good practice-idcb focal persons(1)

8/13/2019 Good Practice-IDCB Focal Persons(1)

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Department of Social Welfare and Development

National Capital Region

#389 San Rafael St., Legarda Manila

Title Pool of Trainers in IDCB: A Good Practice on Strengthening

Capability Building Efforts in FO –

NCR Written By:

April P. Alianza

Roxanne A. Francisco

Catherine T. Nanola

Context/Challenges

Addressed DSWD Mandate

Anchored in the DSWD Reform Agenda core theme: “Improving

Service Delivery Systems and Capacities” is the improvement of

organizational capacities and competencies through the conduct of

Institutional Development and Capability Building (IDCB) activities.

IDCB activity is continuously being employed by the Department in

order to improve and enhance its systems and capacities to assumethe major leadership in the Social Protection Sector.

The aim is to provide at least a minimum of 24 training hours or three

days per staff per year for all levels to ensure equal opportunity in

terms of professional and personal growth and development to

support the Career Development and Management System of the

Department.

CBS Manpower vs Region's Manpower

Capacity Building Section (CBS) serves as the clearing house of allIDCB activities, takes charge of the over all training management for

region initiated IDCB activities and provide technical assistance

along its implementation. However in 2010, CBS was only composed

of:

Position No.

Training Specialist III 1

Social Welfare Officer II 3

Social Welfare Officer I 1

Administrative Aide IV 1

TOTAL 6 staff




Capability Building Efforts in FO – NCR Written By:

April P. Alianza


Catherine T. Nanola

IDU-Year 2008 CBS- 2013

Vis-a-vis the total number of 728 staff in the region both MOA and permanent employee who needs to be capacitated. Therefore, it was

seen that CBS lack manpower in terms of monitoring and conducting

IDCB activities for organic staff as well as partner intermediaries

such as LGUs, NGOs, CSOs and inter- agencies.

Increase Demand of Work

Moreover, there is an increase demand of work to effectively manage

the numerous back to back activities during the pre- training, actual

training and post training phase especially of the big ticket projects

such as Pantawid Pamilya Program and NHTSPR which started to boom its implementation in September 2010 wherein some of the

activities involves capability building for Parent Leaders, LGU Links,

and newly hired project staff, as well as trainings for emerging needs

of organic staff.

DSWD-NCR's Response to Strengthen Capability Building of

Staff

The Field Office-NCR through the CBS initiated the development of

pool of trainers/ IDCB focal persons with the support from the

management and participation of staff from the differentcenters/institutions/units.

8 residential care facil iti es:

Marillac Hills (MH)

Haven for Children (HFC)

Elsie Gaches Village (EGV)

Haven for Women (HW)

Nayon ng Kabataan (NK)





April P. Alianza


Catherine T. Nanola

Sanctuary Center (SC)

Jose Fabella Center )JFC) Golden Reception Action Center for the Elderly and with

Special Concerns (GRACES)

3 Centers :

INA Healing Center

Rehabilitation Sheltered Workshop

National Vocational Rehabilitation Center

5 Divisions:

Policy and Plans Development

Protective Services Unit

Institutional Development Division

Finance Division

General Administrative Support Division

This pool of trainers/focal persons will serve as counterpart of the

CBS in managing the capability building efforts of centers/ RCFs/

units/ divisions.

The Supervisors/ Heads of the C/RCF/Us, Social Welfare Specialists

and C/I Coordinator were also involved in providing technical inputs,

comments and recommendation on their respective concerns.

Results/ Impact/

Outcome of the

Good Practice

Impact to the Organization

With the existing pool of trainers/ IDCB Focal Persons and

Alternates, target capability building activities was implemented

according to plan.

They greatly contributed in the identification of training needs of the

staff in different offices anchoring it in the result of thrust and

directions of the department. Through this, the training needs of staff

have been incorporated in the Work and Financial Plan (WFP) and

IDCB Plan of the respective centers/institution/units and to the

Regional WFP and IDCB Plan.

Table 1: Trained Staff from 2010- 2012

YEAR No. of Trained

Staff through

FO Initiated

No. of Staff

with Access to

Outside

TOTAL





April P. Alianza


Catherine T. Nanola

Training Training

Invitation

2010 266 3 269

2011 551 173 724

2012 799 128 927

As shown above there was an increase in the number of trained staff from2010 to 2012. This could be attributed to the mobilization of the pool oftrainers/ focal persons to facilitate the conduct of center and unit initiated

IDCB activities.

