with legislators from the region against
lowering the minimum age of criminal responsibility as provided under the proposed New
Criminal Code of the Philippines; and
d. Organize an inter-agency advocacy activity to observe the 4th Juvenile Justice and Welfare
Consciousness Week (last week of October).

Reportorial Requirements
The following reports are required to be submitted by the RJJWC Secretariat to the JJWC National
Secretariat:

a. Minutes of RJJWC Meetings and Action Items

The minutes of all the regular or special RJJWC Meetings should be submitted to the RJJWC
Chairperson and to the permanent representatives of the member agencies for their
comments a week after the meeting. Final draft of the minutes shall be submitted to the
JJWC Chairperson, through the JJWC Executive Director, not later than two weeks after the
meeting.

b. RJJWC Resolutions
Resolutions issued by the Committee (approved by majority of the members) should be
submitted to the JJWC Chairperson, through the Executive Director, upon approval.

c. Quarterly accomplishment report

Quarterly accomplishment report of the RJJWC, highlighting both the accomplishments of
the Committee, of the member agencies of the Committee and of the Permanent Secretariat,
should be submitted to the JJWC Chairperson, through the Executive Director, 10 days
following the end of every quarter.

57 JJWC-MOP
d. Monthly Inventory/Annual Inventory
Official statistics/inventory of CICL cases handled/served by the member and coordinating
agencies should be submitted to the JJWC, through the Executive Director, 10 days following
the end of every month.

e. Annual Report
An annual report of the RJJWC, documenting the accomplishments, milestones and
challenges in the implementation of the law at the regional and LGU level, should be
submitted by the RJJWC to the JJWC, through the JJWC Executive Director, 30 days following
the end of every year. The annual report shall also provide for the recommendations of the
RJJWC and the plans for the subsequent year to ensure a more effective and efficient
implementation of the law, its RIRR and all the relevant administrative policies.

f. RJJWC Work and Financial Plan (WFP)

As provided in the Guidelines on the Establishment of the RJJWCs, the annual program and
activities of the RJJWC shall be funded by the JJWC through its member agencies and by the
member agencies of the RJJWC.

JJWC-MOP 58
Appendix C: Functions of Plantilla Positions
Functions and Duties of the Plantilla Positions in the Proposed Structure of the JJWC
National and Regional Secretariat

EXECUTIVE DIRECTOR (SG 28)

1 Office of the Executive Director

 Lead the JJWC National Secretariat to achieve the organization’s strategic goals and objectives
set by the Council based on the mandates of the Juvenile Justice and Welfare Act of the
Philippines
 Supervise and direct the work and activities of the National JJWC Secretariat office personnel
 Coordinate and monitor the performance of the Regional Juvenile Justice and Welfare
Committee Secretariat in the 17 regions
 Ensure the JJWC to have a long-range strategy to achieve its mission, and toward which it makes
consistent and timely progress
 Provide leadership in developing and recommending policies, researches, advocacies,
comprehensive intervention program on juvenile justice and welfare, organizational and
financial plans with the Juvenile Justice and Welfare Council (Council) and staff, and carry out
plans and policies authorized by the Council.
 Assist the Council during regular and special meetings and deliberations
 Cause the execution and/or implementation of the orders or instructions issued by the Council
 Represent JJWC in meetings, conferences, media, public events and other related activities as
may be delegated by the Chairperson or the Council
 Perform other work as may be assigned by the Council

DEPUTY EXECUTIVE DIRECTOR (SG 27)

1 Office of the Executive Director

 Under direction of the Executive Director, is responsible for all aspects of operating the
Programs Division
 Manage, supervise and develop staff
 Responsible for program planning and administration, including activities as education and
training, technical assistance, systems development, national conferences, publications and
research projects;
 Prepare, manage and supervise budgets and project scheduling
 Consolidate the work and financial plan of the Council
 Prepare, manage grants contract including development of grant proposals and applications
 Develops reports, research documents and position papers
 Advise the Executive Director on issues relevant to subject area and management concerns
 Acts as Officer-in-Charge when the Executive Director is on official business

59 JJWC-MOP
 Perform other duties as may be assigned by the Executive Director

SOCIAL WELFARE OFFICER V-DIVISION CHIEF (SG 24)

