Governance Cluster Plan 2013 2016

7/25/2019 Governance Cluster Plan 2013 2016

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Good Governance and Anti-Corruption Cabinet ClusterAction Plan 2013-2016

Table of Contents

Acronyms

Introduction

I. Priority Outcomes for 2013-2016

II. Initiatives in the 2013-2016 Governance Cluster Action Plan

III. The Open Government Partnership-Philippines

Annex A Updating the 2013-2016 Governance Cluster Action Plan

Annex B Monitoring Plan


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Acronyms

AESC Annual Enterprise Survey on CorruptionAFIS Automated Fingerprint Identification SystemAFP-RSBS Armed Forces of the Philippines Retirement and Separation Benefits SystemAIP Annual Investment ProgramAPP Annual Procurement PlanARTA Anti Red Tape ActBPA Budget Partnership AgreementBPLS Business Permit and Licensing SystemBTr Bureau of the TreasuryCCIS Complaint-Case Information SystemCHITS Community Health Information Tracking SystemCHRIS-NPS Comprehensive Human Resource Information System-National Payroll SystemCOA Commission on AuditCPA Citizens Participatory AuditCPRO Customs Policy Research OfficeCSC Civil Service CommissionCSFS Customer Satisfaction Feedback SurveysCSIS Citizens' Satisfaction Index SystemCSO Civil Society OrganizationCSPF Civil Society Participation FundDAP Development Academy of the PhilippinesDBM Department of Budget and ManagementDepEd Department of EducationDILG Department of the Interior and Local GovernmentDND Department of National DefenseDOF Department of FinanceBIR Bureau of Internal RevenueBOC Bureau of CustomsDOJ Department of JusticeDOST Department of Science and TechnologyDPWH Department of Public Works and HighwaysDSWD Department of Social Welfare and Development

DTI Department of Trade and IndustryEITI Extractive Industries Transparency InitiativeEO Executive Ordere-TAILS Electronic Transparency and Accountability Initiative for Lump-sum FundsFBI Federal Bureau of InvestigationFDP Full Disclosure PolicyFS-LGU Financial Subsidy to Local Government UnitsFY Fiscal YearGAA General Appropriations ActGAD Gender and Development

GEIS Government Executive Information SystemGFI Government Financial Institution


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GIFMIS Government Integrated Financial Management Information SystemGMIS Government Manpower Information SystemGOCC Government-Owned and Controlled CorporationIAAGCC Inter-Agency Anti-Graft Coordinating CouncilIADS Income and Asset Declaration SystemICT Information and Communications TechnologyIFC International Finance CorporationIMIS Inmate Management Information SystemIRA Internal Revenue AllotmentISO International Organization for StandardizationJSCC Justice Sector Coordinating CouncilKPI Key Performance IndicatorKRA Key Result AreaLDRRMF Local Disaster Risk Reduction and Management Fund

LGU Local Government UnitLGU PFM LGU Public Financial ManagementMDG Millennium Development GoalMFO Major Final OutputMITHI Medium-Term Information and Communication Technology Harmonization

InitiativeMOA Memorandum of AgreementMSG Multi-Stakeholder Group

NAPC National Anti-Poverty Commission NBI National Bureau of Investigation NCC National Competitiveness Council NEDA National Economic Development Authority NEP National Expenditure Program NGA National Government Agency NIRC National Internal Revenue Code NJIS National Justice Information System NPS-CIS National Prosecution Service-Complaint Information SystemOCPLC Office of the Chief Presidential Legal CounselOCS Office of the Cabinet SecretaryOES Office of the Executive SecretaryOGP Open Government PartnershipOMB Office of the OmbudsmanOPS Office of the Presidential SpokespersonORAM Office of the Revenue Agency ModernizationPBB Performance-Based BonusPBIS Performance Based Incentive SystemPCDSPO Presidential Communications Development and Strategic Planning OfficePCF Performance Challenge FundPDAF Priority Development Assistance FundPDP Philippine Development PlanPEI Productivity Enhancement IncentivePFM Public Financial Management


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PFMAT Public Financial Management Assessment ToolPhilGEPS Philippine Government Electronic Procurement SystemPIDS Personnel Information Database SystemPLLO Presidential Legislative Liaison OfficePMO Project Management OfficePMS Presidential Management StaffPMU Project Management UnitPNP Philippine National PolicePQA Philippine Quality AwardRATE Run After Tax EvadersRATS Run After the SmugglersRBPMS Results-Based Performance Management SystemRCS Report Card SurveyRHU Rural Health UnitRIPS Revenue Integrated Protection ServicesSALN Statement of Assets, Liabilities, and Net worthSAOB Statement of Allotment, Obligations, and BalancesSARO Statement of Allotment Release OrderSC Supreme CourtSDEP Service Delivery Excellence ProgramSEF Special Education FundSGLG Seal of Good Local GovernanceSONA State of the Nation AddressSUCs State Universities and Colleges

SWS Social Weather StationTCCP Tariff and Customs Code of the PhilippinesTWG Technical Working GroupUACS Unified Account Code StructureZBB Zero Based Budget


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Introduction

The Good Governance and Anti-Corruption Cabinet Cluster (Governance Cluster) was created by virtue ofExecutive Order No. 43. The executive issuance reorganized the Cabinet into clusters that adhere to the keyresult areas (KRA) of the Aquino administration outlined in the Presidents Social Contract. The five KRAs are:

1. Transparent, accountable, and participatory governance2. Poverty reduction and empowerment of the poor and vulnerable3. Rapid, inclusive, and sustained economic growth4. Just and lasting peace and the rule of law5. Integrity of the environment and climate change adaptation and mitigation

The Governance Cluster is tasked to pursue the following:

1. Upholding transparency in government transactions and our commitment to combating graft and corruption

2. Strengthening of the capacity of government institutions to link their respective budgets with performanceoutcomes and enabling citizens and civil society to monitor and evaluate these

3. A professional, motivated, and energized bureaucracy with adequate means to perform their public servicemissions

4. Improvement of public sector asset and resource management and revenue performance5. Establishing an improved policy and regulatory environment that will reduce the cost of doing business in

the country and improve competition

The Cluster is chaired by the President, with the following agencies as members:

1.

Department of Budget and Management (DBM)2. Department of Finance (DOF)3. Department of the Interior and Local Government (DILG)4. Department of Justice (DOJ)5. Department of Trade and Industry (DTI)6. Presidential Legislative Liaison Office (PLLO)7. Office of the Chief Presidential Legal Counsel (OCPLC)

To achieve the goals of the Cluster, an Action Plan was crafted that outlines the key reform programs orinitiatives of the Aquino administration in pursuit of good governance.


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I. Governance Cluster Priorit

To achieve the goals of the Governanenhanced business environment, the

1. Improved transparency and citizen2. Improved public sector performan3. Improved anti-corruption measures4. Improved policy environment for

For each outcome, sub-outcomes wercorresponding initiatives included in

y Outcomes for 2013-2016

ce Cluster of improved public services delivery,ollowing priority outcomes have been identified

empowermente

ood governance

e identified. Indicators for each sub-outcome arehe Plan.

6

urbed corruption, andfor 2013-2016:

tracked for the


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Outcome 1. Improved transparency and citizens empowerment

Transparency, as defined, is the exercise of openness in government processes, actions, and decisions throughregular disclosure of pertinent information to the public, ensuring citizens access to information on governmentaffairs, and effectively communicating to the public.

In its broadest sense, empowerment is the expansion of freedom of choice and action. It means increasing onesauthority and control over the resources and decisions that affect ones life. As people exercise real choice, theygain increased control over their lives.

Sub-Outcome 1.1. Improved access to information

Access to information is a requisite for good governance. It is mandated by law by virtue of Article 3, Section 7of the Philippine Constitution. Further, various policies have been issued that mandates LGUs to make local

plans, reports, and budgets publicly accessible. These include provisions from the Local Government Code and

the Government Procurement Reform Act. Information disclosure is not an end in itself, but elements oftransparency should be considered, such as accessibility, timeliness, and quality of disclosed information.

Sub-Outcome 1.2. More meaningful citizens participation in governance processes

Good governance entails opening as many areas of governance as possible to the participation of stakeholders, particularly civil society groups, grassroots organizations, business, academe, development partners, amongothers. Crucial areas for participation are the planning and budgeting process and monitoring government

performance.

Outcome 2. Strengthened public sector performance

Sub-Outcome 2.1. Strengthened public financial management and accountability

Public Financial Management (PFM) is a system of rules, procedures and practices for government to manage public finances. It encompasses budgeting, accounting, auditing, cash management, management of public debt,revenue generation, and public reporting on public sector financial operations. PFM seeks to address the keychallenges of controlling government spending and making agencies operate efficiently and effectively. Itdrives government policy-makers, managers, and implementers to ask: Is government spending within limits? Isit spending on the right things? Does it obtain best value for money? In the long run, a sound PFM contributesto better delivery of government services to the people.

