Capacity Development Assessment of OPPO Cavite

Capacity Development Assessment of Cavite Provincial Population Office

1. PLANNING AND IMPLEMENTATION OF CAPACITY DEVELOPMENT FOR LOCAL POPDEV STRATEGIES CAVITE PROVINCIAL POPULATION OFFICE

2. STRUCTURE Is the appropriate structure for the program: in place (i.e., formally established)? functional (i.e., with appropriate staffing/ membership, meeting regularly, producing required outputs, provided with budget, with adequate supplies and equipment or mobility support)? CapDev Pillars Desired State Current State Causes Intervention STRUCTURE

3. STRUCTURE Presence of appropriate structure (office, committee or work group) with defined authority and accountability for performing the necessary functions within a program CapDev Pillars Desired State Current State Causes Intervention STRUCTURE Provincial Population Office with 28 permanent plantilla and 1 casual employee Provincial Population Office with 25 permanent plantilla and 1 casual employee. Detailed personnel: 1 PPO I and 1 PPW I Vacant: 3 Population Program Worker I 3 unfilled PPW I positions Hire vacant PPW I position

4. Capacity Assessment - Cavite Provincial Population O ffice CapDev Pillars Desired State Current State Causes Intervention STRUCTURE Provincial Population Office with 28 permanent plantilla and 1 casual employee Provincial Population Office with 25 permanent plantilla and 1 casual employee. Detailed personnel: 1 PPO I and 1 PPW I Vacant: 3 Population Program Worker I 3 unfilled PPW I positions Hire vacant PPW I position COMPETENCY Equipped personnel with the necessary knowledge, skills and attitude which meet the requirement of their position Most of the personnel has knowledge on PPMP program (22 employees attended POPDEV and AHD Trainings, 7 employees attended RP-FP, and 6 employees attended GAD. 2 new ly hired staff are capacitated but not yet competent Needs enchancement to sharpen skills / boost confidence to conduct the program Conduct trainings Coaching and mentoring

5. COMPETENCY Knowledge and skills of people who need to perform their assigned functions in the program, including technical competencies and program management competencies CapDev Pillars Desired State Current State Causes Intervention COMPETENCY

6. COMPETENCY What are the required competencies (i.e., core, organizational, leadership and technical) needed by the staff in attaining performance goals and objectives? What are the level of competency of the staff? Are they motivated and productive? CapDev Pillars Desired State Current State Causes Intervention COMPETENCY

7. COMPETENCY Knowledge and skills of people who need to perform their assigned functions in the program, including technical competencies and program management competencies CapDev Pillars Desired State Current State Causes Intervention COMPETENCY Equipped personnel with the necessary knowledge, skills and attitude which meet the requirement of their position Most of the personnel has knowledge on PPMP program 2 new ly hired staff are capacitated but not yet competent Lack of trainings and/or lack of confidence to discuss the topics Conduct trainings Coaching and mentoring

8. MANAGEMENT SYSTEMS Systems , processes and procedures for managing programs, i.e., planning and budgeting; design and development; implementation; and monitoring and evaluation CapDev Pillars Desired State Current State Causes Intervention MANAGEMENT SYSTEMS

9. MANAGEMENT SYSTEMS Are the systems, processes and procedures: • documented ( e.g , in a manual, flowchart, plan, protocols, SOP, etc.)? approved for implementation? implemented/ used/ practiced? standardized? streamlined? user-friendly/ customer-focused? participatory? transparent? CapDev Pillars Desired State Current State Causes Intervention MANAGEMENT SYSTEMS

10. MANAGEMENT SYSTEMS Systems , processes and procedures for managing programs, i.e., planning and budgeting; design and development; implementation; and monitoring and evaluation CapDev Pillars Desired State Current State Causes Intervention MANAGEMENT SYSTEMS Functional Quality and Data Management System Processes Absence of process on database management system on AHD, RPFP and POPDEV, Monitoring and Evaluation Lack of online management system Seek assistance from PICTO to create online data management system Attend trainings on data management

11. ENABLING POLICIES Presence of policy and legislative support for planning, developing, implementing, monitoring and evaluating service delivery functions, programs and projects CapDev Pillars Desired State Current State Causes Intervention ENABLING POLICIES

12. ENABLING POLICIES Are there policies (i.e., ordinance, resolution, orders) that supports the planning, implementation, budgeting and operationalization of the program? Are they still relevant, enforceable, comprehensive? What are the gaps? CapDev Pillars Desired State Current State Causes Intervention ENABLING POLICIES

13. ENABLING POLICIES Presence of policy and legislative support for planning, developing, implementing, monitoring and evaluating service delivery functions, programs and projects CapDev Pillars Desired State Current State Causes Intervention ENABLING POLICIES Approved Annual Investment Plan and inclusion in Provincial Development Investment Program Membership in various councils. External (guidelines from Popcom ) and provincial policies are implemented With existing policies being implemented Office Orders and RDC Resolutions are in place With signed MOU between PGC and Popcom With updated EO No. 47 “An Oder Fully supportive Top Management

14. KNOWLEDGE AND LEARNING Mechanisms for generating, analyzing and using data and information as basis for decision-making and continuous improvement CapDev Pillars Desired State Current State Causes Intervention KNOWLEDGE & LEARNING

15. KNOWLEDGE AND LEARNING Are Knowledge and Learning mechanisms in place and effective? Are data or databases accessible to and used by stakeholders? Are M&E data are used? Are citizens/ stakeholders engaged to provide feedback on service delivery? Is there continuous benchmarking with good practices (e.g., comparing own performance with other LGUs; documenting and sharing good practices)? CapDev Pillars Desired State Current State Causes Intervention KNOWLEDGE & LEARNING

16. KNOWLEDGE AND LEARNING Mechanisms for generating, analyzing and using data and information as basis for decision-making and continuous improvement CapDev Pillars Desired State Current State Causes Intervention KNOWLEDGE & LEARNING Efficient program database on PPDP programs implemented Mechanism on raw data gathering in placed/used Lacking database management system Lack of trainings Lack of tie up with possible database partners Established connection with possible database management partnership

17. LEADERSHIP Presence of mechanisms for: • Defining vision, mission and values, and setting strategic directions • Ensuring transparency and accountability in the LGU’s operations • Instituting participatory mechanisms • Establishing partnerships and collaboration • Visible sponsorship of programs CapDev Pillars Desired State Current State Causes Intervention LEADERSHIP Local Chief Executive

18. LEADERSHIP Are there existing leadership competencies and mechanisms for: Defining shared vision, mission and values Setting strategic directions? Ensuring transparency and accountability in the LGU’s operations? Instituting participatory mechanisms? Establishing partnerships and collaboration? Visible sponsorship, ownership and dedication for the programs CapDev Pillars Desired State Current State Causes Intervention LEADERSHIP Local Chief Executive

19. LEADERSHIP Presence of mechanisms for: • Defining vision, mission and values, and setting strategic directions • Ensuring transparency and accountability in the LGU’s operations • Instituting participatory mechanisms • Establishing partnerships and collaboration • Visible sponsorship of programs CapDev Pillars Desired State Current State Causes Intervention LEADERSHIP Local Chief Executive Clear office strategic direction, transparent operation, participatory mechanism, strong partnership and collaboration Presence of defined mission, vision and values and strategic directions. Transparent and accountable operation. Established partnership and collaboration with GOs and CSOs (FPOP, Joy Nostalg , DepEd , LGUs) Aggressive coordination and partnership with both GOs and CSOs. PPO is a created office under PGC for 22 years. Explore more possible partners and/or sponsors of office programs