Patricia Irene Patdu & Eula Marie Mangaoanglocalgov.up.edu.ph/uploads/1/4/0/0/14001967/4_angeles_city_pampanga.pdf · away from the stereotype of PWDs as mere recipients of goods

ANGELES CITY Walk the talk: Implementation gaps in Angeles City programs and services for PWDs

PROJECT: Assessment of Local Mechanisms for Programs and Services for PWDs - Focus on Persons with Disabilities Affairs Office

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Patricia Irene Patdu & Eula Marie Mangaoang



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i. Angeles City Disability profile

Demographics. Angeles City has a population of 411,634 as of 1 August 2015 (Philippine Statistics

Authority, 2015). The city has a total of 33 barangays. The highest concentration of the population

reside in Barangay Balibago, Malabanias, and Cutcut. As of 2018, a total of 3,370 PWDs have been

registered by Angeles City Office for Persons with Disability Affairs (ACOPDA), which is the PDAO of

the city. Majority of them are male (62%). The most common disability among the city’s PWDs are

orthopedic in nature (n=998), followed by psychosocial, 519, and disabilities related to speech,

hearing, and/or communication, 517. Note that ACOPDA treats persons with chronic illnesses as

psychosocial. Since most of the PWDs are orthepedic, mobility is therefore crucial in order to ensure

that these persons are mainstreamed in society.

The average age of PWDs in Angeles City is 35 years old (See Appendix, Table 1 and 2). The profiling

of senior citizens with disabilities is a gray area for ACOPDA and the Office of Senior Citizen Affairs

(OSCA) because of their conflicting views on this matter. ACOPDA removes from their present list

PWDs who are already 60 years old and above since it considers them clientele of OSCA. However,

OSCA refers seniors with disabilities to ACOPDA. Interestingly, this confusion does not seem to limit

the services extended to seniors with disability and might have even resulted to a duplication of

services because both offices explained that, in practice, they still cater to seniors with disabilities

even if they view this as outside of their functions (OSCA Head, personal communication, March 21,

2018; ACOPDA staff 1, personal communication, March 20, 2018).

Profiling of PWDs. ACOPDA conducts house visits in the 33 barangays to map out their potential

clientele and to get basic information. The ACOPDA staff are assigned to conduct “regular” house-to-

house visits to PWDs in three barangays each to make sure that their database information is

updated (OSCA Head, personal communication, March 21, 2018; ACOPDA staff 1, personal

communication, March 20, 2018). However, the regularity of these visits, whether they are once a

week or once or twice a month, is unclear since there is no agreed day and frequency for these visits

to be done.

Despite adopting national laws and enacting city ordinances, problems in the delivery of programs

and services for PWDs continue to persist. These have been identified in the Comprehensive

Development Plan of Angeles City (CPD) for 2018-2023. The summary of these are as follows; (i) the

lack of facilities for skills and livelihood training; (ii) inactive PWD associations at the barangay level;

(iii) lack of funds for additional activities for PWDs, such as celebrations and federation meetings; (iv)

low awareness among establishments in the city on the rights and privileges of PWDs and lack of

advocacy materials; and (v) the need for greater support from local and international organizations

and groups (Angeles City Government, 2018, pp.36-37).

Sections 7.1 and 7.2 of the implementing rules and regulations (IRR) of RA 10524 require

government agencies to reserve at least one percent of positions for PWDs, notwithstanding the

nature of the positions. Private corporations with more than a hundred employees are encouraged

to do the same. The city government does not monitor compliance with this 1% requirement. So

far, the city government has only been able to hire around 35 PWDs, a mix of permanent and job-



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order appointments (ACOPDA-OIC, personal communication, March 22, 2018; PESO Head, personal

communication, March 20, 2018). Most of these government employees have orthopedic disability.

During the interview with PESO Head, the ACOPDA-OIC interjected how a number of PWDs either

did not have the opportunity to enter the university or were discouraged from finishing their studies

due to reported incidents of bullying resulting to problems in hiring qualified PWDs (PESO Head,

personal communication, March 20, 2018). However, from the responses gathered, the PWD

people’s organizations (POs), associations, and/or federations are strongly advocating for

“independent living” among their peers, or what the vice mayor refers to as making PWDs active

members of society (Vice mayor, personal communication, March 20, 2018). The PWDs aim to break

away from the stereotype of PWDs as mere recipients of goods and services. This is best related by

the Head of the Angeles Multisectoral Consultative Council:

“Dati, yung PWD, for instance, palaging naghahanap yan ng ayuda—kung ano ang

maitutulong sa kanila, kung ano ang magagawa ng gobyerno. Pero unti-unti naming

nababago ang context, na hindi lamang kung ano ang maitutulong ng gobyerno, kung hindi

mag-contribute ka rin because, despite your disability, you are still a citizen.” (AMCC Head,

personal communication, March 20, 2018)

One of the goals of the sector is to be at par with senior citizens and achieve similar benefits.

“Nauna yung pag-identify sa senior citizen as a sector that needs to be addressed through

legislation” (Vice mayor, personal communication, March 20, 2018). In 2016, for instance, the city

government enacted Ordinance No. 385, which granted free admission to cinemas and theaters in

Angeles City for its PWD residents.

ii. Creation of ACOPDA

Prior to creation of the ACOPDA, the concerns of the PWDs were primarily handled by the Disabled

Persons Office. It was unclear whether this is attached under the City Social Welfare and

Development Office (CSWDO) or a special program under the mayor’s office, since there were

differing accounts regarding this matter (ACOPDA-OIC, personal communication, March 22, 2018;

CPDO Head, personal communication, March 21, 2018). According to the ACOPDA-OIC, rather than

being a stand-alone department, the said office was actually a “component office” of CSWDO.

However, a document implies that the Disabled Persons Office may have actually been separate

from the CSWDO (Memorandum No. 299 Series of 1993)1.

After RA 10070 was enacted in 6 April 2010, the city government started crafting an ordinance to

locally adopt the national law. Consequently, Ordinance No. 310, enacted in 2012, paved the way for

the establishment of the ACOPDA2. However, it is not without its limitations. The Ordinance did not

provide for plantilla positions. The reasons presented by the vice mayor, and echoed by the city

councilor for PWDs, the ACOPDA-OIC, and adviser of the Executive Office for PWD concerns are (i)

budgetary constraints and (ii) the 45-percent limit in personal services as stipulated in RA 7160,

1 The case writer could not confirm if the DPO can be considered as an earlier version of ACOPDA.

2 The ACOPDA-OIC recounted how he previously raised the possibility of renaming ACOPDA to PDAO to align

with the national law. No action has been taken regarding this however.



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Section 325 (a). There is still a need for the office to be fully institutionalized, particularly by having

permanent staff positions in place of the current contractual positions.

According to the Vice Mayor, the city now has enough budget to provide ACOPDA with plantilla

positions and allowed the creation of new personnel positions. This development was included in

the approved Ordinance No. 435. This, however, came after the 2018 budget hearings and, thus, will

only be included in the next fiscal year. Effective in 2 February 2018, this new ordinance is

envisioned to be more comprehensive. (Vice mayor, personal communication, March 20, 2018; city

councilor, personal communication, March 20, 2018; PWD employee, personal communication,

March 20, 2018; CPDO Head, personal communication, March 21, 2018).

In both ordinances, it is clear that ACOPDA is directly under the Mayor’s Office and not under the

CSWDO. Therefore, the ACOPDA-OIC understood that all official communications for their office

should be addressed to the Mayor’s Office, never to the CSWDO. PWD advocates have asserted that

it was through the sector’s advocacy work that the separation from CSWDO was achieved (Vice

mayor, personal communication, March 20, 2018).

iii. Selection Process for the ACOPDA Head

Under Ordinance 435, the ACOPDA head will assume the position of “Disability Affairs Officer IV,”

instead of “PWD Affairs Officer” as stated in Ordinance 310. Section 6 of Ordinance 310 adapted the

provision of RA 10070, which noted that qualified disabled persons would be prioritized for the

selection of ACOPDA head and officers. The ordinance also emphasized that human resource (HR)

processes and activities should not discriminate against PWDs. However, Ordinance 435 does not

have an equivalent provision on preference for PWDs. Instead, it provides for more knowledge and

training-related qualifications, specifically (i) a degree holder, (ii) at least five years’ experience in

disability affairs, (iii) sufficient knowledge about disability laws and disability –related issues and

concerns, and (iv) leadership positions in PWD organizations in Angeles City (Ordinance 310, 2010;

Ordinance 435, 2018).

Four PWD focal persons/program heads have been designated in different periods by the city

government (Vice mayor, personal communication, March 20, 2018). The term of the ACOPDA head

usually lasted for a year and the position has always been job-order in nature, but plantilla positions

in ACOPDA are currently undergoing budget review, as mentioned previously. The qualification

requirements are also being drafted for approval of the personnel selection board (PSB). According

to the HRMO Head, the city mayor will be representing the PWDs in the PSB (Personal

communication, March 20, 2018).



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Figure 1. Flowchart of typical recruitment process in Angeles City Government

*Note: Personnel Selection Board (PSB) usually consists of a chair (i.e., the mayor), the HRMO, a representative

from the union of employees, and three committee chairs from the city council.

The Angeles City government does not usually conduct a general assembly to select the ACOPDA

Head, nor does it have any plans to do so for the person who will succeed the current ACOPDA-OIC,

who is already beyond retirement age. It seems that some departments are not aware of this

mechanism. Instead, the ACOPDA Head will be selected through the regular process of recruitment

for government employees as prescribed by Civil Service Commission (CSC). The process of

recruitment and appointment is as follows:

1. Pre-publication of positions. Before the city government can declare a position open for

hiring, it needs to undergo budget review, ensuring that budget allocation for the position

does not exceed 45 percent of the annual revenues of the city. The city government should

also prepare a set of qualification requirements and have them approved by the CSC.

2. Publication of positions. The city government will proceed to publish the vacant position, by

way of a memorandum issued to Human Resource Management Office (HRMO) as a go-

signal to post the vacancy. The job posting usually contains the position, where the position

is assigned, and the qualification requirements. After posting, the HRMO will then start

receiving applicants until the application deadline

3. Screening. According to the HRMO, the screening process consists of two layers: 1) pre-

screening by HRMO, and 2) screening by the PSB.

(a) Pre-screening/initial interviews. During the pre-screening by HRMO, the office will

invite applicants to an initial interview, and those who fail to meet the minimum

requirements for the position will be rejected.

Pre-publication

• Budget review • Qualification standards

Publication of position

• Notice of vacancy • Receive applications

Pre-screening

• Initial interview by HRMO

• Assess against minimum qualification requirements

• Shortlist applicants

Screening

• Exam and panel interview with PSB*

• PSB deliberation • Recommendation of top

five applicants for selection of mayor

Selection

• Discretion of mayor to choose from recommended applicants

• Issuance of appointment



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(b) Screening by PSB. The shortlisted applicants will be required to take an exam and attend

the panel interview with the members of the PSB. The HRMO said that the PSB usually

consists of a chair, usually the city mayor; the city administrator; the HRMO Head;

representative from the union; and three committee chairs from the city council. Based

on their scores in the exam and panel interview, applicants will be ranked from highest

to lowest. Usually, the top five applicants are recommended to the mayor for his final

decision or approval.

4. Selection. At this stage, the top-ranked

applicant is not necessarily the one hired.

The mayor is given discretion for selecting

the next-ranked applicant, and so on. He

then issues an appointment in accordance

with civil service rules.

At present, the monthly salary of the ACOPDA-OIC

is roughly Php 19,800.00. This is equivalent to SG

10-8 per third tranche of monthly salary schedule

for civilian personnel effective January 1, 2018.

Under Ordinance 435, the ACOPDA Head will have

a plantilla position equivalent to Salary Grade 22,

which amounts to Php 58,717.00.

Likewise, the current ACOPDA-OIC was not hired

through the general assembly process. In fact, he

was directly appointed by the mayor back in 2014,

following the advice of the AMCC Head, which was

prior to the IRR for RA 10070 being in effect. He

knows the ACOPDA-OIC since the latter formerly

represented the urban poor sector in the council.

It was during these meetings that he noted the

leadership qualities of the current ACOPDA-OIC

(AMCC Head, personal communication, March 20,

2018). There was also an instance when the

ACOPDA-OIC asked the AMCC Head if the latter

can support his participation in a PWD convention

in Miriam College Angeles, since AMCC also caters

to PWDs. The consultant referred him to the

proper offices in the city government that can fund his transportation and other costs. After the

meeting, the ACOPDA-OIC shared his experience with the consultant and gave a report on what was

discussed in the convention. Later on, the consultant recommended him for the ACOPDA head

position in response to the mayor’s request.

BOX 1 First flag ceremony as ACOPDA-OIC

When his office was asked to host the flag ceremony of Angeles City Government, the ACOPDA-OIC took this as an opportunity to increase the visibility of PWDs and raise public awareness about their sector. He encouraged his PWD clientele to join them during this ceremony. “…*The flag ceremony is+ the time when you can report everything you have done for the PWD and the things you want to do for the PWD. So since that was the first time I made it unique”. The invocation was led by persons with hearing disability while those with Down syndrome sung the Philippine National Anthem. Afterwards, the ACOPDA-OIC introduced the members and explains the concept of PWD empowerment.“Yan po ay mga Deaf, yan po ay mga DS syndrome, pero nakita po ninyo educable. Okay. Pwede pa silang ma-improve. Kahit konti lang po. Kagaya niyan master nila yung pambansang awit, at sumayaw sila”.

He also took this opportunity to explain ACOPDA programs and activities. “Tapos hindi lang po yan” kakong ganun “Kinapacitated ko po ang aking staff, nagattend po kami sa mga seminars, conferences, offered by DSWD, by DOH, by DTI, etc etc…Ngayon meron na po kaming peanut butter production flagship program ng federation”. As a result, the ACOPDA-OIC caught the attention of the local government officials, giving him access to participate in the various meetings and councils, including those for GAD and Social Protection (ACOPDA-OIC, personal communication, March 22, 2018).



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iv. Profile and Description of ACOPDA-OIC

This section starts with a brief discussion on the background and qualifications of the current

ACOPDA-OIC, including his condition as a PWD and his opinion on the disability preference of PWD

heads. It then follows through with the ACOPDA-OIC’s motivation and his vision for the office.

Finally, it presents the case writer’s impression of the ACOPDA-OIC based on the responses of

various interview respondents. These are grouped into (i) communication and people skills; (ii)

resourcefulness and ingenuity; (iii) management skills; (iv) integrity; and (v) growth mindset.

Background and qualification. The ACOPDA-OIC is a PWD with visual impairment. Specifically, he

has severe myopia, a condition he had ever since he was young. He explains that since then his

vision has become incurable. Initially, the mayor was hesitant about hiring him for the ACOPDA OIC

position because of his visual impairment, but the AMCC Head considered this a non-issue since the

OIC can always hire an assistant. The conversation between the mayor and the consultant happened

on a Friday, and the ACOPDA-OIC was asked to report immediately on Monday the following week.

The OIC did not have specific training that would have prepared him for the position. However, he is

an educator by profession and has been teaching Social Science at a high school in Angeles City for

more than thirty years. It seems that his training as a teacher helped him fulfill his task well. “Pag-

educator ka, you can easily level (up), you can easily adjust, you can easily adapt, tapos alam mo

yung psychology ng tao” (ACOPDA-OIC, personal communication, March 22, 2018). The AMCC Head

already noted these leadership traits of the OIC and, seeing his interest in helping the sector

improve and his background as a teacher, he recommended the OIC to the mayor for the position

(AMCC Head, personal communication, March 20, 2018).

Motivation and vision for the sector. The ACOPDA-OIC considers himself a “prayerful man” and

views all things that happened to his life under a divine light. He recounted the many instances when

random people would visit their offices to donate money or in-kind items, and believes that these

were ‘miracles’. The ACOPDA-OIC lives alone and apart from his relatives, who have all migrated

abroad. He mentioned that he receives little help or communication from them. On the side, he also

does tutoring to augment his meager salary as OIC and to help augment his day-to-day expenses. In

spite of these, he considers himself lucky and says he does not have any problem.

“Yes tapos ako naman. Hindi ako nakakaencounter ng problem dito…Hindi ako nagugutom,

hindi ako nawawalan ng pera. Ganun. Example. Kunyari ang budget ko ang pera ko nalang

300, 400. Kasi dumadaan pa ako sa office, nagbibigay pa ako ng pang merienda or

whatever. (Yung) tinututor ko magbibigay pa yun sa akin by the end of the month (30th).

Ibibigay na ngayon 23. ‘Aba bakit bing, bakit mo nabasa mo yung isip ko, bakit nabasa mo

yung bulsa ko? Yung bulsa ko 300 nalang.’ ‘Syempre sir.’ Ganun ba. Always. Always…Ewan

ko. The Lord and my guardian angel. The Holy Spirit.” (ACOPDA-OIC, personal

communication, March 22, 2018)

He added that he found more meaning in working for the PWD sector compared with the previous

sector he handled (i.e., the urban poor).