Sub-Outcome 2.2. Improved performance management and monitoring systems

Performance monitoring, evaluation, information, and reporting are essential components of an effective andefficient performance management system. Crucial to measuring performance is how it leads to results and howthese results contribute to a higher order goal. One mode of performance management is through an incentivessystem where good performance is rewarded.


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Similarly, good performance of the public sector leads to effective and efficient delivery of services to the people. This could pertain to frontline services of national and local governments that are regularly accessed bycitizens for personal and business concerns.

Sub-Outcome 2.3. Enhanced delivery of frontline services

As defined in the Anti-Red Tape Act (ARTA), frontline services refers to the process or transaction betweenclients and government offices or agencies involving applications for any privilege, right, permit, reward,license, concession, or for any modification, renewal or extension of the enumerated applications or requests.Enhancing the delivery of these services is a change that will be directly felt by the citizens. Improving

business-related services such as registering a business name and securing permits is an effective method toattract investors, thereby contributing to economic growth.

Sub-Outcome 2.4. Enhanced delivery of justice

When good governance is practiced, it ensures that those who are in power exercise fairness in managing publicinstitutions and resources. It necessitates a system that not only enforces order but deters wrongdoing of citizensthrough punishments. Efficient delivery of justice translates to adherence to the principles of equitable, fair, andimpartial administration of justice. It also entails a system that is adequate, inclusive, responsive, and sensitiveto the rights of victims, accused, offenders, marginalized or vulnerable groups, and the general public.

Outcome 3. Improved anti-corruption measures

Sub-Outcome 3.1. Greater accountability of public servants

According to Robert Klitgaard (1998), monopoly of power, when combined with discretion and absence ofaccountability, will result to corruption. Thus, the formula Corruption = Monopoly + Discretion Accountability. Article XI of the Philippine Constitution outlines provisions for the accountability of publicofficers. Further, Republic Act No. 3019 or the Anti-Graft and Corrupt Practices Act defined what willconstitute corrupt practices. These may include persuading, inducing, or influencing another public officer to

perform an act violating any rules or regulations duly promulgated, or receiving any gift in connection with anygovernment contract or transaction.

Sub-Outcome 3.2. Intensified efforts to prevent smuggling and tax evasion

As defined in the Tariff and Customs Code of the Philippines, smuggling generally refers to the importation of prohibited commodities, as well as the misdeclaration/misclassification/undervaluation of imported goods or products. On the other hand, tax evasion refers to an illegal practice where a person, organization, orcorporation intentionally avoids paying its true tax liability. Both smuggling and tax evasion practices reducegovernments revenues that will affect the capacity of government to provide for the needs of its citizens.


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Outcome 4. Improved policy environment for good governance

Sub-Outcome 4.1. Greater support for the passage of priority legislations on transparency, accountability, participation, and anti-corruption

Policies provide the enabling environment to deter corrupt practices. Policies are necessary to make goodgovernance more enforceablethat is, mandating transparency, accountability, and participation in governmentoperations. Further, one of the modes to sustain good governance practice is by institutionalizing the reforms inour government processes. Existing policies need also to be amended to adapt to a changing political, social,and economic environment.

II. Initiatives in the 2013-2016 Governance Cluster Action Plan

The 2013-2016 Governance Cluster Action Plan consists of 30 initiatives and 9 priority legislative measures.

The table below shows a summary of the initiatives and the succeeding section provides a brief description ofeach. Some of the initiatives were included in the previous Governance Cluster Action Plan while some are new

programs. These new programs could either be an existing initiative by the agency but was not included in the2012 Governance Cluster Action Plan or a new initiative of the agency.

* Initiative already included in the 2012 Governance Cluster Action Plan** New initiative included in the 2013 Governance Cluster Action Plan

Initiatives Implementing AgenciesOutcome 1. Improved Transparency and Citizens EmpowermentSub-outcome 1.1. Improved access to information1. Transparency Seal* DBM2. Philippine Government Electronic Procurement System (PhilGEPS) Software

Modernization*DBM

3. National Government Portal* PCDSPO4. Open Data-Philippines** PCDSPO, DBM, OPS5. LGU Disclosure Portal* DILG6. Extractive Industries Transparency Initiative (EITI)** DOFSub-outcome 1.2. More meaningful citizens participation in governance processes7. Citizens Participatory Audit* COA8. Grassroots Participatory Budgeting Process* DILG, DBM, NAPC,

DSWD9. Civil Society Engagement in the National Budget Process* DBMOutcome 2. Improved public sector performanceSub-outcome 2.1. Strengthened public financial management and accountability10. Government Integrated Financial Management Information System (GIFMIS)* DBM, DOF, BTr, COA11. Comprehensive Human Resource Information System (CHRIS)-National

Payroll System (NPS)*DBM, DOF, BTr, COA

12. Local Government Units Public Financial Management (LGU PFM)** DBM, DILG, DOF, NEDA, COA

Sub-outcome 2.2. Improved performance management and monitoring systems Monitoring Initiatives:13. Seal of Good Local Governance (SGLG)* DILG14. Anti-Red Tape Program* CSC

15. Citizen Satisfaction Index System (CSIS)* DILG16. Medium-Term Information and Communication Technology Harmonization DBM, DOST, NEDA


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Initiatives Implementing AgenciesInitiative (MITHI)**

17. Monitoring and Evaluation of Government Services** NCC18. Cabinet Performance Contracts** OCS

Incentive Systems:

19. Performance Challenge Fund (PCF)* DILG20. Results-Based Performance Management System (RBPMS)* AO25 Task Force

(DBM, OES, NEDA,DOF, PMS)

21. Philippine Quality Award (PQA) for the Public Sector** DTI, DAPSub-outcome 2.3. Enhanced delivery of frontline services22. Business Permit and Licensing System (BPLS)* DILG, DTI23. Gameplan for Competitiveness** NCCSub-outcome 2.4. Enhanced delivery of justice24. National Justice Information System (NJIS)* DOJ25. Justice Sector Initiative** SC, DOJ, DILGOutcome 3. Improved anti-corruption measuresSub-outcome 3.1. Exact greater accountability of public servants- Prosecution of High Profile Corruption Cases IAAGCC26. Revenue Integrity Protection Services (RIPS) Program* DOF27. Income and Asset Declaration System Project** OMBSub-outcome 3.2. Intensified efforts to prevent smuggling and tax evasion28. Run After the Smugglers (RATS) Program* DOF-BOC29. Run After Tax Evaders (RATE) Program** DOF-BIR, DOJ30. Bureau of Customs Reform Project** DOF-BOCOutcome 4. Improved policy environment for good governanceSub-outcome 4.1. Greater support for the passage of priority legislations1. Amendments to the Ombudsman Act OMB2. Freedom of Information Bill PCDSPO3. Civil Service Code CSC4. Uniformed Personnel Pension Reform Bill DBM, DND5. Whistleblowers Protection Act DOJ6. Amendments to the Witness Protection, Security, and Benefit Act DOJ7. Fiscal Responsibility Bill DBM8. Criminal Investigation Bill DOJ9. Criminal Code DOJ

The detailed profiles and targets for 2013-2015 of each initiative are shown in the next section.


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DETAILED PROFILES AND TARGETS PER INITIATIVE

Outcome 1. Improved transparency and citizens empowerment

Sub-outcome 1.1. Improved access to information

Initiative: 1. Transparency SealImplementing Agency: Department of Budget and Management (DBM)Contact Person: Usec. Richard Moya

Undersecretary and Chief Information Officer, DBMEmail: [email protected]

The Transparency Seal provision of the General Appropriations Act aims to leverage the internet to make keyinformation on each particular unit of the government, more accessible to the public. All departments, bureaus,offices, and agencies of the national government, including Government Owned and Controlled Corporations(GOCCs), State Universities and Colleges (SUCs), and Government Financial Institutions (GFIs) are requiredto post budgets and plans under a Seal displayed prominently on their respective websites, which links to anindex of the required documents. The required documents are as follows:

1. Agencys mandates and functions, names of its officials with their position and designation, and contactinformation.

2. Annual Report which includes:a. Statement of Allotment, Obligations and Balances (SAOB)

b. Disbursement and Incomec. Physical Plan

d. Financial Report of Operationse. Financial Accountability Reports

3. DBM-approved budgets and corresponding targets4. Major program/projects categorized in accordance with the five key results area under EO No. 435. The program/project beneficiaries as identified in the applicable special provisions.6. Status of implementation and program/project evaluation and/or assessment reports.7. Annual Procurement Plan (APP), Contracts Awarded and the name of contractors/suppliers/consultants

Key Performance IndicatorsTargets

2013 2014 2015

Percentage of NGAs fully complying with the Transparency Seal Percentage of GOCCs fully complying with the Transparency Seal Percentage of SUCs fully complying with the Transparency Seal

100%100%100%

100%100%100%

100%100%100%

Initiative: 2. Philippine Government Electronic Procurement System(PhilGEPS) Software Modernization

Implementing Agency: Department of Budget and Management (DBM)Contact Person: Dir. Rosa Maria Clemente

Executive Director, PhilGEPS-DBMEmail: [email protected]

Website: www.philgeps.gov.ph


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The PhilGEPS is an electronic bulletin board of bid notices and awards. The web portal seeks to establish anopen, transparent, efficient and competitive marketplace for government procurement. The current PhilGEPSsystem was designed in 2004 and there is a need to re-design the system to include additional functionalitiesand related system integration, configuration and maintenance services. The initiative aims to achieve thefollowing: 1) Provide a total e-Government Procurement solution to achieve transparency in all stages ofgovernment procurement, i.e. from procurement planning to project management/contract implementation, 2)Ensure that the PhilGEPS can be linked with the Government Integrated Financial Management InformationSystem (GIFMIS) for tracking budget and expenditure.

