CHAPTER 1

BACKGROUND AND HISTORICAL ACCOUNT OF THE DEPARTMENT OF SOCIAL

WELFARE AND DEVELOPMENT

I. Introduction

If the Department of Social Welfare and Development (DSWD) is giving a P500 monthly

cash grant to poor families… then is it now better to be poor? The department plans to lift the

poor out of poverty by giving them monthly cash grant… don’t we all wish we are now poor?

‘Erap para samahirap’, Secretary Mar Roxas made himself known as Mr. Palengke – everyone

are for the poor. It will not be a surprise if the answer of children nowadays when they are asked

what they want to be when they grow up is ‘to be poor’.

When we hear the word DSWD, maybe the first thing that comes to our mind is the word

‘poor’. In the news, when DSWD is involved, it is always about street children, minors involved

in crimes, informal settlers (squatters), and basically anything that falls down to poverty. And

yes, one of the functions of DSWD is to reduce poverty. But to be able to fully understand this

particular department, here is a better overview. The Department of Social Welfare and

Development is a government institution responsible for the protection of social welfare rights

and promotion of social development. It is mandated to develop, implement, and coordinate

social protection and poverty-reduction solutions for and with the poor, vulnerable, and

disadvantaged. It is tasked to protect the well-being and quality of life of the entire society. They

strive to empower the poor, vulnerable, and disadvantaged.

The DSWD, like how all departments should operate, functions to: (1) create policies and

plans on how the development and delivery of social welfare and development services will be

most effective; (2) improve and enrich existing programs and services especially for the children

and youth, women, family and communities, solo parents, older persons and persons with

disabilities (PWDs); (3) register, license and accredit individuals and groups involved in social

welfare and development services and set standards and monitor individuals and groups if they

comply with these standards; (4) provide technical assistance and capability building to

intermediaries or third-party groups; and (5) provide social protection of the poor, vulnerable and

disadvantaged sector.

There are also several legal bases of the functions that DSWD is mandated to perform.

Executive Order No. 123 states that DSWD shall “provide a balanced approach to welfare

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

but more importantly at the stage that would inexorably lead to such crisis.” In addition,

Republic Act No. 4373 states that the department shall “act to regulate the practice of social

work and the operation of social work agencies in the Philippines and for other purposes.

Moreover, according to Republic Act No. 5416, it shall develop and implement a comprehensive

and complete social welfare program that will be a solution to concerns on prevention services

for individuals, protective development services for the youth and children, rehabilitation

services for individuals in need (e.g. ex-convict, individuals with special needs). Furthermore,

based on Republic Act No. 7160, the department shall provide basic services and facilities to

each Local Government Unit (LGU) so that services to provinces, cities, municipalities, and

barangays will be in accordance to national policies and standards. With that, authority and

power shall be passed on from the National Government to the LGUs so that the latter may

perform its functions and responsibilities.

But before it became one of the 19 departments of the executive branch, and was given the

responsibility to perform all these functions, its establishment in the Philippines started in 1915

when the Public Welfare Board (PWB) was created and was tasked to study, coordinate and

regulate all government and private entities engaged in social services. It was then replaced by

Bureau of Public Welfare in 1921, Depart of Social Welfare through Republic Act 5416 in 1968

placing in under the executive branch of government, Department of Social Services and

Development (DSSD) through Presidential Decree No. 994 in 1976, Ministry of Social Services

and Development in 1978, until in 1987, through Executive Order 123 which was signed by late

President Corazon Aquino, it was renamed Department of Social Welfare and Development

(DSWD). Executive Order No. 292 established the name, organizational structure and functional

areas of responsibility of DSWD and further defined its statutory authority. Until the present, it is

known as DSWD. Even if it was renamed several times, its function all boils down to one point:

welfare and development of our entire society.

II. Background of the Department

A. Significant events and major breakthroughs

Throughout the department’s years of service to the Filipinos, it has faced many challenges

but it strived to breakthrough and get up to continue serving. It also had significant events that

involved the welfare and development of the entire society.

One of these significant events happened only last September of the current year when the

Commission on Audit (COA) disclosed that as of December 31, 2013, a P736.3 million cash

donations for the Yolanda survivors remained unutilized and still in the bank account of DSWD.

The main issue about this was when the delayed help was finally delivered to the survivors, it

resulted to spoilage 7,527 family food packs amounting to some P2.8 million, according to COA.

