MANUAL OF OPERATIONS - Home - PeaceGovPH€¦ · On the Database Management System (DBMS) Directory Management System (DMS) which contains all OPAPP network of contacts and properly

REPUBLIC OF THE PHILIPPINES Office of the President

OFFICE OF THE PRESIDENTIAL ADVISER ON THE PEACE PROCESS

MANUAL

OF

OPERATIONS

Volume 1

Message of the Presidential Adviser on the Peace ProcessSECRETARY JESUS G. DUREZA

on the Comprehensive OPAPP Business System

Message from the PAPP

Greetings of peace!

At the outset, I congratulate the members of the OPAPP-PAHRDF Core Team for pouring theirvaluable time and untiring efforts in the production of this new Manual of Operations and itscorresponding attached Manual on Database Management.

Finally, OPAPP as an institution can now fulfill its vision of having a Comprehensive BusinessSystem not only to enhance OPAPP operations but to pursue government service orientation that ispeace-promoting and conflict-sensitive, as well as being gender and culture-sensitive.

Proudly, we can announce that this Comprehensive Business System will help us realize aneffective and efficient management and delivery of the agency’s core services, with a dynamic,more proactive, and professional Peace Process office. This new system has enabled us to have animproved Information and Communications Technology Unit and an enhanced Human ResourcesManagement and Development Unit to better handle employee welfare and development.

Another laudable feature of this system is the establishment of a centralized database that willprovide us with the necessary tools for an effective Knowledge Management and Integrationsystem. The database system will offer several functionalities that facilitate knowledge sharingwithin the organization, helping employees to have easy access and use of such informationtechnology tool.

Because of this new centralized database, we can now have a low-cost yet easy-to-access tool toinformation and with applications beneficial to the office and our clients. It will be a user-friendlyand practical means of achieving organizational interconnection through document tracking,directory management, program and project monitoring, geographic mapping and information,human resources welfare and development;, procurement and inventory, and public serviceaccounting.

I salute everyone who has worked hard to pursue this effort towards achieving OPAPP’sorganizational transformation. Cheers and hoorays to the real-life heroes of the Peace Process …the true vanguards of what we aspire most of all: peace in our nation and peace to the rest of theworld.

Mabuhay!

JESUS G. DUREZASecretary

PREFACE Amidst the challenges and complexities of the environment of the peace process vis-à-vis the mandate of the Office of the Presidential Adviser on the Peace Process (OPAPP), the need for a manual of operations that will embody the mechanisms in the implementation of OPAPP’s mandate becomes an exigent concern.

This manual contains the OPAPP comprehensive business system that was developed by a fifteen (15) - member Team composed of OPAPP staff and was called the “Core Team”. The development of this business system was made possible under the auspices of the Australian government through the Philippine Australian Human Resource Development Facility (PAHRDF). The PAHRDF, under its Short-Term Training, has provided support to OPAPP in this undertaking. This training covered four (4) components, namely; 1) Intensive training; 2) Local benchmarking; 3) Coaching and mentoring; and, 4) Implementation workshop. The Core Team undertook the first two components on 5-29 August 2007 at the Phinma Training Center in Tagaytay City, while the remaining two (2) were subsequently pursued over a period of almost three (3) months.

In the development of the OPAPP comprehensive business system, the members of the Core Team were guided by the framework which they themselves developed, following the workplace development objective of the training, that is, peace promoting and conflict sensitive with the end view of providing an efficient and effective management and delivery of its core services as well as developing a “branding” of OPAPP’s work.

The topics discussed in this manual were formulated in close consultation with the Unit Directors of OPAPP to ensure that all matters of utmost importance in their respective units were carefully considered. In summary, the major components of this manual comprising of four (4) chapters are as follows:

On the Organization and its Mandate Mandate, Vision, Mission, and Goals Organizational structure of OPAPP as well as its various Units Job Descriptions On the Operations Program and Project Design and Resource Mobilization which establishes guidelines on the drafting

of a program or project design and on sourcing outside funding for the implementation of a project or design;

Program and Project Implementation and Coordination which enumerates the processes to be observed during the implementation of a project when OPAPP is the implementing agency; when it is the oversight agency; and when it is just a partner agency;

Program and Project Monitoring and Evaluation which provides useful tools for monitoring and evaluating program/project implementation;

Inter-Agency Linkages and Coordination which covers guidelines that will ensure the effective and efficient coordinative work with other agencies/entities;

Technical Reporting and Documentation which provides the parameters on the preparation of technical reports;

Conference, Events, Training, and Consultation Management which covers the guidelines on the

preparatory activities relative to the conduct of conferences, events, trainings and consultations; and, Communications and Business Correspondence which covers the enhanced formats for all

correspondences. On the Database Management System (DBMS) Directory Management System (DMS) which contains all OPAPP network of contacts and properly

categorized for easy tracking of memberships and associations. Human Resource Management System (HRMS) which contains OPAPP personnel-related

information/profiles and welfare concerns. Peace Resources and Initiatives Management System (PRIMS) which contains information con all

OPAPP programs and projects, such as program/project areas, funding and implementing agencies and program/project beneficiaries among others.

Document Tracking and Activity Calendar System (DTACS) which is the enhanced Document Tracking Information System (DTIS). The enhanced DTACS will facilitate fast-tracking of communications and includes an Activity Calendar for easy mapping out of events and activity.

Alleged Political Offenders/Rebel Returnees Management System (APORRMS) which contains all information about individuals incarcerated by virtue of their political orientation or affiliation and former combatants or rebel returnees.

Procurement and Inventory Management System (PIMS) which contains the systems on purchasing, procurement, inventory, and maintenance of office supplies and equipment.

New Government Accounting System (NGAS which contains the basic accounting policies and procedures based on the national government’s accounting system and likewise integrated into the system.

Geographic Information System (GIS) It is worthwhile noting that the creation of a centralized OPAPP DBMS will facilitate faster sharing of knowledge and is seen as a user-friendly and cost effective way of achieving organizational interconnection, connected in a reliable network across organizational boundaries to help improve the flow of information and knowledge in achieving OPAPP’s goals/mandate. The centralized OPAPP DBMS will be integrated into and will support the business systems processes developed and can be accessed through the OPAPP Intranet Content Management System (ICMS). Likewise, the ICMS will be linked to the OPAPP Website.

Complementary to this Operations Manual would be the User’s Guide for each of the above modules/components of the OPAPP DBMS for easy reference of employees.

On the other hand, the Core Team, in the process of developing this manual took cognizance of the need to expand the Finance and Administrative Services Office and recommended to create a Human Resource Management Division (HRMD) that will look into the welfare and well-being of employees. In addition, the Team recommended the creation of an Information Communications and Technology Office (ICTO) that will be responsible in the management, development, maintenance of the database management system. Both recommendations were reflected in the enhanced organizational structure of OPAPP and the same was approved by the Management Committee and Executive Committee in its meeting on 18 September 2007.

Furthermore, the Core Team has set some limitations in the development of this OPAPP Business System. It took consideration only of the PAHRDF Short Term Training required output, specifically the Operations Manual and Database Management System. It did not attempt to reorganize OPAPP nor formulate/introduce new policy guidelines, and whatever recommendations it made were meant to enhance and strengthen inter-office coordination for an empowered OPAPP staff.

The Core Team viewed this OPAPP Business System embodied in this Operations Manual as a work in progress that needs to be regularly reviewed and enhanced to meet the demands of current situations. This manual is not exclusive, that is, it can go beyond any administration that will come in the future. Relative to this, the means to sustain and ensure the efficient and effective implementation of this manual depend on the full support of management as well as the employees.

In ending, the entire members of the Core Team, who worked behind this worthwhile endeavor, regard this OPAPP Business System, which is the product of their hard work, dedication, and commitment, as their legacy to OPAPP. The Core Team also considers this manual of operations as the milestone output of PAHRDF Short Term Training as far as the Core Team is concerned.

The Core Team

ACKNOWLEDGMENT

In coming up with this OPAPP Manual of Operations, the members of the Core Team extendtheir sincere gratitude to the following for their generous and unwavering support: HonorableSecretary Jesus G. Dureza, Undersecretaries Nabil A. Tan and Dimas Pundato, AssistantSecretary for Operations Evelyn M. Daplas, Assistant Secretary for Finance and AdministrationRonald I. Flores, OPAPP Unit Directors and fellow employees.

The members of the Core Team also take exceptional recognition of the Philippine AustralianHuman Resource Development Facility (PAHRDF) for the Short Term Training (STT) whichthey participated in, as PAHRDF’s support and contribution to OPAPP’s peace anddevelopment efforts towards the fulfillment of its mandate under the government’scomprehensive peace process.

Rodante G. Austria Ma. Michelle L. Baclig Oscar B. Bathan

Bien Jonathan C. Felix Mitchel R. Confesor Ernesto Rehuel A. Estonilo

Edsel V. Mijares Bhenaline M. Milahan Allan Roy D. Mordeno

Lydia P. Pascua Nenita L. Quilenderino Dearyll G. Quines

Stella J. Valencia Josefina B. Viana Jefferson M. Ypanto

TABLE OF CONTENTS

Content Page No.

Message from the PAPP i Acknowledgment ii Preface iii Approval Sheet iv Table of Contents

Chapter 1 – Introduction

I. Brief Background of OPAPP

A. The Organization and Its Mandate 1 B. The National Peace Plan 2 C. Vision and Mission Statement 3 D. Core Values 3 E. Organizational Structure 4

Chapter 2 – Functions and Work Descriptions

I. Introduction 6 II. Policy Statements and Structures A. Executive Offices 1. Office of the Secretary 6 2. Office of the Undersecretaries 6 3. Office of the Assistant Secretary for 7 Operations 4. Office of the Assistant Secretary for 7 Finance and Administrative Services

B. Panels/Committees 1. Government Peace Negotiating Panel for 8 Talks with the Moro Islamic Liberation Front 2. Government Peace Negotiating Panel for 8 Talks with the CPP/NPA/NDF

3. Government Peace Negotiating Panel for 8

Talks with the Rebolusyonaryong Partido ng Manggagawa-Mindanao 4. Joint Enforcement Monitoring Committee 8 5. Government of the Republic of the 8 Philippines Monitoring Committee

C. Panel Secretariats 1. GPNP-MILF Secretariat 9 2. GPNP-CNN Secretariat 9 3. General Secretariat 10 D. Operations Units 1. Policy and Program Development Office 11 2. Information Communications and 11 Technology Office 3. Peace Institution and Development Office 12 4. Program Implementation and Monitoring 12 Office 5. Official Development Assistance Support 13

Unit 6. Media and Public Affairs Services 13

7. Mindanao Coordinating and Oversight Office 14 E. Finance and Administrative Services Units 1. Human Resource Management 14 Development Division 2. Administrative Services Unit 15 3. Finance Services Unit 15 F. Positions/Job Descriptions 1. Director IV 16 2. Director III 16 3. Peace Program Officer V 16 4. Peace Program Officer IV 16 5. Peace Program Officer III 16 6. Peace Program Officer II 17 7. Peace Program Officer I 17 8. Executive Assistant V 17 9. Executive Assistant IV 17 10. Executive Assistant III 18 11. Executive Assistant II 18 12. Confidential Assistant II 18 13. Private Secretary II 18 14. Chief, Administrative Officer II 18 15. Administrative Officer V 18 16. Administrative Officer IV 18

17. Administrative Officer III 18

18. Administrative Assistant IV 18 19. Administrative Aide VI 19 20 Administrative Aide IV 19

(Reproduction Machine Operator) 21. Administrative Aide IV (Driver) 19 22. Administrative Aide IV (Utility Worker) 19 23. Administrative Officer V (Supply Officer) 19 24. Administrative Assistant V (Storekeeper) 19 25. Administrative Officer V (HRMO) 19 26. Administrative Officer IV (HRMD) 19 27. Chief Administrative Officer II, 19 Finance Services 28. Administrative Officer V (Budget Officer) 20 29. Budget Officer II 20 30. Budget Assistant 20 31. Administrative Officer V (Internal Audit 20 Officer) 32. Administrative Officer V (Accounting Unit) 20 33. Administrative Officer II (Accounting Unit) 20 34. Administrative Officer V (Cashier III) 20 35. Administrative Officer IV (Cashier II) 20 36. Information Technology Officer 20 37. Information Systems Analyst 20 38. Computer Programmer 20 39. Multimedia Specialist 21 40. Administrative Assistant VI 21

(Computer Maintenance Technologist)

D. OPAPP Internal Committees 1. Executive Committee 21 2. Management Committee 21 3. Bids and Awards Committee 21

4. Program on Awards and Incentive for 21 Service Excellence Committee

5. Personnel Selection Board 21 6. Grievance Committee 21

7. Other Committees 21

Chapter 3 – Policy Guidelines and Procedures

I. Policy and Planning

A. Introduction/Policy and Planning Directions 22 B. Processes and Guidelines 1. Policy Development 22 2. Planning 25

3. Monitoring of the Status of Implementation 27 of the Comprehensive Peace Process

II. Program and Project Design and Resource Mobilization

A. Introduction 29 B. Definition of Terms 29

C. Development of Program/Project Concept 29 D. OPAPP-Level Approval Process 30 E. Development of a Full-Blown Proposal 31 F. Resource Mobilization 32

III. Program and Project Implementation and Coordination A. Introduction 33 B. OPAPP as Implementing Agency 33 C. OPAPP as Oversight Agency 34 D. OPAPP as a Partner Agency 34

IV. Program and Project Monitoring and Evaluation A. Introduction 35 B. Definition of Terms 35 C. Monitoring and Evaluation (M & E) Framework 1. Rationale and Objectives of M & E 35 2. Types of M & E 36 3. Frequency 36 4. Phases of M & E 37 5. Methodologies, Techniques and 38 Approaches in Conducting M & E D. Coordination Mechanisms 1. Pre-M & E 41 2. Actual Monitoring and Evaluation 41 E. Documentation and Preparation of Report

(Post M & E) 1. Important Considerations 42 2. Types of Reports 43 3. Report Structure 44 4. Finalizing the Report 45

V. Inter-Agency Coordination

A. Introduction 46

B. General Guidelines 46

C. Process 46

D. Inter-Agency Coordination Organizational 47

Structure

E. Basic Principles 47

F. Inter-Agency Coordination Checklist 48

VI. Technical Reporting and Documentation A. Introduction 49 B. Types of Technical Reports and Corresponding

Guidelines 1. Accomplishment Report 49 2. Project Completion Report 50 3. Post-Activity/Back-to-Office Report 51 4. Assessment Report 52 5. Completed Staff Work 52 6. Minutes or Highlights of a Meeting 55

VII. Conference and Special Event Organizing and Management

A. Introduction 56 B. Definition of Terms 56 C. Guidelines 1. Planning a Conference or Event 57 2. Preparing a Concept Paper and/or 57 Activity Proposal 3. Process Flow for the Approval of the 57 Concept Paper/Activity Proposal 4. Managing a Conference or Event 58 5. Preparing Checklists 59

VIII. Communications and Business Correspondence

A. Introduction 63

B. Communications Management and Flow 63

C. Standard Templates for External Correspondence/ 65 Communications

D. Standard Templates for Internal Correspondence/ 80 Communications

IX. Information and Communication Technology A. Introduction 84 B. Functions 84

C. Scope 1. Database Management 84 2. Database Administration 84 3. Database Warehousing 84 4. Database Storage 85 5. Software Design 85 6. Systems Management 86 7. Systems Administration 86

D. Centralized OPAPP Database System (CODS) 87 E. Content Management System Team (CMST) 87 F. Database Applications 1. Document Tracking and Activity 87

Calendar System 2. Directory Management System 87 3. Peace Resources and Initiatives 87

Management System 4. Alleged Political Offender/Rebel Returnees 87

Management System 5. Geographic Information System 87 6. Human Resources Management System 87 7. Procurement and Inventory Management 87

System 8. New Government Accounting System 88 X. Human Resource Management A. Introduction 89 B. Personnel Hiring, Management and Promotion 1. Government Policies on Selection 89

of Employees 2. Recruitment and Application Process 89 3. Pre-Employment Requirements 92 4. Employment Requirements 92 5. Appointment Terms and Conditions 93 6. Status of Employment 94 7. Nature of Employment 94 8. Effectivity/Revocation of Employment 96 9. Orientation of Employees 96

10. Classification and Definition of 99 Personnel Movement 11. Policies on Resignation, Termination of 101 Service and Retirement from Service 12. Maintenance and Updating of 105 Qualification Index 13. Personnel Records and Reports 105 C. Employee Welfare and Benefits 1. Employee Compensation Plan 107 2. Rules on Application, Approval, Coverage 110 and Availment of Paid Vacation Leaves, Sick Leaves, Maternity Leave, Paternity Leaves, Other Special Privileges and

Exemptions 3. Rules on Monetization of Leave Credits, 113 Commutation of Leave Credits and Refund of Commuted Leaves 4. Performance Management Evaluation 114

System 5. Merit Incentives and Rewards System 115 6. Grievance Handling Procedures 115 7. Staff Development Program 119 D. Samples of Personnel Records and Reports 120 XI. Administrative Management A. Introduction 135 B. Code of Employee Behavior and Discipline 135 C. Rules on Working Hours and Discipline 146 D. Rules on Official Travels and Entitlement to 148 Travel Expenses E. Guidelines on Traveling to High-Risk Areas 154 F. Rules on Use of Communication Facilities and 154 Services G. Rules on Use of Other Office Facilities and 155 Services H. Office Control and Security Measures 157 I. Rules on Property and Monetary Accountability 158 J. Rules on Procurement 159 K. Rules on Cash Advances 160

XII. Finance Management A. Introduction 162 B. Rules 162 C. Types of Financial Services Forms 162

Chapter 4 Repealing Clause 168

Chapter 5 Effectivity Date 168

Chapter I-Introduction

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Chapter I

INTRODUCTION

I. Brief Background of OPAPP

A. The Organization and Its Mandate

The history of the Office of the Presidential Adviser on the Peace Process (OPAPP) can be traced back to the 1986 People Power Revolution. Since then, the National Government’s peace efforts have evolved over a period of two decades and spanned four presidencies - Aquino, Ramos, Estrada, and Arroyo.

During the Aquino administration, one of its significant efforts to end armed conflict in the country was the issuance on 11 August 1987 of Administrative Order (AO) No. 30, “Defining the Systematic Approach and the Administrative Framework for the Government’s Peace Efforts.” This AO systematized a national approach to the pursuit of peace as an organized process that will involve the mobilization of the various components of Philippine society and the creation of the Office of the Peace Commissioner (OPC). The OPC laid the basic foundations of the current Philippine Peace Process and prepared the grounds towards the peace talks with the different rebel groups.

The year 1992 gave birth to the comprehensive peace process under the Ramos administration. He set the peace efforts of government as a priority agenda of his administration. A most significant decision of the Ramos presidency was the amendment of his previous amnesty proclamation through Proclamation No. 10-A on 28 July 1992, to include the creation of the National Unification Commission (NUC). Likewise, the NUC creation was embodied under Executive Order No. 19 issued on 1 September 1992, “Constituting the National Unification Commission Prescribing its Authority and Functions and for Other Purposes.” The NUC was an ad hoc advisory body tasked to formulate and recommend to the President a viable general amnesty program and peace process that will lead to a just, comprehensive and lasting peace in the country. The recommendations submitted by the NUC to the President in July 1993 became the basis of the formulation of a national peace policy. These recommendations led to President Ramos’ issuance of Executive Order No. 125 on 15 September 1993, “Defining the Approach and Administrative Structure of Government’s Comprehensive Peace Efforts.” EO 125 provided the official policy framework for the Ramos government’s peace efforts and created the Office of the Presidential Adviser on the Peace Process, its support Secretariat, the Peace Panels for the peace talks and Panel Advisers.


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Under the Estrada Administration, EO 125 withstood rough sailing for two-and-a-half years, until President Gloria Macapagal-Arroyo stepped into power after another people power revolution was staged in January 2001, which ousted President Estrada. In line with the present Government’s commitment to the attainment of a just, comprehensive and enduring peace, President Arroyo provided for an enhanced and strengthened OPAPP in one of her very first executive issuances, Executive Order No. 3, “Defining Policy and Administrative Structure for the Government’s Comprehensive Peace Efforts,” issued in February 2001, which became her official peace policy and reaffirmed the Six Paths to Peace, as follows:

1. Pursuit of social, economic and political reforms to address the root causes of internal conflicts;

2. Consensus building and empowerment for peace; 3. Peaceful, negotiated settlement with different rebel groups; 4. Programs for reconciliation, reintegration into mainstream society and rehabilitation; 5. Addressing concerns arising from continuing armed hostilities; and 6. Building and nurturing a climate conducive to peace.

B. The National Peace Plan

To operationalize the Six Paths to Peace, a National Peace Plan (NPP) was formulated through the following five (5) goals: 1. Permanent cessation of hostilities between government and major rebel groups; 2. Conflict-affected areas rehabilitated towards peace and development;

3. Healing and reconciliation among peoples in conflict attained;

4. Peace constituency broadened and citizen’s participation in the peace process

strengthened; and

5. Policy environment conducive to peace created and sustained. These goals are reflected under Chapter 14 (“Legacy Agenda No. 9: A just end to the peace process”) of the Medium-Term Philippine Development Plan (MTPDP) 2005-2010, which provides an official roadmap for the implementation of the Comprehensive Peace Program in line with the new mandate of OPAPP under EO 3.


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C. Vision and Mission Statement

1. Vision

To have an OPAPP working for a just and lasting peace for all Filipinos and contributing towards the attainment of peace among all nations and peoples.

2. Mission Statement

“We, as vanguards of peace, are committed to work for a just and lasting peace for all Filipinos and to promote peace among all nations and peoples. We pursue active non-violent endeavors, adhere to truth and justice, as well as respect diversity and uniqueness of others, keeping in heart and mind that public service is a public trust. We lead the country’s efforts in community-based, holistic, participatory, peace-promoting and conflict-sensitive interventions. We are OPAPP.”

D. Core Values

The OPAPP embraces and reflects the following core values in the performance of its mandate: 1. Active non-violence; 2. Public service is a public trust (characterized by creativity, innovativeness,

excellence, honesty and integrity); 3. Adherence to truth and justice; and 4. Respect for diversity and uniqueness of others (that is, equality and fairness

towards all).


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E. Organizational Structure

The enhanced Organizational Structure of OPAPP was approved by the Executive Committee on 18 September 2007.

List of Acronyms

PAPP Presidential Adviser on the Peace Process DPAPP Deputy Presidential Adviser on the Peace Process USec Undersecretary GPNP-CNN Government Peace Negotiating Panel for Talks with the Communist Party of the

Philippines/National Democratic Front/New People’s Army GPNP-MILF Government Peace Negotiating Panel for Talks with the Moro Islamic

Liberation Front GPNP-RPMM Government Peace Negotiating Panel for Talks with the Rebolusyonaryong

Partido ng Manggagawa – Mindanao GRP-JEMC Government of the Republic of the Philippines - Joint Enforcement Monitoring

Committee


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GRP-MC Government of the Republic of the Philippines – Monitoring Committee ASec Assistant Secretary HRMD Human Resource Management Division ICTO Information and Communications Technology Office PPDO Policy and Program Development Office PIDO Peace Institutions Development Office PIMO Program Implementation and Monitoring Office ODASU Official Development Assistance Support Unit MPAS Media and Public Affairs Service MCOO Mindanao Coordinating and Oversight Office GPNP-CNN Secretariat Government Peace Negotiating Panel for Talks with the Communist Party of the

Philippines/National Democratic Front/New People’s Army Secretariat GPNP-MILF Secretariat Government Peace Negotiating Panel for Talks with the Moro Islamic

Liberation Front Secretariat GenSec General Secretariat HRMD Human Resource Management Division ICTO Information and Communications Technology Office MCOO Mindanao Coordinating and Oversight Office MPAO Media and Public Affairs Office ODASU Official Development Assistance Support Unit PAPP Presidential Adviser on the Peace Process PIDO Peace Institutions Development Office PIMO Program Implementation and Monitoring Office PPDO Programs and Policy Development Office

Chapter II – Functions and Work Descriptions: Introduction/Policy Statements/Unit Structures/Work Descriptions

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Chapter II

FUNCTIONS AND WORK DESCRIPTIONS I. Introduction

The Office of the Presidential Adviser on the Peace Process (OPAPP) comprises the following offices: Executive; Panel Secretariats; Operations; and Finance/Administrative.

II. Policy Statements and Structures

A. Executive Offices

1. Office of the Secretary (OSec) – provides the overall management, direction, and supervision of the government’s comprehensive peace process.

2. Offices of the Undersecretaries (OUSec) - provide the necessary assistance and support to the Secretary/PAPP in the attainment of OPAPP’s mandate.


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3. Office of the Assistant Secretary for Operations (ASec-Operations) -

provides the necessary technical support to the Secretary and Undersecretaries.

4. Office of the Assistant Secretary for Finance and Administrative Services

(ASec-FAS) - provides financial and administrative support to all units/offices in the performance of their respective functions:

Note: The specific structures of the above offices are shown in the succeeding pages.


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B. Panels/Committees

1. Government Peace Negotiating Panel for Talks with the Moro Islamic Liberation

Movement (GPNP-MILF) - acts as the official emissary of the President in the conduct of negotiations, dialogues, and face-to-face discussions with the MILF. It is primarily tasked with the continuation of the peace talks and conclusion of the final peace agreement with the MILF.

2. Government Peace Negotiating Panel for Talks with the CPP/NPA/NDF (GPNP-

CNN) - acts as the official emissary of the President in the conduct of negotiations, dialogues, and face-to-face discussions with the CNN. It is primarily tasked with the continuation of the peace talks and conclusion of the final peace agreement with the CNN.

3. Government Peace Negotiating Panel for Talks with the Rebolusyonaryong Partido ng Manggagawa-Mindanao (GPNP-RPMM) - acts as the official emissary of the President in the conduct of negotiations, dialogues, and face-to-face discussions with the RPM-M.

4. Joint Enforcement Monitoring Committee (JEMC) - supervises and monitors the implementation of the peace agreement signed between the GRP and the Rebolusyonaryong Partido ng Manggagawa ng Pilipinas/Revolutionary Proletarian Army/Alex Boncayao Brigade (RPMP/RPA/ABB). Two representatives from the GRP sit in the JEMC, together with representatives from the RPMP/RPA/ABB and the civil society.

5. Government of the Republic of the Philippines Monitoring Committee (GRP-

MC) - monitors the implementation of the Comprehensive Agreement on Respect for Human Rights and International Humanitarian Law (CARHRIHL) and operates under the supervision of the GPNP-CNN. The GRP-MC was created by virtue of EO No. 404 dated January 24, 2007.


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C. Panel Secretariats

1. GPNP-MILF Secretariat - provides the necessary technical and secretariat services to GPNP-MILF in pursuit of its mandate.

2. GPNP-CNN Secretariat - The GPNP-CNN Secretariat provides the necessary

technical and secretariat services to GPNP-CNN in pursuit of its mandate.


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3. General Secretariat (GenSec) – provides the necessary technical and secretariat services to the GPNP-RPMM and the JEMC in pursuit of their mandates.


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D. Operations Units

1. Policy and Programs Development Office (PPDO) – formulates, recommends, monitors, and evaluates policies and programs, including a peace legislative agenda, to ensure and sustain an environment conducive to peace, and the effective and efficient implementation of the comprehensive peace process.

2. Information Communications and Technology Office (ICTO) – develops, manages, and maintains information systems and the supporting technology infrastructure, particularly client-server applications. It also provides the necessary computer-related technical support and user training to all units/offices.


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3. Peace Institution and Development Office (PIDO) - leads in the institutionalization and strengthening of sub-national and community-based conflict prevention, conflict resolution, peace advocacy, and rehabilitation and development efforts in conflict-affected areas.

4. Program Implementation and Monitoring Office (PIMO) - coordinates the implementation of programs and projects aimed at addressing the socio-economic reintegration needs of former rebels as well as supervises and monitors the implementation of the various key provisions of the signed peace agreements between the government and the rebel groups, in particular, with the Moro National Liberation Front (MNLF) and the Communist People’s Liberation Army (CPLA).


