DM ITIZEN’S HARTER - dbm.gov.ph CITIZEN... · Funding Check FE - Forward Estimate FMIS - Financial Management Information System FPRB - Fiscal Planning and Reforms Bureau FS

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DBM CITIZEN’S CHARTER

Latest version as of August 1, 2016 pending approval due to the forthcoming reorganization and

CSC Memorandum Circular No. 14, s. 2016

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Table of Contents

Contents Page Number

Abbreviations 3-5

General Functions 6

Mandate, Mission, Vision 7-8

Organizational Overview 9

Key Clients 10-12

Functional Statements 13-26

Matrix of DBM Key Services 27-57

Process Flowcharts 58-63

Feedback Mechanism 64-65

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Abbreviations

-------------------------------------------------

Admin. ALGU

-

-

Administrative Personnel

Allocation to Local Government Units

ANCAI - Advice of Notice of Cash Allocation Issued

APCPI - Agency Procurement Compliance Performance Indicators

APP - Annual Procurement Plan

AS - Administrative Service

AS-HRDD - Administrative Service - Human Resource Development Division

BAR - Budget Accountability Report

BAR 1 - Budget Accountability Report - Quarterly Physical Report of Operations

BED - Budget Execution Documents

BED 1 - Budget Execution Document - Financial Plan

BED 2 - Budget Execution Document - Physical Plan

BED 3 - Budget Execution Document - Monthly Disbursement Program

BED 4 - Budget Execution Document - Annual Procurement Plan for Common Use

Supplies and Equipment

BEG - Budget Execution Guidelines

BESF - Budget of Expenditures and Sources of Financing

BFAR - Budget Financial Accountability Report

BMAN - Budget and Management Analyst

BMB BMS

-

-

Budget and Management Bureau

Budget and Management Specialist

BPME - Budget Performance Monitoring and Evaluation

BPE - Budget Preparation and Execution

BPF - Budget Priorities Framework

BPME - Budget Performance Monitoring and Evaluation

BPS - Budget Policy and Strategy

BSGC - Budgetary Support to Government Corporations

B/S/O - Bureau/Service/office

BTB - Budget Technical Bureau

BTMS - Budget and Treasury Management System

BuB - Bottom-up Budgeting

CAR CBMS

-

-

Cordillera Administrative Region

Chief Budget and Management Specialist

COA - Commission on Audit

COB - Corporate Operating Budget

CPRU

CRD

-

-

Central Printing and Releasing Unit

Central Records Division

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CSC - Civil Service Commission

CSO - Civil Society Organization

DBCC Dir. DMS

-

-

-

Development Budget Coordination Committee

Director Document Management System

ERB - Executive Review Board

ETB - Executive Technical Board

ExeCom FC

-

-

Executive Committee

Funding Check

FE - Forward Estimate

FMIS - Financial Management Information System

FPRB - Fiscal Planning and Reforms Bureau

FS - Finance Service

FSP - Foreign Service Post

GFA - General Fund Adjustments

GMIS - Government Manpower Information System

GOCC

GSB

-

-

Government-Owned and/or Controlled Corporation

Government Servicing Bank

HRMIS - Human Resource Management Information System

IAS - Internal Audit Service

IATF - Inter-Agency Task Force

ICT - Information and Communications Technology

ICTSS - Information and Communications Technology Systems Service

IM - Internal Management

IRA - Internal Revenue Allotment

ISO - International Standardization Organization

KMS LCE

-

-

Knowledge Management Service

Local Chief Executive

LDDAP-ADA - List of Due and Demandable Accounts Payable - Advice to Debit Account

LGU - Local Government Unit

LS - Legal Service

LWD - Local Water District

MDP - Monthly Disbursement Program

MDS-GSB - Modified Disbursement System - Government Servicing Bank

M&E - Monitoring and Evaluation

MMDA - Metropolitan Manila Development Authority

MPBF - Miscellaneous Personnel Benefits Fund

MTEF NCA

-

-

Medium-Term Expenditure Framework

Notice of Cash Allocation

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NEP NFCI

-

-

National Expenditure Program

Notice of Funding Check Issued

NGA - National Government Agency

NOSCA ObR

-

-

Notice of Organization, Staffing and Compensation Action

Obligation Request

OP - Office of the President

OPCCB - Organization, Position Classification and Compensation Bureau

OPIF - Organizational Performance Indicator Framework

OPCR - Office Performance and Commitment Review

OSEC - Office of the Secretary

OSI - Organization and Systems Improvement

PIB - Performance Informed Budgeting

PEM - Public Expenditure Management

PEMB - Public Expenditure management Bureau

PFM - Public Financial Management

PGF - Pension and Gratuity Fund

PMC - Project Monitoring Committees

PMEB - Performance Monitoring and Evaluation Bureau

PMS - Planning and Management Service

PRAISE - Program on Awards and Incentives for Service Excellence

PRRC - Pasig River Rehabilitation Commission

RA - Republic Act

RCU - Regional Coordination Unit

RDC - Regional Development Council

RIAC - Regional Inter-Agency Committees

RO SARO SBMS SBR

-

-

-

-

Regional Office

Special Allotment Release Order Supervising Budget and Management Specialist Special Budget Request

SIPSP - Support for Infrastructure Projects and Social Programs

SPF - Special Purpose Fund

SPIB - Systems and Productivity Improvement Bureau

UACS - Unified Accounts Code Structure

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General Functions

Formulates the overall resource application strategy to match the government’s macro-economic policy;

Prepares the medium-term expenditure plan, indicating the programming, prioritization, and financing of capital investment and current operating expenditure requirements of medium-term sectoral development plans;

Undertakes the formulation of the annual national budget in a way that ensures the appropriate prioritization and allocation of funds to support the annual program of government;

Develops and administers a national accounting system essential to fiscal management and control;

Conducts a continuing study of the bureaucracy and assesses as well as makes policy recommendation on its role, size, composition, structure and functions to establish a government bureaucracy imbued with a spirit of public service;

Establishes the rules and procedures for the management of government organization resources i.e., physical, manpower and other resources, formulates standards of organizational program performance; and undertakes or provides services in work simplification or streamlining of systems and procedures to improve efficiency and effectiveness in government operations;

Conceptualizes and administers the government’s compensation and position classification plan; and

Monitors and assesses the physical as well as the financial operations of local government units and government owned and controlled corporations.

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Mandate

The Department of Budget and Management, created under Executive Order No. 25 dated April

25, 1936, is mandated under this Order and by subsequent issuances to promote the sound,

efficient and effective management and utilization of government resources (i.e., technological,

manpower, physical and financial) as instrument in the achievement of national socioeconomic

and political development goals.

Mission

The Department of Budget and Management shall lead public expenditure management to

ensure the equitable, prudent, transparent and accountable allocation and use of public funds

to improve the quality of life of each and every Filipino.

Vision

By 2016, we envision the Department of Budget and Management to be:

A champion of results-oriented budget and management policies and practices that enable the

government to steer the country towards meaningful development that empowers the poor and

the marginalized;

An implementer of world-class budget and management systems that enhance transparency,

accountability and public participation in governance;

An institution composed of highly competent and motivated public servants who observe the

highest standards of professionalism and integrity.

Principles

Spending within Means - The Administration maintains the fiscal

deficit at 2% of the GDP by improving

revenue collection and debt management.

Spending on the Right Priorities - The Administration ensures that the scarce

public resources are spent on high-impact

projects to support its Social Contract with

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the Filipino People.

Spending with Measurable Results - The Administration pursues efforts to

ensure the prompt and effective delivery

of its services.

Citizen Empowerment - The Administration engages the citizens by

promoting fiscal transparency and giving

them a voice on how the public funds are

to be spent.

