iSouth Cotabato - delgosea.eu practice, South Cotabato...CONTENTS I.ABBREVIATIONS iv 1.INTRODUCTION 1 A. Project Overview And Objectives 1 B. Enabling Policies For Integrity 3 C. Selection

iSouth CotabatoSouth Cotabato for Integrity & Jobs

A ROAD MAP TO INTEGRITY

iSouth CotabatoSouth Cotabato for Integrity & Jobs

A ROAD MAP TO INTEGRITY

CONTENTSI. ABBREVIATIONS iv

1. INTRODUCTION 1 A. Project Overview And Objectives 1 B. Enabling Policies For Integrity 3 C. Selection Of South Cotabato Aspilot

Lgu (Provincial Category) 4 D. Project Strategies And Approaches 9 E. The Integrity Circle And Technical

Working Group (Twg) 12

2. BRIEF PROFILE OF SOUTH COTABATO 18

3. SOUTH COTABATO’s INTEGRITY PROGRAM: iSouthCotabato 20

4. SOUTH COTABATO’S INTEGRITY FRAMEWORK: The INTEGRITY WEB of Institutionalization 22A. Conceptual Background 22B. Operational Framework: The ‘Integrity Web

As South Cotabato’s Integrity Model 25C. Key Questions To Diagnose And Operationalize

The Institutionalization Of Integrity 27

5. THE INTEGRITY WEB: Assessment Of Integrity Institutionalization In Citizen’s Actions, Policy/Planning, Internal Organizational Systems, And Service Delivery 34A. Summary of Assessment of Integrity

Institutionalization in Provincial Governance (Based on the Initial Assessment Conducted by the Project I4J Team) 35

B. Citizen Sphere: Assessment of Integrity Institutionalization in Citizen’s Individual Experiences and Collective Actions 38

C. Policy Sphere: Assessment of Integrity Institutionalization in Policy and Planning 40

D. Organizational Sphere: Assessment of Integrity Institutionalization in the Organization’sInternal Systems, Structures, Procedures and Human Resource Development 42

E. Delivery Sphere: Assessment of Integrity Institutionalization in Service / Program Delivery 44

6. THE INTEGRITY WEB: Mechanisms And Implementation Plan 46A. Citizen Sphere 50B. Policy Sphere 56C. Organizational Sphere 61D. Delivery Sphere 66

I. ABBREVIATIONSARTA Anti-Red Tape Act

BAC Bids and Awards Committee

BFAD Bureau of Food and Drugs

BPLS Business Permit Licensing System

CCMT Citizens’ Charter Monitoring Team

CDPI Centrist Democracy Political Institute

COA Commission on Audit

CSC Civil Service Commission

CSOs Civil Society Organizations

DBM Department of Budget and Management

DENR Department of Environment and Natural Resources

DILG Department of Interior and Local Government

DTR Daily Time Record

ECC Environmental ComplianceCertificate

ECCP European Chamber of Commerce of the Philippines

E-NGAS Electronic New Government Accounting System

EO Executive Order

FGD Focus Group Discussion

GIS Geographic Information System

GPS Global Positioning System

HOMIS Hospital Management Information System

HRIS Human Resource Information System

HRMD Human Resource Management Division

IAU Internal Audit Unit

IC Integrity Circle

IEC Information Education Communication

IPHO Integrated Provincial Health Office

IRA Internal Revenue Allotment

ISAT Integrity Self Assessment Tool

JP-SAC Justice and Peace Desk - Social Action Center

KAS Konrad Adenauer Stiftung

LCE Local Chief Executive

LCP League of Cities of the Philippines

LEIPU Local Economic and Investment Promotion Unit

LGU Local Government Unit

LHB Local Health Board

LMP League of Municipalities of the Philippines

LPP League of Provinces of the Philippines

LSB Local School Board

M&E Monitoring and Evaluation

MAFC Municipal Agriculture and Fishery Council

PACCO Provincial Accountant’s Office

PADAC Provincial Anti-Drug Abuse Council

PADMIN Provincial Administrator’s Office

PADMIN - HRDD/ HRMD

Provincial Administrator’s Office – Human Resource Development Division / Human Resource Management Division

PAO Provincial Agriculturist’s Office

PBO Provincial Budget Office

PDC Provincial Development Council

PEO Provincial Engineer’s Office

PFMS Procurement and Financial Management System

PGO Provincial Governor’s Office

SPO Sangguniang Panlalawigan Office

PGO-ACTS

Provincial Governor’s Office – Arts, Culture, Tourism and Sports

PGSO Provincial General Services Office

PIO Provincial Information Office

PLGU Provincial Local Government Unit

PLO Provincial Legal Office

PPDO Provincial Planning and Development Office

PMMT -LEPIC

Provincial Multi-partite Monitoring Team on Land Use and Environmental Policies Implementation and Compliance

POC Peace and Order Council

PPAs Programs, Projects, Activities

PPDO -ITU

Provincial Planning and Development Office – Information and Technology Unit

PDPPE Personnel Development Program for Provincial Employees

INTRODUCTIONiSOUTH COTABATO: A ROADMAP TO INTEGRITYvi

PPMP Project Procurement Management Plan

PRAISE Program on Awards and Incentives for Service Excellence

PSB Personnel Selection Board

PSWDO Provincial Social Welfare and Development Office

PTO Provincial Treasurer’s Office

PVET Provincial Veterinarian’s Office

QC/QCC

Quality Circles/Quality Control Circles

RA Republic Act

RRACCS Revised Rules on Administrative Cases in the Civil Service

SCCCI South Cotabato Chamber of Commerce, Inc.

SCEIPC South Cotabato Economic and Investment Promotion Center

SCIC South Cotabato Integrity Circle

SOCK-SARGEN

South Cotabato, Sultan Kudarat, Sarangani, and General Santos City

SOPA State of the Province Address

SP Sangguniang Panlalawigan

SPMS Strategic Performance Management System

TWG Technical Working Group

1INTRODUCTIONiSOUTH COTABATO: A ROADMAP TO INTEGRITY

1. INTRODUCTION

A. PROJECT OVERVIEW AND OBJECTIVES

Beginning January 2014, the Konrad Adenauer Stiftung (KAS) has implemented the project “Partnerships for Integrity and Job Creation – Local Governments and Civil Society Cooperate for Integrity and Transparent, Effective Small Business Registration and Promotion Procedures” (Project I4J).

The three-year Project I4J is co-founded by the European Union and the German Ministry for Economic Cooperation and Development through KAS.

The Project focuses on the pilot development of integrity mechanisms and models of transparent and effective small business and investment registration and promotion procedures at selected local government units (LGUs), in cooperation with civil society and decision makers at these LGUs.

The overall objective of the project is to contribute in the reduction of poverty in the Philippines through integrity and sustainable creation of jobs. Specifically, it aims to include LGUs as key players for clean administrative procedures into the Integrity Initiative set up by the European Chamber of Commerce of the Philippines (ECCP) and the Makati Business Club. It recognizes the role of LGUs as a sustainable network for self-obligation and monitoring of transparent and uncorrupt structures and procedures. It also aims to create models of transparent, effective small business and investment registration and promotion procedures and disseminate them.

INTRODUCTION2 iSOUTH COTABATO: A ROADMAP TO INTEGRITY

The Project targets local government leaders/officials, civil society, small business leaders and potential investors in the nine (9) pilot LGUs. Citizens dependent on local public services and/or seeking employment in municipalities/cities all over the country are the final beneficiaries of the Project. Three (3) cities, three (3) municipalities, and three (3) provinces across Luzon, Visayas and Mindanao are selected as pilot project locations.

Luzon

a. City of Puerto Princesa

b. Municipality of Naujan

c. Province of Oriental Mindoro

Visayas

a. City of San Carlos

b. Municipality of Tuburan

c. Province of Cebu

Mindanao

a. City of Cagayan de Oro

b. Municipalities of Barira, Buldon, Matanog and Parang (Iranun Cluster of Municipalities)

c. Province of South Cotabato

Together with KAS, the Integrity Project is implemented by the European Chamber of Commerce of the Philippines, the Leagues of Cities of the Philippines (LCP), the League of Municipalities of the Philippines (LMP), the League of Provinces of the Philippines (LMP) and the Centrist Democracy Political Institute (CDPI).


B. ENABLING POLICIES FOR INTEGRITY

To combat systematic corruption, institutionalizing transparency and accountability in governance -- with rules in place that pertain to full disclosure, freedom of information, public declaration of personal assets, and open invitation to public scrutiny -- is a better and doable alternative.

Existing Philippine laws and regulations are not wanting in putting in place good governance and integrity in public service. The following are the national laws and policies that provide the policy framework for the institutionalization of integrity in Philippine governance and systems.

• 1987 Philippine Constitution: Article XI – Accountability of Public Officers

• Revised Penal Code: Title VII – Crimes Committed by Public Officers (1930)

• Republic Act No. 1379 – An Act Declaring Forfeiture in Favor of the State Any Property Found to have been Unlawfully Acquired by any Public Officer or Employee (1955)

• Republic Act No. 3019 – Anti-Graft and Corruption Practices Act (1960)

• Presidential Decree No. 46 – Making it Punishable for Public Officials and Employees to Receive, and for Private Persons to Give Gifts on any Occasion, including Christmas (1972)

• Presidential Decree No. 749 – Granting Immunity from Prosecution to Givers of Bribes and other Gifts and to their Accomplices in Bribery and other Graft Cases Against Public Officers (1975)


• Republic Act No. 6713 – An Act Establishing a Code of Conduct and Ethical Standards for Public Officials and Employees, to Uphold the Time-Honored Principle of Public Office being a Public Trust, Granting Incentives and Rewards for Exemplary Service, Enumerating Prohibited Acts and Transactions and Providing Penalties for Violators Thereof and Other Purposes (1989)

• Republic Act No. 7080 – An Act Defining and Penalizing the Crime of Plunder (1991)

• Republic Act No. 9160 – An Act Defining the Crime of Money Laundering Providing Penalties Therefor and for Other Purposes (2001)

• Republic Act No. 9485 – An Act to Improve Efficiency in the Delivery of Government Service to the Public by Reducing Bureaucratic Red tape, Preventing Graft and Corruption, and Providing Penalties (2007)

• Republic Act No. 10365 – An Act Further Strengthening the Anti-Money Laundering Law, Amending for the Purpose Republic Act No. 9160, otherwise known as the Anti-Money Laundering Act of 2001”, as amended (2013)

C. SELECTION OF SOUTH COTABATO ASPILOT LGU (PROVINCIAL CATEGORY)

In coordination with representatives from the three local government leagues (League of Cities of the Philippines, League of Municipalities of the Philippines and League of Provinces of the Philippines), three (3) cities, three (3) municipalities and three


(3) provinces across Luzon, Visayas and Mindanao were chosen as the pilot LGU partners of Project I4J.

The pilot areas were selected based on the results of a Preliminary Assessment that was conducted by the Project I4J Team. The preliminary assessment of the nine (9) pilot areas also intended to provide a situationer and reference for succeeding activities and interventions.

There are three (3) parts in the preliminary assessment. The first is a brief profile of each pilot LGU where industries in the area, problem areas and possible solutions are also outlined. The second part is classification matrix classifying each pilot LGU based on the profiles. The indicative scale is intended to offer possible intervention approaches based mainly on the conditions revealed in the profiles. The third main part is a look at the pilot LGUs’ local revenue generating capacity and thus the rate of dependence on their share from national taxes or the Internal Revenue Allotment. Any study on local governance, particularly in assessing performance requires a look at revenue generation. This does not only show the fiscal capacity of each LGU but also reveals the policy and program orientation of the LGU.

RESULT OF THE PRELIMINARY ASSESSMENT: SOUTH COTABATO

Profile

The first class province of South Cotabato is located in one of the growth areas of the country south of Mindanao nicknamed SOCKSARGEN or the provinces of South Cotabato, Sultan Kudarat, Sarangani and General Santos City. General Santos is governed independently of the province of South Cotabato but has been grouped together for geographic and statistical


purposes as it was originally a part of the province. Hon. Governor Daisy P. Avance Fuentes who currently serves as the Province’s Chief Executive is her first term of office.

Industry

The main industry in the province is agriculture. The major agricultural products include coconut, rice, corn, pineapples, mangoes, root crops, coffee, abaca, fishing, livestock and poultry. The area is also rich in mineral resources namely silver, bronze and gold as well as quarrying, except that due to past experience with mining, the local community has become averse of it and advocated environmental management and preservation without compromise. Today, what is being aggressively developed is the tourism industry consistent with the commitment to preserve the environment as the province boasts of picturesque places like Lake Sebu.

Problem Areas

The Provincial Environmental Code of South Cotabato and the Provincial Ordinance upholding the ban on open-pit mining has placed the province in collision course with the national government, which aims to revitalize the mining industry. The case in point is the 5.9B US Dollars gold-copper project of Sagittarius Mines Inc. the largest mining investment in Southeast Asia.

The province insists that based on their studies, the project will irreversibly damage the environment and displace thousands of indigenous people from their ancestral homes. The government, through DENR, insists that the project passed all the criteria of the Philippine Environmental Impact Assessment System and qualified to be given an ECC.


To date, the DILG has filed for a nullification of the ordinance, as it is inconsistent with national laws. The province has countered the charges. The province has also been affected by intermittent incidents of violence due to the separatist Muslim groups and even leftist rebels. These incidents are mainly spillover cases, but being in Mindanao has affected the general perception of peace and law and order in the area.

Possible Solutions

Led by visionary leaders and supported by main stakeholders, the Province has embarked on a strategy of sustainability. Of course this will depend significantly on investment, especially in the new industries identified as consistent with the province’s priority of environmental preservation. If this strategy is made successful, and the province becomes a vibrant place for trade and investment, the threat of violence and temptation of mining could very well be addressed.

Classification

From the foregoing profiles, the conditions and needs of each pilot LGU are further classified to determine the appropriate intervention and initiatives on integrity could be best implemented for each pilot LGU. To easily have a handle of these varying conditions, problem areas and development opportunities, particularly where, the following matrix is formulated as easy reference. The Indicative Scale, however, does not indicate if one is developed and the other one is not. The reason for “indicative” scale is to indicate what is needed in an LGU by way of an appropriate intervention.


Points Characteristics Points Characteristics

1 Politically Stable 0 Politically Volatile1 Law and Order 0 Threat of Violence

1 Relatively Structured Local Bureaucracy 0 Indications of Muddled Local

Bureaucracy

1Stable Power Situation andAdequate Infrastructure

0 Unstable Power Situation and Inadequate Infrastructure

1 Varied Industries 0 Mainly Agricultural

Range(Total

Points)Needed Intervention Description

0-2 FundamentalRequires substantive Interventions, e.g., Training and Reorganization, Policy and Program Formulation, and/or Networking

3 OrganizationalRequires mainly Institutional Intervention, e.g., Reorganization of local bureaucracy and internalization of popular participation

4-5 EnhancementSpecific Program Interventions, e.g., Integration of existing plans(development plans and programs)

From the foregoing matrix, five (5) main characteristics necessary to assess the situation in an LGU were provided. These are 1) politically stable, this means that there may be political opposition but it does not necessarily affecting the work of the LGU; 2) Law and Order, simply means there’s rule of law and that violence and conflict is not a concern; 3) Relatively Structured Local Bureaucracy, there’s indication of coordination among local departments and therefore organized as institutions and not significantly affected by personalities; 4) Stable Power Situation and Adequate Infrastructure, meaning electricity is not a problem


as in some areas outside Manila and that roads, bridges, even ports show adequately able to provide accessibility; and 5) Varied industries, where the local community enjoys a dynamic local economy where there’s a good mix of merchandising, possibly manufacturing and or food processing and even tourism and not dependent on limited agricultural production.