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5. Official Development Assistance Support Unit (ODASU) – serves as the catalyst

in strengthening mechanisms and mobilizing assistance from the donor community for the provision of services supportive of the government’s comprehensive peace process.

6. Media and Public Affairs Services (MPAS) – promotes the comprehensive peace process through intensified strategic advocacy and information dissemination initiatives, anchored on the following strategies: Publicity and Media Information Management, Social Marketing, Information-Education-Communication (IEC), and Media Networking.


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7. Mindanao Coordinating and Oversight Office (MCOO) – serves as the

monitoring and coordinating office of OPAPP in Mindanao, particularly in the areas of information dissemination on OPAPP’s peace polices and programs and establishing a network with the Presidential Assistant’s Offices and the Mindanao Economic and Development Council (MEDCO) on peace and development issues and their respective programs/projects in Mindanao.

E. Finance and Administrative Services (FAS) Units

1. Human Resource Management Division (HRMD) – handles the recruitment and selection of personnel; development of employees’ benefits/incentives programs; implementation of the Alternative Dispute Resolution mechanism; staff development and training; performance evaluation; and career development.


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2. Administrative Services Division - ensures the effective implementation of government administrative laws, policies, programs, and rules and regulations covering the areas of procurement, supplies/inventory management, and general services.

3. Finance Services Unit - ensures the strict implementation of the national

government accounting system vis-à-vis auditing rules and regulations for the effective and efficient management and disbursement of government funds.


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F. Positions/Job Descriptions

1. Director IV - heads an operations unit. He/she is responsible for the attainment

of the unit’s mandate vis-à-vis that of OPAPP’s. This includes all aspects of management and supervision in terms of producing deliverables based on set targets. He/she submits progress reports and updates to the PAPP, through proper channels, on the implementation of all programs and projects; formulates policies and strategies; prepares plans and programs in pursuit of the peace agenda; and ensures effective and efficient staff performance.

2. Director III - heads a support unit. He/she is responsible for the attainment of

the unit’s mandate vis-à-vis that of OPAPP’s. This includes all aspects of management and supervision in terms of producing deliverables based on set targets. He/she submits progress reports and updates to the PAPP, through proper channels, on the implementation of all programs and projects; formulates policies and strategies; prepares plans and programs in pursuit of the peace agenda; and ensures effective and efficient staff performance.

3. Peace Program Officer (PPO) V - assists the Director in the over-all supervision

of the Unit in terms of technical and administrative matters. He/she also performs the following tasks:

a. development and formulation of policies, programs, plans, strategies, and

projects in line with the function of the Unit; b. review of all reports/documents prepared by PPO IV and other technical

staff; c. supervision on the performance of duties and responsibilities of the staff

under him/her within the Unit; and d. submission of regular updates to the Unit Director on individual staff work

assignments. 4. Peace Program Officer (PPO) IV - reports to the Unit Director through the PPO

V and assists the latter in achieving the Unit’s performance targets. In coordination with PPO III, PPO II, and PPO I, the PPO IV also performs and provides assistance on the following: a. formulation of policies and programs relative to the Unit’s function; b. planning and implementation of Unit’s projects and activities; c. coordination with concerned government agencies, non-government

organizations, civil society organizations, peoples’ organizations, academe, other peace partners, and stakeholders; and

d. preparation of technical reports and other correspondences.

5. Peace Program Officer (PPO) III - reports to the Unit Director through the PPO

V on matters pertaining to his/her specific assignment. In coordination with PPO IV, PPO II and PPO I, the PPO III also performs and provides assistance on the following:


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a. research work needed for the formulation of policies and programs relative to the Unit’s function;

b. planning and implementation of Unit’s projects and activities; c. coordination with concerned government agencies, non-government

organizations, civil society organizations, peoples’ organizations, academe, other peace partners, and stakeholders; and

d. preparation of technical reports and other correspondences. 6. Peace Program Officer (PPO) II - reports to the Unit Director through the PPO

V on matters pertaining to his/her specific assignment. In coordination with PPO IV, PPO III and PPO I, the PPO II also provides assistance on the following:

a. research work needed for the formulation of policies and programs relative to

the Unit’s function; b. planning and implementation of Unit’s projects and activities; c. coordination with concerned government agencies, non-government

organizations, civil society organizations, peoples’ organizations, academe, other peace partners, and stakeholders;

d. preparation of technical reports and other correspondences; and e. maintenance of an efficient filing system of records/documents of the Unit to

ensure easy retrieval of required information. 7. Peace Program Officer (PPO) I - reports to the Unit Director through the PPO V

on matters pertaining to his/her specific assignment. In coordination with PPO IV, PPO III and PPO II, the PPO I also provides assistance on the following: a. planning and implementation of Unit’s projects and activities; b. coordination with concerned government agencies, non-government

organizations, civil society organizations, peoples’ organizations, academe, other peace partners, and stakeholders;

c. preparation of technical reports and other correspondences; and d. maintenance of an efficient filing system of records/documents of the Unit to

ensure easy retrieval of required information.

8. Executive Assistant (EA) V - acts as the Head Executive Assistant to the PAPP. He/she is responsible for the overall management and supervision of the OSec, particularly in the implementation of its activities and concerns. The HEA also performs the following: a. review and assessment of communications received by the OSec; b. preparation of daily updates to the Secretary and relay of

instructions/feedbacks from the PAPP to the concerned Units; c. preparation of correspondences for the PAPP; d. coordination with the technical and administrative staff on the requirements

of the Office; e. handling of the schedules/appointments of the PAPP; and f. management of the PAPP’s official activities.

9. Executive Assistant (EA) IV - oversees the schedules and appointments of

OPAPP senior officials, as well as ensures the maintenance of documents and materials of the office.


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10. Executive Assistant (EA) III - acts as the technical staff of the official/Unit

Head. He/she also handles queries and responds to the concerns of the office’s visitors; monitors and maintains the incoming and outgoing documents; and assists in the preparation of correspondences for the official/Unit Head.

11. Executive Assistant (EA) II - assists the EA III in monitoring the incoming and

outgoing documents, and handles the logistical and other administrative requirements of the Unit.

12. Confidential Assistant II – performs special tasks/concerns for the senior

official. 13. Private Secretary II - provides secretariat support to the Unit Director, which

includes keeping of schedules/appointments; handling of official calls; and drafting of communications. He/she also maintains an efficient filing system for easy retrieval of information.

14. Chief, Administrative Officer II – implements government administrative

policies and issuances, and formulates internal guidelines. He/she also supervises administrative (personnel management, staff development, and general services requirements) and financial matters (budget, accounting, and cashiering).

15. Administrative Officer V - assists the FAS Chief, in coordination with

Administrative Officers IV and III, in planning, coordinating, and implementing government administrative laws, policies, programs, rules, and regulations. He/she also coordinates with all Unit Heads in the conduct of performance appraisals, and in the preparation of the annual performance appraisal reports for submission to the Civil Service Commission (CSC).

16. Administrative Officer IV - assists the Chief Administrative Officer through the

Administrative Officer V in planning, coordinating, and implementing government administrative laws, policies, programs, rules, and regulations. He/she also prepares contracts of employment and memoranda/office orders/ communications relative to administrative matters.

17. Administrative Officer III - assists the Chief Administrative Officer through the

Administrative Officer V in planning, coordinating, and implementing government administrative laws, policies, programs, rules, and regulations. The Administrative Officer III assigned to each OPAPP Unit performs the following:

a. monitoring of attendance of all personnel; b. preparation of monthly reports on absences and tardiness; c. assistance to the Unit Head in the implementation of administrative rules and

regulations; and d. tasks of a Special Disbursing Officer (SDO).

18. Administrative Assistant IV - maintains an efficient filing system for easy

retrieval of information. He/she also monitors the incoming and outgoing documents, coordinates with other OPAPP Units, and handles the logistical and administrative requirements of the Unit.


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19. Administrative Aide VI - maintains an efficient filing system for easy retrieval of

information, monitors incoming and outgoing documents, and handles the logistical and administrative requirements of the Unit.

20. Administrative Aide IV (Reproduction Machine Operator) – handles the

reproduction, photocopying, and mimeographing of documents, reports, and other printed communications of the Unit. He/she also ensures that all copiers and mimeographing machines are regularly maintained and securely kept.

21. Administrative Aide IV (Driver) - chauffeurs the Unit Head and maintains the

service vehicle. He/she prepares trip tickets on all official travels, as well as assists in the delivery of official correspondences and documents to concerned offices.

22. Administrative Aide IV (Utility Worker) - ensures cleanliness and orderliness of

office premises and provides logistical assistance during meetings. He/she also assists in the reproduction and mimeographing of office documents and in performing messengerial and other related work.

23. Administrative Officer V (Supplies Officer) - acts as the properties and supplies

custodian of the Office, which involves storekeeping, acquisition and issuance of inventories, and preparation of regular stock position report. He/she also acts as both the purchasing officer and inspection officer, handles the maintenance and repair of office equipment, and facilitates the upkeep of motor vehicles.

24. Administrative Assistant IV (Storekeeper) - assists the Administrative Officer V

(Supplies Officer) in the supervision, storekeeping, issuance of and inventories of supplies and equipment. He/she also reviews specifications of all requisitions, as well as ensures the availability of stocks.

25. Administrative Officer V (HRMO) – acts as the Chief Human Resource

Management Officer (HRMO), who supervises the Human Resource Management Division (HRMD). He/she also performs the following:

a. recruitment, selection, and placement of personnel; b. development and administration of comprehensive staff development

programs; and c. liaising with concerned government agencies relative to employees concerns.

26. Administrative Officer IV (HRMD) - assists the Chief HRMO in all activities

related to personnel management and development. 27. Chief, Administrative Officer (CAO) II, Finance Services - assists the FAS

ASec. in the supervision of the day-to-day activities of the Finance Division, which includes the review of disbursement documents (i.e. project/program proposals and other expenditures), certifies the availability of funds, prepares financial reports for submission to concerned government agencies, and supervises budget preparation.


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28. Administrative Officer V (Budget Officer) – assists the CAO II, Finance Services in performing tasks related to budgetary and financial matters, prepares financial statements for submission to concerned government agencies, and handles the bookkeeping requirements.

29. Budget Officer II - assists the Budget Officer in performing tasks related to

budgetary matters, including the monitoring of budget releases/allotments. 30. Budget Assistant - assists the Budget Officer II in the preparation of annual

budget and in monitoring budget releases/allotments and maintains an efficient budget filing system.

31. Administrative Officer V (Internal Audit Officer) - pre-audits disbursement

documents, such as vouchers and purchase orders and conducts program/project audits. He/she monitors and records status of cash advances and liquidations in the books of accounts, as well as assists in the processing of disbursement documents.

32. Administrative Officer V (Accounting Unit) - assists in the conduct of

program/project audits. He/she is also responsible for the preparation, remittances, and filing of income taxes withheld on all financial transactions, as well as handles the preparation of bank reconciliation statements and other related financial reports.

33. Administrative Officer II (Accounting Unit) - processes disbursement

documents and records of accounting transactions and budget allocations in the books of accounts, as well as prepares of financial reports.

34. Administrative Officer V (Cashier III) – handles the custody, receipt, and

disbursement of funds, acts as the controller of the petty cash fund servicing all units, prepares financial reports/statements relative to all fund disbursements for submission to concerned government agencies.

35. Administrative Officer IV (Cashier II) - assists the Cashier III in the day-to-day

operations of the unit, especially on check releases and payroll disbursements. He/she handles cash collections/receipts and prepares financial reports.

36. Information Technology Officer (ITO) – heads the Information and

Communications Technology Office (ICTO). He/she manages the development and maintenance of OPAPP’s information systems and the supporting technology infrastructure.

37. Information Systems Analyst – performs the systems analysis, design, and

development of IT solutions for OPAPP. He/she also assists the ITO in the development of the information infrastructure, as well as performs research work in search of new trends/updates relative to computer technology.

38. Computer Programmer – performs the software programming requirements of

OPAPP, as well as provides computer-related technical support and user training to all Units.


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39. Multimedia Specialist – creates the various digital audio/visual content needs of OPAPP.

40. Administrative Assistant VI (Computer Maintenance Technologist) – handles

the installation, assembly and set-up of computer hardware, and of the regular maintenance of all office computers.

G. OPAPP Internal Committees

1. Executive Committee (ExeCom) – composed of senior-level officials (Secretary, Undersecretaries, and Assistant Secretaries) providing guidance on policy direction and overall operations of OPAPP.

2. Management Committee (ManCom) – composed of mid-level managers/Unit Heads (Directors)/Chiefs responsible for the harmonized planning, implementation, and monitoring of all OPAPP peace and development initiatives. The ManCom recommends and executes policies as approved by the ExeCom.

3. Bids and Awards Committee (BAC) – composed of four (4) members: one (1)

Chair; one (1) Secretary; and two (2) members. It was created in line with the National Government’s policy that procurement of equipment and supplies by all government offices be competitive and transparent.

4. Program on Awards and Incentive for Service Excellence (PRAISE)

Committee – composed of seven (7) members and headed by a Chairperson created pursuant to the Revised Policies on Employee Suggestion and Incentive Awards System (ESIAS) provided under Civil Service Commission (CSC) Resolution No. 01-0112 and CSC Memorandum Circular No. 01, s.2201.

It ensures that productivity, innovative ideas, suggestions, and exemplary behavior are identified, considered, managed, and implemented on a continuing basis to cover employees at all levels.

5. Personnel Selection Board (PSB) – composed of four (4) members and a Chairperson responsible in assessing and recommending candidates for appointment and promotion.

6. Grievance Committee – composed of the highest official responsible for Human Resource Management (HRM), who acts as a Chairperson; two (2) Unit Heads or their equivalent positions; and two (2) members from the rank-and-file. This is established as a machinery to address grievance between or among government officials and employees.

7. Other Committees – created for special activities that function for a limited period of time (i.e. technical working groups and committees for special events) to facilitate groundwork preparations in the conduct of a particular activity.

Chapter III-Policy Guidelines and Procedure: Section I/Policy and Planning

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Chapter III

POLICY GUIDELINES AND PROCEDURES

I. Policy and Planning

A. Introduction/Policy and Planning Directions

The National Peace Policy provides the overall direction for the Office of the Presidential Adviser on the Peace Process (OPAPP). It also defines the functions and responsibilities of the Presidential Adviser on the Peace Process (dated 25 August 1993): 1. Recommend to the President policies and programs to ensure the implementation

of the Comprehensive Peace Process; 2. Coordinate the functions and activities of bodies created to implement various

components of the Comprehensive Peace process; 3. Report to the President on the progress of the implementation of the NUC

recommendations; 4. Request the assistance of government departments and agencies for the efficient

and effective implementation of the Comprehensive Peace Process; and 5. Perform other functions and exercise other powers assigned or delegated to him

by the President. To operationalize the National Peace Policy, a National Peace Plan is deemed necessary to effectively implement the comprehensive peace process. The current National Peace Plan was approved by the Cabinet in September 2004 and was adopted in Chapter 14, “National Harmony: The Peace Process,” of the Medium-Term Philippine Development Plan 2004-2010.

B. Processes and Guidelines

1. Policy Development - involves the development/enhancement of the peace

policies and the government structures created under Policy Development for managing the mandated peace process. It also covers the development of enabling policies that mandate specific guidelines or enables the implementation of the different components and programs defined by the national peace policy, as follows:

a. Policy Research – involves the formulation of a Peace Research Agenda

primarily aimed towards understanding the causes of violence and to find ways to address them. It is meant to extract and provide information on the peace environment to facilitate peace and conflict analysis and policy agenda formulation.

Though policy-related research is the primary consideration of the Policy and Programs Development Office (PPDO), policy research may be undertaken by other units concerned with specific policy issues on the peace process or jointly undertaken by the PPDO or commissioned by the


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PPDO to other research organizations/ individuals. Proposals for policy research are submitted to the PPDO for review and comments, and eventual endorsement to concerned OPAPP officials for approval and funding.

Findings of completed policy research either by OPAPP staff or individual or organization commissioned by OPAPP to conduct said research are presented to the ManCom. A copy of the completed policy research is provided to the PPDO which is responsible in ensuring that the findings of a completed policy research are presented to OPAPP officials and staff.

Cognizant of the rich literature on peace efforts in other countries, the PPDO monitors policy research development in other countries and disseminate such information in OPAPP. The PPDO regularly disseminates the summary write-up to the different OPAPP Units, for posting in the OPAPP website after approval of the concerned officials. The following are the sub-processes involved in policy research:

Peace Policy database development and updating which covers the

following:

inventory of peace policies – refers to the periodic review and evaluation of peace policies in order to determine their effectiveness and relevance; and

statistics on policy indicators – refers to the development of accountability mechanisms (including the selection of evaluation methods and performance measures) and methods to measure results and determine accountability against publicly stated objectives; and the comparative performance of peace policies implemented in other countries.

Environmental scanning/situational analysis which involves the

following:

anticipation of emerging policy issues; identification of unanticipated side effects of proposed policy; understanding emerging trends and crossover effects of policies; support accountability (oversight and evaluation); and identification and involvement of stakeholders, beneficiaries, and

expectation groups.

This sub-process also includes the generation of situational analysis reports and identification of policy issues, gaps, opportunities, and challenges.

Conduct of strategic/special research studies which includes:

formulation of policy agenda/recommendations, particularly

legislative agenda;


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development and publication of knowledge products; development of research proposals; and peace policy research on peace efforts in other countries.

Conduct of Policy Dialogues/Fora/Round Table Discussions/Focus

Group Discussions within OPAPP and with other government agencies and civil society groups - the PPDO is also responsible for inviting experts on the peace process, both local and foreign, to make presentations to OPAPP on their research studies.

Maintenance of a Peace Resource Center - refers to the management of

a centralized repository of peace information, library, peace publications, and OPAPP archived materials, to aid peace research, peace research agenda formulation, and maintain institutional memory.

The information and reading materials at the Library and Archives are stored and accessed through a catalogue system containing the following information:

Subject Title Author Publisher Brief Description Type of document No. of documents by title No. of documents by subject No. of documents by type Code No. Client name OPAPP Unit/agency/institution Contact No. Date loaned Due date Date returned

b. Policy Formulation - involves the crafting of policy statements and

recommendations arising from a policy research and the formulation of an overall strategic plan towards its implementation.

The PPDO is responsible for the policy formulation task (i.e. deriving the policy recommendations or formulating the policy statements from the various completed research proposals). The said policy formulation highlights the implications of the policy recommendations to the current peace work of OPAPP in the form of a policy brief. The policy brief is regularly submitted to the members of the ManCom and ExeCom to update them on the latest policy peace initiatives. These policy briefs are posted in the OPAPP website after approval by concerned officials.


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Proposed Policies/Policies Developed – undergo the following steps: identification of issues or concerns and determination of their

parameters; problem analysis and assessment of opportunities, including the

analysis and identification of causes and effects, as well as the identification of key actors and partners concerned (Government agencies, civil society groups and international organizations, when necessary);

development of a set of rationales for and approach to government intervention (First, it is decided whether or not government should address an issue or problem. Based on positive determination, it is decided how government should be involved); and

development of a set of policy goals and objectives to provide the framework for specific actions or interventions (programs or activities).

c. Policy Advocacy – geared towards generating the approval and adoption of

policy recommendations by the decision-makers.

The PPDO undertakes the overall responsibility for the advocacy work. It also provides a reference or briefing material on the policy being advocated, which serves as the basis of the messages to be developed by the Media and Public Affairs Service (MPAS) for the various media outlets and the general public. Policy advocacy is undertaken at various levels (national, regional, and provincial) through the conduct of the following activities:

inter-agency meetings/conferences; multi-sectoral fora; public fora; and information dissemination.

d. Policy Monitoring and Evaluation - involves the process by which

performance is measured to see the effectiveness of the policies and in tracking the status of policy implementation and impact assessment.

This process requires the following outputs:

reports on the status of implementation of policies; and impact evaluation of policies.

2. Planning – The PPDO leads the formulation and updating of the National

Peace Plan (NPP) which contains the following: assessment of the implementation of the peace process; goals and objectives of the peace process; strategies; targets; and


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programs, projects, and activities.

The PAPP convenes an inter-agency technical working group (TWG) in the formulation and assessment of the NPP. The PPDO provides secretariat support to the said TWG. The broad strands to consider in planning are:

Internal/External Assessment: An analysis and evaluation of internal and

external data and factors that affect the organization and the issue or problem that is being addressed.

Foresight: Systematic identification, monitoring and analysis of long-term

trends and issues that are likely to affect the organization’s future environment and examine their implications on the organization.

Issue Analysis: An identification and analysis of strategic issues, problems

or concerns of critical importance to the organization and its beneficiaries, stakeholders, and other concerned groups, by:

determining the desired outcomes or solution; formulating the general end purposes towards which effort is directed; identification of specific, measurable targets for accomplishment; and crafting of methods used to accomplish goals and objectives.

The planning function is guided by the National Peace Plan and carried out on different levels, as follows:

Strategic Planning

A strategic planning activity is conducted at the agency level shortly after a change in the administration in government. This is necessary to provide a comprehensive assessment of the implementation of the Comprehensive Peace Process and evaluate its gains; determine the future directions vis-à-vis the priorities of the new administration; and set the targets for the administration’s doables. In strategic planning, the following details are considered and identified within an agreed timeframe of its implementation:

outcome/goal; strategies; activities/programs; actual accomplishments; agencies involved; previous measurable outputs/targets; and revised measurable outputs/targets.


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Annual Planning

All Units formulate their respective plans for the annual planning of OPAPP vis-à-vis the implementation of the National Peace Plan in the beginning of the fiscal year for submission to, not later than 30 days, and review of PPDO. The steps at this sub-process are:

A memorandum from the OSec is issued, instructing the various

OPAPP Units to formulate their respective plans. A Strategic Planning Workshop is scheduled at the start of the year for

a presentation and integration of the draft annual Unit plans. The Unit plans take into consideration the necessary aspects for its

implementation. Thus, the Unit plan contains the following:

- name of OPAPP Unit; - analysis of the situation and statement of the problem; - proposed activities to be pursued to address the problem; - identification of beneficiaries, as well as stakeholders and

implementing partners; - expected output per proposed activity; - work schedule/time frame; - resource requirements (internal allotment, funding generated from

external resources, personnel); and - reporting mechanism/ date of submission of progress/

accomplishment reports.

Consolidation of Unit Plans and Approval by the ExeCom

The PPDO consolidates the plans from various OPAPP Units within 15 days from date of conduct of annual planning, then submits the consolidated plan to ManCom for review and recommendation to the ExeCom. Upon ExeCom’s approval, the PPDO publishes and circulates the approved consolidated plan within OPAPP.

3. Monitoring of the Status of Implementation of the Comprehensive Peace

Process – involves processes at different levels in monitoring the implementation of the Comprehensive Peace Process. These are:

a. Monitoring of the overall implementation of the Comprehensive Peace

Process and the National Peace Plan in achieving organizational goals. b. Annual/Semi-annual assessment of the implementation of programs in

relation to the targets set the previous year. c. Quarterly assessment of the implementation of programs in relation to the

targets set for the year.


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The following are the activities for each of the abovementioned levels in monitoring:

Submission of the following information by the various OPAPP Units:

name of Unit involved; general goal; specific strategy; broad activities or actual accomplishments for a specific given

time/period; agencies involved; previous measurable outputs/targets; and revised measurable outputs/targets.

Consolidation and review of Unit inputs, and initial formulation of

recommendations by PPDO for presentation to the ManCom Review of consolidated status report and finalization of the

recommendations by ManCom for submission to the ExeCom

Review of status report and approval of recommendations by the ExeCom

d. Quarterly assessment of the OPAPP Physical Report of Operation as

mandated by the Department of Budget and Management (DBM) for compliance by all government agencies. This entails the following activities:

Submission of data by the various OPAPP Units on:

name of the Unit involved; identification of Major Final Outcome (MFO); specific strategy; broad activities or programs to address a specific component of the

MFO; identification of performance measures by program; identification of physical target by program; actual accomplishments for a specific given time/period by

program; identification of variance on target vis-à-vis actual implementation; remarks to provide justification for discrepancies in

implementation; consolidation and review of Unit inputs by PPDO for submission

to the ASec. for Finance and Administrative Services; and review of consolidated status report by FAS for submission to

DBM.

Chapter III-Policy Guidelines and Procedures: Section II/Program & Project Design and Resource Mobilization

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II. Program and Project Design and Resource Mobilization

A. Introduction OPAPP is mandated to carry out the various aspects of peace work, especially in conflict-affected and vulnerable areas in the country.

The design of OPAPP’s programs and projects that require technical and financial support is guided by the following:

1. Clear alignment/support to the overall mandate of OPAPP (mission statement, vision,

goals, the Six Paths to Peace); 2. Manifestation of a participatory/consultative process (needs assessment and

prioritization of areas/communities); 3. Demonstration of convergence/complementation of efforts of all concerned

government agencies, local government units, non-government organizations, academe, religious groups, and the international community;

4. Gender and culture sensitivity in all aspects of program/project design; and 5. Conflict sensitive and peace promoting program/project design and planning.

B. Definition of Terms

Programs refer to initiatives with broad scope or coverage based on the overall thrust or goal of the country, agency, organization, institution, etc. Major focus areas of programs can be sectoral, geographical, or thematic. Projects refer to program components, which are implemented through specific activities. Projects should support the overall goal and objectives of a program.

C. Development of Program/Project Concept All OPAPP Units follows the outline below in designing and formulating a program/project concept proposal:

I. Project Title

II. Background/Rationale

Explains the background of the proposed program/project, as well as its significance/importance in relation to the mandate of OPAPP and to the intended beneficiaries in target areas. It should explain why the program/project is different from existing programs/projects.

III. Program/Project Objectives

Explains what the program/project intends to achieve during and at the end of the implementation period. Objectives should be specific, measurable, attainable, relevant, and time-bound (SMART).


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IV. Program Components/Project Activities

Describes the focus sectors/areas that the program intends to cover for implementation or specific activities that the project intends to conduct.

V. Program (per components) / Project (per activity) Expected Outputs

Enumerates concrete outputs that should be delivered at the end of a program/project implementation.

VI. Areas Covered

Enumerates areas where programs/projects will be implemented.

VII. Target Beneficiaries

Explains the profile of the intended beneficiaries of the program/project, as well as how they will benefit from the program/project.

VIII. Project Duration Provides the timeframe for the implementation of program/project.

IX. Estimated Budget

Provides the indicative budget for the program/project.

D. OPAPP-Level Approval Process

The Official Development Assistance Support Unit (ODASU) of OPAPP is the lead unit in consolidating all priorities of OPAPP in the form of project proposals for possible funding through Official Development Assistance (ODA).

Program/Project proposals developed by any OPAPP Unit are forwarded to the ODASU for further review and referral to possible funding agencies (local and international).


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The resource mobilization process of OPAPP’s program/project proposals is as follows:

E. Development of a Full-Blown Proposal The ODASU regularly coordinates with donor and partner agencies on the status of proposed programs/projects for their possible assistance. Once considered and/or approved by donor and partner agencies, a full-blown proposal shall be prepared using their corresponding format, process, and guidelines in coordination with the National Economic and Development Authority (NEDA). The ODASU shall then work with OPAPP concerned units, as well as other concerned partner agencies/offices/organizations of OPAPP, towards the development of the full-blown proposal.


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F. Resource Mobilization

All OPAPP Units submit their proposed priority programs and projects (in support of the National Peace Plan) to the ODASU annually for harmonization and consolidation, prior to mobilizing appropriate resources for its implementation.

The PAPP attends the annual conduct of the Philippine Development Forum (PDF), a mechanism/venue among Government Agencies and Donor Agencies in discussing various peace and development efforts in the country. Moreover, the PAPP meets with bilateral and multi-lateral donor agencies, as well as foreign embassies in the Philippines to discuss partnerships and collaborative efforts in pursuing peace and development in the country. These engagements serve as OPAPP’s windows in mobilizing ODA resources for the realization of its major programs and projects.

