REVISING THE ORGANIZATIONAL STRUCTURE OF THE DEPARTMENT AGRARIAN REFORM

Pursuant to Executive Order No. 290 (September 22, 2000) entitled
“Streamlining the Structure and Functions of the Department of Agrarian
Reform and for other purposes” and Sections 7, 9, 10 and 34 of Executive
Order (EO) No. 129-A (July 26, 1987), otherwise known as the
“Reorganization Act of the Department of Agrarian Reform”, the
organizational structure of the Department of Agrarian Reform (DAR) is
hereby revised as follows:

ARTICLE I
PRELIMINARY PROVISIONS

SECTION 1.       Rationale for Reorganization —
The Department of Agrarian Reform is the principal agency responsible
for implementing the Comprehensive Agrarian Reform Program (CARP).
Revision of its organizational structure at this time becomes necessary
to enable the Department to respond to new global and national
challenges; address urgent concerns on sustainable rural development;
and streamline organizational gaps, overlaps and other structural
deficiencies so as to improve coordination, accountability, and
effectiveness in delivering services to the public.

SEC.2.    Statement of Objectives — The rationalization of the Department’s organizational design is intended to:

a)    Align the Department to its new strategic thrusts and
directions and respond to developments in the national and global
scenes;

b)    Address the gaps, overlaps and limitations in the current
set-up which impinge on the ability of the organization to deliver
effective services;

c)    Promote total human resource development in the
organization geared towards strengthening capabilities and potentials of
its personnel; and

d)    Streamline its systems and procedures to facilitate and
improve the relevance and quality of front-line services, improve policy
formulation, planning, performance and evaluation, and assessment.

SEC. 3.   Governing Principles & Policies — The reorganization shall be carried out in accordance with the following principles and policies:

a)      The organizational structure shall be designed in
accordance with the constitutional and statutory mandate of the
Department taking into consideration the socio-economic objectives of
CARP;

b)      The reorganization shall be undertaken within the
existing budgetary limitations of the DAR in particular and the
government in general;

c)      Employees’ rights and interests shall be protected. No
involuntary separation of personnel shall be made. Appropriate funding
shall be requested from the Department of Budget and Management (DBM)
for those who will opt for separation from the service. No personnel
movement which will result in diminution of salary shall be undertaken;

d)      A retooling program shall be developed and implemented
to strengthen the capabilities and potentials of the existing human
resources of the Department in line with its new strategic thrusts and
directions;

e)      The reorganization shall be a developmental process
where suggestions will be encouraged to fine-tune the structural design
down to the lowest levels; and

f)       Organizational safety nets shall be instituted
throughout the process to ensure that the needs and concerns of the
organization and its personnel are duly considered. These shall include,
among others, the creation of appropriate venues that will address the
complaints of employees on the organizational development process.

ARTICLE II
REVISED ORGANIZATIONAL STRUCTURE

A.        CENTRAL OFFICE

SEC. 4.   Composition of Central Office — The DAR
Central Office shall be composed of the Office of the Secretary, the
Office for Legal, Policy & Public Affairs, the Office for
Operations, and the Office for Management Services, inclusive of the
offices or units under them. (The revised core organizational structure
for the Central Office is presented in Annex “A” which forms an integral
hereof.

SEC. 5.   Office of the Secretary — The Office of
the Secretary shall provide the general and strategic thrusts and
directions of the Department. It shall initiate programs, coordinate,
orchestrate, and integrate the work of the major offices of the
Department, It shall establish and maintain effective relations with
other government agencies and publics. The Secretary shall perform such
powers and functions as provided for under EO 129-A and other existing
laws and regulations.