The new system will be developed in phases:Phase 1 Installation of Base

System Requirements1. Annual Procurement Plan2. Dashboard3. Central Registrations Facility

for System Administrators andProcuring entities

4. Site Administration5. Government of the Philippines

Official Merchant Registry6. Electronic Bulletin Board7. E-bid Submission8. Bid opening, Bid evaluation

and Post-qualification9. E-payment for the E-bid

Submission

10. Security and Audit Logs11. Integrated Notices Publication

12. Virtual Store (Common UseGoods)

13. E-payment for Virtual Store

Phase 2 Development ofManagement Information System

1. Pre-bid Conference2. Procurement Management

Information System (PMIS)3. Financial Management

Information System4. Feedback Mechanism5. Mobile Application for

Android and IOS tablets andsmartphones

Phase 3Installation of features for e-Contract/Project Management(Contract Implementation) andlinkage with the GIFMIS and othere-government systems.

MilestonesTargets

2013 2014 2015 Modernized PhilGEPS-Phase 1 developed August

Key Performance Indicators Targets2013 2014 2015

Percentage of NGAs registered Percentage of SUCs registered Percentage of LGUs registered Number of new suppliers registered Percentage of bid notices that are included in the Annual

Procurement Plan Percentage of bid notices posted that were awarded

100%100%95%

10,000

100%100%100%10,00090%90%90%

100%100%100%10,000100%100%100%

Initiative: 3. National Government Portal

Implementing Agency: Presidential Communications Development and Strategic PlanningOffice (PCDSPO)


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Contact Person: Undersecretary Manuel L. Quezon III, PCDSPOEmail: [email protected]

Website: www.gov.ph

The Official Gazette is the official journal of the Republic of the Philippines. It provides a singular platform for publishing government documents, statements, and announcements. It will also function as the NationalGovernment Portal - a unified interface in the form of a one-stop source for information and service delivery. Itwill also feature an archive of government documents published over the span of more than a century in theOfficial Gazette as a print publication. The site currently features an online feedback mechanism through whichconstituents may make queries online. New features that will be introduced included an enhanced calendar,enhanced Official Directory, and version 2.0 of mobile applications.

MilestonesTargets

2013 2014 2015 Multi-platform system to gather feedback launched iOS and Android mobile applications developed

October

NovemberKey Performance Indicators

Targets2013 2014 2015

Number of unique visitors Number of feedback processed Feedback average processing rate Number of published entries

3,000,0003,0001 day5,000

4,000,0004,000

12 hours8,000

5,000,0005,000

9 hours10,000

Initiative: 4. Open Data- PhilippinesImplementing Agencies: Presidential Communications Development and Strategic Planning

Office (PCDSPO), Department of Budget and Management (DBM), Officeof the Presidential Spokesperson (OPS)

Contact person: Usec. Richard MoyaUndersecretary and Chief Information Officer, DBMEmail: [email protected]

Website: www.data.gov.ph

Government agencies have rich sets of exciting, but untapped, public data. These data everything fromeducation to agriculture to budget are generated over the course of normal work and implementation ofagency projects. Opening up these public datasets, by making them easy to view and use, also opens up new

possibilities for both the government and the public. Open Data Philippines aims to work with all governmentagencies develop data.gov.ph as the definitive website for publicly available national data. This initiative aimsto make Philippine public government data searchable, understandable, and accessible. Certain features of theOpen Data website include the following:

1. Consolidate datasets sent by different agencies, allowing site users to find specific information from the richcollection of public datasets made available by the agencies.

2. Up-to-date info graphics and other applications based on public data that make the information easy tounderstand. These visualizations will be powered by the latest data uploaded to the website by agencies and

updated as soon as the new data comes in.


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3. Users of the website will not only be able to view the data, but can also share it and download it in openspreadsheet and related formats. This will encourage innovation by harnessing local Filipino talent andallowing people to easily use the datasets in new, unexpected ways to help the public.

4. Users can also send in comments, suggestions, and stories on their use of open data. This engagement withthe users and healthy exchange of ideas between public and the government will help develop the platformeven further.

MilestonesTargets

2013 2014 2015 Government and public consultations conducted Hackathon for creation of budget transparency applications

conducted Open Data Portal launched

October November

January


2013 2014 2015 Percentage of major Departments that published at least 5 datasets Number of datasets published Percentage of published datasets in open formats Number of internal and third-party dashboards, applications, and

visualizations created Number of page views in data.gov.ph Number of datasets accessed or downloaded

85%70080%70

500,0002,000

85%

80%

500,0002,000

Initiative: 5. LGU Disclosure Portal

Implementing Agency: Department of the Interior and Local Government (DILG)Contact Person: Ms. Ma. Rhodora FloresChief-Local Administrative Division, DILGEmail: [email protected]

Website: http://www.fdpp.blgs.gov.ph/

The Full Disclosure Policy (FDP) is part of the efforts of the DILG to ensure transparency and accountabilityamong LGUs. The FDP requires local officials of provinces, cities and municipalities to fully disclose particularfinancial transactions of the LGUs to keep their constituents informed of how the LGU budget is managed anddisbursed. Financial documents must be posted in at least three (3) conspicuous places and in the FDP Portal.LGUs may also post such in print media and in their respective LGU website. In 2013, 90% of LGUs arecomplying with the FDP (e.g., partial and full compliance). Full compliance pertains to posting of all 14required documents in at least three (3) conspicuous places and in the FDP portal. These 14 documents are asfollows (per DILG MC No. 2012-141):A. Budget Reports B. Procurement Reports C. Special Purpose Fund Reports1) Annual Budget Report2) Statement of Debt Service3) Statement of Receipts andExpenditures4) Quarterly Statement of CashFlows

1) Annual Procurement Plan orProcurement List2) Items to Bid3) Bid Results on Civil Works,Goods, and Services4) Abstract of Bids as Calculated5) Supplemental ProcurementPlan, if any

1) SEF Income and ExpenditureEstimates2) Report of SEF Utilization3) Annual GAD AccomplishmentReport4) Trust Fund (PDAF) Utilization5) 20% Component of the IRAUtilization6) Report of Local Disaster Risk


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Reduction and Management Fund(LDRRMF) Utilization


2013 2014 2015 Percentage of LGUs complying with the FDP (partially and fully) Percentage of LGUs fully complying with the FDP(Targets exclude ARMM)

95%55% 97%65% 99%75%

Initiative: 6. Extractive Industries Transparency Initiative (EITI)Implementing Agency: Department of Finance (DOF)Contact Person: Asec. Ma. Teresa Habitan

Asst. Secretary, Domestic Finance Group and Legislative Liaison, DOF Email: [email protected]

Website: http://www.ph-eiti.org/

The EITI is an international multi-stakeholder initiative that seeks to establish a global standard fortransparency in the revenues collected by governments from extractive industries such as mining, oil and gas.Through EO No. 79 on Institutionalizing and Implementing Reforms in the Philippine Mining Sector, thegovernment expressed its commitment to EITI. A multi-stakeholder group composed of civil society, business,and government was formed to implement, monitor and evaluate EITI implementation in the Philippines. Thegovernment is composed of representatives from the Department of Finance, Department of Energy,Department of Environment and Natural Resources-MGB, and Department of Interior and Local Government.The civil society is represented by Bantay Kita, while the industries are represented by the Chamber of Mines,Petroleum Association of the Philippines, and an elected representative from non-chamber members.

In May 2013, the Philippines was admitted as a candidate country by EITI International following compliancewith the requirements set by the international board. As a member country, the Philippines is required to

produce an EITI report that will contain the data coming from industries regarding all payments that they giveto the government, and data coming from the government pertaining to all payments it collects from theindustries. A reconciliation of such data will be done by an independent and internationally-recognized auditor,findings of which will also be included in the report.