Chapter III-Policy Guidelines and Procedures: Section III/Program & Project Implementation and Coordination

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III. Program and Project Implementation and Coordination

A. Introduction

Once funding for the program or project had been obtained, an implementation plan is formulated, as follows:

1. List the activities necessary to achieve the objectives of the program/project; 2. Determine what should be done first and what resources are needed for said

entities; and 3. Analyze the workload and make a work plan or action plan that will ensure all

activities will be done on time. B. OPAPP as an Implementing Agency - As the agency that will manage the effective

and efficient implementation of a funded program/project related to its mandated functions, OPAPP:

1. Strictly adheres to the policies and guidelines set forth by the government

regarding the release of funds and the proper implementation of the project or program. The guidelines for the implementation of the system of fund delivery are the following:

The funds allocated for the project/program shall be in accordance with the

terms and conditions as specified by the government and the source of funding (e.g. PSF) shall be duly indicated at all times in all the program/project documents;

The funds shall be used solely for the program/project as specified in the design/proposal;

The program/project funds shall be deposited in a separate back account under the project/program’s name;

The fund cannot be maintained in a Time Deposit Account; and Any savings or interest earnings generated from the program/project shall be

channeled back to the program/project.

2. Institutes a built-in comprehensive documentation, evaluation and monitoring system pursuant to the existing laws, rules and regulations set forth by law and policies and guidelines set forth by the government.

3. Provides the appropriate services and logistics and establishes linkages with other

organizations (e.g. NGOs, PVO, and other government entities) for the institution building, training, social preparation and other support services needed by the program/project beneficiaries.

4. Submits quarterly operational (physical and financial) status reports to the

President.

Chapter III-Policy Guidelines and Procedures: Section III/Program & Project Implementation and Coordination

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C. OPAPP as an Oversight Agency - As the agency that will oversee the

implementation of a program/project, OPAPP:

1. Closely coordinates with the implementing agency or institution by entering into an agreement (either through MOA, MOU or Legal Contract) stipulating therein the role or duties and responsibilities of both entities;

2. Sees to it that there is a corresponding Program of Work or Action Plan that will

guide in the program/project implementation; 3. Releases the program/project funds only after the implementing

agency/institution have fully and substantially complied with the policies, guidelines and documentary requirements set by the government in any project/program implementation;

4. Releases the funds on a staggered basis, depending on the financial requirements

specified in the program of work or action plan; and 5. Requires the implementing agency/institution to submit periodic report to

monitor and assess the implementation of the program/project.

D. OPAPP as a Partner Agency - As a partner agency in program/project

implementation, OPAPP:

1. Closely coordinates with the other partner agency/ies and enter into an agreement detailing their responsibilities in the program/project implementation;

2. Readily shares appropriate services and logistics when and if necessary and in

accordance with the terms or provisions specified in the agreement as well as provide support for the institution building, training, social preparation and other services needed by the program/project beneficiaries; and

3. Regularly meets with partner agency/ies during the project/program

implementation and recommend possible policies and courses of action for smooth program/project implementation in the interest of the beneficiaries.

Chapter III-Policy Guidelines and Procedures: Section IV/Program and Project Monitoring and Evaluation

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IV. Program and Project Monitoring and Evaluation (M & E)

A. Introduction

Monitoring and evaluation (M & E) as a tool is intended to provide necessary and occasional information about the details and activities involved on a certain project/program (i.e. whether the objectives and targets are being complied or not and the implementation is being conducted according to the prescribed policies and guidelines). This will provide basis for the officials to make decisions and take the necessary actions.


Although the term monitoring and evaluation tends to get run together as if it is only one thing, they are, in fact, two distinct sets of organizational activities, related but not identical.

Monitoring is the systematic collection and analysis of information aimed at improving the efficiency and effectiveness in the implementation of a project or a program. It helps to keep the work on track, let the management know when things are going wrong and provide the basis to address the problem. Indicators are simply the factors that are measured during monitoring. Indicators tell about the progress (or otherwise) in a program or project. They may not always be in numeric terms, but also in quantitative terms. Evaluation is the process by which an analysis on the technical, financial, economic, social and operational aspects of the project or program is made. It looks at what ought to be done, what have been accomplished, and how it is accomplished. It can be formative (taking place during the life of a project or organization, with the intention of improving the strategy or way of functioning of the project or organization). It can also be summative (drawing learnings from a completed project or an organization that is no longer functioning).

C. Monitoring and Evaluation Framework

1. Rationale and Objectives of M & E

Keep track of the progress of project or program implementation and ensure that

outputs as well as procedures are in accordance with approved work plans and budget allocations;

Install an “early warning mechanism” that can identify gaps and bottlenecks in the program and project implementation for which remedial measures should be speedily and effectively instituted;

Collect relevant data which can serve as inputs in assessing the impact of the program in general, and its various components in particular;

Have appropriate basis for periodic report on the status of the program or project; and

Formulate appropriate recommendations/alternatives to facilitate decision-making by the management, especially regarding policy and program gaps, financial appropriation/disbursement levels.


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2. Types of M & E

a. Macro M & E

As the term macro denotes, this type of M & E focuses on the big picture

wherein the overall pattern of progress or development is the point. Given so many activities or components, how exactly does the program or project fare on the whole?

The significance of Macro M & E is obviously for decision-makers who are relatively distant from the component activities or projects. Given a fairly accurate and complete picture of the whole, these decision-makers can have valid bases to address the overall questions confronting the whole project or program.

b. Micro M & E

Again, as the term itself denotes, this type of M & E focuses on the parts

more than the whole. Please note the phrase “more than” because this M & E process does not really overlook the whole picture. It simply emphasizes focus on the components or activities of the project/program for a sort of a closer, in-depth analysis.

Results of Micro M & E which reveal discrepancies between the planned and the actual should be accompanied by specific recommendations for corrective action.

c. In-depth M & E

In-depth M & E is comprehensive and examines a program or project in its

entirety by using multiple data sources and methods such as desk evaluations, field visits and interviews.

The object of this type of M & E are usually the problematic projects about which top management is ready to institute drastic measures but needs supporting evidence as bases for action.

d. Impact Assessments

These are usually conducted after sufficient time has elapsed from the time the particular project, a group of projects or an entire Program has started implementation at the beneficiary/ies level.

As the term itself denotes, impact assessments are concerned with the entire range of effects of the program or project activity, including unforeseen and longer term impacts as well as impacts on affected people outside the immediate target groups.

3. Frequency - refers to the time intervals where M & E are actually undertaken,

namely: mid-term, terminal, spot checks and ex-post evaluations.

a. Mid-term M & E –is undertaken approximately halfway through project/program implementation in order to determine whether the project/program is on track,


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what problems and challenges the project is encountering and what corrective actions are required.

b. Terminal Evaluations - are undertaken at the end of the program or project. They

assess whether the objectives and goals were achieved in an effective and efficient manner, and provide recommendations and lessons learned from program or project implementation so as to determine whether to continue, replicate or expand the program or project.

c. Spot Checks/Field Visits –are normally done when progress in program/project

implementation is in doubt or when there is lack of information about a problem the program or project is facing. Spot checks are intended to identify causes and effects of the problems in order to provide solutions during the project or program implementation.

d. Ex post Evaluations - are normally conducted two or more years after the

program or project was completed in order to assess its success or failure, to ascertain the sustainability of results and impacts, and to draw conclusions that may inform other projects. Most ex-post evaluations are carried out as impact evaluations.

4. Phases of M & E

a. Gathering of Information - is concerned with gathering information/data to be

evaluated and assessed, regardless of the technique, approach and method used and the focus of M & E,. The information to be gathered is categorized as follows:

Information on Project/Program Performance-- Plan vs. Actual: is the

project proceeding according to plan? Information on Project/Program Efficiency -- Results or outputs obtained in

most economic and logical means or ways. Information on Project/Program Effectiveness -- Extent on achieving project

objectives, targets, goals and plans. Information on Impact-- Sustainability effect of the project.

b. Analysis of Information/Data - involves analysis of information/data gathered as discussed above. This is the most critical part in the conduct of monitoring and evaluation.

The results of the analysis of information/data should be able to generate the following: measure project’s progress; identify bottlenecks of operations; identify project’s successes for possible replication; provide basis for comparative analysis with similar project types; and measure project’s impact on plans, goals and objectives.


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c. Intervention Actions To Be Taken - involves determining the intervention actions to be undertaken relative to the evaluated program or project. Here, the interventions proposed to be adopted for the enhancement and development of the project or program should take into consideration the person/s concerned and has/have interest on the project, they are:

project proponent or management; policy or decision makers of the project or program; funding agency or sponsor (conduit); and the public.

Basically, the proposed interventions should possess the following characteristics:

Simple, i.e., not a burden to implementing units/groups Designed not to control but to facilitate Replicable In consonance with the objectives, goals and targets of the program or project Administratively acceptable Measurable and attainable; and Technologically feasible

d. Synthesis -- involves the preparation of the synthesis which briefly outlines the

following:

Profile of the project/program being evaluated Methods used in M & E Findings/results of the evaluation undertaken Recommendations/suggestions Intervention Actions or Action Plan

5. Methodologies, Techniques and Approaches in Conducting M & E

There are various methods, techniques, styles and approaches to be used in conducting monitoring and evaluation. These are the following:

a. Documentary Analysis – refers to the analysis of the following types of reports:

Financial Report - are the financial statements prepared and submitted by the

concerned project implementors. M & E will be based on the following questions: Was the budget followed? If there was a deviation from the budget, by how much and what were the reasons? What actions were undertaken to correct the deviation? Was the deviation manageable or did it affect the entire operations?

Operations Report - encompasses the over-all results of operations of the project under evaluation. The report reflects the marketing, technical, socio-economic, organization, management and financial transactions of the project during the period covered. The M & E officer will be able to see a complete picture of the project based on this report.


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b. Observations - are undertaken to supplement and countercheck the claims presented in the financial and operation reports prepared and submitted by the project proponent. The M & E officer will be able to objectively assess the accuracy and propriety of the reports earlier analyzed. The conduct of observations enhances the conduct of M & E. Operations and Processes - In this particular aspect, the M & E officer

concentrates on the technical aspects of operations and the processes involved. Here, the focus is on the over-all impact of the processes chosen that ultimately contributes to the effective implementation of the project.

Environmental Physical Impact - This observation is centered on the contribution of the program or project to the environment where it operates. The consideration of the M & E officer is the determination of the impact or effects that the program or project has contributed on the area or the direct environment or place of its operation.

c. Interviews and Consultations -- is another approach or method adopted in

monitoring and evaluation. These can be made on the following: Program/Project Proponents and Implementers – where interviews are made

on people or persons directly involved in the project. Direct information is gathered from these people who are directly involved in the operations and management of the project under evaluation.

Program/Project Conduits – where an interview or consultation are made with concerned officers and staff of LGUs, POs, NGOs etc., who are directly involved with the project. The information gathered from these interviews and consultations are a result of the administrative role and participation of these groups in the implementation of the program or project.

Concerned Citizens – where the M & E officer conducts interviews with ordinary citizens or residents of the area where the program or project operates for another set of point of view. Sampling is undertaken from this group considering their number. The inputs provided by this group can supplement in favor or against the information earlier provided by the first two groups identified.

Considerations/Guidelines for individual interviews:

Introduce one’s self and clarify purpose of interview. Get respondent’s name and title (if any). Keep the interview to the subject. Start interview with broad questions. Probe for clarifications. Allow respondents to think during occasional silences. Do not let note taking interrupt flow of discussion. Conclude interview with a few minutes of informal conversation. Synthesize and analyze responses.


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d. Survey Questionnaire - is one of the most widely used methods in conducting monitoring and evaluation and other related studies. The use of a survey questionnaire in the conduct of M & E observes the following stages:

Identification of precise data expected from the survey. Design of survey in terms of analytical method or statistical treatment of

data. Choice of concepts and definitions to be used. Definition of eligible respondents. Construction of questionnaire including pre-testing (open-ended and close-

ended questions). Selection of sample. Establishment of data processing and analysis requirements. Preparation of reporting formats

The use of survey questionnaire necessitates pre-testing to detect the following:

Wordings of questions (Was it clear to respondents?) Construction of sentence (Were sentences too short or too long? Did it give

unnecessary details which tend to confuse?) Question format (If open-ended, was there a variation in responses making

coding difficult?; if close-ended, were existing response categories adequate in range?)

Difficult questions (Were there questions difficult to understand and answer?)

Same answer (Were there questions for which respondents gave the same answers?)

Refusal rate (Was there a tendency to refuse to answer particular questions which might indicate that the questions are disturbing?)

Time requirement (Time needed to complete the questionnaire) Usefulness of data (Was the questionnaire able to generate the type of

expected information?)

e. Focus Group Interviews -- can also be done in the conduct of M & E. Here, respondents are grouped into the following: Project proponents and implementers. Officers and members of concerned LGUs, POs, NGOs who have

participation in the implementation of the program or project being monitored/evaluated.

Concerned citizens residing within the vicinity of the project area or those which are affected by the operation of the program or project.

Considerations for focus group interviews are:

Short checklist as interview guide Size and composition Selection of participants Location, seating arrangements and duration


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Opening of the interview Probing and pacing of questions Controlling discussions Controlling group pressures Recording of sessions

f. Community Meetings -- is also an acceptable method in the conduct of M & E. Considerations for the community meetings are as follows:

Constructing structured interview guide Selecting communities Size and timing of the meeting Role of interview team and adherence to protocol Balancing participation Generating community data Post meeting discussion

D. Coordination Mechanisms

1. Pre- M &E - Prior to the actual conduct of monitoring and evaluation, the concerned M & E officers shall coordinate with the following:

AFP and PNP assigned in the areas to be visited (AFP Brigade/battalion

Commander; PNP Provincial Director, PNP City or Municipal Station Commander).

LGUs, POs and fund conduit involved in the Program/Project (Provincial Governor, City/Municipal Mayor; Provincial/City/Municipal Treasurer and Auditor; Provincial/City/ Municipal Development Officer).

Project/Program proponents/implementers.

2. Actual Monitoring and Evaluation -

a. Courtesy Call – Upon arrival at the province/city/municipality where M & E will be undertaken, the concerned M & E officers should pay a courtesy call to the Provincial Governor or City/Municipal Mayor. The courtesy call merely confirms the coordination earlier undertaken.

b. Meetings/Briefings – An initial meeting/briefing is to be conducted with the

aim of gathering advance and initial information/data concerning the status of the program/project to be monitored and evaluated, and informing the attendees of the meeting regarding the purpose, objectives and goals of the visit. The meeting can be participated in by the representatives from the Provincial/Municipal government, GOs, NGOs, POs who have established participation and corresponding role in the program/project implementation.

c. Coordination at the Grassroot Level – After the initial meeting/briefing, the

M & E officers, with the assistance of concerned LGUs, POs, MGOs conduct an appropriate coordination with concerned persons at the grassroots level who are directly responsible for the implementation and operations of the program/project and for the provision of necessary security measures. This


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coordination is necessary so that the concerned persons who will be affected by the conduct of the M & E will be able to prepare accordingly.

d. Project Site/Area Visit – After conducting necessary coordination, the

concerned M &E officers are now ready to visit, inspect or check the actual area/site where the program is being implemented. During the actual visit, the following shall be undertaken:

Meetings/Consultations – The project proponents or implementers who

are called to attend the meeting will be requested to discuss the status of project implementation or operation, plans and programs concerning the project, financial, operational, economic and other related issues and concerns.

Documentation – After the meeting/consultation, the M &E officers shall enhance the information/date obtained by gathering and collating appropriate and necessary statistics, reports and figures. These shall be incorporated in the report that they will have to prepare and will serve as bases in defining recommendations to the principals.

Assessment/Evaluation – Results of the meetings/consultations, findings from the documents gathered, collated and interpreted provide the basis for overall assessment and evaluation of the program/project monitored. These date/information will be supplemented by the actual and personal observations of the M & E officers, the results of the structured survey and interviews conducted with the concerned persons as enumerated above.

e. Exit Conference – Just as a courtesy call was made upon arrival at the

province/city/municipality where the project is located, the M & E officers shall conduct an exit conference with the LGU, PO, NGO officers. This will be a farewell meeting extending gratitude and appreciation for the support and assistance extended to them.

During the said conference, the M & E officers shall present a brief highlight of their findings during the conduct of M & E. However, they retain the right and responsibility not to divulge or relate all their findings. All the details of the findings shall be divulged and reflected in the M & E report that will be done and submitted to the principals.

E. Documentation and Preparation of Reports (Post M & E)

1. Important Considerations - key things to remember when writing a report: It is very important to remind the reader about the objectives and also the

timeframe of the program or project. Deadlines are important not just for the project but for the reporting too. If a

report takes a long time to appear after completion of fieldwork or monitoring, it is an indication that one is not giving it enough importance.


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Write a clear and succinct summary of the key points. Many readers will only take a very brief scan of the detail in the body of the report, but they will read the summary.

Present the text in short, easy to read prose. Write to express, not to impress. Keep the whole thing as short and focused as possible. Ensure the contents

include all the points necessary to the purpose. Avoid using jargon and keep it simple – it might be that the person reading

the report will not be as much of an expert in the subject as the one doing the report.

Summarize information in tables and diagrams. This forces the report writer to be clear and to bring out the essential factors of what has actually happened in as few words as possible.

Annexes are important in reports. They are best used as backup material that can help bring the text to life, with things such as photographs, diagrams, published papers, etc. If pictures can be used to tell the story, then do. There is nothing better than a “before” and “after” picture of what had been done.

2. Types of Reports –

a. Brief Update -- A report can be a very simple and short document. Most

people, especially top level management, cannot afford the time to read huge volume of texts particularly if the information is not well digested and clearly presented. What they really want to know is ‘how the program or project is going?’, and so the report should have the kind of answer for that question. A brief update is simply to keep people informed. It might be done weekly or monthly depending on the time scale of the project or program, but it needs to be brief and to the point.

b. Quarterly Update -- This might be more detailed, it might have some

monitoring or details of expenditure against the budget, or a look at the cash flow and overall trends of the project or program. It is also a useful way of seeing if there are any mid-term corrections to be done such as allocation of resources. This type of report helps one to manage the project or the program in an informed way, so that adjustments can be made in due time.

c. Annual Report -- This is a much longer review of the program or of the

project. This report will allow the reader to see whether the program or the project is on track in overall terms, in general direction and whether or not the progress so far is going to achieve the desired objectives. It well also help in determining whether there is a need to decide on a project or program extension, get some more money for phase two, or finish it early.

d. End of Program/Project Report -- This will mean looking at the whole of the

process right from the beginning. This requires comparing objectives, analyzing what has happened along the way, summarizing the changes made during the implementation phase, and seeing the present situation in which the following kinds of questions may be asked:

What happens now? What is the long-term impact of the project or program?


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What are the means to be employed to sustain the benefits derived from the program or project?

3. Report Structure - A good M & E report communicates findings, lessons learned

and recommendations clearly, accurately and appropriately, and while being an objective presentation of the project, it ensures that the concerns and comments of the involved parties are correctly/accurately reflected.

The report elements presented below are standard and applicable to all monitoring and evaluation activities:

a. Executive summary - provides a brief overview of the main conclusions and

recommendations of the evaluation; b. Introduction or background - gives a brief overview of the

monitored/evaluated program or project, this may include the following:

Program/project purpose: What did it seek to achieve? Has this changed? Program/project participants/beneficiaries: Who were the primary

participants/beneficiaries of the Program/project? How has the status of these participants/beneficiaries changed because of this program/project?

c. Scope and objective: presents the M & E purpose, criteria used and questions

to be addressed;

d. Findings - provide factual evidence relevant to the questions asked by the M & E officer and interpretations of such evidence. This may cover the following:

Status of Implementation of the Program/Project: Briefly describe the

implementation of the program/project during review? Were there changes in the methodology or in the major activities compared to the project proposal or program design? What have been the major difficulties in implementing the project/program during this period? What factors have facilitated the implementation of the program/project?

Project Impact: Indicate the impact of the program/project in terms of:

Economic/social benefits Internalization of development values and attitudes Development of management and technical skills Development of organizational capacity Promotion on the culture of peace Improvements in the quality of life

Outputs and Effects: State the original outputs and effects (as stated in

the project proposal or program design; State the actual outputs and effects and explain the variance (if any).

Expenditures and Financial Status:


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Planned vs. Actual expenditures Sources and Uses of funds Profit and Loss statement

e. Evaluative conclusions - give the monitoring officer’s or evaluator’s

concluding assessments of the program/project against given evaluation criteria and standards of performance. The conclusions provide answers to questions about whether the program or project is considered good or bad, and whether the results are considered positive or negative;

f. Lessons learned - presents general conclusions, based on established good

and bad practices, with a potential for wider application and use; g. Recommendations -: suggest actionable proposals regarding improvements

of current or future programs or projects. They may cover resource allocation, financing, planning, implementation, and monitoring and evaluation. They should always be specific in terms of who would do what and provide a timeframe; and

h. Annexes - include terms of reference, list of interviewees, photos, related

documents, and so on.

4. Finalizing the Report - Once the draft report is ready, the following steps are taken to finalize the report:

The draft report is submitted to the immediate supervisor for initial review

and consultation. This consultation is intended to confirm the facts and assess whether the report covers the purpose of the M & E in a satisfactory manner and answers all the questions asked. The consultation also seeks agreement for the findings and recommendations; and

After the comments are incorporated, the concerned staff finalizes the report and sends it to the principal or to the management, thru his/her immediate supervisor or unit head for perusal, comments, approval and/or further instructions.

Chapter III- Policy Guidelines and Procedures: Section V: Inter-Agency Linkages and Coordination

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V. Inter-Agency Coordination

A. Introduction

Inter-agency coordination serves as the concerted response to tackling a problem or issue, as well as a mechanism in ensuring complementation and harmonization of peace and development efforts of OPAPP and its partners. It requires the significant cooperation among various instruments of the government to contribute social, economic, security and humanitarian resources, services, and expertise.

B. General Guidelines

1. Inter-agency coordination aims to address a major and critical issue/problem or concern that bears significantly on the mandate of OPAPP in the pursuit of the government’s comprehensive peace program.

2. Some inter-agency coordinations are undertaken on the basis of a directive issued by

the President and/or may be initiated by OPAPP per its mandate. 3. Inter-agency coordination arises when there is an issue or crisis situation that needs to

be addressed, but which complexities are such that no single agency has the capability in terms of the necessary resources, authority, or expertise to single-handedly provide an effective response.

4. Inter-agency coordination serves as mechanism for facilitating and harmonizing

interagency efforts or actions through shared resources, authority, and expertise. C. Process

1. Analysis of the conflict/issue.

2. Preparation of a briefing paper, which covers the analysis of the issue and recommended action/s to be done.

3. Depending on the nature of the issue (e.g., human rights violations, land conflicts),

conduct a meeting involving the heads of agencies or their representatives, as appropriate, to present and discuss the issue and agree on a course of action.

4. Execution of the course of action agreed upon, which may entail the conduct of a

series of meetings for various purposes (such as planning, research, fact-finding missions) involving the representatives of the agencies at different stages of the said activity.

5. Formulation of an Action Plan. 6. Implementation of the Action Plan. 7. Monitoring and evaluation of the Action Plan. 8. Final Evaluation (as needed).


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9. Turn over or transfer of responsibilities to respective agencies, as appropriate. 10. Termination of the inter-agency coordination when the purpose/s for which it was

established is accomplished, including preparation of a terminal report. D. Inter-Agency Coordination and Organizational Structure

As a mechanism, interagency coordination consists of levels of authorities, defined functions and roles, and responsibilities /tasks.

Broadly, it consists of a Lead Agency in this case, OPAPP as the lead agency, and the other agencies as support agencies. In interagency coordination, the governing structure normally consists of the following:

A National Executive Committee (NEC) composed of the Chairperson, the Co-chair

or Vice Chairperson, and Members, all of whom are the Heads/Secretaries of the different agencies involved in the interagency coordination, including Heads of Local Government Units (LGUs).

A Technical Working Group (TWG) composed of technical personnel /staff representing the different agencies involved in the interagency coordination.

Working Committees, if needed, which is also composed of representatives of the different agencies involved in the interagency coordination.

Others, such as Area or Local Coordinating Committees/Teams, etc., as needed or appropriate.

A Secretariat for the NEC. OPAPP may act as the secretariat, composed of

representatives from its different Units.

The Memorandum of Agreement (MOA) or Memorandum of Understanding (MOU) embodies the Terms of Reference (TOR) of the inter-agency committee/group.

E. Basic Principles – These are some of the principles that should generally be present

during the conduct of activities where inter-agency coordination is done:

Common understanding of the issue or problem. Clearly defined objectives of inter-agency coordination. Clear understanding of the goals and objectives of each member agency from which

they draw their mandate on involvement in the inter-agency coordination. Establishment of a common frame of reference. (There is a need to define terms and

their common usage to avoid misunderstanding or miscommunication; for instance, there are certain military terms which ordinarily have different meanings.)


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Clear functions, roles, and responsibilities of each member agency.

Plan for transfer or transition of functions and responsibilities. F. Inter-Agency Coordination Checklist – the following checklist may help and guide inter-

agency coordination:

Particulars Description Directory of Inter-agency Coordination Contacts

Includes contact information of all participants from each involved agency, from its head down to its representatives at different stages of the coordination.

Schedule of meetings Is the enumeration of all the dates/time/venues of meetings.

Briefing Paper Contains the discussions/agreements and other relevant developments pertinent to the activity, and must always be updated as the activity progresses.

Database Refers to a systematic compilation of related documents such as reports submitted by the involved agencies and the provision of a physical storage for all these documents that is accessible at all times.

Chapter III-Policy Guidelines and Procedures: Section VI/Technical Reporting and Documentation

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VI. Technical Reporting and Documentation

A. Introduction

The preparation of various technical reports that formalizes and documents actions undertaken by all Units is an integral part of OPAPP’s operations.

B. Types of Technical Reports and Corresponding Guidelines

1. Accomplishment Report - All Units prepare their accomplishment reports

quarterly, semestral, and annually, using the format below, which are submitted to the Policy and Programs Development Office (PPDO) 10 working days after each reporting period. The PPDO then consolidates these reports for internal and external purposes.

Name of Unit: Accomplishment Report (as of ________): Brief Description of Unit Function:

Accomplishments: This is a summary of all activities/tasks assigned to the Unit, which covers the following:

Title of Activity/Task: (Based on expected outputs indicated in the strategic plan and annual workplan) Objective/s: Status/Progress Made: Problems Encountered: Recommendations to Address Problems: Next Steps: Funding Status:


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2. Project Completion Report – All Operations Units prepare and submit Project

Completion Reports to the ASec. for Operations 10 working days immediately after the conduct of last activity of project implemented using the following format:

Implementing Unit: Title: Objectives: Duration: Budget/Cost: Source of Funds: Expected Outputs and Activities: Implementation Highlights: (Including accomplishments and problems encountered in narrative form) Lessons Learned: Recommendations: Attachments (if any):


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3. Post-Activity/Back-to-Office Report – All OPAPP staff members who attend

significant activities/meetings/events prepare and submit a post-activity or back-to- office report after attending activity to their respective immediate supervisors, using the following format:

MEMORANDUM FOR: THRU: CC: (as needed) FROM: SUBJECT: DATE: __________________________________________________________ BACKGROUND: (Contains activity objectives/purpose and duration; venue; attendees; etc.) HIGHLIGHTS AND MATTERS ARISING: (Presents major discussion points based on the purpose of the visit; agreements; problems; and other matters arising during the activity.) OBSERVATIONS/RECOMMENDATIONS: (Presents staff’s observations and recommendations based on issues and concerns raised during the activity, including next steps.) ATTACHMENTS (if any):

The following due dates are strictly observed in submitting post-activity/back-to- office reports:

Activity Duration

Due Preferred Maximum

Number of Pages

One-day Activity One (1) day after conduct of activity

two (2)

Two/Five-Day Activity Two (2) days after conduct of activity

three (3)

Two/Four-week Activity

Three (3) days after conduct of activity

five (5)


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4. Assessment Report - All Units follow the format below in preparing assessment

reports, specifically on programs and projects implemented by OPAPP: GOAL/S AND OBJECTIVE/S ASSESSED: (Identify the program's/project’s mission, goal/s and objectives/ being assessed, and then list [or otherwise identify] those goal/s and objective/s that were assessed during the reporting period. ) ASSESSMENT METHOD/S: (Describe the assessment technique/s used for each objective that was assessed. Include details such as number of stakeholders/beneficiaries tested and involved, dates, and locations of activities. Attach copies of instruments when appropriate.) ASSESSMENT RESULTS: (Describe what was learned about the program/project. Be specific. Avoid generalities and present specific strengths or weaknesses. Provide examples, as well as qualitative and quantitative data.) PLANS/IMPLICATIONS (Describe how the assessment results will be used to improve delivery of output, including recommendations.) PLANNING/BUDGET IMPLICATIONS OF PROPOSED CHANGES (Identify any resource that will be needed to implement the plans described above. How and from where will these resources be obtained?)