The Office of the Secretary shall directly supervise the following:

a)      Presidential Agrarian Reform Council (PARC) Secretariat.
The PARC Secretariat shall perform the duties and responsibilities
assigned to it pursuant to Sec. 43 of RA 6657. It shall review,
prioritize and consolidate the plans, programs and budgetary
requirements of the various CARP implementing agencies (CIAs), as well
as allocate funds to the CIAs and ensure their proper utilization. It
shall facilitate inter-agency linkages and coordination, and monitor CIA
performance against plans and targets. In addition, it shall review and
recommend policies, rules and regulations toward more effective CARP
implementation.

b)      DAR Adjudication Board (DARAB). The
DARAB shall perform such powers and functions assigned to it under Sec.
13 of EO 129-A, which primarily pertains to the resolution of agrarian
disputes, as enumerated in Sec. 1, Rule 11 of the DARAB Revised Rules
and Procedures. It shall supervise and provide overall direction to
agrarian reform adjudicators at the regional and provincial levels.

c)      Internal Audit Staff (AIS). The IAS
shall formulate the Department’s audit agenda and conduct actual audits
of its operations and programs. It shall call the attention of the DAR
management on deficiencies in program implementation and recommend
corrective measures. It shall monitor compliance by concerned offices
with the decisions or recommendations resulting from such audits.

d)      Center for Sustainable Rural Development (CSRD).
As directed by the Secretary, the CSRD shall initiate strategic
programs to address global and national issues and challenges in
agrarian reform and rural development. It shall undertake research on
the new dimensions in rural development work, as well as initiate the
testing of new models and strategic approaches and programs in line with
the focus towards sustainable rural development. It shall facilitate
coordination and mainstreaming of these models and programs among the
various DAR offices. The CSRD shall also ensure the pioneering of new
paradigms on sustainable rural development and spearhead the
reorientation of DAR and its stakeholders to such models.

SEC. 6.   Office for Legal, Policy & Public Affairs
— The Office for Legal, Policy & Public Affairs shall formulate
policies, plans and programs, coordinate, orchestrate, and integrate the
work of the bureaus and offices under it. It shall direct and supervise
such offices, and develop appropriate systems and procedures for their
efficient and effective operations.

It shall be headed by an Undersecretary who shall directly supervise the following offices:

a)    Policy and Strategic Research Service (PBRB).
The PSRS shall initiate, conduct, review and commission researches and
other studies for CARP policy formulation. It shall formulate, advocate,
review, monitor and coordinate the implementation of the DAR policy
agenda. It shall provide technical support to the Guidelines Drafting
Committee and its Technical Working Group in the policy formulation
process, and assist in the formulation and development of policy
proposals. It shall draft position papers and clarifications on CARP-
related policies in response to queries from the public.

b)    Public Relations Service (PRS). The PRS
shall generate public support for agrarian reform and sustainable rural
development. It shall conduct research and analysis of the public
information needs of DAR and other program stakeholders. It shall
design, develop, produce and publish information and communication
materials and other tools in support of DAR’s agenda and programs. It
shall also develop media linkages to enhance media support and public
awareness of CARP, as well as monitor and coordinate special events to
promote CARP. It shall ensure consistency of messages and a more
synchronized handling of events and resources on public issues for
greater impact. The PRS shall also be responsible for legislative
liaison work such as establishing alliances with the legislature and
other sectors, attending hearings on bills, resolutions or other
legislative measures that affect CARP, and lobbying for the passage of
CARP-supportive legislation.

The functions of Public Affairs Staff and the Legislative Liaison
Office under the existing structure are hereby integrated with PRS.

The Office for Legal, Policy & Public Affairs shall have a
Legal Services Office, to be headed by an Assistant Secretary, that will
focus on the provision of enhanced legal services to the Department,
the beneficiaries, and other stakeholders of the Program. It shall be
responsible for the review of contracts and other legal matters, the
rendition of legal assistance to those who will be affected by the
agrarian reform program. It shall represent DAR before judicial,
quasi-judicial, and administrative bodies in cases arising from the
implementation of agrarian reform. It shall formulate policies, develop
plans and programs, initiate new programs, coordinate, orchestrate and
integrate the work of the following offices:

a)    Bureau of Agrarian Legal Assistance (BALA).
The BALA shall primarily perform the powers and functions assigned to
it pursuant to Sec. 21 of EO 129-A. It shall represent the agrarian
reform beneficiaries in cases or disputes arising from, or connected
with agrarian reform implementation before judicial, quasi-judicial, and
administrative bodies. It shall also provide assistance in the conduct
of alternative dispute resolution services such as conciliation or
mediation. It shall undertake case review, conduct ocular inspection and
investigation, and prepare orders, resolutions or decisions of agrarian
law implementation cases referred to it pursuant to existing rules and
regulations. It shall render legal opinions, as requested, on issues
arising from the implementation of agrarian reform. It shall develop
plans and programs, formulate guidelines and procedures and provide such
assistance as may be necessary to expedite the resolution of agrarian
cases.

b)    Special Concerns Staff (SCS). The SCS
shall be responsible for handling priority areas/subjects identified by
the Secretary that necessitate special and immediate attention. It shall
assist in the resolution of urgent and flashpoint cases and shall
implement a system for quick response operations (QRO) to ensure prompt
actions and referral of these cases to concerned units. It shall also
conduct dialogues and establish and maintain a network with the basic
sectors, civil society, and government agencies to mobilize support for
the resolution of flashpoint cases.