D. PROJECT STRATEGIES AND APPROACHES

THE INTEGRITY CIRCLES STRATEGY

The Integrity Circle (IC) is the formation of networks of friends: representatives of government, business, and civil society organizations who are active in the community, are committed to the ideals of honesty, simplicity and professionalism, and could contribute good ideas on integrity. The IC approach is similar and complementary to the Quality Control Circles (QCCs or QCs) that was introduced by the Japanese in the business sector in the 1960s which helped Japanese companies achieve world-class product quality.

In the context of this project, as an Integrity Circle is created among stakeholders, a collective action among them will be created to safeguard the integrity standards of the locality. By bringing together the networks of friends from the local government, the business sector and the civil society, a local Integrity Circle is formed to promote exchanges of best practices and improved coordination as well as enhance cooperation among stakeholders. Accountability for behavior and integrity is the cornerstone of the circle-building process. Within the circles, people are held accountable for their actions and commitments.


THE EXTERNAL ASSESSMENT TOOLS

External Assessment is conducted using two methods: a) focus group discussions (FGD) and b) in-depth interviews. Third party experts conduct FGDs at the pilot places, providing assessment reports with the outcomes of the discussions, evaluation of the results and recommendations. In addition, in-depth interviews are conducted by the key technical staff of the project (Project Director, Project Manager, Project Coordinators of CDPI and ECCP) with selected personalities from the local government unit, local business and civil society at the pilot places. During these interviews, identification of potential members of the Integrity Circles takes place too. The draft reports based on the results of the FGDs and additional interviews are communicated and discussed with the LGU and key members of the local business and civil society involved before the final version is produced.

The outcomes and results of the assessment studies are the basis for designing the models for transparent, efficient and effective small business and investment procedures at the pilot LGUs. The models are designed on concrete observations and facts in these fields in order to actually measure the improvement during the trial implementation process.

THE SELF-ASSESSMENT TOOL

The Integrity Self-Assessment Tool (ISAT) for LGUs aims to assist signatories of the Integrity Pledge in examining the scope and effectiveness of integrity policies and practices in their respective LGUs. This tool provides a framework that examines focus areas known to be susceptible to corruption and puts forward a set of control measures that can address these vulnerabilities. It gives LGUs an idea on how they fare in terms of integrity practices. More


importantly, the assessment tool provides areas for improvement to strengthen the LGUs’ overall integrity practices.

Fifteen (15) leading civil servants of the provincial government answered the detailed questions of the internal assessment tool, and the first suggestions were worked out during the training course for the Civil Servants of South Cotabato. This is one of the bases for ideas for an action plan on the establishment of Integrity and Business Promotion Mechanisms of the Province.

The ISAT is organized around six (6) focus areas. The first focus of the tool enumerates a series of statements regarding the local chief executive’s policies and practices that promote and institutionalize integrity in the LGU. The other five focus areas are composed of statements related to the ways in which the LGU ensures that integrity is practiced when dealing with employees, the public (clients), business partners, fiscal administration and communities, environment and other key stakeholders.

THE WEB OF INSTITUTIONALIZATION MODEL

South Cotabato’s Project I4J Technical Working Group (TWG) with its Technical Support Staff, constituted to draft the design for integrity mechanisms and models, adopted the Web of Institutionalization Model introduced by Dr. Caren Levy in 1996 as the province’s conceptual framework to integrate the value of integrity in the provincial government. The model uses 13 elements which provide a means not only for guiding and even structuring a diagnosis of the existing status of integrity institutionalization, but once assessed, can indicate room for maneuver for change and provide a means for directing action to promote institutionalization.


IMPLEMENTATION OF THE INTEGRITY MODEL AND MECHANISMS

Once the Integrity Model or Mechanisms for South Cotabato is formulated and validated by the Integrity Circle, the reform models of integrity mechanisms for business registration and investment promotion will be implemented in a trial process step by step with the participation of the civil society and the local business sector.

E. THE INTEGRITY CIRCLE AND TECHNICAL WORKING GROUP (TWG)

CONSTITUTING THE INTEGRITY CIRCLES

Integrity Circles are set up in the pilot LGUs. Personalities from key organizations belonging to each of the target group (local government unit, business sector, civil society) were identified through well prepared visits and small informal meetings during the Assessment Phase (June 2014 – March 2015).

The members of the Integrity Circle are chosen based on the following criteria:

• Good reputation

• Professional competence

• Independence

• Strong belief in the necessity of integrity and good governance in the local administration; and

• Willingness to fruitfully cooperate with the local administration


Main Purpose of the Integrity Circle:

1. Serve as supervisory and partner bodies in the integrity and good governance efforts of the local administration;

2. Help improve the promotion of business and investment at the pilot places by monitoring and supporting the efforts of the local administration; and

3. Provide consultancy and advise to the PLGU on the further development and effective implementation of South Cotabato’s Integrity Program, iSouthCotabato, and of the identified Integrity Mechanisms.

Main Tasks of the Integrity Circle:

1. Review the draft Integrity and Business and Investment Promotion Mechanisms designed by the LGU and external experts before a final version of these mechanisms are put into place;

2. Regularly monitor and evaluate the implementation of the approved Integrity and Business and Investment Promotion Mechanisms; and

3. Assist in making the mechanisms known to investors, media and the broad public in order to develop a sustainable culture of integrity in the province with inclusion of all sectors and stakeholders.

THE TECHNICAL WORKING GROUP (TWG)

A technical working group at the pilot LGUs is constituted from select LGU personnel to draft the design for integrity mechanisms and models for transparent, efficient and effective small business


and investment promotion adapted to the respective contexts of the LGUs. The output of the TWG will be presented to the Integrity Circle – composed of selected LGU representatives, business representatives and civil society representatives in the LGU, Civil Society and Business Circles – for their review and inputs. A final draft validated by the Integrity Circle is sent for final review of the Project I4J Team, and final approval of the Local Chief Executive for implementation.

COMPOSITION OF THE SOUTH COTABATO INTEGRITY CIRCLE (SCIC) AND TECHNICAL WORKING GROUP

The South Cotabato Integrity Circle (SCIC) was formally constituted through the issuance of Executive Order No. 10, Series of 2-15 by Governor Daisy P. Avance Fuentes on June 19, 2015. Twenty-one (21) members with equal representation of seven (7) each from the provincial government, the business sector and the civil society compose the Integrity Circle. According to the Work Regulations crafted and approved by the body, the SCIC shall convene for its regular meeting every other month during the initial phase of implementation. The body elected its Chairperson, Vice Chairperson and Secretary.

Conceptualization and Planning Workshop for the Development of iSouthCotabato Integrity Model with the PLGU Integrity Circle and TWG at General Santos City, April 10, 2015.


The SCIC is a multi-stakeholder dialogue platform and consultative body established within the framework of the Project I4J.

The following are the members of the SCIC and the iSouthCotabato Expanded Technical Working Group:

Chairperson : Sr. Susan O. Bolanio, OND, Executive Director, HESED Foundation

Vice Chairperson : Mr. Juanito C. Cueva, Mango Industry Development Council

Secretary : Mr. Abner H. Navarro, Provincial Planning and Development Coordinator

PLGU INTEGRITY CIRCLE

1. Mr. Danilo P. Supe, Provincial Administrator

2. Mr. Abner H. Navarro, Provincial Planning and Development Coordinator

3. Ms. Luz Perpetua P. Fontanilla, CPA, Provincial Budget Officer

4. Mr. Alvim M. Batol, CPA, OIC-Provincial Accountant

5. Ms. Marlyn I. Almaden, OIC-PGSO

6. Ms. Jennifer C. Bretaña, EnP, Planning Officer IV

7. Mr. Emmanuel B. Jumilla, APPDC/SCEIPC In-charge

BUSINESS SECTOR INTEGRITY CIRCLE

1. Arch. Carlito Y. Uy, Secretary, South Cotabato Chamber of Commerce and Industry, Inc.


2. Mr. Johnnie Victor L. Ferrer, President, South Cotabato Tourism Council

3. Mr. Juanito C. Cueva, Mango Industry Development Council

4. Mr. Morito P. Carisma, Real Estate Lessor

5. Ms. Elizabeth Rafal, Nino Food Products and Delicacies

6. Mr. Ben Jonas Y. Garcia, Marbel Telephone Services Inc.

7. Mr. Rolan D. Alajar, Director, South Cotabato Chamber of Commerce and Industry, Inc.

CIVIL SOCIETY ORGANIZATIONS (CSOS) INTEGRITY CIRCLE

1. Sr. Susan O. Bolanio, OND, Executive Director, HESED Foundation

2. Mr. Martiniano L. Magdolot, Executive Director, Mahintana Foundation, Inc.

3. Mr. Dausay S. Daulog, Executive Director, Maguindanaoan Development Foundation, Inc.

4. Fr. Gillarme Joy B. Pelino, Social Action Center – Diocese of Marbel

5. Mr. Eduardo M. Castin, Provincial Agriculture and Fishery Sector

6. Ms. Belen S. Fecundo, Executive Director-SCFI, Chairperson-PDC-Institutional Dev’t. Committee

7. Col. Celestino F. Desamito, Jr.,EnP, BSP, Chairperson-PDC-Technical Infrastructure Dev’t. Committee


iSouthCotabato EXPANDED TECHNICAL WORKING GROUP (TWG)

1. Mr. Emmanuel B. Jumilla, APPDC/SCEIPC In-charge

2. Ms. Jennifer C. Bretaña, EnP, Planning Officer IV

3. Ms. Roditt C. Delfino, Supervising Administrative Officer-HRDD

4. Ms. Apple Joy D. Simbajon, Accountant III

5. Mr. Michael Anthony B. Almaden, LTOO III

6. Ms. Lea M. Arboleda, Administrative Officer V

7. Mr. Romar A. Olivares, Supervising Administrative Officer

8. Mr. Dido F. Farrofo, Information Technology Officer I

TECHNICAL SUPPORT STAFF

1. Ms. Jennifer L. Misaen, Administrative Aide VI

2. Engr. Bernadeth L. Naval, Project Evaluation Officer I

SECRETARIAT

1. Ms. Honeylete N. Billoned, Draftsman II

2. Ms. Melinda A. Delegiro, Draftsman II

The Policy Sphere Group (with Provincial Administrator Danilo P. Supe) during the Conceptualization and Planning Workshop for the Development of iSouthCotabato Integrity Model and Mechanisms at General Santos City, April 10, 2015.

BRIEF PROFILE OF SOUTH COTABATO18 iSOUTH COTABATO: A ROADMAP TO INTEGRITY

2. BRIEF PROFILE OF SOUTH COTABATO

South Cotabato was created on July 18, 1966 by virtue of Republic Act 4849. It is located in the southern part of the island of Mindanao. It is bounded in the north and west by the province of Sultan Kudarat, and in the east and south by the City of General Santos and the Province of Sarangani. It lies at the latitude of 6°15’ north and 125°longitude.

South Cotabato is a landlocked province but can be easily reached by land, sea and air access routes via nearby cities. The air access route is available through General Santos City International Airport in General Santos City after flying for one hour and 45 minutes from Manila or 45 minutes from Cebu City. Philippine Airlines, Cebu Pacific/Tiger Airways and Air Philippines serve the General Santos City Airport with daily flights to and from Manila, Cebu and Iloilo.

The province has a total land area of about 3,705.89 square kilometers. It enjoys a mild, sub-tropical pleasant climate, and is practically typhoon-free. The province has both Type III and Type IV climate types, where some portions have no very pronounced maximum rain period with a short dry season lasting only from one to three months, while other areas experience a more or less evenly distributed rainfall throughout the year.

South Cotabato consists of ten (10) municipalities and one component city, namely: Banga, Surallah, Lake Sebu, Tboli, Norala, Sto. Niño, Tantangan, Tampakan, Tupi, Polomolok and the City of Koronadal. The City of Koronadal is the Administrative Seat / Regional Center of Region XII.

19BRIEF PROFILE OF SOUTH COTABATOiSOUTH COTABATO: A ROADMAP TO INTEGRITY

It has a total population of 827,200 (2010 Census of Population and Housing) and the common ethnic groups/common dialects spoken are: Hiligaynon/Ilonggo, Cebuano, T’boli, B’laan, Ilocano, Maguindanaoan, Tagalog, Boholano, Karay-a and others.

The major crops of the province in terms of production are pineapple, corn, rice, banana, papaya, mango and asparagus. Its natural resources include land, water and mineral (gold, silver, copper, iron, coal, sand and gravel, agri-lime, shale, sandstone and jasperoid).

The major industries are: agriculture, fishery and forestry; mining and quarrying; manufacturing; construction; wholesale and retail trade; hotel and restaurant; transportation, storage and communications; financing institutions; real estate and business services; and community, social and related services.

The Provincial Capitol of the Province of South Cotabato

SOUTH COTABATO’S INTEGRITY PROGRAM: ‘iSOUTHCOTABATO’20 iSOUTH COTABATO: A ROADMAP TO INTEGRITY

3. SOUTH COTABATO’s INTEGRITY PROGRAM: iSouthCotabato

Enthused by the strong commitment of the Local Chief Executive (LCE) to build a culture of integrity by signing the Integrity Pact, South Cotabato launched its Integrity Program, dubbed as iSouthCotabato or ‘South Cotabato for Integrity and Jobs’.

‘iSouthCotabato’ is the province’s own version and local adaptation of Project I4J. Among the major strategies and approaches under this Integrity Program are 1) the formation of the South Cotabato Integrity Circle; 2) the adoption of the Web of Institutionalization Model in mainstreaming integrity themes in governance; and 3) the conceptualization and development of 24 Integrity Mechanisms to be implemented in the province.

The South Cotabato Integrity Circle (SCIC) is the formation of networks of friends: representatives of government, business, and civil society organizations who are active in the community; who are committed to the ideals of honesty, simplicity and professionalism; and who could contribute good ideas on integrity. By bringing together the networks of friends from the local government, the business sector, and the civil society, the Integrity Circle is formed to serve as supervisory and partner body in the integrity and good governance efforts of the LGU by promoting exchanges of best practices and strengthening the implementation, monitoring and evaluation of South Cotabato’s Integrity and Business Promotion Mechanisms.

Created through Executive Order No. 10, Series of 2015 issued by Governor Daisy P. Avance Fuentes, members of the

21SOUTH COTABATO’S INTEGRITY PROGRAM: ‘iSOUTHCOTABATO’iSOUTH COTABATO: A ROADMAP TO INTEGRITY

SCIC collectively elected Sr. Susan Bolanio, OND of HESED Foundation as Chairperson; Mr. Juanito Cueva of the Mango Industry Development Council as Vice Chairperson, and Mr. Abner H. Navarro of the Provincial Planning and Development Office as Secretary.

Meanwhile, South Cotabato adopted the Web of Institutionalization Model introduced by Dr. Caren Levy in 1996 as the province’s conceptual framework to institutionalize integrity in provincial governance and development. Guided by this framework, the iSouthCotabato TWG designed the Integrity Web of Institutionalization as the province’s Integrity Model where specific set of mechanisms have been identified for each of the four (4) spheres of the web to ensure successful mainstreaming and institutionalization: 1) the Citizen Sphere, 2) the Policy Sphere, c) the Organizational Sphere, and 4) the Delivery Sphere.