By the end of 2014, the PH-EITI Workplan aims to achieve the following:

1. Establish commitment and support to implement EITI2. Form the multi-stakeholders group (MSG), develop and publish its terms of reference and workplan3. Institutionalize PH-EITI4. Prepare to implement and monitor PH-EITI5. Audit/reconcile and report on revenue flows between Philippine government and extractive industries6. Communicate, build knowledge, and engage citizens in the PH-EITI program

MilestonesTargets

2013 2014 2015 Work plan supporting the objectives of EITI implementation in the

Philippines revised

A scoping study on payments, collections, legal and regulatoryframework conducted

December

December


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MilestonesTargets

2013 2014 2015 Trainings on stakeholders on the EITI process conducted EITI Report published March

December

Sub-outcome 1.2. More meaningful citizens participation

Initiative: 7. Citizens Participatory Audit (CPA)Implementing Agency: Commission on Audit (COA)Contact Person: Commissioner Heidi L. Mendoza

Email: [email protected] Website: http://www.i-kwenta.com/

The initiative involves COA and citizens (civil society organizations, private sector, academic groups)conducting joint audits to make the government more effective, transparent, and accountable. Projectcomponents include enhancement of capacity of COA to engage CSOs for CPA, crafting and implementation ofa shared agenda among CPA stakeholders, feedback of lessons learned into policy analysis for continuousenhancement of the CPA processes/practices, and putting in place systems, tools, and processes toinstitutionalize the CPA.

The four pilot audits are for the following programs: 1) DPWH CAMANAVA Flood Control Project, 2)Marikina Health Center Operations in Barangays covered by Pantawid Pamilya Program, 3) Quezon City SolidWaste Management Program, and 4) DepEd School Buildings.

Milestones Targets2013 2014 2015

Communications Plan and Shared Agenda Building Plan developed Project Management Unit (PMU) within COA established Pool of civil society partners established 4 Pilot Audits conducted Participatory audit institutionalization policies developed

JulyFebruaryFebruary

MarchMarch

Initiative: 8. Grassroots Participatory Budgeting

Implementing Agencies: Department of the Interior and Local Government (DILG), Department ofBudget and Management (DBM), National Anti-Poverty Commission(NAPC), Department of Social Welfare and Development (DSWD)

Contact Person: Usec. Francisco FernandezUndersecretary, Urban Poor, Informal Settler Families and other SpecialConcerns, DILGEmail: [email protected]

The initiatives main development objective is the empowerment of the citizenry in the focus municipalities for poverty reduction so they are able to participate in governance and benefit from inclusive and sustainable socio-

economic development and sound political systems in their communities and the broader society. Grassroots


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organizations are mandated to take part in the crafting of Local Poverty Reduction Action Plans through theirinclusion in the Local Poverty Reduction Action Team.


2013 2014 2015 No. of cities and municipalities with Local Poverty

Reduction Action Plan Number of cities and municipalities implementing

priority poverty reduction projects

1,225

595

90% of 1,634LGUs*1,225

90% of 1,634LGUs*1,470

* Participating LGUs that passed the eligibility criteria

Initiative: 9. Civil Society Engagement in the National Budget ProcessImplementing Agency: Department of Budget and Management (DBM)Contact Person: Usec. Mario L. Relampagos

Undersecretary of Operations, DBMEmail: [email protected]

The project is a participatory budgeting initiative to strengthen the enabling environment for constructiveengagement with civil society in Public Financial Management (PFM). It employs the following strategies:

Strategy 1: Enhancement of the strategic policy and implementation framework for CS engagement in the budget process.a) Conduct studies on policy development and legal/operational requirements of funding CSOs to sustain their

participation in open budgeting b) Continuous dialogues with NGAs, GOCCs, and CSOs as feedback mechanism

Strategy 2: Building the capacity of stakeholders to implement CS engagement.a) CSO mapping

b) Capacity building of DBM, NGAs and GOCCs,c) Knowledge product development

MilestonesTargets

2013 2014 2015 CSO directory and profile developed and annually updated CSO database established Capacity Development Plan fully implemented

October

DecemberDecember


2013 2014 2015 Number of stakeholders gathering initiated Number of policy enhancement/study initiated Number of knowledge products developed and disseminated

211

211

211


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Outcome 2. Improved public sector performance

Sub-outcome 2.1. Strengthened public financial management and accountability

Initiative: 10. Government Integrated Financial Management Information System

(GIFMIS)Implementing Agencies: Department of Budget and Management (DBM), Department of Finance

(DOF), Bureau of Treasury (BTr), Commission on Audit (COA)Contact Person: Usec. Richard Moya

Undersecretary and Chief Information Officer, DBMEmail: [email protected]

Website: pfm.gov.ph

The GIFMIS is a browser based application composed of components/modules that automates and reports themany different processes involved with the agency budget and expenditure cycle of the National Government.

The GIFMIS application is envisioned as a tool that will assist the government in administering its function ofmaintaining fiscal discipline, fund allocation and operations for the effective delivery of governments servicesas well as a reliable financial tool from which financial decisions can be made. The IT enabled business

processed covered by GIFMIS will deliver the following benefits:

1. Eliminate redundant data recording, exchange, validation, formatting and reporting since data is capturedonce, at the source.

2. Single source of truth on government budget, appropriation, allocations, releases, obligations, expenditureand performance reporting.

3. Provides online, updated and ready access to allocations, liabilities, payments, receipts, and account

balances.4. Generates reports to suit specific needs of agency users executives, managers, finance and operations

personnel and others to inform decision-making.5. Reduces administrative costs due to checkless transactions, discontinuation of disparate IT systems, and

reduced paper documentation for accounting and auditing.6. Application of common controls and standards across agencies for recording, processing and releasing of

payments to suppliers, employees and other payees.7. Improves accuracy of cash flow projections, planned vs. current expenditure, revenue and debts, thus

minimizing borrowing costs and improving fiscal forecasting.

Milestones Targets2013 2014 2015 Unified Account Code Structure developed GIFMIS Procurement Documents finalized Current Budget Execution Systems in the oversight agencies

supporting the Unified Account Code Structure (UACS) developed Treasury Single Account implemented for BTr collection accounts Agreement with System Integrator for GIFMIS development signed Treasury Single Account implemented in NGAs Treasury Single Account implemented in select GOCCs User Acceptance Testing

JulyDecemberDecemberDecember

MarchMay

SeptemberDecember

November

Milestone beyond 2015: System implemented in 4 agencies December 2016


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Initiative: 11. Comprehensive Human Resource Information System (CHRIS) National Payroll System

Implementing Agencies: Department of Budget and Management (DBM), Department of Finance(DOF), Bureau of Treasury (BTr), Commission on Audit (COA)

Contact Person: Usec. Richard MoyaUndersecretary and Chief Information Officer, DBMEmail: [email protected]

The CHRIS is an internet based Human Resources Management Software that will facilitate and automate allthe human resource management functions of the National Government. Current project within CHRIS includethe basic CHRIS module (i.e., the Personnel Information Database System, which facilitates the NationalPayroll System), the complete National Payroll System (NPS), the basic organizational structure, plantilla, and

position classification system commonly called the Government Manpower Information System (GMIS), andthe Attendance Module (basic module which facilitates the NPS only). The NPS is a priority application withinCHRIS that is envisioned to assist the government in facilitating the complete payroll processing requirementsof all government agencies with the following features:

1. Standardized Payroll Processing2. Transparent & Accurate3. Effective4. Collaborative5. Centralized6. Browser Based

MilestonesTargets

2013 2014 2015 Contract for software developer awarded March


2013 2014 2015 Number of government units/offices to be implementing CHRIS* 26 25* Implementation will be by batches. One batch includes attached bureaus and units of agencies (e.g., Batch 1 iscomposed of 6 offices a) Office of the Secretary Administration-DepEd, b) Regional Payroll Services Unit-DepEd, c) BIR-DOF, d) CSC, e) Office of the President, f) PNP-DILG).

Initiative: 12. Local Government Units Public Financial Management (LGU PFM)Implementing Agencies: Department of Budget and Management (DBM), Department of the

Interior and Local Government (DILG), Department of Finance (DOF),National Economic Development Authority (NEDA), Commission onAudit (COA)

Contact Person: Director Julian Pacificador, Jr.Imprest Administrator, DBMEmail: [email protected]

The project is designed to address the challenge of attaining local fiscal sustainability and the weak PFMsystems at the local level, which is attributable, in part, to poor coordination between LGUs and oversightagencies and among oversight agencies. It seeks to enhance the capacity of local governments to generate


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revenue and to allocate and spend public funds more effectively and efficiently. The Project has the followingkey result areas:

1. Enhanced capacity of national oversight bodiesa. Improved institutional capacities of the oversight bodies at national level

b. LGU PFM Policy Agenda and Action Plan (LGU PFM Roadmap) developedc. Strengthened capacity of Regional Offices

2. Strengthened local capacity in fiscal and expenditure managementa. Improved revenue generation and management at LGU level

b. Improved planning, budget and executionc. Strengthened Internal Control Systems / Internal Audit Services at LGU leveld. Localized procurement reforms

3. Strengthened accountability and transparencya. Strengthened budget performance monitoring and evaluation at LGU level

b. Enhanced effectiveness of LGU performance monitoring systems

c. Financial management leadership developed at LGU level

To intensify the roll-out of PFM reforms from the national to sub-national level, a paradigm shift is beingadopted in this Project. Instead of solely and directly providing budget support and technical assistance to theLGUs, the Project will also focus on capacitating the oversight agencies, particularly their Regional Offices, to

provide technical assistance and support on PFM to LGUs.