The Center for Land Use, Policy, Planning and Implementation
(CLUPPI), created pursuant to DAR Administrative Order (AO) No. 14,
Series of 1994, shall be under the direct supervision of the Assistant
Secretary for Legal Services. The CLUPPI shall continue to exercise the
functions assigned to it under AO 14 (1994) and other existing rules and
regulations relative, among others, to the formulation of policies on
land use conversion, review, processing and verification or conversion
applications, and coordination with other concerned government agencies
on land use matters. The CLUPPI-2, which was created pursuant to DAR
Memorandum Circular No. 9, Series of 1997, is hereby merged with the
CLUPPI.

SEC. 7.   Office for Operations — The Office for
Operations shall formulate programs, coordinate, orchestrate and
integrate the work of the bureaus and offices under it. It shall develop
systems and procedures, provide overall direction and supervision to
field operations, and monitor the performance of field offices.

It shall be headed by an Undersecretary who shall directly supervise the regional, provincial and field offices.

The Office for Operations shall have an Operations Support Office,
to be headed by an Assistant Secretary, which shall provide focused,
integrated, coherent and unified support to field operations.

It shall formulate programs, coordinate, orchestrate and integrate the work of the following bureaus and offices:

a)   Bureau of Land Tenure Improvement (BLTI).
The BLTI shall absorb the relevant functions of the Bureau of Land
Acquisition and Distribution (BLAD) and the Bureau of Land Development
(BLD), as provided for in Sec. 19 and 20 of E.O. 129-A. It shall
formulate policies, plans and programs on land tenure improvement and
land productivity. It shall provide technical assistance and services on
land identification, land surveys and analysis of land resource
features, physical infrastructure design planning, land valuation and
documentation, land distribution, leasehold arrangements and other
tenurial improvement schemes. It shall also review, analyze and verify
land tenure documents and spearhead functional competency development of
concerned of DAR personnel on land tenure improvement and land
productivity.

The functions of the Bureau of Land Acquisition and Development
(BLAD) and the Bureau of Land Development (BLD) under the existing
structure are hereby integrated with BLTI.

b)   Bureau of Agrarian Reform Beneficiaries Development (BARBD).
The BARBD shall formulate policies, plans, programs and models, and
provide technical assistance for the development of agrarian reform
beneficiaries and their communities. It shall institutionalize the
development processes for agrarian reform beneficiaries and communities
through the establishment of model programs and pilot projects,
manualization and development of information, education and
communication (IEC) materials, administrative issuances and policy
papers. It shall also spearhead functional competency development on
program beneficiaries development. It shall continue to perform the
duties and responsibilities assigned to it under Sec. 23 of EO 129-A and
such other pertinent laws and regulations.

c)   National and Global Development Cooperation Staff (NGDCS).
The NGDCS shall formulate policies, guidelines and systems, and provide
technical assistance on project development and management and resource
mobilization. It shall prepare program/project proposals in accordance
with the standards of concerned government entities and donor
institutions, and ensure acceptability of such proposals by NEDA and
other approving authorities. It shall determine funding requirements and
generate foreign and local funds/resources for programs and projects
through the establishment and maintenance of linkages with foreign
funding institutions, other donors, government agencies, private sector
and local government units. It shall supervise, monitor and evaluate the
implementation of projects to ensure that targets and commitments are
duly accomplished. It shall spearhead functional competency development
of concerned DAR personnel on project development and management and
resource mobilization.

The Project Development Management Staff (PDMS) and the
Foreign-Assisted Projects Office (FAPSO) under the existing structure
are hereby integrated with NGDCS.