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Organizational Overview

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Key Clients

BMB for Economic Development Sector4

Department of Finance Department of Public Works and Highways

Department of Tourism Department of Trade and Industry Department of Transportation and Communications National Economic and Development Authority Mindanao Development Authority Joint Legislative-Executive Councils

BMB for Human Development Sector5

Department of Education Department of Health Department of Labor and Employment Department of Social Welfare and Development

Commission on Higher Education Commission on the Filipino Language Film Development Council of the Philippines Housing and Land Use Regulatory Board Housing and Urban Development Coordinating Council

Movie and Television Review and Classification Board National Anti-Poverty Commission National Commission for Culture and the Arts National Historical Commission of the Philippines National Library of the Philippines

National Archives of the Philippines National Commission on Indigenous Peoples Optical Media Board Philippine Commission on Women Philippine Sports Commission

Presidential Commission for the Urban Poor

4 Administers the release of the Feasibility Studies Fund per Department Order No. 2015-7 dated April 13, 2015. 5 Administers the release of the Policy on State Universities and Colleges per Department Order No. 2015-7 dated April 13, 2015.

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BMB for Good Governance Sector Office of the President Office of the Vice-President Department of Budget and Management Presidential Communications Operations Office Congress of the Philippines

Civil Service Commission Commission on Audit Commission on Elections Anti-Money Laundering Council Games and Amusements Board

Governance Commission for GOCCs National Telecommunications Commission Philippine Racing Commission Presidential Communications Development and Strategic Planning Office Presidential Legislative Liaison Office

Presidential Management Staff

BMB for Security, Peace and Justice Sector6 Department of Foreign Affairs Department of the Interior and Local Government Department of Justice

Department of National Defense, including the Office of Civil Defense The Judiciary Autonomous Region in Muslim Mindanao Office of the Ombudsman Commission on Human Rights

Commission on Filipinos Overseas Dangerous Drugs Board National Commission on Muslim Filipinos National Intelligence Coordinating Agency National Security Council

Office of the Presidential Adviser on the Peace Process Philippine Drug Enforcement Agency Local Government Units

6 Administers the release of the International Commitments Fund and Internal Revenue Allotment per Department Order No. 2015-7 dated April 13, 2015

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BMB for Food Security, Ecological Protection, Climate Change and Disaster Management Sector Department of Agriculture

Fertilizer and Pesticide Authority Department of Agrarian Reform Department of Energy Department of Environment and Natural Resources Department of Science and Technology

Climate Change Commission Energy Regulatory Commission National Disaster Risk Reduction and Management Council Pasig River Rehabilitation Commission

Regional Offices (RO I to XIII, NCR and CAR) Regional Offices of:

o Department of Education o Department of Public Works and Highways o Department of Health, including attached hospitals

SUCs TESDA and Administered Schools CHED

LGUs, including decentralized hospitals LWDs MMDA (for DBM-NCR)

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Functional Statements

Public Expenditure Management Bureau

1. Formulate measures on effective internal controls, public expenditure management policies and standards for local government units and capacity building requirements on Public Financial Management.

Budget Policy and Strategy

Fiscal Planning and Reforms Bureau (formerly Fiscal Planning

Bureau)

1. Conducts fiscal planning and policy research;

2. Develops fiscal and budgeting frameworks, indicative annual and multi-year budget ceilings and Forward Estimates (FEs), and sectoral composition of expenditures in coordination with other oversight agencies;

3. Formulates, monitors, and evaluates budget programs in the context of macro-economic and fiscal targets, including quarterly/annual allotment and cash release programs;

4. Conducts public expenditure analysis of sectors/departments for effective resource

allocation and evaluates budgetary requirements of said sectors/departments;

5. Monitors macro-economic developments and its impact on the budget;

6. Develops, administers, and maintains the FEs system, in coordination with the Budget and Management Bureaus (BMBs) and other DBM units;

7. Prepares position papers/recommendations on legislative proposals/bills and planned

executive issuances with fiscal policy implications;

8. Provides technical and secretariat services to the Development Budget Coordination Committee (DBCC) and its Executive Technical Board (ETB); and

9. Conceptualizes and manages the implementation of budgeting innovations; provides assistance to DBM implementing bureaus in mainstreaming reforms and innovations which include strategic thinking, mobilizing technical support from development partners, and advocating the reforms through the conduct of workshops, briefings and consultations with agencies; and monitors the execution and implementation of said projects and submit required reports to the DBM Management.

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Department Legislative Liason Office

1. Assist in the maintenance of harmonious relations between the DBM and the Congress of the Philippines;

2. Provide DBM presence in Congress and serve as the principal channel of communications between the DBM and Congress;

3. Prepare and assist in the implementation of Congressional advocacy, strategies for

budget and expenditure reforms, as well as other critical DBM programs and projects and tactical and strategic plans for blocking bills or specific provisions of bills that are grossly against DBM policies;

4. Shepherd the enactment into law of the National Expenditure Program (NEP)/President's Budget, supplemental budget proposals and other DBM legislative agenda; and

5. Monitor the bills filed in Congress that have budgetary, organizational and compensation

implications, and coordinate the preparation and submission to Congress of the DBM position on these bills/legislative measures.

Budget Preparation and Execution

BMB for Economic Development Sector (formerly BMB-A) BMB for Human Development Sector (formerly BMB-B) BMB for Security, Peace and Justice Sector (formerly BMB-D) BMB for Food Security, Ecological Protection, and Climate Change Management Sector (formerly BMB-E) Budget Preparation

1. Undertake operational and sectoral policy reviews in collaboration/consultation with

client agencies to ensure the quality and appropriateness of medium-term levels of

expenditures and intra-sectoral budget allocation decisions;

2. Evaluate/validate the appraisal of agency proposed programs and projects worth less

than P1 billion and recommend appropriate Executive Review Board (ERB) action in

relation to its inclusion in the Medium Term Expenditure Frameworks (MTEFs) and

possible charging against fiscal space;

3. Formulate, update and maintain DBM-managed agency FEs/MTEFs and LGU-related

funds7 as a budget planning and management decision tool;

4. Plan and undertake agency budget preparation activities in coordination/consultation

with other DBM units and oversight and client agencies;

7 Function of BMB for Security, Peace and Justice Sector per Department Order No. 2015-7 dated April 13, 2015

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5. Prepare/Provide inputs to budget preparation guidelines applicable to their respective

agency/fund coverage;

6. Ensure the mainstreaming of PEM and PFM reforms in National Government Agencies

(NGAs);

7. Provide technical assistance to client agencies and authorities/decision makers on

budget and management aspects of PEM;

8. Provide inputs to budget preparation documents, i.e., Budget of Expenditures and

Sources of Financing (BESF), NEP, People’s Budget, and President’s Budget Message;

Budget Legislation/Authorization 9. Serve as resource person during Congressional deliberations of the Proposed Budget;

Budget Execution

10. Formulate Budget Execution Guidelines (BEGs) which are agency-specific (respective coverage) and provide inputs to the preparation of Budget Execution which are of general application;

11. Evaluate agency request for funding and prepare/issue corresponding release

documents;

12. Prepare referral letters to concerned Departments/Agencies for requests received from various stakeholders for budgetary support;

13. Administer special purpose funds, including the IRA, special shares of LGUs in the

proceeds of national taxes, and other allocations to LGUs8; Budget Accountability

14. Monitor and evaluate the agency’s/GOCC’s programs, projects, financial and physical

performance in the context of the MTEF, Performance Informed Budgeting (PIB),

results-based budgeting and performance management reforms to provide a basis for

sound policy and budgeting decisions;

15. Prepare reports on agency performance under their respective coverage and provide

inputs to the consolidated reports, for submission to the Office of the President and

other stakeholders; and

16. Prepare recommendations/position papers on legislative proposals/bills and planned

executive issuances with funding implications and provide inputs on specific agency

issues on organization, compensation and position classification.

