SORSOGON STATE UNIVERSITY

School of Graduate Studies

Sorsogon City

Subject : PA 503- Theories and Practices in Public Administration

Semester : Midyear 2022
Professor : Errol G. De Castro, PhD
Discussant : Levy A. Ebid
Topic : Administrative Theories And Organization For Public Affairs
(DOH, DSWD& DND).
___________________________________________________________________________

I. OBJECTIVES:
- To have knowledge to different Government Department and its Organizational
Functions, Mandates and objectives.
- To Familiarized the Department programs & projects,

II. TOPIC OUTLINE:

DEPARTMENT OF HEALTH
 General Function
 History
 Vision & Mission
 Organizational Structure
 Organization function

DEPARTMENT OF SOCIAL WELFARE & DEVELOPMENT

 General Function
 History
 Vision & Mission
 Core Values and DSWD Brand
 Organizational Outcomes
 Organizational Structure
 Organizational Functions
 Programs & Projects

DEPARTMENT OF NATIONAL DEFENSE

 General Function
 History
 Vision & Mission
 Organizational Structure
 Organizational Functions

III. INTRODUCTION:

The government of the Philippines (Pamahalaan ng Pilipinas) is the national government of

the Philippines. It is governed as a unitary state under a presidential representative and
democratic and a constitutional republic in which the president functions as both the head of state
and the head of government of the country within a pluriform multi-party system. One basic
corollary in a presidential system of government is the principle of separation of powers wherein
legislation belongs to Congress, execution to the Executive, and settlement of legal controversies
to the Judiciary.

The Philippines government is modeled after the U.S. government. It has a President, Vice
President and Congress with a Senate and a House of Representatives. The main difference
between the two systems is that the Philippine constitution limits the Presidents to one six-year
term (he or she cannot be reelected for a second term); senators to two consecutive six-year
terms and representatives to three three-year terms.
 IV. DISCUSSION:

DEPARTMENT OF HEALTH

GENERAL FUNCTION

(Kagawaran ng kalusugan) Is the Executive Department of the Government of the

Philippines responsible for ensuring access to basic Public Health services by all Filipinos
through the provision of quality health care, the regulation of all health services and products. It
is the government's over-all technical authority on health.
The head of the department is led by the Sectary of Health, currently Francisco Doque III,
nominated by the President of the Philippines and confirmed by the commission on
appointments.

HISTORY
In 1944, President Manuel Roxas signed executive order (E.O.) No. 94 into law, calling for the
creation of the department of health. Dr. Antonio C. Villarama as appointed secretary. A new
bureau of hospitals and bureau of quarantine was created under doh. Under E.O. 94, the
institute of nutrition was created in 1948 to coordinate various nutrition activities of the different
agencies.
On February 20, 1958, executive order 288 provided for the reorganization of the department of
health. This entailed A partial decentralization of powers and created eight regional health
offices. Under this setup, the secretary of health passed on some of responsibilities to the
regional offices and directors.
On December 17, 2016, health secretary Paulyn Jean Rossel-Ubial announced that in 2017 the
government will start paying the hospital bills and medicines of poor Filipinos. She said that the
department of health (DOH) is capable of taking care of the hospital bills and medicines of poor
Filipinos owing to its bigger budget starting in 2017.

VISION
Filipinos are among the healthiest people in Southeast Asia by 2022, and Asia by 2040.

MISSION
To lead the country in the development of a productive, resilient, equitable and people-centered
health system for Universal Health Care.

ORGANIZATIONAL STRUCTURE

V. CONCLUSION:

VI. REFERENCES:
ADMINISTRATIVE SERVICE
Provide the DOH with efficient and effective service related to general services such as but
not limited to housekeeping, security, maintenance of facilities, janitorial services, grounds
maintenance, utility payments, logistics management, warehousing, distribution, payments and
importations, property management and disposal of unserviceable property.

BUREAU OF INTERNATIONAL HEALTH COOPERATION (BIHC)

Promotes and sustains international partnership through agreements and other
instrumentalities; Enhances policies, plans, agreements and systems for international
cooperation/ partnership. Establishes effective systems and mechanisms for collaboration/
coordination, Monitor FAPs Plans, Bilateral/Multilateral Agreements.