MilestonesTargets

2013 2014 2015 PFMAT integrated in regular monitoring system of LGUs Procurement Law implementation assessed LGU PFM Roadmap developed

MarchJuneJune


2013 2014 2015 Percentage of LGUs assessed meeting benchmarks under the Public

Financial Management Assessment Tool (PFMAT)50% 60%

Sub-outcome 2.2. Improved performance management and monitoring systems

Monitoring Initiatives

Initiative: 13. Seal of Good Local Governance (SGLG)Implementing Agency: Department of the Interior and Local Government (DILG)Contact Person: Ms. Ma. Emelinda P. Aguilar

Chief, Policy Development and Research Division, DILGEmail: [email protected] , [email protected]

The Department, in its unwavering commitment of scaling up interventions to elevate the practice ofgovernance that values development outcomes into institutionalized status, introduces the Seal of Good Local

Governance (SGLG) which shall be implemented starting CY 2014. The SGLG distinguishes exemplary


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inclusive local governance by putting premium on performance measures which are results-oriented. The SGLGaims for a condition where an LGU:

1. sustains the practice of accountability and transparency, and espouses a pro-active financial management(Good Financial Housekeeping);

2. adequately and effectively prepares for the challenges posed by disasters(Disaster Preparedness);3. is sensitive to the needs of vulnerable and marginalized sectors of the society like Women, Children,

Indigenous People and Persons with Disabilities (Social Protection);4. encourages investment and employment (Business-Friendly and Competitiveness);5. protects the constituents from threats to life and security (Law and Order and Public Safety)6. safeguards the integrity of the environment. At the minimum, comply with the mandates of the Ecological

Solid Waste Management Act of 2000 (Environmental Protection)

A parallel initiative that will be conducted is the review of the Local Government Code or Republic Act No.7160. Enacted in 1991, the Code mandates the decentralization of powers, responsibilities, and resources to

local government units. The review will focus on Book II or local taxation and fiscal matters. This will aid toidentify performance measures on local public financial management.

MilestonesTargets

2013 2014 2015 SGLG Tool developed Proposed amendments to the Local Government Code drafted

DecemberDecember


2013 2014 2015 Percentage of LGUs assessed 100% 100%

Initiative: 14. Anti-Red Tape ProgramImplementing Agency: Civil Service Commission (CSC)Contact Person: Dir. Victoria Esber

Director IV, Office for Strategy Management, CSCEmail: [email protected]

The Philippine Congress, recognizing the pervasive impression of inefficiency, passed Republic Act No. 9485, better known as the Anti-Red Tape Act of 2007 (ARTA). The CSC has started implementing the Anti-Red TapeProgram (initially via the Report Card Survey) in 2010. Since then, other program components have beenadded. The major activities of the program are as follows:

1. Conduct of ARTA-Report Card Survey (RCS) in high density/most complained agenciesSection 10 of ARTA subjects all offices and agencies providing frontline to a Report Card Survey (RCS) to beinitiated by the CSC, in coordination with the DAP, which will be used to obtain feedback on how provisions inthe Citizen's Charter are being followed and how the agency is performing. Further, ARTA outlines that theRCS will also be used to obtain information and/or estimates of hidden costs incurred by clients to accessfrontline services which may include, but is not limited to, bribes and payment to fixers. Thus, the CSC hasdeveloped evaluation tools for the RCS and has drawn up plans for the conduct of the survey.

2. Surprise visits to government agencies in coordination with CSOs (ARTA WATCH).


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The ARTA Watch, aside from being a mechanism to promote awareness and level of compliance ofgovernment agencies with the Act, also serves as a support to the ARTA RCS. The spot check is aimed at

providing measures to agencies to correct/improve their frontline service delivery based on the observationsobtained during the visit, particularly on the posting of the agencys Citizens Charter, observanceof the No Noon Break Policy and Anti-Fixer Campaign. The ARTA Watch Team also provides generalinformation on the ARTA, CSC Seal of Excellence and Service Delivery Excellence Program during said visit.

3. Conduct of Service Delivery Excellence Program (SDEP) to agencies which failed in the ARTA RCS.The SDEP is one of the programs of the CSC designed for agencies to review systems and procedures andidentify appropriate interventions to address concerns, if any. The result of the RCS will be the basis of thelevel of SDEP assistance to agencies. It is aimed at providing immediate solutions and assistance particularly toagencies which failed to comply with its Citizen's Charter.

4. Awarding of the Citizens Satisfaction Center Seal of Excellence to agencies with excellent rating on ARTA-RCS.

The Citizen's Satisfaction Center Seal of Excellence Award is conferred annually to government agencies whichwere subjected to the RCS and have demonstrated excellence in public service performance as selected bythe CSC. It is awarded to agencies that passed all the areas of the RCS with an overall score of 90 100 pointsor a descriptive rating of Excellent and have passed the two-phased validation process.

All activities are undertaken on a service office level. For the purpose of this program, a service office isdefined as an office under a government agency offering an array of face-to-face transactions/services to the

public. Central, regional, provincial, city, municipal, district, satellite, branch and extension offices offeringfrontline services are all considered service offices.

Key Performance Indicators Targets2013 2014 2015 Percentage of surveyed service offices passing the ARTA-RCS Percentage of agencies with Failed rating provided with SDEP Number of service offices assessed under ARTA Watch

85%100%614

95%100%820

98%100%1,023

Initiative: 15. Citizen Satisfaction Index System (CSIS)Implementing Agency: Department of the Interior and Local Government (DILG)Contact Person: Ms. Vivian P. Suansing

Lead Coordinator, CSO Partnership Coordination Office, DILGEmail: [email protected]

The CSIS is a set of data tools designed to collect and generate relevant citizens feedback on localgovernments service delivery performance. It conceptualizes the citizen as the center of local government

performance. The CSIS will gauge the delivery of LGU services in the following areas:

a) Health b) Educationc) Social welfared) Governance and participation (responsiveness of officials and local agencies, participation in local

assemblies, peace and order)


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e) Public works and infrastructuref) Environmental managementg) Agricultural managementh) Tourism support services.

The CSIS data complements the Local Governance Performance Management System of the DILG. A targetcity or municipality has a sample size of 150 respondents regardless of population, with a +/-8% margin oferror. Multi-staged random sampling is utilized wherein barangays, households, and respondents are randomlydrawn in order to have a population-representative sample. Data gathering is administered by field interviewersusing questionnaires, rating boards, and show cards.


2013 2014 2015 Number of cities/municipalities with Citizen Satisfaction (CS)

Report

Number of exit conferences conducted on the citizen satisfactionresults

35 cities

35 cities

52 cities

52 cities

35 mun

35 mun

Initiative: 16. Medium-Term Information and Communication TechnologyHarmonization Initiative (MITHI)

Implementing Agencies: Department of Budget and Management (DBM), Department of Scienceand Technology (DOST), National Economic Development Authority(NEDA)

Contact Person: Usec. Richard MoyaUndersecretary and Chief Information Officer, DBMEmail: [email protected]

MITHI is an e-Government and ICT support initiative that aims to harmonize ICT-related resources, programsand projects in all agencies and on all levels of the bureaucracy. The following are the objectives of MITHI: (a)To ensure a systematic process for the planning, budgeting, implementation, monitoring, and evaluation ofgovernment-wide ICT projects; (b) To ensure the coherence of ICT programs and projects of the Governmentand its consistency with the five KRA of the Administration as laid out in EO no. 43 and the PhilippineDevelopment Plan 2011-2016; and (c) To promote synergy among government agencies in planning andimplementation of on-going and upcoming ICT programs and projects. Projects to be implemented underMITHI include the following:

1. Development of Inter-Operable systems (E-Gov Fund)2. IGov Centralized government cloud3. Harmonized Inmate Management System4. Community Health Information Tracking System (CHITS)5. Hospital Management Information System for RHUs6. Enrolment system for higher education

MilestonesTargets

2013 2014 2015 MITHI Cluster Policy Group and Project Management Office August


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MilestonesTargets

2013 2014 2015(PMO) created

Roll out of 6 inter-operable ICT systems ICT Asset Management System developed

DecemberDecember

Key Performance Indicators Targets2013 2014 2015

Percentage of computer gaps in government filled in 38% 70%

Initiative: 17. Monitoring and Evaluation of Government ServicesImplementing Agency: National Competitiveness Council (NCC)Contact Person: Mr. Guillermo Luz

Co-Chairman, NCC

Email: [email protected]

The project calls for the conduct of several Monitoring and Evaluation Projects, each at a different scale, totrack the quality of government services and the customer experience of citizens as follows:

1. Annual Enterprise Survey on Corruption (AESC)An annual large-scale survey, to be conducted in partnership with a credible survey institution and other privatesector partners to measure the quality of public services as well as the prevalence of corruption in the

bureaucracy. Such a survey will enable policy-makers and government leaders to identify areas forimprovement and to develop solutions. The proposed survey will be run among businessmen in Metro Manila

and selected cities where there is a high concentration of business activity.