8 Function of BMB for Security, Peace and Justice Sector per Department Order No. 2015-7 dated April 13, 2015

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BMB for Good Governance Sector (formerly BMB-C) Budget Preparation

1. Undertake operational and sectoral policy reviews in collaboration/consultation with

client agencies and Government-Owned and/or Controlled Corporations (GOCCs) to

ensure the quality and appropriateness of medium-term levels of expenditures and intra-

sectoral budget allocation decisions;

2. Evaluate/validate the appraisal of agency proposed programs and projects and

recommend appropriate Executive Review Board (ERB) action in relation to its inclusion

in the agency FEs and MTEFs;

3. Formulate and update FEs/MTEFs as a budget planning and management decision tool;

4. Plan and undertake agency/GOCC budget preparation activities in

coordination/consultation with other DBM units and oversight and client agencies;

5. Provide inputs to budget preparation guidelines applicable to their respective

agency/GOCC/fund coverage;

6. Evaluate the Corporate Operating Budgets (COBs) of GOCCs under its coverage and

prepare recommendations thereon;

7. Provide technical assistance to client agencies and authorities/decision makers on

budget and management aspects of PEM;

8. Provide inputs to budget preparation documents, i.e., Budget of Expenditures and

Sources of Financing (BESF), NEP, People’s Budget, and President’s Budget Message;

Budget Legislation/Authorization 9. Serve as resource person during Congressional deliberations of the Proposed Budget;

Budget Execution 10. Implement budget policies and standards for the government sector, including Local

Water Districts (LWDs) and prepare operations manual/s, as necessary;

11. Implement policies and standards on organization, staffing, compensation for the GOCC under its coverage, in coordination with the Organization, Positon Classification and Compensation Bureau (OPCCB) and other oversight agencies;

12. Evaluate agency requests for minor changes in organization, staffing, compensation and position classification and administer the Government Manpower Information System (GMIS) of agencies, as well as, issue Notice of Organization, Staffing and Compensation Action (NOSCA) to cover agency requests for staffing modification;

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13. Formulate Budget Execution Guidelines (BEGs) which are agency-specific (respective coverage) and provide inputs to the preparation of Budget Execution which are of general application;

14. Evaluate agency request for funding and prepare/issue corresponding release

documents;

15. Prepare referral letters to concerned Departments/Agencies for requests received from various stakeholders for budgetary support;

Budget Accountability 16. Monitor and evaluate the agency’s/GOCC’s programs, projects, financial and physical

performance in the context of the MTEF, Performance Informed Budgeting (PIB),

results-based budgeting and performance management reforms to provide a basis for

sound policy and budgeting decisions;

17. Conduct comprehensive review and monitoring of the agency/GOCC performance and

overall organizational efficiency and effectiveness vis-à-vis development

goals/targets/priorities in the context of the MTEF, results-based budgeting and

performance management reforms;

18. Prepare reports on the performance of agencies/GOCCs under its respective coverage

and provide inputs to the consolidated reports, for submission to the Office of the

President and other stakeholders; and


executive issuances with funding implications and provide inputs on specific agency

issues on organization, compensation and position classification.

Budget Technical Bureau (formerly Budget Technical Service)

1. Formulate standards and operating guidelines of general application for budget

preparation, execution and accounting of budget performance, in coordination with the

Budget and Management Bureaus (BMBs), Regional Offices (ROs), Legal Service (LS)

and other DBM offices:

a) Conduct the periodic review of budget preparation, execution and accountability

processes in coordination with other DBM offices;

b) Recommend policies for the effective and efficient management of expenditures;

2. Act as clearing house for operational guidelines and standards formulated by BMBs for

NGAs;

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3. Provide technical assistance and other support services during budget preparation,

execution and accountability, including the consolidation of budget documents and

reports, among others:

a) Consolidate and prepare an overall analysis of expenditures and outputs, as

evaluated by the BMBs and ROs, in relation to reports on government obligations,

disbursements, and performance targets under Organizational Performance Indicator

Framework (OPIF);

b) Post relevant reports on the DBM website;

4. Review existing computerized budgeting systems and recommend

improvements/enhancements thereto in coordination with the BMBs, the Information

and Communications Technology Systems Service (ICTSS), and the Office of the

Undersecretary for Organization and Systems Improvement (OSI);

5. Coordinate/assist in undertaking budget/cash programming activities, including the

consolidation of Monthly Disbursement Programs (MDPs) at the department/agency level

in coordination with BMBs, for submission to the Fiscal Planning and Reforms Bureau

(FPRB);

6. Undertake consolidation, tracking, and analysis of disbursement authorities issued vis-à-

vis actual disbursements based on Modified Disbursement System-Government Servicing

Banks (MDS-GSB) reports;

7. Supervise the operation of the Central Processing and Releasing Unit (CPRU) relative to

the printing and official release of budget authorizations and related documents;

8. Serve as fund administrator of multi-user Special Purpose Funds (SPFs), such as Contingent Fund, Pension and Gratuity Fund (PGF), Miscellaneous Personnel Benefits Fund (MPBF), Unprogrammed Fund-General Fund Adjustments (GFA) and Support for Infrastructure Projects and Social Programs (SIPSP); and

9. Administer Unified Accounts Code Structure (UACS), including management of the UACS Repository System and evaluation of BMB/RO requests/recommendations for issuance of codes consistent with the business rules of the UACS.

Regional Offices

1. Provide policy advisory and support services to the DBM Central Office, Regional Development Councils (RDCs), Regional Inter-Agency Teams (RIATs), Regional Inter-Agency Committees (RIACs), Project Monitoring Committees (PMCs) and other regional policy-making bodies, as may be appropriate;

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2. Plan and undertake budget preparation and execution activities for State Universities and Colleges (SUCs), and decentralized agencies with transactions delegated to Regional Offices (ROs) and the Metropolitan Development Authority (MMDA) for DBM-NCR;

3. Review the budgets of provinces, highly urbanized cities, independent component cities

and Metro Manila municipalities to ensure compliance with the Local Government Code (LGC) of 1991, its Implementing Rules and Regulations (IRR), and other applicable laws, rules and regulations issued by competent authorities;

4. Administer/manage the Government Manpower Information System (GMIS) of SUCs

and decentralized agencies delegated to ROs;

5. Provide advisory and technical assistance to LGUs, decentralized agency coverages and Local Water Districts (LWDs) and advocate the implementation of PFM and procurement reforms, among others, in the regions and MMDA for DBM-NCR, as may be appropriate;

6. Evaluate and approve organizational and staffing modifications inclusive of action on

compensation and position classification matters, of SUCs, decentralized agency coverages and MMDA for DBM-NCR, and LWDs;

7. Release funds to SUCs, decentralized agency coverages, and LGUs in accordance with the

provisions of the annual General Appropriations Act (GAA);

8. Monitor and evaluate the performance of SUCs and decentralized agency coverages, and MMDA for DBM-NCR;

9. Monitor the conduct of PFM assessment by LGUs, and the preparation and implementation of PFM Improvement Plans, and subsequent updates thereof;

10. Provide inputs to the DBM Central Office on the status of major programs and projects of

SUCs and LGUs, in the regions, and decentralized budgets of NGAs, as may be appropriate; and

11. Render technical assistance to Civil Society Organizations (CSOs), as may be appropriate.

Internal Management

Administrative Service

1. Lead efforts for the efficient and effective implementation of procurement policies and procedures in compliance with Republic Act (RA) No. 9184 (Government Procurement Reform Act);

2. Develop, implement and maintain an effective and efficient Asset and Supplies Management System including a clear and up-to-date asset registry/database/ information system for the purpose;