The Integrity Web consists of 24 Integrity Mechanisms that were conceptualized based on consultations with the members of the SCIC and various stakeholders. The specific mechanisms for each of the four spheres follow a timeline ranging from short to medium term periods of implementation. Among these mechanisms, there are existing strategies and policies that have been implemented and only need to be strengthened or institutionalized. There are some emerging and new mechanisms that are yet to be fully elaborated, funded or implemented by the designated offices or organizations.

22 iSOUTH COTABATO: A ROADMAP TO INTEGRITY

4. SOUTH COTABATO’S INTEGRITY FRAMEWORK: The INTEGRITY WEB of Institutionalization

A. CONCEPTUAL BACKGROUND

Introduced by Dr. Caren Levy in 19961, the idea of a ‘web’ of elements was developed to encourage a more systemic and systematic analysis of what is needed to truly ‘institutionalize’ certain values in an organization. Composed of thirteen (13) elements grouped into four (4) spheres, the elements provide a means not only for guiding and even structuring a diagnosis of the extent of integrity institutionalization (diagnosis), but once assessed, they also indicate room for manoeuvre for change and provide means for directing action to promote institutionalization of integrity (implementation). The elements are seen as a “web”, in the sense that they are linked and interrelated in a particular way and ultimately reinforce each other.

As the adopted conceptual and operational framework for the institutionalization of integrity in the Province of South Cotabato, the web is to be utilized either as a diagnostic tool to analyze or assess the current extent and level by integrity is mainstreamed and practiced in the local government unit, or as an operational tool to guide the direction of actions by looking into four areas (4) as represented by the four (4) spheres of the web: a) Citizen’s Actions or Citizen Sphere, b) Policy/Planning or Policy Sphere, c) Organizational Systems and Procedures or

1 Levy, Caren, The Process of Institutionalising Gender in Policy and Planning: The ‘Web’ of Institutionalisation (Working Paper No. 74), March 1996, Development Planning Unit, University College London, 9 Endsleigh Gardens, London WC1H 0ED, United Kingdom

23SOUTH COTABATO’S INTEGRITY MODEL: THE INTEGRITY WEB OF INSTITUTIONALIZATION

Organizational Sphere, and Delivery of Programs and Services or Delivery Sphere.

As a diagnostic tool, the Integrity Web assesses the extent to which integrity is currently institutionalized in the relevant parts of the provincial government. For diagnosis purposes, it is useful to understand the situation with respect to integrity in relation to each element.

As an operational tool, the results of the diagnosis of the extent of integrity institutionalization guide the direction of future actions – which can be taken to reshape elements to strengthen the web, and thereby promote, reinforce and consolidate the institutionalization of integrity. For operational purposes, it must be noted that the provincial government can only directly affect change in relation to those elements within its sphere of responsibility, including overall supervision and monitoring over the functions and responsibilities of the component LGUs.

Owong Lohow, an indigenous Tboli canoe, cruising Lake Holon (at the crater of Mt. Melibengoy/Mt. Parker) in the Municipality of Tboli, South Cotabato.


LEVY’S WEB OF INSTITUTIONALIZATION: THE PROCESS OF INSTITUTIONALISING

GENDER IN POLICY AND PLANNING (Levy, 1996)

These elements of the web are the locations of power where integrity and other values may be institutionalized. However, more than just the need to challenge existing organizational culture and introduce change, a more important aspect of institutionalization is on how to sustain the resulting change as a regular part of development practice in the long term. Sustained institutionalization of integrity issues requires the co-existence of all elements.


B. OPERATIONAL FRAMEWORK: THE ‘INTEGRITY WEB AS SOUTH COTABATO’S INTEGRITY MODEL

To operationalize Levy’s Web for the purpose of institutionalizing integrity in provincial governance –local government, business sector and civil society – South Cotabato adopted the Integrity Web of Institutionalization as its Integrity Model as shown in the figure below, composed of the following elements or factors of institutionalization classified under four (4) spheres:

SPHERE ELEMENTS ELEMENT DESCRIPTION

CITIZEN SPHERE

People’s Experiences

and Realities on Integrity

This element focuses on the actual experi-ences and realities of individuals, groups and organizations on integrity issues in their various interactions with the provincial government as direct and indirect stakeholders – clients, suppliers/contractors, partners, private sector representatives in local special bodies, imple-menter, etc.

Pressure of Political

Constituencies (CSOs/ Business

Groups)

This element focuses on the extent to which political constituencies or organized groups (CSOs) representing different integrity interests are involved in the formulation, implementation and evaluation of policies, programs and projects.

Representative Political

Structures

This element focuses on the extent to which the political structures involved in the formu-lation, implementation and evaluation of programs and projects are representative of integrity interests, as well as the extent to which political constituencies are represent-ed in local political structures.

POLICY SPHERE

Political Commitment

This element focuses on the political commit-ment of the local chief executive or organi-zational leadership to integrate integrity into the policies and activities of the provincial government.

Resources (to Support Policy)

This element focuses on financial resources in the budgets of the PLGU that support integri-ty policies and mechanisms.

Policy/PlanningThis element focuses on the policy framework / plans in place in the provincial government that support integrity.


SPHERE ELEMENTS ELEMENT DESCRIPTION

ORGANI-ZATIONAL

SPHERE

Mainstreaming Location of

Responsibility for Integrity Issues

This element focuses on the clarity of the location of responsibility for integrity issues in the provincial government and partner organizations.

Procedures (Organizational Management / Administrative

/ Internal Procedures)

This element focuses on the extent to which current organizational management, admin-istrative and internal procedures manifest a culture of integrity and ensure that integrity is upheld and practiced by all employees, including internal audit systems.

Staff Development

This element focuses on the extent to which the working environment is supportive of its staff and promotes a culture of integrity (training, recruitment, promotion).

DELIVERY SPHERE

Methodology

This element focuses on the extent to which current frontline processes or steps directly involved in the implementation of PPAs and delivery of services to clients are less vulnera-ble to dishonest and corrupt practices.

Research

This element focuses on the extent to which integrity is mainstreamed/integrated into the `applied research’ (e.g. feasibility studies, evaluations) undertaken and/or secondary research used at different stages of the pro-gram cycle.

Theory-Building

This element focuses on the extent to which staff in the provincial government and in partner organizations have access to information on integrity and development debates, researches and information.

Delivery of Programs, Projects or

Services

Considered the overall symptom or mani-festation of the level of integrity institution-alization, this element focuses on the extent to which all integrity policies, organizational systems, procedures and mechanisms result in service delivery founded on integrity.

Source: iSouthCotabato TWG/South Cotabato Integrity Circle, (adapted from Levy, 1996)


SOUTH COTABATO’S INTEGRITY MODEL: THE INTEGRITY WEB OF INSTITUTIONALIZATION

Source: iSouthCotabato TWG/South Cotabato Integrity Circle, adapted from Levy’s Web of Institutionalization(1996)

C. KEY QUESTIONS TO DIAGNOSE AND OPERATIONALIZE THE INSTITUTIONALIZATION OF INTEGRITY

These are the key questions related to each element in the web of institutionalisation which are necessary:

a) to assess the extent to which integrity is currently institutionalised in the relevant aspects of the provincial government; and


b) to guide the direction of future actions to reinforce and consolidate integrity institutionalization.

PEOPLE’S EXPERIENCES AND REALITIES ON INTEGRITY

Which are the individuals/groups/sectors in the community affected by integrity issues (assess each component separately as appropriate)?

What are the experiences and realities of individuals in communities on integrity in a) dealing with the PLGU/government offices; and b) establishing a culture of integrity in their own businesses/organizations?

Taking in to account integrity needs previous to the intervention, to what extent are the practical and strategic integrity needs met?

PRESSURE OF POLITICAL CONSTITUENCIES (CSOS / BUSINESS GROUPS)

Which political constituencies are involved in or would be appropriate to involve in the formulation, implementation and evaluation of policies, programmes and projects?

To what extent do these political constituencies represent different integrity interests across class, age, ethnicity, religion (as appropriate)? Are these reflected in practical or strategic integrity interests?

REPRESENTATIVE POLITICAL STRUCTURES

Are there political structures directly or indirectly related to the pursuit of integrity in governance? To what extent


do the political structures involved in the formulation and implementation of PLGU policies/PPAs representative of integrity issues?

Are there political structures directly or indirectly related to integrity interventions?

Are there political constituencies / CSOs representing integrity issues involved in political structures or participating in planning, implementation and M&E of programs and projects? Which political constituencies are these?

To what extent do these constituencies represent different integrity interests?

Is there an underlying integrity policy approach in the way in which some groups in the political structures are operating?

POLITICAL COMMITMENT

To what extent is there a political commitment to integrate integrity into development activities?

If there is, where does this commitment lie?

What is the underlying policy approach of this commitment (which integrity roles, resources and integrity needs are being explicitly or implicitly recognized)?

RESOURCES

Is there a willingness to allocate current financial resources to integrity issues in mainstream policies, programs and projects?


Is there a willingness to allocate new resources to the integration of integrity into development activities?

What proportion of resources is allocated to the different integrity mechanisms, or to practical and strategic projects?

POLICY/PLANNING

What is the policy framework? To what extent has integrity been integrated into existing policies? What are these policies?

On the basis of this policy framework, which integrity roles, resources and integrity needs are being recognized?

PROCEDURES

What routinized daily activities or internal procedures are in place to encourage integrity development (e.g. Memorandum formats, signatories, financial proposals, etc.)?

Which are the procedures associated with the integration of integrity in the provincial government?

To what extent do they reflect a recognition of the different integrity roles of women and men?

MAINSTREAM LOCATION OF RESPONSIBILITY FOR INTEGRITY ISSUES

Which offices have the responsibility for integrity issues or to implement integrity mechanisms? How clear are these responsibilities to concerned offices and to the employees/organization?


For each office or organization responsible for integrity issues, to what extent are they acting in the appropriate roles, have adequate access to and control over resources, and have their integrity needs met in a way that will enable them to carry out this responsibility appropriately?

STAFF DEVELOPMENT

What measures are being undertaken to develop staff to always decide/act with integrity and provide opportunities for employees’ integrity development?

What are the mechanisms in place for staff development? Which groups are involved in the formulation and implementation of these mechanisms?

METHODOLOGY

Do clear organizational methods exist to guide staff development and ensure integrity thinking?

Do organizational culture and leadership provide the atmosphere for integrity to be sustained?

How are integrity policies translated into clear and doable methods of delivering services and implementing, monitoring and evaluating programs and projects?

RESEARCH

What research/learning processes are being carried out to improve understanding and practice of integrity?


To what extent do the relevant research initiatives and/or secondary research use methodologies and reflect knowledge on integrity issues?

To what extent do the relevant research initiatives and /or secondary research reflect knowledge of the links between sectoral and macro-economic policy, and integrity roles, resources and integrity needs, as appropriate?

THEORY-BUILDING

What are the current sources of information on integrity debates for the staff in the provincial government and those in partner organisations?

How are research results translated into new and better understanding and practice of integrity?

What is the extent to which employees have access to information on integrity issues?

Currently in the organisation, which would be the most appropriate `channels’ for dissemination of such information?

DELIVERY OF PROGRAMS, PROJECTS OR SERVICES

Which are the groups from the public, private and community sectors involved in the process of formulation and implementation of programs and projects?

Does the actual delivery of programs, projects and services reflect a culture of integrity?


To what extent are the formulation, implementation and service delivery processes sensitive to integrity issues?

How are integrity policies translated into results in terms of delivery of services and implementation of programs and projects?

What are the underlying policy approaches to the interventions?

Adapted from: Levy, Caren, `The Web of Institutionalization’,Training in Gender Policy and Planning, 1995

Lake Holon


5. THE INTEGRITY WEB: Assessment Of Integrity Institutionalization In Citizen’s Actions, Policy/Planning, Internal Organizational Systems, And Service Delivery

THE INTEGRITY WEB AS A DIAGNOSTIC TOOL

As a diagnostic tool, the integrity web has been utilized to process and consolidate the results of the assessments conducted by the Project I4J Team using the external assessment tools (FGD and in-depth interview) as well as the integrity self-assessment tool (ISAT). Presented using the integrity web, the analysis and assessment of the existing level and extent of institutionalization of integrity as an organizational value and culture focused on four (4) spheres and represented by thirteen (13) elements, which are the conditions under which the culture of integrity can be institutionalized in provincial governance that would eventually manifest in transparent, accountable and effective small business registration and investment promotion particularly in its eleven (11) component LGUs.

Assessment of the extent of integrity mainstreaming in citizen’s experiences and collective actions is reflected in the Citizen Sphere; extent of integrity mainstreaming in policy and planning in the Policy Sphere; the extent of integrity integration in organizational internal systems and procedures in the Organizational Sphere; and the extent of manifestation of integrity in the quality of program and service delivery in the Delivery Sphere. Each element under each of the four

35THE INTEGRITY WEB: ASSESSMENT OF INTEGRITY INSTITUTIONALIZATION IN CITIZEN’S ACTIONS, POLICY/PLANNING, INTERNAL ORGANIZATIONAL SYSTEMS, AND SERVICE DELIVERY

iSOUTH COTABATO: A ROADMAP TO INTEGRITY

spheres represents a site of power, which can be understood as visible products and practices of organizations, but also in the invisible values and motivations which influence and shape the more tangible outputs of organizations. Under each element, therefore, is a series of ‘organizational cultures’ – defined by Newman as “shared symbols, language, practices . . . and deeply embedded beliefs and values” (Levy, 1996).

Hence, after the assessment of the power relations in each of the element, there is a need to confront and challenge existing organizational cultures in order to achieve the desired outcome of incorrupt and honest business and investment registration and promotion towards the sustained creation of more jobs.

A. SUMMARY OF ASSESSMENT OF INTEGRITY INSTITUTIONALIZATION IN PROVINCIAL GOVERNANCE (BASED ON THE INITIAL ASSESSMENT CONDUCTED BY THE PROJECT I4J TEAM)

The Province of South Cotabato under the leadership of the Provincial Governor has made extraordinary efforts during the last years to improve governance and integrity status. In the different external assessment activities conducted during the first year of the I4J Project, this has become very obvious. Both the results of the Focus Group Discussions and the In-Depth Interviews show a picture in which many structures and procedures of the provincial government are well developed and in some cases should even be considered as models or showcases to be used and systematically disseminated and replicated in other LGUs included in the I4J Project. However, in spite of this, there is still ample room for improvements. This is mainly shown in the answers of the fifteen (15) heads of offices of the province on


the detailed questions of the Internal Assessment Tool (ISAT) and also in the first suggestions worked out in the training course for the Civil Servants of South Cotabato as ideas for an action plan on the establishment of integrity and business promotion mechanisms of the province.

It is important to take into account that the province is not in charge of business registration procedures – which is under the competence of the municipalities and cities – but has a general monitoring and coordinating function over the municipalities both with regard to the lawful performance in the business registration and business regulation procedures as well to the promotion of economic and investment activities in the whole area of the province. Therefore, one of the elements of the South Cotabato “Integrity and Business Promotion Mechanisms” could be a model guideline on how to exercise these monitoring and promotion functions over the municipalities in this field and achieve also a higher transparency for data, policies and procedures at the city/municipal level for potential investors.



38

PRESSURE OF POLITICAL CONSTITUENCIES

• People in South Cotabato are vigilant on graft and corruption practices

• JP-SAC and OND-HESED are among the CSOs who advocate integrity

• Religious groups and other members of CSOs regularly sponsor values formation for a esp. to LGU employees

• Business sector conducts forum/seminar to promote proper financial management and business ethics

• Religious groups and the media are active. They can influence policies and shape public opinion on certain issues.