BUREAU OF LOCAL HEALTH SYSTEMS AND DEVELOPMENT (BLHSD)

Identify and assess priorities in local health systems development; develop policies,
guidelines and standards on sustainable local health systems; ensure multi-stakeholder
participation in local health systems development; monitor and evaluate functionality of
local health system.

BUREAU OF QUARANTINE
Formulates and enforces quarantine laws and regulations. Conducts surveillance and
institutes measures to prevent the entry of diseases subject to international health regulations
and other emerging and re-emerging diseases and health concerns from other countries that
may impact on public health in the Philippines. Provides technical assistance and supervision,
consultative and advisory services on health and sanitation programs and activities in
international ports and airports and their immediate environs. Conducts medical examination on
aliens and foreign based Filipinos for immigration purposes.
Advises the secretary and the undersecretary of health on matters pertaining to international
health regulations and international health surveillance.

DISEASE PREVENTION AND CONTROL BUREAU

Develop the disease prevention and control policies and strategic frameworks integrating all
components of the health system coverage, health service delivery, health regulation, health
financing, governance, and performance accountability. Oversee the policy, planning, research
and monitoring and evaluation divisions and sub-units of DPCB, and report systems integration
work to the director of the disease prevention and control bureau. sign all policy, administrative
and financial documents related to covid-19 and directly report to the public health services
team (PHST) undersecretary for covid-19 related concerns.

EPIDEMIOLOGY BUREAU
Develop and evaluate surveillance systems and other health information systems
Collect, analyze and disseminate reliable and timely information on the health status
Investigate disease outbreaks and other threats to public health, Network public health,
laboratories in support of epidemiological and surveillance activities.

FINANCIAL MANAGEMENT SERVICE

Prepare and consolidate the budget of the department. Maintain the books of accounts.
Collaborate and coordinate with various fiscal and regulatory government agencies in
establishing budgeting and accounting systems and policies. Assist management in decision
making with regards to financial matters. Monitor, evaluate and report on fund utilization against
performance of outputs. Review and appraise adequacy and compliance to internal control
system

FOOD AND DRUG ADMINISTRATION

Develop and evaluate surveillance systems and other health information systems
Collect, analyze and disseminate reliable and timely information on the health status
Investigate disease outbreaks and other threats to public health. Network public health
laboratories in support of epidemiological and surveillance activities

HEALTH EMERGENCY MANAGEMENT BUREAU

Acts as the DOH coordinating unit and operation center for all health emergencies and
disasters, as well as incidents with the potential of becoming an emergency, and coordinate the
mobilization and sharing of resources. Provides the communication linkage among DOH central
office and other concerned agencies, including the hospitals and the regions, during
emergencies and disasters. Maintains updated information of all health emergencies and
disasters (except epidemiological investigation reports) and provide such information to other
offices and agencies in accordance with existing protocols.

HEALTH FACILITIES AND SERVICES REGULATORY BUREAU (HFSRB)

Set minimum standards for regulation of health facilities and services. Disseminate
regulatory policies and standards for information and compliance. Issue permits to construct,
license to operate and certificate of accreditation. Monitoring of health facilities and services to
ensure continuous compliance of health facilities with regulatory standards provide technical
assistance, consultation and advisory services to stakeholders regarding health facilities
regulation. Conduct research relative to regulation of health facilities and services. Conduct fact-
finding on complaints against health facilities and services. Act on complaints against hospitals
and other health facilities.

HEALTH HUMAN RESOURCE DEVELOPMENT BUREAU

The HHRDB is tasked to lead the efforts of the DOH in HRH programs and activities
mainly through policy recommendations, standards development, capacity building, technical
and logistical assistance and networking.

HEALTH POLICY DEVELOPMENT AND PLANNING BUREAU (HPDPB)

Develops the health sector policy, legislative and research agenda; Develops strategic
plans towards the attainment of national goals and objectives for health; Monitors and evaluates
health sector performance in attaining the national goals and objectives for health; Provides
technical assistance in the development of policies, plans, and programs for the health sector;
and Makes recommendations to the Secretary of Health on matters pertaining to national health
policies, plans and programs.