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3. Manage and ensure the adequate provision and upkeep of the DBM buildings, facilities, and utilities;

4. Provide secretariat services to several committees, including but not limited to, the

Promotion and Selection Board, Disciplinary Action Committee, Bids and Awards Committee, Disposal Committee, Grievance Committee, Review and Compliance Committee, Program on Awards and Incentives for Service Excellence (PRAISE) Committee, Performance Management Team, and Committee on Organizational and Human Resource Development;

5. Implement human resource management policies and procedures and administer the

DBM Manpower Management Information System, Time and Attendance System and Payroll System within the framework of the Civil Service Commission (CSC)/Office of the Ombudsman/DBM/COA rules and regulations;

6. Formulate human resource development policies, plans and programs including the

design, implementation and administration of internal training programs;

7. Develop and implement an effective and efficient Records and Documents Management System;

8. Exercise collection and custodial function on cash, checks and other forms of income, including payments for authorized disbursements and preparation of List of Due and Demandable Accounts Payable-Advice to Debit Account (LDDAP-ADA);

9. Lead efforts to ensure efficient and effective implementation of a Performance

Management System in the DBM that will align organizational and individual employee targets; and

10. Create and maintain a conducive working environment for employees.

Finance Service (formerly Financial and Management Service)

1. Consolidate/coordinate Bureau/Service/Offices’ (B/S/Os') proposal on the budget year based on current year’s budget/estimated actual obligation, considering justification on the requirements of new spending proposals and expansion of on-going/existing programs and projects;

2. Undertake the periodic reconciliation of the DBM’s physical inventories of supplies and

properties with the book of accounts based on the data submitted by the AS;

3. Maintain the DBM books of accounts and implement an effective financial recording system to facilitate timely submission of required reports to the management and other agencies;

4. Monitor the quarterly utilization of the approved budget allocations of the B/S/Os and

effectively communicate any concerns to the management and/or B/S/O concerned to ensure timely, responsive and efficient use of authorized funds;

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5. Administer loans, grants and technical assistance including fund disbursement

management as may be assigned to the DBM by pertinent project agreements;

6. Formulate and implement an effective financial monitoring system in order to provide DBM management and the different organizational units with periodic financial reports

7. Ensure efficient and effective implementation of budgeting and accounting policies and

procedures, in compliance with the rules and regulations of the DBM and COA.

Knowledge Management and Fiscal Transparency Service (formerly Training and Information Service)

1. Handle the organized capture, storage and retrieval of knowledge resources relating to DBM operations;

2. Convert, package, publish and disseminate, as necessary, available information into knowledge products;

3. Establish links with knowledge communities; 4. Monitor and document DBM activities and prepare news articles on the same for press

release/publication in the DBM newsletter and other media outlets;

5. Prepare the DBM annual report from inputs provided by DBM offices concerned;

6. Lead the conduct of budget briefings, fora and knowledge sharing sessions for departments, agencies, visitors and the public; and

7. Formulate the structure, functions and strategies in the operationalization of the Public

Financial Management Institute.

Legal Service

1. Provide advice on the legal implications of policies and issue legal opinions on issues relative to budgeting, compensation and management matters;

2. Handle cases involving the DBM, in coordination with, or as deputized by, the Office of the Solicitor General;

3. Develop, in partnership with concerned units, DBM-proposed legislative measures, including general and special provisions in the NEP, the President’s Veto Message and other fiscal and expenditure reforms;

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4. Provide legal support to the Bids and Awards Committee and Disciplinary Action Committee; and

5. Provide legal comments on proposed bills, executive issuances, DBM circulars and contracts referred for review.

Planning and Management Service (formerly Corporate Planning and Reforms Service)

1. Support the DBM Executive Committee (ExeCom) in embedding a strategic planning and

accountability culture by setting up related systems and processes within the DBM;

2. Formulate strategic and business planning guidelines to aid the formulation, review/assessment, and revision/updating of the Office Performance Commitment and Review (OPCR);

3. Serve as technical secretariat to the ExeCom, the Management Committee, and the

Performance Management Team;

4. Lead efforts to ensure efficient and effective implementation of a Performance Management System in the DBM that will align the targets of the Department with the targets of the B/S/Os;

5. Implement and embed Performance Informed Budgeting (PIB) within the DBM, including

the development of annual performance indicators and targets, in coordination with all B/S/Os;

6. Monitor and evaluate the physical performance of DBM’s B/S/Os and the Department as

a whole;

7. Provide the KMFTS with information on the performance of the different units based on the PIB and on the status of budget reforms projects to serve as inputs to the preparation of the DBM annual report;

8. Ensure that the adopted systems and standards are being observed and followed

through the continued development and implementation of the Quality Management System in the Department;

9. Initiate the review of internal DBM operations and, in coordination with the different

DBM units, formulate plans and programs for organization, management/systems improvement and enhanced internal control; and

10. Monitor and update the DBM organization and other operation manuals.

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Information and Communications Technology Systems Service

1. Develop, update, maintain and implement the DBM Information Systems Strategic Plan (ISSP) in coordination with different B/S/Os;

2. Assist all concerned DBM B/S/Os in the pursuit of efficient, effective, and transparent governance through the proper management of budget and finance related information and communications technology (ICT) systems;

3. Enhance and maintain internal ICT business systems and facilities toward the

advancement of public financial management;

4. Increase DBM employee efficiency through the proper maintenance of computing environment and provision of office automated productivity tools;

5. Develop DBM policies on ICT system use to ensure information security and

management;

6. Provide support in the formulation and implementation of inter-agency related ICT projects in conjunction with other relevant government agencies;

7. Strengthen DBM internal ICT capability through human resource training and adoption

of appropriate technology in coordination with the Administrative Service-Human Resource Development Division (AS-HRDD); and

8. Maintain DBM online presence through a website and promote it as the official DBM

information portal in coordination with other DBM B/S/Os.

Organization and Systems Improvement

Organization, Position Classification and Compensation Bureau

1. Administer and maintain a unified compensation and position classification system, including performance-based benefits for National Government Agencies (NGAs), Government-Owned or –Controlled Corporations (GOCCs) covered by the DBM and Local Government Units (LGUs) in coordination with the Civil Service Commission (CSC);

2. Develop policies and guidelines on organization and staffing for NGAs;

3. Formulate policies and budgetary guidelines on Personal Services (PS) and associated expenditures;

4. Evaluate agency proposals on organization, staffing, compensation, and position

classification, and prepare and issue, after approval by the Secretary, the Notice of Organization, Staffing and Compensation Action (NOSCA) to agencies, except those involving military and uniformed personnel and GOCCs which will be continually handled by the Budget and Management Bureaus (BMBs) concerned;

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5. Monitor government manpower levels and administer and maintain a comprehensive

and reliable database on National Government positions and personnel, through the Government Manpower Information System (GMIS), and link with the Human Resource Management Information System (HRMIS) of the CSC and other related databases;

6. Pursue the deregulation of input controls in organization, staffing and compensation

management parallel with the shift towards output/results-based orientation of agencies;


executive issuances with policy and government-wide implication, as well as specific agency issues on organization, staffing, compensation and position classification; and

8. Provide technical assistance to client agencies on matters related to organization,

staffing, and compensation.

Systems and Productivity Improvement Bureau

1. Formulate policies, develop standards and guidelines, and pilot-test better management practices, such as work simplification, cost-reduction and other related measures in order to, among others, enhance productivity in government;

2. Provide administrative and technical support to the Government Quality Management Committee (GQMC) in the implementation of the Government Quality Management Program (GQMP);

3. Develop policies, standards and guidelines to reduce red tape and corruption in

government, in coordination with relevant agencies;

4. Study and recommend appropriate mechanisms/strategies/systems and structures to improve the management of government assets, in coordination with relevant agencies;

5. Undertake periodic monitoring and review of the effectiveness and efficiency of the

existing methods, management systems and procedures/processes of certain agencies, and recommend improvements, if necessary; and

6. Prepare inputs/recommendations on legislative bills, draft Executive Orders and other

proposed executive issuances which have implications on management systems9 improvement, productivity enhancement and asset management in government and other related concerns.