2. Customer Satisfaction Feedback Surveys (CSFS)As a companion survey to the large-scale enterprise survey, the Customer Satisfaction Surveys can be run bothonline and offline which can be focused on specific government services at both the LGU and NationalGovernment Agency (NGA) level. Examples of topics which can be covered include local business permits,

police services, issuance of drivers licenses, issuance of passports, NBI clearance, motor vehicle registration,new business registration, tax payments, and other services.

3. Business Permits and Licensing System (BPLS) Field Monitoring and Evaluation

Field monitoring and evaluation will involve in-depth field visits to specific Local Government Units engagedin BPLS. The field visits will validate reports submitted by the LGUs as well as customer satisfaction surveystaken in the area. The visits will review and validate processes and forms being used as well as conductinterviews with LGU officials in charge of the process and with businessmen who have used the process.


2013 2014 2015 Annual Enterprise Survey on Corruption completed Customer Satisfaction Feedback Surveys conducted Number of LGUs with streamlined BPLS validated

11

170

11

216

11

216


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Initiative: 18. Cabinet Performance ContractsImplementing Agency: Office of the Cabinet Secretary (OCS)Contact Person: Sec. Rene Almendras

Secretary, OCSEmail: [email protected]

By 2014, the President will sign Performance Contracts with his Cabinet members. Under the proposedcontract, the cabinet members will submit to the President their accomplishment reports every quarter, whichwill be then reviewed against the program targets for that period. The basis for the performance contract is theagencys planning tool which outlines each agencys desired outcomes, strategies, indicators/targets, andactions/programs to be implemented.

MilestoneTargets

2013 2014 2015 Performance contract system developed December

Key Performance Indicator Targets2013 2014 2015

Percentage of accomplished planning tools that are anchored to thePhil. Development Plan and the Presidents Social Contract

Number of performance contracts signed

95% 100%

39

100%

42

Incentive Systems

Initiative: 19. Performance Challenge Fund (PCF)Implementing Agency: Department of the Interior and Local Government (DILG)Contact Person: Dir. Anna Liza F. Bonagua

OIC Director, Bureau of Local Government Development, DILGEmail: [email protected]

Website: http://www.dilg.gov.ph/pcf/index.php

The PCF is an incentive system for local government excelling in local government performance. LGUrecipients of the Seal of Good Local Governance are eligible for funding in the PCF. Local projects that will befunded should be aligned with the priorities of the national government, as follows: a) Achieving theMillennium Development Goals (MDGs), b) Maintain Core Road Network to boost Tourism and LocalEconomic Development, c) complying with the Ecological Solid Waste Management Act of 2000, d)Complying with Disaster Risk Reduction and Management Act of 2010, and e) Promotion of transparency andaccountability in all government transactions. The projects should also be included in the LGUs AnnualInvestment Program (AIP). The amount of grant per LGU type is as follows: Province PhP 7 million; City PhP 3 million; Municipality PhP 1 million.

To monitor the PCF-funded projects, project management teams have been created at the city/municipal,regional, and national levels, where CSO representatives are invited.

MilestonesTargets

2013 2014 2015 Projects funded from the PCF evaluated December


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2013 2014 2015 Percentage of qualified LGUs provided with PCF subsidy 80% 40% 80%

Initiative: 20. Results-Based Performance Management System (RBPMS)Implementing Agencies: AO 25 Task Force [Department of Budget and Management (DBM),

Office of the Executive Secretary (OES), National Economic DevelopmentAuthority (NEDA), Department of Finance (DOF), PresidentialManagement Staff (PMS)]

Contact Person/s: Sec. Florencio B. Abad, Chair, AO 25 Inter-Agency Task ForceUsec. Laura B. Pascua, DBM, Chair, AO 25 Technical Working GroupPres. Antonio D. Kalaw, Jr., AO 25 Technical SecretariatEmail: [email protected]

The President issued Administrative Order No. 25 creating an Inter-Agency Task Force to harmonize, unify,streamline and simplify all existing monitoring and reporting requirements and processes of governmentagencies mandated to exercise broad oversight of government agencies performance relative to the NationalLeaderships Agenda, the Philippine Development Plan (PDP) 2011-2016, agency mandates, commitments andtargets. The program aims to:

1. Establish a unified and integrated RBPMS framework as basis for monitoring, evaluating and reporting performance of all departments and agencies within the Executive Branch of Government;

2. Use the RBPMS as basis for determining entitlement to performance-based allowances, incentives, or

compensation of government personnel; and3. Design a Government Executive Information System (GEIS) for easy access to accurate and latest whole-

of-government, sectoral, major final outputs (MFOs)/organizational performance information.

To qualify for the performance-based bonus (PBB), an agency must comply with the following:

1. Meet all Good Governance Conditions set annually by the AO 25 Task Force. The AO 25 Task Force hasset four good governance conditions, with three under financial stewardship and one under internal process.These are: a) the establishment of a Transparency Seal; b) posting of bid notices and awards on the websiteof PhilGEPS; c) liquidation of all cash advances to officials and employees; and d) establishment of aCitizens Charter or its equivalent.

2.

Achieve at least 90% of its MFO targets submitted to Congress, and their priority programs/projects agreedwith the President under the five KRAs of EO No. 433. Rank eligible bureaus (delivery units) and the individuals within them; and4. Submit accomplishment reports on time.


2013 2014 2015 Participation rate of agencies Average compliance rate to Good Governance conditions

100%80%

100%100%

100%100%


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Initiative: 21. Philippine Quality Award for the Public SectorImplementing Agency: Department of Trade and Industry (DTI), Development Academy of the

Philippines (DAP)

The PQA, which was enacted in 2001 through RA 9013, is the highest level of national recognition forexemplary organizational performance. The award is given to organizations in the public sector which excel inquality and productivity. It focuses on results, including customer satisfaction. It is not an award for productquality or service quality but for a quality management system which hinges on continuous improvement in thedelivery of products and/or services, and provides a way of satisfying and responding to customers needs andrequirements. Government institutions eligible for the award are those with ISO Certifications. The award isconferred annually. The criteria for Performance Excellence provide organizations with an integrated, results-oriented framework in implementing and assessing processes in managing operations. These are the bases forthe feedback given to award applicants after examination by PQA assessors. The Criteria consist of sevenCategories: (1) Leadership, (2)Strategic Planning, (3) Customer and Public Focus, (4) Measurement, Analysis,and Knowledge Management, (5) Human Resource Focus, (6) Operations Focus, and (7) Results.

MilestoneTargets

2013 2014 2015 PQA criteria for the Public Sector revised Award process, guidelines, and self-assessment tool developed

DecemberMarch

Key Performance IndicatorTargets

2013 2014 2015 Number of ISO-certified NGAs, GOCCs, and LGUs that conducted

self-assessment process Number of ISO-certified NGAs, GOCCs, and LGUs conferred with

PQA2

5

4

10

6

Sub-outcome 2.3. Enhanced delivery of frontline services

Initiative: 22. Business Permit and Licensing System (BPLS)Implementing Agencies: Department of the Interior and Local Government (DILG),

Department of Trade and Industry (DTI)Contact Person: Dir. Marivel C. Sacendoncillo

Executive Director, Local Government Academy-DILG


The project aims to streamline the BPLS in local government units to attract investors that will lead to increasedlocal revenues. The streamlining includes process reengineering, automation or computerization, customerrelations and institutionalization of the system. Through this project, the increase of number of BPLS compliantLGUs would translate to a wider expansion of local economic growth in the regions which, in turn shall createan environment for all inclusive economic growth in the country.

The standards of BPLS streamlining include adoption of the BPLS Unified Form, reduction in the number ofsignatories to a maximum of 5, limit in the number of steps in processing business permits and licenses to a

maximum of 5, and reduction in processing time for new application (i.e., maximum of 10 days for newapplication and maximum of 5 days for renewal).


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2013 2014 2015 Number of cities/municipalities with streamlined BPLS 247 208

(includes 118cities/mun in

ARMM)

Initiative: 23. Gameplan for CompetitivenessImplementing Agency: National Competitiveness Council (NCC)Contact Person: Mr. Guillermo Luz

Co-Chairman, NCCEmail: [email protected]

Website: http://www.competitive.org.ph/doingbusiness/

The NCC is actively engaged in implementing the Gameplan for Competitiveness aimed at improving the easeof doing business in the country. The Philippines currently ranks No. 138 out of 185 economies in the IFCsEase of Doing Business Report and is No. 8 out of 9 countries in ASEAN. The Gameplan is designed to bringthe Philippines from the bottom-third of the rankings to the top-third by 2016. Further, President Aquino signedAdministrative Order No. 38 creating an inter-agency task force to initiate, implement, and monitor ease ofdoing business reforms. The order provides for the inclusion of these targets in the performance-based incentivesystem of all agencies concerned. This will ensure that targets are formally adopted and implemented. The Easeof Doing Business report comprises 10 indicators, as follows:

1. Starting a BusinessMeasures all procedures officially required, or commonly done in practice, for an entrepreneur to start up orincorporate and formally operate an industrial or commercial business, as well as the time and cost to completethem and the paid-in minimum capital requirement. In the Philippines, this typically requires transacting withthe Department of Trade and Industry, Securities and Exchange Commission, Bureau of Internal Revenue,Social Security System, PhilHealth, and Pag-Ibig (Home Mutual Development Fund).