HEALTH PROMOTION AND COMMUNICATION SERVICE (HPCS)

Develop directions, policies, standards and guidelines pertaining to health promotion
provide policy advice to partner agencies related to the health determinants. Provide technical
assistance to central office cluster/bureau, regional offices and retained hospitals on health
promotion. Take the leadership in the implementation of national campaigns as determined by
DOH management. Provide health promotion data to CO, regional health offices, retained
hospitals and other partners. Develop, produce and provide IEC materials. Establish networks
with partners especially those involved in peace, shelter, livelihood, education, food, income,
eco-system, social relations, equity, poverty, social justice, empowerment of women and human
rights.

INTERNAL AUDIT SERVICE

Conduct management operations performance audit of the DOH central office, centers for
health development (CHD), special/ specialty and retained hospitals, rehabilitation centers,
attached bureaus/ unit’s operations and activities, (with audit cycle of three (3) years) in order to
determine the degree of compliance with their mandate, policies, existing laws and regulations,
established objectives, systems, procedures/ processes and contractual obligation. Review and
appraise systems and procedures, organizational structure, assets management practices,
financial and management records, report and performance standards.

KNOWLEDGE MANAGEMENT AND INFORMATION TECHNOLOGY SERVICE

Formulate plans, policies, programs and standards for systems & process improvement,
systems and software development, establishment and maintenance of information and
communication technology (ICT) solutions including related security requirements
and management of data, information and knowledge sources and systems; develop and
manage the management information system and knowledge systems of the DOH including the
health portal; conduct systems & process engineering, software development, software
configuration management.

LEGAL SERVICE
Provide legal representation, advice and opinions on matters relevant to the DOH'S mandate,
policies, rules and regulations. And conduct investigations on administrative complaints/ cases.

PHARMACEUTICAL DIVISION
Improve the supply side access to quality essential medicines. Ensure rational use of
medicines by prescribers, dispensers and patients. Institutionalize transparency and good
governance in the pricing and procurement of medicines. Ensure adequate health system
support for the implementation of the “the universally accessible cheaper and quality medicines
act”, otherwise known as republic act 9502 and Philippine medicines policy.

PHILIPPINE BLOOD CENTER

 Provide adequate amounts of safe blood in a timely manner for our patients. They supply the
complete menu of blood component options 24 hours a day, 7 days a week.

PROCUREMENT SERVICE
Formulates plans and policies on procurement management of the Department of Health.
Undertakes the procurement process, in accordance with the Government Procurement Reform
Act.
Advises the Secretary of Health on matters pertaining to the procurement of goods and
services, infrastructure and consultancy services Divisions.

DEPARTMENT OF SOCIAL WELFARE AND DEVELOPMENT

GENERAL FUNCTION

The Philippines' Department of Social Welfare and Development is the executive

department of the Philippine Government responsible for the protection of the social welfare
rights of Filipinos and to promote social development. The DSWD is also responsible in policy-
making and empowerment of the poor, vulnerable and disadvantage sector and ensuring the
provision of social welfare and development services through intermediaries such as local
government units, non-government organizations and civil society.

HISTORY
Social welfare as a basic function of the state was a concept that materialized only after the
Second World War, although different groups were undertaking pockets of social work in the
first decade of the American occupation in the country. After the war, the Philippine government
gradually assumed the major responsibility for social welfare.
1915 – The Public Welfare Board (PWB) was created. Its functions were to study, coordinate
and regulate all government and private entities engaged in social services.
1921 – The PWB was abolished and replaced by the Bureau of Public Welfare under the
Department of Public Instruction.
1941– The Bureau of Public Welfare officially became a part of the Department of Health and
Public Welfare. In addition to coordinating services of all public and private social welfare
institutions, the Bureau also managed all public child-caring institutions and the provision of
child welfare services.
1947 – President Manuel A. Roxas abolished the Bureau of Public Welfare and in its place
created the Social Welfare Commission (SWC) under the Office of the President.
1976 – The Department of Social Welfare was renamed Department of Social Services and
Development (DSSD) with the signing of Presidential Decree No. 994 by President Ferdinand E.
Marcos. It gave the Department a more accurate institutional identity, in keeping with its
productivity and developmental thrusts.
1978 – The DSSD was renamed Ministry of Social Services and Development (MSSD) in line
with the change in the form of government, from presidential to parliamentary.
1987 – The MSSD was reorganized and renamed Department of Social Welfare and
Development (DSWD) under Executive Order 123 signed by President Corazon C. Aquino.
Executive Order No. 292, also known as the Revised Administration Code of 1987, established
the name, organizational structure and functional areas of responsibility of DSWD and further
defined its statutory authority.
1998 – President Joseph Ejercito Estrada issued Executive Order No. 15 “Redirecting the
Functions and Operations of the Department of Social Welfare and Development” to strengthen
the DSWD’s repositioning efforts that began soon after the implementation of the Local
Government Code of 1991.
2003 – President Gloria Macapagal Arroyo issued Executive Order No. 221 amending
Executive Order No. 15 which defined the mandate, roles, powers and functions of the DSWD.
2005 – The Department of Budget and Management (DBM) approved the DSWD’s
Rationalization and Streamlining Plan (RSP) on January 28, 2005 for implementation over the
next five years. The RSP emphasizes the Department’s shift in policy, functions and programs
in line with its steering role.