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PD

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). S

tud

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rep

are

d f

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litio

ns f

or

Cha

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rogra

m, A

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ba

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The

Asia F

ound

ation,

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the

U.P

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nal G

ove

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The concept of inclusivity encapsulates the vision of the ACOPDA-OIC for the PWD sector. He

explains that this entails mainstreaming of PWDs in society, despite the special treatment given to

them. Moreover, it means that the services and programs they deliver can be availed by, “not only

the PWD, [but also] including his mom, his dad, lolo, uncle, auntie, ate, kuya, kapatid, employment

opportunity. If there is none in the city, it is the sheltered workshop” (ACOPDA-OIC, personal


Communication and people skills. Among those interviewed, only the office CSWDO raised

difficulties in relating with the OIC, but this was mainly linked to the delineation of tasks (CSWDO

Head, personal communication, March 21, 2018). This will be discussed in more detail in the section

on ACOPDA at work. A staff of the DOST regional office opined that, at least in terms of

coordination, it is now easier to work with ACOPDA through its current head. Though she did not

elaborate on this matter, she did explain that the current OIC takes the initiative to reach out to

their office and request for assistance. In terms of performance, DOST officials added that there is a

significant difference between the PWD leadership years ago and today This might be due to some

previous misunderstandings with a past ACOPDA Head regarding a DOST project which the group

recalled during the course of the interview (DOST ROIII, personal communication, March 21, 2018).

The ACOPDA-OIC narrated that, previously, he was never consulted or invited to meetings. This

gradually changed, and now he is invited to meetings of the GAD, Mayor’s Office, Social Protection,

and so on. In particular, he pointed to the first flag ceremony that was hosted by ACOPDA, where he

showcased the abilities of the PWDs (See Box 1). During this event, he also reported the activities

and programs being done by their office, earning him the admiration of those in attendance3.

Resourcefulness and ingenuity. One of the ACOPDA staff interviewed said that the ACOPDA-OIC

often has a lot of ideas that he wants to implement for the benefit of the PWDs or the office. Despite

challenges of having a limited budget, the ACOPDA-OIC was able to carry out a number of programs

and activities for PWDs and non-PWDs alike. He explained that he considers the budget of his office

as a given that he has to work with. In cases where his office is denied financial support, he just

shrugs it off. “That's not a problem. I go around. Tapos kung hindi ako pinagbigyan ng isang ganito, e

di wag. Sinong nawalan? (Ikaw ang) Nawalan ka ng grasya” (ACOPDA-OIC, personal communication,

March 22, 2018).

Instead, he taps other possible donors. “So what I did was to show…ni-level (up) ko yung pagiging

OIC. Hindi ako yung nakaupo lang. I went out of my way to resource different sectors, different

national agencies, para to fund my activities, my seminars, my outings, my team buildings, etc.

Ganun ako” (ACOPDA-OIC, personal communication, March 22, 2018). He also links up with private

sector companies. For instance, he asked for assistance from Clark Development Corporation (CDC).

It was a two-way deal since the organization also wanted to boost their corporate social

responsibility.

As a retired teacher, he would also asked donations from his former students. “Nagiging consistent

lang ako. Ang tinuro ko sa social studies the values that I inculcated to them, yung sharing, they

3 This also facilitated the data gathering of the case writer and the documenter. Since most of the respondents

in this study knew the ACOPDA-OIC, it was fairly easy to schedule interviews and even unplanned meetings.



9

Patd

u, P

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Ma

nga

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, EM

. (2

018

). W

alk

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). S

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litio

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Asia F

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found consistency. ‘Ay sir, sige sir, 500 ito sa akin’, Oh tapos yung friends na I’ve met ‘Mula noon ‘yan

yung trabaho ni Mamang, ni Sir Philip’” (ACOPDA-OIC, personal communication, March 22, 2018).

During the focus group discussion, a president of a PWD federation cited the partnership between

ACOPDA and Kapampangan Development Foundation (KDF) in the conduct of medical missions,

including those for PWDs with eye problems and visual impairment. One of the ACOPDA staff

recalled bringing in eye specialists from Capas, Tarlac for the project, benefiting about 11 PWDs.

Aside from this, the CSWDO staff also mentioned that ACOPDA was able to give out wheelchairs to

about 80 PWDs.

Recently, the office conducted a

bloodletting activity, which the PWD

advocate considered an “ambitious

project” during the focus group discussions

(FGD, March 21, 2018). For this activity,

the office tapped donors and non-profit

organizations as partners. It seems that

even the ACOPDA staff at times perceives

the ideas proposed as too ambitious. “Lalo

na po at PWDs kami, yung kakayahan

namin, medyo limitado” (ACOPDA staff 1,

personal communication, March 20, 2018).

However, this might be part of the bigger

vision of the ACOPDA-OIC to empower the

sector.

An ACOPDA staff recognized the resourcefulness of the current OIC to help the marginalized PWDs.

“Halimbawa nalang po sa mga assistive devices, naghahanap po ng benefactor yung head namin”

(ACOPDA staff 2, personal communication, March 20, 2018). A mother of a PWD, with psychosocial

disability, recounted how desperately she approached the ACOPDA-OIC when she found out that

they had to spend a lot of money to bring her child to India for a heart surgery. The OIC explained

that he had to talk to different types of people to pool enough resources. “I approached different

people. Kinapalan ko yung mukha ko, which I don't usually do. I went to generous people” (ACOPDA-

OIC, personal communication, March 22, 2018).

Management skills. With legal mechanisms in place, the ACODPA-OIC was able to assert the

provision indicated in Ordinance 310, specifically ensuring that his office is directly under the

Mayor’s Office. The ACOPDA-OIC deemed it compulsory for all 33 barangays to undergo profiling or

mapping, “whether they like it or not” (ACOPDA-OIC, personal communication, March 22, 2018). He

also leveraged the skills and connections of his staff. For instance, one of them worked closely with a

staff of CSWD with detail assignment in ACOPDA, who knew the requirements and processes for

requesting assistance for PWDs, such as preparing case study reports:

“Tapos yung dalawang ano kasi JO kami lahat, may nadetail doon, yung isang

CSWD na permanent, isa casual na I like naman. Why? Why did I like it? Kasi

lahat ng cases, lahat ng financial assistance, lahat ng funeral assistance,

BOX 2 Things with Disability

When the ACOPDA-OIC started, he found that the office was neglected, with limited equipment and office furnitures. Since he did not have the funds, he asked for tables that were going to be thrown away but can still be repaired and reused. “Hinihingi ko. Pinintura ko ng puti. Yung iba nga dun walang paa. Kaya yung mga ano tables, TWD, things with disability. Tapos wala kaming ano, computer. Wala silang ano”. He asked computers from friends and electric fans from the PWD federation. Moreover, he befriended people from the city hall with offices that have extra, unused computers (ACOPDA-OIC, personal communication, March 22, 2018).



10

Patd

u, P

I &

Ma

nga

oang

, EM

. (2

018

). W

alk

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talk

: Im

ple

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PW

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ocu

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Aff

air

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ffic

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). S

tud

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rep

are

d f

or

the C

oa

litio

ns f

or

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

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l a

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ove

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e.

whatever, PCSO, dumadaan sa CSO, CSWD, for their case study. Sila nagke-case

study. One of those (persons) doing the case study is that woman there na

detailed sa akin. So I don't have to go and write a letter pero gagawin na

niya…she has to do everything, teach everyone of us how to do it and she will

sign it. And I will endorse it to be signed by CSWDO for financial assistance,

funeral assistance, medical assistance, ganun. It made it easier, faster for me.”

The ACOPDA-OIC saw the need to empathize with and respect the capacity and interests of the

sector. He said that, during meetings and celebrations, he would raffle his own personal possessions

to make these gatherings “exciting.” The ACOPDA-OIC also tries to inculcate values in his staff during

weekly staff meetings. He recounted that he sometimes became emotional while relating his views.

He stressed the value of generosity or sharing. “Iba na talaga yung ikaw na ngayon tapos bumibigay

ka. In the spur of [the moment]. You cannot teach that, inculcate that in one day. It took me four

years to inculcate sharing. You share whatever you have” (ACOPDA-OIC, personal communication,

March 22, 2018). However, he also cautioned that one cannot give just anything, such as worn-out

shirts with holes to the poor.

Moreover, the ACOPDA-OIC explained that he treats his staff like his family since his own relatives

are not with him anymore. They usually eat together at work, with the staff contributing only

Php20.00 each and the OIC paying for the rest of the expenses. He later on explains that he feels

closer to his staff that are PWDs because they are all in the same boat. When asked to elaborate, he

explains, “… you are not a PWD. You will not understand what I’m saying. Except that you have a

different background. You will not understand what I’m saying that I treated them like *a+ family. I

treated them like anak, apo, and when we pray we pray also for their family members, yung mga

problems nila. Kasi PWD ako eh” (ACOPDA-OIC, personal communication, March 22, 2018).

Integrity. Despite the bond formed between the ACOPDA-OIC and his staff, the ACOPDA-OIC puts

premium on efficiency in service delivery for PWDs and expects his staff to do the same. There were

instances when he was forced to demote or fire a staff because of frequent tardiness and absences.

During an interview with a PWD beneficiary, the ACOPDA-OIC recounted how one of his former staff

quit, probably because the latter could not meet his standards. There is the usual perception of

government as slow and inefficient but, according to some of the respondents, the ACOPDA-OIC is

changing this, at least for his service to the PWDs. One of the ACOPDA beneficiaries said, “Kasi pag

tao lang ang lumapit sa government *makes an action+ kaya yung ano, sabi nila ‘lapit ka kay

Mamang.’ Nagdalawang isip ako kasi alam ko pag gobyerno. Pero hindi ako nagkamali. Pagkalapit

namin, yun nga, natulungan kami” (ACOPDA beneficiary 1, personal communication, March 26,

2018).

The ACOPDA-OIC reiterated that he wants their work to be quick, without delay, if there is no real

reason for the hold-up. “Halimbawa, may nagrequest sa kanya ng wheelchair kahit senior siya.

‘Puntahan mo kaagad mamaya, picturin mo na siya kuha mo na yung basic data, etc etc’ ‘Gusto ko

maprofile na siya at tsaka ibigay mo na kay Ma’am Che para ma-ano ng CSWD. Tapos ieendorse ko

na’. Ganun. No delay. Ayoko ng *delay+” (ACOPDA-OIC, personal communication, March 22, 2018).



11

Patd

u, P

I &

Ma

nga

oang

, EM

. (2

018

). W

alk

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talk

: Im

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ation

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Ang

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PW

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). S

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rep

are

d f

or

the C

oa

litio

ns f

or

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

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the

U.P

. C

ent

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for

Loca

l a

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nal G

ove

rnanc

e.

Whenever he receives monetary donations, the OIC ensures that some of his staff are present to

ensure accountability. If that is not possible, then he asks the donors to put their donation in a

“sealed…envelope. Sign there, place the amount and the donor. And it can only be opened in the ano,

in the presence nila, in their presence” (ACOPDA-OIC, personal communication, March 22, 2018). He

explains that this is his way of getting the respect of his staff. The OIC also ensures that the profiling

work is continious even if funds are low so that, when a potential donor comes looking for

beneficiaries, they have a list in handy. This was the case when the Clark Development Corporation

approached them looking for PWD beneficiaries.

Openness to learn. The ACOPDA-OIC also attends a number of seminars, meetings, and trainings

wherein he actively participates and shares his opinion. Although he is no longer a member of the

PWD federation since he is now holding an office, he also frequents federation meetings within

Angeles and in the Central Luzon Federation for PWDs. He actually adapted the concept of inclusivity

from an organization in Makati.

“I get ideas from people. I also listen to [radio] and television. Like one interview like

this, nainterview yung mother ng isang autistism (sic) noh, now she took medicine kasi

meron siyang child with autism. Now he’s 18 years old. Because of her program, now

the 18 years old is now grade 11 in UST and is now a singer…nirerelay ko sa kanila

[staff]. Ganun, ganun dapat. May programa for child, may first, may pang second,

may pang third, tapos anything, may bi-polar, global ano. Inaano ko yan kasi they

don't read, they don't listen. Ako nang nagbibigay ng input sa kanila. Kailangan dapat

yun” (ACOPDA-OIC, personal communication, March 22, 2018)

The OIC also explained that, in his work with ACOPDA, they learned how to improve their profiling of

PWDs. In particular, they learned to take note of additional information, which is essential for

tracking their beneficiaries. For instance, they realized that it is helpful to take note of the nicknames

of the PWDs and their immediate families, since their neighbors know them better by their

nicknames than their real names. Moreover, they obtain the contact details of the PWD and their

immediate families. However, the existing soft copy of the database does not have these additional

information and, thus, may need to be updated.

Discussion on PWD preference for the Head. Ordinance 310 states its preference for PWDs in

selection of ACOPDA Head. However, this provision is absent in the amending ordinance. In line with

this, the researcher asked the ACOPDA-OIC for his opinion on what qualifications his successor

should have. He explained that the head should be a PWD because, as what he said in the previous

discussion, a non-PWD will not be able to understand the needs and sensitivities of the sector. The

head of the Central Luzon Federation for PWDs shared the same sentiments. She pointed out that

the salary grades and minimum qualification requirements for hiring a PDAO Head as stipulated in

the RA 10070 IRR are too high for the existing PDAO heads to qualify. While she agreed that higher

salary grades could mean higher pay for the heads, she expressed her concern for the PDAO heads

who are likely to be replaced due to the IRR:



12

Patd

u, P

I &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

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ation

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Ang

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ocu

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air

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ffic

es (

PD

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). S

tud

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rep

are

d f

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the C

oa

litio

ns f

or

Cha

nge P

rogra

m, A

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alia

n Em

ba

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The

Asia F

ound

ation,

and

the

U.P

. C

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l a

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ove

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“Kakaunti lang ang mga PWD na qualified. ‘Yung mga nagtatrabahong *PDAO Head+

na inabutan ng IRR na ‘yan, wala silang eligibility, pero *nandoon] ang advocacy,

nandoon ang heart nila… as a PWD. Natatrabaho nila nang maayos… ngayon, kung

gagawa ka ng item, sino ‘yung a-apply: ‘yung isang wala naman doon ang puso

niya?” (Central Luzon Federation for PWDs Head, personal communication, March

22, 2018)

She cited an example of a PDAO head who was pushed to finish her four-year college education just

so she can graduate, earn civil service eligibility, and attain the minimum requirements set forth in

the IRR of RA 10070. The LGU was trying to withhold hiring for the regular PDAO position while the

current head finishes her studies. She explained it would be a waste if the said PDAO head could not

get the plantilla position, since the head helped push for the creation of a PDAO in her municipality.

When asked what would happen if a non-PWD who is nonetheless qualified as per the requirements

of the IRR is appointed to the regular PDAO head position, she insisted, “We don’t want that to

happen… kasi wala sa puso niya” (Central Luzon Federation for PWDs head, personal


The ACOPDA-OIC concurred with the administrative officer, saying that the assistance given by a

PWD to his/her fellow PWDs usually has more impact on the sector. He recounted how non-PWDs in

his office would even forget that he has visual problems and that the other staff are orthopedic. A

barangay captain interviewed in this study also shared the same sentiment. He preferred that the

PWD desk focal person should be a PWD. However, the ACOPDA-OIC opined that it would be better

for the next head not to have any mobility problems. He reasoned that the head has to be very

mobile to be able to look for resources and engage in networking activities.

“Ganun. Dapat nga ang head ng PWD hindi lang siya yung nandun na nakaupo. Kaya ayaw

ko yung naka-wheelchair siya. Or… nakasaklay sila, hindi makalakad-lakad. Dapat ang ano

niya, ang kanyang disability, either yung sa mata or yung dito or yung sa ano. Wag yung sa

paa. Nagiging immobile ang tao. Naghihintay lang ng go signal, naghihintay lang ng grasya”

(ACOPDA-OIC, personal communication, March 22, 2018)

In light of budgetary constraints and the pressing needs of the sector, this criterion of mobility

becomes understandable. Likewise, the ACOPDA-OIC suggested that most the staff should be PWDs,

except for a few non-PWDs who can drive the staff to meetings and can prepare food for the office.

During the focus group discussion, a PWD advocate explained that one advantage of having PWD as

staff of ACOPDA is that they know how it is to be a PWD: “puro orthopedic ang disability nila, kahit

sasakay sila ng *sasakyan+, lalabas *sila+, pupuntahan *nila+ ‘yung mga PWD sa mga barangay…

Alam nila kung gaano kahirap *maging PWD+. So, ang office na ito, tumutulong… hindi man nila

[alam] kung ano ang batas… basta nakikita namin ang tao na nangangailangan, gagawin nila” (FGD,

March 21, 2018).