Table 2: Percentage of Trained Staff from 2010-2012

Year Total No. of

Staff

Total No. of

Trained Staff

Percentage

of Trained

2010 728 269 37.00%

2011 891 724 81.00%

2012 1183 927 78.00%

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

The pool of trainers/ focal persons greatly contributed on the

implementation, monitoring and evaluation of IDCB activities on

areas such as:

1. Submission of reportorial requirements on time and according

to prescribed template (IDCB Report, Calendar of Activities,

Monitoring of Re- entry Plan Implementation, Submission of

feedback report on trainings attended and training

documentation reports);

2. Increased partnership made with the pool of experts from

SWDL-Net have greatly contributed in providing quality and

effective resource persons that greatly fit the requirement of

the training program;

3. Centers/ RCF/Units prioritized inclusion of initiated trainings

in their respective Work and Financial Plan based on training





April P. Alianza


Catherine T. Nanola

needs assessment results;

4. Facilitated timely preparation of training documents such as:

training design, syllabus and modules which contributed to its

approval by the management.

As part of institutionalization efforts, it resulted to the crafting and

approval of Implementing Guidelines in 2012 to govern the functions

and roles of the IDCB Focal Persons. Since then, the focal persons

has been functioning their roles as counter part of CBS staff in

executing training programs of the department maximizing the use of

limited resources.

Impact to the Pool of Trainers/ IDCB Focal Persons

OIC-Assistant Regional Director Jacel J. Paguio emphasized that:

“ Being an IDCB Focal Person needs a standard that will

serve as guide in organizing and managing any related

activity.”

The IDCB focal persons were given the opportunities not only to be

documenters of their center/unit initiated activities, but also to serve

as facilitators in the conduct of regional activities like Stakeholders

Forum, Convergence Caravan, and sectoral program celebrationsamong others. Through this, they further develop their skills in oral

and written communication and public speaking.

National Family Week Celebration

The opportunities and responsibilities entrusted to them have

influenced positively their attitude towards work and in relating with

co-employees and partners. They are able to realize that as trainers

they are equipped with knowledge, skills and attitude to be imparted





April P. Alianza


Catherine T. Nanola

to others so as to empower them towards attainment of the

Department’s goal to provide quality service on social protection.

Training on Technical Competency Course

Implementation of

the Practice

Head of the centers/ residential care facilities/ divisions and units

identified staff to be the IDCB Focal Persons who will serve as

counterpart of CBS and were issued special order related to their

special functions. (See Annex )

In support to its implementation a quarterly consultation dialoguewhich piloted in April 15, 2011 served as an off-shoot activity

revisiting the training needs inventory result of the staff from 2008-

2010.

Director Ma. Alicia S. Bonoan emphasized the crucial role of the

IDCB Focal Persons to assist the Field Office in capacitating the staff

with skills needed in the delivery of quality services through need

based training.





April P. Alianza


Catherine T. Nanola

One of the major highlights of the meeting was on the sharing ofrelated guidelines on capability building implementation particularly

on MC 7 series of 2010 and MC 11 series of 2010. (see annex)

Moreover, they were consulted regarding the Draft Guidelines on the

Role of the IDCB Focal Persons.

This was a whole activity, wherein the afternoon session serves as a

technical sharing sessions with focus on enhancing their capacity ,

skills and knowledge along training management and

development.Topic includes:

Tips and Tricks in Using Powerpoint for Power Presentation; Orientation on proper filling-up of IDCB accomplishment

report template, calendar of activities, monitoring of re- entry

plan implementation;

IDCB Plan

Training Needs Inventory Tool

The meeting was regularly conducted every quarter as incorporated

in the work and financial plan of the field office. Further, result of the

TNA showed the following priority capability building activities for

the Focal Persons:

1. Preparation of project design;

2. Developing and managing training and facilitation;

3. Computer Literacy

4. Technical Writing Documentation

5. Planning and reports Preparation

6. Monitoring and Evaluation

7. Public Speaking

8. Designing evaluation instruments and Statistical Analysis

Among these identified training needs, Numbers 1,2,4,5 and 8 were

already provided to them from 2010-2013.

The IDCB Focal Persons were also given a chance to provide a

technical lecture series during the quarterly meeting on their attended

trainings outside as part of their echoing session to other members.