VISION
The Department of Social Welfare and Development envisions all Filipinos free from hunger and
poverty, have equal access to opportunities, enabled by a fair, just, and peaceful society.

MISSION

To lead in the formulation, implementation, and coordination of social welfare and development
policies and programs for and with the poor, vulnerable, and disadvantaged.

Core Values and DSWD Brand

 Maagap at Mapagkalingang Serbisyo

 Serbisyong Walang Puwang sa Katiwalian
 Patas na Pagtrato sa Komunidad

Organizational Outcomes

1. Well-being of poor families improved

2. Rights of poor and vulnerable sectors promoted and protected
3. Immediate relief and early recovery of disaster victims/survivors ensured
4. Continuing compliance of social welfare and development (SWD) agencies to standards
in the delivery of social welfare services ensured
5. Delivery of social welfare and development (SWD) programs by local government units
(LGUs), through local social welfare and development offices (LSWDOs), improved

ORGANIZATIONAL STRUCTURE

THE SECRETARY
The Secretary has the authority and responsibility to exercise the mandate of the
Department and discharge its powers and functions, and thus exercises supervision and control
over the entire Department. The Secretary shall also directly supervise and monitor the
performance of all Field Offices (FOs) to ensure the delivery of strategic outputs, including
timely, efficient, and effective program implementation. As such, all FOs shall report directly to
the Secretary.

OFFICE OF THE SECRETARY (OSEC) GROUP

The OSG shall be headed by the Undersecretary for Social Welfare and Development,
(USSWD) assisted by the Assistant Secretary for OSEC Concerns, and includes the Internal
Audit Service (IAS), the Social Marketing Service (SMS), the Information and Communications
Technology Management Service (ICTMS), the Administration Office, and the Operations
Center.

OFFICE OF THE ASSISTANT SECRETARY FOR OSEC CONCERNS

The Assistant Secretary for OSEC Concerns assists the USSWD oversee the OSG, and
serves as the Coach Monitor of the IAS, the SMS, the ICTMS, and the Administration Office.
The Assistant Secretary for OSEC Concerns shall also perform other tasks the Secretary may
assign.

Internal Audit Service (IAS)

The Internal Audit Service (IAS) assists DSWD Management in all matters relating to operations
and management control by independently appraising the adequacy and effectiveness of
internal controls, and conducting management and operations audits.

Social Marketing Service (SMS)

The Social Marketing Service (SMS) is responsible for undertaking advocacy, social marketing,
and networking activities to promote social change and to nurture the DSWD’s relationships with
its publics and stakeholders. The SMS shall institutionalize feedback mechanisms to ensure that
the development policies and messages embodied in the DSWD vision, mission, and goal are
effectively communicated.

Information and Communications Technology Management Service (ICTMS)

The Information and Communications Technology Management Service (ICTMS) is the

DSWD’s primary provider of information management, communication services, and technology
solutions, to support the DSWD’s social welfare and development strategies. It is responsible for
determining and recommending necessary and cost-effective infrastructures and systems that
enhance the DSWD’s competency in information and communications technology (ICT)
governance.

Administrative Office

The Administration Office provides the Secretary administrative and technical support as well as
field programs management. It serves as the link between the Secretary on one hand, and the
different Clusters within the Central Office as well as the FOs on the other, to ensure the
delivery of strategic outputs, including timely, efficient, and effective implementation of
programs.