13

Patd

u, P

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Ma

nga

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. (2

018

). W

alk

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tud

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or

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

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The

Asia F

ound

ation,

and

the

U.P

. C

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v. ACOPDA Staff Profile and Organizational Capacity

“ A PWD can only understand a fellow PWD. It may be a non-PWD that’s one in a million but always

and most often a PWD will always understand a fellow PWD” – ACOPDA-OIC

Figure 2. ACOPDA Organizational Chart

ACOPDA consists of 21 staff, 11 of which are based in cinemas and theaters as ticket checkers, all of

whom are orthopedic. Among the ticket checkers, seven are male while the remaining four are

female. They usually start their work in the cinemas at around 11:00 AM. Office-based ACOPDA staff

are also mostly orthopedic with a few exceptions. Each staff is assigned three barangays to monitor

for the PWD database, as mentioned previously.

The ACOPDA OIC and a staff are visually impaired, while another staff has a hearing impairment.

There are two non-PWDs working in ACOPDA, one of which is on a detail assignment from CSWDO.

The rest are orthopedic (See Appendix, Table 8). The salary of the staff with job-order positions

ranges from Php7,260 to PhP11,000. Only one ACOPDA staff is holds a permanent position, i.e., the

one detailed from CSWDO. The rest are on a job-order basis, including the ACOPDA-OIC (See Figure

2). Although it is not included in the staff profile, according to the OIC, all of the staff except the one

detailed from CSWDO did not receive university education but were at least high school graduates.

It seems that it took some time for the ACOPDA staff to warm up to the current OIC. He recounted

that when he was being introduced to the team, the latter’s reception was rather lukewarm. He felt

he was receiving “dagger looks” from them. “They were not as excited as I was”. However, after

talking to the team, the OIC realized that most of them were not college graduates. He felt sympathy

towards the staff and decided that he will capacitate them, “just like how I should be capacitated.”

Function and task . A copy of the ACOPDA Accomplishment Report for January to December 2017

summarizes the tasks of the office: (i) continuous issuance of IDs and booklets, (ii) DOH online

registrations, (iii) cater to walk-in clients, (iv) provision of assistive devices, (v) referrals for funeral

assistance, (vi) blood typing, (vi) provision of certificates due to loss PWD IDs, (vii) provision of PWD

stickers, (viii) provision of medicines, (ix) conduct of seminars, skills trainings, and disaster

City Mayor

ACOPDA-OIC

Ticket Checkers

Admin Aide III (9)

Admin Aide II (2)

Office Staff

Social Welfare Assistant

Admin Asst. II

Admin Asst. III

Admin Aide IV

Admin Aide VI (5)



14

Patd

u, P

I &

Ma

nga

oang

, EM

. (2

018

). W

alk

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Cha

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ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

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for

Loca

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nal G

ove

rnanc

e.

preparedness, (x) celebration of National Disability Prevention and Rehabilitation Week, and

International Disability Day, and (xi) facilitate creation of sheltered workshop.

The team regularly delivers assistive devices, mapping, data banking, issuance of PWD ID, and

whatever the ACOPDA-OIC tells them to do. The staff related that they do house-to-house

interviews with PWDs to update their IDs and to know which PWDs have already passed away. The

CSWDO staff assigned to their office began compiling the database, which also helped CSWDO in

assisting PWDs. The database includes the demographic profile of the PWD (name, sex, and

educational attainment), birth details, address, and type of disability. The database is disaggregated

by barangay, each having its own list. Apart from the list, the file also contains the contact details of

the barangay officers and PWD focal persons.

A staff of ACOPDA shared that, whenever there is an upcoming activity, they go to the communities

to meet with the presidents of the barangay PWD federations. It was unclear whether this means

that all barangays have PWD federations. Another participant, a parent of a child with disabilities,

noted that communication between ACOPDA and the barangay PWD federations are now easier with

text messaging. A barangay PWD federation leader pointed out that they are also able to air their

concerns through the seminars conducted for them by national agencies such as DOH and DTI.

Federation leaders are also invited to ACOPDA team building activities since they work closely with

the office in all of its programs.

Impressions of staff. The ACOPDA team has been described as “medyo makulit” because they are

“persistent” and “committed sa trabaho.” It could be because they are working under a shared

vision. The CPDO Head said, “Mas nakikita ko, na-feel ko ang presence [ng PWDs] ngayon kesa nung

una. Unti-unti, meron na silang mga livelihood projects. Kaya, siguro, mas dama na nila ngayon yung

pagbabago” (Personal communication, March 21, 2018). Nonetheless, she stressed that ACOPDA

needs further support. Currently, ACOPDA has a budget of around two million pesos. One of the

staff said this is not enough for the office to sustain its regular services, such as the provision of

discount booklets:

“Nauubusan kami ng budget para sa, halimbawa, pagpapagawa ng booklet. Kasi po, lalo na

po yung budget namin is two million [pesos], yun po ang pinaka-budget dito sa opisina.

Kasama po dyan yung mga pinapasahod po, mga trabahante, maintenance po, mga bayarin.

E yung costing po ng booklet [for PWDs], hindi po ganun ka-mura…Yung *costing] po nila, 15

*pesos+ yata” (ACOPDA staff 1, personal communication, March 20, 2018)

This booklet is distributed to the PWDs, which they use to access discounts. There are separate

booklets for grocery and medicine discounts. An ACOPDA employee noted that the booklet only

contains a few sheets and would then have to be replaced more often. To address the lack of

booklets, they resorted to making photocopies since it is cheaper and quicker to do so. This

resourcefulness was lauded by the CSWDO staff detailed in the office. She also acknowledged its

persistence in building partnerships with other groups and institutions. She noted that, compared

with other offices such as CSWDO, where the lack of budget and resources would put the assistance

or services to a halt, ACOPDA is able to sustain its programs and services:



15

Patd

u, P

I &

Ma

nga

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. (2

018

). W

alk

the

talk

: Im

ple

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Ang

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and

serv

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for

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In

Enablin

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sses

smen

t of

loca

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s fo

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and

ser

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sons

with

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ties

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ocu

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with

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abili

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Aff

air

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tud

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rep

are

d f

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the C

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litio

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or

Cha

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rogra

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ba

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The

Asia F

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ation,

and

the

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“*D+ito *sa ACOPDA+, wala talaga silang pondo, pero ang assistance nila, continuous. ‘Yung

mga device na pinamimigay nila, ni singko, walang binigay ang government… kumbaga,

‘yung linkages nila, masipag sila. Halos wala na silang dapat ihingi sa’yo. Sila na mismo ang

mag-a-advise sa iyo kung ano ang gagawin at ano pa’ng pwede nilang maitulong. ‘Yun ang

nakakamangha sa office nila” (FGD, March 21, 2018)

Even though the staff indicated that the lack of budget should not be an obstacle to the services

they provide, they nonetheless saw it as a real difficulty (Box 3). They related that there were times

they carry out tasks beyond their function. For instance, an ACOPDA staff recounted that they would

at times contribute their own personal cash to assist their beneficiary, or “*n+ag-aambag-ambagan,”

to help their client who, at times, do not even have money to pay for the fare. When asked why they

go that far, they answered, “wala, ganti lang po, volunteer” (ACOPDA staff 2, personal




16

Patd

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nga

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). W

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In

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and

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sons

with

Disabili

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(PW

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ocu

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with

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abili

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Aff

air

s O

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PD

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). S

tud

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rep

are

d f

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the C

oa

litio

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or

Cha

nge P

rogra

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ba

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The

Asia F

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the

U.P

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BOX 3 Inspiring PWDs: Bridge to Charity During the FGD, a PWD advocate introduced herself as an advocate of unacknowledged or what she called “invisible” disabilities. In particular, she is passionate about raising awareness on these types of disabilities. “Kasi ang tendency ng tao, if they don’t see it, then they are not in favor,” she remarked, “Ang *mindset+ kasi ng iba, ‘yung disability… they have to be known.”

She began to work with ACOPDA in its programs after her brother was once hospitalized due to stroke. At that time, she was only vaguely aware of the rights and privileges of PWDs. “For a long time, wala siyang nakukuhang *tulong+… nagkasakit siya’t lahat, tapos sabi sa’kin dito sa senior *citizen’s desk+ sa ospital, ‘ikuha niyo po ng PWD ID para ‘yung bill niya, after PhilHealth, may 20 percent *discount+ pa.’” She remembered having to go back twice in the city hall for her brother’s PWD ID. “Nagalit talaga ako nung talagang pinadala muna ako sa city hall… hindi rin pala doon makakakuha ng ID.” Adding to her frustration was that this was not how PWDs like her were treated in the U.S., where she lived for some time. “Doon naman, kung minsan, priority ang mga PWDs. Dito, nakita ko, naiiwan sila. They’re at the back. Sabi ko, ‘bakit ganito’?”

That was when she was referred to ACOPDA, and she was impressed with the services given by the office. From then on, the advocacy being promoted by the organization also became her personal advocacy. “Napag-aralan ko konti kung ano ang ginagawa nila,” she shared, “When I’m driving along the street at may nakikita akong *PWD+, I stop. ‘Sir, may PWD ID po kayo?’… ‘taga-Angeles po ba kayo?’… tapos kukunin *ko+ ang pangalan, saka ‘yung address, binibigay ko kay Mamang, tapos pupuntahan nila.”

Her role in the PWD work in Angeles City is that of seeking donors and sponsors for PWD-related programs. Only recently, she has tapped sponsors to help the PWD federations conduct a bloodletting activity. She quipped, “’Pag may kailangan, doon nila ako naiisip.” She could not recall a time when she refused the ACOPDA-OIC help. “Hindi yata available ang word na ‘no’ sa kanya,” she joked again. However, if there is one thing that could make her say “no,” she added, “When it comes to politics, out na ako doon. Alam nila ‘yan.”

However, she is vocal in terms of speaking up for the rights of PWDs, to the point that she feels she is intimidating other people. “‘Pag kakain ako sa restaurant, pag may nakita akong naka-wheelchair at hindi niya alam kung paano papasok, I approach the manager… sinasabi ko, ‘babalikan ko ‘tong restaurant na ito, sa susunod, dapat meron na kayo *accessibility features+.” She said she is now working with the ACOPDA-OIC to empower PWDs. She has participated in meetings of the PWD sector and went to schools with the ACOPDA head to help promote handicap-friendly campuses.

Aside from working with ACOPDA, she had also begun a foundation she called “Bridge to Charity,” which mainly catered to children with disabilities, mostly abandoned ones. She is helping to send some of them to school; one has already graduated last April 14. “May pinaaral akong three boys, mga blind sila. Ngayon, ang susunod na group, they’re hearing impaired, we teach them to do ballet dancing… konti-konti lang. [But] if you make a difference in one person at a time, para sa’kin, malaking bagay na. Kahit paisa-isa lang.”



17

Patd

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Ma

nga

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vi. ACOPDA at Work

Financing and budgetary requirements. Before its amendment, Ordinance 310 stated that ACOPDA

was supposed to receive an annual budget of seven million pesos for its full operations, sourced

from the city’s general funds. However, the previous annual investment plans (AIP) and the ACOPDA

program budget for 2016-2018 did not reflect this amount. Instead, the office only received around

two million pesos. As explained by an ACOPDA staff, this amount is “not enough sa mga gusto

naming ibigay na serbisyo sa Angeles City”. The reason for this decrease is unclear. “Ang sabi kasi

nila ma’am sa ibang mga bagay, iniscattered, like last year napagawan kami ng building for three

million *pesos+” (FGD, March 21, 2018). As mentioned earlier, the ACOPDA-OIC considers the budget

of the office a given and a prerogative of the executive department. “I don't want to get [in the way].

What’s important for me is that binigyan mo ako ng budget, binibigay mo naman” (ACOPDA-OIC,


Table 1: Summary of ACOPDA Program Budget 2016 - 20184

Item 2016 2017 2018

Maintenance and Operating

Expenses (Salary of Staff)

Php 1,923,240.00 Php 1,927,200.00 Php 1,776,720.00

Other Operating Expenses

(Supplies, bills, travels, etc)

Php 76,360.00 Php 72,800.00 Php 83,360.00

TOTAL Php 1,999,600.00 Php 2,000,000.00 Php 1,860,080.00

Source: ACOPDA Program Budget for 2016 - 2018/05/09

The annual investment plans for 2011 to 2017, with the exception of 2014, which the researcher was

not able to obtain, stated the different programs, projects, and activities of the city government that

cater to PWDs, collectively called “Integrated Program for Differently-abled Persons.” This includes

employment opportunities, rehabilitation projects, provision of basic needs, assistive devices,

scholarships, partnership building, and capacity building, among others. In 2011, the implementing

office or department indicated is the CEPD5. For the succeeding years, CEPD is accompanied by

CSWDO. Interestingly, ACOPDA was not mentioned even for the following years after Ordinance 310

have been passed. This is in contrast with programs for senior citizens wherein the OSCA was

explicitly indicated as the implementing office together with the CSWDO (Angeles City Government,

2018).

The newly enacted Ordinance 435 increased the annual budget appropriation for ACOPDA to ten

million pesos. In guiding the use of this budget, the Angeles City Comprehensive Development Plan

for 2018 – 2023 includes programs to strengthen PWD services and the operation of the ACOPDA.

The indicated proponent of the projects is the current ACOPDA-OIC and the total estimated cost is

Php7,600,000.00. The project components include improving the database of PWDs; information

dissemination and public awareness activities; capacity building; issuance of PWD discount ID in

4 A more detailed version is in Appendix A, Table 3.

5 The case writer tried to get from the ACOPDA-OIC information on which office CEPD refers to. However, he

explained that there is no such office with this acronym. It most likely refers to the planning office.



18

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designated areas besides ACOPDA; creation of plantilla positions; improvement of office, equipment,

and utilities; procurement of service vehicle; and operationalization of the sheltered workshop. The

planned programs and activities are comprehensive but they may need to hurdle budgetary

challenges. Note that the 2018 ACOPDA Programmed Budget is even smaller compared to 2016 and

2017 (See Table 1).

Despite the declared institutional support for the creation and full operation of PDAO, it remains to

be seen whether the annual budget will be fully utilized. The need for additional resources has been

expressed by the ACOPDA staff and their partners and beneficiaries. For example, one of the

federation presidents explained that they usually borrow transportation from the barangay office

whenever they need to transport PWD beneficiaries participating in activities such as medical

missions. The CSWDO staff said she did not feel that PWDs were a priority: “Kung tutuusin, sa

project nila, PWDs should be the priority, di ba? Pero wala.” During the FGD, the PWD advocate said

that this could be why PWD-related policies remain only partially implemented (FGD, March 21,

2018). Though he is grateful for the employment opportunity provided by the City Government, an

ACOPDA staff emphasized that the budget of two million is not enough and only covers for the

salary of the present staff (ACOPDA staff, personal communication, March 22, 2018).

LGU leadership

Accessibility of infrastructure and opportunities. Despite the Engineering Office representative’s

view that majority of the public buildings are compliant to the accessibility law, a number of the

respondents expressed their disappointment concerning the accessibilty features of the LGU

structures. It is noted that Angeles City has not been a consistent SGLG awardee. It was not part of

the list in 2015, but was included in the succeeding year, only to be excluded again in 2017.

A PWD employee, who is permanently employed in the City Treasurer’s Office as chief accountant

and has an orthopedic disability, experiences accessibility and mobility problems on a daily basis.

Her office is located on the upper floor of the Angeles City Hall, which could only be reached by

From the left: Side

entrance of Angeles

City Hall, and stairs

going to second



19

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walking up two flights of stairs. From the entrance of the office, the chief accountant has to pass

through a maze of desks before she can reach her own.

Picture of information poster detailing the list of Angeles Government Offices located in the second

floor, including the City Legal Office, Office of the City Accountant, City Budget Office, City Auditor’s

Office, City Civil Registry Office, Local Urban Poor Affairs and Housing Office, Information and

Communication Technology Division, Gender and Development Officer, Officer of the City

Administrator, Office of the City Mayor, Angeles City Cooperative Development Office, City Nutrition

Office, City Information Office, City Environment and Natural Resources Office, Police Clearance, and

Office for Strategic Management.

As challenging as it was to do this daily, the chief accountant remarked that she got used to the

ordeal. According to the 2018-2023 CDP, another office in the city hall that is not PWD-friendly is the

Animal Bite Treatment Center (ABTC), which is located on the third floor of the city hall. She added

that, in the meantime, ABTC staff are required to go downstairs to cater to clients who are physically

unable to walk to the third floor. The CDP proposes the relocation of ABTC to lower floors and the

construction of a separate building (2018-2023 CDP, p. 16).

An ACOPDA staff likewise noted that the city hall is not PWD friendly, specifically because of the lack

of an alternative to the staircases. She said that, if one cannot climb the stairs using crutches, then

they would have to ask the security guard to assist them up and down the stairs. The staff recounted

that there is a PWD employee now working in the Angeles City hall who does this everyday. She also

recalled situations when some of the PWDs would have to use their hands to climb up the stairs.