Furthermore, COA argued there was no proper accounting of the damaged relief goods. In

DSWD’s defense, they acknowledged that the reasons for these damaged goods are limited

logistics such as manpower constraints and the cargo containers, trucks, and ships were unable to

transport the goods. With this issue known to public, DSWD secretary Dinky Soliman was told

to quit by some Yolanda victims and critics.

Another major event, which happened also recently, was when Senator Ralph Recto

introduced an amendment to the 2014 GAA or the national budget to reduce the administrative

expenses of the Pantawid Pamilyang Pilipino Program (4Ps) of the DSWD on March 2014.

Some P336 million was taken from the 4Ps' administrative overhead ofP5.41 billion and

transferred to the program's cash grant component. In addition, Recto said what was reduced was

the budget for publicity and the budget for transfer of the department which is to be used to

accommodate more 4Ps beneficiaries or some 20,000 families. Recto argued that by doing so,

the Yolanda victims will receive real relief, and not just temporary or short term.

On the other hand, on October 2010, during the DSWD budget hearing, former president and

incumbent Pampanga Rep. Gloria Macapagal Arroyo examined the P34 billion agency budget of

now DSWD secretary Dinky Soliman. Arroyo said Aquino government is not prepared to fully

implement program, which her administration started, and questioned the P21 billion

appropriation for the CCT. She fully expressed her doubt that the Aquino administration will be

able to achieve its target by increasing the CCT fund. Furthermore, she believed the CCT

program of her successor is "ambitious and untimely”. Secretary Soliman countered that she

wants to focus on poverty reduction and made no regard to whatever Arroyo said.

These are just some of the major breakthroughs of the department during the last few years.

In the midst of it all, DSWD is continuously serving its people and trying to uphold the

responsibilities given to them and mandated by the law, even if some of the issues were only

being addressed recently.

B. Personalities Involved

To have a better view of who are responsible for the day-to-day operations of the

Department of Social Welfare and Development, here is a brief introduction to the people who

composes the current executive committee of the department. Corazon ‘Dinky’ Soliman is the

current secretary of the Department of Social Welfare and Development in the Philippines,

appointed by President Benigno Aquino in 2010. She once held the position under former

President Gloria Macapagal-Arroyo in 2001 but later resigned in 2005 because of the Hello

Garci scandal. There are four undersecretaries of the DSWD. Dr. Angelita Y. Gregorio-Medel is

currently undersecretary of the Institutional Development Group, and representative to the

Cabinet Assistance System. Mateo G. Montaño is also an undersecretary of the General

Administration and Support Services Group. Parisya H. Taradji is another undersecretary of the

Operations and Programs Group. And lastly, Florita R. Villar is the undersecretary of Policy and

Plans Group. Under undersecretary Taradiji, there are three assistant secretaries for each

programs. Vilma B. Cabrera is the assistant secretary for the Protective Programs. Camilo G.

Gudmalin is the assistant secretary for the Promotive Programs. And lastly, Teodulo R. Romo, Jr.

is the assistant secretary for the Support Programs. Under the General Administration and

Services Group, the assistant secretary is Rodolfo M. Santos. And the secretary of the Office of

the Secretary group is Javier R. Jimenez. Margarita Ana L. Perez is the Head Executive Assistant

of the DSWD.

An organization chart is presented that will show the hierarchy of the current executive

committee enumerated above.

There is also a simple profile list of the secretaries of DSWD from 1998 – 2014 under the

Ramos administration (1992 – 1998), the Estrada administration (1998 – 2001), theArroyo

administration (2001 – 2010) and the current administration under Benigno Aquino III (2010 – ).

DEPARTMENT OF SOCIAL WELFARE AND DEVELOPMENT

Department Secretaries from 1998 – 2014

Pres. Fidel V. Ramos

1992 - 1998

Corazon Alma De Leon

Pres. Joseph Ejercito Estrada

Gloria Macapagal-Arroyo

Dulce Saguisag

1998 - 2000

2000 - 2001

Pres. Benigno Aquino III

Corazon Soliman

2009 - 2010

2001 - 2005

Pres. Gloria Macapal-Arroyo

Celia Yangco

Esperanza Cabral

Corazon Soliman

2005 - 2009

2009 - 2010

III. Objectives

As the name of the department suggests, the objectives of DSWD is to improve, implement

and organize social protection and poverty reduction solutions for and with the poor, vulnerable

and disadvantaged – the oppressed. DSWD strives to empower the poor, vulnerable, and

disadvantaged to improve the quality of life of the entire society by having respect for human

dignity, integrity, and most of all, providing excellent service.