OPERATIONS GROUP

The Operations Group shall be responsible for formulating, developing, and executing social
welfare and development programs and policies which specifically crafted to address particular
clienteles in varying incidents.

OFFICE OF THE UNDERSECRETARY FOR OPERATIONS

The Office of the Undersecretary for Operations shall be responsible for leading the
implementation of the Department’s programs for social welfare and development, as mandated
by laws, as well as directives of the President and of the Secretary. Particularly, the
Undersecretary for Operations is concerned with the effective implementation of DSWD’s
statutory programs, flagship social protection programs, disaster response projects, as well as
other timely and relevant social welfare concerns as they emerge. Finally, the Undersecretary
for Operations oversees three (3) Sub-Clusters: the Statutory Programs Sub-Cluster, the
Specialized Programs Sub-Cluster, and the Disaster Response Management Sub-Cluster.

STATUTORY PROGRAMS SUB-CLUSTER

The Statutory Programs Sub-Cluster is the strategic grouping sector aimed primarily on social
welfare programs and services, which is in furtherance of the Department’s statutory mandate.
In attending to the Department’s clients, these programs provide essential safeguards against
social segregation and further disadvantage due to rapid social changes and other unforeseen
circumstances.
The Statutory Programs Sub-Cluster shall be headed by the Assistant Secretary for Statutory
Programs, and shall include the Program Management Bureau (PMB), the International Social
Service Office (ISSO), and the Unconditional Cash Transfer National Program Management
Office (UCT NPMO).

SPECIALIZED PROGRAMS SUB-CLUSTER

The Specialized Programs Sub-Cluster is the strategic grouping of the flagship social protection
programs of the Department that provide investment to human capital through sustainable
livelihood, community-driven development, and assistance to individuals in crisis situations.

OFFICE OF THE ASSISTANT SECRETARY FOR SPECIALIZED PROGRAMS

The Office of the Assistant Secretary for Specialized Programs assists the Undersecretary for
Operations in the overall management and implementation of the programs and services under
the Sub-Cluster.

Pantawid Pamilyang Pilipino Program National Program Management Office (4Ps NPMO)

The 4Ps NPMO executes all plans, policies, tasks and activities in the implementation of the
Pantawid Pamilyang Pilipino Program (4Ps).

The 4Ps NPMO is headed by the Secretary as the National Project Director, assisted by the
Assistant Secretary for Specialized Programs as Deputy Project Director for Operations, and by
the Undersecretary for GASSG as Deputy Project Director for Finance.

Kalahi-CIDSS National Program Management Office (KC NPMO)

The KC NPMO is responsible for the overall management of the KALAHI-CIDSS Program and
other projects implemented using the community-driven development approach.

Sustainable Livelihood Program National Program Management Office (SLP NPMO)

The SLP NPMO is responsible for managing the implementation of the Sustainable Livelihood
Program (SLP), and shall lead the DSWD’s efforts in establishing linkages and networks for
potential partners.

DISASTER RESPONSE MANAGEMENT GROUP (DRMG)

The Disaster Response Management Group provides leadership, staff expertise and support in
managing and administering financial resources, facilities, warehouses, physical infrastructure,
personnel, legal management and assistance, supplies, and other logistical and procurement
activities, including the production of Family Food Packs (FFPs) and donation facilitation, in a
manner that is transparent, accountable, proactive, results-oriented, and value-adding to the
stewardship of DSWD resources.

DSWD PROGRAM/PROJECTS

• Kalahi-CIDSS

It is one of the poverty alleviation programs of the Philippine Government implemented

through the Department of Social Welfare and Development. It scales up the operations of the
community-driven development (CDD) approach used by Kapit-Bisig Laban sa Kahirapan-
Comprehensive and Integrated Delivery ofSocial Service (Kalahi-CIDSS), it predecessor.Kalahi-
CIDSS started in 2003.

• Pantawid Pamilyang Pilipino Program (4P’s)

Human development program of the national government that invests in the health and
education of poor households, particularly of children aged 0-18 years old. Patterned after the
conditional cash transfer scheme implemented in other developing countries, the Pantawid
Pamilya provides cash grants to beneficiaries provided that they comply with the set of
conditions required by the Program.