Topics provided were:

1. Sharing on Monitoring and Evaluation

2. Sharing on Skills Enhancement on Crisis Intervention: The





April P. Alianza


Catherine T. Nanola

Depression and Suicide Continuum

3. Orientation on Knowledge Management4. How to Synthesize a Topic

5. Work Place Learning and Performance with Adult Learning

6. Developing Learning Objectives

7. Guide to Good English

IDCB Focal Persons and Alternates

Given the demand on IDCB implementation, it was suggested by the

Focal Persons that Alternates should be identified. It was indicated in

the Regional Memorandum Order No. 002 Series of 2013 that the

designation of IDCB Focal Person shall be for two (2) years term.

Automatically after the term, the Alternate shall be designated as theFocal Person and an Alternate will again be identified based on the

following minimum criteria: Good Documentation Skills and

Flexible to different kind of situations.

Lessons Learned On Management Support

Challenges in the development of pool of trainers / IDCB Focal

Persons include capacitating them in terms of training management

and development. With these the CBU with support from the

management have provided continuous capacity building activities

such as Training Management and Technical Documentation,

Training Designer’s Course, Basic Statistical Training Needs

Analysis, and Technical Competency Course.

This was also supported by a Quarterly Consultation Dialogue which

served as venue to further identify gaps in their function as IDCB

Focal Persons and coming up with recommendations to address as

such.





April P. Alianza


Catherine T. Nanola

Yet with the fast phase movement of staff in the centers/units of the

field office, it is imperative to continuously provide opportunities inwhich they may further develop their knowledge, attitude and skills

to be more effective and efficient in carrying out their role as IDCB

Focal Persons.

On the IDCB Focal Persons' Role Acceptance

Most of the identified trainers/ focal persons were initially resistant to

assume their role as it entails additional work and tasks which is on

top of their workload. They perceived that it will only limit them to

attend to their regular work assignments.

This was addressed by providing them training opportunities to

develop their skills on technical writing, public speaking, preparation

of training design and facilitation. Also, during one of the

consultation meetings with them, they all agreed to include the tasks

of IDCB Focal Persons in their Performance Contract.

Through this, they have come to appreciate their role as trainers/focal

persons as agents of knowledge and development of the staff and the

organization.

IDCB Consultation Dialogue

Links to

Resources/Tools and

Techniques

Being an IDCB Focal Persons means accepting responsibility and

accountability to task given, but this must be balanced with character,the ability to establish a harmonious relationship with other people.

The following persons/ group have contributed greatly in the

development of knowledge and skills of the IDCB Focal Persons:

Name Organization





April P. Alianza


Catherine T. Nanola

1. Prof. Benilda Tayag UP, CSWCD

2. Ms. Faith R. Castro- Brazil HRM-CSC

3. Prof. Manuel Albis Statistician, UP Diliman

4. Capacity Building Bureau DSWD- Central Office

CBS continuously perform mentoring and coaching to the IDCB

Focal Persons and Alternates to ensure transfer of knowledge and

skills enhancement of staff.

For 2014, the Field Office-NCR will forge partnership with the

Informatics- School of Computer Studies to address the need of the

staff to enhance their knowledge and skills along computer literacy,

adobe photoshop and Microsoft Powerpoint.

Implication for

Replication

With the same mandate of the Department's organizational value on

the highest ethical standards of work and quest for excellence, the

Field Office- NCR practice can be replicated by other field office if

not totally the same in terms of strengthening and empowering staff

through identifying potential trainers regardless of their sectoral

assignments or specializations.

Non- Government Organizations and partner Local Social Welfare

and Development Office were also given a chance to enhance their

knowledge and skills on the same areas through the conduct of

Training Management and Designer's Course last December 2012.

This aims to capacitate the LGUs and NGOs in managing and

planning their own capability building activities in accordance to AO

20 Series of 2004.

Annexes

1. IDCB Regional Special Order

2. IDCB Guidelines

3. MC 7 Series of 2010 “Terms of Reference on the Use of Standard Forms on Training Design,

Syllabus and Documentation

4. AO 20 Series of 2004 or “Omnibus Policies and Guidelines on the Management of DSWD

Capability Building Efforts”

5. IDCB Accomplishment Report

6. Work and Financial Plans

7. Minutes of the Meeting

8. Full Documentations

good practice-idcb focal persons(1)

Documents