IV. Organizational Structure

The structure of the Office of the Secretary (OSEC) Group consists of the Secretary, the

Undersecretaries and the Assistant Secretaries together with their own personnel. The OSEC

Group is composed of the OSEC Proper, Internal Audit Service (IAS), the Social Marketing

Service (SMS), and the Office of Strategy Management (OSM).

The OSEC Proper consists of only the Secretary and her direct staff. The Secretary also

directly supervises and monitors the 16 Field Offices to ensure effective program

implementation. All Field Offices report directly to the Secretary.

The International Audit Service (IAS) assists the management through keeping the internal

controls and operations audit monitored and controlled. The Management Audit Division is

responsible for conducting an evaluation regarding the internal controls of management and the

Operations Audit Division evaluates the efficiency and effective of operations.

The Social Marketing Service (SMS) is responsible for the department’s advocacies,

marketing, networking activities and public relation especially to stakeholders. The Public

Affairs and Advocacy Division implements the publicity of the department and advocacy plans

through technical assistance like media relations, social marketing, public relations, and public

information. The Media Production Division are in charge to matters relating to EIC materials.

Communication Development and Research Division are responsible for studying and assessing

the feedback of the public to the department relating social welfare and so it established a

feedback mechanism to strengthen communication.

The Office of Strategy Management (OSM) is concerned with organizational strategies to

ensure that the department is committed to achieve its goals and objectives. OSM monitors the

performance of DSWD and integrates proposal for strategic frameworks and initiatives.

The structure of the Operations and Programs Group (OPG) is focused on the development,

implementation, and management of social welfare and development services and programs.

Under OPG are poverty reduction programs such as Pantawid Pamilya, SEA-K, and KALAHI-

CIDSS. It is composed of Social Technology Bureau, Protective Services Bureau and the Poverty

Reduction Programs Bureau.

The Social Technology Bureau (STB) is responsible for the development of social

technologies that address the issues concerning the poor, vulnerable and disadvantaged children,

youth, women, the elderly or families. On the other hand, the Protective Services Bureau

supervises and monitors the implementation and programs to provide technical assistance to

effectively implement the social welfare and development (SWD) programs of the department. It

may be community-based, center/residential care services, risk reduction and management, or

alternative parental care.

The Poverty Reduction Programs Bureau (PRPB) are ultimately responsible for the

management of SWD programs and projects for poverty reduction. It plans and coordinates the

implementation of SWD programs as well as monitors and evaluates the results. It also develops

mechanisms that maintain alliances and networks to support the implementation of its programs

and it provide policy recommendations based on the results.

The Sustainable Livelihood Division manages, monitors and evaluates the implementation

of livelihood programs and projects of the department. They are responsible for providing

solutions to livelihood-related concerns and technical assistance related to livelihood. The

Community-Driven Development Program Division is responsible for the management of the

KALAHI-CIDSS programs and projects to the communities. It plans and directs the project

implementation as well as coordinates with LGUs, NGOs, media and other partners to monitor

barangay projects. Lastly, the Pantawid Pamilya Program Division is the one that executes the

plans, policies, tasks and activities implemented by the CCT program. This division is

responsible for the operations and procedures of the programs. It also formulates and monitors

the implementations of programs, policies, and guidelines.

The structure of the Policy and Plans Group (PPG) focuses on communicating, advocating

and coordinating on matters relating to policy development and formulation of plans. It also

ensures the relationship between different offices, bureaus and field offices. It is concerned with

policy development and planning, policies and research, Department of Legislative Liaison

Office (DLLO), National Household Targeting Office (NHTO) and the Information and

Communication Technology Management Services (ICTMS).

The structure of the Institutional Development Group initiates and sustains the development

to empower the stakeholders in coordinated social services. It functions to build capacities of its

partners through teambuilding, knowledge management, technical assistance, standards

development and enforcement, as well as resource generation and management. Moreover, it also

builds organizational capabilities towards the culture of excellence and professionalism. It is

concerned with both capacity building and human resource development.

The structure of the General Administration and Support Services Group (GASSG) provides

leadership and staff expertise for the management of financial resources, facilities,

infrastructures, legal management, personnel administration, management of supplies, and other

management of activities. It is concerned with the administrative service, bids and awards

committee secretariat, financial management service, and legal service.