9 A management system is the framework of policies, processes and procedures used to ensure that an organization can fulfill all tasks required to achieve its objectives.

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Budget Performance Monitoring and Evaluation Performance Monitoring and Evaluation Bureau

1. Develop a results-based Monitoring and Evaluation (M&E) policy framework for DBM as an oversight body, as well as for the implementing agencies;

2. Strengthen/institutionalize the M&E systems and organizational structure of

implementing agencies, including automation of monitoring and reporting systems;

3. Develop policies, standards and methodologies with regard to the M&E system for physical and financial performances of agencies; and

4. Oversee the conduct of program evaluation based on the evaluation framework and

agenda.

Internal Audit Service 1. Advise the DBM Secretary on all matters relating to management and operations audit;

2. Conduct management and operations audit of DBM functions, programs, project, and activities with outputs, and determine the degree of compliance with their mandate, policies, government regulations, established objectives, systems and procedures/processes, and contractual obligations;

3. Review and appraise systems and procedures/processes, organizational structure, asset management practices, financial and management records, reports and performance standards of the B/S/Os and the department proper;

4. Analyze and evaluate management deficiencies and assist top management by recommending realistic courses of action; and

5. Perform such other related duties and responsibilities as may be assigned or delegated by the DBM Secretary or as may be required by law.

Regional Coordination Unit

1. Assist in coordinating the activities of the Regional Offices (ROs);

2. Coordinate the resolution of issues and concerns raised by the ROs with pertinent Bureau/Service/Office (B/S/O).

3. Act as the Secretariat of the Regional Coordination Meeting; and

Page 26 of 65

4. Act as the communication and liason center between the ROs and B/S/Os in the Central Office, as may be necessary.

Page 27 of 65

Matrix of DBM Key Services

Type of Request/Action for DBM Services

Documentary Requirements Processing Time

Processing Unit/s

Flowchart Client/s

CURRENT YEAR’S BUDGET – PROGRAMMED FUNDS

A. Agency Specific Budget

1. For Comprehensive Release (FCR) - GAA as Release Document (GAARD)

BED 1 15 calendar days after the signing of the GAA

BTB, BMBs and ROs 1 and 3 NGAs, SUCs, OEOs

BED 2

BED 3

BED 4

2. For Later Release (FLR) portion

SBR For filling up of Positions: 3 working days for single request (1 position) 15 working days for multiple request (more than 1

position)

BMBs and ROs 1 and 3 NGAs, SUCs and GOCCs

BED 1

BED 2

BED 3 (except GOCCs)

BFAR

BTR Certification for Use of Income (if applicable)

Justification and other supporting document/s, e.g. List of projects and implementing units, project profile, list of equipment to be purchased, validated list of claimants, status of funds, clearance from competent authority if applicable)

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Processing Unit/s

Flowchart Client/s

3. Comprehensive Release of NCA

BED 3

3 working days if per Operating Unit 10 working days if per Agency

BMBs and ROs 1 and 3 NGAs, LGUs, LWDs and SUCs

4. New Budgetary Provisions not included in the NEP/GAA

OP Approval 15 working days

BMBs 1 NGAs and GOCCs

SBR

BED 1

BED 2

BED 3

Justification and other supporting document/s, e.g. List of projects and implementing units, project profile, list of equipment to be purchased, if applicable)

B. Multi-User Special Purpose Fund

1. International Commitments Fund (ICF)

Special Budget Request (SBR) 15 working days

BMB for Security, Peace and Justice Sector

1 NGAs

Endorsement from ICF Review Panel

Monthly Cash Program

SBR from the Host Agency - for hosting of international conferences

Details and justification of funding requirements

BED1

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Processing Unit/s

Flowchart Client/s

BED2

BED3

OP Approval

2. Miscellaneous Personnel Benefits Fund (MPBF)

SBR 3 working days (1 to 10 positions) 7 working days (11 to 20 positions)

15 working

days

(21 to 100 positions)

BMBs, BTB and ROs 1 and 3 NGAs, GOCCs

FAR 1

BED 1

BED 3

Detailed computation of actual PS requirement

Copy of assumption to duty of newly hired/promoted personnel

a. For newly filled positions/promotions/newly created positions

In addition to the requirements for MPBF: 3 working days for single request (1 position) 10 working days for multiple request (more than 1 position)

BMBs and ROs 1 and 3 NGAs, LGUs and SUCs

DBM Letter covering Approved Rationalization/

Reorganization Plan

Authority to fill/hire (if applicable)

BED 3

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Processing Unit/s

Flowchart Client/s

b. For Performance-Based Bonus (PBB)/Performance Enhancement Incentive (PEI)

In addition to the requirements for MPBF: 3 working days for single request (1 position) 15 working days for multiple request (more than 1 position)

BMBs and ROs 1 and 3 NGAs and SUCs

AO 25 Clearance

OPCCB Computation

Certification as to the number of employees (Permanent, Contractual and Casual) signed by the Head of the agency's HRD)

c. For PBB of SUCs

In addition to the requirements for MPBF: 3 working days ROs 3 SUCs

Result of Validation of PBB requirements forms as compiled by the AO 25 IATF Secretariat and endorsed by the AO 25 IATF Head

Form 1.0 (Report of Bureaus/Offices/Attached Agencies/Delivery Units/Employees) as already coursed through CHED

IATF letter informing SUC of the results signed by the DBM Secretary

Revised Form 1.0 as required

Breakdown of SARO request by MFO

d. For Payment of Back Salaries and Other PS Benefits

In addition to the requirements for MPBF: 3 working days BMBs and ROs 1 and 3 NGAs

Letter request of the concerned personnel

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Processing Unit/s

Flowchart Client/s

List of personnel concerned and corresponding computation of back salaries and other benefits

Copy of decision on the case by competent/proper authority, if applicable

Service Record

Justification for non-availability of PS appropriations

3. Pension and Gratuity Fund (PGF)

a. Monetization of Transferred Leave Credits to devolved personnel

Letter request of concerned devolved personnel 3 working days for single requests (1 position) 15 working days for multiple request (more 1 than position)

BMBs (for devolved personnel to NGAs), ROs (for devolved personnel to LGUs)

1 and 3 NGAs and LGUs

Endorsement of LGU Executive, as employer

Service Record and Leave Card of concerned employee, reflecting the transferred leave credits upon devolution, certified by the HRD of the present LGU employer

b. Monetization of Leave Credits of NGA/SUCs Employees

SBR 3 working days (1 to 10 positions) 7 working days (11 to 20 positions)

15 working


Certification of Non-Availability of Savings

List of Employees with Approved Application for Monetization of Leave Credits

Latest Notice of Salary Adjustment (NOSA)/CSC-attested appointment

Approved application for monetization of leave credits

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Processing Unit/s

Flowchart Client/s

FAR 1

days

(21 to 100 positions)

c. Retirement Gratuity Benefit

- For GSIS and Non-GSIS Members (Optional Retirees)

SBR 10 working days (single or

multiple

requests)


List of actual retirees to be paid (LARP): -Name of actual retirees, categorized

into compulsory of optional;

-Name of GSP (Branch,

Address)/Savings Acct Number

-Position Title/Rank at retirement date

-Unique Position Item Number

-Dates of birth, original appointment

and retirement;

-Highest Monthly Salary per Notice of

Salary Adjustment (NOSA);

-Gross amount of retirement claim,

deductions, and net amount due;

-TLB based on number of leave credits

earned; and

-RGB based on total creditable services

and number of gratuity months.