• Business Sector observes that the PDC - Committee on Local Governance and Transparency is slow to respond to complaints due to the very bureaucratic, albeit, democratic process it follows

REPRESENTATIVE POLITICAL STRUCTURES

• Business Sectors and CSOs are well represented and actively participating in Local Special Bodies PDC - 17 out of 32 members LSB - 2 out of 6 members POC - 3 out of 50 members PADAC - 2 out of 19 members LHB - 1 out of 5 members PMMT-LEPIC - 3 out of 11 members

• CSO members are invited to attend pre-bid orientations as observers only

• South Cotabato has very active CSOs heavily involved in all governance processes: consultation, plan formulation, policy-making, budgeting and implementation

• Creation of inter-office in monitoring status of accomplishments for implemented projects before progress payment

B. CITIZEN SPHERE: ASSESSMENT OF INTEGRITY INSTITUTIONALIZATION IN CITIZEN’S INDIVIDUAL EXPERIENCES AND COLLECTIVE ACTIONS

39

PEOPLE’S EXPERIENCES AND REALITIES ON INTEGRITY

• The business sector, CSOs, entities with transactions in the PLGU and beneficiaries of programs/services are the sectors affected by integrity issues

• No sustainability and continuity of plans and programs because these are not institutionalized and influenced by change of leadership (hence priorities) every 3 years

• Priorities of LGUs/LCEs influenced by political “colors”• On Business Permits/ Licensing Application/ Renewal:

Gross Sales and capitalization are “dictated” by the LGUs resulting most often in bribery/red-tape

Businesses would risk to operate without permit due to the difficulty in securing permits

Integrity of service providers is questionable Difficulty in promoting the province/city to investors

• Entry of illegal imported products, without BFAD, competing with the local products (cottage and small industries)

• Long and difficult processes and requirements in securing BFAD permit in BFAD-Region XII in Koronadal City, hence, businesses tend to secure permit in Davao City

• Giving gifts are permissible as long as it is to show appreciation and not to ask for favor in return

• Trainings should not only be for LGU staff but also for other stakeholders• Poor monitoring and coordination with component city/municipalities

on lawful performance in the business registration and regulation• Low awareness on policies and laws governing integrity and ethical

standards of employees• Public knows that PLGU has an active internal audit.• Establishment of ONE STOP SHOP for business owners to make

transactions easier• Public knows that PLGU and component municipalities have feedback

mechanisms/system where the public could fill up forms to indicate their satisfaction or dissatisfaction in line with the over-all quality of service received


C. POLICY SPHERE: ASSESSMENT OF INTEGRITY INSTITUTIONALIZATION IN POLICY AND PLANNING

RESOURCES• The 4th tranche of the Salary Standardization Law has been

implemented• Incentives, additional benefits and other perks covered by

Magna Carta were provided• A new finance building with glass windows was constructed to

reflect transparency.• The Lakbay Aral Program for all employees to improve morale is

being implemented.

POLITICAL COMMITMENT• The Governor was involved in the conduct of a regular integrity

risk assessment process• Transparency and efficiency in subordinate LGUs especially at

the barangay level is weak.

Detailed Implementation/Action Planning Workshop for the 24 Integrity Web Mechanisms with all PLGU Heads of Offices at General Santos City, June 11, 2015.

40



POLICY / PLANNING• Integrity is embedded in the Vision and Mission of the Province• BAC Policies, Full disclosure Policy, Citizen’s Charter and ARTA are in

place and complied. • EOs were created for Committees on Internal Audit/- Control and

Internal Audit Unit (IAU), Provincial Public Financial Management Team and Provincial Investment Code

• Hiring is based on merit and fitness• Renewal of Job Order personnel are based on evaluation• SPMS Implementation • Conduct of Fact-finding and Investigation and Formal Administrative

Investigation• Implementation of Organizational Strengthening to gradually

implement reorganization for ideal staffing and structure• Some policies are not totally responsive to the needs of the business

sector• There are some individuals who are well connected with the

government, making it harder for those without connections to do business.

• At times, there are contradictions between the Province’s policies and that of the national line agencies.

• Multinational companies (especially those involved in mining) are disregarding the implementation of laws

Hon. Daisy Avance-Fuentes, Governor of the Province of South Cotabato.

41


D. ORGANIZATIONAL SPHERE: ASSESSMENT OF INTEGRITY INSTITUTIONALIZATION IN THE ORGANIZATION’SINTERNAL SYSTEMS, STRUCTURES, PROCEDURES AND HUMAN RESOURCE DEVELOPMENT

MAINSTREAMING RESPONSIBILITY FOR INTEGRITY ISSUES

1. There is an operational Internal Audit Unit but it could not cope with the services required.

2. Some integrity functions are performed by multi-tasked employees

3. There is no single office solely responsible for implementing or addressing integrity mechanisms. These are performed by various offices, as follows:

a) PGO – Creation of Committees which hear cases and solve issues affecting integrity, e.g. Grievance Committee, Administrative Investigation Committees, Citizen’s Charter Monitoring Teams, Public Financial Management Team

b) SPO – Issuance of local legislations anchored on integrity

c) PGO-BAC – Procurement in accordance with RA 9184

d) PGO-IAU – Management and operations audit

e) PGO-INSPECTORATE – Inspect procured goods and supplies and infrastructure projects

f) PADMIN – Oversee the Committees and provide administrative support to them, e.g. Secretariat, supplies

- Hiring and promotions in accordance with the CSC laws and issuance

- Employees’ training and development

- Human resource management

g) PPDO – Project monitoring and evaluation

h) PLO – Provision of legal services to the province and its officials and employees; leads administrative investigations

i) PACCO – Pre-audit and internal control services

42



STAFF DEVELOPMENT

1. Presence of Revised Hiring and Promotion System (RHPS) ensures that recruitment, selection and hiring procedures are complied with according to existing laws and guidelines, devoid of political influences

2. Presence of PPDPPE providing scholarships and continuing education for employees

3. Presence of PRAISE providing awards and incentives for employees

4. Implementation of values orientation and moral recovery program for employees

5. Not all employees can avail of the available programs on integrity due to screening procedures and inadequacy of financial resources

6. Some employees are not fully aware of RA 6713 and RRACCS, as evidenced by the records of administrative cases filed.

PROCEDURES

1. Full Disclosure policies are fully complied with

2. PLGU is always guided by the requirements set by CSC, COA, DBM and other agencies

3. PLGU is always guided by the requirements set by COA, CSC, DBM and other agencies

4. Provisions of RA 9184 are complied with on procurement of goods and services

5. CSC regulations on administrative investigation procedures including policies governing sexual harassments are duly-complied with by the committees concerned

6. Document Tracking, Financial Management, Payroll, DTR, PPMP, E-NGAS, Human Resource Management Information (HRIS), Hospital Management Information (HOMIS) and SPARK (inter-office communication) Systems are in place

7. RA 9184 (Procurement Reform Act) are complied with

8. No adverse COA findings

9. SPARK System as a means of inter-office communication is working well

10. Strengthening of organizational management is being conducted

11. Usual delays in the submission of findings by committees under PGO, in the issuance of decisions, and in submission of reports by monitoring teams affect the integrity of findings

12. Delay in the procurement process also affects the delivery of services

13. Non-uniformity in the interpretation of the documentary requirements among the COA personnel, pre-audit staff and claimants resulting to weak financial auditing and reporting

43


DELIVERY OF PROGRAMS AND PROJECTS• The province is compliant to Full Disclosure Policy• Officials and employees have limited understanding of the

guidelines under RA 3019 (Anti-Graft and Corrupt Practices Act) and Anti-Red Tape Acto Presence of South Cotabato’s Citizen’s Charter that provides

clear guidelines and procedures on the delivery of services. However, clients and even the employees can hardly understand its applicability. Some employees are not fully aware of the Citizen’s Charter and there is no regular monitoring on its implementation or compliance

o There is an existing Feedback Mechanism for service delivery and compliance to Citizen’s Charter but not operational/systematic. Implementation of feedback mechanism is still weak

o Basis for payment of business taxes is not standardized and usually based on the personal assessment of the license processor

E. DELIVERY SPHERE: ASSESSMENT OF INTEGRITY INSTITUTIONALIZATION IN SERVICE / PROGRAM DELIVERY

Fr. Gillarme Joy B. Peliño, CSO Member of the South Cotabato Integrity Circle, presented the iSouthCotabato Integrity Model and Mechanisms to the Provincial Development Council (PDC) for adoption at the PDC Conference Hall, June 30, 2015.

44



METHODOLOGY• SPMS is being implemented which puts premium on the evaluation

of employees’ performance in delivering services• Monitoring and evaluation of programs and projects specifically

infrastructure projects is weak.• Project process procurement plans are always posted. The bidders

are required to attend orientation seminars on existing laws

RESEARCH / THEORY BUILDING• Presence of Continuing Education Program for CPEs• Updated Provincial Investment Code (August 2014)• Financial/Data management systems are being continually

updated and automated• Programs and budget reports known as the “State of the Province

Address” (SOPA) are regularly published and made available to the public

• No research studies and surveys are being regularly conducted specifically focused on integrity or public perception on delivery of services

Mr. Carlito Uy of the South Cotabato Chamber of Commerce, Gov. Daisy Avance-Fuentes, and Mr. Abner Navarro of the Provincial Planning and Development Office attend a meeting of the South Cotabato Integrity Circle.

45

THE INTEGRITY WEB: MECHANISMS AND IMPLEMENTATION PLAN46 iSOUTH COTABATO: A ROADMAP TO INTEGRITY

6. THE INTEGRITY WEB: Mechanisms And Implementation Plan

THE INTEGRITY WEB AS AN OPERATIONAL TOOL

As an operational tool to integrate the value of integrity in development policy, planning and practice, the Integrity Web is used to identify areas for change and improvement based on the diagnosis of the current organizational culture and practice of integrity, and provide means for directing action to promote integrity institutionalization. The set of strategies and mechanisms required to change existing organizational culture and introduce a culture of integrity are encapsulated in what is referred to as South Cotabato’s Integrity Model: the Integrity Web of Institutionalization. The Integrity Model contains a set of mechanisms – polices, strategies and PPAs – that shall guide the direction of future actions which can be taken to reshape the elements to strengthen the web, and thereby promote, reinforce and consolidate the institutionalization of integrity.

Institutionalisation is defined as ‘the process whereby social practices become sufficiently regular and continuous to be described as institutions’, that is, ‘social practices that are regularly and continuously repeated, are sanctioned and maintained by social norms, and have a major significance in the social structure’ (Abercrombie, Hill & Turner, 1988,p 124 in Levy-1996). In this sense, institutionalizing integrity in the systems, structures, procedures and practices of the provincial government denotes the manifestation of honest/incorrupt, prompt, efficient and effective, transparent and accountable manner of service delivery, and the inculcation of an underlying culture of integrity

47THE INTEGRITY WEB: MECHANISMS AND IMPLEMENTATION PLANiSOUTH COTABATO: A ROADMAP TO INTEGRITY

among the offices and its employees. Achieving institutionalized integrity would require an opportunity for manoeuvre which employees and their organizations have to generate change, and the mechanism to sustain change.

Considering the need to manoeuvre change and ensure sustained change, the components of South Cotabato’s Integrity Model, reflected in the Integrity Web of Institutionalization, aim to challenge the existing and underlying organizational culture, and institute one that is built upon the foundations of integrity, honesty, transparency and accountability as manifested in all areas where power relations occur or what are referred to as spheres of the integrity web. Thus, for each sphere – citizen, policy, organizational, delivery, priority strategies, policies or mechanisms have been identified for implementation.

South Cotabato’s Integrity Model or the Integrity Web of Institutionalization contains detailed mechanisms – policies, mechanisms, strategies and PPAs, and a corresponding implementation plan matrix for each of the four (4) spheres of integrity institutionalization. South Cotabato’s Integrity Model is encapsulated in the Integrity Web of Institutionalization consisting of major mechanisms or strategic interventions corresponding to the four spheres of institutionalization. These are doable strategic priorities that need to be implemented, both in the long-term and in the short-term duration, in order to realize the goals of Project I4J – inclusive growth and poverty reduction through integrity and the sustainable creation of jobs.


MECHANISMS FOR INSTITUTIONALIZING INTEGRITY IN PROVINCIAL GOVERNANCE

THE INTEGRITY WEB OF INSTITUTIONALIZATION

POLICY SPHERE1. Creation of Barangay Monitoring Committees

• Issuance of Provincial Ordinance• Organization and Capacity Building of Provincial and

Municipal Committees2. Declaration and Celebration of Integrity Week every

September3. Consolidation, Electronic Storing & Compliance Monitoring

of All Existing Laws and PLGU Ordinances, Issuances and Policies Related to Integrity

4. Review and Updating of the Revenue Code5. Drafting of Local Internal Audit Manual & Strengthening of

Internal Audit Unit6. Strengthening and Institutionalization of the South

Cotabato Economic and Investment Promotion Center (SCEIPC)

CITIZEN SPHERE1. Standardization and Streamlining of Business Procedures &

Rates of Fees & Taxes in All Component LGUs • Creation of Provincial Business Permit and Licensing

Standardization and Streamlining Task Force through an Executive Order

• Design, Development, Adoption, Implementation and Regular Monitoring of Unified Computerized Business Permit and Licensing System (BPLS) for All LGUs of the Province

• Conduct of Market Study on Fixed Rates and Standards for All Businesses According to Type and Size of Business and the Market Size and Income Classification of Component LGUs

2. Strengthening of South Cotabato Chamber of Commerce and Industries, Inc.

3. Initiating an Integrity Pact with Suppliers and Key Clients from the Business Sector

4. Establishment of CSO Desk5. Integrity IEC-Advocacy Campaign through the following:

• Reproduction, Distribution and/or Posting of Community Information Materials against Corruption / Red Tape (Office Posters and Flyers/Brochures)

• Uploading of Citizen’s Charter &Integrity Information at the Official PLGU Website& Facebook Page


DELIVERY SPHERE1. Installation of INTEGRITY E-BOARDs

• Purchase of One (1) Outdoor LED Monitor and Smaller Touch-Screen LED Monitors for Key Offices to Serve as Hardware for the Automated Customer Feedback System

• Development of Integrity Advocacy Video Series on the Theme iSOUTH COTABATO

2. Provision of Uniform Table Name Plates for All Employees for Increased Accountability

3. Full Implementation of Feedback Mechanism / Strengthening of the Customers’ Feedback Mechanism • Development of Automated Customer Feedback System Directly

Linked to the Office of the Governor to be Installed in the Integrity E-boards (LED Monitors) in Key Offices

4. Conduct of Third-party Survey on the Level of Public Satisfaction on the Services Extended by the PLGU

5. Strengthening of Project Monitoring System: • Establishment of Computerized/Web-based Project Information

and Monitoring System for Funded PPAs 6. Integration of Existing IT Systems and Development of Other Systems

ORGANIZATIONAL SPHERE1. Development of Integrity Assessment Tool for

Appointive Officials and Employees 2. Evaluation and Awarding of Dangal ng South

Cotabato-Employee and Company Integrity Award (Provision of Incentives to Employees & Companies with Track Record of Integrity)

3. Reactivation and Strengthening of the Citizen’s Charter Monitoring Team and Monitoring of ARTA Compliance

4. Crafting of Handbook on Checklist of Supporting Documents for Financial Transactions (including Orientation and Distribution of Handbooks to Offices)

5. Conduct of Orientation for All Employees on RA 6713 or the Code of Conduct and Ethical Standards for Public Officials and Employees, RA 9485 or the Anti-Red Tape Act (ARTA), the Revised Rules on Administrative Cases in the Civil Service (RRACCS), the Citizen’s Charter, and Other Related Laws

6. Distribution of RA 6713 and RRACCS Manuals7. Implementation of Strategic Performance

Management System (SPMS) and Establishment of Automated Monitoring System of Employees’ Daily Accomplishments

Source: iSouthCotabato TWG/South Cotabato Integrity Circle, 2015


A. CITIZEN SPHERE

The growth of the business sector and influx of investments that would increase economic activity and create jobs is being stunted by lack of clear, consistent and uniform policies and procedures in the processing of business permit and licenses in component LGUs. There is a need to direct local government resources in streamlining and standardizing their systems, processes and procedures to establish a favorable and friendly climate for business retention and expansion, as well as institute transparent and effective local business registration and investment promotion procedures. Similarly, it is necessary that there is a functioning, strong and united local business organization in which LGUs can work together with in promoting investments and attracting domestic and foreign investors to locate in South Cotabato.