There is a need to install elevators in the city hall, especially since the key offices are upstairs,

including the Health Office, which is stationed on the third floor (ACOPDA staff 1, personal




20

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A PWD employee said that, in recent years, the city government has focused on hiring PWDs to

render public services. She cited as an example the hiring of PWDs as city ticket checkers. In 2013,

ACOPDA was able to host the first PWD Job Fair in partnership with Clark Development Foundation

and PESO. Some of the PWDs she knew were able to successfully land a job through that event. Mall

parking fees are also waived for PWDs. The city governent is also trying to locally implement, albeit

with some problems, the national law pertaining to discounts for medicines for PWDs.

Despite these, however, PWDs remained hesitant to apply. She attributed this mainly to mobility

concerns. “Hindi sila gaanong komportable kasi *sa+ way of transportation. Mahirap nga naman sa

PWD *na+ katulad ko… ang mag-commute. Walang service. ‘Yun ang first na concern nila, ang lack of

service facility”. On her part, she has considered commuting and climbing stairs a norm, even when

she was still a student. “‘Nung estudyante ako sa Holy Angel University, hanggang fifth floor,

inaakyat ko ‘yun, through *crutches+,” she remarked. “Normal lang ‘yun sa’kin. Tapos ‘yung

pagpupunta ko dito, ‘yung mister ko ay may tricycle, hinahatid-sundo ako… noong estudyante ako,

nagko-commute ako. Wala namang hirap sa’kin… pag mataas ang ramp, dun ako nahihirapan, pero

sa hagdan, hanggang dito, nakakaakyat pa naman ako hanggang third floor” (PWD employee,

personal communication, March 20, 2018). Meanwhile, a few PWDs recalled positive developments

in accessibility. One of them, an orthopedic PWD, recounted that he feels prioritized by traffic

enforcers whenever he moves around the city through a customized handwheeler.

Organizing and giving PWDs a voice in decision making. The ACOPDA-OIC participates in Local

Development Council meetings, where he usually shares in the meeting the general welfare of the

PWDs of Angeles City. The Angeles City Government also created the City Committee for the

Promotion and Protection on the Rights and Welfare of PWDs (PWD Committee), a locally initiated

legislative and oversight mechanism that is absent in the national law. This is an interagency venue

for discussion of PWD concerns. Members of the committee include various city government offices

such as ACOPDA, Health Office, Engineering Office, CSWDO, Transportation, Planning, Business

permits and Licensing, Legal, and so on.

Although some key proponents for the establishment of this committee were mentioned in the

course of the interviews, especially federation heads and other members of the PWD sector, it

seems that having a city councilor as an advocate for PWDs was crucial to the creation of the

committee. The ACOPDA-OIC stressed that all local laws pertaining to PWDs that followed Ordinance

310 was championed by this councilor, such as Ordinance 395, which provides free admission for

PWDs to cinemas. He explained that the sector is dear to the councilor, having a family member who

is a PWD. The councilor claimed he was the one who proposed that a committee be created

exclusively for PWDs.

Moreover, the councilor explained that the new committee for PWDs was created with the intention

of focusing on the needs of the sector and also because there are already existing committees for

other vulnerable and marginalized sectors, such as the senior citizens, transportation, women, and

urban poor, among others. A multisectoral committee, the councilor explains, defeats the purpose

of sectoral representation.



21

Patd

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Asia F

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“Because if you want to institutionalize one particular sector, you have to really dig deeper

and focus on two things: the existing laws, where we apply theories; and how we will be able

to consolidate the reality of the needs. You cannot just legislate simply by relying on existing

national laws or previous ordinances that were approved relative to the sector. By codifying,

which we did, I made sure that, through the public hearings, we integrated what was

happening in real life. Then, *we+ consolidated it” (City councilor, personal communication,

March 20, 2018)

The codification, integration, and consolidation refers to Ordinance 435, which is supposed to be a

more comprehensive PWD law for Angeles City. The PWD committee hearing was essential in

forming this comprehensive law because the meeting was attended by several stakeholders and

representatives of relevant offices. However, according to the CSWDO Head, the PWD Committee

has not been regularly holding these sessions.

Planning and programming. As mentioned earlier, ACOPDA usually relies on external, usually non-

governmental, source to fund their programmed activities. In instances when NGOs and potential

donors approach the LGU, they are also referred to the ACOPDA. One of them is the Angeles

University Foundation (AUF), which was referred to ACOPDA through the Vice Mayor’s Office. AUF

donated assistive devices and offered disability assessment services for PWDs in the city.

ACOPDA was also able to get funding and assistance from the regional offices of DOST and DTI. “Last

year, 2017, without the city government spending a single cent, we were able to issue 86

wheelchairs coming from different private and non-profit groups” (ACOPDA-OIC, personal

communication, March 22, 2018). However, external funding, in contrast with regular budget

appropriations, may be unpredictable and is subject to the availability of donors.

One of the goals of the city government, as laid out in the 2018-2023 CDP, is to “make Angeles City a

PWD-friendly city” (p. 46). This entails both catering to the special needs of the PWDs and, at the

same time, giving PWDs greater access to information, resources, public utilities and services, and

livelihood opportunities (pp. 46-47). ACOPDA usually requests for financial assistance (CPDO Head,

personal communication, March 21, 2018). The sheltered workshop for PWDs mentioned in the CPD

2018-2023 is almost complete. However, from the interviews conducted, it seems that the

Engineering Office failed to consult the accessibility requirements with the ACOPDA-OIC. Some

adjustments had to be made, which delayed the completion of the project. Nevertheless, the

building has a second floor and this implies the need to use stairs, since an elevator would be too

costly and impractical to install. However, a number of PWDs have mobility concerns, which would

make it difficult for them to climb up the second floor. Moreover, the door ways are too narrow to

allow persons in wheel chairs to pass with ease.



22

Patd

u, P

I &

Ma

nga

oang

, EM

. (2

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d: A

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smen

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s fo

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gra

ms

and

ser

vice

s fo

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sons

with

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ties

(PW

Ds)

– F

ocu

s on

the

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sons

with

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abili

ties

Aff

air

s O

ffic

es (

PD

AO

). S

tud

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rep

are

d f

or

the C

oa

litio

ns f

or

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

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for

Loca

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ove

rnanc

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BOX 4 City Committee for the Promotion and Protection on the Rights and Welfare of PWDs

Chairman – City Mayor, Co-chairman – Disability Affairs Officer IV

Members

1. City Health Office 2. City Legal Office 3. City Information Office 4. City Engineer’s Office 5. City Social and Development Office 6. ACTDO/Public Transport and Regulatory

Office 7. Public Employment Service Office 8. City Planning and Development Office 9. Business Permit and Licensing Division 10. Quality Management System Office

11. City DILG 12. Liga ng mga Barangay 13. Department Of Education 14. Office of Strategic Management 15. City Agriculture Office 16. Angeles City Multi-Sector Consultative

Council 17. Gender and Development Office 18. Angeles City for Economic Development and

Industry Programs Office 19. Ospital ning Angeles 20. Representatives from Private Institutions

Function and Tasks o Ensure the permanent seat of the Disability Affairs Officer at the Local Development Council as

provided for and by under RA 10070, Rule IV, Section 8 and 9, respectively; o Provide legal and technical assistance to all victims of disability and take appropriate action to

prosecute the perpetrators / accusers to achieve human justice; o Constantly conduct monitoring schemes in all existing drugstores and groceries and other business

establishment which are afore-mentioned responsible to give twenty percent (20%) deduction for customers with disabilities subject to the mandatory provision of the Republic Act No. 9442;

o Assist and support the applicants with disablity and provide them technical and vocational courses suited to their skills and capabilities;

o Ensure that all new and old buildings are properly compiled with the mandatory provisions of the Batas Pambansa Bilang 344, better known as the Accessibility law;

o Provide and prepare social case study to make sure financial/medical and burial assistance will be in accordance with the standard procedure of the city government;

o Formulate plans and programs for the educational supports and assistance for the learners with disability in all level of education institutions whether in public or private;

o Develop a master plan for a city health program for disability, which shall be comprehensive in nature integrated in health service delivery, and shall have the basic premise of integrating persons with disability into the mainstream of society;

o Establish communication mechanism to uphold the obligations transportation drivers in recognizing the designated seat and importance of giving twenty percent (20%) discount fare of all passengers with disability;

o Provide the basic information on whereabouts of persons with disability at the barangay level to be able to preserve the PWD barangay data-banking system;

o Provide technical assistance in the preparation of the internal and external operation of ACOPDA immediately after the approval of this Ordinance;

o Oversee the proper implementations of this Ordinance, adoption of the national laws such as RA No. 7277, RA No. 9442, RA No. 10070, RA No. 10524, RA No. 7610, Batas Pambansa Bilang 344, RA No. 9262, and other pertinent laws within the territorial jurisdiction of Angeles City;

o Conduct quarterly meeting and when necessary; o Designate or appoint a permanent focal person in the event that the department head concerned is

not available to attend the committee meetings held for the purpose(s); and o The ACOPDA shall be designated as Secretariat and shall always prepare the minutes of the meeting

hold for at any given time. Source: Ordinance 435, Angeles City Government



23

Patd

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nga

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. (2

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ba

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Asia F

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ation,

and

the

U.P

. C

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for

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ove

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Monitoring mandate. ACOPDA does not formally monitor the implementation of national discount

laws or other related policies. However, they are able to track the well-being of their beneficiaries

through the house-to-house visit. Moreover, the office uses the AMCC meetings as a platform to

voice out concerns of the PWD community. Problems concerning PWDs usually cut across other

sectoral groups, which is why AMCC is a viable platform for consultation, oversight, and addressing

of grievances:

“Like yung transport group, especially yung transport group po. Yung JODA, TODA, yung iba-

ibang transportation associate…Kung maipaparating natin yung mga hindi nagagawa o

naiimplement na batas para sa PWD. Like yung pinakasimple, tanda-tanda na nun, yung BP

344 diba 1978 pa po yun. Kung minsan hindi po sila aware… Tapos ma’am ito through this

council maipapaliwanag nila yun nga sa mga ibang sector, yung mga sector na responsible

yun nga sa mga batas na ganun.” (ACOPDA staff 2, personal communication, March 26,

2018)

The ACOPDA-OIC also shared that there are plans for the office to monitor the employment status of

PWDs. The idea is to build a network among PWDs themselves, so that they can recommend their

fellows for employment or livelihood opportunities. Another rationale for this is to check if the

trainees of their program are really able to land jobs.

Partnership building. ACOPDA has various levels of partnership with different government and non-

government actors. This section discusses ACOPDA’s collaboration with select (i) city government

offices, (ii) regional government offices, (iii) barangay units, and (iv) private institutions.

Relationship with City Government Offices

City Social Welfare and Development Office. The ACOPDA is currently set up as a separate

office from CSWDO. According to the vice mayor, this setup makes it easier to identify and

implement projects for the PWDs. ACOPDA can develop their programs and activities separately and

independently from the CSWDO. They can also enter into agreements with institutions, which will

provide livelihood services for PWDs.

Prior to the creation of the ACOPDA, CSWDO was in charge of issuing PWD IDs. The CSWDO Head

explained that, previously, there were three unit officers who catered to 33 barangays. Two of these

were merged into one so that, now, there are only two units: the community-based programs and

the crisis intervention unit. The community-based programs pertain to the CSWDO’s work with the

33 barangays and involve three social workers. Its functions include training and organizing all the

sectors, including PWDs. Recently, they have submitted recommendations to reorganize the office

and assign one social worker for each program (i.e., focal person for senior citizens, PWDs, Women,

children, etc.). CSWDO provides livelihood assistance for PWDs. This consists of a Php3,000 loan

payable within ten months, with a grace period of two months. This depends on the availability of

funds that have been approved by the Sanggunian. The CSWDO Head also explained that CSWDO

normally has budgetary appropriations for financial and medical assistance, burial assistance, and

educational support, but not for assistive devices. However, if they find agencies, groups, or

individuals that can provide these devices (e.g., PCSO), they refer them to ACOPDA. However, an



24

Patd

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I &

Ma

nga

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. (2

018

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with

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(PW

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ocu

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with

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Aff

air

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es (

PD

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). S

tud

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d f

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oa

litio

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or

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

ACOPDA employee noted that services offered by CSWDO takes time before being approved, on an

average of three months (ACOPDA staff 1, personal communication, March 20, 2018). Offices

including ACOPDA have budget allocations under the GAD. But, to access the GAD funds, ACOPDA

has to submit its proposals to CSWDO, which will coordinate the request with the GAD office (GAD

Head, personal communication, March 21, 2018).

Since the CSWDO also caters to the needs of PWDs, their office is expected to directly coordinate

with ACOPDA. The CPDO Head explained that even if ACOPDA is already a separate office from

CSWDO, it is important that they keep a close coordination. “Kung titingnan natin, yung special

programs para sa PWDs, under yan ng Mayor’s Office. Pero itong si SWDO, may mga kapareho rin

niyang programs for PWDs” (CPDO Head, personal communication, March 21, 2018). CSWDO, which

is the link of DSWD to the community, is required to make case study reports, which also includes

medical findings about the person’s disability and determines eligibility of the PWD for assistance.

These reports, backed by other supporting documents, are sent to the DSWD regional office for

inclusion in the budget.

Based on data from the reports prepared by CSWDOs and MSWDOs in the region, the DSWD

regional office sets an indicative target and develops a project proposal, which is then sent to the

DSWD central office. DSWD will then lobby for inclusion of the said proposals in the General

Appropriations Act (GAA). Once budget is allocated for these projects, the target beneficiaries will

then be required to submit documentary requirements, certified by the CSWDO, to the regional

DSWD office. The regional office will then provide assistance. The DSWD official highlighted the

coordination between the CSWDO and the barangay PWD focal persons to determine how many

PWDs in a given barangay are in need of assistive devices (DSWDO ROIII, personal communication,

March 23, 2018).

In general, however, there is minimal coordination between the two offices, at least from the

viewpoint of CSWDO6. The CSWDO Head emphasized ACOPDA should be a “monitoring office”,

mainly concerned with PWD profiling and data banking. Supposedly, she said, ACOPDA takes charge

of organizing the sector. Afterwards, ACOPDA should coordinate with CSWDO for them to “come in

for assessment”. When asked to elaborate on this, she explained that CSWDO should be able to do

the needs assessment of the sector, referring to welfare (i.e. education, children’s needs, training,

psychological assistance, etc.). The CSWDO explained that ever since the issuance of the PWD IDs

has been delegated to ACOPDA, they no longer “pass by us *CSWDO+”. Then again, the ACOPDA-OIC

actually knows that they should pass through CSWDO at least for processing all financial assistance

(ACOPDA-OIC, personal communication, March 22, 2018). But since there is a CSWDO permanent

staff detailed in the office of ACOPDA who can fulfill this task, this faclitates the case study and

assessment requirement. It was not confirmed during the interview if the CSWDO Head is familiar

with this set-up.

On the topic of budget requirements, the CSWDO Head explained that ACOPDA is a “technical

monitoring office”, stressing that they are not implementers but a monitoring office, a position that

6 The CSWDO head preferred not to record the interview. Phrases in quotations, however, are direct

quotations noted down during the interview.



25

Patd

u, P

I &

Ma

nga

oang

, EM

. (2

018

). W

alk

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talk

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smen

t of

loca

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s fo

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gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Dis

abili

ties

Aff

air

s O

ffic

es (

PD

AO

). S

tud

y p

rep

are

d f

or

the C

oa

litio

ns f

or

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

the ACOPDA OIC disagrees with. Implementation is a task of CSWDO. “*ACOPDA should+ facilitate the

work of CSWDO for the provision of services…They should not implement a program but be a

monitoring body”. She explains that this is why ACOPDA has no budget for implementation. There

have also been disagreements regarding the budget for PWDs. Rather than sharing the details of this

issue, the CSWDO Head stressed that before submitting their proposal, ACOPDA should ensure that

they have included all the budgetary requirements of the ACOPDA Office for that financial year

(CSWDO Head, personal communication, March 21, 2018).

One way of improving coordination and mending misunderstandings is to reactivate the City

Committee for the Promotion and Protection on the Rights of the Persons with disability. According

to the CSWDO Head, “*i+f the council is active, then lahat ng concern ng PWD—access, education,

livelihood—are all raised in one council session. Kasi ngayon, hindi na masyadong consolidated yung

efforts or programs at hindi naha-highlight yung programs and efforts ng ibang agencies.” The

CSWDO Head said that ensuring that the committee regularly meets will help account for PWD

services provided by other offices aside from ACOPDA. She also proposed that proper protocol on

how to convene the members of the committee should be developed (CSWDO Head, personal

communication, March 21, 2018). It seems from the exchange and the accounts of the other

respondents that recently the committee has not been conducting its quarterly meetings, as

stipulated in the Ordinance.