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Processing Unit/s

Flowchart Client/s

Retirees under R.A. No. 1616

Duly accomplished Retirement Form

Authenticated copy of updated/complete Service

Record

Certification of Inclusive Leave Without Pay (LWOP), if any

Letter of intent to retire

Approved Application Letter of Retirement

Statement of Leave Credits Earned certified by HRMO

GSIS “approved” papers (for GSIS Members)

Adjudication and Computation Sheet

Death Certificate for deceased retiree, Legal heir, NSO Marriage Certificate for change of name of married women

Retirees under R.A. No. 910

SBR

Certification on the other allowances and similar benefits authorized to be included in the computation of RG under R.A. No. 910

OP Approval, for military personnel of the DND

Agency Head approval for uniformed personnel

under DILG

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Processing Unit/s

Flowchart Client/s

Approval of the Chief Justice for members of the judiciary and lower courts, Head of the Appellate for Members of the Appellate Court

GSIS Retirement Voucher, if applicable

d. Terminal Leave Benefit SBR 3 working days for single

request (1

position)

15 working

days for

multiple request

(more than

1 position)


List of Actual Retirees to be Paid (LARP) supported with Copy of updated/complete Service Record and Statement of Leave Credits Earned certified by the Personnel Officer

Office Clearance and other supporting documents pursuant to BC Nos. 13-1, 13-1A and 14-1

Justification (reason for late filing of claim)

e. Incentives Benefits per EO 366 or any authorized

rationalization/ reorganization

In addition to the requirements for Terminal Leave Benefit:

3 working days for single

request (1


Copy of approved Rationalization/ Reorganization Plan

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Processing Unit/s

Flowchart Client/s

List of affected personnel and corresponding amounts required for TLB and Incentive Benefits certified correct by the Agency Head

position)

15 working days for

multiple request

(more than

1 position)

4. National Disaster Risk-Reduction and Management Fund (NDRRMF)

OP approval/directive 3 working days BMBs and ROs 1 and 3 NGAs, GOCCs, LGUs, SUCs

SBR

BED 1

BED 2

BED 3

Copy of endorsement of the NDRRMC for recommendation to OP (Optional per SP in the GAA)

5. Contingent Fund SBR 3 working days BMBs and ROs 1 and 3 NGAs, LGUs, GOCCs, SUCs

BED 1

BED 2

BED 3

Approval of the President of the Philippines

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Processing Unit/s

Flowchart Client/s

List of Feasibility Studies approved by INFRACOM indicating the project name, description and purpose among others

BED 3

Recommendation from the National Disaster Risk Reduction Management Council

Approval of the President of the Philippines

CURRENT YEAR’S BUDGET - UNPROGRAMMED FUND

A. Use of Income/Excess Income For NGAs 3 working days BMBs 1 NGAs, GOCCs

SBR

BTr Certification on actual income remitted/deposited

Report of Income collected and deposited with Bureau of Treasury (with monthly breakdown)

BED1

BED2

BED3

For GOCCs

SBR


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Processing Unit/s

Flowchart Client/s

B. Foreign Assisted Projects (Loan

Proceeds)

For NGAs 15 working

days

BMBs 1 NGAs, GOCCs

SBR

Approved/signed Loan Agreement (to included

Project Appraisal Document)

Project Profile

BED 1

BED 2

BED 3

BTr Certificate for receipt of loan proceeds

Other documents required under DBM-COA-DOF Joint Circular 2-97

C. Risk Management Program for Public-Private Partnership Projects

SBR 3 working days BMBs 1 NGAs, GOCCs

BTr Certification on excess income generated by the National Government

SBR


For GOCCs BMB for Good Governance Sector

SBR

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Processing Unit/s

Flowchart Client/s

Approved/signed Loan Agreement including Project Appraisal Document

BTr Certificate for receipt of loan proceeds

CURRENT YEAR’S BUDGET - AUTOMATIC APPROPRIATIONS

A. Issuance of SARO/NCA For NGAs 3 working days BMBs 1 NGAs and GOCCs

1. Availment of Grant Proceeds SBR

Credit Advice from Bangko Sentral ng Pilipinas

Certification of receipt or deposits from the BTr on the availability of the balance

BED 1

BED 2

BED 3

Additional Requirements to newly authorized Special Accounts in the General Fund (SAGF):

Grant Agreement

Project Profile

Additional requirement for subsequent releases:

FAR 1 of the immediately preceding quarter

For GOCCs BMB for Good

Governance Sector SBR

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Processing Unit/s

Flowchart Client/s

Certification of receipt or deposits from the BTr on the availability of the balance

2. Customs Duties and Taxes SBR 3 working days BMBs 1 NGAs

Quarterly Report of Taxes and Duties Availment

Statement of Account/Assessment from BOC

BED 3

3. Tax Subsidy FIRB resolution 3 working days BMBs 1 NGAs and GOCCs

Certification of entitlement to subsidy issued by FIRB

4. Special Account in the General Fund

SBR 3 working days BMBs and ROs 1 and 3 NGAs, SUCs, GOCCs

BED 1

BED 2

BED 3

BTr Certification on the available balance of SAGF/ Certification of receipt or deposits from the BTr

Statement of Receipt/Disbursement duly certified by the Auditor/Chief Accountant

Latest Trial Balance

Latest SAAODB

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Processing Unit/s

Flowchart Client/s

Accomplishment Report

Justification and other supporting documents

Additional requirement for newly authorized

SAGF, e.g. Request for fund code from DBM

Additional requirements for existing SAGF, e.g. FAR 1 and BAR 1

5. Realignment of Funds (For issuance of SARO)

SBR 10 working days

BMBs, ROs 1 and 3 NGAs and SUCs

FAR 1

Realignment Advice Form (RAF) per Annex B of NBC 559 to be signed by the Agency Head, identifying the specific P/A/Ps, allotment and objects of expenditures FROM and TO

Justification for the realignment

BAR 1

6. Use of Savings/ Augmentation

SBR 3 working days BMBs and ROs 1 and 3 NGAs, LGUs and SUCs

Certification on how Savings were generated signed by the Agency Head, identifying the specific P/A/Ps, allotment and objects of expenditures FROM and TO

Page 41 of 65



Processing Unit/s

Flowchart Client/s

Justification

FAR 1

Details of Savings and Augmentation of Deficient

P/A/Ps

OP Approval

7. Release of Additional NCA/s Agency Request 3 working days BMBs and ROs 1 and 3 NGAs

BED 3

Supporting Documents, e.g. Computation of deficiency and Copy of Sub-ARO (if applicable)

Statement of Latest Book Balance of MDS Sub-Account from GSBs

PRIOR YEAR’S BUDGET

A. Continuing Appropriation For NGAs, GOCCs and LGUs 5 working days BMBs and ROs 1 and 3 NGAs and GOCCs

1. Unreleased Appropriation

SBR

BED 1

BED 2

BED 3

Copy of SARO/Sub-ARO (except GOCCs)

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Processing Unit/s

Flowchart Client/s

Latest SAOB

Copy of the last page of Registries of Allotment and Obligations for MOOE and CO, Certified

correct by the Budget Officer

Justification and other supporting documents, e.g., OP Approval for Confidential and Intelligence Fund, list of projects and implementing units, project profile, list of equipment to be purchased, if applicable