OBJECTIVE:

To improve the participation of and the feedback mechanism available to the citizenry, particularly the business sector and the civil society, in the delivery of programs, projects and services in a manner that builds the trust and confidence of stakeholders in provincial governance

STRATEGIC PRIORITIES:

1. Standardization and Streamlining of Business Procedures and Rates of Fees and Taxes in All Component LGUs

• Creation of Provincial Business Permit and Licensing Standardization and Streamlining Task Force through an Executive Order


• Design, Development, Adoption, Implementation and Regular Monitoring of Unified Computerized Business Permit and Licensing System (BPLS) for All LGUs of the Province

• Conduct of Market Study on Fixed Rates and Standards for All Businesses According to Type and Size of Business and the Market Size and Income Classification of Component LGUs

The major issue concerning integrity in business registration and investment promotion has to do with the differing standards, procedures and requirements in business licensing systems across the component LGUs of the province. This results in various levels of vulnerability of the systems and procedures to different forms of corruption and unethical practices from both the public service providers as well as the transacting clients who aim for a speedy processing of their permits and licenses. Similarly, this also provides an unequal level playing field for investors and businesses across different LGUs within the same province due to the differences in procedures and requirements, length of processing, rate of fees and payments, and generally the ease of doing business. Significantly, this is an issue that is not only unique to the city and municipalities of South Cotabato, but one that is country-wide in scope. To ensure the provision of a unified business registration systems and procedures at the provincial level, it is suggested for the provincial government to initiate the standardization and streamlining of business procedures and rates of fees and taxes across its component LGUs through the South Cotabato Economic and Investment Promotion Center (SCEIPC).


It is suggested that a Task Force at the provincial level (to be composed of DTI, DILG, LEIPO and business sector representatives) will be created to assess the current state and the direction of the Business Permit and Licensing System and Procedures of the LGUs in South Cotabato and to make recommendations to enhance it. The main objective is to simplify and unify regulations to make it easy for investors to start and do business anywhere in South Cotabato, may it be in the most urbanized LGU, or to the smallest, or to the most rural. Another objective is to reduce the cost of doing business to encourage a large number of existing local businesses to go mainstream and be registered.

As information provided by businesses when they register are very important source of data (size of investments, sales, jobs generated, etc.) to determine the growth of the local economy, it is necessary that these are reliable and easy to collate, processed and analysed. Thus, a unified but inexpensive automated Business Permit and Licensing System (BPLS) is necessary for all LGUs rather than for each to come-up with or commission its own developer. This would facilitate generation of reports, monitoring of the status of registered businesses, and speed-up the process renewing business permits in the future as each LGU would have already established databases that would also lead to a semi-paperless filing procedure in the future.

Periodic monitoring of compliance or adoption to the instituted reforms should be carried-out by the task force so that difficulties experienced by any LGU in the course of implementing it are promptly addressed.

Resulting from the lack of unified business registration systems, many local businesses also complain of LGUs


dictating their gross sales / capitalization, hence, resulting in negotiations for the final business fees and taxes to be paid during application or renewal of business permits. This practice provides many opportunities for the service provider and the client to interact face-to-face, hence, more opportunities and conducive environment for direct and indirect forms of bribery. Imposition of fixed rates for business taxes and fees for all types of businesses will eliminate this problem while providing a consequential threshold without directly imposing on the number of businesses per business type that the local market can still absorb and ensure profitability for all. With this mechanism, a specialized and thorough market study and local economic analysis is a critical pre-requisite in order to come up with the standard fixed rates that are ‘localized’ or applicable to each of the component LGU depending on the size of its population and market, and the level of dynamism of the local economy. The latter study needs external expertise to be conducted.

Essentially, once successfully done in the province, the imposition of fixed schedule of fees and taxes for all types of businesses and industries, as well as the use of unified computerized business registration system can be replicated in all other LGUs in the country.

2. Strengthening of South Cotabato Chamber of Commerce and Industry, Inc.

While the focus of the integrity project in terms of expected results is the development and implementation of transparent and effective models of business registration and investment promotion, it is crucial for the local chamber of commerce and industry to be strengthened as an organization in order


to provide the critical support and impetus needed to effectively implement and sustain the project. As the key player in business registration and the promotion of local economic development, integrity mechanisms identified in the Integrity Model requires the active involvement of the business sector in effecting change and mainstreaming a culture of integrity in provincial governance.

3. Initiating an Integrity Pact with Suppliers and Key Clients from the Business Sector and the Civil Society

An Integrity Pact will be drafted through the Provincial Legal Office where all suppliers and partners from the business sector, the civil society and communities will be encouraged to enter into an integrity commitment with the provincial government prior to engagement in transactions and all forms of partnership.

The Integrity Pact will contain declarations of commitment to adhere with all existing national and provincial policies, laws, guidelines and regulations pertaining to honest, transparent and accountable governance, particularly compliance to RA 9485 or the Anti-Red Tape Act of 2007, RA 6713 or the Code of Conduct and Ethical Standards for Public Officials and Employees, and RA 9184 or the Government Procurement Reform Act.

This mechanism will involve conducting a forum with suppliers, clients and partners in government transactions; signing of integrity pact; and the development of monitoring and audit procedures for compliance to the Integrity Pact. Regular orientation on integrity will also be conducted for new suppliers prior to signing of the Pact.


4. Establishment of the Civil Society Organization (CSO) Desk

A CSO Desk shall be established at the Provincial Planning and Development Office as a mechanism to further strengthen people participation in planning and development, as well as intensify pressure of constituencies on mainstreaming integrity in provincial governance. A space with basic office facilities as a table and chair and access to a computer unit and printer shall be provided for a CSO Coordinator who will be assigned to man the desk everyday.

This mechanism requires all CSOs in the province to organize themselves and facilitate the provision/designation of at last one (1) CSO representative to serve as CSO Coordinator to man the CSO Desk on a daily basis.

The CSO Desk shall serve as the coordinating unit for all CSO concerns in the province such as responding to the various needs of CSOs ranging from simple inquiries to promotion and facilitation of CSO accreditation, establishing and maintaining a CSO Directory and Basic Information, and ensuring the representation and participation of CSOs in LSBs and important initiatives as transparency and integrity in governance.

5. IEC-Advocacy Campaign on Integrity

• Design, Reproduction, Distribution and/or Posting of Community Information Materials against Corruption / Red Tape (Office Posters and Pamphlets)

• Uploading of Citizen’s Charter & Integrity Information at the Official PLGU Website & Facebook Page


As mechanism to inform clients, stakeholders and communities about policies and sanctions on bribery and involvement in other unethical practices, informational materials that include information on penalties, sanctions, and direct lines to the of the Office of the Provincial Governor where clients can directly report irregular behaviour of provincial government employees shall be developed and made accessible to the public. These materials include posters with story line featuring integrity caricatures and characters to be visibly installed inside provincial offices, and pamphlets to be reproduced and directly distributed to transacting clients, suppliers and other stakeholders. Campaign materials and integrity-related laws and PLGU policies shall also be posted online through the Province of South Cotabato’s Official Website and Facebook Page. The Citizen’s Charter with the standard requirements and process flow for all services shall also be posted in the website.

B. POLICY SPHERE

The elements of the Policy Sphere consisting of the commitment of the political leadership for integrity, the presence of policies to ensure integrity, and the availability of resources to implement these policies are in most cases already in place in the provincial government. It is useful to note that among the four (4) spheres of power where integrity may be mainstreamed, the greatest strength of the Provincial Government of South Cotabato lies in the Policy Sphere. The mechanisms addressing some issues in this sphere are already institutionalized and established. Implementation and monitoring


of compliance to these policies need only to be reinforced in order to effect sustained change. To this effect, there are still policy mechanisms that need to be developed to strengthen policy implementation and address some emerging issues.

In view of the overall policy framework guiding development, it is the Provincial Government of South Cotabato’s mission to promote participatory, transparent and accountable governance in building livable and safe human settlements and in transforming the province into a premier agri-industrial and tourism hub in the region.”

OBJECTIVE:

To ensure strong political commitment and efficient allocation of resources for the formulation, implementation and monitoring of effective and dependable policies


1. Creation of Barangay Monitoring Committees

The Creation of Barangay Monitoring Committees is expected to strengthen transparency and boost proper, lawful, judicious and effective utilization of IRA at the barangay level. These Committees shall be established at the Provincial and Municipal level. The Provincial Committee will provide trainings and recommendation to the barangays under investigation through the assistance of the Municipal Committees.

The project begins with the issuance of a Provincial Ordinance Creating the Barangay Monitoring Committees at the provincial level and providing funds for its organizational


structure and operational expenses. Barangay Monitoring Committees shall also be organized at the municipal levels with the possible inclusion of the MAFCs as members. Organization and capability-building of the Provincial and Municipal Monitoring Committees are the next crucial activities.

2. Declaration and Celebration of “Integrity Week” every September

While it is expected of employees to display a high standard of ethics in public service at all times, a special week in a year shall be declared as “Integrity Week ”through a Provincial Ordinance where focused programs and activities will be conducted to highlight the importance of working in an environment with a culture of integrity and honesty. The Integrity Week is proposed to be celebrated every 3rd week of September, during the celebration of the Civil Service Month. Special activities like fora/symposia and orientation on integrity-related topics, posting of integrity quotations and posters along the halls, integrity trivia during the flag ceremony and other similar activities will remind and rejuvenate employees to always be accountable to the people whom they serve and discharge their duties with utmost responsibility, integrity and competence. Every year, during the culminating activity of the Integrity Week, the Awarding of the Dangal ng South Cotabato-Employee Integrity Award and Company Integrity Award will be held, and the Raffle Draw for the Suggestion Forms will be conducted with prizes in the form of basic goods and services being offered by the provincial government.


3. Drafting of Local Internal Audit Manual and Strengthening of Internal Audit Unit

The provincial government has already established its Internal Audit Unit, however, policies governing the dispensing of its duties and responsibilities are not clearly documented. There is a need to formulate such policies and draft an Internal Audit Manual. There is also a need to strengthen the implementing office, the Internal Audit Unit, by designating permanent head and providing additional manpower.

4. Consolidation, Electronic Storing & Compliance Monitoring of All Existing Laws and PLGU Ordinances, Issuances and Policies Related to Integrity

This mechanism aims to organize and electronically store all national laws and local ordinances and policies (including Executive Orders, Office Orders/Memoranda) relative to the promotion, mainstreaming and strengthening of transparent, accountable, honest and incorrupt government practices to ensure easy access of these information especially by employees.

All laws, policies and issuances on integrity shall be organized and classified, codified, and then individually scanned. A computer application/program shall then be developed by the PPDO-IT Unit that would enable users to easily access these policies by simply clicking on the title/subject of the policy for the ready-to-print scanned document to appear.

Further, monitoring of compliance to these policies shall also later be undertaken.


5. Review and Updating of the Existing Revenue Code

The existing Revenue Code needs to be reviewed and updated to prescribe fixed schedule of rates for the booths/stalls and “ukay-ukay” at ProTech Center and during T’nalak Festival and other special events. This is to improve revenue collection and boost the business climate in the province while ‘proofing’ the provincial government against corrupt practices.

6. Strengthening and Institutionalization of the SCEIPC

The South Cotabato Economic and Investment Promotion Center (SCEIPC) needs to be strengthened and institutionalized in terms of its organizational structure. The lack of permanent personnel to handle the different functions of the Office resulted in the unsustained implementation of programs, projects and activities for investment and promotion. Putting in place the office structure through the allocation of plantilla positions and the provision of logistical support for the operation of the office will ensure efficient and continuous implementation of economic and investment promotion strategies including the setting up of centralized provincial database on business and local economy to significantly inform potential investors.


C. ORGANIZATIONAL SPHERE

The Organizational Sphere looks into the extent of integrity institutionalization in internal procedures and human resource development strategies, and the clarity of responsibility center for integrity issues or to implement integrity mechanisms within the provincial government.

Most issues in the organizational sphere are about the inadequate knowledge on laws related to the practice of integrity, the inadequate skills and incompetence of some employees and the inability of certain offices to immediately and sufficiently deliver the mandates of their office. But these can be remedied by conducting capability-building activities such as trainings and seminars, creation of positions to reinforce the staff complement and by conducting organizational management strengthening.

In view thereof, mechanisms that would strengthen internal procedures and systems and enable the employees to espouse and advocate the characters of integrity and honesty are highlighted.

OBJECTIVE:

To ensure that effective internal organizational and staffing development systems, procedures and interventions are in place to uphold and sustain a culture of integrity in governance



1. Development of Integrity Assessment Tool for Appointive Officials and Employees

The Human Resource Development Division, with assistance from technical experts (psychologists), will develop a Personnel Assessment Tool focused on Integrity as a Core Value. The tool will gauge the integrity level of employees and will form part of the personnel selection procedure. The assessment result will have corresponding points that the Personnel Selection Board (PSB) will consider during the shortlisting and selection of employees to be recommended to the Local Chief Executive for consideration during promotion, hiring and other career movements and opportunities. The score attained in the Integrity Assessment will also be considered in evaluating employees for qualification to scholarship grants and study leave. Project I4J can provide external psychologists to help design/develop the evaluation tool/instrument.

2. Evaluation and Awarding of Dangal ng South Cotabato: Employee Integrity Award and Company Integrity Award

The Provincial Government of South Cotabato shall honor and give due recognition to employees and business companies with track record of integrity during the annual Integrity Week celebration. This strategy is expected to motivate employees to live up with the public trust that is required of public servants. Certificates of Recognition and incentives shall be awarded to provincial government employees and companies that participate in the Integrity


Self-Assessment for the Business Sector of the Project I4J. Criteria for evaluation shall be formulated by the Committee on PRAISE, and an Integrity Evaluation Team shall be organized for this purpose.

3. Reactivation and Strengthening of the Citizen’s Charter Monitoring Team (CCMT) and the Monitoring of ARTA Compliance

The Citizen’s Charter has already been formulated, with the steps and standards for every service already visibly posted in all provincial government offices. However, compliance of the offices to the standards in the Citizen’s Charter has not been regularly monitored despite the creation of the Citizen’s Charter Monitoring Team. There is a need to reactivate the CCMT and devise a set of mechanisms, procedures and tools to ensure regular and consistent monitoring of compliance, and submission of findings and recommendations to improve compliance to the Citizen’s Charter as well as to the mandates of the Anti-Red Tape Act.

A Manual on the Monitoring Functions, Systems and Procedures of the CCMT will also be drafted.