Program/Project assessment can be done yearly or during mid-implementation phase of a program/project.

5. Report on Completed Staff Work (CSW)

a. Definition - a study of a problem or issue that requires thorough research and analysis towards coming up with a coordinated and validated sound solution. A CSW is expected to be a comprehensive, 360-degree look at the problem or issue under review, and proposes the best possible course of action, which is submitted to the immediate supervisor for appropriate action.


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b. Guide in Performing Completed Staff Work

Purpose Define the problem/issue to be solved or analyzed Ask questions such as: Why is the work being performed? Who will receive it?

What is/are the expected output/s?

Staff Who will do the work? Who is responsible for the problem/issue? Is

coordination with other staff members/units/agencies/offices about the problem/issue performed? Do concerned staff members/units/agencies/offices know about the situation?

Assumption What are the key assumptions? Have they been agreed upon by appropriate

people/units/agencies/offices? Are the assumptions important? Is the basis of the assumption documented or is it judgment?

Methodology How the research or analysis is being performed? Are factors considered in

utilizing available resources/information?

Accuracy Are facts presented? Are policy requirements met? Are guidelines used to

support conclusions documented?

Analysis Does the analysis make sense? Are there exceptions and are they justified?

What are the results of the analysis?

Logic Is the recommendation logical? Does it reflect sound judgment? Are

conclusions reasonable?

Recommendations What recommendation or conclusion does the work support? What course of

action is recommended? Who will carry out the recommendation? Is there no duplication of efforts?

Advise head/supervisor/management of what to do. Do not ask what should be done.

Review Is the work thoroughly reviewed for completeness? Is it presented in a form

that is easy to read and understand by others?


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Submission of CSW What is the schedule/timeframe required to complete the work? To whom will it

be submitted? Once finished, ask the question: If I were the supervisor, will I approve the

recommendation? If the answer is no, this is an indication that the output needs to be reworked because it is not yet CSW.

Follow-up How are recommendations being followed-up? Who is responsible in

following-up recommendations?

c. Report Format

MEMORANDUM FOR: THRU: CC: (as needed) FROM: SUBJECT: Completed Staff Work (CSW) on ________________ DATE: __________________________________________________________ BACKGROUND (Briefly describes the nature of the problem/issue and its significance) HIGHLIGHTS (Presents research findings and analysis of information gathered) ISSUES/CONCERNS AND RECOMMENDATIONS: (Including scenarios)

Issues/Concerns Recommendations

NEXT STEPS (Present follow-up strategies and mechanisms) ATTACHMENTS (if any)


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6. Minutes or Highlights of a Meeting - All OPAPP Units follow the format below in preparing minutes or highlights of meeting:

Title of Meeting: Date and Venue: Meeting Agenda/Objectives: Attendees: Matters Arising from Previous Meeting (as needed): Minutes or Highlights: (Based on the meeting agenda, including agreements reached and next steps) Adjournment: Attachments (if any):

A copy of the Minutes or Highlights of Meeting is submitted to the ASec. for Operations for information and further instructions, at most five (5) working days after the conduct of meeting.

Chapter III-Policy Guidelines and Procedures: Section VII/Conference and Special Event Organizing and Management

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VII. Conference and Special Event Organizing and Management

A. Introduction

All OPAPP Units regularly conduct conferences, consultations, fora, symposia, seminars, workshops, conduct of special events and meetings as a means to achieve its mandate. These activities are undertaken for various purposes such as to share ideas or information, to provide venues for discussion and deliberation of issues and concerns.


Conference is a type of meeting with a relatively large audience of invited participants, either purely from the government sector or the civil society, and/or from both sectors. Conferences organized by OPAPP are usually at the regional and national levels.

Consultation is a meeting restricted to those whose consensus or recommendations

are needed or desired. A consultation allows more time for the participants to engage actively in the discussions or other activities through focus group discussions and workshops.

Seminar is generally an instructional activity limited to a small group of

participants. Attendees are expected to participate actively in the discussions/debates and other activities to familiarize them more extensively on a particular subject matter.

Workshop is conducted mainly for training and is run by a facilitator or set of facilitators.

The participants themselves are resources and learn through sharing and doing. Inputs may also be provided by resource person or “experts” in the field.

Forum is generally a public meeting or presentation involving a discussion, usually

among experts and often includes audience participation. Symposium is generally a public gathering where the speakers deliver or make

related presentations on a subject matter, and where open discussions by the speakers and the audience is provided. Like the forum, it is conducted mainly for providing information.

Special Events are organized by OPAPP to mark special occasions to achieve

particular social, cultural or organizational goals and objectives. Special events may be in the form of specific rituals, celebrations, performances or presentations.


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C. Guidelines

Organizing a conference/event starts with the planning process immediately after a decision has been reached for the conduct of a specific activity. The following key questions will help provide a general guide to the organizer as to exactly what kind of activity or event should be organized.

What is the event for? What is the objective of the event? Who are the participants? Where will the event be held?

1. Planning a Conference or Event

The Unit assigned to oversee a conference or event forms a core group or team to oversee preparations from planning to implementing the different activities before, during, and after a conference /event. The core group/team meets as the conference/event organizer. The organizers are expected to:

formulate a concept paper or activity proposal around which the conference or

event will be developed; define the roles and tasks of each member of the team; draft a working schedule and designate responsibilities of each member; prepare an action plan/activity proposal.

2. Preparing a Concept Paper and/or Activity Proposal – follows this outline:

Title of Activity: Objective/s: Expected Output/s: Target Participants/Audience: Venue: Date/Time of Activity: Financial Requirements: Activity Details/Program of Activities: List of Resource Persons: Activity Tasking:

3. Process Flow for the Approval of the Concept Paper /Activity Proposal

Preparation of Concept/Activity Proposal Submission to Immediate Supervisor to the ASec. for Operations for approval

of activity and ASec. for FAS for approval of budget. Conduct of activity Preparation of post-activity report (to include activity assessment and

liquidation documents)


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4. Managing a Conference or Event

Based on the entire event plan and the approved proposal, the core group/team then proceeds with full blast organization of the event/activity. There are three phases of an event:

a. Before The Event – includes preparatory activities such as:

Identification of prospective participants, resource persons, facilitators, and

documentors Drafting and sending out of invitation letters Preparation of activity program Preparation of presentation materials and handouts Confirmation of the attendance of all participants and guests Drafting of talking points for OPAPP officials who will grace the activity Identification, ocular inspection, and canvassing of venue (including meal

arrangements) Preparation of logistical requirements (supplies, equipment, vehicles) Organizing the conference/event secretariat Designation of Special Disbursing Officer (SDO) to facilitate approval and

release of budget Preparation of attendance sheets, name plates, IDs, certificates of

appearance/participation, stage backdrops Preparation of tokens and/or certificates of appreciation for the guests Facilitation of participants’ travel requirements (to include plane tickets,

travel orders) For live-in seminars/activities, giving advance notice on authorized

signatories; transmittal of Letter of Authority (LOA); and finalization of room assignments to the hotel

b. During The Event

Designation of ushers/usherettes Setting up of a registration table Distribution of event kits Finalization of seating arrangements Testing of audio/video equipment Designation of documentors Assisting participants in billeting (for live-in seminars/activities) Assigning technical staff to support OPAPP officials with their presentations Observance of international and local protocol requirements

c. After The Event

Settlement of hotel bills and other expenses Preparation of post-activity report Liquidation of cash advance (by the SDO)


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5. Preparing Checklists

a. Checklist for scouting and choosing venue

Location Status Remarks

Accessibility Security Function Room/Meeting Room Plenary Hall Break-out rooms for workshops Stage Phone lines Wireless Fidelity (Wi-Fi) Sound System/ AV

Microphones Tape recording OHP/LCD projector Television Screen

Sound System/equipment operator

Whiteboard and markers Adequate lighting Soundproof walls Water fountains/mineral water Toilets (each for men and ladies) Guest Rooms/Lodging Adequately furnished Well maintained Amenities (telephone, TV set, etc) Other in-room amenities (toiletries/drinking water, etc)

Guaranteed safety/security hallways well lit, sprinklers/smoke alarms, well marked fire exits, etc)

Hotel Staff, Policies/Practices, Services Accommodating Staff Accepts “bill later” arrangements, minimum guaranteed persons, etc

Airport “pick-up/drop off” van service


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b. Checklist in Preparing a Budget

Status Remarks Before the Event/Activity Planning Meetings (transportation, food, lodging, etc)

Event site visitation/ocular survey (transportation, food, lodging, etc)

Office supplies Services Communication During the Event/Activity Food Lodging Travel or transportation reimbursement of participants, resource persons, facilitators, etc.

Transportation/Gasoline of OPAPP Executive Officers and Staff

Office supplies Honorarium Tokens Services/Rentals Post Event/ Activity Meeting/s Printing/production of event documentation Communication Others


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c. Checklist for Required Reading/Printed Materials and Finance and Admin

forms (certificate of appearance, certificates, administrative and finance forms)

Reading/Printed Materials Status Remarks

Name Tags/ID Programme Related reading materials and documents Evaluation Forms Place cards Directional signs/Other signages

Streamers Finance and Admin Forms Registration Sheets (name, agency/organization, address, e-mail, contact numbers, request for special diet)

Administrative Guidelines Certificates of Participation Certificates of Appearance (for government employees)

Reimbursement/Payment Forms o Travel Reimbursement Forms o Reimbursement of Expenses

Receipt (RER) o Acknowledgement Receipt o Contract of Service o Statement of Accounts o Honoraria Payroll o Resume Form (for resource

persons/facilitators, etc.)


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d. Checklist of supplies and equipment

Item Status Item Status Acetate Film Manila/brown envelopes

(big/small)

Acetate Pens Manila Paper Audio Tapes Masking Tape Ballpens Morocco Folders Batteries (different sizes) Notebooks Bond Paper Packing Tape Board Eraser Paper Clips Chalk Pencils Colored Paper Permanent Markers Double Adhesive Tape Push pins Film Strings (for name tags) Folders Staple wires Letter envelopes Thumbtacks Lined Paper/yellow pads White board markers

(different colors)

Streamers

e. Checklist for Equipment and Other Accessories

Item Status Item Status Calculator Adaptor Camera Cutter Computer/Laptop Extension Wire LCD Pointer Lapel microphone Puncher Overhead Projector (OHP) Ruler Photocopier Scissors Tape recorder Stapler

f. Checklist for First Aid Kit

Item Status Item Status

Alcohol Medicines Bandage Plaster Iodine Ointments Cotton

Chapter III-Policy Guidelines and Procedures: Section VIII/Communications and Business Correspondence

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VIII. Communications and Business Correspondence

A. Introduction

This section covers the guidelines to be observed in preparing, drafting and transmitting official external and internal communications/correspondences.

B. Communications Management and Flow

OPAPP utilizes the Document Tracking and Activity Calendar System (DTACS) to log and track all outgoing and incoming communications. Follows are the DTACS procedures for Incoming and Outgoing Communications, respectively:

1. Document Tracking and Information Flow for Incoming Communications – The

overall flow of communications for incoming correspondence/communications is as follows:

Incoming Documents

(external)

Central Receiving Unit

Does the following: Cross

checking with previously received documents

Attachment of routing slip

Assigning of Document ID

Database Entry

Scanning Sorting by

unit Farming out

Receiving Unit

To be received by assigned

DTACS User)

Does the following: Receive the

document Update the

database Fill in the

routing slip

Unit Head

Other Unit/ Agency

Does the following: Processing

of document


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2. Document Tracking and Information Flow for Outgoing Communications – The overall flow of communications for incoming correspondence/communications is as follows:

Outgoing Documents

Releasing Unit

(DTACS User)

Receiving Unit

(DTACS User)

Unit Head

Does the following: Attachment

of routing slip Assigning of

documents ID Database

entry Scanning Farming Out

Does the following: Receiving Database

update

Does the following: Processing

Other Agency

Internal

External


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C. Standard Templates for External Correspondence/Communications

All officers and employees are to follow these formats in drafting/preparing official external communications:

1. Letters and memos for the President of the Republic of the Philippines follow

these formats:

8 March 2006 4 spaces Her Excellency GLORIA MACAPAGAL-ARROYO President Republic of the Philippines Malacañang Palace, Manila 2 spaces Dear Madame President: 2 spaces Greetings of Peace! 1 space This has reference to your instruction during the Office of the President budget hearing last 20 February 2006 to submit the breakdown of the funds for Official Development Assitance (ODA) projects and programs in support of the peace process in Mindanao. We have listed in Annex A the ODA programs and projects implemented by MEDCo, as well as USAID, with a total value of PhP 6,126,267,427. By large, these development interventions target the conflict affected areas in Mindanao and are aimed at strengthening peace building efforts and sustaining the gains for lasting peace in the island-region. Annex B is the list of other ODA-funded projects in Mindanao with nationwide, multi-regional and Mindanao-exclusive scope. For Her Excellency’s perusal and reference.

2 spaces Sincerely yours, 3 spaces JESUS G. DUREZA Secretary 2 spaces C:\HEA ning\forms\correspondences\memo1.doc (font size 6)


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MEMORANDUM FOR H.E. THE PRESIDENT (font size 16) 2 spaces THRU : HONORABLE EDUARDO R. ERMITA Executive Secretary 3 spaces FROM : SECRETARY JESUS G. DUREZA Presidential Adviser on the Peace Process 1 space SUBJECT : Revival of the Proposed Preparation of a Watershed Resources Development and Management Framework Plan for the Mindanao (Cotabato) River Basin, under the River Basin and Watershed Management Program DATE : 27 March 2006 1 space 1 space Background

1. This has reference to the River Basin and Watershed Management Program (RBMP) – Preparation of a Water Resources Development and Management Framework Plan for the Mindanao River Basin. This is a project initiated by the government with the assistance from the World Bank through a grant from the Policy and Human Resources Development (PHRD) fund of the Government of Japan.

2. Preparatory activities started in 1999 until 2000 which included a series of World Bank

missions, creation of the National Steering Committee to oversee the implementation of the study, identification of the inter-agency Regional Project Management Committees in Region XII and ARMM, coordination meetings among concerned agencies and selection of a Consultant.

3. Due to the unstable security situation in 1999 until 2000, the contract signing with the

selected consulting firm, Black & Veatch International, was suspended.

4. The funds for the Mindanao River Basin (MRB) were realigned in favor of the Bicol River Basin.

Significance

5. The MRB covers the provinces of Cotabato, Sultan Kudarat, Maguindanao, Bukidnon, South Cotabato, Agusan del Sur and Lanao del Sur. The proposed project can be a prime showcase of the government’s commitment for peace and development of Mindanao.

6. The target areas include the Mindanao River (Rio Grande Mindanao) and its principal

tributaries namely: Pulangi, Allah, Maganoy, Libunga, Maridagao and Malitubog rivers. The area is seen as a very important contributor to Mindanao’s economy and the national goals on food security.


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Recommendations

7. There is a need to conduct a “new” series of study to assess the current “feel” on the ground on the purpose and perceived outcome of the project.

8. Hold dialogues with concerned stakeholders, especially, in the target areas, taking into

consideration the project’s risks and implications to the current disposition of the GRP-MILF peace negotiations.

9. The project, however, is strongly recommended for implementation.

2 spaces

FOR HER EXCELLENCY’S CONSIDERATION AND APPROVAL. 2 spaces C:\HEA ning\forms\correspondences\memo1.doc (font size 6)

Note that letters and memoranda prepared for the PAPP for his approval/signature are to follow the guidelines stipulated in Item D of this Section.


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2. Letters and memos for the Vice President of the Republic of the Philippines

follow these formats: 8 March 2006 4 spaces The Honorable NOLI DE CASTRO Vice President Republic of the Philippines Malacañang Palace, Manila 2 spaces Dear Vice President De Castro: 2 spaces Greetings of Peace! 1 space This has reference to your instruction during the Office of the President budget hearing last 20 February 2006 to submit the breakdown of the funds for Official Development Assitance (ODA) projects and programs in support of the peace process in Mindanao. We have listed in Annex A the ODA programs and projects implemented by MEDCo, as well as USAID, with a total value of PhP 6,126,267,427. By large, these development interventions target the conflict affected areas in Mindanao and are aimed at strengthening peace building efforts and sustaining the gains for lasting peace in the island-region. Annex B is the list of other ODA-funded projects in Mindanao with nationwide, multi-regional and Mindanao-exclusive scope. For Her Excellency’s perusal and reference. 2 spaces Sincerely yours, 3 spaces JESUS G. DUREZA Secretary 2 spaces C:\HEA ning\letters\ODA\to Biazon_ODAbreakdown_0308_2.doc (font size 6)


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MEMORANDUM FOR THE HONORABLE VICE PRESIDENT (font size 16) 3 spaces FROM : SECRETARY JESUS G. DUREZA Presidential Adviser on the Peace Process 1 space SUBJECT : Revival of the Proposed Preparation of a Watershed Resources Development and Management Framework Plan for the Mindanao (Cotabato) River Basin, under the River Basin and Watershed Management Program DATE : 27 March 2006 1 space 1 space Background







Significance





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Recommendations





2 spaces FOR THE VICE PRESIDENT’S CONSIDERATION AND APPROVAL. 2 spaces C:\HEA ning\forms\correspondences\memo1.doc (font size 6)



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3. Letters and memos for the Senate President follow these formats: 8 March 2006 4 spaces The Honorable FRANKLIN M. DRILON President of the Senate Manila 2 spaces Dear Senator Drilon: 2 spaces Greetings of Peace! 1 space This has reference to your instruction during the Office of the President budget hearing last 20 February 2006 to submit the breakdown of the funds for Official Development Assitance (ODA) projects and programs in support of the peace process in Mindanao. We have listed in Annex A the ODA programs and projects implemented by MEDCo, as well as USAID, with a total value of PhP 6,126,267,427. By large, these development interventions target the conflict affected areas in Mindanao and are aimed at strengthening peace building efforts and sustaining the gains for lasting peace in the island-region. Annex B is the list of other ODA-funded projects in Mindanao with nationwide, multi-regional and Mindanao-exclusive scope. Thank you and we look forward to continue working with you for peace and development in Mindanao.

2 spaces Sincerely yours, 3 spaces JESUS G. DUREZA Secretary 2 spaces C:\HEA ning\forms\correspondences\memo1.doc (font size 6)


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MEMORANDUM (font size 16) 2 spaces FOR : HONORABLE FRANKLIN M. DRILON President of the Senate 3 spaces FROM : SECRETARY JESUS G. DUREZA Presidential Adviser on the Peace Process 1 space SUBJECT : Revival of the Proposed Preparation of a Watershed Resources Development and Management Framework Plan for the Mindanao (Cotabato) River Basin, under the River Basin and Watershed Management Program DATE : 27 March 2006 1 space 1 space Background








73

Significance




Recommendations





2 spaces FOR THE HONORABLE SENATOR’S CONSIDERATION AND APPROVAL. 2 spaces

C:\HEA ning\forms\correspondences\memo1.doc (font size 6)



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4. Letters and memos for Other Members of the Senate are to follow the previously shown formats, using these address and salutation:

Address The Honorable RODOLFO G. BIAZON The Philippine Senate Manila Salutation Dear Senator Biazon:

5. Letters and memos for the Speaker of the House of Representatives are to follow the previously shown formats, using these address and salutation:

Address The Honorable JOSE C. DE VENECIA, JR. Speaker of the House of Representatives Manila Salutation Dear Speaker De Venecia, Jr:

6. Letters and memos for Other Members of Congress are to follow the previously

shown formats, using these address and salutation:

Address The Honorable JOSE MA. ZUBIRI III Congress of the Philippines Manila

Salutation Dear Congressman Zubiri:

7. Letters and Memos for Cabinet Secretaries/Department Heads/Other Officials of National Agencies are to follow the previously shown formats, using these addresses and salutations:

Address The Honorable EDUARDO R. ERMITA Executive Secretary Republic of the Philippines Manila Salutation Dear Secretary Ermita:

OR Address The Honorable GILBERTO C. TEODORO, JR. Secretary of National Defense Republic of the Philippines Manila Salutation Dear Secretary Teodoro:


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OR

Address The Undersecretary JOSE CS. BRILLANTES Legal Assistance for Migrant Workers Department of Foreign Affairs Republic of the Philippines Manila Salutation Dear Undersecretary Brillantes:

OR

Address The Assistant Secretary ALEJANDRO B. MOSQUERA Office of Middle East and African Affairs Department of Foreign Affairs Republic of the Philippines Manila Salutation Dear Assistant Secretary Mosquera:

8. Letters for Supreme Court Justices and Other Court Justices are to follow the previously shown format, using these addresses and salutations:

Address The Honorable REYNATO S. PUNO Chief Justice Supreme Court of the Philippines Manila Salutation Dear Chief Justice Puno: Address The Honorable CONRADO M, VASQUEZ, JR. Acting Presiding Justice Court of Appeals Republic of the Philippines Manila Salutation Dear Justice Vasquez, Jr.:


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9. Letters for Governors are to follow the previously shown formats, using these address and salutation:

Address The Honorable Governor of the Province of Sulu Provincial Capitol, Jolo, Sulu Salutation Dear Governor Tan:

10. Letters for City/Municipal Mayors are to follow the previously shown formats,

using these address and salutation:

Address The Honorable RODRIGO R. DUTERTE Mayor of the City of Davao City Hall, Davao City Salutation Dear Mayor Duterte:

11. Letters for Ambassadors/Charge d’Affaires/Consul Generals are to follow the previously shown formats, using these address and salutation:

Address The Honorable ROMUALDO A. ONG Philippine Ambassador Malaysia Salutation Dear Ambassador Ong:

OR

Address Her Excellency KIRSTIE ANNE KENNEY Ambassador Extraordinary and Plenipotentiary Embassy of the United States of America Manila Salutation Dear Ambassador Kenney:

OR

Address The Honorable CORAZON L. BELMONTE Charge d’Affaires Director – Office of Asian and Pacific Affairs Salutation Dear Charge d’Affaires Belmonte:


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OR

Address The Honorable MOHAMED HUSSEIN ABU BAKAR Consul Consulate General of Malaysia Salutation Dear Consul Abu Bakar:

12. Letters for Religious Leaders are to follow the previously shown formats, using

these address and salutation: Address His Eminence

GAUDENCIO CARDINAL ROSALES Manila Salutation Your Eminence:

OR

Address His Eminence ORLANDO B. QUEVEDO, OMI Archbishop of Cotabato Salutation Your Eminence: OR Address The Most Reverend BISHOP JOSE VERZOZA Salutation Your Excellency:

13. Letters for Officials of the Armed Forces of the Philippines should follow the

previously shown formats, using these address and salutation:

Address GENERAL GENEROSO S. SENGA Chief of Staff Armed Forces of the Philippines Camp Aguinaldo, Quezon City Salutation Dear General Senga:

OR

Address MAJOR GENERAL RAFAEL JALANDONI, AFP Commanding General, Philippine Army Fort Bonifacio, Taguig City Salutation Dear General Jalandoni


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OR

Address BRIGADIER GENERAL ESMAEL O. SANTOS, AFP Commandant, Philippine Marine Corps Bonifacio Naval Station, Fort Bonifacio, Taguig City Salutation Dear Brigadier General Santos:

OR

Address COLONEL LUIS F. FLORENTINO, AGS The Adjutant General General Headquarters, AFP Camp Aguinaldo, Quezon City Salutation Dear Colonel Florentino:

OR

Address LT. COL. GERONIMO T. SUVA, PA Intelligence Service AFP Camp Aguinaldo, Quezon City Salutation Dear Colonel Suva:

OR

Address MAJOR DAVID O. OMAR, JAGS Judge Advocate General Office Camp Aguinaldo, Quezon City Salutation Dear Major Omar:

OR

Address CAPTAIN DAVID P. OMAR, PA 101 INF. BN., Awang, Dinaig Maguindanao Salutation Dear Captain Omar:

OR

Address FIRST LIEUTENANT DAVID P. OMAR, JAGS Records Section Judge Advocate General Office General Headquarters, AFP Camp Aguinaldo, Quezon City Salutation Dear Lieutenant Omar:


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Other Ranks in the Army, Navy and PNP ARMY / MARINES NAVY PNP

General Admiral Director General Lieutenant General Vice Admiral Deputy Director General Major General Rear Admiral Director Brigadier General Commodore Chief Superintendent Colonel Captain Senior Superintendent Lieutenant Commander Superintendent Major Lieutenant Commander Chief Inspector Captain Lieutenant Senior Inspector Lieutenant Lieutenant (Junior

Grade) Inspector

Second Lieutenant Ensign Abbreviations: Offices/ Extensions

General Headquarters GHQ General Staff Corps GSC Adjutant General Service AGS Justice Advocate General Service JAGS Infantry INF Cavalry CAV Field Artillery FA Intelligence Service AFP ISAFP Armed Forces of the Philippines AFP Philippine Army PA Philippine Air Force PAF Philippine Navy PN Philippine Marine Corps PMC National Defense College of the Philippines NDCP Master of National Security Administration MNSA


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D. Standard Templates for Internal Correspondence/Communications – All officers and employees are to follow these formats in drafting communications/correspondences for the PAPP:

1. Letters and Memos for the PAPP -

a. Outgoing Communications for the PAPP’s Signature

An initial (draft) copy of all communications requiring the PAPP’s

approval/signature should first be submitted to the ASec for Operations, for comments/approval. The draft copies should have the initial of the Unit Head. Afterwhich, the draft shall be returned to the originating unit for finalization.

The final copy should then be forwarded to the OSec for countersigning of the HEA, with it correspondingly encoded onto the DTIS. After the PAPP’s signing of these correspondences, the original shall be returned to the originating unit for dispatch.

Full block format/style will be used, with one-inch left and right margins. Bookman Antiqua 11 is the standard font and size. Should the memo be

fitted in one page, the font size can be adjusted to 10.5. At the bottom of the page, two (2) spaces from the last line, the filename and

path in font size 6 should be provided. Complimentary closing to be used for letters is “Sincerely yours.” Approved communication ready for the PAPP’s signature shall be printed

only on official OPAPP letterhead in special paper A4 size. For communications where the PAPP’s electronic signature will be affixed

to: Electronic copies of correspondences are to be forwarded to the ASec for

Operations via Outlook or DTIS, copy furnish the OSec. Upon receipt of instructions for finalization from the office of the ASec

for Operations, the final copy of subject correspondence shall be forwarded to the OSec, again via Outlook or DTIS, copy furnish the Office of the ASec for Operations.

The use of the PAPP’s electronic signature shall be done by OSec through the HEA upon approval of the PAPP. Such should be countersigned by the ASec for Operations and HEA.

Documents bearing the PAPP’s electronic signature will be returned to the originating unit for dispatch.

Electronic copies of the following documents/correspondences are required upon submission of drafts: Speeches/talking points; Presentations; OPAPP Daily Updates; and Monthly, Quarterly and Yearend Accomplishment Reports.