Pantawid Pamilya provides immediate relief from difficulties that often push families to sacrifice
their future to survive the present. As such, it addresses inter-generational poverty that afflicts
many families in the Philippines.

• Social Amelioration Program (SAP)

The Social Amelioration Program grants a P5,000 to P8,000 monthly cash subsidy to low-
income families for two months, depending on the area of residence. The subsidies provide
marginalized sectors of society the means to afford basic needs during the pandemic.

• Social Pension for Indigent Senior Citizens

Social Pension for Indigent Senior Citizens is the government’s assistance towards the elderly
in line with the fulfillment of the obligation of the government to protect the most vulnerable
sector though social protection and for the full implementation of the Republic Act No. 9444.
Indigent senior citizens shall be entitled to the monthly stipend of Five Hundred Pesos
(Php500.00) to augment their daily subsistence and other medical needs of senior citizens.

• Supplementary Feeding Program

Provision of food, in addition to the regular meals, to currently enrolled day care center
children. This is in the form of hot meals, as recommended by Food and Nutrition Research
Institute (FNRI), and served during break time to children in day care center.

• Sustainable Livelihood Program

The DSWD Sustainable Livelihood Program is a strategy to spread prosperity among

communities in the Philippines. We encourage Listahanan-identified poor families, especially
Pantawid Pamilyang Pilipino Program members, to engage in resource-based and market-
driven community micro-enterprises, or explore employment opportunities.

DEPARTMENT OF NATIONAL DEFENSE

GENERAL FUNCTION

The Department of National Defense is the executive Department of the Philippine

Government responsible for guarding against external and internal threats to peace and security
in the country. The Department of National Defense exercises executive supervision over
the Armed Forces of the Philippines (AFP), the Office of Civil Defense (OCD), the Philippine’s
Veteran Affairs Office (PVAO), the National Defense College Office (NDCP), the Government
Arsenal (GA), and Veteran’s Memorial Medical Center (VMMC). It is also responsible for
disaster preparation and management in the country.
The department's functions are to enforce the law and to curb criminality and to
guarantee the external and internal security of the country. As such, the DND deals also with
criminal elements because the Philippine Constabulary or PC, then a major branch of the
Armed Forces that has responsibility in enforcing the law and maintaining peace and order was
under its supervision, aside from other AFP major services (Army, Navy, Air Force) which are
busy dealing with fighting insurgents like the Communists and Muslim secessionists.

HISTORY

Headed by the Secretary of National Defense, who is a member of the President’s

cabinet. The current Secretary of National Defense of the Philippines is Delfin Lorenzana as of
June 30, 2016.
The Department of National Defense or DND was formally organized on November 1,
1939, pursuant to Executive Order No. 230 of President Manuel L. Quezon to
implement Commonwealth Act No. 1 or the National Defense Act of 1935 passed by the
National Assembly on December 31, 1935, and Commonwealth Act No. 340 creating the
department.

Mission:
To against external and internal Treats to territorial integrity and sovereignty; and promote the
welfare of the people in order to create a secure and stable environment conducive to national
development.

Vision:
A defense Organization that guarantees Philippine security, Territorial integrity and sovereignty;
a reliable partner in national development and strategic player in the Asia Pacific Region.

ORGANIZATIONAL STRUCTURE

OFFICE OF THE SECRETARY (OSEC)

The Department of National Defense is headed by the Secretary of National Defense (SND).
The SND is a cabinet principal assistant and advisor of the President of the Republic of the
Philippines on defense matters and developing defense policy. He exercises overall authority,
direction, and control over the Department and its Bureaus.

Undersecretary of National Defense(USND)

The Undersecretary of National Defense (USND) is the most senior among the six
undersecretaries of the Defense Department and as such, he serves as the deputy to the
Secretary of National Defense (SND). The Office of the Undersecretary of National Defense
provides advice and assistance to the Secretary in the review, formulation and implementation
of policies, plans and program on general administration and management of the Department
Proper, Personnel Management, and Information Management.

Office of the Undersecretary for Strategic Assessment and Planning (OUSSAP)

The Office of the Undersecretary for Strategic Assessment and Planning (OUSSAP) advises
and assists the Secretary implementing defense plans and policies; and in developing DND-led
strategic plans requiring “whole-of-government” interagency responses.