2. Dealing with construction permitsMeasures all procedures, cost and time required for a business in the construction industry to build a structure.For IFC comparison purposes, the construction of a warehouse is used as the standard case across 185

economies. These procedures include submitting all relevant project-specific documents to the authorities;obtaining all necessary clearances, licenses, permits and certificates; completing all required notifications; andreceiving all necessary inspections, obtaining connections for water, sewerage and a fixed landline.

3. Getting ElectricityTakes into account all procedures, cost and time required for a business to obtain a permanent electricityconnection and supply for a standardized warehouse. These procedures include applications and contracts withelectricity utilities, all necessary inspections and clearances from the utility and other agencies and the externaland final connection works.


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4. Registering PropertyRecords the full sequence of procedures necessary for a business (buyer) to purchase a property from another

business (seller) and to transfer the property title to the buyers name so that the buyer can use the property forexpanding its business, use the property as collateral in taking new loans or, if necessary, sell the property toanother business.

5. Getting CreditMeasures the legal rights of borrowers and lenders with respect to secured transactions through one set ofindicators and the sharing of credit information through another. The first set of indicators measures whethercertain features that facilitate lending exist within the applicable collateral and bankruptcy laws. The second setmeasures the coverage, scope and accessibility of credit information available through public credit registriesand private credit bureaus.

6. Protecting InvestorsMeasures the strength of minority shareholder protections against directors misuse of corporate assets for

personal gain. The indicators distinguish three dimensions of investor protection: transparency of related-partytransactions (extent of disclosure index), liability for self-dealing (extent of director liability index) andshareholders ability to sue officers and directors for misconduct (ease of shareholder suits index).

7. Paying TaxesRecords the taxes and mandatory contributions that a medium-sized company must pay in a given year as wellas measures of the administrative burden of paying taxes and contributions. Taxes and contributions measuredinclude the profit or corporate income tax, social contributions and labor taxes paid by the employer, property

taxes, property transfer taxes, dividend tax, capital gains tax, financial transactions tax, waste collection taxes,vehicle and road taxes, and any other small taxes or fees.

8. Trading Across BordersMeasures the time and cost (excluding tariffs) associated with exporting and importing a standardized cargo ofgoods by sea transport. All documents needed by the trader to export or import the goods across the border arealso recorded. For exporting goods, procedures range from packing the goods into the container at thewarehouse to their departure from the port of exit. For importing goods, procedures range from the vesselsarrival at the port of entry to the cargos delivery at the warehouse. To make the data comparable acrosseconomies, it is assumed that the traded product travels in a dry-cargo, 20-foot, full container load. It weighs 10

tons and is valued at $20,000. It also has to be the economys leading import and export product.

9. Enforcing ContractsMeasures the efficiency of the judicial system in resolving a commercial dispute. The data are built byfollowing the step-by-step evolution of a commercial sale dispute before local courts. The data are collectedthrough study of the codes of civil procedure and other court regulations as well as surveys completed by locallitigation lawyers and by judges. For global comparison purposes, the standard case used is the collection of areceivable by a seller who files a case against a buyer who refused to pay for delivered goods on the groundsthat the delivered goods were not of adequate quality.


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10. Resolving InsolvencyStudies the time, cost and outcome of insolvency proceedings (measured in recovery terms as cents per dollar)involving domestic entities. The data are derived from questionnaire responses by local insolvency practitionersand verified through a study of laws and regulations as well as public information on bankruptcy systems.

Key Performance Indicators Targets (2013-2014)* Starting A Business Steps: 10, Days: 10 Dealing With Construction Permits Steps: 16, Days: 71 Getting Electricity Steps: 4, Days: 36 Registering Property Steps: 6, Days: 21 Getting Credit Depth of credit info index: 5

Strength of legal rights index: 9 Protecting Investors Extent of disclosure index: 7

Extent of director liability index: 9Ease of shareholder suits index: 10

Paying Taxes Payments (number): 14Time (hours): 193

Trading Across Borders Documents to export (number): 5Time to export (days): 7Documents to import (number): 6Time to import (days): 7

Enforcing Contracts Steps: 34Days: 400

Resolving Insolvency Time (years): 2.7Cost (% of estate): 36Recovery rate (cents per $): 42.4

* 2015 targets to be determined based on IFC Doing Business Survey results

Sub-outcome 2.4. Enhanced delivery of justice

Initiative: 24. National Justice Information System (NJIS)Implementing Agency: Department of Justice (DOJ)Contact Person: Asec. Geronimo L. Sy

Assistant Secretary, DOJ


The NJIS is a seamless knowledge-based and knowledge-driven database and portal that will solve theinformation gaps and address collaboration issues in the criminal justice system. It is anchored on a nationalconnectivity platform that links justice sector agencies for a holistic approach to crime prevention andresolution. Data on crimes, offenders, victims, law enforcement, courts, corrections and other fields arecollected, analyzed and inputted for appropriate policy and operational responses. It will adopt a data exchangemechanism and a robust architecture that allows full functionality across inter-Agency, inter-Department andinter-Branch processes. It has both an external and internal component to address the classic problem ofmatching resources with requirements. It consists of Law Enforcement, Corrections and Judiciary clusters andwill be done in phases.

The Phase 1 components (2012-2014) includes: a) establishment of databases, systems and process linkages ofthe agencies related to law enforcement and corrections, and b) development of the initial NJIS portal.


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After establishing the interconnection of the different running databases among the justice sector agencies, crossmatching the identity of the person appearing from various databases is a foreseen problem. With this,capturing the 10-print fingerprint of the person entering in any of the information systems becomes a necessity.This will then be integrated in the NJIS master database through its Automated Fingerprint IdentificationSystem (AFIS). Said integrated AFIS will be the major source for matching and identifying the person throughthe fingerprints captured from the different agencies. Thus, verification of the names appearing from thedifferent databases, as to whether the person is one and the same or is simply using an alias to escape the law,

becomes easier. Future plans of interconnecting with FBI and Interpol are also being considered to strengthenand ensure the security of the Philippine borders. The NJIS-AFIS is proposed in 2016 after all the memberagencies built their individual application systems.

MilestonesTargets

2013 2014 2015 Procurement of NJIS software Bureau of Immigration Information System deployed Complaint-Case Information System (CCIS) implemented

nationwide Operational Inmate Management Information System (IMIS) One-clearance system for NBI and PNP implemented Implementation/roll-out of NPS-Complaint Information System Connectivity of Law Enforcement and Corrections Clusters

established Bureau of Jail Management Information System Connectivity with court system established

FebruaryMarch

October

DecemberDecemberDecember

MarchDecemberDecember

Initiative: 25. Justice Sector InitiativeImplementing Agencies: Supreme Court (SC), Department of Justice (DOJ), Department of the

Interior and Local Government (DILG)Contact Person: Asec. Geronimo L. Sy

Assistant Secretary, DOJEmail: [email protected]

The justice sector agencies have agreed to work together and establish a Justice Sector Coordinating Council(JSCC) composed of the SC, DOJ, and DILG. A JSCC Strategic Plan for 2012-2016 was formulated thatembodies that strategies and direction for justice system reforms. A key reform identified by the JSCC is

institutionalizing simplified and coordinated criminal justice processes. This will redound to case decongestion,increased institutional efficiency and integrity, decreased cost of justice, and improved crime solution andconflict resolution. The project involves harmonization of data forms and core business processes (i.e.,investigation, case build up, adjudication, detention, and corrections) by the different criminal justice agencies.


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Initiative: 26. Revenue Integrity Protection Services (RIPS) ProgramImplementing Agency: Department of Finance (DOF)Contact Person: Deputy Director Atty. Ma. Bianca Ofelia E. Sison

Revenue Integrity Protection Service, DOFEmail: [email protected]

Website: http://www.rips.gov.ph/

The RIPS is the anti-corruption arm of the DOF that investigates allegations of corruption in the department andits attached agencies. Its primary functions per Executive Order No. 259, s. 2003 are to investigate allegationsof graft and corrupt practices, conduct lifestyle checks, and file the necessary criminal, civil and/or

administrative complaint. Having an important role to play in maintaining integrity in revenue collection, RIPS became recipient of a grant under the Millennium Challenge Compact. The aim of the Compact grant is toincrease the capacity of RIPS to detect and investigate allegations of graft and corruption. RIPS has identifiedtwo key initiatives towards integrity development, to wit: a) increasing RIPS capacity to develop lifestylecases, and b) enhancing the integrity of the bureaucracy (or build up the image of the bureaucracy).