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The flow of communications for the PAPP’s signature is as follows:

Note: All throughout the communications flow, concerned units/offices are to update the status of the document/s (i.e., to whom and when next forwarded) onto the DTACS.

b. Memoranda for the PAPP’s Information/Comments/Guidance

Memos for the PAPP’s information/comments/guidance should follow this format:

INTER-OFFICE MEMORANDUM For : SEC. JESUS G. DUREZA Presidential Adviser on the Peace Process Thru : EVELYN M. DAPLAS Assistant Secretary, Operations From : (Name of memo signee) (Designation) Subject : Date : ________________________________________________________________________ Background: (Backgrounder or briefer on the reasons and/or events surrounding the subject activity of the report.) Discussion: (To include names of the attendees of the meeting; venue; time; and details of the ensuing discussion.) Agreements: (To detail all agreements reached upon during the meeting, if any.)

START (Draft from Originating Unit/Office)

DTIS (Uploading of e-copy/assignment

of tracking #)

ASec-Opns (For

review/comments)

Back to Originating Unit (For finalization)

Asec-Opns (Final hard copy,

For initials)

OSec (Thru the HEA)

PAPP (For signature)

Originating Unit

(For dispatch)


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Next Steps: (To enumerate all actions to be taken as agreed upon during the meeting and corresponding accountability of attendees and/or agencies and offices represented in the meeting.) Recommendations: (To detail the signee’s recommendations, if any.) Closing: For the PAPP’s information/approval/comments.

Memos should be printed on electronic OPAPP letterhead. These documents should be encoded onto the DTIS before forwarding them

to the OSec. For the daily updates for the PAPP required from each Technical Unit, this

format must be followed:

Subject/Background Recommended Action Remarks Office/Division

Daily updates must be forwarded to the ASec for Operations on or before

3:00 p.m. The units’ respective updates must likewise be encoded onto the DTACS. Feedbacking from the PAPP to the respective office/division/staff shall be

through the remarks in the updates. The flow of communications for these documents is as follows:

2. Memos for OPAPP Undersecretaries/Assistant Secretaries/Directors/Unit Heads

a. These communications should follow the format of the Inter-Office Memorandum cited above.

b. These should be printed on electronic OPAPP letterhead. c.. These must be encoded onto the DTACS before dispatch to concerned officials,

for tracking purposes.

START (from

Originating Unit/Office)

DTACS (for uploading of

scanned document &

Assignment of tracking #)

ASec-Opns

OSec

(thru the HEA)

PAPP


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The flow of communications for these documents is as follows:

START (Draft from Originating Unit/Office)

DTACS (for uploading of e-

copy & assignment of

tracking #)

ADDRESSEE

Chapter III-Policy Guidelines and Procedures: Section IX-Information and Communication Technology

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IX. Information and Communication Technology

A. Introduction Technology has become ever more critical to the everyday operations of OPAPP. Therefore, it is crucial that an internal infrastructure, powered by the technology of information and communications, is capable of supporting the increasing demands that OPAPP’s clients, partners, and personnel eventually place on this infrastructure.

The Information and Communications Technology Office (ICTO) handles and maintains the information and communications technology component of the Agency’s operations.

B. Functions

The ICTO performs the following:

1. analysis, design, development, implementation, maintenance, support, and/or management of computer-based information systems, particularly software applications and computer hardware for OPAPP;

2. use of electronic computers and computer software to securely convert, store, protect, process, transmit, and retrieve information;

3. practical application in the field of electronic communication and its installation; and

4. architectural design of complex and/or practical computer networks and information databases for OPAPP.

C. Scope

The ICTO covers the following areas:

1. Database Management – refers to the management of the Centralized OPAPP

Database System (CODS). See Item D for the overview and contents of the CODS.

2. Database Administration – refers to the administration of the CODS and encompasses the following areas of concern:

a. Recoverability, as creating and testing backups; b. Integrity, as verifying or helping to verify data integrity; c. Security; as defining and/or implementing access controls to the data; d. Availability, as ensuring maximum uptime; e. Performance, as ensuring maximum performance given budgetary

constraints; and f. Development and testing support, as helping programmers and engineers to

efficiently utilize the database.

3. Database Warehousing – refers to the maintenance of the data warehouse, which is the main repository of OPAPP’s historical data and its corporate memory containing the raw material for management’s decision support system.


85

4. Data Storage – refers to the steps regarding prevention of data loss; backup and replication of data; and data protection.

a. Prevention Against Data Loss – covers the following:

Backups are sent off-site in regular intervals, which include software as

well as all data information, to facilitate recovery. Surge protectors are used on delicate electronic equipment, to minimize

the effect of power surges. A backup generator and/or Uninterruptible Power Supply (UPS), also

known as an uninterruptible power source or a battery backup, is used as an off-line or online device to maintain a continuous supply of electric power to connected equipment by supplying power from a separate source when utility power is not available.

Fire prevention systems, with more alarms and accessible extinguishers, are in place.

Anti-virus software and other security measures are used. A communication equipment is used for (a) OPAPP Personnel, to notify

them of a problem and assign them tasks focused towards the recovery plan; and (b) OPAPP clients, to notify them so that panic over the problem is minimized.

b. Backup and Replication – covers the following:

Making regular copies of attributes in case primary disks or other

equipment fails. Creating a periodic copy of attributes for a distant organization that

cannot readily access the original. Providing utilities to facilitate the process of extracting and

disseminating attribute sets. Ensuring transparency in the replication of the database, where data is

replicated between database servers so that the information remains consistent throughout the database systems, and users cannot tell or even know which server in the system they are using.

c. Off-site Data Protection – refers to the strategy of sending OPAPP critical

business data to an off-site location. The ICTO oversees that the data are transported off-site using removable storage media such as magnetic tapes, or sending such off-site electronically via a remote backup service.

5. Software Design – covers the following aspects:

a. Extensibility, where new capabilities can be added to the software without

major changes to the underlying architecture; b. Robustness, where the software is able to operate under stress or tolerate

unpredictable or invalid inputs; for instance, that the software can be designed with a resilience to low memory conditions;

c. Reliability, where the software is able to perform a required function under stated conditions for a specific period of time;


86

d. Fault-tolerance, where the software is resistant to and is able to recover from component failure;

e. Security, where the software is able to withstand hostile acts and influences; f. Maintainability, where the software can be restored to a specified condition

within a specified period of time; for example, an antivirus software may include the ability to periodically receive virus definition updates in order to maintain the software’s effectiveness;

g. Compatibility, where the software is able to operate with other products that are designed for interoperability with another product; such as, a piece of software may be backward-compatible with an older version of itself;

h. Modularity, where the resulting software comprises well-defined, independent components that lead to better maintainability and where the components can be then implemented and tested in isolation before being integrated to form a desired software system; thereby allowing division of work in a software development project; and

i. Reuse, where the modular components designed capture the essence of the functionality expected out of them and no more or less, as this single-minded purpose renders the components reusable whenever there are similar needs in other designs.

6. Systems Management – refers to the following tasks:

a. Hardware inventories; b. Server availability, monitoring, and metrics; c. Software inventory and installation; d. Anti-virus and anti-malware management; e. User’s activities monitoring; f. Capacity monitoring; g. Security management; h. Storage management; and i. Network capacity and utilization monitoring.

7. Systems Administration – covers the following tasks:

a. Performance of routine audits of systems and software; b. Performance of backups; c. Application of operating systems updates, patches, and configuration

changes; d. Installation and configuration of new hardware and software; e. Addition, removal or updating of user account information, resetting of

passwords, etc; f. Answering of technical queries; g. Being responsible for security; h. Documentation of the configuration of the systems; i. Performance of systems tuning; and j. Making sure that the network infrastructure is up and running.


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D. Centralized OPAPP Database System (CODS) – is a component of OPAPP’s comprehensive business system designed to move towards Knowledge Management and Integration (KMI). It aims to:

1. build an OPAPP image and “branding;” 2. increase staff efficiency and productivity; 3. enhance internal communication and correlation; 4. strengthen delivery of programs and projects; 5. improve document tracking and retrieval; 6. consolidate OPAPP peace partners and contacts; and 7. manage employee information and records.

E. Content Management System Team (CMST) - is composed of selected technical staff

from different OPAPP Units headed by the ICTO tasked to generate and manage the content of the CMS-based websites (internet and intranet).

F. Database Applications - comprises the following:

1. Document Tracking and Activity Calendar System (DTACS) - manages the

tracking of documents, calendar of activities, and library catalogue. It aims to fast track communications, improve file system, and map out events.

2. Directory Management System (DMS) - manages all OPAPP network of

contacts, that includes peace partners, donors, executive and legislative offices, as well as affiliations for easy tracking of memberships and associations.

3. Peace Resources and Initiatives Management System (PRIMS) - manages all

OPAPP programs and projects, areas covered, beneficiaries, implementing and funding agencies, project cost, timeframe, and status of programs/projects.

4. Alleged Political Offenders/Rebel Returnees Management System (APORRMS)

- manages the systematic documentation of information on persons incarcerated by virtue of their political orientation and/or political affiliation (political offenders) or on armed/unarmed insurgents, who have decided to return to the folds of the law and rejoin the mainstream of society (rebel returnees/former combatants).

5. Geographic Information System (GIS) - also known as Geographical

Information System, is a system capable of integrating, storing, editing, analyzing, sharing, and displaying geographically-referenced information. It can also analyze spatial information, edit data, plot maps, and present results of all these operations.

6. Human Resources Management System (HRMS) - manages OPAPP personnel-

related information, including employees’ welfare and benefits.

7. Procurement and Inventory Management System (PIMS) - manages the purchase and inventory of office supplies and equipment, including the maintenance of the latter.


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8. New Government Accounting System (NGAS) - manages OPAPP’s accounting policies and procedures based on the national government’s existing accounting system.

Chapter III-Policy Guidelines and Procedures: Section X/Human Resource Management

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X. Human Resource Management

A. Introduction

This section covers the laws, policies, regulations and guidelines governing all aspects of employee welfare and well-being, from screening of applicants, implementation of staff development programs until the end of the employee’s service to the organization.

B. Personnel Hiring, Management, and Promotion

1. Government Policies on Selection of Employees

a. It is the government’s declared policy that selection of employees for

appointment in the government service shall be open to all qualified men and women according to the principle of merit and fitness.

b. There shall be an equal employment opportunity for men and women at all

levels of position in the agency, provided they meet the minimum requirements of the position to be filled.

c. There shall be no discrimination on account of gender, civil status, disability,

religion, ethnicity or political affiliation.

2. Recruitment and Application Process

a. Agency Policies on Recruitment and Hiring of Employees

OPAPP Personnel are selected on the basis of their qualifications and fitness to perform the duties and responsibilities that go with the positions to which they will be appointed.

Positions at the entrance level may be filled by college graduates, who possess sufficient academic training and intelligence required of the positions.

Whenever possible, vacancies in the plantilla items are filled through the promotion of qualified OPAPP personnel. The process for application of promotion follows the processes for new hires, depending on the position level being applied for. Said processes are listed below.

b. Process for Selection and Hiring of Personnel for

Technical/Administrative/Finance Positions:

The Unit or Office Head requests for additional manpower by accomplishing and submitting a Hiring Request Form (HRF) to the HMRD. Said HRF is downloadable from the OPAPP Intranet System.


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HIRING REQUEST FORM

Requested Position (please attach a job description; indicate rank, position title, salary grade)

Qualifications (requirements based on the vacant position)

Requested by

Unit Office

Received by

Date

Approved by (ASec for FAS)

Remarks:


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Notice of Vacancies / Hiring of Employees is posted on the OPAPP

website and on the office bulletin boards. Job posting runs for seven (7) working days.

The hiring process runs for a maximum of 30 days from the date of the

closing of the job posting. Applications are submitted either by e-mail (to the HRMO e-mail address)

or post, addressed to the HRMO. Application requirements include the following: Letter of Intent;

CV/Resumé with photo; Official Transcript of Records; and Certificate of Civil Service Eligibility.

Initial/first screening is done by the HRMO. After the preliminary screening, the HRMO submits to the Personnel

Selection Board (PSB) the list of qualified applicants. The PSB then evaluates who among these applicants will be scheduled for written examination.

Applicants who pass the written examinations proceed to the second level

of the screening, which involves powerpoint or multimedia preparation and presentation (for technical positions only). Presentations are done before the PSB, so as to determine the level of technical competencies and knowledge of the applicants.

The PSB evaluates the applicants, and forwards their

evaluation/recommendations to the HRMO.

The HRMO then submits a shortlist of eligible applicants to the ASec. for Operations (for technical positions) and ASec. for FAS (for finance and administrative positions), who in turn will conduct interviews with the applicants.

The requesting Director makes the final hiring decision after receiving the

results of the interview with the ASec. for Operations / ASec. for FAS.

c. Process for Selection and Hiring of Unit Heads/Directors

The concerned ASec. requests for additional manpower by accomplishing and submitting a Hiring Request Form (HRF) to the HMRD. Said HRF is downloadable from the OPAPP Intranet System.

Notice of Vacancies / Hiring of Employees is posted on the OPAPP

website and on the office bulletin boards. Job posting runs for seven (7) working days.


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The hiring process runs for a maximum of 30 days from the date of the closing of the job posting.

Applications are submitted either by e-mail (to the HRMO e-mail address)

or post, addressed to the HRMO. Application requirements include the following: Letter of Intent;

CV/Resumé with photo; Official Transcript of Records; and Certificate of Civil Service Eligibility, and proofs of other qualifications.

Initial/first screening is done by the HRMO. After the preliminary screening, the HRMO submits to the Personnel

Selection Board (PSB) the list of qualified applicants. The PSB then evaluates who among these applicants will be scheduled for written examination.

The PSB evaluates the applicants, and forwards their

evaluation/recommendations to the HRMO.

The HRMO then submits a shortlist of eligible applicants to the ASec. for Operations (for technical positions) and ASec. for FAS (for finance and administrative positions), who in turn will conduct interviews with the applicants.

The PAPP makes the final hiring decision, based on the recommendations

of the respective ASec.

3. Pre-employment Requirements

a. Final candidates who decide to accept our employment offer must undergo physical examination prior to signing of the Appointment Letter.

b. Results for the following medical examinations must be submitted to the

HRMD respiratory x-ray; urine test; drug text; and psychological rest.

4. Employment Requirements

a. Final candidates who decide to accept the employment offer must submit the following documents prior to the signing of their Appointment Paper:

X-ray Result; Drug Test Result; Psychological Test Result; NBI Clearance; TIN GSIS Number; GSIS/Pag-ibig Loan Documents (if any); Photo for Company ID; and


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Other requirements that may be requested on a case-to-case basis.

b. The HRMD issues the following forms to be accomplished by the newly hired employees:

Personal Data Sheet (CS Form 212); Job Description Form (CS Form 122-D; and Statement of Assets and Liabilities.

5. Appointment Terms and Conditions

a. Appointments, whether permanent, temporary, co-terminus, contractual, casual

or by promotion are made in accordance with OPAPP policies and procedures and the pertinent provisions of the Civil Service Commission laws and rules.

b. By virtue of the nature of OPAPP, that is, an agency under the Office of the

President and hence an office co-terminus with the term of the President of the Republic of the Philippines, all employees occupying plantilla and contractual positions and those under contracts of services are issued employment contracts which they co-sign together with the head of the agency (PAPP) for a duration of not more than one (1) year. Extension of employment shall be at the discretion of the PAPP, based upon the recommendations of their concerned Unit Heads/Directors and Assistant Secretaries for FAS and Operations.

c. The Omnibus Rules Implementing Book V of EO No. 292 and Other Pertinent

Civil Service Laws stipulate that:

d. In the selection of personnel for his department or agency, the appointing authority shall be guided by the Civil Service Law and Rules.

e. When two (2) or more applicants meet the minimum requirements for the

position, objective criteria must be set to determine who is the most fit and meritorious among all the applicants to ensure that the exercise of management discretion is not abused.

f. A person who meets all the requirements of a position including the

appropriate civil service eligibility shall be appointed to a position in the first and second levels. However, when the immediate filling of a vacancy becomes necessary, taking into account the public interest, and a person with appropriate civil service eligibility is not actually and immediately available, a person without the appropriate civil service eligibility but who meets the other requirements of the position may be appointed. His/her appointment shall be temporary for a period of not more than twelve (2) months and may be replaced at any time with one who has an appropriate civil service eligibility.

g. Each appointment shall be prepared in the prescribed form and duly signed by

the appointing authority.

6. Status of Employment - The Civil Service Code defines the classifications of employment as follows:


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a. Permanent - Employment is for plantilla positions, involving the performance

of activities necessary for the continuous operation of OPAPP. Permanent positions are to be occupied by individuals who possess civil service eligibility.

b. Temporary – This is issued to a person who meets the education, experience

and training requirements for the position to which he/she is being appointed to, except for the appropriate eligibility but only in the absence of a qualified eligible actually available, as certified by the Civil Service Regional Director or Field Officer. Such appointment does not exceed twelve (12) months reckoned from the date it was issued, but the appointee may be replaced sooner if a qualified eligible who is willing to accept the appointment becomes available.

c. Co-Terminus - Such status applies to a person whose entrance and continuity in

the service is based on the trust and confidence of the appointing authority or of the head of the organizational unit where assigned; or co-existent with the incumbent head of agency; or whose service is limited by the duration of the project or co-existent with the period for which an agency or office was created.

d. Contractual – Applies to a person who undertakes a specific work or job for a

limited period not to exceed one (1) year. The appointing authority indicates the inclusive period covered by the appointment for purposes of crediting services.

e. Casual – This is issued only for essential and necessary services where there

are not enough regular staff to meet the demands of the service.

7. Nature of Employment - The Civil Service Code defines the nature of employment as follows:

a. Original - Refers to the initial entry into career service of persons who meet all

the requirements of the position.

It is understood that the first six (6) months of service following an original appointment will be probationary in nature and the appointee will undergo a thorough character investigation. A probationer may be dropped from the service for unsatisfactory conduct or want of capacity anytime before the end of the probationary period.

However, if no notice of termination or unsatisfactory conduct is given by the appointing authority to the employee before the expiration of the six-month probationary period, the appointment automatically becomes permanent.

b. Initial – Refers to all other appointments of persons entering the government

service for the first time (whether career or non-career) which are not covered by the definition of original appointment.

c. Promotion - Refers to the advancement of an employee from one position to

another, with an increase in duties and responsibilities as authorized by law,


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and usually accompanied by an increase in salary. Promotion may be from one department or agency to another, or from one organizational unit to another within the same department or agency.

d. Transfer – Refers to the movement of an employee from one position to

another which is of equivalent rank, level or salary without break in the service involving the issuance of an appointment.

The Transfer maybe from one department or agency to another or from organizational unit to another in the same department or agency; provided, however, that any movement from the non-career service to the career service shall be considered a transfer.

An employee who seeks transfer to another office must first secure permission from the head of the department or agency where he/she is employed, stating the effective date of the transfer. If the employee’s request to transfer is not granted by the head of the agency where he is employed, it shall be deemed approved after the lapse of 30 days from the date of notice to the agency head.

If, for whatever reason, the employee fails to transfer on the specified date, he/she is considered resigned and his/her reemployment in his/her former office is at the discretion of its head. The effectivity of transfer is the day following the employee’s last day of service in the former agency.

Head of oversight agencies and their staff are prohibited from transferring to a department/agency/office/local government unit where they are assigned or designated to oversee within one (1) year after the termination of such assignment/designation.

This prohibition contemplates only the transfer of officials of those offices/units who are in a position to exert pressure or influence on the new or accepting agency, but not to cover those occupying skilled positions such as clerks and drivers.

e. Reemployment – Refers to the reappointment of a person who has been

previously appointed to a position in the career or non-career service and separated there from as a result to reduction of force, reorganization, retirement, voluntary resignation due to any non-disciplinary action such as dropping from the rolls and other modes of separation. Reemployment presupposes a gap in the service.

No prior authority shall be required for the reemployment of a person who has

been previously retired and who has reached the compulsory retirement of 65 years of age.

f. Reappointment – Refers to the issuance of an appointment during

reorganization, devolution, salary standardization, re-nationalization or similar events. This presupposes no gap in the service.

g. Reinstatement – Refers to the issuance of an appointment to a person who has

been previously appointed to a position in the career service and who has,


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through no delinquency or misconduct, been separated therefrom or to one who has been exonerated of the administrative charges unless the decision exonerating him/her specifies restoration to his previous position.

h. Renewal – Refers to the subsequent appointment issued upon the expiration of

the appointment of the contractual/casual personnel, or temporary appointment. This presupposes no gap in the service.

8. Effectivity / Revocation of Employment - The Civil Service Code states that:

a. All appointments must be submitted to the Civil Service Commission within

thirty (30) days from the date of issuance; otherwise, such appointment becomes ineffective thirty (30) days thereafter and the appointing authority shall be held liable for the payment of salaries of the appointee for services actually rendered. The same liability holds if the appointment is disapproved because the issuance is in violation of pertinent laws such as the publication requirement, pursuant to Republic Act 7041, or

b. Once the appointment or contract has been signed by the proper authorities, the

HRMD informs the appointee of its approval. Failure on the part of the appointee to report for proper instructions within thirty (30) days from the date they are notified of appointment approval, is construed as loss of interest on his/her part and, therefore, the appointment is automatically revoked after such period.

9. Orientation of Employees

All new employees undergo an On-Boarding Orientation to ensure their proper integration into the organization. The on-board orientation is divided into two (2) parts, the first of which is conducted by the HRMD; and the second, by the Unit Head to whom the new hire is reporting to. A. Regulations and Procedure

1. The On-Boarding Orientation takes place during the first thirty (30) to ninety (90) days of work.

2. The areas to be covered by the orientation are the following:

Part 1 (General Orientation conducted for a batch of newly-hires):

- Overview of the National Peace Plan - Introduction of the Organization (including the Agency structure,

unit/office functions, history, policies, employment regulations, and employee benefits)

- Familiarization tour of all Offices (including a courtesy call to the heads of all units)


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Part 2 (Job Orientation conducted on an individual basis)

- OPAPP Business System (including DBMS/Intranet/website) - Scope of work - Authority Levels - Performance Standards Agreement - Feedback Assessment and Evaluation

3. A checklist is used during the On-Boarding Orientation, signed-off by the

new employee, a copy of which goes into his/her 201 file.

Follows is a sample of the On-Boarding Orientation Checklist:


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ON-BOARDING ORIENTATION CHECKLIST A. GENERAL ORIENTATION REMARKS

Overview of National Peace Plan Overview of OPAPP - History - Policies - Organizational Structure - Unit Functions

Familiarization with: - Policies/Rules on Employment (Employee’s

Handbook) - Required Employment Documents - Payroll Procedures - Use of Office Equipment/Facilities - Requisition/Procurement Process - Office Layout

Introduction to other Organization Members

I have been informed of all of the above-listed items in the checklist and have understood their rules, regulations, and conditions. ___________________________ _______________ _______________________________ Employee Name & Signature Date Oriented by B. INDIVIDUAL JOB ORIENTATION REMARKS

OPAPP Business System Scope of Work Authority Levels Performance Standards Agreements Feedback Assessment and Evaluation

I have been informed of all of the above-listed items in the checklist and have understood their rules, regulations, and conditions. ___________________________ _______________ _______________________________ Employee Name & Signature Date Oriented by


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10. Classification and Definition of Personnel Movements - The Civil Service Code

states that the following personnel movements that do not require issuance of an appointment nevertheless requires an office order signed by a duly authorized official:

a. Reassignment – Refers to the movement of an employee from one

organization unit to another in the same department or agency which does not involve a reduction in rank, status or salary. If reassignment is without the consent of the employee being reassigned, such is allowed only for a maximum period of one (1) year. It is presumed to be regular and made in the interest of public service, unless proven otherwise or if it constitutes constructive dismissal.

Constructive dismissal exists when an employee quits his/her work because of the agency head’s unreasonable, humiliating or demeaning actuations which render continued work impossible. Hence, the employee is deemed to have been illegally dismissed.

No reassignment is undertaken if done indiscriminately or whimsically because the law is not intended as a convenient shield for the appointing, disciplining authority to harass or oppress a subordinate on the pretext of advancing and promoting public interest.

Reassignment of small-salaried employees is not permissible if it causes significant financial dislocation. Sufficient reasons to warrant the continued reassignment of employee and performance of functions other than those attached to the position must be established.

b. Detail - – Refers to the temporary movement of an employee from one

department or agency to another which does not involve reduction in rank, status or salary.

The employee detailed receives his/her salary from his/her mother unit/agency. It is allowed only for a maximum period of one (1) year. It may be allowed beyond one year for employees occupying professional, technical and scientific positions, provided it is with the consent of the detailed employee.

c. Secondment - Refers to the movement of an employee from one department

or agency to another which is temporary in nature and which may or may not require the issuance of appointment but may either involve reduction or increase in compensation. Acceptance thereof is voluntary on the part of the employer. It is governed by the following guidelines:

It is limited to employees occupying professional, technical and scientific positions.

Secondment to international bodies / organizations recognized by the Philippine government may be allowed.


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Secondment for a period of one (1) year or more is subject to the approval by the Civil Service Commission (CSC). Approval of the secondment is subject to the following conditions:

A Memorandum of Agreement or contract for secondment between the

mother and receiving agency concurred with by the employee is submitted to the CSC within thirty (30) days from signing of the agreement/contract.

The period of secondment is for a maximum of three (3) years except

otherwise provided by law or as required under bilateral/multilateral agreements.

Any violation of the provisions of the Memorandum of Agreement is a ground for discontinuance thereof, without prejudice to the filing of disciplinary action against the person responsible for the violation. Acceptance of scholarship by the seconded employee terminates the secondment. Payment of salaries of seconded employees is borne by the receiving agency. In case of higher compensation covered by a duly issued appointment within the Philippine government, the same may be used for the purpose of converting his/her retirement benefits but not for the purpose of commutation of leave credits earned in the mother agency. In case of a lower compensation, the mother agency shall pay the difference. This does not apply in cases of secondment in international agencies. The seconded employee is considered on leave without pay in his/her mother agency for the duration of his secondment, and during such period, may earn leave credits which are commutable immediately thereafter and payable by the receiving agency.

d. Job Rotation – Refers to the sequential or reciprocal movement of an

employee from one office to another or from one division to another within the same agency as a means for developing and enhancing the potentials of people in an organization by exposing them to the other work functions of the agency.

e. Designation – Refers merely to the imposition of additional duties to be

performed by the public official which is temporary and can be terminated anytime at the pleasure of the appointing authority.


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11. Policies on Resignation, Termination of Service, and Retirement from Service

a. Resignation

Accountability

- The resigning employee is responsible for providing a written notice to his/her immediate superior should he/she decide to leave OPAPP.

- His/her immediate superior is responsible for informing the HRMD about the employee’s intention to leave OPAPP.

- The HRMO is responsible for conducting the Exit Interview of the resigning employee.

- The HRMD is responsible for processing and issuing the employee’s clearance from any accountability and which will form part of the basis for the computation of benefits and salaries incorporated in the employee’s separation and/or last pay.

- The HRMD is also responsible in requesting for the check preparation, covering the resigning employee’s separation and/or last pay and for releasing the same to him/her.

Procedure

- The resigning employee should give a written notice to his/her

Immediate Superior indicating his/her decision as well as the reasons for leaving OPAPP, at least 30 days prior to the date of his/her resignation.

- The Immediate Superior informs the HRMD immediately of his/her staff’s decision and coordinates with the HRMD for any requirement for replacement.

- The HRMO conducts an Exit Interview with the resigning employee prior to his/her last day at work.

- The HRMO only signs the resigning employee’s clearance form after the Exit Interview and all equipment/supplies issued the employee have been properly turned over/returned to the Property Custodian of the Administrative Division.

- The HRMD processes the resigning employee’s clearance from accountability by routing the clearance form to the following: The resigning employee’s Immediate Superior The HRMD The Finance and Administrative Services Unit (Finance Chief

/Admin Chief/ASec. for FAS) The Operations Units (all unit Chiefs and ASec. for Operations) The Offices of the Undersecretaries The Office of the Secretary/PAPP

- The HRMD initiates the computation of the resigning employee’s last pay and requests for the preparation of his/her check for pay-out.

- A Quitclaim Form is accomplished by the HRMD and is duly signed by the resigning employee and the PAPP upon the release of the resigned employee’s last pay check.