There shall be an Investment Promotions Unit (IPU) under the
Office of the Assistant Secretary for Operations Support. The IPU shall
operationalize and monitor the various projects under the civic
entrepreneurship programs of the Department, i.e., MAGKASAKA Program,
Farmers’ Trust, etc. and develop production system models for adoption
at the field level. It shall conduct industry and commodity studies and
analyses toward identifying investment opportunities in the
agrarian/agri-sector. It shall determine market trends, and review and
evaluate feasibility studies on joint venture projects. It shall also
link up with other agencies on agri-business concerns.

SEC. 8.   Office for Management Services — The
Office for Management Services shall supervise all units that provide
services to the organization towards the achievement of an effective and
efficient bureaucracy. It shall formulate policies, plans and programs,
coordinate, orchestrate, and integrate the work of the bureaus and
offices under it.

It shall be headed by an Undersecretary who shall directly supervise the following offices:

a)      Corporate Planning Service (CPS). The
CPS shall monitor plan implementation, process macro-economic
indicators, and anticipate strategic issues affecting program directions
and annual plan implementation in order to sharpen assumptions and
identify trends. It shall orchestrate the strategic planning process by
providing the planning framework, guidelines, timetable and technical
assistance. It shall also conduct a regular assessment of the
Department’s performance against targets, and provide management with
timely reports on program/plan accomplishment, progress and results. In
addition, it shall initiate, orchestrate and consolidate the DAR
strategic and medium-term development plans and ensure their
operationalization across DAR offices. It shall spearhead functional
competency development in planning across offices and units.

b)      Information Management Service (IMS).
The IMS shall formulate information management policies, guidelines and a
cost-effective and appropriate information systems architectural plan.
It shall provide solutions to assessed needs and requirements related to
information technology of DAR units, and design, develop, install and
maintain information systems and a communications network for optimum
utilization. It shall also provide timely information retrieval and
delivery service through the management of critical databases. In
addition, it shall spearhead the development of an information
technology (IT)-empowered DAR personnel.

The Office for Management Services shall have a Resource
Management Office, to be headed by an Assistant Secretary, which shall
provide focus and strengthen accountability for the management of the
Department’s financial, manpower and physical resources. It shall
formulate programs, coordinate, orchestrate and integrate the work of
the following offices.

a)    Finance Service. The Finance Service
shall direct and strengthen the financial management capability of DAR
to support the strategic thrusts. It shall formulate financial policies,
systems and guidelines, and ensure the proper allocation, accounting
and control of funds to support approved programs/projects in accordance
with government regulations. It shall orchestrate the budget
development, execution and monitoring process, as well as consolidate,
package and justify the DAR budget for legislative hearings and other
presentations. In addition, it shall provide management with timely and
reliable financial reports, and spearhead functional competency
development on finance management.

b)    Administration Service. The
Administration Service shall formulate policies, processes, guidelines
and procedures on administrative concerns. It shall procure supplies,
materials and equipment for the Department, and ensure their timely
issuance and proper disposal. It shall also maintain records and handle
the releasing and proper disposal of administrative orders, issuances
and other circulars. It shall provide transport and logistical support
and maintenance, cashiering and messengerial services, as well us
security and safety measures and control. It shall handle building
maintenance and housekeeping, and spearhead functional competency
development in administration.

c)    Human Resource Development and Management Service (HRDMS).
The HRDMS shall formulate human resource policies, processes, systems,
plans and programs, and orchestrate the performance management process.
It shall conduct organizational diagnosis, value formation, team
strengthening, change management programs in order to align the
organization with new agrarian reform and rural development approaches
and strategies. It shall provide technical assistance and oversee
competency development related to maintenance functions through training
administration and other interventions. It shall formulate position
standards and undertake recruitment and selection of personnel. It shall
provide accurate and timely information on the organization’s human
resources, and manage personnel files, and internal communication
materials and programs. It shall oversee the employee relations program,
administer employee benefits, conduct investigations, and provide
assistance in the resolution of employee discipline cases.

The relevant functions of Bureau of Agrarian Reform Information
and Education (BARIE) under Section 22 of EO 129-A, Personnel Division
of the Administrative Service and Legal Service under the existing
structure are hereby integrated with HRDMS.