V. Scope and Delimitation

This research will study the Department of Social Welfare and Development in different

aspects such as its background, objectives, organizational structure, current programs and

projects, significant problems, specific government policies that address the problems, its

strengths and limitations, its policies and its prospects. This research will also investigate and

analyze the allocated budget for the department from years 1998-2014 and the significant

reasons behind its changes such as the programs and projects that the department and the

president during that year focused on. The research is only limited to what is mentioned and will

only analyze the department’s budget from the years 1998-2014.

VI. Significance of the Departmental Research

This research will be helpful to individuals who wish to analyze the allocated budget for the

Department of Social Welfare and Development in the years 1998-2014. It will also be useful to

individuals to have a background on the department and to learn about what it has been through

during the past years and its current situation. In addition, it will be able to inform the readers of

the department’s current programs and projects and the issues that it was and is involved in. This

study will also show the percentage changes of the allocated budget to DSWD from the years

1998 – 2014 and the reasons behind these changes. Furthermore, it seeks to make people aware

of the how the departments function and how the National Budget is carefully allocated to each

department.

CHAPTER 2

DSWD BUDGET ANALYSIS FROM 1998-2014

19981999

20002001

20022003

20042005

20062007

20082009

20102011

20122013

2014PHP -

PHP 10,000,000,000.00

PHP 20,000,000,000.00

PHP 30,000,000,000.00

PHP 40,000,000,000.00

PHP 50,000,000,000.00

PHP 60,000,000,000.00

PHP 70,000,000,000.00

PHP 80,000,000,000.00

PHP 90,000,000,000.00

Figure 1. DSWD Budget from 1998-2014

19981999

20002001

20022003

20042005

20062007

20082009

20102011

20122013

2014PHP -

PHP 200,000,000,000.00

PHP 400,000,000,000.00

PHP 600,000,000,000.00

PHP 800,000,000,000.00

PHP 1,000,000,000,000.00

PHP 1,200,000,000,000.00

PHP 1,400,000,000,000.00

PHP 1,600,000,000,000.00

PHP 1,800,000,000,000.00

Figure 2. National Budget from 1998 - 2014

CHAPTER 3

DEPARTMENT STATUS, PROBLEMS AND POLICY IMPLICATIONS

I. Current Programs of the Department of Social Welfare and Development

The implemented programs of the department are divided into four categories: (a)

Center-based Services, (b) Community-based Services, (c) Residential Care Services and (d)

Social Welfare and Development Technologies.

Center-based Services require clients to come to DSWD facilities called “centers,” with

the frequency depending upon their needs. The services are to be rendered inside these “centers.”

Furthermore, after treatment or undergoing activities, clients are to leave the facility and return to

their families. The subsequent paragraphs will explain the programs under this category.

The INA Healing Center, a center service for women, provides psychological support to

grieving mothers. Its goal is to counsel women in order for them to manage their grief and

depression due to a loved one’s loss or absence and in the long run, empower them to reach out

to other bereaved mothers. DSWD also implements center-based programs for persons with

disabilities. The Rehabilitation Sheltered Workshop (RSW) is a facility that trains the

differently-abled citizens and other special groups with the aim for them to be socially and

economically independent and productive. Some vocational courses that the workshop offers are

dressmaking, tailoring, watch repair, computer repair and scientific massage. Upon finishing the

trainings the RSW program also aids its clients to find jobs in the community, suited for their

skills, interest and qualification thus, ensuring their employment. This program caters to the

citizens in Project 4, Quezon City. Other programs like Area Vocational Rehabilitation Center

(AVRC) and Center for the Handicapped perform the same functions as RSW but only in

different areas of the country.

Community-based Services aim to teach the family and community how to get involved

in solving its members’ problems or needs. The subsequent paragraphs will explain the programs

under this category.

One community-based service is the Sustainable Livelihood Program (SLP), which

intends to improve the living status of unemployed and under-employed poor families

nationwide. Family members are to participate in social preparation and capacity-building

workshops conducted by project development officers from their respective regions. Afterward,

they are to choose between two livelihood tracks, the Micro-enterprise Development Track or the

Employment Facilitation Track. Further assistance and training will be given upon choosing their

livelihood option. Participants will also be monitored and evaluated during the course of

implementation. The Sheltered Workshops for Persons with Disabilities (PWDs), also aims to

help PWDs become financially independent. This involves livelihood training, teaching clients to

produce and sell goods and services for them to have their own income. For the elderly, DSWD

has the community-based program called Neighborhood Support Services for Older Persons

which trains community members with the intention of enhancing their care-giving capability for

their sick, frail or bedridden older members. Services for Women in Especially Difficult

Circumstances, also a community program, assist women in crisis situations solve their

problems. It also prepares them for their eventual return to their families and communities.