4. Crafting of Handbook on Checklist of Supporting Documents for Financial Transactions (including Orientation and Distribution of Handbooks to Offices)

To provide a policy framework for transparent, speedy and bribery-proof processing of financial documents, an official handbook listing a streamlined and prescribed list of supporting documents for the processing of various financial transactions has to be crafted. This will ensure that only legal


claims with legitimate supporting documents are submitted and processed for payments. Similarly and most importantly, this will lead to transparent and speedy processing of financial documents while ensuring that uniform set of requirements are prescribed for similar transactions.

Copies of the handbook will be distributed to the offices and suppliers while the checklist of supporting documents for financial claims will be thoroughly explained to the employees concerned to ensure full understanding and utmost cooperation.

5. Conduct of Orientation for All Employees on RA 6713 or the Code of Conduct and Ethical Standards for Public Officials and Employees, RA 9485 or the Anti-Red Tape Act (ARTA), the Revised Rules on Administrative Cases in the Civil Service (RRACCS), the Citizen’s Charter& Other Related Laws

The orientation will be part of the mandatory trainings to be conducted by the Human Resource Development Division of the Provincial Administrator’s Office (PADMIN). This activity will ensure employees’ understanding of RA 6713and the administrative sanctions therein in case of violation and non-compliance, the Citizen’s Charter, the Labor Code for Job Order Employees, Basic Human Rights, and other relevant laws on integrity.

An Integrity Policy Folder containing electronic copies of the abovementioned policies shall be made available for employees through the Data Center by the PADMIN-HRDD.


6. Distribution of RA 6713 and RRACCS Manuals

The Human Resource Management Division of PADMIN shall ensure that all employees, especially those holding permanent positions, will have copies of the said manuals. This will reinforce the orientation conducted on the said laws, and at the same time, provide employees with ready reference on what constitute administrative cases and the sanctions thereof.

7. Implementation of SPMS and Establishment of Automated Monitoring System of Employees’ Daily Accomplishments

The Strategic performance Management System (SPMS) is a performance evaluation mechanism that ascertains the linkage of individual performance with the agency’s vision, mission and strategic goals. It is conceptualized as a tool consisting of strategies, methods and tools for guaranteeing fulfilment of the functions of the offices and its personnel as well as for measuring the accomplishments. The implementation of this system ascertains the organization’s effectiveness in the execution of its mandated functions by ensuring collective individual employee efficiency and productivity. Ultimately, this mechanism contributes to the PLGU’s mission of promoting transparent and accountable governance.

Similarly, the establishment of an Automated Monitoring System of Employees’ Daily Accomplishments is a support mechanism to the implementation of SPMS where an application program is being developed for employees to log-in and input their daily tasks and accomplishments in the office. The accomplishments are then fed directly to


the account of the department heads who can monitor the daily work progress of their employees. The system will strengthen motoring of employees’ performance, hence, promote accountability among employees in discharging their functions in a manner that uphold public interest over personal interest. The daily accomplishments can at the same time be utilized as a supporting document for validating individual performance ratings in the SPMS.

D. DELIVERY SPHERE

The Delivery Sphere consists of web elements that pertain to the manner by which integrity is exhibited in the manner, methods or procedures of delivering services directly to the people. The extent to which continuing research development is being conducted on integrity to improve systems and practices in the implementation of programs and projects and delivery of basic services is also a critical part of this sphere. In a cyclical pattern, the extent of integrity institutionalization in the Delivery Sphere directly affects the individual’s or group’s experiences of integrity when doing business with the provincial government and its component LGUs under the Citizen Sphere.

The Provincial Government of South Cotabato has established mechanisms in the form of office policies and service delivery systems in providing programs and projects to its constituents in a prompt, effective, honest, transparent and responsive manner. The provincial government has a Citizen’s Charter stipulating therein steps, requirements, and standards of service for each of its service. However, monitoring and evaluation of these systems and standards should be strengthened and innovated.


OBJECTIVE:

To build and practice a culture of integrity in delivering services and in the formulation, implementation, monitoring and evaluation of government programs and projects


1. Installation of INTEGRITY E-BOARDs

• Purchase of One (1) Outdoor LED Monitor and Smaller Touch-screen LED Monitors for Key Offices

• Development of Integrity Advocacy Video Series on the Theme iSOUTH COTABATO

This is being proposed as a flagship strategy under the Delivery Sphere that would serve as an integrity mechanism to intensify transparency as well as to keep the people informed of the programs, projects and services of the provincial government for increased people participation.

The INTEGRITY e-BOARD will be primarily a platform for the province’s integrity agenda and battlecry: iSOUTH COTABATO – South Cotabato for Integrity and Jobs! The development of iSOUTH COTABATO Integrity Advocacy Video Series will be contracted out with external IT experts. Significantly, the e-Boards per key office will also double as hardware where the Automated Customer Feedbacking System to be developed will be installed.

This strategy requires the purchase of a large Outdoor LED Monitor that would serve as the provincial government’s INTEGRITY e-BOARD where integrity-advocacy videos will be repeatedly shown including messages of integrity


encouraging every citizen to participate in building a culture of integrity from the Local Chief Executive and other political and community leaders from the barangays, the business sector and the civil society. Importantly, the Integrity e-Board will also be a platform for informing the people of the existing, implemented and upcoming projects and accomplishments; announcements of schedules of important events, including festival events; schedule of fees and taxes; and service delivery procedures and requirements. Financial information from the Treasurer’s Office and those required to be disclosed under the Full Disclosure Policy may also be posted.

The e-Board will be installed at a strategically visible spot in front of the Provincial Capitol. Smaller LED Monitors will also be installed in key offices with direct contact with clients such as the Provincial Treasurer’s Office (PTO), Provincial Assessor’s Office (PAO), Provincial Governor’s Office (PGO), Integrated Provincial Health Office (IPHO), PGSO, PSWDO, PVET, BAC, PEO, and HRMD, among others. The LED Monitors inside key offices with numerous clients such as the IPHO may also serve as the queuing monitor for its clients.

2. Provision of Uniform Table Name Plates for All Employees for Increased Accountability

Uniform and attractive table name plates will be designed and fabricated to be visibly displayed on individual employee tables. This will ensure accountability for services rendered as well as support the Customers’ Feedback Mechanism where all clients are requested/encouraged to input the name of their service provider in the Integrity E-board (which doubles as hardware for the Automated Customer Feedbacking System) per office.


3. Modification and Strengthening of the Customers’ Feedback Mechanism

• Development of Automated Customer Feedback System Directly Linked to the Office of the Governor to be Installed in the Integrity E-boards (LED Monitors) in Key Offices

The Customers’ Feedback Mechanism is already in place. This includes the mandatory installation of feedback/suggestion boxes with customized suggestion forms in all offices of the provincial government. However, these boxes are often not conspicuous or left for months without being opened. In most cases, these boxes are empty when opened as only very few clients would take the time to fill-out the Suggestion Forms. Significantly, there is a need to modify and strengthen the existing feedback mechanism to ensure its full implementation and gain its expected results --- monitor employees’ performance and combat corruption and bribery.

To encourage more clients to provide feedback, the feedback mechanism shall be automated using the Integrity E-boards (LED Touch-screen Monitors) installed initially in the key offices of the province with a lot of external clients. The PPDO-ITU shall develop a software application to facilitate the computerized feedbacking system of customers’ comments, complaints and suggestions. The Automated Customer Feedback Mechanism System shall feature easy tap-and-click operations for the clients (e.g. choose and tap between two icons – smiling or frowning – then hit confirm button). The results shall be automatically fed and linked to the monitor installed at the Office of the Provincial Governor for immediate feedbacking to the Governor. The system will also feature a function wherein the clients will have the


option of typing the name of the service provider, the name of the respondent, and the brief description of the comment/suggestion. For this purpose, touch-screen LED monitors shall be used (i.e. the integrity e-boards installed per office).

Initially, these mechanisms will be piloted to around twelve (12) key offices delivering various services to many external clients such as the Provincial Treasurer’s Office, Provincial Assessor’s Office, Provincial Governor’s Office, Integrated Provincial Health Office, PSWDO, PGSO, BAC, PEO, and HRMD, among others.


A third-party survey on the level of public satisfaction on the services extended by the PLGU should be conducted to gauge its efficiency and effectiveness. The survey will evaluate the integrity of the services and the manner by which it is being delivered. The parameters of the survey will not only include efficiently and effectiveness of service delivery in the economic, social, infrastructure, environment, disaster risk reduction, and institutional sectors of development, but will also gauge the extent by which these services and programs are delivered and implemented with integrity. The respondents of the survey are random sampling of constituents from the eleven component LGUs, which are the clients, beneficiaries and stakeholders of government services. A capable third party organization such as those from the academe will be tapped to develop the survey instruments and conduct the survey. This will further reinforce the existing performance self-assessment evaluation being conducted.


This effort will be undertaken by the Provincial Administrator’s Office through the Human Resource Management and Human Resource Development divisions. Project I4J can provide senior and junior external experts to help design and develop the survey instrument/tool.

5. Strengthening of Project Monitoring System

• Establishment of Computerized/Web-based Project Information and Monitoring System for Funded PPAs

Monitoring and evaluation of programs and projects is still considered a weakness of the province, as well as of the component LGUs. To strengthen project monitoring, a real-time web-based project information and monitoring system will be developed that would locate all funded and implemented projects in the provincial map. All pertinent information regarding the funded projects, especially physical/infrastructure projects, shall be uploaded into the system including status of implementation using GIS and GPS. To facilitate the project, a special unit will be created that would undertake the GPS Survey of all physical projects and encoding all information in the system. The system will also be the database and centralized location map of all major programs and major infrastructures of the province.

6. Integration of Existing IT Systems and Development of Other Systems

For faster, more transparent and efficient delivery of services, the IT Unit of the provincial government shall work into the interconnection of all existing IT systems, and the development of new systems. The existing IT Systems are


Budget Monitoring System, Procurement and Financial Management System (PFM), Tracking System, PR System, Payroll System, BAC procurement System, Collection Monitoring System, DTR System, Employee Locator System, Memo Locator System and Human Resource Information System. Currently, the IT Unit is developing the Payroll System for Job Order Personnel. With the maintenance and continuous upgrading/ modification of these IT Systems, the smooth flow of transactions will eventually be achieved.


THE INTEGRITY WEB: MECHANISMS AND IMPLEMENTATION PLAN74 iSOUTH COTABATO: A ROADMAP TO INTEGRITY THE INTEGRITY WEB: MECHANISMS AND IMPLEMENTATION PLAN74 iSOUTH COTABATO: A ROADMAP TO INTEGRITY

IMPLEMENTATION PLAN: CITIZEN SPHERE

Objective: To improve participation and the feedback mechanism available to the citizenry, particularly the business sector and the civil society, in the delivery of programs, projects and services in a manner that builds the trust and confidence of stakeholders in provincial governance

Web Elements

Assessment of Current Integrity

Institutionalization

General Mechanism/

Policy/ StrategySpecific PPAs Timeframe Responsibility

Center Expected ResultsMeans of

Verification (MoV)

Resources / Projected

Cost

Possible Fund

Source• People’s

Experienc-es and Realities on Integri-ty

• Pressure of Political Constitu-encies

• Repre-sentative Political Structure

Business registra-tion is not a func-tion of the PLGU but it has a gen-eral monitoring and coordinating function with re-gard to the lawful performance of business registra-tion procedures as well as the effective promo-tion of economic and investment activities of the component LGUs in the province.

Standardization and Streamlin-ing of Business Procedures in All Component LGUs

1. Creation and Orientation of the Provin-cial Business Permit and Licensing Stan-dardization and Streamlining Task Force (TF-PBPLSS)thru an Executive Order with members from DTI- National Economic Research and Business Assistance Cen-ter (NERBAC) Region, SC Chamber of Commerce, DILG Province, PTO, South Cotabato Economic and Investment Promotion Center (SCEIPC), and Civil Society Organization with the following Major Final Outputs:

June – July 2015

SCEIPC EO Creating the Provincial Business Permit and Licensing Standardization and Streamlining Task Force (TF-PBPLSS)

Copy of Executive Order

– –

a. Review and Assessment of the Compo-nent LGUs’ Existing Business Procedures and Forms

August –November 2015

TF-PBPLSS Assessment Report

Copy of Report P69,200.00 PLGU

b. Conduct of Consultations with Com-ponent LGUs for the Modification and Integration of Existing Forms and Procedures

August – October 2015

TF-PBPLSS Recommended Modifications

Copy of Rec-ommendations

P146,000.00 PLGU

c. Design and Development of Automat-ed Unified Business Permit and Licensing System (BPLS)

January – June 2016

TF-PBPLSS / Private Software Developer (to be contracted)

Automated Unified BPLS

Modified Forms and Procedures / Application Software / Users’ Manual

P2,783,600.00 Project I4J / Out-sourcing

d. Adoption and Implementation of the Automated Unified Business Permit and Licensing System (BPLS)

• Dry Run

• Evaluation of the Dry Run and Modifi-cation of the System for 2018

January 2017

TF-PBPLSS/ Private Software Developer, Component LGUs

Implemented System; Trained End-users

Hardware with installed application, software, Cert. Of Training, Photos, Copy of Filled-out Forms

P48,500.00 PLGU

e. Establishment of One-Stop-Shop Using the Automated Unified System and Forms

January 2017

Component LGUs

Implemented BOSS using the unified system

Photos, Report of Task Force

Compo-nent LGUs

f. Conduct of Regular Monitoring and Consultation with Component LGUs

Quarterly beginning 2017

TF-PBPLSS Compliance of LGUs

Monitoring Reports

P104,800.00 PLGU




Web Elements



General Mechanism/



Verification (MoV)


Cost

Possible Fund








June – July 2015



– –









P146,000.00 PLGU








• Dry Run


January 2017




P48,500.00 PLGU


January 2017

Component LGUs



Compo-nent LGUs




Monitoring Reports

P104,800.00 PLGU

75THE INTEGRITY WEB: MECHANISMS AND IMPLEMENTATION PLANiSOUTH COTABATO: A ROADMAP TO INTEGRITY 75THE INTEGRITY WEB: MECHANISMS AND IMPLEMENTATION PLANiSOUTH COTABATO: A ROADMAP TO INTEGRITY



Web Elements



General Mechanism/



Verification (MoV)


Cost

Possible Fund








June – July 2015



– –









P146,000.00 PLGU








• Dry Run


January 2017




P48,500.00 PLGU


January 2017

Component LGUs



Compo-nent LGUs




Monitoring Reports

P104,800.00 PLGU


Web Elements



General Mechanism/



Verification (MoV)


Cost

Possible Fund

Source2. Conduct of Market Study on Fixed

Rates and Standards for All Businesses According to Type and Size of Business and the Market Size and Income Classi-fication of Component LGUs

July –December 2016

External Consultants

Established fixed rates and standards for all businesses for all component LGUs according to type and size of business and the size of LGUs

Result of Market Study and Corresponding Recommended Fixed Rates for the Different Categories of LGUs (e.g. Small Medium-sized, Large LGUs)


Strengthening of South Cotabato Chamber of Commerce and Industry, Inc. (SCCCII)

1. Conduct of General Assembly of the business sector and regular meetings

July 2015 Chamber of Commerce

Updated roster of membership and creation of functional committees

Copy of minutes and attendance sheet

TBD SCCCII

2. Establishment of permanent office and Hiring of Competent Staff

August 2015

Chamber of Commerce

Established office with hired personnel

Office location TBD SCCCII

3. Establishment of linkages with other business groups outside the province and other countries

August 2015 onwards

Chamber of Commerce

Business and investment opportunities expanded

Letter of Intent, visits of potential investors, number of inbound investment missions