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Regulations

- A 30-day prior notice is a requirement for clearance. - Remaining vacation leave credits may be used as terminal leave should

the resigning employee request to waive the 30-day notice, provided that his/her terminal leave application is approved by his/her immediate superior and with the concurrence of the ASec. for Operations and/or ASec. for FAS.

b. Termination of Service

Accountability

- The immediate superior of the employee whose services are to be

terminated is responsible for informing the HRMD of his/her recommendation for such action, via a memorandum to this effect, copy furnished the ASec. for Operations and/or ASec. for FAS.

- The HRMO is responsible for informing the subject employee of the recommendation to terminate his/her service, and of informing said employee of his/her right to formally address the issues raised as grounds for the termination of his/her service.

- The HRMD is also responsible for conducting a thorough and impartial investigation into the issues raised against the employee, and for submitting said findings/recommendations to the ASec. for FAS, copy furnished the ASec. for Operations, the employee’s immediate superior and subject employee.

- The ManCom is responsible for reviewing the case at hand, and for deliberating and eventually recommending to the PAPP the action to be taken on the matter.

- The HRMO is responsible for facilitating the preparation of subject employee’s clearance and last paycheck, provided that the issues supporting the termination of an employee’s service do not warrant the withholding of such pay.

Procedure

- The Immediate Superior of the employee whose services are being

recommended for termination submits a formal request for such action, addressed to the ASec. for FAS and/or ASec. for Operations, copy furnished the HRMD.

- The HRMO informs the subject employee of the issues raised against him/her, and informs the employee of his right to formally answer these issues within three (3) working of days from notification, by way of a memorandum on the same, addressed to the ASec. for FAS and/or ASec. for Operations, copy furnished the HRMO.

- A thorough investigation on the issues raised against subject employee is conducted, after which the HRMO prepares and submits his/her findings and recommendations to the ASec. for FAS and ASec. for Operations.


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- The subject request for termination of an employee’s termination, and the ensuing findings and recommendations are then submitted to the ManCom for review and deliberation. The ManCom then prepares their concurrence/dissent with the recommendation, and submits them to the PAPP for final decision.

- Should there be a concurrence of the ManCom and the PAPP with the recommended termination of service, the HRMO then informs the subject employee and the employee’s Immediate Superior of the termination of the former’s service.

- - Should the employee whose service is being terminated is still entitled to salaries and wages up to his last day of service, the HRMO facilitates the processing of his/her last pay check and clearance, following the procedures stipulated for resigning employees, stated above.

Regulations –

- For justifiable reasons, the Agency has the right to terminate the

services of an employee prior to the expiration of his/her contract for service, provided that a 30-day notice is served to the concerned employee.

- The services of an employee may be terminated for any of the following just causes: Serious misconduct or willful disobedience by the employee of

the policies, rules and regulations of the Agency or the Civil Service Commission, or of the order of his/her Immediate Superior in connection with the employee’s work.

Gross and habitual neglect by the employee of his/her duties. Fraud or willful breach by the employee of the trust reposed in

him by his Immediate Superior or any other official of the Agency.

Commission of a crime or offense by the employee. Willful breach of a condition stipulated in the employment

contract. Other causes analogous to the foregoing.

- The following reasons may also be grounds for termination of employment: Redundancy (i.e. when majority of the job position’s duties

and responsibilities is abolished due to duplication, repetition, etc. resulting from a major change in the organization.

Retrenchment to prevent loss or cessation of operations of the office.

- The service of an employee may likewise be terminated if he/she is found to be suffering from any disease where his/her continued employment is prohibited by law or is prejudicial to his/her health as well as the health of other employees, provided that the employee is given a separation pay equivalent to at least one (1) month salary or equivalent to one-half month salary for every year of service, whichever is greater. A fraction of at least six (6) months is considered as one (1) whole year in computing the separation pay.


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c. Retirement

Terms

- Retirement from service is made either upon the employee’s voluntary choice or upon reaching the mandatory retirement age of 65.

- The retirement plan in government service is administered by the GSIS, which provides the employee his/her substantial benefits upon retirement, permanent disability, death or separation from any government office.

- A government employee may choose to retire under any of these two (2) options: Compulsary Retirement – is when an employee is automatically

and compulsory retired from government service upon reaching the age of 65.

Optional Retirement – is when an employee, regardless of age, opts to retire after rendering a total of thirty (30) years of service.

Accountability

- Any employee who plans to leave the service due to either optional or

mandatory retirement is responsible for filing his/her Notice of Retirement in writing to his/her Immediate Superior and the HRMD.

- The HRMD is responsible for facilitating the retiring employee’s clearance from any accountability and for the latter’s retirement benefits from the Government Service Insurance System (GSIS).

Procedure

- The retiring employee files his his/her written notice of retirement to

his/her Immediate Superior, copy furnished the HRMD, three (3) months before the effectivity date of his/her retirement.

- The Immediate Superior coordinates with the HRMD for any requirement for replacement.

- The HRMD processes the employee’s clearance form and signs the same after all equipment/supplies issued by the office to the latter have been properly turned over/returned.

- The HRMD processes the retiring employee’s clearance by routing the clearance form, the process of which is the same as that indicated above.

- The HRMD also facilitates the forwarding of the request for retirement insurance benefits of the retiring employee to the GSIS.

Regulations

- All retiring employees must secure clearance from all money and

property accountability within one (1) month before the effectivity of his/her retirement.


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- An employee becomes a GSIS member upon permanent employment with any government office, for which the employee and agency share in the monthly contributions to GSIS, deducted from the monthly salary.

- All retirement insurance benefits maybe in the form of annual or monthly pension for life, payable to the employee/GSIS member and transferable to his/her primary beneficiary upon the employee’s death.

- Computations of any and all benefits due an employee upon retirement from service follows that prescribed by the GSIS.

12. Maintenance and Updating of Qualification Index –

a. Accountability

The employee is responsible for informing the HRMD of any and all

training courses, academic degrees, recognitions and the like that he/she receives before and during employment with OPAPP.

The HRMD is responsible for updating an employee’s qualification index, as the need arises.

b. Procedure

The employee furnishes the HRMD a written advice on the in-service

training courses, academic degrees recognitions/awards/citations he/she has received or receives during employment with OPAPP, together with copies of certificates of completion/graduation and the like.

The HRMD updates the employee’s qualification index, which forms part of the latter’s personnel file.

c. Regulations

For any employee seeking promotion within OPAPP, his/her qualification

index is a factor in determining his/her suitability for the same. The HRMD ensures that such information be indicated in the evaluation

report as regards as employee’s eligibility for promotion.

13. Personnel Records and Reports

a. Accountability

All employees are to accomplish the pertinent personnel documents as

required. The HRMD is responsible for ensuring that all documents are complied

with by the employees and that these are completed/recorded accordingly.


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b. Types of Personnel Records and Reports

Oath of Office Newly-Appointed personnel are required to subscribe to an oath of office, duly sworn in and administered by the administering officer. This document is also kept in the employee’s personnel (201) file.

Sworn Statement of Assets, Liabilities, Net Worth, Disclosure of Business Interests and Final Connections, and Identification of Relatives in the Government - Sworn Statement of Assets, Liabilities, Net Worth, Disclosure of Business Interests and Financial Connections, and Identification of Relatives in the Government (SALN) – Republic Act No. 6713 stipulates that all officials/employees in government service must accomplish and submit an SALN within thirty (30) days upon assumption of office/position. Those who assume office less than two (2) weeks before the end of calendar year may file their first statement in January of the following year. SALNs are filed every year thereafter and upon resignation/separation from OPAPP. A sample of this form is provided at the end of this section for reference.

Personal Data Sheet - (PDS) – The CSC requires all government personnel to submit a duly accomplished PDS upon employment. A sample of this form is provided at the end of this section for reference.

Job Description Form - – This is submitted to the CSC upon hiring of new employees/assumption of office of new officials, as basis for an employee’s eligibility for his/her position.

Courtesy Call Sheet – Upon hiring, employees make the rounds of all OPAPP units/offices as part of their familiarization tour. Accomplishment of calls on each unit/office is signified by the signature of the authorized unit/office representative on the appropriate boxes on this form. A sample of this form is provided at the end of this section for reference.

Daily Time Record – After the end of each month, employees required to time in and out accomplish and submit a summary of working hours rendered for the specified month. This summary includes indications of leaves availed of, official business transactions outside the office, official travels, and other such information that do not enable the employee to time in/out. Proofs of such availments/transactions are attached to the DTR. This summary is signed by both the employee and his/her Immediate Superior, and submitted to the HRMD. A sample of this form is provided at the end of this section for reference.

Application for Leave of Absence Form – All employees qualified to avail of vacation/sick/maternity/paternity/special leave benefits accomplish and submit this form to the HRMD, duly approved and signed by his/her Immediate Superior. Requests for leave availment are submitted before such availment, except for Sick Leave availments, which is accomplished and submitted immediately upon reporting back to work. A sample of this form is provided at the end of this section for reference.

Authority to Render Overtime Work Request Form - Authority to Render Overtime Work Request Form – All employees authorized to render overtime work with equivalent compensation accomplish and submit this request form to the HRMD, duly signed by their Immediate Superior. This form is submitted prior to actual rendering of overtime work. A sample of this form is provided at the end of this section for reference.


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Authority to Avail of Overtime Services Offsetting Form - Employees not eligible to receive payment for overtime work rendered but nonetheless do so have the option to offset the number of work hours rendered to leave or undertime availment. This form is accomplished and submitted to the HRMD prior to such offsetting, duly signed and approved by the employees’ Immediate Superior. A sample of this form is provided at the end of this section for reference.

Statement of Overtime Work Rendered - After the end of each month, all employees qualified to receive compensation for overtime work rendered accomplish and submit a summary of their overtime work rendered. This Statement is certified/approved by their Immediate Superior and submitted to the HRMD within the first week of the succeeding month. This summary is the basis for computation of payment for the overtime work done. A sample of this form is provided at the end of this section for reference.

Official Business Slip - This form is accomplished whenever an employee conducts official business outside the office that does not enable him/her to time in and out during regular working days. This form is submitted to the HRMD, duly approved and signed by the employee’s Immediate Superior. A sample of this form is provided at the end of this section for reference.

Trip Ticket - As supporting document to purchase of fuel for office vehicles, all drivers accomplish and submit Trip Tickets whenever these vehicles are loaded up for fuel before or during use of OPAPP officials/employees. Duly accomplished forms are submitted to the Property/Supply Officer. A sample of this form is provided at the end of this section for reference.

C. Employee Welfare and Benefits

1. Employee Compensation Plan

a. Salary Structure and Administration

OPAPP has a position Classification Plan which classifies positions based

on duties and responsibilities, qualification requirements and other such factors. Salary or compensation is determined by position, evaluated in terms of complexity, level of difficulty and responsibility.

The Compensation Grade Plan consists of 31 grade units with eight (8) Salary Steps within each grade. Each grade represents a level of work difficulty and responsibility, and has minimum and maximum levels to allow for determining salaries of newly-hired or promoted employees and/or appropriately reward different levels of performance within a particular salary range.

The government’s Salary Standardization Plan serves as the basis for assigning a corresponding salary grade for each position. A new appointee is given the minimum salary within the pay range of the position.

Contractual personnel are given an initial salary rate of at least one (1) step the minimum within the pay range of the position. They are also entitled to leave privileges and other benefits to which permanent employees are entitle, except as provided by law.


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Basic Salary means the monthly compensation paid by the Agency to the employees for services rendered during normal regular working hours, exclusive of all forms of allowances, payment for extra work, benefits and other emoluments of whatever kind and nature allowed by law. All regular, casual and contractual employees are entitled to a basic salary. On the other had, the salaries of personnel whose services are contracted on a project basis may be based on a different salary grade, as stipulated in the Contract of Service approved by the head of Agency. The Agency grants a basic salary equivalent to the rate within the range of an employee’s job level in the office’s pay scale, as allowed by the CSC and the Department of Budget and Management (DBM). The basic salary is the basis of computations of other benefits such as cash commutation of leave, overtime pay and 13th month pay. It is also the basis of computation of items for salary deductions due to leave without pay, suspension without pay, tardiness, among others.

Overtime Pay is given to employees qualified for such remuneration who perform work in excess of the regular eight (8) hours a day, or during rest days and legal/special holidays. Authorization of an employee’s Immediate Superior is required prior to actual rendering of overtime work. Overtime pay is processed on a monthly basis, and released within the month succeeding that for which such pay is due.The employee must also ensure that his/her Summary of Overtime Work Rendered for a particular month is submitted to the HRMD office on or before the cut-off period for processing, which is the first week of the succeeding month.

Computations – Overtime pay rates are as follows:

Regular Overtime

125% In excess of eight (8) hours during a regular working day.

Sunday/Rest Day

150% For the first eight (8) hours during the scheduled rest day.

150% In excess of eight (8) hours during the scheduled rest day. The additional 30% premium shall be based on the 130%.

Regular Holidays

150% For the first eight (8) hours during a regular holiday.

Special Holidays

150% For the first eight (8) hours during a special holiday.

Pursuant to the rules and regulations of COA, CSC and DBM, the above rates are subject to the new issuances the said agencies may impose. b. Payday

Salaries of permanent, casual and contractual personnel are usually

released on the 15th and last day of each month. Personnel under Contracts of Service also receive their pay on the

aforementioned days.


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When a payday falls on a weekend or legal holiday, payments are made on the working day before the weekend/holiday.

c. Allowances

Representation and Transportation Allowance (RATA)

Employees occupying officers’ levels are granted RATA to defray expenses incurred during the conduct of their official functions. The amount of RATA is in accordance with the rates prescribed for each level/grade under the pertinent provisions of the General Appropriations Act of the particular calendar year.

13th Month Pay, Yearend Bonus and Cash Gift

This is given in recognition of government service and in keeping with the spirit of Christmas. The annual Christmas bonus or 13th Month Pay is equivalent to one (1) month’s basic salary plus Five Thousand Pesos (P 5,000.00) which is granted to employees who have rendered a total of at least four (4) months of service Including leaves of absence with pay) with the Agency for the duration of January 1 to October 31 of the year, and who are still in the service as of October 31 of the same year. Further, pursuant to the provisions of the General Appropriations Act, half of the 13th Month Pay is given not earlier than May 1and the remaining half not later than November 15 of the issuing year.

Uniform Allowance

To create a businesslike atmosphere in the office, contractual employees who have rendered at least six (6) months of continuous service are provided with uniforms charged to the annual uniform allowance worth Four Thousand Pesos (P, 4000.00). However, this does not include employees whose salaries are charged against project funds that do not have provisions for uniform allowance.

d. Standard Salary Deductions/Social Benefits

Government Service Insurance System (GSIS) Premium Payments

All regular/contractual employees of the government automatically becomes GSIS members. Upon membership, they are issued GSIS insurance policies, and their monthly premium payments are deducted from the monthly salaries. A primer on the various types of social insurance, security benefits, employee compensation claims and basic requirements for entitlement under the laws administered by the GSIS is available at the HRMD office. Or you may log on to www.gsis.gov.ph for more information.


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Pag-ibig Fund Contributions

The Home Development Mutual Fund, also known as the Pag-ibig Fund, is a provident savings system for employees in the public and private sectors. Members’ contributions are supported and matched by their respective employers, with housing as the primary investment, and are deducted/remitted to Pag-ibig on a monthly basis. In OPAPP, however, only plantilla employees are provided with a budgetary allocation covering the Agency’s share of the monthly contributions. Employees under Contracts of Service may opt to become members of Pag-ibig, provided they shoulder both their personal contributions and the employer’s share to the program.

Philippine Health Insurance Corporation (Philhealth) Contributions Membership in Philhealth automatically entitles an employee to the Health and Medical Program it administers. This program covers all salaried government employees, including temporary, emergency, casual and contractual appointee.

Withholding Tax

All employees receiving income through regular monthly salaries and wages, remuneration on a per project basis or consultancy fees are required to remit withholding taxes. Computations of these income taxes are based on those prescribed by the Bureau of Internal Revenue (BIR). The Agency remits all income taxes in the employee’s behalf to the BIR on an annual basis.

2. Rules on Application, Approval, Coverage and Availment of Paid Vacation

Leaves, Sick Leaves, Maternity Leaves, Paternity Leaves, Other Special Privileges and Exemptions

Paid Holidays

Employees are entitled to payment of their corresponding salaries for legal or special public holidays.

Leave of Absence

All regular and contractual employees may have adequate vacation for rest, recreation and for bonafide cases of illness. To gaurs against abuse of this privilege, such as excessive absences, there are policies on this, as stipulated in the succeeding items:

A leave of absence is granted to personnel who render work during

prescribed office hours are entitled to fifteen (15) days of vacation and sick leave with full pay for a calendar year.

Vacation Leave is granted for personal reasons. However, request for availment of vacation leave must be filed at least five (5) days in


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advance, as the granting of this privilege is contingent upon the exigency of the work, and employees may be recalled to work should it be warranted.

Sick Leave is granted only on account of illness on the part of the employee or of any member of his/her immediate family, including any relative whom he/she lives with under one roof or is dependent on the employee for support. However, the employee must immediately inform his/her Immediate Superior of the same, and file the corresponding sick leave availment request upon reporting back to work. Sick leave applications exceeding five (5) days must be accompanied by a medical certificate. Sick leave applications may also be applied in advance, in cases when the employee will undergo medical examination or operation duly supported by a medical certificate.

Employees applying for leave of absence for thirty (30) days or more must secure clearance from money and property accountability prior to leave availment.

Applications for vacation or sick leave of absence must be submitted in the prescribed form. The Immediate Superior/Unit Head recommends the employee’s request to the HRMO. The ASec. for FAS, in turn, approves the employee’s request.

Any leave of absence without approval of the Immediate Superior or proper notification of the office is considered an unexcused leave of absence without pay and the concerned employee is subject to disciplinary action.

As a general rule, leaves with or without pay should not exceed one (1) year, subject to the discretion of the Head of OPAPP. Absence beyond the approved leave period is not allowed, for which a notice to return to duty within thirty (30) days will be issued. Failure to return upon notification will imply abandonment of post and is subject to administrative sanctions. However, exceptions to this rule are applied for the following:

Those on sick leave duly supported by a medical certificate and approved by the ASec for FAS.

Those reviewing and taking bar/board examinations, provided that the application for leave of absence has been approved.

Maternity Leave

Married women in government service who have rendered an aggregate of two (2) or more years of service are, in addition to the vacation and sick leaves granted, are entitled to maternity leave of sixty (60) calendar days with full pay with the following conditions:

Those who have served for less than one (1) yea are entitled to 60-day

maternity leave with half pay. Maternity leave for those who have rendered one (1) year or more but

less than two (2) years of service is computed in proportion to their length of service.

This privilege is granted to female married employees in every instance of pregnancy, irrespective of frequency.


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If an employee wishes to report back for work before the expiration of her maternity leave, she is allowed to do so without refunding the commuted money value of the unexpired portion of her maternity leave and is paid the corresponding salary for the services rendered.

Maternity leave is granted even if the delivery occurs not more than fifteen (15) calendar days after the termination of an employee’s service as her right thereto has accrued.

If already entitled to this privilege, a female employee can still avail of 60 days maternity leave with pay even if she is on an extended leave of absence without pay.

A married female employee is still entitled to maternity leave of absence with pay even if she has a pending administrative case.

Paternity Leave

All married male employees are entitled to paternity leave of seven (7) days for the first four (4) deliveries of his legitimate spouse with whom he is cohabiting. However, if the employee has more than one legal wife, he is entitled to avail of the paternity leave for a maximum of four (4) deliveries, regardless of which spouse gives birth. Paternity leave is non-cumulative and strictly non-convertible to cash.

Special Privileges

Special privilege leaves are granted to officials and employees, as follows:

Funeral/mourning leave Graduation leave Enrolment leave Wedding/anniversary leave Birthday leave Hospitalization leave Accident leave Relocation leave Government transaction leave Calamity leave

Special privilege leave is granted for a maximum of three (3) days within a calendar year, and can be a combination of any of these reasons. Special privilege leaves are non-cumulative and non-commutable.

Mandatory Five-Day Vacation Leave

All officials and employees with ten (10) or more days of vacation leave credits are required to go on vacation leave, whether continuous or intermittent, for a minimum of five (5) days annually.


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Accumulated Leave Credits

Vacation and sick leave credits are cumulative and may be carried over the succeeding year. In case of voluntary resignation or separation from the service, the employee is entitled to the commutation of all his/her accumulated vacation and / or sick leave credits. Accumulated leave credits become useful during cases of prolonged illness, for which the ordinary sick leave privilege is usually not sufficient. It is therefore not intended to be consumed for ordinary absences. Special concern must be given to preserve leave benefits for this exigency.

3. Rules on Monetization of Leave Credits, Commutation of Leave Credits and

Refund of Commuted Leaves Monetization of Leave Credits

Monetization of leave credits means an employee is paid the money value of his/her accumulated vacation leave credits without actually going on leave of absence, subject to availability of funds. Permanent, contractual or casual employees who have accumulated at least fifteen (15) days or more vacation leave credits are allowed to monetize a maximum of ten (10) days vacation leave credits a year.

Commutation of Leave Credits

Commutation of leave credits means advance payment for the working days in which leave was applied for. Upon the recommendation of the Unit Head, the HRMD may authorize the release of the employee’s salary on or before the beginning of the leave period, upon the concurrence of the ASec. for FAS, charged to the fund from which the salary will be paid. Payment covering the commutation of leave for more than thirty (30) days or final settlement shall be approved only upon clearance of all money and property accountabilities in the position held on the date of the commutation of leave or final settlement.

Refund of Commuted Leave Credits

Advance payment of vacation or sick leave is not allowed when the person requesting such payment is likely to be recalled to duly during the period of the leave granted. No person whose vacation and sick leave has been paid in advance shall be permitted to return to duty without first refunding the unused portion of the leave credit. This is to avoid payment of salary for service yet to be rendered.


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4. Performance Management Evaluation System (PMES)

The HRMD is responsible for coordinating with the Unit Heads in the performance evaluation of all employees.

Rules and Regulations

An employee’s performance is measured in terms of actual accomplishments and outputs vis-à-vis standards or targets, quantity, quality and timeliness of rendered work, plus other factors as indicated in the prescribed Performance Evaluation Report Forms. These forms likewise provide for an assessment of an employee’s behavior during the conduct of his/her official functions. The evaluation system also provides an opportunity for the Immediate Superior to comment, suggest and recommend how they think their staff can improve their weakness and/or build on their strengths. Performance evaluations are made every six (6) months – January to June and July to December – of every calendar year.

The PMES utilizes evaluation forms tailor-fit for employee’s occupying non-supervisory and supervisory positions. These are called the Performance Evaluation Report Forms. Below are samples of these forms: This System also makes us of an overall rating scheme divided into five (5) rating categories, as follows:

- “Outstanding” (for a total point score range of 1.00 – 1.49) - An employee

is given this rating whenever he/she exceeds his/her performance targets by at least 25% and if he/she possesses certain personal qualities relevant to the accomplishment of such targets. It also represents an extraordinary level of achievement and commitment in terms of quality time, technical knowledge and skill, integrity, creativity, and initiative. This translates that the employee demonstrates exceptional job mastery in all major areas of responsibility, and that his/her achievement and contribution to the organization are of marked of excellence.

- “Very Satisfactory” (for a total point score range of 1.50 – 2.49) – An employee is given this rating whenever he/she exceeds his/her targets by 20% but falls short of what is considered an outstanding performance.

- “Satisfactory” (for a total point score range of 2.50 – 3.49) – An employee is given this rating whenever he/she meets usual standards or requirements of the duties of the position.

- “Unsatisfactory” (for a total point score range of 3.50 – 4.49) – An employee is given this rating whenever hi/her performance falls shorts of the minimum requirements but could stand improvement.

- “Poor” (for a total point score range of 4.50 – 5.00) – An employee is given this rating if he/she fails to meet performance requirements and there is no evidence that he/she can improve his/her performance. A performance rating of unsatisfactory or poor are considered grounds for separation from the service.


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All employees are given copies of their respective performance ratings. An employee who expresses dissatisfaction over the rating given him/her by the Immediate Supervisor may appeal through the Grievance Handling Committee within fifteen (15) days after his/her receipt of the performance rating. Non-filing of an appeal within the prescribed period is deemed as the employee’s acceptance of /agreement to the evaluation.

5. Merit Incentives and Rewards System

The HRMD is responsible for monitoring all performance evaluation reports and for determining who among the employees qualify for the Merit Incentive Reward.

Rules and Regulations

The Merit Incentive Award is granted to officials and employees who have rendered Very Satisfactory or Outstanding performance ratings for two (2) consecutive rating periods. This recognition is given once a year to qualified employees. No employee can receive a Merit Award for two (2) consecutive years. The Merit Incentives and Rewards System is not applicable to:

- Officials and employees who have incurred a leave of absence of more

than 45 working days within the rating periods of January to June and July to December of the current year. Leave of absence refers to vacation, sick or study leave without pay.

- Those who have incurred absence without leave (AWOL) during the rating period.

- Those who have resigned, have been separated or terminated from service on or before October 1 of the current year.

- Those who have been administratively charged and found guilty of the charge.

6. Grievance Handling Procedures

Laws and Government Policy

Republic Act No. 9825 - or “An Act To Institutionalize The Use of An Alternative Dispute Resolution System in the Philippines and to Establish the Office for Alternative Dispute Resolution, and For Other Purposes,” stipulates the following:

- It is the State’s policy to actively promote party autonomy in the

resolution of disputes or the freedom of the parties to make their own arrangements to resolve their disputes.

- Towards this end, the State shall encourage and actively promote the use of Alternative Dispute Resolution (ADR) as an important means to achieve speedy and impartial justice and declog court dockets.


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- The State shall provide means for the use of ADR as an efficient tool and an alternative procedure for the resolution of appropriate cases.

Executive Order No. 523 or “Instituting the Use of Alternative Dispute Resolution in the Executive Department of Government,” on the other hand, provides that “all administrative bodies shall promote the use of alternative modes of dispute resolution such as, but not limited to, mediation, conciliation and arbitration as part of their practice in resolving disputes filed before them.”

Agency Policy

Pursuant to the aforecited laws, OPAPP adopts the use of ADR in the formulation of a conflict-resolution mechanism within the Agency, through the creation of the Grievance Handling Committee. Further, it is the Agency’s policy to maintain a harmonious working environment which affords equality of opportunity. It also recognizes the right of individuals to express their concerns about work-related issues and to have an official avenue to resolve for their genuine grievances and complaints in a fair and timely manner. The Grievance Handling Committee shall administer to any and all genuine grievances on which remedial action id desired by the employee.

- Definition of Terms :

Grievance - is a dispute or problem about any act, behavior, omission, situation or decision which an employee thinks is unfair and unjust, and is work-related. Examples of this would include: discrimination; harassment; performance review; safety issues; promotion opportunities; leave applications; and other issues to do with the workplace. Grievance Handling Procedure - is the process through which employees may bring their concerns to upper level management. The aim of the process is to afford concerned parties the avenue to explain any misunderstanding, make people aware of the inappropriate nature of their behavior, and to prevent the behavior from occurring again. Grievance Officers - Staff who have Team Leader roles, Managers or Directors within the organization will be trained to become Grievance Officers. They are not members of the Grievance Handling Committee, so as to lend impartiality during resolution proceedings. These individuals are expected to implement the grievance procedure, and are trained on the principles, policies and implementation of ADR.

Grievance Handling Committee - is a panel composed of representatives of all units of OPAPP, who shall investigate and substantiate all complaints raised for grievance handling.


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- Guiding Principles Complete confidentiality – Only the people involved in making or investigating a complaint will have knowledge of an allegation against someone. Every party involved in the investigation must maintain confidentiality about the matter and must not disclose any detail or discuss the complaint with any person other than the complainant, the subject of the complaint, and the members of the Grievance Handling Committee. Impartiality – The investigation will treat both parties equally with both being given an opportunity to provide explanations and details without any assumption being made until full details are available. Management will take necessary steps to ensure no victimization occurs against anyone who makes a complaint. Timeliness – All allegations or complaints must be dealt with as quickly as possible. The aim is to resolve all allegations within two (2) weeks from when the complaint is lodged with the Committee. Within 48 hours, the complainant must be informed of how action is to be taken. Fairness – Every allegation must be taken seriously and individuals involved must be treated fairly. All concerned will have access to support and representation during the course of the procedure, should they choose so, from among the pool of Grievance Officers.