2. NCA for Unobligated Allotment

Agency Request 3 working days BMBs and ROs 1 and 3 NGAs, LGUs, GOCCs

BED 1

BED 2

Updated BED 3

Collection letter if for progress billing including

agency assessment as to percentage of completion

Proof of Delivery /Acceptance/Accomplishment

List of Creditors/LDDAP

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Processing Unit/s

Flowchart Client/s

Copy of the last page of Registries of Allotment and Obligations for MOOE and CO, certified correct by the Budget Officer

OTHER BUDGETARY REQUESTS - LGUs/SUCs/LWDs

A. Release of Internal Revenue Allotment (IRA)

None 3 working days BMB for Security, Peace and Justice Sector and ROs

4 LGUs

B. Release of Share in Tobacco Excise Tax

Joint or reconciled certification of actual collection by the BIR and remittance to BTr

15 working days


4 LGUs, BTr

Certification of volume of production and acceptance made by the National Tobacco Administration (NTA)

C. Release of Other Allocations to Local Government Units

LGU Request 15 working days


4 LGUs, BTr

Joint or reconciled certifications of actual collection from BTr and collecting agency

D. Review of Annual Budget

Transmittal letter signed by the Secretary of the Sanggunian

75-90 calendar days

ROs 3 LGUs

Appropriation Ordinance signed by the Presiding Officer, Secretary of Sanggunian and the LCE

Annual Investment Program

(AIP) to include Annexes El to E7,

signed by the LCE, Planning Officer and

Budget Officer

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Processing Unit/s

Flowchart Client/s

Sanggunian Resolution

approving the AIP signed by Secretary

to the Sanggunian and Presiding Officer

Personnel Schedule prepared by the HRMO and signed by the LCE

Veto Message, if any, signed by the LCE

Sanggunian’s Action on veto, if any, signed by the Secretary and Presiding Officer

E. Review of Supplemental Budget Transmittal letter signed by the Secretary of the Sanggunian

75-90 calendar days

ROs 3 LGUs

Appropriation Ordinance signed by the Presiding Officer, Secretary of the Sanggunian, and the LCE

Funds Actually Available:

Certified Statement of Additional Realized Income signed by the Local Treasurer and Local Accountant

Certification of Savings signed by the Local Treasurer and Local Accountant

Certified Statement of Income from New Revenue Measures signed by the Local Treasurer and Local Accountant

Page 45 of 65



Processing Unit/s

Flowchart Client/s

Copy of duly enacted Tax Ordinance which

imposes new local taxes, charges, fees, fines

or penalties or which raises existing local

taxes, charges, fees, fines or penalties;

Copy of official communication stating that

the LGU is a recipient of new or higher

remittances, contributions, subsidies or grants

in aid from the National Government or from

government corporations and private entities

Realignment of Appropriations in times of Public

Calamity

Certificate of Source of Funds Available for

Appropriations signed by the LCE, Local

Treasurer and Local Accountant

Veto Message, if any, signed by the LCE

Sanggunian’s Action on veto, if any, signed by the Secretary and Presiding Officer

F. Categorization/ Re-categorization of Local Water Districts (LWDs)

Agency Request signed by the LWD General Manager

Within 30 working days

BMB for Good Governance Sector and ROs

1 and 3 LWDs

Board Approval

Page 46 of 65



Processing Unit/s

Flowchart Client/s

Certificate of Category Signed by the Administrator, Local Water Utilities Administration

Proposed Organizational Chart

Existing and proposed Organizational Structure and Staffing Pattern (OSSP)

Latest Statement of Income and Expenditure

Proposed Plantilla of Personnel

Certification of Number of Service

Connections

Monthly Data Sheet

Other justifications as may be required

G. Review of Approved Plantilla Allocation List (LWDs)

Agency Request Within 30 days ROs 3 LWDs

Plantilla of Personnel (POP)

Notice of Step Increment (NOSI), if applicable

Notice of

Salary Adjustment (NOSA)

CSC Attested Appointment of Newly-Hired/Promoted Employees, if applicable

Page 47 of 65



Processing Unit/s

Flowchart Client/s

OTHER BUDGETARY REQUESTS - GOCCs

A. Evaluation of COB Agency transmittal letter for COB evaluation 15 working

days

BMB for Good

Governance Sector

1 GOCCs

Board Resolution approving the Corporate Operating Budget

Duly accomplished DBM Forms as required in the Budget Call issued for the year

B. Release of Funds

1. Release of the National Government Subsidy, Equity or Net Lending

Letter request on the release of funds from the Agency Head

15 working days

BMB for Good Governance Sector

1 GOCCs

Endorsement from the Agency head

Financial Statements

Other justifications as may be required

2. Unprogrammed Fund -

Budgetary Support to GOCC

SBR 15 working

days

BMB for Good

Governance Sector

1 GOCCs

Subsidiary loan agreement between DOF and GOCC concerned

Project Profile

BED 1

BED 2

BTr certification

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Processing Unit/s

Flowchart Client/s

OTHER KEY SERVICES

A. Organizational Structure and Staffing Pattern Requirement

1. Organization and/or Staffing Modification and Compensation - New Organization Structure and Staffing Pattern (OSSP)

For OPCCB 10 working days

OPCCB 1 and 3 NGAs, LGUs, LWDs and SUCs

Agency Request

Legal Basis

Proposed Organizational Chart and Functional Statements (by organizational unit)

List of Proposed Positions (by organizational unit)

Position Description or Detailed Statement of Duties and Responsibilities of the proposed positions

Computation of the PS cost of proposed staffing pattern

Work Program, both short and long-term plans

Type/Nature of activities to be undertaken, Projected Workload and Performance Targets

Funding source/implication and sustainability

For BMBs

SPIB/OPCCB Memorandum recommending the issuance of NOSCA with corresponding Indicative Staffing Pattern

DBM-approved Staffing Matrix

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Processing Unit/s

Flowchart Client/s

Approved Organizational Chart signed by the DBM Secretary

2. Modification of OSSP/Reorganization

For OPCCB 5 working days OPCCB 1 and 3 NGAs, LGUs, LWDs and SUCs

Agency Request

Updated Plantilla of Personnel

List of positions

Funding Source for the implementation (for reorganization)

For BMBs


Staffing Matrix of Existing and Approved Staffing Pattern indicating specific staffing action/inaction for each unique item number and new positions, duly approved by accountable agency official

Approved Organizational Chart signed by DBM Secretary

3. Conversion/Reclassification/ Upgrading of Positions

For OPCCB and ROs 3 working days (single

request)

15 working

OPCCB and ROs (for DepEd, TESDA,

SUCs, CHED, DOH,

and DPWH)

1 and 3 NGAs, LGUS, LWDs and SUCs

Agency Request

List of positions to be requested for conversion/reclassification/upgrading

Updated Plantilla of Personnel (if applicable)

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Processing Unit/s

Flowchart Client/s

Existing/actual duties and responsibilities of incumbents of positions for reclassification/ conversion/upgrading of positions For ERF and Master Teacher conversions (DepEd) and NBC 461 (SUCs), the following shall be required:

-Approved ERF

-Approved Evaluation Form for Master

Teacher

-Approved NBC 461 print-out

days (multiple

requests)

Legal Basis/Justification for the conversion/reclassification/upgrading of positions

Positions offered for abolition to offset increase in PS as a result of the conversion/reclassification/ upgrading

For BMBs


Staffing Matrix of Existing and Approved Staffing

Pattern indicating specific staffing action/inaction

for each unique item number and new positions,

duly approved by accountable agency official

4. Creation of New Class Title/Position

Agency Request 60 calendar days

OPCCB 1 and 3 NGAs, LGUs, LWDs and SUCs

Sanggunian Resolution

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Processing Unit/s

Flowchart Client/s

Certification of Availability of Funds (not exceeded PS Cap/Limitation) for Municipality, Endorsement from the Provincial Government