B.        FIELD OFFICES

SEC. 8.   Composition of Field Offices — The
Field Offices of the Department shall consist of the Regional Agrarian
Reform & Rural Development Offices, the Provincial Agrarian Reform
& Rural Development Offices, and the Field Agrarian Reform &
Rural Development Offices. (The revised organizational structure for the
Field Offices is presented in Annex “B” which forms an integral part
hereof).

SEC. 9.   Regional Agrarian Reform & Rural Development Offices
— The Department shall have 14 Regional Offices to be known as
“Regional Agrarian Reform & Rural Development Offices”. Each
Regional Office shall be headed by a Regional Director, assisted by two
(2) Assistant Regional Directors, who shall report directly to the
Undersecretary for Operations. The Regional Agrarian Reform & Rural
Development Offices shall provide overall direction and supervision, set
performance parameters and standards, and monitor program
implementation in the region. They shall coordinate, orchestrate,
integrate and monitor the work of the provincial and field offices.

Each Regional Office shall have a Regional Management Service, to
be headed by an Assistant Regional Director, which shall supervise all
units providing services to the regional organization towards the
achievement of an efficient and effective bureaucracy. It shall
coordinate, orchestrate, and integrate the work on resource management
of provincial and field offices. It shall undertake systems development
across divisions under it, as follows:

a)      Finance and Administration Division
which shall be responsible for budgeting and accounting and for
consolidating provincial financial reports. It shall administer
procurement, records management, and auxiliary services at the regional
level.

b)      Planning Division which shall be
responsible for regional development planning as well as work and
financial planning. It shall monitor and evaluate program plan
implementation and regional performance against targets.

c)      Human Resource Development and Management Division
which shall be responsible for personnel administration, conduct
training and development, and internal communication activities at the
regional level.

The functions of Information and Education Division geared towards DAR personnel are hereby absorbed by the HRDM division.

There shall also be, for each Regional Office, a Regional
Operations Support Office, to be headed by an Assistant Regional
Director, which shall provide administrative supervision to all units
providing services to provincial operations. It shall coordinate,
orchestrate, and integrate the work of the divisions concerned with
operations. It shall undertake systems development across such
divisions, as follows:

a)      Rural Development Coordination Division
which shall be responsible for sectoral planning, project development
and management, and resource mobilization at the regional level. It
shall coordinate and monitor sustainable rural development plans and
programs on land tenure improvement and program beneficiaries
development. It shall also provide technical assistance to the
provincial offices on operations support, promotion of civic
entrepreneurship and implementation of programs and projects on
sustainable rural development.

The functions of the Support Services Division/Project
Development and Implementation Division and the Operations Division
under the existing structure are hereby integrated with the Rural
Development Coordination Division.

b)      Legal Assistance Division which shall
be responsible for case identification and documentation, representation
in cases involving DAR personnel and agrarian reform beneficiaries and
the expeditious resolution of cases at the regional level. It shall also
handle special concerns and flashpoint cases.

c)      Public Relations Division which shall
be responsible for tri-media campaigns at the regional level and for the
production of communication materials aimed at the different publics.
It shall also be responsible for networking and advocacy activities
geared towards gaining greater public awareness and support for DAR
programs and projects.

SEC. 10. Provincial Agrarian Reform & Rural Development Offices
— In lieu of the Provincial Agrarian Reform Offices, there shall be
Provincial Agrarian Reform & Rural Development Offices, each to be
headed by a Provincial Director, assisted by an Assistant Provincial
Director, as the Secretary may determine. The Provincial Agrarian Reform
& Rural Development Offices shall provide overall direction and
supervision of the frontline operations of the Department. They shall
facilitate land surveys and the approval of survey results, land
valuation and compensation at the provincial level. They shall
administer the registration, signing and sealing of Emancipation Patents
(EPs) and Certificate of Land Ownership Awards (CLOAs). They shall also
conduct progress monitoring and assessment, and provide technical
support to field operations.