In order to accommodate children and the youth, the department implements the

following community-based programs: Therapy Services for Abused Children, Alternative

Family Care, Travel Clearance to Minors, Special Social Service for Children in Armed

Conflict (CIAC), Government Internship Program (GIP) and Rehabilitation Services for

Children in Conflict with the Law (CICL). The first program offers therapeutic intervention to

aid children to recover from the negative effects of abuse. This involves physical, psychological

and social rehabilitation that aims to put children back on the track of living a normal life,

maximizing their potentials. Alternative Family Care, on the other hand, covers children, whose

parents are unable to provide for their basic needs, either temporarily or permanently. DSWD

provides family care to the children in three ways, namely adoption, foster family care and legal

guardianship. For travel, a child (below 18 years old) who will take a trip alone or with

somebody other than his or her parents is required to be issued a clearance first. This aims to

protect the child from abuse, exploitation and trafficking by ensuring that he or she is traveling

with an authorized person. DSWD also has programs for CIAC which plan to protect and

rehabilitate children who were affected by wars or any other form of armed conflict. For out-of-

school youth, the department has GIP, which gives these youth the chance to participate in

government services in the form of summer jobs. This also serves as additional income for them.

For CICL, rehabilitation is provided in order for them to recover and improve their function in

the society. This includes psycho-social, economic, educational, cultural and spiritual formation

and development.

Residential Care Services are services that run 24-hour alternative family care to poor

and disadvantaged individuals or families in difficult situations who needs cannot be met on their

own for a period of time. The subsequent paragraphs will explain the facilities under this

category.

Elsie Gaches Village, located at Alabang, Zapote Road, Alabang, Muntinlupa City, this

facility offers housing, care and rehabilitation services to abandoned and neglected children with

special needs such as those with autism, mental retardation, cerebral palsy, epilepsy and impaired

senses. The Sanctuary Center, on the other hand, caters to women 18-years old and above who

are improving from psychosis and other mental illnesses. This only serves as their “halfway

home”, preparing them for their actual return to their families upon becoming fully well. It is

located in Welfareville Compound, Mandaluyong City. For senior citizens, DSWD has Golden

Acres/Home for the Elderly/Home for the Aged. It cares for the neglected elderly by first,

providing them with their basic needs and second, giving them livelihood and worthwhile

activities that will help them feel that they still have a function in the society even if they are in

the old state. This facility also gives premium to its client’s spiritual formation and relationship

with God. Residential centers are in Quezon City, Zamboanga City and Tagum City.

Social Welfare and Development Technologies are pilot projects marketed and tested

in local government units that are in need of the projects. The subsequent paragraphs will explain

the most prominent programs under this category.

The Reintegration Program for Deportees and Returning Undocumented Overseas

Filipino Workers (OFWs) provides assistance to deportees and returning undocumented OFWs

with the intention of helping them start anew upon their return to the Philippines. These include

livelihood trainings the Self-Employment Assistance Kaunlaran (SEA-K) Program,

transportation allowance, Basic Business Management Training, skills upgrading, house repair,

provision of school supplies and uniforms for children and burial and medical assistance. The

program is expanded to LGUs who have high incidence of returning OFWs in distress. For the

youth, the Information Technology Literacy Program for Out-of-School Youth and Youth

with Disability (SCALA Program) is being piloted. The plan involves a basic computer literacy

program that open and improve employment opportunities of disadvantaged youth. Directed at

Regions I, III, IV, V, VI, VII, VIII & Cordillera Administrative Region, it includes installation of

training facility with appropriate equipment. This is implemented in partnership with the

Engineers without Borders of Canada and the local government units. Lastly, the department also

implements the Family Drug Abuse Prevention Program (FDAPP). Its agenda is to educate

the family and community regarding the negative effects of drug abuse. In order to achieve

decrease in drug abuse, FDAPP teaches the clients through family enrichment activities and

parenting skills to improve the members’ relationships and promote a drug free home.