- Process in Filing a Formal Grievance, Conduct of an Investigation, and Handing Down of a Resolution of/Decision on a Formal Grievance As a first option, an employee is encouraged to try to sort out any dispute directly with the person/s involved. If possible, he/she must tell the other person that their behavior is unacceptable, hurtful or offensive, and give them the opportunity to apologize and change their behavior. In case the situation is not resolved by this approach, the complainant-employee contacts an office Grievance Officer and explains to him/her the matter. The Grievance Officer writes down all the information relayed by the complainant-employee, which serves as the first written record of the complaint. Both parties sign this record, with the date of reporting affixed on this report. The Grievance Officer then informs the other party that a formal complaint has been lodged against them and that that he/she would like to set a time to speak to them about it. The Grievance Officer also emphasizes that the discussion must be kept highly confidential, and that no assumptions on the allegation/s about them have been made. The Grievance Officer further informs the other party that if they feel it is necessary, they can bring an independent observer with them to the


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interview, but stress that this person should not be involved in the allegation, even as a possible witness.

The Grievance Officer conducts the interview of the other party as soon as possible, in an environment which assumes privacy and confidentiality. If an independent observer is present, the confidentiality requirement is explained and emphasized. All discussions during the interview are recorded in writing, and then signed by all present. After the interview, the Grievance Officer conducts a thorough investigation by interviewing other employees who may have knowledge of the situation. The witnesses are interviewed separately. They are reassured that whatever they say will be held in strict confidentiality and they will not be victimized for speaking about what they know of the situation.

After all the pertinent information is gathered, the Grievance Officer makes an assessment about whether the allegation is proven or unproven, and submits this report to the Grievance Handling Committee. After receipt of the report, the Grievance Handling Committee convenes to discuss the merits of the complaint, and to arrive at a resolution of the complaint. The resolution the Committee proposes is written down, and duly signed by all its members. The Grievance Officer then informs both parties of the outcome of the investigation and the result of the Committee’s deliberation on the matter. Confirmation of the outcome and the proposed resolution is provided in writing to the offender and the complainant. Discussion of the outcome and any other formal written documentation related to any grievance procedure is then provided to the ExeCom, for final deliberation/decision. The result of the Execom assessment will be conveyed to the Grievance Handling Committee, Grievance Officer, complainant and offender within two (2) weeks.

Potential outcomes of the grievance handling process and resolution of the issue include: a written apology, counseling, an official warning, disciplinary action, dismissal, among others. If the complaint is proven not to have occurred and is in fact a frivolous, reckless or malicious complaint, similar outcomes may be pursued. After issuance of the resolution, the Grievance Officer continues to monitor for some time the outcome in the work area in which the situation occurred, to ensure that people concerned abide by the resolution determined. If the complaint cannot be proven but the complainant perceives some type of harassment or mistreatment, counseling and/or discussion is arranged to allay that person’s feelings. Any further issues is addressed swiftly and advise immediately sought from the Grievance Handling Committee members and/or Execom.


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All documentation related to an incident that is proven to have actually transpired or to a complaint that can neither be proven or disproven are kept by the HRMD Director, filed in strict confidentiality in a restricted access filing area (not the usual personnel file areas). If a grievance is found not to be proven, all notes are destroyed.

7. Staff Development Program

In the pursuit of encouraging employees to progressively develop themselves by continuously acquiring and having job competencies, OPAPP establishes a staff training and development program geared towards providing opportunities for employees to maximize their potentials and enhance their abilities for higher and greater responsibilities. This program revolves around training and academic courses available through local or foreign scholarship grants and assistance.

Accountability

The HRMD is responsible for the following:

- Researching for/screening of scholarship training programs or courses

relevant to OPAPP. - Posting of available training programs and courses, and the requirements

for application. - Evaluating the staff to be nominated for the scholarship program. - Preparing recommendations/writing to the agency or institution

sponsoring a particular scholarship program or course.

Unit Heads/Immediate Superiors of interested employees are responsible for formally endorsing any of their staff who is qualified, capable and interested in the scholarship program/course.

Selection Process

Interested parties are to formally signify their intent to avail of the scholarship grant to the HRMD. This written notice of intent should be accompanied by an endorsement from the employees’ Immediate Superior/Unit Head. The HRMD undertakes a screening process of all applicants, following the criteria/qualifications prescribed by the sponsoring agency/institution. Candidates for the scholarship are selected on the basis of their performance rating, educational attainment, training, work experience, personality traits.

After the screening process, the HRMD office prepares a shortlist of candidates, which in turn is submitted to the ManCom for review and recommendation, prior to the approval of the PAPP.

Upon receipt of the PAPP’s decision, the HRMD nominates the employee for scholarship program to the sponsoring agency.


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Allowances and Entitlements If the scholarship program is held locally, the employee-scholar is entitled to his/her basic salary and other allowances disbursed during the course of his/her training. If, on the other hand, the program is held abroad, the entitlements due an employee shall be discussed and decided upon prior to the start of the employee’s training/scholarship program.


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SWORN STATEMENT OF ASSETS, LIABILITIES, AND NET WORTH, DISCLOSURE OF BUSINESS INTERESTS AND FINANCIAL CONNECTIONS, AND IDENTIFICATION OF RELATIVES IN THE GOVERNMENT SERVICE

As of December 31, _______ (Required by Republic Act No. 6713)

Name: ___________________________________ Position/Income: ___________________________ Surname First Name M.I. Office: ____________________________________ Address: __________________________________ Office Address: _____________________________ __________________________________________ ___________________________________________ Name of Spouse: ___________________________ Position/Occupation: ________________________ Surname First Name M.I Office: ____________________________________ Unmarried Children below 18 years of age: Name Date of Birth __________________________________________ _________________________________________ __________________________________________ _________________________________________ __________________________________________ _________________________________________ __________________________________________ _________________________________________

A. ASSETS, LIABILITIES AND NET WORTH 1. ASSETS a. Real Properties

Acquisition Cost Year Mode of Assessed Current Fair Land,

Kind Location Acquired Acquisition Value Market Value Building, etc. Improvements TOTAL (1a) P ___________________ b. Personal and Other Properties

Kind Year Acquired Acquisition Cost

TOTAL (1b) P_____________________

TOTAL ASSETS (1a + 1b) TOTAL P ___________________ 2. LIABILITIES (Loans, Mortgages, etc.)

Nature Amount

D. Samples of Personnel Records and Reports


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TOTAL (2) P_____________________

NET WORTH [Total Assets (1a + 1b) Less Total Liabilities (2) ] TOTAL P _____________________

B. BUSINESS INTEREST AND FINANCIAL CONNECTIONS Do you have any business interest and other financial connections including those of your spouse and unmarried children below 18 years of age living with you in your household? Yes No If yes, give particulars:

Nature of Business Date of Name of Firm/ Interest and/or Acquisition

Name Company Address Financial Connections or Connection

C. IDENTIFICATION OF RELATIVES IN THE GOVERNMENT SERVICE To the best of your knowledge, are you related within the fourth degree of consanguinity or of affinity to anyone working in the government? Yes No If yes, give particulars:

Name Position Relationship Name/Address of Office

I hereby certify to the best of my knowledge and information that these are true statements of my assets, liabilities, net worth, business interests and financial connections, including those of my spouse and unmarried children below 18 years of age and names of my relatives in the government as of December 31, ________, as required by and in accordance with Republic Act 6713.

I hereby authorized the Ombudsman or his duly authorized representative to obtain and secure

from all appropriate government agencies, including the Bureau of Internal Revenue, such documents that may show my assets, liabilities, net worth, business interests and financial connections, to include those of my spouse and unmarried children below 18 years of age living with me in my household covering past years to include the year I first assumed office in government. Date: ___________________________ _____________________________________ _________________________________________

Signature of Spouse Signature of Employee TIN _________________________________ TIN _____________________________________ Com. Tax Cert. No. ____________________ Com. Tax Cert. No. _________________________

y y

y y


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Issued at _____________________________ Issued at __________________________________ Issued on ____________________________ Issued on _________________________________ SUBSCRIBED AND SWORN TO before me this _______ day of ___________________, 20 ____, affiant exhibiting his/her Community Tax Certificate as indicate above. ____________________________________ Person Administering Oath


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PDS 2


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PDS 3


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PDS 4

Chapter III-Policy Guidelines and Procedures: Section XI/Administrative Management

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XI Administrative Management

A. Introduction Administrative Management covers the laws and policies on prescribed employee behavior and discipline, work behavior, and other guidelines that ensure efficient and effective execution of the duties and responsibilities of OPAPP officers and employees.

B. Code of Employee Behavior and Discipline OPAPP establishes the Code of Employee Behavior and Discipline with the end-view of attaining these objectives:

To establish an Agency identity by exemplifying standards of behavior characteristic

of an OPAPP employee. To uphold professionalism and the highest standards of integrity, honesty, discipline

and propriety exemplified through each employee’s behavior. To provide employees guidelines to work effectively and efficiently in order to meet

prescribed standards of performance and attain the Agency’s goals.

1. Accountability Each employee is responsible for ensuring that his/her behavior upholds the core

values of the Agency.

Each Immediate Superior/Unit Head is responsible for monitoring the behavior of his/her staff. It is also their responsibility to call an employee’s attention on infractions and lapses in employee behavior.

Every employee is responsible for reporting to the Immediate Superior/Unit Head

any infraction or lapse in his/her own and/or a co-employee’s behavior.

2. Regulations General Behavior - Official and employees are expected to behave in a manner

befitting their stature as respectable persons and as responsible members of the organization, during office hours and the conduct of their official duties and responsibilities. Each official or employee should avoid actions which disturb co-workers and adversely affect their own work and productivity.

Work Attitude - Officials and employees must bear in mind that they are

members of a family bound by a common responsibility to carry out the thrust, mandate and objectives of the OPAPP. They should therefore develop a deep sense of loyalty to the organization, discharge their duties and responsibilities to the best of their ability, observe the highest degree of personal integrity and dignity and continually strive to improve their performance.

Relationship with the Public - The OPAPP official or employee must practice

utmost courtesy in dealing with the public – OPAPP clients and ultimate


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employers. They must be attended to promptly and courteously. When necessary, they must be referred to any appropriate agency or institution that can best attend to their needs.

Relationship with Agency Officials, Supervisors and Co-workers - Teamwork

and cooperation are necessary ingredients for the success of any group enterprise. Employees must therefore strive to observe mutual respect and understanding in the discharge of their duties and responsibilities.

Discipline - OPAPP expects all its employees to observe self-discipline in the

daily attendance to their jobs and interaction with other employees. Thus, the employee, out of a sense of responsibility and not of fear of punishment, should discharge his functions with diligence and dedication. On the other hand, supervisors should practice self-discipline and must set good examples to their subordinates and intelligently apply the accepted principles of good supervision.

Telephone Etiquette - Telephones at OPAPP are primarily for official calls.

While using these telephones for private purposes, such as emergency cases, is not prohibited, personal calls must be brief, not exceeding three (3) minutes. Incoming and outgoing personal calls must be limited to avoid interfering with official calls of OPAPP and to allow other vital or urgent calls to reach the office. All phone calls must be answered after the first ring and all inquiries must be handled courteously. Everything possible must be done to spare callers the inconvenience of being transferring to another line.

Appropriate Appearance and Attire - The OPAPP staff must dress neatly and

properly. If provided with a uniform clothing allowance, the uniform must be worn accordingly.

Health and Sanitation – Each employee is responsible for maintaining cleanliness

and orderliness in his/her work area. Waster paper, refuse and the like are to be placed in the proper receptacle or container specifically provided for such purpose. Smoking is not allowed within the office premises. However, there are designated smoking areas within the building.

Availability and Accessibility - A public servant must be readily accessible to the

general public and his co-workers at all times. Working hours, including break times must therefore be properly and religiously observed. An advance notice of absence and intended whereabouts other the permanent work station must be given when necessary, along with other information pertaining to non- availability during regular working days and working hours. A call to the Unit Head or co-unit members may be made in the morning in case of inability to report for work during the day.

Official Business Slip - Upon leaving the office for official business or for

personal reasons, an Official Business Slip must be filled up and duly signed only by the following officers for each division.

Cleanliness of Premises - While OPAPP employs janitors to maintain the

cleanliness of the office environment, each staff must exert effort to keep the


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premises clean and sanitary at all times, by observing proper use of facilities and receptacles and by exercising proper hygiene and sanitary habits. Proper use of toilet facilities must be observed at all times. Littering, writing on walls, tables and chair and spitting on the walls, corridors and floor of the premises are strictly prohibited.

Outside Employment - Employment with another firm or a part-time practice of

profession requires the approval of or written authority from the PAPP, as recommended by the ASec for FAS and/or Operations. A second job must not interfere with the employee’s regular tasks at OPAPP, and must be done beyond office hours and outside of OPAPP premises.

Conflict of Interest - Official and employees should avoid conflict of interest in

the discharge of their function at all times. Conflict of interest occurs when the official or employee is:

- A substantial stockholder of a private corporation; - A member of the Board of Directors or (c) an officer of a corporation or

organization; - An owner or has a substantial interest in a business; - A partner in a partnership; and - The interest of such corporation or business or duties therein are opposed to

or affected by the faithful performance of official duly.

When a conflict of interest arises, the official or employee involved should resign from his position in the private business enterprise within thirty (30) days from his assumption of office and / or divest himself of his share holdings or interest within sixty (60) days from such assumption. (as stipulated in R.A. 6713). In case of possible conflict of interests, employees should properly disclose or submit for review any such situation to the concerned authorities.

Rumor Mongering – Presidential Decree No. 90 states that any government

official or employee who is found guilty of rumor mongering or spreading false information shall be absolutely and perpetually disqualified from holding any public office.

Anonymous Letters - Employees who have proof of disloyalty, negligence or

dishonesty by a member of the staff should not file charges by means of anonymous communication, but is encouraged to present their charges in writing to the Head of Agency.

Complaints and Grievance - A grievance mechanism and procedure is provided

to promote harmonious working relationship in the office and to prevent dissatisfaction, with an eye on better performance, efficiency and public service.

Gender, Religious and Cultural Sensitivity – In the course of implementing

OPAPP’s programs and projects in the areas of peacebuilding and peacekeeping, the Agency closely works with various women’s, indigenous peoples and religious groups. It is in this view that the Agency advocates the observance of gender, religious and cultural sensitivity among its officials and employees.


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As part of observing sensitivity along the lines of gender, religion and culture, OPAPP officers and employees are strongly enjoined to take note of the following:

- Bias is defined as an attitude, prejudice or point of view that colors an

individual’s judgments.

- Bias based on gender, race, religion, ethnicity, language, disability, age, economics and sexual orientation does exist, and this has been proven to be difficult to eradicate. However, people can individually do their share in eliminating bias by observing/doing the following:

Treat all individuals with courtesy and respect. Address women and men with gender neutral terms. Recognize and acknowledge gender and other stereotypes, such as race,

ethnicity, religion and sexual orientation, and strive to remove those biases from the workplace.

Address all individuals by last name and appropriate titles in the public setting, such as “Mr.” and “Ms.”, unless “Miss” or “Mrs.” is requested.

Make sure that all communications, both written and verbal, are neutral and contain no offensive reference to any gender, religion, cultural affiliation or lifestyle (sexual) preference.

Take the initiative and discuss biased actions with individuals who may be unaware of biased behavior and its impact, and stress that the Agency does not tolerate such behavior.

Provide all individuals equal treatment regardless of gender, racial or ethnic background, age, physical limitation, sexual orientation, social class or ability speak English.

Understand that the impact of biased behavior on the receiver in more important that the intent of the speaker/actor.

Do not use terms of endearment toward women, such as “honey” or “dear” in official interactions.

Do not make assumption about individuals based on stereotypes. Do not subject individuals to comments, gestures, touching or other

actions than can offend them or make them feel uncomfortable. Do not make sexual jokes or remarks on sexual stereotypes in and

outside of the workplace during the conduct of official functions. Do not comment on the physical appearance of others in a derogatory

fashion. Such comments may be perceived as detracting from the integrity and importance of that person.

3. Administrative Discipline and Sanctions - OPAPP prescribes to the imposition of

disciplinary actions against infractions so stipulated by the following pertinent laws: Presidential Decree No. 807, “Providing for the Organization of the Civil Service

Commission in Accordance with Provisions of the Constitution, Prescribing Its Powers and Functions and for Other Purposes,” – P.D. 807 stipulates that the following are grounds for disciplinary action:


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- Dishonesty; - Oppression; - Neglect of duty; - Misconduct; - Disgraceful and immoral conduct; - Being notoriously undesirable; - Discourtesy in the course of official duties; - Inefficiency and incompetence in the performance of official duties; - Receiving for personal use of a fee, gift or other valuable thing in the course

of official duties or in connection therewith when such fee, gift, or other valuable thing is given by any person in the hope or expectation of receiving a favor or better treatment than that accorded other persons, or committing acts punishable under the anti-graft laws;

- Conviction of a crime involving moral turpitude; - Improper or unauthorized solicitation of contributions from subordinate

employees and by teachers or school officials from school children; - Violation of existing Civil Service Law and rules or reasonable office

regulations; - Falsification of official document; - Frequent unauthorized absences or tardiness in reporting for duty, loafing or

frequent unauthorized absences from duty during regular office hours; - Habitual drunkenness; - Gambling prohibited by law; - Refusal to perform official duty or render overtime service; - Disgraceful, immoral or dishonest conduct prior to entering the service; - Physical or mental incapacity or disability due to immoral or vicious habits; - Borrowing money by superior officers from subordinates or lending by

subordinates to superior officers; - Lending money at usurious rates of interest; - Willful failure to pay just debts or willful failure to pay taxes due to the

government; - Contracting loans of money or other property from persons with whom the

office of the employee concerned has business relations; - Pursuit of private business, vocation or profession without the permission

required by Civil Service rules and regulations; - Insubordination; - Engaging directly or indirectly in partisan political activities by one holding

non-political office; - Conduct prejudicial to the best interest of the service; - Lobbying for personal interest or gain in legislative halls and offices without

authority; - Promoting the sale of tickets in behalf of private enterprises that are not

intended for charitable or public welfare purposes and even in the latter cases if there is no prior authority; and

- Nepotism.

This law further stipulates that: (a) no complaint against a civil service official or employee shall be give due course unless the same is in writing and subscribed and sworn to by the complainant, except when initiated by the disciplining authority; (b) in meting out punishment, the same penalties shall be imposed for similar offenses and only one penalty shall be imposed in each case; and (c) the


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disciplining authority may impose the penalty of removal from the service, transfer, demotion in rank, suspension for not more than one (1) year without pay; fine in an amount not exceeding six (6) months’ salary; or reprimand.

Republic Act No. 6713, “An Act Establishing a Code of Conduct and Ethical

Standards for Public Officials an 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 Violations Thereof and For Other Purposes” – R.A. 6713 also stipulates that in addition to acts and omissions of public officials and employees now prescribed in the Constitution and existing laws, the following shall also constitute prohibited acts and transactions and are hereby declared to be unlawful:

- Financial and material interest. - Public officials and employees shall not, directly or indirectly, have any financial or material interest in any transaction requiring the approval of their office.

- Outside employment and other activities related thereto. Public officials and

employees during their incumbency shall not: Own, control, manage or accept employment as officer, employee,

consultant, counsel, broker, agent, trustee or nominee in any private enterprise regulated, supervised or licensed by their office unless expressly allowed by law;

Engage in the private practice of their profession unless authorized by the Constitution or law, provided, that such practice will not conflict or tend to conflict with their official functions; or

Recommend any person to any position in a private enterprise which has a regular or pending official transaction with their office.

- These prohibitions shall continue to apply for a period of one (1) year after resignation, retirement, or separation from public office, except in the case of subparagraph (b) (2) above, but the professional concerned cannot practice his profession in connection with any matter before the office he used to be with, in which case the one-year prohibition shall likewise apply.

- Disclosure and/or misuse of confidential information. - Public officials and employees shall not use or divulge, confidential or classified information officially known to them by reason of their office and not made available to the public, either:

To further their private interests, or give undue advantage to anyone; or To prejudice the public interest.

- Solicitation or acceptance of gifts. - Public officials and employees shall not solicit or accept, directly or indirectly, any gift, gratuity, favor, entertainment, loan or anything of monetary value from any person in the course of their official duties or in connection with any operation being regulated by, or any transaction which may be affected by the functions of their office.


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Matrix of Infractions Subject to Disciplinary Action and their Corresponding Penalties/Punishments – A matrix containing these offenses and the commensurate punitive actions is provided below:

1st Offense 2nd Offense 3rd Offense A. GRAVE OFFENSE:

1. Dishonesty

2. Gross neglect of duty

3. Grave misconduct

4. Being notoriously undesirable

5. Conviction of a crime involving moral turpitude

6. Falsification of official document

7. Physical or mental incapacity or

disability due to vicious habits.

8. Engaging directly or indirectly In partisan political activities by one holding non-political office.

9. Receiving for personal use of a gift or other valuables in the course of official duties or in connection therewith when such a fee, gift valuables is given by an person with the expectation of receiving a favor or better treatment from the agency than that accorded to other persons, or committing acts punishable under the anti-graft law.

10. Contracting loans of money or other property from persons with whom the office of the employee has business relations.

11. Soliciting or accepting directly or indirectly, any gift, gratuity, favor, entertainment, loan or anything of monetary value in the course of his official duties or in connection with any operation being regulated by, or any transaction which may be affected by the functions of his office.

Dismissal Dismissal Dismissal Dismissal Dismissal Dismissal Dismissal Dismissal Dismissal Dismissal Dismissal


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12. Disloyalty to the Republic of the

Philippines and to the Filipino People.

13. Oppression.

14. Disgraceful and immoral conduct

15. Inefficiency and incompetence in the performance of official duties.

16. Frequent unauthorized absence or tardiness in the reporting for duty, loafing or frequent unauthorized absence from duty during regular office hours.

17. Refusal to perform official duty.

18. Gross insubordination.

19. Conduct grossly prejudicial to the best interest of the service.

20. Directly or indirectly having financial and material interest in any transaction requiring the approval of his office, financial and material interest by which a person will stand to gain or lose.

21. Owning, controlling, managing or accepting employee, consultant, counsel, broker, agent trustee, or nominee in any private enterprise regulated, supervised or licensed by his office, unless expressly allowed by law.

22. Engaging in the private practice of his profession unless authorized by the constitution, law or regulation, when such practice will not conflict with his

Dismissal Dismissal Suspension, 6 months and 1 day – 1 year Suspension, 6 months and 1 day – 1 year Suspension, 6 months and 1 day – 1 year Suspension, 6 months and 1 day – 1 year Suspension, 6 months and 1 day – 1 year Suspension, 6 months and 1 day – 1 year Suspension, 6 months and 1 day – 1 year Suspension, 6 months and 1 day – 1 year Suspension, 6 months and 1 day – 1 year

Dismissal Dismissal Dismissal Dismissal Dismissal Dismissal Dismissal Dismissal Dismissal


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official functions.

23. Disclosing or misusing confidential or classified information officially known to him by reason of this office and not made available the public, to further his private interest or give undue advantage to anyone, or to prejudice the interest.

24. Obtaining or using any statement

filled under the Code of Conduct and Ethical Standards for public officer and employees for any purpose contrary to moral or public policy or any commercial purpose other than news and communication media for dissemination to the general public.

B. LESS GRAVE OFFENSES :

1. Simple neglect of duty. 2. Simple misconduct. 3. Gross discourtesy of a serious nature

in the course of official duties. 4. Gross violation of existing Civil

Service Law and Rules of a serious nature.

5. Insubordination. 6. Habitual Drunkenness.

7. Nepotism as defined in Sec.49 of PD 807.

Suspension, 6 months and 1 day – 1 year Suspension, 6 months and 1 day – 1 year Suspension, 6 months and 1 day – 1 year Suspension, 6 months and 1 day – 1 year Suspension, 6 months and 1 day – 1 year Suspension, 6 months and 1 day – 1 year Suspension, 6 months and 1 day – 1 year Suspension, 6 months and 1 day – 1 year Suspension, 6 months and 1 day – 1 year

Dismissal Dismissal Dismissal Dismissal Dismissal Dismissal Dismissal Dismissal Dismissal


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8. Recommending any person to any position in a private enterprise which has a regular or pending official transaction with his office unless such recommendation or referral is mandated by (1) Law, or, (2) international Agreements commitment, or as part of the function of his office.

9. Unfair discrimination in rendering

public services due to political party affiliation or preference.

10. Failure to file sworn statements of

assets, liabilities and net worth, and disclosure of business interest.

11. Failure to resign from his position in a

private business enterprises within thirty (30) days from assumption of public office when conflict of interest arose, and / or failure to divest himself of his shareholdings or interest in a private business enterprise within sixty (60) days from such assumption of public office when conflict of interest arose; provided, however, that for those already in the service and a conflict of interest arises, the official or employee must either resign or divest himself of said interest within the periods herein – above provided, reckoned from the date when the conflict of interest had arisen.

C. LIGHT OFFENSES 1. Neglect of duty. 2. Discourtesy in the course of official

duties. 3. Improper or unauthorized solicitation of

contributions from subordinate employee and by teachers or school officials from school children.

4. Violation of reasonable office rules and

regulations.

Suspension, 6 months and 1 day – 1 year Suspension, 6 months and 1 day – 1 year Reprimand Reprimand Reprimand Reprimand Reprimand Reprimand

Dismissal Dismissal Suspension 1-30 days Suspension 1-30 days Suspension 1-30 days Suspension 1-30 days Suspension 1-30 days Suspension 1-30 days

Dismissal Dismissal Dismissal Dismissal Dismissal Dismissal


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5. Gambling prohibited by law. 6. Refusal to render overtime. 7. Disgraceful, immoral or dishonest

conduct prior to entering the service 8. Borrowing money by superior officers

from subordinates. 9. Lending money at usurious rates. 10. Willful failure to pay just debts or

willful failure to pay taxes due the government.

11. Pursuit of private business, vocation or

profession without the permission required by Civil Service rules and regulations.

12. Lobbying for personal interest in

legislative halls and offices without authority.

13. Promoting the sale of tickets in behalf of

private enterprises that are not intended for charitable or public welfare purposes and even in the latter cases, if there is no prior authorization

14. Failure to act promptly on letters and

request within fifteen (15) days from receipt, except as otherwise provided in the rules implementing the Code of Conduct and Ethical Standards for Public officials and Employees.

15. Failure to attend to anyone who wants to

avail himself of the services of the office, or act promptly and expeditiously on public transactions.

Reprimand Reprimand Reprimand Reprimand Reprimand Reprimand Reprimand Reprimand Reprimand Reprimand Reprimand

Suspension 1-30 days Suspension 1-30 days Suspension 1-30 days Suspension 1-30 days Suspension 1-30 days Suspension 1-30 days Suspension 1-30 days Suspension 1-30 days Suspension 1-30 days Suspension 1-30 days Suspension 1-30 days

Dismissal Dismissal Dismissal Dismissal Dismissal Dismissal Dismissal Dismissal Dismissal Dismissal Dismissal


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C. Rules on Working Hours and Attendance

Rules

- Flexible Time Schedule

Government employees are required to be punctual and available on the job from Mondays to Fridays, 8:00 a.m. until 5:00 p.m. However, the Agency observes a flexible time schedule subject to the discretion of the Agency head. These are: from 8:00 a.m. to 5:00 p.m.; or 9:00 a.m. to 6:00 p.m. Employees are given a choice from these working hours as their official time.

- Breaks

A breaktime of 15 minutes each for the midmorning and midafternoon snacks are allotted, from 10:00 until 10:15 a.m. and 3:00 until 3:15 p.m., respectively. Lunch break is from 12:00 noon until 1:00 p.m. To ensure that staff members are available at all times, each unit is required to stagger their breaktime.