1 Policy and Research Division

1 Advocacy and Communication Division
1 National Coordination, Monitoring and Information Management
Division

In General
 Under direction of the Executive Director, serve as the head of a Division and oversee, plan,
direct and supervise the Division and units in the provision of technical assistance
 Engage in varied work ranging from routine to very difficult work pertaining to ensuring and
monitoring the implementation of the Juvenile Justice and Welfare Act as amended
 Recommend strategies and approaches for more effective implementation of the law
 Finalize the work and financial plan for the Division
 Evaluate and submit periodic and special reports for the Division
 Conducts or attends meetings and coordinate with members and coordinating agencies of the
JJWC for trainings of duty bearers
 Renders technical assistance relative to program implementation, networking management
 Perform other related functions as may be assigned by the Executive Director

Policy and Research Division

 Recommend and provide technical assistance in formulating policies and strategies for
development and research related to juvenile delinquency prevention, administration of justice
and rehabilitation of children in conflict with the law
 Assist in the formulation of agency plans, policies, research agenda and programs on juvenile
justice and welfare
 Provide technical assistance in the periodic development of a comprehensive 3-5 year national
juvenile intervention program
 Facilitate the conduct of research and support evaluations and studies on all matters related to
juvenile justice and welfare

Advocacy and Communication Division

 Formulate and develop a communication and advocacy plan including a feedback mechanism
suited to the needs of the public, and recommend policies to enhance and strengthen JJWC
communication and advocacy programs
 Undertake advocacy and social marketing activities to educate and raise the awareness and
understanding of all stakeholders, duty bearers and the general public on program and policy
reforms and directions in juvenile justice and welfare
 Promote linkages with public information, public relations and media offices and organizations;
and develop and maintain effective and favorable public relations

JJWC-MOP 60
 Conceptualize, develop, package and produce IEC materials using popular language, to include: a
system of pre-testing information materials for effectiveness and impact prior to mass
production; and of an efficient distribution system for IEC materials produced

National Coordination, Monitoring and Information Management Division

 Coordinate the implementation of the juvenile intervention programs and activities by the JJWC
member agencies, other duty bearers and stakeholders within the region;
 Oversee the programs and operation of the intensive juvenile intervention and support center
(IJISC) established within the region;
 Collect relevant information on all matters relating to juvenile justice and welfare within the
region;
 Monitor compliance of duty bearers with the mandate and standards in juvenile justice and
welfare set by the law;
 Provide technical assistance and support in the area of policy and program development,
monitoring, capacity-building, communications and advocacy at the regional and local levels.
 Ensure the development, implementation and maintenance of a centralized database system on
juvenile justice and welfare and the provision of technical support to the regional and local users
of the system.

CHIEF ADMINISTRATIVE OFFICER - DIVISION CHIEF (SG 24)

1 Finance and Administrative Division

 Under direction of the Executive Director, responsible for the preparation and implementation
of an effective financial plan to support the JJWC’s program, activities and projects aimed at
achieving its desired outcome and mandate
 Formulate and implement the fiscal policies and guidelines of JJWC
 Prepare annual financial plans of JJWC
 Ensure legality and completeness of financial transactions of JJWC
 Prepare financial reports for management and guidance and as required by the JJWC
 Maintain basic and subsidiary accounting records and books of accounts to reflect accurate and
current financial information required by existing auditing rules and regulations
 Certify the availability of funds
 Prepare monthly cash programs
 Collect, receive and deposit cash and checks
 Ensure the timely payment of accounts
 Prepare and submit cash reports
 Maintain inventory and serve as custodian for all properties and assets of JJWC
 Direct, supervise and coordinate with the different units of the Division to ensure the proper
functioning of Budget, Accounting, Cash, Personnel and General Services Unit
 Perform other tasks and functions as may be assigned by the Executive Director

61 JJWC-MOP
PROJECT DEVELOPMENT OFFICER IV (SG 22)

1 Policy and Research Division

1 Advocacy and Communication Division

In General
 Develop programs/projects and provide technical support for the effective implementation of
RA 9344
 Conduct monitoring and evaluation of the programs/projects of the JJWC
 Identify gaps in the programs and services being implemented and recommend effective
policies to address the gaps identified
 Review, analyze and evaluate proposed and on-going activities and programs relative to the
implementation of the Juvenile Justice Act and submit report to the Council for its appropriate
action
 Develop and write grant proposals and narrative report
 Draft periodic and year-end reports
 Prepare correspondence and resolutions of the Council
 Assist the SWO V in the performance of functions under their respective Division
 Perform other tasks and functions as may be specified by supervisor