Office of Senior Citizens’ Affairs. Another office that is expected to closely work with

ACOPDA is OSCA. Previously, concerns of senior citizens and PWD affairs are addressed by a single

committee in the city council. However, it was eventually split into two because of problems in

resource sharing, such as the ID-issuing equipment. According to the city councilor, before, there

was only one equipment issuing IDs for both ACOPDA and OSCA, and some beneficiaries felt that the

former was not prioritized in the usage of the equipment and issuance of the IDs. A councilor raised

this concern during a budget hearing and realigned some budget items of OSCA, especially that

which is allocated for maintenance and repair of service vehicles, to fund the purchase of another ID

issuing equipment for ACOPDA. The councilor argued that there is no need for this budget item

because OSCA does not have any service vehicle (City councilor, personal communication, March 20,

2018). Nevertheless, the OSCA actually regularly coordinates with ACOPDA in delivery of services,

particularly for senior citizens with disabilities.

However, the unclear division of responsibilities between ACOPDA and OSCA in the delivery of

services for senior citizens with disabilities may lead to possible duplication of services. Moreover,

supporters and advocates for the PWD sector aim to catch up with senior citizens in terms of

benefits and privileges. Curiously, in a few interviews, respondents shared that senior citizens have

PhilHealth benefits, while PWDs do not.

Public Employment Service Office. As of 2016, PESO was able to offer training opportunities to

develop livelihood/employment skills of PWDs. This includes massage therapy, baking (bread and

pastry), food processing, and appliance repairs, among others. These programs are conducted all

year round. Some PWDs residing in Angeles City also work in government owned and controlled

corporations (GOCCs), such as the Clark Development Corporation, and private institutions, such as

Sutherland, a BPO company, and shopping malls such as SM and Robinsons. These are not



26

Patd

u, P

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nga

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. (2

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). W

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monitored by the ACOPDA or the PESO partly due to the unavailability of data (i.e., on number of

PWDs employed by the company) and the tediousness of gathering data. An establishment that

expressed their willingness to hire PWDs have raised concerns regarding the need to ascertain the

psychological fitness of the future employees. The ACOPDA-OIC explains “Hindi pwedeng ma-risk ng

store just taking in PWDs tapos hindi siya… we have to ascertain. Pero they are willing”. Meetings

with the company is currently ongoing (PESO Head, personal communication, March 20, 2018).

The PESO Head noted that their livelihood/employment skills training activities are open to all,

including PWDs. However, PWD participants must reach a minimum of 25 before a training program

can be conducted exclusively for them. However, it seems that there is an issue with the demand

side since ACOPDA finds it difficult to convince members of the sector to partake and commit to

these activities. ACOPDA-OIC described the sector as “unpredictable” with regards to training

preferences. A PWD employee explained that some members of the sector are also hesitant to

attend training because they prefer not to disclose their disability or are discouraged by their

families due to shame and fear of being bullied. Meanwhile, PESO has actually been conducting

training in schools for students with special needs (PESO Head, personal communication, March 20,

2018). The age range of these students is unclear.

Other LGU offices: Engineering, City Planning Development, Gender and Development, and

Health Offices. There seems to be minimal coordination between the Engineering Office and

ACOPDA. During the interview with an employee of the Maintenance Division, which is under the

Engineering Office, he said the most recent infrastructure project of the LGU for PWDs is the

Sheltered Workshop. However, it seems that it wasn’t clear to the employee what the purpose of

the building would be. “Meron siyang second floor, pero palagay ko, parang ano siya, multi-purpose

hall, [and] not necessarily para dun sa mga PWDs. Parang meron siyang paggagamitan lang”

(Maintenance Division representative, personal communication, March 20, 2018). While it was

finished in less than a year, it lacks key accessibility features. The building has a second floor, and the

doors are not wide enough for a wheel chair to pass (City councilor, personal communication, March

20, 2018; CPDO Head, personal communication, March 21, 2018; ACOPDA-OIC, personal

communication, March 22, 2018). According to the ACOPDA-OIC and staff, they were not consulted

by the Engineering Office even before the sheltered workshop was built, and there was no

communication concerning its construction. It is unclear whether the ACOPDA tried to assert

monitoring and suggest changes in the design of the building since the sheltered workshop is just

beside the ACOPDA office.

The design of the building, created by the Engineering Office, was submitted to the CPDO for

approval. Why the CPDO approved the design without taking into account the accessibility features

also remains unclear. According to the CPDO Head, ACOPDA and other representatives of the PWD

sector are included in the public consultation sessions with the stakeholders, which include the

crafting of the programs and projects, strategies, and goals for the next six years (CPDO Head,


Aside from these offices, ACOPDA also coordinates with GAD in financing seminars and training

activities, and the Health Office, which recently provided them wheel chairs it obtained from DOH.

Here, the Health Office provides for assistive devices and ACOPDA looks for potential beneficiaries

(ACOPDA staff 1, personal communication, March 20, 2018).



27

Patd

u, P

I &

Ma

nga

oang

, EM

. (2

018

). W

alk

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talk

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ple

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U.P

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Relationship and work with barangays. To better fulfil their tasks at the local level, it is important for

ACOPDA to have a close relationship with the barangays. According to an ACOPDA staff, they usually

send formal letters to barangay captains, informing them of ACOPDA’s activities and, when

necessary, plans of the ACOPDA staff to visit the barangay. As a rule, the barangay appoints a leader

to join them in their visit. This is usually the purok leader or in his or her stead, the barangay health

center officer. At times, the PWD federation also requests ACOPDA to conduct trainings for selected

barangays, which they then propose to the respective barangay captains.

The ACOPDA OIC and some of the barangays interviewed made it appear that ideally all barangays

should have a PWD desk and an officer manning the said desk. However, not only did the interview

respondents noted that few barangays have such active desks, but neither Ordinance 310 or 435

requires the creation of this. One of the active barangay PWD desk officers in Angeles City explained

that his tasks include coordinating with the PWD federation heads and helping ACOPDA in their data

gathering activities:

“Actually, every month, nag-a-update kami ng profile. Last month kasi, ginawa, kasi, 2018

siya, e. ‘Yung mga old records ko, ‘yung mga deceased, inaalis na dun sa profile namin…dati,

from the past, mula pa nung ako’y nandito—one year pa lang ako dito—nasa 40s or 50s lang

ang *dami+ ng members. Ngayon, umaabot na sila ng 80s sa akin” (Barangay PWD desk

officer, personal communication, March 26, 2018).

The barangay PWD desk officer was appointed to the position after the last one resigned. In another

interview, the captain of his barangay of residence said he assigns PWDs to be the desk officer for

their sector. The current PWD desk officer of Barangay 1 has an orthopedic disability. The PWD desk

officer is not a permanent staff. Instead, he receives only a minimum of Php3,000.00 allowance each

month from the Barangay Chairman. He alone handles the concerns of PWDs in his barangay. This is

again in contrast with the help desk for seniors, which the PWD desk officer said was better staffed.

“*H+alimbawa, kami dun sa staff, sa barangay, ako lang ang mag-isang PWD dun. Sila, sampu sila.

Sampu silang nagwo-work d’yan. Dalawa bawat isang araw” (Barangay PWD desk officer, personal

communication, March 26, 2018). He also lamented that there are way more activities and programs

for senior citizens vis-à-vis that for PWDs.

Meanwhile, a kagawad in Barangay 2 explained that they work closely with ACOPDA in assisting

PWDs in the community. He claimed that they did not find it difficult to coordinate with the said

office. They assist ACOPDA staff in monitoring PWDs and accompany them in the conduct of house-

to-house interviews. The Barangay 2 PWD desk officer, as well as the barangay kagawad himself, is

expected to be on call to respond to requests for assistance. Among the programs and services that

he mentioned were distribution of wheelchairs, feeding programs, and distribution of Christmas gifts

for PWDs. However, he said that most of the PWDs he has interacted with wanted livelihood

programs. He mentioned a livelihood project where PWDs were given an initial capital of Php2,000

to make and sell rice porridge (“lugaw”). However, he later said that the project was not sustained.

The Barangay 2 kagawad saw budget as the main problem as far as delivery of PWD-related

programs and services is concerned. He is aware that the PWD and senior citizen sectors share in the

one-percent allocation from the barangay IRA. He noted that, because this share depends on the



28

Patd

u, P

I &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Dis

abili

ties

Aff

air

s O

ffic

es (

PD

AO

). S

tud

y p

rep

are

d f

or

the C

oa

litio

ns f

or

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

size of the IRA, allocation for PWDs is uneven across barangays. In his barangay, the one-percent

share is equivalent to only about Php105,000. The kagawad said this amount is subject to COA

guidelines, so they had to be careful in disbursing the fund for PWD-related projects. Alternatively,

he related that they turn to informal groups and non-profit organizations for additional funding. He

urged that the allocation for PWDs should be a separate budget item, and that it should be

increased (Barangay 2 PWD desk officer, personal communication, March 23, 2018).

A similar concern was also raised by the PWD desk officer of Barangay 1, who related that he is not

able to access the one-percent budget allotment. He remarked that other barangays receive an

actual check as part of their funds, which, for him, is a more transparent way of disbursing funds.

However, he added that he would rather not push this issue with the Barangay 1 captain because he

fears the consequences. On another note, when asked about his working relationship with the

ACOPDA-OIC, he replied, implying the nature of the OIC’s work, “*a+ctive talaga siya, super active.

Napaka-generous ni Mamang. Grabe, as in. Lagi siyang pagod, tapos ang konti-konti lang ng sweldo

niya, nag-aabono pa siya”.

The barangay PWD desk officer also raised concerns regarding the condition of the ACOPDA office,

saying that it is run down compared with their own office in the barangay. “Kulang *sila+ sa facilities.

Tapos, nakakaawa sila kasi, kami ah, ako nga, komportable ako dito kasi naka-aircon kami. Sila,

nakapunta ka na sa office nila?... Luckily, ‘yung sweldo nila, fixed salary naman sila, pero ‘yun, hindi

sila komportable dun sa office nila” (Barangay 2 PWD desk officer, personal communication, March

26, 2018).

Relationship with NCDA, Regional Offices, and other government agencies. The ACOPDA-OIC related

that he has attended meetings of the National Council on Disability Affairs (NCDA). He said that

NCDA holds meetings annually. Last year, the ACOPDA-OIC was able to join the NCDA conference in

Manila. When asked to describe the tasks of NCDA, he explained that the council usually provides

them with guidelines and themes for PWD-related celebrations. He added that he does not

encounter any difficulties in communicating with NCDA because the latter is always responsive. At

the regional level, the ACOPDA-OIC recalled suggesting to the Regional Council for Disability Affairs

(RCDA) that ACOPDA should attend the meetings as PDAO. Previously, only DSWD has attended

these meetings at the city and provincial level. “Hindi pwede, PDAO kami, kaya disability affairs yan

kako, hindi naman sa inyo yan. I am the first and only independent.”

RCDA focuses on improving the formulation and implementation of policies. The council is also

tasked to forward policy recommendations to the NCDA and, to the concerned agencies, any

violation of PWD-related laws at the regional level. However, it should be noted that the DSWD

regional office only assumes an assistive, coordinative (networking), and advocacy role in the

delivery of programs and services for PWDs, and that LGUs are responsible for determining PWD

beneficiaries and the actual implementation of programs.

Aside from its coordinative function, the DSWD regional office also conducts advocacy activities to

promote the rights and welfare of PWDs. It provides technical assistance, and also sends an official

or representative to serve as guests in radio and television programs and in PWD-related

celebrations. The agency also provides assistance for purchasing assistive devices for the Central



29

Patd

u, P

I &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Dis

abili

ties

Aff

air

s O

ffic

es (

PD

AO

). S

tud

y p

rep

are

d f

or

the C

oa

litio

ns f

or

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

Luzon Federation for PWDs (DSWDO ROIII, personal communication, March 23, 2018). According to

an ACOPDA staff, however, these assistive devices take a long time before they are delivered since

requests for these kinds of support have to pass through thorough, often rigid, bureaucratic

processes. At times, it even takes a whole year before assistive devices are finally delivered (ACOPDA

staff 1, personal communication, March 20, 2018).

While the DSWD regional office is mainly responsible for setting standards for delivery of services of

PWDs, the Department of the Interior and Local Government (DILG) is in charge of monitoring the

functionality of local governments in creating and managing the persons with disability affairs offices

(PDAOs) (DSWD ROIII, personal communication, March 23, 2018). The DILG city office sits in the

planning and evaluation meetings of the Angeles City government and ensures that these are

participatory in nature. It is also in charge of evaluating and monitoring the compliance of LGUs with

the SGLG indicators. The city office director said that accessibility features are under the social

protection aspect of the SGLG. The DILG city office director also related that the city is, in general,

compliant with the accessibility law. Recently, as a result of their regular monitoring activities, ramps

in the city hall were modified (DILG ROIII, personal communication, March 22, 2018). Aside from

these, however, there are no direct partnerships between ACOPDA and DILG ROIII as well as with

the Commission on Higher Education (CHED) ROIII.

CHED ROIII also monitors accessibility features by conducting yearly inspection in colleges and

universities, through a team assigned to this particular task. However, CHED prioritizes monitoring

of the programs rather than infrastructure; hence, the building inspections are not thorough. CHED

ROIII does not have programs that specifically cater to PWDs, but the scholarships and other related

programs offered by CHED are open to PWDs. Meanwhile, it is usually part of the corporate social

responsibility (CSR)_of the private schools to accommodate PWD students. However, the ACOPDA-

OIC mentioned that only a few PWDs avail of these programs and entitlements (CHED ROIII, personal


Aside from discussing with the ACOPDA-OIC issues and concerns affecting SPED students, the

DepEd-SPED teacher also coordinates with ACOPDA the activities planned in line with national

celebrations for PWDs. Despite being a new coordinator, the SPED teacher did not find any problems

with continuity. Likewise, he did not find it difficult to work with ACOPDA on PWD-related matters.

Referring to the ACOPDA-OIC, he commented, “Pag may sinasabi po ako kay Mamang, kaagad po

niyang inaaksyunan”. The SPED teacher noted that DepEd is also planning to change nomenclature

of PWD terms—for instance, from “impairment” to “difficulty.” He reasoned that “impairment” is a

medical term for disabilities that have been properly identified as such by a professional, and that

only few can competently assess PWDs by virtue of their impairment. He said that this especially

holds true for children with intellectual or learning disabilities. He added that what makes

assessment even more difficult is the lack of funding. In this aspect, he remarked that ACOPDA

helped the school find a partner institution, such as AUF, to conduct assessment services for them.

However, he recommended that human resources for implementing PWD-related programs and

services should further be augmented (SPED teacher, personal communication, March 23, 2018).



30

Patd

u, P

I &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Dis

abili

ties

Aff

air

s O

ffic

es (

PD

AO

). S

tud

y p

rep

are

d f

or

the C

oa

litio

ns f

or

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

On the other hand, the Department of Science and Technology (DOST) ROIII conducts livelihood

programs that include PWDs as beneficiaries. One of these programs is the Small Enterprises

Technology Upgrading Program, which provides funding assistance for the enterprise to acquire

technology and technical assistance for enterprise development. In particular, the Shared Service

Facilities (SSF) program, a joint initiative with the Department of Trade and Industry (DTI) ROIII, was

extended to ACOPDA to increase livelihood opportunities for PWDs. DTI ROIII provided for the

facilities, while DOST assisted in the product and process improvement. DOST ROIII, however, raised

concerns in food manufacturing and handling, since most of the PWD participants had orthopedic

impairment and used hands for walking.

However, in the past, DOST ROIII had more partner programs for PWDs in Angeles City. In the 1990s,

when the leader of the PWD federation of Angeles City was the President of the Central Luzon

Federation for PWDs, a research and development project implemented by the Metals Industry

Research and Development Center (MIRDC) in partnership with the Tahanang Walang Hagdan,

entailed designing and building wheelchairs hand-pedaled bicycles for PWDs with orthopedic

disability. It aimed to address mobility problems of PWDs in the city, and to help them with their

livelihood. Here, the PWDs were directly engaged in the design and building of the facilities.

However, misunderstandings on the role of DOST in the project began to emerge during the project

implementation, leading to the discontinuation of the project (DOST ROIII, personal communication,

March 21, 2018). ACOPDA also has a partnership with the Clark Development Corporation (CDC), a

government-owned and controlled corporation, which provides training for PWDs.

Partnership with other institutions. The Central Luzon Federation for PWDs have, at times, extended

financial assistance to ACOPDA. During the research period, the Central Federation Head asked the

ACOPDA-OIC to attend a DOH meeting and represent the federation. Afterwards, he, together with

the researchers, went to report to the Central Federation Head the outcome of the said meeting.