Office of the Undersecretary Capability Assessment and Development (OUSCAD)

The Office of the Undersecretary Capability Assessment and Development (OUSCAD) advises
and assists the Defense secretary in formulating and implementing Department objectives and
policies on matters pertaining to defense operations. It also supervision over the Armed Forces
of the Philippines (AFP).
Office of the Undersecretary for Acquisition and Resource Management (OUSARM)
The Office of the Undersecretary for Acquisition and Resource Management (OUSARM)
advises and assists the Se Defense in formulating and implementing Department objectives and
policies on matters relative to finance, munition, installations, and materials .

Office of the Undersecretary for Civil, Veterans and Reserve Affairs (OUSCVRA)
The Office of the Undersecretary for Civil, Veterans and Reserve Affairs (OUSCVRA) advises
and assists the SND implementing the Department’s objectives and policies on civil, veterans
and retiree affairs, as well as in matters concerning public affairs, public information, veterans
administration, retiree matters, civil defense and disaster risk reduction and management.

Office for Plans and Programs (OPP)

The Office for Plans and Programs (OPP) is responsible for formulating, reviewing and
supervising the implementation policies, plans and programs, ensuring harmonization of DND
strategic plans with defense and security related national medium and long-term planning by
developing defense reform and transformation programs and establishing DND-wide capability
development, and monitorin, analyzing and evaluating the operations and overall performance
of the Department and its bureaus.

Office for Financial Management (OFM)

The Office for Financial Management (OFM) is responsible for developing and implementing
effective budgetary and financial management policies, practices and procedures throughout
the Department,

Office for Human Resource (OHR)

The Office for Human Resource (OHR) provides technical and staff support services to the
Secretary on all matters pertaining to civilian and military personnel administration, including the
formulation, development and implementation of plans and policies on recruitment, selection,
placement, promotion, transfer, learning and development.

Office for Financial Management (OFM)

The Office for Logistics, Acquisition, and Self-Reliant Defense Posture (OLAS) serves as the
SND’s principal executive pertaining to acquisition and procurement for forces readiness, the
supervision and management of Logistics of DND Agencies and the instrumentalities, and the
materiel capability and bases development of AFP and DND Bureaus.

Office Primary Responsible (OPR)

As the Office Primary Responsible (OPR) for the Defense Strategic Planning System (DSPS) of
the Defense System of Management (DSOM) the Office for Strategic Assessment and
International Affairs (OSAIA) develops strategic assessments regarding current and emerging
defense and security challenges and future concerns, and conducts periodic assessments of
foreign development that may impact on Philippine defense interests and policies.

Office for Cyber and Information System Management (OCISM)

The Office for Cyber and Information System Management (OCISM) provides the Department
with services concerning the implementation of Information and Communication Technology
(ICT) and Cyber Security. OCISM formulates and re policies, standards and guidelines for the
optimum utilization and application of ICT in the Department as well as prevention, elimination
and effective response to cyber threats.

Protocol Office
The Protocol Office serves as the liaison between the Department and other government
agencies and private organ matters for activities where the Secretary of National Defense
(SND) is in attendance. Its primary responsibility is to prep all the events and engagements of
the SND, from courtesy calls and official visits of foreign dignitaries including the Min other
countries, to SND’s meetings inside and outside of the Department, to different ceremonial and
social activities invited as the Guest of Honor and Speaker, ensuring that all protocol
requirements are met.

V. CONCLUSION

The Government design agencies that will cater the needs of its people. trough its programs
and projects the community gets his/her necessity in terms of security, health and welfare, thus
project and Program implementation of these agencies indeed is a challenge.
The Philippines is contending with one of the worst COVID-19 outbreaks in southeast Asia.
the Department of Health has been an eyesore to critics, expert and to a common commentator
when its comes to policy and decision making. Thus, this report gives emphasis to an effective
organization that lead into a functional Administration. Appointing secretaries and under
secretaries who’s proficient in a particular field.

VI REFERENCES

| Department of Health website (doh.gov.ph)

https://en.wikipedia.org/
https://www.dnd.gov.ph/
Home - GOV.PH (www.gov.ph)
https://www.listph.com/2015/11/list-of-all-philippine-government-agencies-offices.html
https://www.dswd.gov.ph
https://www.officialgazette.gov.ph