Policy and Research Division

 Assist in undertaking of action research projects, trainings programs, strategies/approaches for
a more effective program implementation and/or assists the SWO V

Advocacy and Communication Division

 On advocacy and communication: develop and prepare, the content/program advocacy,
advocacy kits, presentation materials and other IEC materials and disseminate them to
concerned government agencies, organizations and policy makers

SOCIAL WELFARE OFFICER IV (SG 22)

1 National and Coordination, Monitoring and Information Management

Division

 Monitor and evaluate implementation of juvenile intervention programs

 Provide technical assistance through consultations, dialogues, conferences and training to the
RJJWC
 Provide technical assistance to Council member and coordinating agencies, LGUs, NGOs, and
other intermediaries on the implementation of juvenile intervention programs
 Prepare and reviews plans and periodic reports; conducts capability building activities, and
Program Review Evaluation Workshops (PREWs)
 Monitor implementation of programs
 Evaluate externally funded projects
 Review/assess project proposal

JJWC-MOP 62
 Facilitate research study
 Mobilize and generates resources
 Act as resource person
 Represent the supervisor in committee meetings, conferences and social welfare related
activities as may be delegated
 Perform other tasks and functions as may be specified by supervisor

INFORMATION OFFICER IV (SG 22)

1 Advocacy and Communication Division

 Under direction, perform highly technical functions on the planning, execution and evaluation
of communication activities
 Assist in the promotion and maintenance of favourable relations with media, and does related
work
 Assist in the planning and implementation of the advocacy and social mobilization strategic
activities of the JJWC
 Assist in the promotion of linkages with public information and public relations organizations
 Prepare manuscripts, correspondence useful for public information
 Assist in the conduct of print and broadcast media monitoring of issues and corrects negative
information reported in media
 Assists in the monitoring of the implementation of JJWC public relations programs at the
regional level
 Provide technical assistance to units concerned along public relations and publicity
 Monitor news stories and prepares summary of news reports
 Exercise supervision over information staff
 Coordinate and schedule media interviews, and prepare spokespersons for them
 Advise the Council on how best to mobilize mass media
 Perform other tasks and functions as may be specified by supervisor

IT OFFICER II (SG 22)

1 National Coordination, Monitoring and Information Management

Division

 Provide technical assistance in the development, implementation and maintenance of a

centralized database system on juvenile justice and welfare and technical support to the
regional and local users of the system.
 Make the necessary adjustments and customization of existing software applications
 Provide a thorough checking and evaluation on the data stored in the database
 Ensure all data mining and generated reports yield correct interpretation of the data stored in
the database

63 JJWC-MOP
 Recommend revisions and enhancements to policies pertaining to Data Managements and
Processing
 Conduct research and implements best practices related to systems development and
administration
 Assist in the development and design of database refactoring plans
 Monitor and resolve escalated issues related to quality assurance, security management,
systems administration and systems development
 Perform other tasks and functions as may be specified by supervisor

IT OFFICER I (SG 19)

1 National Coordination, Monitoring and Information Management

Division

 Assist in the development of required systems needed by the projects and programs
 Make the necessary adjustments and customization of existing software applications
 Provide a thorough checking and evaluation on the data stored in the database
 Lead and coordinate efforts of the assigned unit in the absence of assigned unit head
 Operated assigned information systems
 Monitors and resolves escalated issues related to quality assurance, security management,
systems administration and systems development
 Perform other tasks and functions as may be specified by supervisor

ACCOUNTANT III (SG 19)

1 Finance and Administrative Division

 Under general supervision, perform professional and technical functions of the accounting
division and unit of the Agency, controls obligations of allotments
 Ensure that accounting and auditing rules and regulations are observed and complied with in
classification of accounts
 Prepare and sign correspondence and reports, distribute and evaluate workloads and
accomplishments of staff
 Analyze, review, and certify availability of funds and legality of claims based on supporting
documents and propriety of account code used
 Consolidate monthly reports of expenditures and collections
 Prepare statement of capital and current expenditures, cumulative statement of allotments,
obligation incurred and balances, statement of unfunded allotments
 Determine and prepare statement of savings realized from various sources
 Prepares statement for inclusion in manual report and budget documents
 Supervises staff of accounting section
 Perform other tasks and functions as may be specified by supervisor

JJWC-MOP 64
PROJECT DEVELOPMENT OFFICER III (SG 18)

2 Policy and Research Division

1 Advocacy and Communication Division

 Facilitate in the development of monitoring guidelines, tools and reporting system