Last 2017, the Angeles City Government entered into a Memorandum of Agreement with the AUF

and the Department of Education – Division of Angeles City Schools (DepEd-AC), which would

strengthen the community extension programs for persons with disabilities. According to the said

document, the College of Arts and Sciences of AUF will create a multisectoral referral system and

provide psycho-education assessment services for a minimal fee to selected individuals and students

receiving special education from DepEd-AC. They also provide capacity building seminars for

ACOPDA staff and relevant stakeholders. During the interview with the AUF assistant dean, the

ACOPDA-OIC said the current Dean of AUF CAS personally sought out ACOPDA to offer their

extension services (AUF representative, personal communication, March 21, 2018).

vii. Insights and recommendations

This section covers and summarizes the key insights and policy recommendations for the

improvement of the PDAO law. The following discussion is divided into (i) development of ACOPDA;

(ii) proposed actions to improve services extended to the PWD sector and (iii) implementation of the

PDAO law.



31

Patd

u, P

I &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Dis

abili

ties

Aff

air

s O

ffic

es (

PD

AO

). S

tud

y p

rep

are

d f

or

the C

oa

litio

ns f

or

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

On the development of ACOPDA

Increase LGU support for ACOPDA. From the responses gathered, there is an apparent and urgent

need to ensure that ACOPDA has sufficient funding from the government. While it is laudable that

the office has initiative to look for funding sources other than the government, this entails more

effort and time, which could have been used to focus on actual implementation of programs.

Moreover, external sources of funds are erratic and irregular compared to a fixed annual budget.

Having a fixed, regular budget will allow ACOPDA to better program its activities and account for its

use of funds. Without financial support from the local government, ACOPDA’s programs will have

little impact on the PWD sector.

However, funding seems to be a contentious issue because, on paper, ACOPDA looks well-funded. It

could possibly be due to the lack of complementation between the executive and legislative

branches in the aspect of budget allocation. However, the researcher was not able to gather an

evidenced reason why the ACOPDA program budgets for 2016 to 2018 are inconsistent with the

budget indicated in the ordinances. Seriousness of LGU support not only for ACOPDA but for other

PDAOs as well can be measured through budget monitoring.

At the barangay level, the city government may also consider strengthening the enforcement of the

one-percent budget allocation requirement for PWDs and senior citizens. Instead of allocating a

lump-sum fund to be shared by these two sectors, the city government may create a separate

budget item for each sector. This will help clarify and equalize the sharing of funds between senior

citizens and PWDs, and ensure better accountability for the use of the said funds. Another policy

option is to clearly stipulate the division of share between senior citizens and PWDs (i.e. .05% each).

There is a need to monitor budget utilization for ACOPDA and its programs and services to ensure

that program investments indicated in the AIPs and CDPs are effectively utilized from the

government funds. ACOPDA also needs to establish a more systematic way of accounting for funds

received from other sources, considering that at present, they mainly source funds externally for

their programs and services. The LGU can also increase its support by providing the future ACOPDA

Head a voice in policy making and not just to invite him/her during committee meetings. An example

would be for the ACOPDA Head to represent the PWDs in the PSB with the support of the Mayor.

Strengthen relationship between CSWDO and ACOPDA. It seems understandable for CSWDO and

ACOPDA to disagree on some aspects of service delivery since their functions and tasks usually

overlap. However, CSWDO and ACOPDA need to coordinate and work together to better address the

needs of the sector. There has to be a clear-cut understanding of the functions of each office in the

delivery of PWD-related programs and services. As of now, the CSWDO views ACOPDA as a mere

“monitoring” body, a description that also needs to be clarified further. On the other hand, ACOPDA,

as the main office in charge of PWDs, feels that they are being overlooked by CSWDO.

The DSWD ROIII officer pointed out an area for collaboration between the two offices. He explained

that there are different groups of people with different disabilities existing within the PWD sector.

As such, PWD-related programs need to be diversified according to the specific needs and nature of

disability of the PWDs. In this regard, he recommended that the PWD sectoral groups turn to DSWD,



32

Patd

u, P

I &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Dis

abili

ties

Aff

air

s O

ffic

es (

PD

AO

). S

tud

y p

rep

are

d f

or

the C

oa

litio

ns f

or

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

through the CSWDO, for assistance, since the former is the one crafting the standards for services. If

the issues relate to policy and violation of PWD rights, DSWD, through the RCDA, may forward them

to the NCDA for recommended action. As it stands, however, it seems that the ACOPDA would

rather source out external consultants (i.e., from AUF) rather than coordinate with CSWDO.

Angeles Disability Committee. The City Committee for the Promotion and Protection on the Rights of

the Persons with Disability can be considered as an ambitious policy setup because PWD-related

concerns cut across several sectors, such as transportation, infrastructure, social services, health,

education, and livelihood and employment, among others. In Ordinance 435, the committee would

have a total of 20 members representing various local and regional government offices, NGOs, and

private institutions. Having such a committee, however, implies that PWDs can easily coordinate and

inform the government bodies of their concerns and needs. This gives PWDs a key seat to influence

local government agenda.

As the CSWDO Head explained, an active committee on PWDs will be able to better consolidate and

promote PWD-related initiatives from other agencies and organizations. The city councilor also

mentioned that committee meetings may serve as a venue for oversight of programs and projects

being implemented at the local level. According to the new City Ordinance, the committee is

supposed to meet every quarter. Sticking to these regular committee may also help address

coordination problems between CSWDO and ACOPDA. According to the CSWDO Head, the

committee may help agencies and sectors working on PWD programs to level off their expectations

and clarify tasks. Although it will open up ACOPDA to more scrutiny, the committee will also be a

platform for all relevant offices, including ACOPDA and CSWDO, to meet, engage in dialogue, and

work together to foster a better relationship. In sum, this is a platform for better execution and

monitoring of programs and projects for PWDs.

Institutionalize database process. As was explained by the DILG ROIII Head, numbers and data are

important in agenda setting and policy making. Presentation of complete and updated data is

necessary to properly lobby for activities and programs that cater to the needs of PWDs. Data

legitimizes the programs being proposed. The ACOPDA-OIC gave valuable suggestions on how to

gather data for the PWD database, such as collecting the nicknames of all the immediate relatives.

However, it should be noted that the current database provided did not have these details.

Nonetheless, the practice can be adopted by other communities if they are not already doing so. It is

likewise beneficial for the PWD sector if the OIC conducts training on mapping PWDs among his

peers in the PWD sector.

Moreover, ACOPDA may also need to institutionalize the updating of the database. An ACOPDA staff

explained that there is actually no regular schedule to follow in visiting their barangays to update the

PWD data. It is important for the office to institutionalize their processes to ensure that these

practices will be sustainable, especially since the ACOPDA-OIC will be stepping down from his post

soon.

Resourcefulness is essential. As mentioned in the earlier section, the lack of reliable funding from

the local government pushed the ACOPA-OIC and his staff to look for other sources of financing.

Resourcefulness basically kept their office afloat. It is in this context that the ACOPDA-OIC insists on



33

Patd

u, P

I &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Dis

abili

ties

Aff

air

s O

ffic

es (

PD

AO

). S

tud

y p

rep

are

d f

or

the C

oa

litio

ns f

or

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

the criteria of mobility for the next head of the office. Networking and meeting with different

persons and entities is essential for the ACOPDA to get close to potential donors. Even if the budget

for the office increases in the future, it is still beneficial for the ACOPDA to continue looking for other

sources of funds. Diversifying sources of funds will help expand the budget to cope with the great

need of the sector.

In addition, as experiences of the ACOPDA-OIC and other actors in the PWD sector that were

interviewed also indicate, seeking external funding also allows the government and other

stakeholders to better appreciate the programs and activities catering to PWDs. It will also help

encourage further investments in these initiatives by the private and non-profit sectors.

Expand tasks to include monitoring. The CSWDO might have inadvertently overlooked the functions

of ACOPDA in asserting that the office is merely a monitoring body. IRR of RA 10070 specifically

includes development and implementation of services for PWDs as part of the task of PDAO heads.

However, as far as the ordinance is concerned, she is correct in emphasizing the monitoring role of

ACOPDA, which has not surfaced in any of the interviews conducted, giving the impression that

ACOPDA does not formally monitor the implementation of relevant PWD laws. They were not even

consulted for the construction of their own sheltered workshop. Thus, there is much legroom for

them to take on monitoring tasks. The table below enumerates the tasks of the a PDAO and those of

which ACOPDA seems to be implementing based on the interviews.

Tasks of the PDAO (RA 10070) Being done

Formulate and implement policies, plans and programs for the promotion of the

welfare of PWDs in coordination with concerned national and local government

agencies;

X

Coordinate the implementation of the provisions of this Act, Batas Pambansa Blg.

344, otherwise known as the Accessibility Law, and other relevant laws at the local

level;

Represent PWDs in meetings of local development councils and other special bodies; X

Recommend and enjoin the participation of nongovernment organizations (NGOs)

and people’s organizations (POs) in the implementation of all disability-related laws

and policies;

X

Gather and compile relevant data on PWDs in their localities; X

Disseminate information including, but not limited to, programs and activities for

PWDs, statistics on PWDs, including children with disability, and training and

employment opportunities for PWDs;

X

Submit reports to the office of the local chief executive on the implementation of

programs and services for the promotion of the welfare of PWDs in their respective

areas of jurisdiction;

X

Ensure that the policies, plans and programs for the promotion of the welfare of

PWDs are funded by both the national and local government;

Monitor fundraising activities being conducted for the benefit of PWDs; X

Seek donations in cash or in kind from local or foreign donors to implement an

approved work plan for PWDs, in accordance with existing laws and regulations; and

X



34

Patd

u, P

I &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Dis

abili

ties

Aff

air

s O

ffic

es (

PD

AO

). S

tud

y p

rep

are

d f

or

the C

oa

litio

ns f

or

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

Perform such other functions as may be necessary for the promotion and protection

of the welfare of the PWDs.

X

Another area for monitoring is the number of PWDs employed by companies, which are currently

not monitored by either the PESO or ADOPDA. Consequently, this will bring about the issue of

manpower. Angeles City Government may also consider increasing incentives for companies to

employ PWDs.

Continuing discussion on national and local PWD-related policies. AMCC may serve as a venue for

continuing discussion and debate on national and local policies for PWDs. ACOPDA may also initiate

these in meetings with federations and PWD groups.

On the implementation of the PDAO law

A fellow-PWD Head for PDAO is more acceptable to the sector. In view of the technical qualifications

required of a PDAO Head, having a disability does not really make much of a difference. In fact, it

could even be difficult to find a qualified PWD for the position given that most members of the

sector are not college graduates. However, it should be noted that a successful leader is not merely

defined by his skills and knowledge. The PDAO leader who is a PWD would be more easily accepted

by the sector than a non-PWD. The concept of empathy and knowing what a PWD feels repeatedly

cropped up in the interview discussions. In a way, being a PWD legitimizes the person’s hold of the

PDAO head position.

Perhaps, there is a need to review whether or not the general assembly (GA) should be part of the

process of selection of PDAO heads. In LGUs such as Angeles City, the regular, competitive process of

hiring is already being practiced, which is in conflict with the rules promulgated in the IRR of RA

10070. From the interviews, the resounding call is for PDAO heads to be PWDs. There is a need to

reconsider the minimum academic requirements for hiring of PDAO. The NCDA may explore the

possibility of lobbying for a set of qualification standards that will address this, keeping in mind the

principle of inclusion and equal opportunity for PWDs.

Similarly, there is an agreement among the respondents that not the PDAO should not be composed

of only PWDs but must also include non-PWDs. Though the constraints mentioned were due to

auxiliarry tasks such as driving and cooking, this point can be further studied since it has important

implications on additional staffing for PDAOs.

Continue with advocacy work, raising awareness, and monitoring. Again, for the law to be properly

implemented, advocacy work should be continuous. A PWD advocate shared that one of the

greatest challenges confronting PWDs in the city is in asserting their rights and benefits, “Nahihiya

*sila+, or ayaw mapansin. Baka mamaya, mawalan sila ng trabaho… kasi ang nangyayari, when you

speak about something, yung ibang tao, [tingin] nila na nagko-complain ka. [Pero] hindi. Ina-assert

mo lang ‘yung rights and benefits ng PWDs” (FGD, March 21, 2018).



35

Patd

u, P

I &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Dis

abili

ties

Aff

air

s O

ffic

es (

PD

AO

). S

tud

y p

rep

are

d f

or

the C

oa

litio

ns f

or

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

Even with the existence of a national law and IRR for the creation of the PDAO, the implementation

remains uneven across LGUs. Concurring with the suggestion of the DSWD ROIII official, the NCDA

should strongly advocate, and work with DILG and CSC to establish PDAOs and create regular

positions in these offices. At the local level, the LGUs, through the local chief executive or the local

sanggunian, need to lobby for the creation of regular positions in PDAO. Implementation of the local

laws should be regularly monitored by the proper agencies.

On the improvement of the PWD sector as a whole

Monitor implementation of the law and review SGLG indicators. It is essential for the city

government to monitor the implementation of programs and services for PWDs. While there are a

number of good laws in place, these are a waste if they are not implemented effectively. Apart from

this, consultation between the local government offices and other stakeholders, particularly PWDs,

in the planning process is likewise important. For instance, it is crucial for the Engineering Office to

be more active in coordinating with PWDs in the design, planning, and construction of public

buildings to avoid future lost opportunities like that in the sheltered workshop. Accessibility is

important especially because most of the PWDs in Angeles City have orthopedic disability.

Aside from accessibility, DILG may also consider including as one of the indicators the participation

of PWD sector in local development councils. There may be a need to revisit and elevate the criteria

to allow more meaningful participation of PWDs, and not just as a means of compliance with the

SGLG requirements.

Study the possibility of increasing the benefits of PWDs. A number of PWD respondents also

mentioned their dream for PWDs benefits to include PhilHealth, a feature they claim is only open to

senior citizens. PhilHealth coverage is, indeed, provided for as one of the entitlements of PWDs as

stated in Sections 32 (d) and (e) of RA 7277, but this is pending the release of guidelines by DOH and

PhilHealth. Last April 14, 2018, the House Committee on Appropriations approved a bill will provide

the mandatory Philhealth coverage for all PWDs.

Another area for improvement is broadening the livelihood and employment opportunities for

PWDs. PWD-related programs need to be diversified according to the specific needs and nature of

disability of the PWDs. This means there should be a variety of available job opportunities. Shame,

self-denial, public discrimination, and other related concepts linked to social inclusion surfaced a

number of times during the interviews. These hindered PWDs from participating in livelihood and

skills training, as well as other capacity-building activities. Having a disability does not only adversely

affect the physical aspect of the person but also his psychological, emotional, and mental state.

Counselling is necessary to make support for PWDs more holistic. Similarly, the issue of classroom

congestion in SPED schools, as well as its lack of resources, needs to be addressed. Bullying incidents

in the classroom was also mentioned during the interviews. This seems to justify PWDs

representation in Local School Boards to be able to better address their needs.

Another area that could be looked into is the concept of inclusivity. In the history of PWD-related

laws, there have already been discourses on granting incentives to tax payers with PWD dependents.

For instance, DOJ opined that Section 2 of RA 10754, amending Section 33 of RA 7277, also grants a



36

Patd

u, P

I &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Dis

abili

ties

Aff

air

s O

ffic

es (

PD

AO

). S

tud

y p

rep

are

d f

or

the C

oa

litio

ns f

or

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

tax incentive to a taxpayer, with PWD dependent, who is caring for a PWD but may not necessarily

live with the PWD. The ACOPDA OIC’s concept of inclusivity goes beyond this as he insists that

services and programs should be open not just PWDs themselves but also to their immediate

families and/or care takers. Provided that some PWDs, due to severity of disability, cannot benefit

from particular empowering programs meant for their sector, policy makers can look into the

concept of inclusivity.



37

Patd

u, P

I &

Ma

nga

oa

ng, EM

. (2

01

8). W

alk

the

ta

lk: Im

ple

ment

ation

ga

ps

in A

ngele

s C

ity p

rog

ram

s a

nd s

erv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Dis

abili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Dis

abili

ties

Aff

air

s O

ffic

es (

PD

AO

). S

tudy p

repa

red f

or

the C

oalit

ions

for

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

References

Angeles City Government. (2012). Annual Investment Plan.







Angeles City Office for Persons with Disability Affairs. (2017). Accomplishment Report for

January to December 2017.

Angeles City Office for Persons with Disability Affairs. (2018) Database of Persons with Disability

residing in Angeles City.

Angeles City Office for Persons with Disability Affairs. (2016). Program Budget.




Angeles City Ordinance No. 310. An ordinance creating the Angeles City Office for Persons with

Disability Affairs to be known as (ACOPDA), defining the powers, providing its function,

appropriating funds therefor and for other purposes. (2012).

Angeles City Ordinance No. 435. (2018). An ordinance enacting the Persons with Disability (PWD)

Code of Angeles City. (2018).

Angeles City Government. (2018). Comprehensive Development Plan 2018 – 2023.

House Bill No. 209. An Act Providing for the Mandatory Philhealth Coverage for all Persons

with Disabilities

(PWDs), amending for the purpose Republic Act No. 7277, as amended by Republic Act No. 9442,

otherwise known as the “Magna Carta for Disabled Persons”, and for other purposes.