One of the most prominent programs of DSWD, however, is the Pantawid Pamilyang

Pilipino Program or 4Ps. It is not found under the four preceding categories. The 4Ps is the

conditional cash transfer program of the Philippine government patterned on programs in Brazil

and Mexico. Its objective is to (1) lessen extreme poverty and hunger in the country, (2) achieve

universal primary education, (3) promote gender inequality, (4) reduce child mortality and (5)

improve maternal health by investing in the health and education of poor households. A family

has to satisfy the following criteria before being qualified to receive the grant: (1) must be

residents of the poorest municipalities, based on 2003 Small Area Estimates (SAE) of the

National Statistical Coordination Board (NCSB); (2) household must have economic condition

that is equal or below provincial poverty threshold; (3) household must have children 0-18 years

old and/or have a pregnant woman at the time of assessment and (4) household must agree to

meet conditions specified in the program.

The conditions required for the cash grants to be received and maintained are as follows:

(1) pregnant women must avail pre- and post-natal care, and be attended during childbirth by a

trained professional; (2) parents or guardians must attend the family development sessions,

which include topics on responsible parenting, health, and nutrition; (3) Children aged 0-5 must

receive regular preventive health check-ups and vaccines; (4) Children aged 6-14 must receive

deworming pills twice a year and (5) Children-beneficiaries aged 3-18 must enroll in school, and

maintain an attendance of at least 85% of class days every month.

Two types of cash grants will be given to the household-beneficiaries who will qualify.

The first type is the health grant for which a household will receive P500 every month, or a total

of P6,000 every year. The second one is the education grant for which a household will receive

P300 per child every month for ten months, or a total of P3,000 every year (a household may

register a maximum of three children for the program). For a household with three children, a

household may receive P1,400 every month, or a total of P15,000 every year for five years, from

the two types of cash grants given to them. These cash grants are distributed to the household-

beneficiaries through the Land Bank of the Philippines or, if not feasible, through alternate

payment schemes such as Globe G-Cash remittance and rural bank transactions.

II. Problems Faced by the Department of Social Welfare and Development

DSWD, though holding only the best intentions for the country, has always been

challenged by problems regarding its program implementations and governance. First, the

department has always been questioned concerning its conditional cash transfer service, the

Pantawid Pamilyang Pilipino Program, also called 4Ps. The sector has found it difficult to give

the grant only to those are truly qualified, those who are extremely poor. A survey done by the

Commission on Audit in 2012 showed that 9.52% or 1 out of 10 beneficiaries were not qualified.

Some grant recipients of the funding owned their own concrete houses, had their own farm lands

and are employed in a job with steady income, all of which are direct deviation from the

qualifications since the program, again, aims to help only the poorest of the poor. Furthermore,

almost half of those who deserve the cash were not included in the beneficiary list. The survey

recorded 4,196,456 as poor but only 2,345,639 or 55.9% were under 4Ps.

Second, DSWD has perpetually faced problems and controversy with it relief operations

during calamities. Recently, the department was criticized because of their slow relief

distribution and improper handling of goods during Typhoon Haiyan which allegedly led to the

spoilage of 7,527 family food packs worth P2.7. Soliman, the department’s secretary, attributes

this to the lack of storage and delivery trucks available in the areas of Central and Eastern

Visayas. Also, according to her, some donations already came in wet and rotten thus, the

spoilage. DSWD was also accused of relabeling foreign donations, which also contributed to the

delayed distribution. In defense, Soliman stated that relabeling and repacking was done only on

necessary good that were not segregated. They needed to be repacked so that parameters and

volume distribution standards were followed.

III. Policies Implemented to Address Department Problems

For the problems on 4Ps, DSWD has taken the following measures: (1) took the

Commission on Audit’s recommendations and set out reassessment and validation surveys to

ensure beneficiaries are qualified and (2) implemented a third-party monitoring system (mostly

faith-based organizations) to keep track of beneficiaries and the grants given to them.

Regarding relief distribution, the department resorted to: (1) increasing the number of

transport equipment per local government unit; (2) ordering LGUs to procure certain equipment

for calamity debris such as chainsaws, as evaluation showed that debris were one of the main

reasons for slow relief circulation and (3) creating a “Surge Team” for the DSWD central office

and for every field office, that would be trained to penetrated calamity-stricken areas within 24

hours, even during highly dangerous situations.