TBD SCCCII

4. Coaching / mentoring for new busi-nesses

Starting 2016

Chamber of Commerce

Reduced number of retired/closed businesses

BPLS number of renewals/retired businesses

TBD SCCCII


Web Elements



General Mechanism/



Verification (MoV)


Cost

Possible Fund













TBD SCCCII


August 2015

Chamber of Commerce




August 2015 onwards

Chamber of Commerce



TBD SCCCII


Starting 2016

Chamber of Commerce



TBD SCCCII


Web Elements



General Mechanism/



Verification (MoV)


Cost

Possible Fund













TBD SCCCII


August 2015

Chamber of Commerce




August 2015 onwards

Chamber of Commerce



TBD SCCCII


Starting 2016

Chamber of Commerce



TBD SCCCII


Web Elements



General Mechanism/



Verification (MoV)


Cost

Possible Fund

SourceHeightened Community Involvement in the Integrity Project

1. Initiating an Integrity Pact with Suppli-ers and Key Partners from the Business Sector and the Civil Society

• Drafting of the Integrity Pact

• Orientation/Forum with Suppliers and Key Partners

August – December 2015

PLO – Drafting of Integrity Pact

PADMIN / PGO-BAC – Conduct of Forum/Orientation and Signing of Integrity Pact

100% of Suppliers and Partners have signed the Integrity Pact

Copies of signed Integrity Pacts with individual suppliers/partners, photos

P35,000.00 PLGU


• Design, Reproduction, Distribution and/or Posting of Community Infor-mation Materials against Corruption / Red Tape (Office Posters and Pam-phlets)

• Uploading of Citizen’s Charter & Integrity Information at the Official PLGU Website& Facebook Page


PIO

PGO-ACTS (Website)

PADMIN-HRDD/ HRMD

Designed, printed, reproduced and distributed/posted informational materials

Copies of Posters/ Flyers

P250,000.00 PLGU

3. Establishment of the Civil Society Orga-nization (CSO) Desk

September – Decem-ber 2015

PPDO

CSOs

Operational/Manned CSO Desk at PPDO (Table, Chair, Table Nameplate)

Photos of the Operational Desk; Attendance of CSO Coordinator

P20,000 / year PLGU

NOTE: Doable by 2015


Web Elements



General Mechanism/



Verification (MoV)


Cost

Possible Fund










P35,000.00 PLGU





PIO

PGO-ACTS (Website)

PADMIN-HRDD/ HRMD



P250,000.00 PLGU



PPDO

CSOs



P20,000 / year PLGU


Web Elements



General Mechanism/



Verification (MoV)


Cost

Possible Fund










P35,000.00 PLGU





PIO

PGO-ACTS (Website)

PADMIN-HRDD/ HRMD



P250,000.00 PLGU



PPDO

CSOs



P20,000 / year PLGU


IMPLEMENTATION PLAN: POLICY SPHERE

Objective: To ensure strong political commitment and efficient allocation of resources for the formulation, implementation and monitoring of effective and dependable policies

Web Elements

Assessment of Current Integrity Institutionalization

General Mechanism/



Verification (MoV)

Resources / Projected Cost

Possible Fund

Source• Political

Commit-ment

• Policy/ Planning

• Resources

The commitment of the po-litical leadership on integrity is very much apparent in the existing integrity and orga-nizational policies already in place in the provincial government. However, there is still a need to strengthen implementation and moni-toring of the existing policies, and the establishment of new ones due to emerging issues.

The following are the specific issues that need to be ad-dressed with strengthened policy framework:

• Lack of transparency and misuse of IRA in some barangays

• Unclear internal audit policies and procedures

• Revenue Code does not include rental rates for stalls/booths during T’nalak Festival and at the ProTech Center.

• Lack of continuity and unsustained programs on investment and promotion (assigned SCEIPC staff are job order personnel)

• Lack of integrated policies on and quick access to all existing integrity policies

Strengthening of implementation and monitor-ing of existing policies, and establishment of new policy framework for emerging issues particu-larly focused in increasing transparency and judicious utilization of resources at the barangay level

1. Creation of Barangay Moni-toring Committees

• Issuance of Provincial Ordi-nance

by September 2015

PGO, SP Provincial Ordinance Creating the Barangay Monitoring Committee

Copy of Provincial Ordinance

– –

• Organization and Capac-ity Building of Provincial and Municipal Committees

October –December 2015

DILG, PBO, IAU

• Identified barangays misusing funds

• Organized and trained 1 Provincial Monitoring Commit-tee

• Organized 11 mu-nicipal monitoring committees

Audited Books of Account

P150,000.00

(Meals and snacks, transportation, train-ing manuals/ kits)

PLGU

2. Declaration and Celebration of “Integrity Week” every September through an Ordi-nance

September 2015

PGO, PADMIN, SP

Integrity Month celebrated every year

Copy of Ordinance

P50,000.00 (ever year for the celebration)

PLGU

3. Consolidation, Electronic Storing & Compliance Moni-toring of All Existing Laws and PLGU Ordinances, Issuances and Policies Related to Integ-rity

July – December 2015

PADMIN Codified Polices on Integrity

Computerized Access of Employees to Codified Policies on Integrity

Operational Software Application of the System

PLGU

4. Review and Updating of Exist-ing Revenue Code

2016 PTO, SP, PGO, SCEIPC

Updated Revenue Code

Copy of Revised Revenue Code

P75,000.00

(Conduct of consultation meetings)

PLGU

5. Drafting of Local Internal Audit Manual& Strengthening of Internal Audit Unit

January 2016 – December 2017

PGO-IAU • Internal Audit Manual drafted

• Permanent IAU Head designated

• Hired additional em-ployees

Approved and Printed Internal Audit Manual

P250,000.00

(Conduct of consultation workshops/meetings and printing of the manual)

PLGU




Web Elements


General Mechanism/



Verification (MoV)


Possible Fund

Source• Political

Commit-ment


• Resources











by September 2015



– –



DILG, PBO, IAU





P150,000.00


PLGU


September 2015

PGO, PADMIN, SP


Copy of Ordinance


PLGU






PLGU





P75,000.00


PLGU







P250,000.00


PLGU




Web Elements


General Mechanism/



Verification (MoV)


Possible Fund

Source• Political

Commit-ment


• Resources











by September 2015



– –



DILG, PBO, IAU





P150,000.00


PLGU


September 2015

PGO, PADMIN, SP


Copy of Ordinance


PLGU






PLGU





P75,000.00


PLGU







P250,000.00


PLGU


Web Elements


General Mechanism/



Verification (MoV)


Possible Fund

SourceStrengthening and Institution-alization of the SCEIPC

6. Creation of Plantilla Positions for SCEIPC

2016-2018 LEIPU/ PSB/HRMD/PBO/SP

8 Permanent Employees Hired (1 SG-16,1 SG-15, 2 SG-11, 1 SG-9, 2 SG-8, 1 SG-4)

Copy of SP Resolution

*Provision of budget and hiring of personnel may be phased-in until 2018 (e.g. 2-4 positions per year)

PLGU



Web Elements


General Mechanism/



Verification (MoV)


Possible Fund

SourceStrengthening and Institution-alization of the SCEIPC

6. Creation of Plantilla Positions for SCEIPC

2016-2018 LEIPU/ PSB/HRMD/PBO/SP

8 Permanent Employees Hired (1 SG-16,1 SG-15, 2 SG-11, 1 SG-9, 2 SG-8, 1 SG-4)

Copy of SP Resolution

*Provision of budget and hiring of personnel may be phased-in until 2018 (e.g. 2-4 positions per year)

PLGU


IMPLEMENTATION PLAN: ORGANIZATIONAL SPHERE

Objective: To ensure that effective internal organizational and staffing development systems, procedures and interventions are in place to uphold and sustain a culture of integrity in governance

Web Elements


General Mechanism/ Policy/ Strategy Specific PPAs Timeframe Responsibility

CenterExpected

Results

Means of Verification

(MoV)


Cost

Possible Fund

SourceMainstream-ing Respon-sibility for Integrity Issues

Some confusion still exists as to the specific offices responsible for certain functions on integrity, particularly on the monitoring of compliance to ARTA, Citizens Charter and other related laws. If offices handling integrity issues are existing, these are most often handicapped by inade-quate manpower, incompetent employees, inadequate skills, lo-gistics and resources, as well as unclear policies and guidelines in the performance of functions. These clearly affect account-ability issues among employees. Some of the specific issues are:

• The Internal Audit Unit could not cope with the services required.

• Some integrity functions are performed by multi-tasked employees.

• Delayed submission of the following:

a. Investigation findings by Committees under PGO;

b. Issuance of Decisions; and

c. Submission of Reports by monitoring teams

• Provision of sufficient and capable staff complement (perma-nent employees) and resources

• Offering of retirement package for non-per-forming employees

• Hiring and promotion of competent and effi-cient personnel

1. Provision of Competent Plantilla Com-plement

• Creation of Additional Plantilla Posi-tions for IAU

• Hiring of additional job order employees (2 JOs)at PGO for investiga-tion/ integrity functions

• Retirement Plan for Em-ployees

• Hiring and Promotion of Employees with Track Record of Integrity

August –December 2015

January 2016

Starting January 2016

Regularly conduct-ed

PADMIN-HRMD/HRDD/ PGO/ PBO/ SP/ PSB

Sufficient staff complement

Qualified and highly-capable personnel; Timely submission of reports

SP Resolution approving the budget; HR Records; 201 files

Administrative Investigation Reports; Decisions/ Orders; Monitoring Reports submitted to the Governor

Hiring of 2 Job Orders –

P180,000

Retirement Plan – P30,000

PLGU

PLGU


IMPLEMENTATION PLAN: ORGANIZATIONAL SPHERE

Objective: To ensure that effective internal organizational and staffing development systems, procedures and interventions are in place to uphold and sustain a culture of integrity in governance

Web Elements



CenterExpected

Results


(MoV)


Cost

Possible Fund

SourceMainstream-ing Respon-sibility for Integrity Issues

Some confusion still exists as to the specific offices responsible for certain functions on integrity, particularly on the monitoring of compliance to ARTA, Citizens Charter and other related laws. If offices handling integrity issues are existing, these are most often handicapped by inade-quate manpower, incompetent employees, inadequate skills, lo-gistics and resources, as well as unclear policies and guidelines in the performance of functions. These clearly affect account-ability issues among employees. Some of the specific issues are:

• The Internal Audit Unit could not cope with the services required.

• Some integrity functions are performed by multi-tasked employees.

• Delayed submission of the following:

a. Investigation findings by Committees under PGO;

b. Issuance of Decisions; and

c. Submission of Reports by monitoring teams

• Provision of sufficient and capable staff complement (perma-nent employees) and resources

• Offering of retirement package for non-per-forming employees

• Hiring and promotion of competent and effi-cient personnel

1. Provision of Competent Plantilla Com-plement

• Creation of Additional Plantilla Posi-tions for IAU

• Hiring of additional job order employees (2 JOs)at PGO for investiga-tion/ integrity functions

• Retirement Plan for Em-ployees

• Hiring and Promotion of Employees with Track Record of Integrity

August –December 2015

January 2016

Starting January 2016

Regularly conduct-ed

PADMIN-HRMD/HRDD/ PGO/ PBO/ SP/ PSB

Sufficient staff complement

Qualified and highly-capable personnel; Timely submission of reports

SP Resolution approving the budget; HR Records; 201 files

Administrative Investigation Reports; Decisions/ Orders; Monitoring Reports submitted to the Governor

Hiring of 2 Job Orders –

P180,000

Retirement Plan – P30,000

PLGU

PLGU


Web Elements



CenterExpected

Results


(MoV)


Cost

Possible Fund

SourceProcedure Delay in the procurement pro-

cess which affects the delivery of basic services

Avoid failure of bidding; Sanction erring suppliers/ service-providers

2. Blacklisting of Delinquent Suppliers and Service Providers

Starting June 2015

PGO-BAC/PGSO

Minimal delay in delivery of supplies and services

BAC and PGSO records and logbooks

– –

Unclear policy and guidelines pertaining to documentary requirements and other proce-dures among the COA person-nel, pre-audit staff and claim-ants resulting in weak financial auditing and reporting.

Setting of clear guidelines on documentary require-ments and procedure of compliance and auditing

3. Crafting of Handbook on Checklist of Supporting Documents for Financial Trans-actions (includ-ing Orientation and Distribution of Handbooks to Offices)

July –October 2015

PACCO Minimal return/ disallowed/ suspended accounts

PACCO records and logbooks

P50,000 PLGU

The provincial government has a Citizen’s Charter stipulating therein steps, requirements, and standards of service for each of its service. However, compli-ance and monitoring of com-pliance to these systems and standards remain weak and needs to be innovated. Many employees also lack informa-tion and thorough knowledge of the Citizen’s Charter.

Strengthening of the Cit-izen’s Charter Monitoring Team (CCMT)

4. Reactivation of the Citizen’s Charter Mon-itoring Team (CCMT) and the Monitoring of ARTA Compli-ance

• Drafting of CCMT Manual of Operation


CCMT/ PADMIN

Monitored compliance with the Citizen’s Charter and ARTA

Crafted CCMT Manual for Monitoring

Copy of Monitoring Reports

P30,000/ year PLGU


Web Elements



CenterExpected

Results


(MoV)


Cost

Possible Fund

SourceProcedure Delay in the procurement pro-

cess which affects the delivery of basic services

Avoid failure of bidding; Sanction erring suppliers/ service-providers

2. Blacklisting of Delinquent Suppliers and Service Providers

Starting June 2015

PGO-BAC/PGSO

Minimal delay in delivery of supplies and services

BAC and PGSO records and logbooks

– –

Unclear policy and guidelines pertaining to documentary requirements and other proce-dures among the COA person-nel, pre-audit staff and claim-ants resulting in weak financial auditing and reporting.

Setting of clear guidelines on documentary require-ments and procedure of compliance and auditing

3. Crafting of Handbook on Checklist of Supporting Documents for Financial Trans-actions (includ-ing Orientation and Distribution of Handbooks to Offices)

July –October 2015

PACCO Minimal return/ disallowed/ suspended accounts

PACCO records and logbooks

P50,000 PLGU

The provincial government has a Citizen’s Charter stipulating therein steps, requirements, and standards of service for each of its service. However, compli-ance and monitoring of com-pliance to these systems and standards remain weak and needs to be innovated. Many employees also lack informa-tion and thorough knowledge of the Citizen’s Charter.

Strengthening of the Cit-izen’s Charter Monitoring Team (CCMT)

4. Reactivation of the Citizen’s Charter Mon-itoring Team (CCMT) and the Monitoring of ARTA Compli-ance

• Drafting of CCMT Manual of Operation


CCMT/ PADMIN

Monitored compliance with the Citizen’s Charter and ARTA

Crafted CCMT Manual for Monitoring

Copy of Monitoring Reports

P30,000/ year PLGU


Web Elements



CenterExpected

Results


(MoV)


Cost

Possible Fund

SourceStaff Devel-opment

While policies and procedures necessary to ascertain that em-ployees perform their functions to the highest level of ethical standards are in place, infor-mation and understanding of employees on these laws and policies need to be enhanced through intensified IEC cam-paign such as conduct of orien-tations and provision of copies of the laws and policies. Further, there is a need to strengthen compliance of employees to laws and policies that would increase public trust on public servants through strategies that would motivate employees to always uphold the highest ethical standards expected of them such as embodying the values of honesty, simplicity, accountability, competency and integrity.