[Pending approval]

Implementing Rules and Regulations of Republic Act No. 10524. (n.d.).

Implementing Rules and Regulations of Republic Act No. 10070. (2016).



38

Patd

u, P

I &

Ma

nga

oa

ng, EM

. (2

01

8). W

alk

the

ta

lk: Im

ple

ment

ation

ga

ps

in A

ngele

s C

ity p

rog

ram

s a

nd s

erv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Dis

abili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Dis

abili

ties

Aff

air

s O

ffic

es (

PD

AO

). S

tudy p

repa

red f

or

the C

oalit

ions

for

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

Philippine Statistics Authority. (2015, August 1). 2015 Census of Population: Region III. Retrieved

from https://psa.gov.ph/sites/default/files/attachments/hsd/ pressrelease/R03.xlsx

Republic Act No. 10070. An Act Establishing an Institutional Mechanism to Ensure the

Implementation of Programs and Services for Persons with Disabilities in every province,

city, and municipality, amending Republic Act No. 7277, otherwise known as the

“Magna Carta for Disabled Persons”, as amended, and for other purposes. (2010).

Republic Act No. 9442. An Act Amending Republic Act No. 7277, Otherwise known as the

“Magna Carta for Disabled Persons and for other purposes”. (2007).

Department of Justice Legal Opinion No. 18, S. 2017. (2017, June 16). Retrieved from

http://www.ncda.gov.ph/wp-content/uploads//2017/08/DOJ-Opinon-No.-18- S.2017-on-

RA-10754.pdf



39

Patd

u, P

I &

Ma

nga

oa

ng, EM

. (2

01

8). W

alk

the

ta

lk: Im

ple

ment

ation

ga

ps

in A

ngele

s C

ity p

rog

ram

s a

nd s

erv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Dis

abili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Dis

abili

ties

Aff

air

s O

ffic

es (

PD

AO

). S

tudy p

repa

red f

or

the C

oalit

ions

for

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

APPENDIX

TABLE 1 - TOTAL POPULATION OF ANGELES CITY BY BARANGAY AS OF AUGUST 1, 2015

Name of Barangay Population

ANGELES CITY 411,634

Virgen Delos Remedios 1,651

Mining 3,186

Agapito del Rosario 3,230

San Nicolas 3,424

Claro M. Recto 3,981

Santo Cristo 4,222

Lourdes Sur East 4,741

Lourdes Sur 4,797

Santo Rosario (Pob.) 4,902

Santa Trinidad 5,036

Margot 5,239

Salapungan 5,443

San Jose 5,579

Santa Teresita 8,402

Capaya 8,870

Lourdes North West 9,896

Cuayan 10,363

Tabun 10,914

Sapangbato 10,965

Ninoy Aquino (Marisol) 11,658

Pulungbulu 12,198

Sapalibutad 12,698

Amsic 14,379

Santo Domingo 17,693

Pulung Maragul 18,067

Pampang 20,419

Pandan 20,598

Anunas 20,911

Cutud 23,177

Pulung Cacutud 23,891

Cutcut 27,843

Malabanias 33,174

Balibago a 40,087 a With boundary dispute with barangay

Dolores, municipality of Mabalacat.

Source: Philippine Statistics Office, 2015

CARMONA, CAVITE

A whole new world for the PWDs of Carmona, Cavite: paving the way towards PWD empowerment, inclusion and self-sufficiency PROJECT: Assessment of Local Mechanisms for Programs and Services for PWDs - Focus on Persons with Disabilities Affairs Office

40

Patd

u, PI &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Disabili

ties

Aff

airs

Off

ices

(PD

AO

). S

tudy p

repa

red f

or

the C

oalit

ions

for

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

TABLE 2 - SUMMARY OF THE PROFILE OF PERSONS WITH DISABILITY RESIDING IN ANGELES CITY

A

NG

ELES

CIT

Y

No

. of

PW

Ds

Fem

ale

PW

Ds

Mal

e P

WD

s

Ave

. Age

Hig

h S

cho

ol

Gra

du

ate

Co

llege

Gra

du

ate

Po

stgr

adu

ate

Vo

cati

on

al

Sch

oo

l

SPED

Sch

oo

l

No

Fo

rma

l

Edu

cati

on

Ort

ho

pe

dic

Spe

ech

/He

arin

g

/Co

mm

un

icat

ion

Psy

cho

soci

al

Vis

ual

Lear

nin

g

Inte

llect

ua

l

Ce

reb

ralP

alsy

Au

tism

Do

wn

syn

dro

me

Mu

ltip

le

Agapito del Rosario 52 23 28 36 18 9 0 2 1 7 16 11 8 4 3 1 2 1 0 6

Amsic 88 29 58 32 34 3 0 1 2 30 29 17 7 7 3 8 5 3 2 7

Anunas 107 46 61 31 26 6 0 1 3 33 39 14 17 4 10 5 0 2 1 13

Balibago a 196 88 107 35 47 38 1 10 1 45 67 22 41 14 11 9 2 5 2 23

Capaya 63 33 30 34 11 5 0 0 0 17 10 12

8 4 4 7 2 2 3 11

Claro M. Recto 53 30 23 33 3 15 0 2 1 12 9 9 8 3 2 4 4 3 1 10

Cuayan 90 42 47 32 26 7 1 1 0 29 27 6

17 3 7 5 5 2 1 16

Cutcut 319 146 171 35 159 51 2 6 5 62 90 53 62 27 16 20 2 5 2 37

Cutud 128 45 67 32 48 7 0 0 3 45 40 21 30 7 9 11 0 2 2 6

Lourdes North West 132 52 79 39 37 19 2 3 2 22 51

11 19 14 7 3 1 5 2 18

Lourdes Sur 58 24 34 38 14 14 2 1 1 13 24 9

12 3 4 8 2 1 0 4

Lourdes Sur East 51 20 31 38 14 7 0 3 0 11 11 5 9 4 3 4 0 1 1 10

Malabanias 167 72 95 36 34 21 0 5 3 7 49 20 26 25 10 4 1 2 3 26

Margot 74 27 47 39 24 6 0 1 1 13 23 16 10 6 1 8 0 2 3 4

Mining 41 15 26 34 8 3 0 2 1 11 11 5 8 0 5 4 1 1 3 6

Ninoy Aquino (Marisol) 151 66 84 31 29 19 0 3 1 45 37 26 28 13 7 16 1 1 3 18

CARMONA, CAVITE


41

Patd

u, PI &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Disabili

ties

Aff

airs

Off

ices

(PD

AO

). S

tudy p

repa

red f

or

the C

oalit

ions

for

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

Pampang 96 46 49 36 26 7 1 5 2 15 26 20 12 5 6 4 3 2 1 15

Pandan 249 101 148 35 61 35 3 3 5 74 56 39 46 14 11 23 8 10 3 36

Pulung Cacutud 171 61 108 31 15 12 0 10 2 55 57 34 17 4 7 18 4 7 4 18

Pulung Maragul 140 56 83 32 24 9 0 2 0 34 43 23 11 3 15 11 1 1 1 29

Pulungbulu 105 51 54 34 15 6 0 1 8 18 35 14 15 7 8 7 1 1 5 12

Salapungan 61 24 37 33 14 8 2 4 0 8 16 12

10 3 3 7 0 0 0 10

San Jose 76 33 43 37 16 16 0 3 3 18 22 13

7 2 2 3 0 1 2 24

San Nicolas 32 12 20 30 6 4 0 1 0 7 10 2 4 0 3 3 0 3 0 6

Santa Teresita 106 50 56 39 21 7 0 0 5 23 42 22

15 7 3 1 1 2 3 7

Santa Trinidad 60 34 26 35 7 7 0 0 4 9 22 7

4 7 2 12 0 1 0 4

Santo Cristo 44 22 22 35 13 9 0 0 0 11 3 7 13 4 2 4 0 1 0 9

Santo Domingo 145 68 77 35 31 30 4 4 2 29 36 17 17 8 14 10 2 0 0 39

Santo Rosario (Pob.) 50 25 25 35 8 5 3 0 0 12 17

11 3 7 3 2 0 0 0 7

Sapalibutad 89 37 52 35 11 7 0 0 2 24 32 11 7 7 3 5 6 4 4 10

Sapangbato 65 33 32 30 13 1 0 2 1 23 12 14 14 1 2 1 5 0 0 14

Tabun 90 38 52 41 21 15 0 1 2 15 24 12 13 13 5 5 0 2 0 16

Virgen Delos Remedios 21 6 15 38 2 3 0 0 0 5 12 2 1 1 0 0 0 3 1 1

TOTAL 3,370 1,455 1,887 35 836 411 21 77 61 782 998 517 519 231 191 233 59 76 53 472

Notes: 28 No. of PWDs who did not have data on gender 1,182 No. of PWDs who did not have data on educational attaintment 21 No. of PWDs who did not have data on the type of disability

* Balibago has boundary dispute with barangay Dolores, municipality of Mabalacat.

Source: ACOPDA, 2018

CARMONA, CAVITE


42

Patd

u, PI &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Disabili

ties

Aff

airs

Off

ices

(PD

AO

). S

tudy p

repa

red f

or

the C

oalit

ions

for

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

TABLE 3 - LIST OF KEY INFORMANT INTERVIEW

Name Office Date Interviewed

Bryan Nepomuceno Vice Mayor and LDC accredited leader 20 March 2018

Maria Rosa Teodora L. Basilio PESO 20 March 2018

Amos Rivera Councilor 20 March 2018

Liezel Trivinio PDAO Team/staff 20 March 2018

Elizabeth Lagman HRMO 20 March 2018

Ami Victoria A. Dacanay Planning Officer (CPDO) 21 March 2018

Nelson Palacio Maintenance Division Head 20 March 2018

Gloria Salas-Tanhueco OSCA 21 March 2018

Alma Vital LGU PWD employee, City Treasurer’s Office and former ACOPDA

focal person

20 March 2018

Danny Consumido External Affairs and Political Consultant, Angeles Multisectoral

Consultative Council

20 March 2018

Martin Porres Moral DILG ROIII, City Director 22 March 2018

Leopoldo P. Cortez Education Supervisor II, CHED ROIII 22 March 2018

Edwin M. Soriano Brgy Kagawad, Brgy. Pulung Bulu 23 March 2018

Alwynne Enriquez DepEd SPED Teacher 23 March 2018

Philip Pelayo ACOPDA-OIC 22 March 2018

Joel Lagman PDAO staff, federation head, and LDC accredited leader 26 March 2018

CARMONA, CAVITE


43

Patd

u, PI &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Disabili

ties

Aff

airs

Off

ices

(PD

AO

). S

tudy p

repa

red f

or

the C

oalit

ions

for

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

Mary Ann S. Zamora Admin of PSWDO, Provincial PDAO (Pampanga) focal person,

President of Central Luzon Federation for PWDs

22 March 2018

Ester Dating CSWDO, SWO III 21 March 2018

Anonymous GAD Focal Person 21 March 2018

Armont Pecina DSWD ROIII 23 March 2018

Julius Caesar Sicat

Mary Michelle M. Quiambao

Wilfredo Sibal

DOST ROIII 21 March 2018

Shiela S. Cabral Asst. dean

AUF / Private sector partner of ACOPDA

21 March 2018

Michael Angelo Pallan and Mother Irene

Palan

ACOPDA Program recipient 26 March 2018

John Paul Pangilinan ACOPDA Program recipient 26 March 2018

Danilo M. Nacu Brgay Captain of Brgy Trinidad - w/ PWD desk 26 March 2018

Alexander C. Palo Brgy PWD focal person 26 March 2018

FGD 21 March 2018

CARMONA, CAVITE


44

Patd

u, PI &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Disabili

ties

Aff

airs

Off

ices

(PD

AO

). S

tudy p

repa

red f

or

the C

oalit

ions

for

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

TABLE 4 – LIST OF FGD ATTENDEES

Name Gender Disability Organization Position/Notes

Cherry Garing Female None, with a relative who

is a PWD

Angeles City Office for Persons with

Disability Affairs (ACOPDA)

Staff

Richard Honrada Male Orthopedic Angeles City Federation for PWDs

(ACFPWD)

Auditor

Bong Cunanon Male Visual ACFPWD Board of Director

Roland Bamelo Male Orthopedic ACFPWD Board of Director

Cel Nucum Female Not indicated ACOPDA Member

Remee Suarez Female Orthopedic None None, she is a PWD policy advocate who

closely works with ACOPDA and

ACFPWD

CARMONA, CAVITE


45

Patd

u, PI &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Disabili

ties

Aff

airs

Off

ices

(PD

AO

). S

tudy p

repa

red f

or

the C

oalit

ions

for

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

Table 5 - Comparison of Ordinance 310 and 435

Ordinance 310 Ordinance 435

Creation of the

ACOPDA

“To pursue and implement the policy contained in Section 2

hereof and Republic Act No. 10070, a body corporate to be

known as the Angeles City Office for Persons with Disability

Affairs hereafter referred as (ACOPDA), is hereby created and

attached as one of the Division under the Officer of the City

Mayor”

Same

Head of ACOPDA “For the purpose of this Ordinance, the head of the ACOPDA

shall be the PWD Affairs Officer”

“For the purpose of this Ordinance, the head of the ACOPDA shall be

known as Disability Affairs Officer IV, pursuant to Rule VI, Section 15,

Implementing Rules and Regulations under Republic Act No. 10070”

Qualification and

Salary Grade

“The salary grade in the salary schedule prescribed under

Republic Act. No. 6758 and the corresponding salary grade

allocation of position purusant thereto shall be followed. The

City Human Resources and Management Office shall provide

the necessary job description and specification of the position

aforementioned in this City Ordinance after its approved.

a. Priority for appointment to the ACOPDA shall be given to all

qualified disabled persons. There shall be no discrimination

against a qualified disabled person by means of disability in

regards to the job application, procedures, the hiring,

promotion, or discharged of employees, employee

compensation; job training, and other terms and conditions of

employment.

“Salary Grade, Qualification, and Appointment – The salary grade in

the salary schedule prescribed under Republic act No. 6758 and the

corresponding salary grade allocation of position title pursuant

theretoshall be followed. Qualification for the positions should be in

accordance with the following: 1.) be a Degree holder 2.) Has at least

five (5) years experience in disability works 3.) Having sufficient

knowledge about disability laws and related disability issues and

concerns 4.) And, became a leader in the organization of persons with

disability existing in Angeles City. A temporary appointment may be

issued by the City Mayor, in case the nominees do not possess the

appropriate career service eligibility, subject to Civil Service Law and

Rules”

CARMONA, CAVITE


46

Patd

u, PI &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Disabili

ties

Aff

airs

Off

ices

(PD

AO

). S

tudy p

repa

red f

or

the C

oalit

ions

for

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

Organization and

Composition

Absent Includes the following positions:

1. Disability Affairs Officer IV – SG 22, Bachelor’s Degree, 5 years

relevant experience, 16 hours relevant training, Career Service

Professional

2. Disability Affairs Officer III – SG 18, Bachelor’s Degree, 4 years

experience, 10 hours training, Career Service Professional

3. Disability Affairs Officer II – SG 15, Bachelor’s Degree, 3 years


4. Disability Affairs Officer I – SG 11, Bachelor’s Degree, 2 years


5. Disability Affairs Assistant – SG 8, Completion 2 years of

College, 1 year experience, 4 hours training, Second Level Eligibility

6. Disability Affairs Aide IV (Computer-IT) – SG 4, Completion 2

years of College, 1 year experience, 2 hours training, Casual Status

7. Disability Affairs Aide IV (Community Organizing) – SG 4,

Completion 2 years of College, 1 year experience, 2 hours training,

Casual Status

8. Admin Aide IV (Community Organizing) – SG 4, Completion 2

years of College, 1 year experience, 2 hours training, Casual Status

9. Admin Aide III (Community Organizing) – SG 3, HS graduate, 1

year experience, 2 hours training, Casual Status

10. Admin Aide III (Driver) – SG 3, HS Graduate, 1 year experience,

2 hours training, Casual Status

11. Admin Aide II (Liaison/Expediter) – SG 2, HS Graduate, 1 year

experience, 2 hours training, Casual Status

12. Admin Aide II (Utility Worker) – SG 2, HS Graduate, 1 year

CARMONA, CAVITE


47

Patd

u, PI &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Disabili

ties

Aff

airs

Off

ices

(PD

AO

). S

tudy p

repa

red f

or

the C

oalit

ions

for

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.