 Submit recommendation and proposals on programs integration and implementation to the
Council for policy formulation and program development
 Identify areas for action research necessary for the development of the different intervention
programs in coordination with RJJWC secretariat
 Recommend other programs which may complement/supplement or modify existing
programs/projects and provide report to the Council
 Provide technical assistance to the RJJWC secretariat in the preparation of materials and
literature on the different programs
 Provide technical assistance to the RJJWC secretariat in other integrated government and civic
projects/programs on juvenile justice and welfare
 Provide technical assistance to JJWC members and coordinating agencies, LGUs and NGOs in the
development, preparation, and packaging of project proposals in coordination with the RJJWC
secretariat
 Formulate policies and procedures to simplify availment of funding requests and/or
selection/endorsement of projects for fund matching
 Develop assessment tools for review/screening/endorsement of project proposals
 Perform other assignments that may be required from time to time.

SOCIAL WELFARE OFFICER III (SG 18)

1 Policy and Research Division

1 Advocacy and Communication Division
1 National Coordination, Monitoring and Information Management
Division
17 17 Regional JJWC

In General
 Develop program policies and guidelines
 Plan and conduct human resources development activities for organic staff
 Maintain cooperative and harmonious relationship with other agencies
 Assist in the resource generation and utilization
 Facilitate allotment and purchases of training materials and office supplies
 Provide technical assistance in implementation of policies and programs
 Facilitate/conduct resource generation and utilization
 Distribute workloads to ensure equitable and proper delegation to staff personnel and evaluate
their performance

65 JJWC-MOP
 Prepare consolidated reports and submit recommendation based on observations and
submitted reports of the RJJWC relative to monitoring of the implementation of the Juvenile
Justice and Welfare Act
 Perform other tasks and functions as may be specified by supervisor

On Policy and Research Division:

 Implement, evaluate projects and recommend areas of improvement on policy and conduct of
further researches
 Facilitate and provide technical assistance to JJWC member and coordinating agencies in
developing and preparing manuals related implementation of the Juvenile Justice and Welfare
Act based on experiences and recommendations in researches
 Coordinate and collaborate with different stakeholders for documentation of implementation of
the law for purposes of recommending and improving policy and research

On National Coordination, Monitoring and Information Division:

 Provide monitoring evaluation, and technical assistance to Council members and coordinating
agencies, LGUs, and NGOs
 Ensure integration of specialization in the development of programs
 Conduct assessment and evaluation of juvenile intervention programs implemented by Council
member and coordinating agencies, LGUs and NGOs
 Facilitate and provide technical assistance to JJWC member and coordinating agencies in
developing monitoring guidelines, tools and reporting system

RJJWC Regional Secretariat as Regional Coordinators:

 Provide coordinating, monitoring and technical assistance to the RJJWC relative to their
function to ensure implementation of the law at the regional and local level
 Perform advocacy functions
 Prepare the Periodic and Annual Reports for the RJJWC to be submitted to the JJWC National
Secretariat
 Prepare the proposed budget and the Work and Financial Plan of the RJJWC to be submitted to
the JJWC National Secretariat
 Regularly coordinate and consult with the National Secretariat
 Perform such other functions and tasks, as may be determined by the RJJWC and JJWC

ADMINISTRATIVE OFFICER V (SG 18)

1 Finance and Administrative Division – Budget Unit

1 Finance and Administrative Division – Personnel Unit

In General
 Under direction, perform supervisory functions, professional/technical functions in the
implementation of policies and related work.
 Provide technical and consultative services to regional offices relating to administrative
services

JJWC-MOP 66
 Prepare/review communication
 Perform other related functions as may be assigned by supervisor

Budget
 Prepare agency Budget Proposal and other related documents
 Prepare agency Work and Financial Plan in coordination with other divisions
 Prepare Obligational Slip (OS) for fund allocation
 Prepare Statement of Allotment, Obligations and Balances (SAOB) for submission to DBM
 Prepare budgetary documents for submission to Congress and Senate
 Prepare payable for honoraria for actual meetings attending for national structures

Personnel
 Implement administrative policies and attend to routine employee relations problem and
conflict
 Responsible for recruiting, training and developing staff; organizing salaries payments;
pensions and benefits administration; negotiating salaries, contracts, working conditions of
staff
 Conduct orientation to new staff

ADMINISTRATIVE OFFICER IV (SG 15)

1 Finance and Administrative Division – General Services

Unit/Property

In General
 Provide general administrative support to Unit Head
 Perform other tasks as may be specified by supervisor