Initiative: 27. Income and Asset Declaration System (IADS) ProjectImplementing Agency: Office of the Ombudsman (OMB)Contact Person: Director Dennis Russell D. Baldago

Project Management Bureau, OMBEmail: [email protected] ; [email protected]

[email protected]

Under Republic Act 6713 or the Code of Conduct and Ethical Standard for Public Officials and Employees,government workers are required to file their Statement of Assets, Liabilities, and Net worth (SALN) within 30days after assumption of office, or on or before April 30 of every year. Failure to file SALN is punishable withsuspension of up to six months and dismissal from the service for the second offense. To combat corruption and

promote accountability and ethical standards in the public service, the OMB embarked on improving theefficiency, effectiveness, and credibility of the Income and Asset Declaration System (IADS). The new systemwill basically change the procedure in the filing of the document from manual to electronic to enhance themonitoring and enforcement of the SALN requirements. This will also improve public access to the SALNs.

The project consists of the following activities:

1. Comprehensive Assessment of the Asset Declaration Systema) Review of the implementation process of the incomes and asset declaration system in comparison to the

existing policies, manuals, and procedures.

10 high profile corruption cases investigated andfiled

December


2013 2014 2015 Number of Personnel Investigated Number of Personnel Charged

6030

7237

7237


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b) Analysis of factors, which influence the implementation of the income and asset declaration system.c) Identify the major political economy constraints, opportunities, and underlying factors and issues

associated with the income and asset declaration system and explore politically feasible options toenhance the system.

2. Design and Development of IT Based Income and Asset Declaration Systema) Technical diagnosis of the existing SALN database and other information technologies in the income

and asset declaration system. b) Needs assessment to determine user requirements and functional objectives of a new SALN database

and information system.c) Design and development of a new SALN database, information system, and related training modules.

3. Enhancement of Institutions, Structures, and Business Processes of the Asset DeclarationSystem a) Preparation of a detailed proposal for redesign and revision of institutional arrangements, organizational

structures, and business processes laying out key institutional, structural, procedural, and staffingchanges at each of the stages of implementation of the asset declaration system.

b)

Design and provision of a training program on new asset declaration business processes and procedures.c) Preparation and execution of a communications strategy to support organization change related to assetdeclaration.

Sub-outcome 3.2. Intensified efforts to prevent smuggling and tax evasion

Initiative: 28. Run After the Smugglers (RATS) ProgramImplementing Agency: Department of Finance (DOF) Bureau of Customs (BOC)Contact Person: Deputy Commissioner Ma. Edita Z. Tan

Revenue Collection Monitoring Group, BOCEmail: [email protected]

In 2005, the DOF, in coordination with the BOC launched the RATS Program. Aimed at filing criminal casesagainst smugglers at the rate of two (2) cases each month, the program covers the monitoring/profiling, case- building and prosecution of smugglers. This program was designed to convey the message that the governmentis serious in its campaign against smugglers and other violators of the Tariff and Customs Code of thePhilippines (TCCP) and related laws and it shall aggressively pursue criminal cases against those behind thenefarious activity. Companies and personalities involved in such activities shall be prosecuted and dealt withaccordingly.

MilestonesTargets

2013 2014 2015 Comprehensive assessment of Income and Asset Declaration System

conducted Design of an IT-based Income and Asset Declaration System

developed

December

December


2013 2014 2015 Number of smuggling cases filed Number of cases for profiling and case building

2448

2448

2448


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35

Initiative: 29. Run After Tax Evaders (RATE) ProgramImplementing Agency: Department of Finance (DOF) Bureau of Internal Revenue (BIR),

Department of Justice (DOJ)Contact Person: Deputy Commissioner Estela V. Sales

Legal and Inspection Group, BIREmail: [email protected]

The RATE Program seeks to identify and prosecute high-profile tax evaders, through the investigation of large-scale violations of the Tax Code. Specifically, the program aims to: 1) Generate the maximum deterrenteffect on the taxpaying public by impressing the fact that tax evasion is a crime and violators will becaught and punished, 2) Enhance voluntary compliance among taxpayers, and 3) Promote the confidence of the

public in the tax system.

With the aid of an extensive information campaign, as well as periodic news reports in the print and broadcastmedia on the prosecution of prominent individuals or entities found to be engaged in tax fraud schemes. TheRATE Program has emerged as an effective deterrent against tax evasion. In addition to enhancing voluntarycompliance, the Program has also served to emphasize the Bureaus constant reminder to the public that taxevasion is a criminal offence punishable under the law.

Unlike the other programs of the Bureau which are designed for revenue generating purposes as a means toachieve the Bureaus collection goal, the RATE Program aims to investigate, prosecute and convict tax evadersand other violators of the National Internal Revenue Code (NIRC) of 1997.

Initiative: 30. Bureau of Customs Reform ProjectImplementing Agency: Department of Finance (DOF) Bureau of Customs (BOC)Contact Person: Commissioner John Phillip Sevilla

Commissioner, BOC


This initiative is being implemented in various phases, which include the appointment of new BOC DeputyCommissioners and the creation of two new offices in DOFthe Customs Policy Research Office (CPRO) andthe Office of Revenue Agency Modernization (ORAM). The CPROs main task is to help improve revenuecollections of the BOC by providing necessary policy and procedural and legislative reforms. It is the think tankfor the Bureau. On the other hand, the ORAM is the strategy and change management unit of the DOF for therevenue generating agencies. The role of ORAM is to implement system and process enhancements, andformulate a Code of Ethics to improve the integrity and performance of revenue generating agencies such as theBOC and the BIR.

The reforms will be implemented in phases:Phase 1

1. Issuance of EOs to lay downPhase 2

1. Appointment of new DeputyPhase 3

1. Competent persons from the


2013 2014 2015 Number of cases filed Number of cases investigated Number of cases prosecuted

363636

363636

363636


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framework of CustomsReform.- Creation of DOF-CPRO

for analysis andstreamlining of customs

policies and legislation- Creation of DOF-ORAM

as Change Agent2. Recall to Mother Units of

detailed personnel

Commissioners2. Collectors and other BOC

Personnel detailed to DOF-CPRO

private and public sector will be appointed to the ORAM

2. ORAM Personnel detailed toBOC to implement changesand improvements

Outcome 4. Improved policy environment for good governance

Sub-outcome 4.1. Greater support for the passage of priority legislations

Priority Legislative Measure: 1. Amendments to the Ombudsman ActLead Agency: Office of the Ombudsman

The Ombudsmans Act of 1989 or Republic Act No. 6770 provides the directive for the functional andstructural organization of the Office of the Ombudsman. Amendments to the current law to strengthen theinstitutional capacity of the Office were proposed that will cover, among others, the powers and functions of theOmbudsman and fiscal autonomy of the Office. Specifically, this includes strengthening the subpoena powersand contempt powers of the Ombudsman, which will include access to bank records. Further, the amendmentwill allow for the immediate implementation of Ombudsman decisions even during election period and

protection for whistleblowers in corrupt cases as well as immunity for Ombudsman investigators, complainantsand witnesses from criminal, administrative, and civil suits.

Priority Legislative Measure: 2. Freedom of Information BillLead Agency: Presidential Communications Development and Strategic Planning

Office (PCDSPO)The proposed Freedom of Information Act aims to mandate the disclosure of public documents. The proposed

bill also outlines the exceptions for public disclosure and the procedures for accessing public documents. TheTechnical Working Group for the Administration Bill agreed to a number of balancing amendments proposed

by advocates (such as but not limited to the Right to Know, Right Now Coalition) to address possiblegovernment abuse of the exceptions. There are also specific procedures for access remedies in case of denial,and provision for the Freedom of Information Manual or the Peoples Ownership of Government InformationManual.

Priority Legislative measure: 3. Civil Service CodeLead Agency: Civil Service Commission (CSC)


2013 2014 2015 Amount of revenue collection PhP408 B


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The pursuit for this priority legislation has been announced by the President during the 2013 State of the NationAddress (SONA). Currently, CSC is reviewing the versions of the Code filed in previous Congresses. ATechnical Working Group (TWG) was created to expedite the review and coordinate with Office of the ChiefPresidential Legal Counsel (OCPLC).

Priority Legislative measure: 4. Retirement Benefits and Pension Law for Uniformed PersonnelLead Agency: Department of Budget and Management (DBM)The bill aims to reform the pension system covering the Armed Forces of the Philippines and the Philippine

National Police to address sustainability concerns. The bills provisions include the removal of the indexation ofretirement benefits and pension to the salaries of those in active duty. Instead, DBM and DOF shall be tasked to

periodically review these rates and recommend increases for the approval of the President. It will alsodeactivate the AFP Retirement and Separation Benefits System (AFP-RSBS). New entrants into the system willcontribute 9% of their monthly co