13. Admin Aide II (Utility Worker) – SG 2, HS Graduate, 1 year


14. Disability Affairs Aide II (Clerk II) – SG 2, HS Graduate, 1 year


Functions Copies PDAO functions as stipulated in Section 1 of RA 10070 Copies PDAO functions as stipulated in Section 1 of RA 10070

Members of the

City Committee

for the

Promotion and

Protection on the

Rights and

Welfare of PWDs

Chairman – City Mayor

Co-chairman – City PWD Affairs Officer

Members:

1. City Health Office

2. City Legal Office

3. City Information Office

4. City Engineer’s Office

5. City Tourism Office

6. City Social and Development Office

7. Public Transport and Regulatory Office

8. Public Employment Service Office

9. City Planning and Development Office

10. Business Permit and Licensing Division

Chairman – City Mayor

Co-chairman – Disability Affairs Officer IV

Members:

1. City Health Office

2. City Legal Office

3. City Information Office

4. City Engineer’s Office

5. City Social and Development Office

6. ACTDO/Public Transport and Regulatory Office

7. Public Employment Service Office

8. City Planning and Development Office

9. Business Permit and Licensing Division

10. Quality Management System Office

11. City DILG

12. Liga ng mga Barangay

13. Department Of Education

14. Office of Strategic Management

15. City Agriculture Office

16. Angeles City Multi-Sector Consultative Council

CARMONA, CAVITE


48

Patd

u, PI &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Disabili

ties

Aff

airs

Off

ices

(PD

AO

). S

tudy p

repa

red f

or

the C

oalit

ions

for

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

17. Gender and Development Office

18. Angeles City for Economic Development and Industry

Programs Office

19. Ospital ning Angeles

20. Representatives from Private Institutions

Duties and

Responsibilities

of City

Committee for

the Promotion

and Protection

on the Rights and

Welfare of PWDs

a. Implement fully the DSWD Administrative Order No.

59, Series 2003, to make sure that each and every person with

disabilty who in need of assistive devices shall be given in

time;

b. Seek job opportunity suited to the ability of the

applicant with disability in both public and private

establishments within Angeles City;

c. Ensure the proper implementations of the Batas

Pambansa Bilang 344, otherwise known as Accessibility Law to

all building ownder by the city government;

d. Monitor on the compliance of all drugstores and

groceries regarding on the implementation of the Republic Act

No. 9442;

e. Establish a communication mechanism to make that

all parties concerned are properly informed on their

obligation towards the rights of a persons with disability such

as the transport sector, public and private hospital and among

others;

f. Formulate plans and programs based on the

mandatory provisions of Republic Act No. 7277, otherwise

known as the Magna Carta for Persons with Disability and

o Ensure the permanent seat of the Disability Affairs Officer at

the Local Development Council as provided for and by under RA

10070, Rule IV, Section 8 and 9, respectively;

o Provide legal and technical assistance to all victims of

disability and take appropriate action to prosecute the perpetrators /

accusers to achieve human justice;

o Constantly conduct monitoring schemes in all existing

drugstores and groceries and other business establishment which are

afore-mentioned responsible to give twenty percent (20%) deduction

for customers with disabilities subject to the mandatory provision of

the Republic Act No. 9442;

o Assist and support the applicants with disablity and provide

them technical and vocational courses suited to their skills and

capabilities;

o Ensure that all new and old buildings are properly compiled

with the mandatory provisions of the Batas Pambansa Bilang 344,

better known as the Accessibility law;

o Provide and prepare social case study to make sure

financial/medical and burial assistance will be in accordance with the

standard procedure of the city government;

o Formulate plans and programs for the educational supports

CARMONA, CAVITE


49

Patd

u, PI &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Disabili

ties

Aff

airs

Off

ices

(PD

AO

). S

tudy p

repa

red f

or

the C

oalit

ions

for

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

other relevant disability laws; and

g. Designate or appoint a permanent focal person in the

event that the department/division head concerned is not

available to attend the committee meetings hold for the

purpose(s).

and assitance for the learners with disability in all level of education

institutions whether in public or private;

o Develop a master plan for a city health program for disability,

which shall be comprehensive in nature integrated in health service

delivery, and shall have the basic premise of integrating persons tih

disability into the mainstream of society;

o Establish communication mechanism to uphold the

obligations transportation drivers in recognizing the designated seat

and importance of giving twenty percent (20%) discount fare of all

passengers with disability;

o Provide the basic information on whereabouts of persons

with disability at the barangay level to be able to preserve the PWD

barangay data-banking system;

o Provide technical assistance in the preparation of the internal

and external operation of ACOPDA immediately after the approval of

this Ordinance;

o Oversee the proper implementations of this Ordinance,

adoption of the national laws such as RA No. 7277, RA No. 9442, RA

No. 10070, RA No. 10524, RA No. 7610, Batas Pambansa Bilang 344,

RA No. 9262, and other pertinent laws within the territorial

jurisdiction of Angeles City;

o Conduct quarterly meeting and when necessary;

o Designate or appoint a permanent focal person in the event

that the department head concerned is not available to attend the

committee meetings held for the purpose(s); and

o The ACOPDA shall be designated as Secretariat and shall

CARMONA, CAVITE


50

Patd

u, PI &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Disabili

ties

Aff

airs

Off

ices

(PD

AO

). S

tudy p

repa

red f

or

the C

oalit

ions

for

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

always prepare the minutes of the meeting hold for at any given time.

Penalty Penalty – Any person found misleading, converting, diverting,

violating, delaying, directly an instrumentally in the non-

implementations of the provisions of this Ordinance shall

punishable by suspension or a fine not exceeding Five

Thousand Pesos (Php 5,000.00) or by imprisonment not

exceeding one year or both such fine, suspension and

imprisoned at the discretion of the court.

Same

Appropriations “Section 12. Appropriation – for the effective and efficient of

this Ordinance, the initial funding requirement for the full

operations of the ACOPDA shall be sourced from the annual

general funds of the city in the amount of Seven Million (Php

7,000,000.00) each year.

“Section 1. Appropriations - For the effective and efficient

implementations of this Code, the initial funding requirements for the

full operations and management of the ACOPDA shall be sourced from

the annual general funds of the city in the amount of Ten Million

Pesos (P 10,000,000.00) each year.

Section 2. Urgency Fund Allocations (UFA) – In the absence of the

basic appropriations for this Code, five percent (5%) of the Annual

Gender and Development budgets and five percent (5%) of the yearly

Internal Revenue Allotment of this city, shall be appropriated every

calendar year as Urgency Fund Allocations for the annual

implementations of ACOPDA programs, services and activities in

pursuance with the provisions under Rule VIII, Section 17,

Implementating Rules and Regulations of the RA 10070”

New/absent

provisions

Powers of the ACOPDA – the ACOPDA shall have the powers

to do all the acts and things to be done to carry out the

provisions of this Ordinance, and those reasonable connected

with the performance of its primary functions, including but

Chapter VI – Quality Education for Learners with Special Needs

Chapter VII – Privileges, Incentives and benefits for Persons with

Disability

Chapter VIII – Prohibitations on Verbal, Non-verbal ridicule and

CARMONA, CAVITE


51

Patd

u, PI &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Disabili

ties

Aff

airs

Off

ices

(PD

AO

). S

tudy p

repa

red f

or

the C

oalit

ions

for

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

not limited.

a. Accept, grants donations, gifts, legacies and bequest;

b. Acquire, use, possess and control land, building, rights

tools, equipment, instruments and other property, whether

real or personal, required or other necessary for the

performance of its functions;

c. Recommends official and other personnel of the ACOPDA

and fix their compensation, allowances and other

emoluments in accordance with civil service and other

applicable laws;

d. Suspend, discipline for cause, and transfer or dental of any

of its employees subject to provisions of applicable laws and

regulations;

e. Perform any or all acts incidental or required by virtue of its

creation;

f. Conduct a comprehensive inventory of all persons with

disabilities which shall be the basis on how to diagnose their

confrontational problems in terms of social, economic,

physical and institutions aspects, and be the Disability Data

Bank system of Angeles City; and

g. Monitor and evaluate the implementations of the national

or local programs and projects intended to fully participation,

development and general welfare of the persons with disabilit

in Angeles City.

vilification against persons with disability

Chapter IX – Enforcement and Penalty

Chapter X – Equal Opportunity for Employment, Discrimination of

Employment and Incentives for Employer

Chapter XI – Discrimination on the Use of Public Accommodation and

Services

Chapter XII – System of Voting, Right to Assembler and Right to

Organize

Source: Angeles City Government, Ordinance 310 and 435

CARMONA, CAVITE


52

Patd

u, PI &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Disabili

ties

Aff

airs

Off

ices

(PD

AO

). S

tudy p

repa

red f

or

the C

oalit

ions

for

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

Table 6 - ACOPDA Program Budget 2016 - 2018

Budget Item 2016 2017 2018

Maintenance

and Operating

Expenses (Staff)

Assistant System

Analyst (1) ₱211,200.00

Program head/System

Analyst (1) ₱224,400.00

Program head/System

Analyst (1) ₱237,600.00

Administrative Aide

VI (2) ₱211,200.00

Administrative Assistant

III (1) ₱118,800.00

Administrative

Assistant III (1) ₱132,000.00

Administrative Aide

IV (4) ₱369,600.00

Administrative Aide IV

(5) ₱462,000.00

Administrative Aide VI

(5) ₱501,600.00

Administrative Aide

IV (4) ₱348,480.00


(4) ₱348,480.00


(3) ₱184,800.00

Administrative Aide

III (9) ₱712,800.00

Administrative Aide III

(8) ₱633,600.00


(1) ₱87,120.00

Administrative Aide

II (1) ₱69,960.00 Administrative Aide II (2) ₱139,920.00

Administrative Aide (III

(3) ₱633,600.00

Staff expenses total ₱1,923,240.00 ₱1,927,200.00 ₱1,776,720.00

Other Operating

Expenses

(Others)

Office Supplies and

Materials ₱26,360.00

Other Supplies and

Materials ₱36,800.00

Office Supplies and

Expenses ₱25,000.00

Travelling Expenses ₱18,000.00 Travelling Expenses ₱36,000.00

Office Supples and

Materials Expenses ₱22,360.00

Electric Bill Expenses ₱18,000.00 Travelling expenses ₱36,000.00

Internet Connection

Bill expenses ₱14,000.00

Others expenses total ₱76,360.00 ₱72,800.00 ₱83,360.00

TOTAL EXPENSES ₱1,999,600.00 ₱2,000,000.00 ₱1,860,080.00

Source: ACOPDA Program Budget

CARMONA, CAVITE


53

Patd

u, PI &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Disabili

ties

Aff

airs

Off

ices

(PD

AO

). S

tudy p

repa

red f

or

the C

oalit

ions

for

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

Table 7 - Targets and Strategies specific to PWDs in the CDP 2018 – 2023

Target Strategies

1) Within 2018, 30 out of 33 barangays with PWD associations must

have been serviced by the Sheltered Workshop;

2) 50 percent of commercial establishments will be informed on the

rights and privileges of PWDs and their willingness to display PWD advocacies;

3) 100 percent celebration of the four institutional PWD activities; and

4) 95 percent improvement in the delivery of services to PWDs. (p. 49)

1) Strengthening of PWD Office;

2) Information dissemination campaign on rights and privileges of

PWDs;

3) Comprehensive data banking of all PWDs; and

4) Continuing improvement of services for PWD concerns. (pp. 50-

51)

Source: Angeles City Comprehensive Development Plan 2018 - 2023

CARMONA, CAVITE


54

Patd

u, PI &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Disabili

ties

Aff

airs

Off

ices

(PD

AO

). S

tudy p

repa

red f

or

the C

oalit

ions

for

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

Table 8 - PWD Projects for 2018-2023

Name of

Project

Locatio

n

Propon

ent

Estimate

d Cost

Project Description Project Component Implementi

ng Period

Target Beneficiaries

Strengtheni

ng of PWD

Services

Angeles

City

ACOPDA

, OIC

PhP

4,300,000

PWDs should seriously

campaign for their

advocacies and respect for

their rights and privileges

and honor their PWD

Discount IDs at all times.

This education campaign

should be accompanied

with brochures or

pamphlets that will

enlighten and educate

everyone.

Profiling/data banking of PWDs;

Production of Information, Education,

Communication (IEC) Materials;

Tri-media guesting for public awareness

and promotion of advocacies;

Posting of billboards (City Ordinance

No. 310 vision);

Conduct symposia, fora, seminars, skills

training and celebrations;

Mentoring sessions to inform members

of the rights and privileges under the PWD law;

Expanding of linkages for updates and

communication with other PWD organizations

worldwide; and

Issuance of PWD Discount ID without

going to the PWD Office.

2018-2023 3,000 PWDs, 7,000

ordinary Angeles City

citizens, 50

government and

non-government

organizations

Strengtheni

ng of

Persons

Angeles

City

ACOPDA

, DTI R3,

DOST

PhP

3,300,000

It is also important that the

PWD himself should

undertake capacity building

Enactment of an Ordinance creating

PWD Office with plantilla positions;

Manpower development through

2018-2023 165 PWDs from 33

barangays, 165

immediate family

CARMONA, CAVITE


55

Patd

u, PI &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Disabili

ties

Aff

airs

Off

ices

(PD

AO

). S

tudy p

repa

red f

or

the C

oalit

ions

for

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

with

Disability

(PWD)

Office

R3, DA

R3,

DSWD

R3, DOH

R3,

CAO,

PESO,

TESDA,

CDC

to empower them. All of

these should be

undertaken in the

sheltered workshop, the

second home of the PWDs

and their immediate family

members.

training;

Improvement/renovation of PWD

Office;

Equipment improvement;

Procurement of service vehicle;

Connectivity to local and international

through internet connection; and

Acquisition of materials and equipment

for the sheltered workshop.

members, and 50

commercial

establishments

Source: Angeles City Comprehensive Development Plan 2018-2023

CARMONA, CAVITE


56

Patd

u, PI &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Disabili

ties

Aff

airs

Off

ices

(PD

AO

). S

tudy p

repa

red f

or

the C

oalit

ions

for

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

Table 9 - List of ACODA Staff

Name Position Nature of Employment Age Sex PWD Profile

Office staff

1 Philip A. Pelayo Program Head Job Order 68 Male Visually impaired

2 Cherry P. Garung Social Welfare Assistant Permanent (detailed) 46 Female Not applicable

3 Marilou T. Aquino Administrative Assistant II Casual 40 Female Not applicable

4 Edwin L. Undang Administrative Aide VI Job Order 43 Male Hearing impaired

5 Richard Q. Honrada Administrative Aide VI Job Order 38 Male Orthopedic disability

6 Fidel G. Picardal Administrative Aide VI Job Order 43 Male Orthopedic disability

7 Joel P. Lagman Administrative Aide III Job Order 40 Male Orthopedic disability

8 Roland A. Baruelo Administrative Aide VI Job Order 41 Male Orthopedic disability

9 Arnold U. Mendoza Administrative Aide VI Job Order 52 Male Orthopedic disability

10 Liezel D. Trivinio Administrative Aide IV Job Order 28 Female Visually impaired

Ticket Checkers

11 Elmer W. Agapito Administrative Aide III Job Order 31 Male Orthopedic disability

12 Angelo D. Bie Administrative Aide III Job Order 59 Male Orthopedic disability

13 Alma Y. dela Cruz Administrative Aide III Job Order 47 Female Orthopedic disability

14 Rosalina F. Figueroa Administrative Aide II Job Order 39 Female Orthopedic disability

15 Jacquelino F. Lacson Administrative Aide III Job Order 53 Male Orthopedic disability

16 Federico R. Maniago, Jr. Administrative Aide III Job Order 54 Male Orthopedic disability

17 Reynaldo O. Santos Administrative Aide III Job Order 50 Male Orthopedic disability

18 Eduardo M. Sarmiento Administrative Aide III Job Order 53 Male Orthopedic disability

19 Elisa D. Sicangco Administrative Aide III Job Order 45 Female Orthopedic disability

20 Cynthia T. Sison Administrative Aide III Job Order 41 Female Orthopedic disability

21 Jayson D. Valencia Administrative Aide III Job Order 31 Male Orthopedic disability

CARMONA, CAVITE


57

Patd

u, PI &

Ma

nga

oang

, EM

. (2

018

). W

alk

the

talk

: Im

ple

ment

ation

gap

s in

Ang

ele

s C

ity p

rogra

ms

and

serv

ices

for

PW

Ds.

In

Enablin

g t

he D

isable

d: A

sses

smen

t of

loca

l m

echa

nism

s fo

r pro

gra

ms

and

ser

vice

s fo

r Per

sons

with

Disabili

ties

(PW

Ds)

– F

ocu

s on

the

Per

sons

with

Disabili

ties

Aff

airs

Off

ices

(PD

AO

). S

tudy p

repa

red f

or

the C

oalit

ions

for

Cha

nge P

rogra

m, A

ustr

alia

n Em

ba

ssy –

The

Asia F

ound

ation,

and

the

U.P

. C

ent

er

for

Loca

l a

nd R

egio

nal G

ove

rnanc

e.

Documents

Patricia Irene Patdu & Eula Marie Mangaoanglocalgov.up.edu.ph/uploads/1/4/0/0/14001967/4_angeles_city_pampanga.pdf · away from the stereotype of PWDs as mere recipients of goods