- Bundy Clock

All rank and file employees are required to punch their time upon reporting for work in the morning; before and after their lunchbreaks; and at the end of the work day. The time of official work rendered is reflected in the Daily Time Record; a sample of this form is shown in Chapter K, Item 2.D.6. Punching the time cards of others is strictly prohibited; violators with be charged accordingly.

- Absences and Tardiness

A daily as well as monthly reports of attendance is monitored by the HRMD office. Officers and employees who have incurred tardiness and undertime ten (10) times a month for two (2) consecutive months for a semester, regardless of the number of minutes per day, are subject to disciplinary action. Immediate sanction for violation of the rules on tardiness is implemented and may mean prejudice to the employee’s opportunities for promotion.

Offsetting of tardiness or absences by working for an equivalent number of minutes or hours (by which the officer/employee has been


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late or absent) beyond the regular approved working hours by the subject officer/employee is not allowed.

When the interest of public service so requires, the daily hours of work for officers and employees may be extended, and this extension is fixed in accordance with the nature of the work. Working in excess of eight (8) hours is properly compensated.

- Leaving the Office for Official/Business Reasons

Employees leaving the office for official or business reasons must accomplish an Official Business (OB) Slip, duly approved by the Unit Head and presented to the guard on duty when leaving the office premises. A sample of this form is shown in Chapter K, Item 2.D.11.

A copy of the OB Slip must be attached to the monthly attendance report.

Employees leaving the office during office hours for personal reasons must also register out in the bundy clock before leaving and in upon returning.

- Overtime (OT) Services

Whenever the exigencies of the service so demands, officials and employees may be required to work beyond the regular office hours. Overtime work is authorized only when there is an urgent need to complete a given work. Authorization is signified by an employee’s Immediate Superior in the Authority to Render Overtime form, a sample of which is shown in Chapter K, Item 2.D.8. Supervisors/Unit Heads must exercise prudent judgment in approving or recommending requests for overtime of their staff. In all instances, the Immediate Superior concerned must certify that the work to be accomplished cannot be performed or completed during the regular working hours. In case of prolonged overtime (overnight) service, employees must punch out at 12:00 midnight, punch in at 1:00 a.m., and punch out in the morning of the following day, as the case may be. Another time-in is required if work is to be continued the following day. A one-hour break is allotted for meal breaks.

Requests for overtime services must be submitted prior to the day of overtime. Only authorized and approved overtime services are compensated.


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- Holidays

Like other government institution, OPAPP observes legal and special holidays as officially proclaimed.

All monthly-salaried employees are paid for non-working holidays, whether legal or special.

- Suspension of Work

In case of extreme necessity and upon approval of the PAPP or his representative, work may be suspended due to any of the following reasons: When Typhoon Signal No. 3 is declared. During or in the aftermath of natural calamities as officially

declared by the government. Whenever it is deemed by the management that it is in the

interest of its operations and for the protection of its personnel and properties.

D. Rules on Official Travels and Entitlements to Travel Expenses

General Guidelines

All personnel going on official travel, whether local or foreign, are responsible for preparing their requests for Authority to Travel. Follows is a sample of this form:


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These requests are first forwarded to the ASec for Operations for review/notation, and then to the PAPP for approval. The staffs are also responsible for coordinating with the Finance and Administrative Services personnel in charge of travels for the processing of travel expenses and other travel requirements.

The Administrative and Finance Services staff designated to handle travel requirements is responsible for:

- Processing of per diems and travel allowances. - Ensuring that all pertinent office forms/documentation are accomplished

by the officer and employee prior to travel. - Assisting officers and employees in securing passports and visas for

foreign travels, if necessary. - Keeping records of pertinent transactions.

Government personnel expenses during official travels (both local and foreign) shall be governed by Executive Orders 248, 248-A and 298 as


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amended, series of 2004. Personnel expenses covers hotel/lodging rate, meals and incidental expenses, excluding transportation expenses going to and from venue of activity.

Travels of officials and employees for less than 30 days and payment of travel expenses are approved by the Assistant Secretary for Finance and Administrative Services or his/her authorized representative. Travels lasting 30 days or more and payment of travel expenses are approved by the Secretary or head of the agency. Claims for reimbursement of actual travel expenses in excess of the authorized travel expenses authorized may be allowed upon certification the head of the agency concerned as absolutely necessary in the performance of an assignment and presentation of bills. Provided, however, that certification or affidavit of loss is not considered as appropriate replacement for the required hotel/lodging bills and receipts.

Definition of Terms

Travel Expense - Includes actual and necessary expenses such as transportation of one’s personal and essential baggage, per diems while in route or away from the permanent station and other expenses necessarily incidental thereof. Permanent Official Station – Means the place where the office or regular place of business / work of the officer or employee concerned is permanently located. Domestic or Local Travel – Applies to travels on official business within the Philippines of officers and employees of OPAPP outside of their permanent official stations. Foreign Travel – Applies to travels on official business outside of the Philippines of officers and employees of OPAPP outside of their permanent official stations.

Rules on Domestic or Local Travel

The local travel expenses of government personnel regardless of rank and destination shall be in the amount of Eight Hundred Pesos (P800.00) per day, apportioned as follows: a) fifty percent (50%) for hotel and lodging; b) thirty percent (30%) for meals; and twenty percent (20%) for incidental expenses. Entitlement to travel expenses shall start only upon arrival at the place of destination and shall cease upon departure there from at the following percentages:


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Particulars Percentage To Cover Arrival not later than 12:00 noon 100% Hotel/lodging (50%);

meals (30%) and incidental expenses (20%)

Arrival after 12:00 noon 80% Hotel/lodging (50%); meals (10%) and incidental expenses (20%)

Departure before 12: noon 30% Breakfast (10%) incidental expenses (20%)

Departure at 12:00 noon later 40% Breakfast (10%); lunch (10%) and incidental expenses (20%)

Claims for payment of travel expenses covering travel/assignment to places within a fifty (50) kilometer radius from the last city or municipality covered by the Metropolitan Manila Area (in the case of those whose permanent official station is in the Metropolitan Manila Area) or the city or municipality wherein their permanent official station is located (n the case of those whose permanent official station is outside the Metropolitan Manila Area) are allowed only upon presentation of proof, duly supported by bills or invoices with official travel. If the personnel commute daily from place of their assignment to the place of their residence or permanent official station, they shall be allowed only the reimbursement of actual fare at the prevailing rates of the authorized mode of transportation from the permanent official station to the destination or place of work and back, and a reasonable cost for meals. The total actual fare and cost of meals and incidental expenses shall in no case exceed Four Hundred Pesos (400.00) per day:

Reimbursement of the payment of the airport terminal fee at the point of embarkation to go back to the Philippines upon completion of the official trip abroad is likewise authorized. The requirements for travel are as follows:

- Before any official or employee make an official trip for more than one

(1) day but not to exceeding two (2) weeks, a Travel Order showing the detailed itinerary for such official trip is sought and issued, duly approved by Head of the Agency.

- Each officer or employee submits a customary “Certificate of Appearance” or equivalent evidence of the trip and preserve the used ticket for the transportation availed of immediately upon completion of the trip to the supervisor concerned, who shall invalidate them with any appropriate notation to preclude their subsequent use.


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- Each officer or employee and his immediate supervisor should accomplish the “Certificate of Travel Completed.”

Expenses for valets, room attendants, laundry, pressing, haircuts and similar service furnished by hotels are not reimbursable.

Rules on Foreign Travel

Official travels whose nature fall under the categories of conference, special mission and non-study trips involve the minimum allowable expenditure and cover those which are urgent and extremely necessary, and which are expected to bring immediate benefits to the country and OPAPP as well. Travels and assignments under Section 3 of Executive Order No. 401 (April 26, 1990) shall include those undertaken for the following purposes: - To attend conferences and seminars sponsored by a foreign or

international government and/or organization to which OPAPP is committed to send representatives or participants to.

- To attend conferences or seminars sponsored by private organizations, whether international or otherwise, which have sent invitations to OPAPP.

- To undertake any other official mission as directed by the PAPP.

The Head of OPAPP has the final authority for approving foreign official travel. In case officials and employees authorized to travel are not provided with transportation by the host country or sponsoring organization or agency, they shall be allowed transportation, which shall be of the restricted economy class unless otherwise authorized by the President of the Philippines. Government personnel who travel abroad shall be entitled to the Daily Subsistence Allowance (DSA) as provided under the United National Development Program (UNDP) Index, which can be secured from the Department of Foreign Affairs.

The DSA shall be apportioned as follows unless otherwise stated in the UNDP index: (a) fifty percent (50%) for hotel/ lodging; (b) thirty percent (30%) for meals; and (c) twenty percent (20%) for incidental expenses. When the country of destination is not listed in the said index, the DSA for the nearest country shall be adopted.

Pre-travel allowance of P1,500.00 for passport processing and other expenses are allowed. Reimbursement of the payment of the airport terminal fee at the point of embarkation to go back to the Philippines upon completion of the official trip abroad is likewise authorized. Subject to the approval of the President, claims for reimbursement of actual travel expenses in excess of DSA authorized herein may be allowed upon


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certification by the head of the agency as absolutely necessary in the performance of an assignment and presentation of bills and receipts. Certification of affidavit of loss shall not be considered as appropriate replacement for the required hotel room/lodging bills and receipts.

Entitlement to DSA shall start only upon arrival at the country or destination and shall cease upon departure there from at the following percentages:

Particulars Percentage To Cover

Arrival not later than 12:00 noon

100% Hotel/lodging (50%); meals (30%) and incidental expenses (20%)

Arrival after 12:00 noon 80% Hotel/lodging (50%); meals (10%) and incidental expenses (20%)

Departure before 12: noon 30% Breakfast (10%) incidental expenses (20%)

Departure at 12:00 noon later 40% Breakfast (10%); lunch (10%) and incidental expenses (20%)

Officials and employees who are either assigned from Home Office to a post abroad or cross-posted from one post to another shall be entitled to the logging portion of the allowances herein granted during the month said personnel arrived at the post. Within sixty (60) days after return to the Philippines, or within thirty (30) days of return to the permanent official station, every official or employee must render an account of the cash advance received by him/her in accordance with existing applicable rules and regulations promulgated by the Commission on Audit. Payment of salary of any official or employee who fails to comply shall be suspended until he/she complies therewith.

Every official or employee assigned or authorized to travel under shall, within thirty (30) days after return to the permanent official station, submit a report to the head of office on his/her recommendations, if any, on the conference or seminar attended; examination or investigation conducted; or mission undertaken. In case of participation in an international conference or convention abroad in which the Philippines is represented by a delegation, a report of a delegation shall be submitted to the President of the Philippines through the department head concerned, copy furnished the DFA not later than thirty (30) days after the closing of the conference or convention. Any member of the delegation may also submit a supplementary report. Cash advance is granted to officials and employees authorized to go on official travel, and only permanently appointed officials and employees shall be granted cash advances. Agency policy and rules on the granting of cash advances are stipulated in Item K.11 of this section.

Expenses for valets, room attendants, laundry, pressing, haircuts and similar service furnished by hotels are not reimbursable.


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E. Guidelines on Traveling to High-Risk Areas

Guidelines

Prior to travel, OPAPP personnel are to call or contact the office of the local chief executive (Governor or Mayor) where they are traveling to: - Inquire about the current situation on the ground. - Secure military clearance for the staff going to the area. Usually, such

arrangements are done by the Office of the Governor. However, if the OPAPP party includes the Secretary and other VIPs, the OPAPP staff on the ground will be the ones to secure clearance from the military and coordinate with the Military Brigade Commander for security and vehicle arrangements.

Upon arrival, the staff is to proceed to the Office of the Governor or any other local government agency, whichever the situation warrants, for security briefing. Whenever venturing outside of the town/provincial capital, it is recommended that the OPAPP personnel regularly keep in touch with the Office of the Governor. It is advisable that female members of the OPAPP party observe the wearing of appropriate clothes when on the ground. Sleeveless tops, revealing tops, clothes with plunging necklines, and skirts with hems ending above the knees are strongly discouraged. Before leaving the area, the OPAPP party is to pay an exit call on the local chief executive or the host local government agency.

F. Rules on Use of Communications Services/Facilities

For the efficient flow of communications and expeditious dispatch of mails/correspondences outside the office, requests for mail and package delivery and pick is given to the Communications Unit on or before the designated cut-off times, that is, 9:00 a.m. and 1:00 p.m.

Requesting the Communications Unit to handle delivery of personal mail and

packages is allowed, provided that stamps or cash for postage are provided by the employee and that the aforecited cut-off times is observed.

Sending of facsimile messages to parties situated outside Metro Manila and

the Philippines and making long distance calls using office landlines are allowed, provided the following are observed: - Corresponding request forms are duly accomplished and approved by the

employee’s Immediate Superior. - The Cashier is furnished a copy of said form. - All charges incurred are settled with the Cashier in the soonest time

possible.


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G. Rules on Use of Other Office Facilities and Services

Office Machines and Equipment - Office machines or equipment are available for use by all OPAPP staff and officers. Employees to whom computers, typewriters, calculator and other machines or equipment have been issued are primarily responsible for their safekeeping, maintenance and cleanliness. These machines and equipment are intended to facilitate the tasks at OPAPP.

Photocopy and Reproduction Machines – Photocopy and reproduction machines are available for staff use. At the end of every working day, these machines or equipment must be property covered and those electrically operated must be unplugged.

Library Facilities - OPAPP maintains a library with the following

acquisitions: Books: technical reference on economics, agriculture, agri-

economics, trade and commerce business management, computer and some books of general interest.

Journals and periodicals: management, general interest and specialized journals

Newspapers, magazines: subscriptions include local dailies, clippings of current and important news.

Others: research studies, publications, encyclopedias, maps, and other reference materials.

- An Annotated bibliography of OPAPP papers and abstracts of new library acquisitions are issued from time to time and posted on the bulletin boards.

- Library hours for OPAPP staff are from 8:00 to 12:00 am and 1:00 to 6:00 pm. Non – OPAPP personnel may also avail a of library services from 8:30 to 11:30 am and from 1:30 to 4:30 pm.

- Access to the library collection is facilitated by the card catalog, the Kardex Vixible File, the micro computer, and other guides such as the new acquisition and new serials lists.

- Books are freely accessible on open shelves. However, books, packages and bags must be presented at the control desk upon leaving the library.

- Each OPAPP staff is entitled to a borrower’s card, which must be presented each time a book is borrowed or returned. A minimum of seven (7) books may be loaned out each time. Replacement for lost borrower’s cards entails a minimum fine. Library cards that have already been filled put must be surrendered for replacement.

- Other library rules regulations: Employees with overdue books are not allowed to borrow until the

overdue books are returned. A two – week loan may be renewed only when other staff are not

going to use the book. An overdue book is fined 25 centavos a day for the first 20 days, and

50 centavos everyday thereafter. Sundays and holidays are included in the computation of fines.

Books already loaned out may be requested personally from the lender, but the book is still charged to the first borrower unless returned.


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Borrowed books must be returned with the borrower’s card. Lost books must be reported immediately and accounts must be settled within thirty days from the report of loss. Payment must be equivalent to the book’s current market value. If he printed stock, the cost of photocopying and binding shall be charged in lieu of the current market value.

For the renewal of due books, the book must first be returned and then renewed.

Any book on loan may be recalled at any time. Unnecessary noise, loud conversation, smoking, sleeping and eating

in the library premises are strictly prohibited. Outsiders are required to accomplish the form “Request for Data”

before using the library. Outsiders are not allowed to take out any material from the library

unless an OPAPP staff assumes responsibility for it and is entered into his/her borrower’s card.

Outsiders who would like to avail of OPAPP publications should request for clearance from the librarian.

Books borrowed for room use only should be retuned tot the Circulation Desk.

To photocopy new books, a job request form must be filled up and returned to the Circulation Desk for approval. Payment must be given to the collection officer.

Computer Machines - Sophisticated computer machines such as laser

printers, and software such as venture, pagemaker, desktop publishers, Harvard graphics and the like are available in the computer room. These machines are used for printing reports, research papers, and other publications. Computer machines should not be used for playing games which can easily damage the computers.

Conference Room - The conference room is used during meetings and

conferences. Coordinating for the use of the conference room is done through the secretary of the Administrative Services Unit.

Security Guards - Security guards are on duty 24/7 and are tasked to protect

office property from theft, pilferage, robbery and other unlawful acts.

Janitorial Services - Janitorial services are provided to maintain cleanliness and sanitation of office premises. Their daily routine services include sweeping, mopping, scrubbing, polishing and scrubbing of floors, corridors and stairways; emptying trash receptacles and garbage, disinfecting and sanitizing toilet bowls and bathrooms; and checking and reporting malfunctioning electrical and plumbing fixtures.

Parking Area - OPAPP vehicles are allowed two parking slots at the

basement parking area. Visitors may park in front of the building.


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Audio Visual System - An audio-visual System is available such as overhead projector, screen, tape recorder are available and can be requested from the Finance and Administrative Service (FAS) Unit.

Bulletin Board - Interesting and up to date information relevant to the agency

and its staff such as messages from the PAPP, news, press releases, reports on staff promotions, policies and procedures, memoranda, circular other important announcements are displayed on the bulletin board. Employees are encouraged to refer to these to regularly to keep themselves abreast of developments.

H. Office Control and Security Measures

Wearing of Uniforms - All employees who have been provided with allowance for uniforms must wear them according to the rules and regulations the same, except when in mourning, during pregnancy or during typhoon signal No.2.

Personnel Identification - For fast and accurate identification of personnel,

OPAPP employees are issued ID cards and are required to wear it at all times within OPAPP premises. Lost cards must be immediately reported to the HRMD office to secure a replacement as soon as possible. The ID card must be surrendered upon the termination of appointment in OPAPP.

Visitors’ Admission - All visitors on official business are allowed to enter the

office and proceed to specific areas where they to transact business after securing clearance from the security guard. Visitors are required to wear ID tags, which shall be surrendered to the guard on duty upon leaving the premises. Personal visitors, on the other hand, are entertained at the visitors lounge at the lobby. OPAPP staffs are enjoined to refrain from bringing their children to the office as this may unduly interfere with official duties and functions.

Package Control System - For security reasons and to eliminate the practice

of bringing in and/or selling merchandise within OPAPP premises during office hours, a package control system is adopted. Bags and packages brought along by visitors on official business must be deposited with the security guard. Personal property can be moved from the office premises upon serving property control pass from the Administrative Unit. The security guard on duty shall have the authority to examine the contents of any package when deemed necessary.

Property and Supply Control System - Moving out, transfer, and/or

relocation of office equipment, furniture, and other properties outside OPAPP premises must be correspondingly covered by property pass out slips duly signed by the approving officer or the Supply Officer. The security guard on duly is responsible for checking and inspecting the property being transferred or relocated for the purpose. Equipment and supplies, whether consumables or non-consumables, are issued by the administrative units. Issuances of goods from stock are made only upon presentation of the duly


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accomplished Supply Requisition and Issue Slip (SRIS). Non – consumable supplies issued for official use are covered by a Memorandum Receipt (MR) to ensure proper accountability. MR and other supporting papers are also kept for inventory purposes.

Requisition and Issuance of Office Supplies - Economy is observed in the

use of office supplies. Request for supplies in minimal quantities should be forwarded to the administrative unit only on Mondays.

Safety - Any person who receives calls or information regarding sabotage,

bomb threats, etc. must immediately report the matter to the security guard who shall handle the situation in accordance with standard operating procedures on emergency / security threat situations. The recipient of such calls should not relay the information to other officials or employees in a manner that could precipitate panic or chaos among the personnel. Any employee who deliberately raises false alarms, thereby causing panic and confusion in OPAPP premises, is subject to disciplinary action. All OPAPP personnel are strongly encouraged to observe the following safety rules and regulations: Immediately report defective electrical machines and equipment. Always

unplug electrical machines or equipment after working hours. Smoking is prohibited within the OPAPP premises. The stairways can be

used as smoking areas. Repair jobs should be done only by trained personnel. Equipment, heavy packages, bulky records and other big objects must

not be placed where they could fall and cause danger to others. Take precautionary measures of safekeeping personal belongings and

valuables.

Fire and Robbery - In cases of fire and robbery in the premises of OPAPP the first officer or employee who becomes aware of such eventuality should at once give the necessary alarm and exercise effort as far as circumstances would permit to save funds and properties from loss or destruction. When alarm is given for such and other cases, employees of OPAPP should always endeavor to maintain their presence of mind, avoid creating panic among themselves so as not to further aggravate the situation.

I. Rules on Property and Monetary Accountability

Accountability for OPAPP Property - All properties and equipment entrusted to each staff are covered by a Memorandum Receipt (MR) issued at the time such properties are received. The staff to which a property has been issued is held accountable for the proper use of the property in accordance with standard practice or applicable regulations. He/she is liable for all loss, damage or deterioration occasioned by negligence in the keeping or use of such property, whether it be at a time of actual custody or not. Equipment which are no longer used must be returned to the supply officer for proper disposition or re-issue to other employees.


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Annual Physical Inventory of Properties - All properties and equipment covered by an MR in the name of an employee are subject to yearly physical inventory. MRs for property in the custody of an officer or employee are reviewed regularly. Aside from the annual physical inventory of properties, inventory of supplies and materials in stock are undertaken every six (6) months, on June 30 and December 30 of each year. All such inventories are reported and certified by the committee in charge thereof, attested to by the representative of the Commission on Audit (COA) Auditor and approved by the ASec for FAS.

Transfer of Monetary and Property Accountability - Upon resignation or

transfer another office, an officer or employee must secure clearance from monetary and property accountability. Application for clearance should include a complete statement of the monetary and property accountability involved with the position. To avoid being held liable for any loss arising from negligence, care must be exercised in accepting new accountabilities. Clearance from money and property accountability is also required in case of separation from service, retirement, resignation, or leave of absence of thirty (30) days or more.

Relief from Property Accountability - When loss of OPAPP property occurs

while in transit or is caused by theft, fire or other calamities, the employee accountable for the custody thereof must formally notify the auditor through the ASec for Administrative and Finance Services of the loss immediately or within thirty (30) days from occurrence of the loss/theft. The employee may then apply for relief from accountability.

Bonding of Employees - Whenever the nature of an official or employee’s

duties permits or requires the custody of funds, property and other assets for which he/she is accountable, he/she is deemed a bondable officer and shall be bonded, and his/her fidelity insured in accordance with the provision of the Public Bonding Law.

J. Rules on Procurement

Types of Purchases/Procurement and Their Corresponding Rules –

Emergency Purchases - Procurement or repair of supplies, materials, furniture and equipment is authorized by the head of agency without a need for them in the office, or to avoid immediate danger and loss of life and/or property. A canvass of prices from at least three (3) bonafide dealers or reliable suppliers of such materials and equipment is required for securing the lowest price obtainable at the time of the purchase. Purchase through Public Bidding - Public bidding for the purchase of supplies, materials or equipment for official use is announced through public advertisements, bulletin boards, and mail solicitations through the use of the bidders list.


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Negotiated Purchase - The purchase of supplies through negotiations is only resorted to in any of the following instances:

Whenever the supplies are urgently needed to meet an emergency which

may involve the loss of, or danger to life and/or property. Whenever the supplies are to be used in connection with an urgent

project or activity which cannot be delayed without detriment to public service.

Whenever the materials are sold by an exclusive distributor or manufacturer who does not have sub-dealers, and these sell at lower prices and which no suitable substitute can be obtained elsewhere at more advantageous terms.

Whenever supplies under procurement have unsuccessfully undergone bidding for at least two (2) consecutive times, due to lack of bidders.

K. Rules on Cash Advances

Types of Cash Advances

- Regular cash advances – which are granted to the cashier, disbursing officers and/or property and supply officers separately for salaries and wages; commutable allowances; and petty operating expenses consisting of small payments for maintenance and operating expenses which cannot be paid conveniently by check or are required to be paid immediately.

- Special cash advances – which are granted on the explicit authority of the

Head of Agency only to duly designated disbursing officers or employees for other legally authorized purposes such as:

Current operating expenditures of the agency or of the activity of the

agency undertaken in the field when it is impractical to pay the same by check, i.e. salaries, wages and allowances;

Maintenance and operating expenses; Foreign travel expenditures including transportation fares, per diems,

allowances; Other expenses incurred by official and employee in connection with

official travel abroad.

General Rules

- Cash advance may be granted to official and employees authorized to go on official travel.

- Only permanently appointed officials and employees are granted cash advances.

- The transfer of cash advance from one Accountable Officers (AO) to another is not allowed.

- Any officer or employee given cash advances for foreign travel need not be designated as Special disbursing Officers (SDO).

- The cash advance shall be used solely for the specific legal purpose for which it was granted. Under no circumstances shall it be issued for encashment of checks or for liquidation of a previous cash advance.


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- No additional cash advance shall be granted to any official or employee unless a previous cash advance is first settled or a proper accounting thereof is made for the full amount of the cash advance.

- All AOs or SDOs with a total cash accountability of more than two thousand pesos (P 2,000.00) shall be bonded.

Chapter III-Policy Guidelines and Procedures: Section XII/Finance Management

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XII. Finance Management

A. Introduction

Finance Management covers the laws, policies and guidelines governing financial transactions which OPAPP subscribes to, being a government office.

As a government office under the Office of the President of the Republic of the Philippines, OPAPP subscribes to the rules and regulations of the:

Department of Budget and Management (DBM) – with regards to uniform

guidelines and procedures in accounting for government funds and property. Commission on Audit (COA) – with regards to allowable fund disbursement that

will promote the national government’s policy of promoting sound, efficient and effective management and utilization of government resources.

B. Rules

DBM – Guidelines on authorized mobilization of agency funds are contained in the National Expenditure Report and General Appropriations Act (GAA), which are prepared and approved for each and every fiscal year. Current National Expenditure Report and GAA can be viewed at www.dbm.gov.ph.

COA – Guidelines on allowable expenditure and disbursement of agency funds are contained in the NGAS Manual for National Government Agencies, copies of which are with the Finance Services Unit.

C. Types of Financial Services Forms

Follows are some of the forms commonly used by OPAPP officers and employees for standard financial transactions:

Reimbursement Expense Receipt (RER) – This form is used to cover official

expenses which vendors are not able to issue official receipts for. This is duly approved and signed by the staff’s Immediate Superior and submitted to the Cashier. Follows is a sample of this form:


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Request for Cash Advance – This form is used whenever a cash advance for

official travel/purchase/other expenses is requested. This is duly approved and authorized by the staff and the Chief - FAS, and submitted to the Cashier. Below is a sample of this form:

Acknowledgment Receipt – This form is used whenever a cash advance is received by the officer or employee. This is submitted to the Cashier. Below is a sample of this form:


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Purchase Request - This form is used whenever an equipment/supply is not

available from the Agency inventory of supplies and equipment and must therefore be individually bought. This form is duly approved and signed by the ASec-FAS and/or Chief-FAS, and submitted to the Supply/Procurement Officer. Below is a sample of this form:

Requisition and Issue Slip – This form is used for requesting supplies available from the normal office inventory of supplies. This is duly approved and signed by the Chief-FAS and submitted to the Supply Officer. This form is submitted together with a Supplies Availability Inquiry Form. Follows is a sample of the Requisition and Issue Slip:


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Supplies Availability Inquiry Form - This form is used for requesting supplies available from the normal office inventory of supplies. This is duly approved and signed by the Chief-FAS and submitted to the Supply Officer. This form is submitted together with a Requisition and Issue Slip. Follows is a sample of the Requisition and Issue Slip:


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Job Request Form – This form is used for emergency purchases, repairs and printing of materials. This is duly signed by the employee/requisitioner and approved by the employee’s Immediate Superior and by the ASec-FAS. Below is a sample of this form:

Chapter III-Policy Guidelines and Procedures: Section XIII/Repealing Clause

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XIII. Repealing Clause

All policies and guidelines inconsistent herewith are hereby revoked, amended or modified as the case maybe.

XIV. Effectivity

This Policy shall take effect upon approval by the PAPP.