The Provincial Director shall directly supervise the following offices:

a)      Rural Development Division, which shall
be organized in lieu of the Beneficiaries Development Coordination
Division. It shall be responsible for sustainable ARB and ARC
development planning activities, project development, and resource
mobilization at the provincial level. It shall also provide technical
support to field operations on beneficiaries development, promotion of
civic entrepreneurship and implementation of programs and projects on
sustainable rural development.

b)      Land Tenure Improvement Division which
shall be organized in lieu of the Operations Division. It shall be
responsible for the award and management of land surveys at the
provincial level. It shall process case folders, generate and register
EPs and CLOAs, and coordinate the installation of farmer beneficiaries
in distributed lands. It shall also provide technical support to field
operations on land tenure improvement.

c)      Legal Assistance Division which shall
provide legal support to field operations. It shall handle mediation,
conciliation and legal representations and special concerns at the
provincial level.

Each Provincial Office shall have a Provincial Management Service,
to be headed by the Assistant Provincial Director, which shall
supervise all units providing services to the field organization. They
shall coordinate, orchestrate and integrate the work of the following
offices:

a)    Finance and Administration Division which
shall be responsible for funds allocation, accounting, procurement, and
records management, and provide finance, administration and auxiliary
support to field operations.

b)    Planning Division which shall be
responsible for integrated provincial development planning, as well as
work and financial planning. It shall monitor and evaluate program plan
implementation and regional performance against targets. In addition, it
shall perform information management functions in support to
operations.

c)    Human Resource Development and Management Division
which shall be responsible for personnel administration, training and
development and internal communication activities at the provincial
level.

The public relations function which includes tri-media campaigns,
conduct of networking and advocacy activities at the provincial office
shall be lodged directly under the Provincial Director.

SEC. 11. Field Agrarian Reform & Rural Development Offices
— There shall be as many Field Agrarian Reform & Rural Development
Offices, as may be necessary, in promoting efficiency and effectiveness
in the delivery of services, instead of the present Municipal Agrarian
Reform Offices. The Field Agrarian Reform & Rural Development
Offices may be established in each municipality or in cluster of
municipalities by the Secretary, upon recommendation of the
Undersecretary for Operations and the Regional Director concerned.

The Field Agrarian Reform and Rural Development Office shall
identify farmer beneficiaries, leaseholders and landowners, as well as
document case folders, distribute EPs and CLOAs, improve leasehold
arrangements, and install farmer beneficiaries in awarded lands.

It shall undertake beneficiaries development services at the field
level, including area development planning, micro-projects
identification and development, resource mobilization, as well as
conduct community/enterprise organizing and development activities such
as training, networking, and information campaigns.

It shall identify and investigate agrarian cases, conduct
mediation and conciliation, and handle special concerns at the field
level.

The Field Agrarian Reform & Rural Development Office shall be
headed by a Field Officer who will supervise first-level field
operations. He shall be assisted by Statisticians, Agrarian Reform &
Rural Development Technologists, Administrative Clerks, and such other
officials and personnel as may be assigned by competent authorities.

ARTICLE III
TRANSITORY PROVISIONS

SEC. 12. Implementation of New Organizational Structure
— In accordance with Section 7 of Executive Order No. 290 (2000), which
authorizes the Secretary to adopt interim structures and mechanisms
pending approval of a Rationalization and Streamlining Plan for the
Department, the revised organizational structure as provided herein
shall be initially implemented through such orders, designations,
directives or instructions, as the Secretary or his duly authorized
representatives may issue from time to time, consistent with existing
laws and regulations, to operationalize the same, with minimum of
disruption of operations, and without sacrificing the efficient and
effective delivery of services to the public. Full implementation of the
reorganization shall be undertaken upon approval of a Rationalization
and Streamlining Plan by competent authorities.

SEC. 13. Preparation of Rationalization and Streamlining Plan
— To fully implement the reorganization envisioned herein, the Task
Force on Organizational Development created pursuant to DAR Special
Order No. 930, Series of 2000, shall prepare a Rationalization and
Streamlining Plan (RSP), in coordination with the Office for Management
Services, consistent with Executive Order No. 290 (2000).

ARTICLE IV
FINAL PROVISIONS

SEC. 14. Repealing Clause — This Order modifies or repeals all orders, circulars, instructions or issuances inconsistent herewith.

SEC. 15. Separability Clause — In the event any
of the provisions of this Order is declared unconstitutional, the
validity of the other provisions shall not be affected by said
declaration.

SEC. 16. Effectivity — This Order shall take effect immediately.

Adopted: 09 Oct. 2000

(SGD.) HORACIO R. MORALES, JR.
Secretary