Development of an assess-ment tool to assess level of integrity compliance of employees as a support mechanism for the policy of hiring, promoting and providing incentives to employees with track record of integrity


July – October 2015

PADMIN-HRDD

Developed and administered Integrity Self-Assessment Tool for Employees (ISAT-E)

ISAT-E Survey Form

P172,000 (for the design/ development / development of software and piloting phase)

PLGU

Project I4J can provide psychol-ogists to help de-sign/de-velop the evaluation tool

Establishment of incentive mechanism and recogni-tion strategies for employ-ees and business establish-ments with track record of integrity

6. Evaluation and Awarding of Dangal ng South Cotaba-to: Employee Integrity Award and Company Integrity Award

• Development of Evaluation Tool

• Evaluation &Awarding

June 2015 – Septem-ber 2016

(to be conduct-ed annual-ly after-wards)

August 2015

Jan.–Sept.2016

PADMIN-HRDD/ HRMD

Model employees and companies on integrity awarded annually during the Integrity Month

Copy of evaluation results; Copy of Program (awarding); Photos

P110,000/year PLGU

Project I4J can provide technical external experts to assist in the devel-opment of the evaluation tool

Ensure the implementation of SPMS

7. Implementation of SPMS and Establishment of Automated Monitoring System of Em-ployees’ Daily Accomplish-ments

2nd Semester of 2015

SPMS-PMT, PPDO, PADMIN

SPMS imple-mented in performance evaluation; daily accom-plishment monitoring system opera-tional

SPMS OPCRs/IPCRs with rating; Printed summary of individual ac-complishment reports

P15,000/year PLGU


Web Elements



CenterExpected

Results


(MoV)


Cost

Possible Fund

SourceStaff Devel-opment

While policies and procedures necessary to ascertain that em-ployees perform their functions to the highest level of ethical standards are in place, infor-mation and understanding of employees on these laws and policies need to be enhanced through intensified IEC cam-paign such as conduct of orien-tations and provision of copies of the laws and policies. Further, there is a need to strengthen compliance of employees to laws and policies that would increase public trust on public servants through strategies that would motivate employees to always uphold the highest ethical standards expected of them such as embodying the values of honesty, simplicity, accountability, competency and integrity.

Development of an assess-ment tool to assess level of integrity compliance of employees as a support mechanism for the policy of hiring, promoting and providing incentives to employees with track record of integrity


July – October 2015

PADMIN-HRDD

Developed and administered Integrity Self-Assessment Tool for Employees (ISAT-E)

ISAT-E Survey Form

P172,000 (for the design/ development / development of software and piloting phase)

PLGU

Project I4J can provide psychol-ogists to help de-sign/de-velop the evaluation tool

Establishment of incentive mechanism and recogni-tion strategies for employ-ees and business establish-ments with track record of integrity

6. Evaluation and Awarding of Dangal ng South Cotaba-to: Employee Integrity Award and Company Integrity Award

• Development of Evaluation Tool

• Evaluation &Awarding

June 2015 – Septem-ber 2016

(to be conduct-ed annual-ly after-wards)

August 2015

Jan.–Sept.2016

PADMIN-HRDD/ HRMD

Model employees and companies on integrity awarded annually during the Integrity Month

Copy of evaluation results; Copy of Program (awarding); Photos

P110,000/year PLGU

Project I4J can provide technical external experts to assist in the devel-opment of the evaluation tool

Ensure the implementation of SPMS

7. Implementation of SPMS and Establishment of Automated Monitoring System of Em-ployees’ Daily Accomplish-ments

2nd Semester of 2015

SPMS-PMT, PPDO, PADMIN

SPMS imple-mented in performance evaluation; daily accom-plishment monitoring system opera-tional

SPMS OPCRs/IPCRs with rating; Printed summary of individual ac-complishment reports

P15,000/year PLGU




Web Elements



CenterExpected

Results


(MoV)


Cost

Possible Fund

Source• Ensure that all employ-

ees are knowledgeable about the undertak-ings embodied in the Citizen’s Charter and that these undertakings are complied with thru regular monitoring. Feedback mechanisms must be fully introduced to clients and properly used to improve service delivery.

• Regular conduct of orientation on RA 6713, RRACCS, ARTA and Citizen’s Charter for employees; Regu-lar monitoring of the implementation of the Citizen’s Charter.

• Help employees to avoid committing ad-ministrative offenses by increasing their aware-ness about the Code of Conduct and Ethical Standards and the sanctions for non-com-pliance

8. Conduct of Ori-entation for All Employees on RA 6713 or the Code of Con-duct and Ethical Standards for Public Officials and Employees, RA 9485 or the Anti-Red Tape Act (ARTA), the Revised Rules on Administrative Cases in the Civil Service (RRACCS), the Citizen’s Charter, & Other Related Laws

May 22, 2015 – October 2, 2015

PADMIN-HRDD/HRMD

Increased awareness by employees on ARTA, RACCS, Citizen’s Charter, Labor Code, Basic Human Rights & Other Laws

Strict compliance with ARTA by all offices

HR records P30,000 PLGU

9. Distribution of RA 6713 and RRACCS Manu-als

May 22 – Oct. 2, 2015

PADMIN-HRMD/HRDD

• Increased awareness by employ-ees on RA 6713 and RRACCS

• Decreased number of administra-tive cases filed

HR records

FFC/AIC/CODI records

P45,000 PLGU



Web Elements



CenterExpected

Results


(MoV)


Cost

Possible Fund






May 22, 2015 – October 2, 2015

PADMIN-HRDD/HRMD





May 22 – Oct. 2, 2015

PADMIN-HRMD/HRDD



HR records


P45,000 PLGU


Web Elements



CenterExpected

Results


(MoV)


Cost

Possible Fund






May 22, 2015 – October 2, 2015

PADMIN-HRDD/HRMD





May 22 – Oct. 2, 2015

PADMIN-HRMD/HRDD



HR records


P45,000 PLGU


IMPLEMENTATION PLAN: DELIVERY SPHERE

Objective: To build and practice a culture of integrity in delivering services and in the formulation, implementation, monitoring and evaluation of government programs and projects

Web Elements



CenterExpected

Results


(MoV)


Cost

Possible Fund

SourceDelivery of Programs and Projects

Generally, there is a need to strengthen existing integrity/anti-red tape/anti-corruption policies, procedures and mecha-nisms in the delivery of services.

In particular, there is an existing Customers’ Feedback Mech-anism but not fully operational and systematic. This includes the mandatory installation of feed-back/suggestion boxes with cus-tomized suggestion forms in all offices of the provincial govern-ment. However, these boxes are often not conspicuous or left for months without being opened. In most cases, these boxes are empty when opened as only very few clients would take the time to fill-out the Suggestion Form.

Strengthen and modify the existing customer feedback mechanisms

1. Modification and Strengthening of the Customers’ Feedback Mecha-nism

• Development of Automated for Customer Feedback System Directly Linked to the Office of the Governor to be Installed in the Integrity E-boards (LED Monitors) in Key Offices

June – October 2015

Citizen’s Charter Monitoring Team (CCMT)/

SPMS-PMT/ PADMIN-HRMD/HRDD / PPDO-ITU / PGSO

• Functional Feedback Mechanism

• Improved employee’s attitude towards the public/clients

• Summary of Feedback/ Comments submitted to the LCE

• MOA be-tween the LCE and the mem-bers of the evaluation committee/EO creating evaluation committee

• Photos of Winners of Periodic Raffle

Software Development:

20,000

Prizes 36,000.00

Touch Screen Control

Monitor with Printer for the Office of the Governor – 30,000.00

Project I4J

PLGU

PLGU-PCF (Perfor-mance

Challenge Fund)

2. Provision of Uniform Table Name Plates for Employees for Increased Account-ability

November 2015

PADMIN –HRMD

Uniform Name Buttons for all employ-ees

Photos P200,000

(P100.00 x 2,000 employ-

ees)

PLGU (per Office)

Methodol-ogy

There is a need to strengthen sys-tems and procedures on project/performance monitoring and evaluation in order to improve delivery of services, increase accountability among public servants in terms of the quality of the services being delivered, avoid sub-standard projects, and arrest corrupt practices in project implementation.

Strengthening of Project Monitoring System

3. Establishment of Computerized/Web-based Project Information and Monitoring System for Funded PPAs

July 2015 – June 2016

PPDO • Improved project imple-mentation &employ-ees’ perfor-mance

• Operational web-based monitoring system

• Trained end-users

• M&E Re-ports and Maps

• Hard-ware with installed application software

Meals and Snacks/ Hard-

ware:

150,000.00

PLGU


IMPLEMENTATION PLAN: DELIVERY SPHERE

Objective: To build and practice a culture of integrity in delivering services and in the formulation, implementation, monitoring and evaluation of government programs and projects

Web Elements



CenterExpected

Results


(MoV)


Cost

Possible Fund

SourceDelivery of Programs and Projects

Generally, there is a need to strengthen existing integrity/anti-red tape/anti-corruption policies, procedures and mecha-nisms in the delivery of services.

In particular, there is an existing Customers’ Feedback Mech-anism but not fully operational and systematic. This includes the mandatory installation of feed-back/suggestion boxes with cus-tomized suggestion forms in all offices of the provincial govern-ment. However, these boxes are often not conspicuous or left for months without being opened. In most cases, these boxes are empty when opened as only very few clients would take the time to fill-out the Suggestion Form.

Strengthen and modify the existing customer feedback mechanisms

1. Modification and Strengthening of the Customers’ Feedback Mecha-nism

• Development of Automated for Customer Feedback System Directly Linked to the Office of the Governor to be Installed in the Integrity E-boards (LED Monitors) in Key Offices

June – October 2015

Citizen’s Charter Monitoring Team (CCMT)/

SPMS-PMT/ PADMIN-HRMD/HRDD / PPDO-ITU / PGSO

• Functional Feedback Mechanism

• Improved employee’s attitude towards the public/clients

• Summary of Feedback/ Comments submitted to the LCE

• MOA be-tween the LCE and the mem-bers of the evaluation committee/EO creating evaluation committee

• Photos of Winners of Periodic Raffle

Software Development:

20,000

Prizes 36,000.00

Touch Screen Control

Monitor with Printer for the Office of the Governor – 30,000.00

Project I4J

PLGU

PLGU-PCF (Perfor-mance

Challenge Fund)

2. Provision of Uniform Table Name Plates for Employees for Increased Account-ability

November 2015

PADMIN –HRMD

Uniform Name Buttons for all employ-ees

Photos P200,000

(P100.00 x 2,000 employ-

ees)

PLGU (per Office)

Methodol-ogy

There is a need to strengthen sys-tems and procedures on project/performance monitoring and evaluation in order to improve delivery of services, increase accountability among public servants in terms of the quality of the services being delivered, avoid sub-standard projects, and arrest corrupt practices in project implementation.

Strengthening of Project Monitoring System

3. Establishment of Computerized/Web-based Project Information and Monitoring System for Funded PPAs

July 2015 – June 2016

PPDO • Improved project imple-mentation &employ-ees’ perfor-mance

• Operational web-based monitoring system

• Trained end-users

• M&E Re-ports and Maps

• Hard-ware with installed application software

Meals and Snacks/ Hard-

ware:

150,000.00

PLGU


Web Elements



CenterExpected

Results


(MoV)


Cost

Possible Fund

SourceResearch and Theo-ry-Building

The existing Management Information System can still be improved by interlinking/inter-connecting all existing systems for more transparency and easier monitoring and access to infor-mation.

There is also a need to intensify IEC-advocacy campaign on the importance of integrity and build-ing a culture of integrity not only within the provincial government but also among the stakeholders from the individual households to the business sector and the civil society in order to gain their support and involvement.

Intensification of IEC-Advocacy Cam-paign on Integrity

4. Installation of IN-TEGRITY E-BOARDs

• Purchase of 1 Outdoor LED Monitor and Smaller Touch-Screen LED Monitors for Key Offices to Serve as Hardware for the Automated Customer Feed-back Mechanism

• Development of Integrity Advoca-cy Video Series on the Theme iSOUTH COTABA-TO

• Launching of the Integrity e-Boards

June 2015 – June 2016

PGO,PPDO-IT, PTO, PGSO

• Improved existing systems and procedures

• Enhanced transpar-ency of transactions

• Installed LED and operational E-BOARD

• CDs of Integrity Advocacy Video Series

Purchase of 1 Outdoor LED Monitor and 12 Indoor LED Touch-screen monitors: P5,000,000

Development of Video Clips on Integrity: P50,000

PLGU- PCF (Perfor-mance Challenge Fund)

Project I4J

Improvement of Man-agement Information System

5. Integration of Exist-ing IT Systems and Development of Other Systems

June – September 2016

PPDO-ITU • Integrated MIS

• Application Software

P60,000 (Hardware)

PLGU

There is no research/study under-taken on the level of public satis-faction on the services extended by the PLGU.

Conduct of Pubic Satisfaction Survey


October – December 2015

PGO/ PADMIN-HRMD/HRDD

Public Satisfaction Survey Result

• Study/Sur-vey Results

Survey Cost 100,000.00

Development of Survey Instrument

PLGU

Project I4J (can provide 10 senior and 10 junior experts to help develop the survey instru-ment)



Web Elements



CenterExpected

Results


(MoV)


Cost

Possible Fund

SourceResearch and Theo-ry-Building

The existing Management Information System can still be improved by interlinking/inter-connecting all existing systems for more transparency and easier monitoring and access to infor-mation.

There is also a need to intensify IEC-advocacy campaign on the importance of integrity and build-ing a culture of integrity not only within the provincial government but also among the stakeholders from the individual households to the business sector and the civil society in order to gain their support and involvement.

Intensification of IEC-Advocacy Cam-paign on Integrity

4. Installation of IN-TEGRITY E-BOARDs

• Purchase of 1 Outdoor LED Monitor and Smaller Touch-Screen LED Monitors for Key Offices to Serve as Hardware for the Automated Customer Feed-back Mechanism

• Development of Integrity Advoca-cy Video Series on the Theme iSOUTH COTABA-TO

• Launching of the Integrity e-Boards

June 2015 – June 2016

PGO,PPDO-IT, PTO, PGSO

• Improved existing systems and procedures

• Enhanced transpar-ency of transactions

• Installed LED and operational E-BOARD

• CDs of Integrity Advocacy Video Series

Purchase of 1 Outdoor LED Monitor and 12 Indoor LED Touch-screen monitors: P5,000,000

Development of Video Clips on Integrity: P50,000

PLGU- PCF (Perfor-mance Challenge Fund)

Project I4J

Improvement of Man-agement Information System

5. Integration of Exist-ing IT Systems and Development of Other Systems

June – September 2016

PPDO-ITU • Integrated MIS

• Application Software

P60,000 (Hardware)

PLGU

There is no research/study under-taken on the level of public satis-faction on the services extended by the PLGU.

Conduct of Pubic Satisfaction Survey


October – December 2015

PGO/ PADMIN-HRMD/HRDD

Public Satisfaction Survey Result

• Study/Sur-vey Results

Survey Cost 100,000.00

Development of Survey Instrument

PLGU

Project I4J (can provide 10 senior and 10 junior experts to help develop the survey instru-ment)


FOR COMMENTS, QUESTIONS AND SUGGESTIONS, CONTACT:

“PARTNERSHIPS FOR INTEGRITY AND JOBS” (PROJECT I4J)Coordination OfficeKonrad-Adenauer-Stiftung5/F Cambridge Center,108 Tordesillas cor. Gallardo Sts.,Salcedo Village, Makati City1227 Philippines

Phone: (632) 819 7530Fax: (632) 893 6198Website: www.euprojecti4j.com


DISCLAIMER: This publication has been produced with the assistance of the European Union. The contents of this publication are the sole responsibility of Project I4J and can in no way be taken to reflect the views of the European Union.