Property:
 Undertake general administrative support including ordering of equipment, materials and
office supplies
 Prepare contracts to suppliers as needed
 Manage the property, equipment and supplies of the office

Records:
 Supervise receiving, recording, sorting and dispatching of incoming/outgoing
communication/letters
 Oversee filing/mailing management, data banking/maintenance and preservation of permanent
and confidential records
 Authenticate copies of administrative/travel orders in issuance for dissemination
 Conduct inventory/appraisal of records holdings
 Conduct records disposal
 Attend to inquiry of other operating units regarding records management
 Prepare communication

67 JJWC-MOP
 Provide technical assistance to other operating units/division on records management
 Ensure security and confidentiality of records and files

ADMINISTRATIVE OFFICER II (SG 11)

1 Finance and Administrative Division – Cash Unit

1 Finance and Administrative Division – Accounting Unit

In General
 Under immediate supervision perform administrative support and clerical functions, semi-
skilled work and does other related work
 Prepare periodic reports
 Assist in the preparation of the minutes of the Council meetings
 Assist in the organization of regular and special Council meetings
 Perform other related tasks as may be assigned

Cash
 Supervise receipts custody and all funds disbursed
 Prepare and sign disbursement voucher
 Maintain and update cash book of paid vouchers
 Receive collection and issue receipt from all sources
 Record all collections in the cash register book
 Prepare remittance, advice of collection and deposits the same to the depository bank as
required by accounting and auditing rules and regulations
 Submit copy of remittances of national collection to the Bureau of Treasury
 Account for all checks
 Prepare monthly report and running balances for all funds

Accounting
 Review and evaluates the soundness, adequacy and application of accounting and other
operating controls

ADMINISTRATIVE ASSISTANT III (SG 9)

2 Finance and Administrative Division – General Services Unit

1 Executive Director
17 17 Regional JJWC Secretariat

In General
 Under immediate supervision, assist in the performance of administrative support and clerical
functions and related works to support the Secretariat
 Maintain data bank of the Division/Unit
 Keep materials and IEC related to Juvenile Justice and Welfare

JJWC-MOP 68
 Keep the Directory of JJWC members and contacts of coordinating agencies
 Prepare communications
 Receive official communications/documents for the unit/division
 Encode/record official communication
 Perform other related functions as may be assigned

Office of the Executive Director

 Under immediate supervision, assist in the performance of administrative support, clerical
functions and does other related works to ensure that the office is provided with resources to
make effective decisions
 Keep track of the schedule and coordinate meetings of the Executive Director and the Deputy
Executive Director
 Prepare correspondence and communication
 Receive phone calls and visitors
 Other duties that may be assigned by the Executive Director and the Deputy Executive Director

RJJWC Secretariat
 Under immediate supervision, assist in the performance of administrative support and clerical
functions and do other related works to ensure that office operations are maintained in an
effective, up to date and accurate manner
 Type correspondence, reports and other documents, maintain office files, open and distribute
official mails and communications, distribute minutes, coordinate repairs of office equipment
 Prepare communications, review financial reports, inspect supplies and materials and other
related works
 Encode/record official communication
 Assist in the preparation of advocacy kits, presentation materials and other IEC materials

ADMINISTRATIVE ASSISTANT II (SG 8)

1 Finance and Administration Division - Personnel

1 Finance and Administration Division – General Services

 Generally provide administrative support to ensure that the Agency’s operations are
maintained in an effective, up to date and accurate manner
 Maintain data bank of the unit
 Open and distribute communications
 Prepare communications
 Perform other related tasks as may be assigned

Personnel

 Check daily time records

69 JJWC-MOP
General Services Unit

 Conduct inspection of supplies and materials

 Monitor use of supplies and draft needed requisitions

ADMINISTRATIVE AIDE IV (SG 4)

1 Executive Director
1 Finance and Administrative Division

 Sort, indexes and files correspondence and maintain records and documents
 Receive and process routine application, requests for completeness and accuracy
 Check and verify information on forms and reports
 Fill out form letters and routine endorsements
 Perform other administrative tasks, including answering telephones, typing or word processing,
making copies of documents and tasks as may be assigned by the immediate supervisor

JJWC-MOP 70
Appendix D: Delegation and Delineation of
Authority on Finance and Administrative
Matters

71 JJWC-MOP
Appendix E: JJWC SPMS Forms

JJWC-MOP 72