5. Performance-Based Bonus (PBB) Evaluation for NGA Rating and Ranking

Duly signed endorsement by the Agency Head 15 working days

OPCCB 1 NGAs

Prescribed forms issued by AO 25 Inter-Agency Task Force (IATF) reflecting the ranking of the agencies and the rating of the employees

Description of rating and ranking signed by the Agency Head

6. Transfer/Swapping of Positions

Agency Request 3 working days for single

request (1

position)

15 working days for

multiple request

(more than

1 position)

ROs 3 NGAs

Endorsement Letter from Agency Regional Office

Rationale/Justifications

Endorsement with conformity of the previous

employer/agency head

Description of the position involved which would

include the number of positions involved, position

title/salary grade/unique item number, as

necessary

Duly notarized Memorandum of Agreement

between the concerned employee/s, heads of

previous agency and new agency

Page 52 of 65



Processing Unit/s

Flowchart Client/s

Barangay Certificate (as proof of residence)

B. Acquisition of Motor Vehicles Agency Request 5 working days BMBs and ROs 1 and 3 NGAs, GOCCs, LWDs and SUCs

Identification of funding source: -Certification of Availability of Funds

Quantity, specifications and cost of vehicle(s)

Proposed deployment by organizational unit/user official

Justification for the acquisition of the vehicle(s)

Annual Procurement Plan

Inventory and Inspection Report of Unserviceable Equipment covering the vehicle intended to be replaced

Duly accomplished Motor Vehicles Inventory Form

Additional requirements for SUCs: -Board Resolution approving the motor vehicle acquisition - Approved operating budget (regular/ supplemental)

Additional requirement for LWDs: LWUA endorsement

Additional requirement for items requiring specific approval by the OP: OP approval

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Processing Unit/s

Flowchart Client/s

C. Issuance of SARO/NCA for Trust Receipts

1. Trust Receipts (includes donations 1 year or less)

Agency Request 3 working days BMBs and ROs 1 and 3 NGAs and SUCs

BED 3

Statement of Collections and Deposits supported by deposit slips (i.e., that the amount was deposited as trust)

BTr Certification that the amount was deposited

Justification and other supporting document (e.g. JEV effecting adjustment of deposits to trust account), if any

2.Refund of payment of fees/other collections

Agency Request 3 working days BMBs 1 and 3 NGAs

Photocopy of Official Receipt duly certified by the Chief Accountant and approved by the Agency Head

Photocopy of Deposit Slip validated by the bank/BTr Certification

Justification

3. Payment of Rewards to Informant on Violators of Internal Revenue, Tariff and Custom Laws, Rules and Regulations

Agency Request 3 working days BMBs 1 and 3 NGAs

Resolution of the BIR or BOC Rewards Finance Committees duly endorsed by the Department of Finance

Proof that the tax/duties had been collected and deposited with the BTr

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Processing Unit/s

Flowchart Client/s

BED 3

D. Funding of Multi-Year Projects

1. Issuance of Multi-Year Obligational Authority (MYOA) for Foreign Assisted Projects (FAPs)/Locally Funded Projects (LFPs)

Request for MYOA including a confirmation on the agency commitment

3 working days BMBs 1 NGAs

Funding Strategy/Medium Term Expenditure Program

Approval of the projects by: INFRACOM or NEDA Board or DBCC, when

applicable Agency Head supported with following:

Summary of Project Benefits including economic viability and technical justification

Details of expected output and outcome

Approved loan agreement for FAPs, when applicable

Certification of the Agency Head that any procurement activity pertaining to project to be covered by the MYOA has not been started as of date of request

All other clearances as required under existing laws, policies, rules and regulations, when applicable:

DOST-ICTO endorsement of computerization projects

NTC clearance for acquisition of communication equipment

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Processing Unit/s

Flowchart Client/s

DENR geo-hazard certification of project location with geo-tagged map or electronic photograph of the project location with certification

In the case of AFP Modernization Program (AFPMP):

Approval of the projects or activities by the President of the Philippines in the event that the Revised AFPMP has not yet been endorsed to the Congress

Approval by the President issued to the DND Secretary to enter into MYC for a specific acquisition or project

Request for MYOA including a confirmation on the agency commitment

Funding Strategy/Medium Term Expenditure Program

2. Confirmation of Funding Strategy

Agency Request 3 working days BMBs 1 NGAs

NEDA Evaluation Request Report

Funding Strategy Clearance prior to ICC approval

Multi- Year Funding Requirement with Annual Breakdown

Agency Public Investment

3. Issuance of Forward Agency Request 3 working days BMBs 1 NGAs, SUCs

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Processing Unit/s

Flowchart Client/s

Obligational Authority (FOA) for FAPs

Draft Project Appraisal Document

Draft Loan Agreement/ Suppliers Contract, if applicable

Project Profile

Funding Strategy Clearance Prior to ICC Approval

E. Issuance of Non-Cash Availment Authority (NCAA) for FAPs

Agency Request 3 working days BMBs 1 NGAs, SUCs

Certificate of Acceptance for services rendered/goods delivered by the contractor/supplier

Withdrawal Authorization from the Foreign Institution

Copy of BTr Journal Voucher recording the amount paid directly by the lending institution to the suppliers/contractor as proceeds of borrowing

List of suppliers/contractors/consultants directly paid by the lending institution

Other documents to ensure that there is a

previous allotment issued corresponding to the request for NCAA

F. Issuance of Cash Disbursement Ceiling (CDC) for FAPs

Agency Request 3 working days BMB for Human Development Sector and BMB for Security, Peace and Justice Sector

1 NGAs (DOLE, DFA)

Estimated Income Collection utilized by Foreign Service Posts (FSPs) within the unfunded allotment

Consolidated Quarterly Report of Income

Page 57 of 65



Processing Unit/s

Flowchart Client/s

Justification and other supporting document (e.g., Bureau of Treasury - NG Journal Entry Voucher, Actual Disbursements from Verification Fee)

Other supporting documents, as necessary

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DBMCC-FC-01 Rev.1

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DBMCC-FC-01 Rev.1

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DBMCC-FC-01 Rev.1

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DBMCC-FC-01 Rev.1

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DBMCC-FC-01 Rev.1 Procedure may vary in the receiving and releasing of documents due to differences in the Regional Office configuration.

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DBMCC-FC-01 Rev.1Procedure may vary in the receiving and releasing of documents due to differences in the Regional Office configuration.

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Feedback Mechanism Kindly let us know how we have served you by doing any of the following: 1. Accomplish our Client Feedback Form (available at our website):

Compliment: For services which exceeded your service expectations, we will ensure your feedback is passed to the person and /or the Director of the Bureau/Service concerned.

Complaint: We will strive to resolve the complaint and adopt measures to prevent it from recurring.

Suggestion: We will acknowledge your contribution and make sure your suggestion is reviewed.

2. Send your feedback through email [email protected] or mail us at:

Office of the Secretary Department of Budget and Management

Gen. Solano St., San Miguel, Malacañang, Manila 1005

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REPUBLIC OF THE PHILIPPINES

Department of Budget and Management GEN. SOLANO ST., SAN MIGUEL, MANILA

CLIENT FEEDBACK FORM TYPE OF FEEDBACK Compliment Complaint Suggestion (attach additional sheets, if necessary):

COMPLIMENT

Please indicate the name of the person you want to commend: _______________________ Comments: ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________

COMPLAINT

If you think we fell short in meeting your service expectations, please describe the situation, indicate the name of the personnel involved and the date the incident occurred: ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________

SUGGESTION

As a result of your experience with us, what service-related improvements can you recommend? ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________

CONTACT INFORMATION (optional):

NAME

ADDRESS

CONTACT NUMBERS

E-MAIL ADDRESS

DEPARTMENT/OFFICE

Thank you for helping us improve our service!