CSC History- Scope-roles.merged.pdf

The Civil Service Commission (CSC) is the central personnel agency of the Philippine government. One of the three independent constitutional commissions with adjudicative responsibility in the national government structure, it is also tasked to render final arbitration on disputes and personnel act...

The Civil Service Commission (CSC) is the central personnel agency of the Philippine government. One of the three independent constitutional commissions with adjudicative responsibility in the national government structure, it is also tasked to render final arbitration on disputes and personnel actions on Civil Service matters. HISTORY -The civil service system in the Philippines was formally established under Public Law No. 5 ("An Act for the Establishment and Maintenance of Our Efficient and Honest Civil Service in the Philippine Island") in 1900 by the Second Philippine Commission. A Civil Service Board was created composed of a Chairman, a Secretary and a Chief Examiner. The Board administered civil service examinations and set standards for appointment in government service. It was reorganized into a Bureau in 1905. -The 1935 Philippine Constitution firmly established the merit system as the basis for employment in government. The following years also witnessed the expansion of the Bureau’s jurisdiction to include the three branches of government: the national government, local government and government corporations. In 1959, Republic Act 2260, otherwise known as the Civil Service Law, was enacted. This was the first integral law on the Philippine bureaucracy, superseding the scattered administrative orders relative to government personnel administration issued since 1900. This Act converted the Bureau of Civil Service into the Civil Service Commission with department status. In 1975, Presidential Decree No. 807 (The Civil Service Decree of the Philippines) redefined the role of the Commission as the central personnel agency of government. Its present mandate is derived from Article IX-B of the 1987 Constitution which was given effect through Book V of Executive Order No. 292 (The 1987 Administrative Code). The Code essentially reiterates existing principles and policies in the administration of the bureaucracy and recognizes, for the first time, the right of government employees to self- organization and collective negotiations under the framework of the 1987 Constitution. EVOLUTION OF LOGOS 1900s The first logo of the CSC used from 1900 to 1982 adopted the official seal of the Republic of the Philippines, with the words “Civil Service Commission” around it 1970s–2000s The second logo of the CSC is a product of a nationwide logo- making contest. The interlocking chains inside a green circle form the letters C-S-C. 2010–present The blue and red colors revert to the original logo colors used in the 1900s. The upward blue and red strokes in the Philippine flag represent movement – forward and upward – for growth and progress. The highlighted letter S emphasizes the CSC’s focus on SERVICE. The yellow-gold strip below bears the new slogan, “Para sa taumBAYAN” representing the shift from an individualistic perspective of the mamamayan, to a broader, more holistic sense of nationhood. Organization and Functions of the Civil Service Commission Under Executive Order No. 292 Composition -The Commission shall be composed of a Chairman and two Commissioners who shall be natural-born citizens of the Philippines and, at the time of their appointment, at least thirty-five years of age, with proven capacity for public administration, and must not have been candidates for any elective position in the elections immediately preceding their appointment. Appointment of Chairman and Commissioners. -Chairman and the Commissioners shall be appointed by the President with the consent of the Commission on Appointments for a term of seven years without reappointment. Of the first appointed, the Chairman shall hold office for seven years, a Commissioner for five years, and another Commissioner for three years, without reappointment. Appointment to any vacancy shall be only for the unexpired term of the predecessor. In no case shall any Member be appointed or designated in a temporary or acting capacity. MANDATED FUNCTIONS Administer and enforce the constitutional and statutory provisions on the merit system for all levels and ranks in the Civil Service; Prescribe, amend and enforce rules and regulations for carrying into effect the provisions of the Civil Service Laws and other pertinent laws; Promulgate policies, standards and guidelines for the Civil Service and adopt plans and programs to promote economical, efficient and effective personnel administration in the government; Formulate policies and regulations for the administration, maintenance and implementation of position classification and compensation and set standards for the establishment, allocation and reallocation of pay scales, classes and positions; Render opinion and rulings on all personnel and other Civil Service matters which shall be binding on all head of departments, offices and agencies and which may be brought to the Supreme Court on certiorari; Appoint and discipline its officials and employees in accordance with law and exercise control and supervision over the activities of the Commission; Control, supervise and coordinate Civil Service examinations. Any entity or official in government may be called upon by the Commission to assist in the preparation and conduct of said examinations including security, use of buildings and facilities as well as personnel and transportation of examination materials which shall be exempt from inspection regulations; Prescribe all forms for Civil Service examinations, appointment, reports and such other forms as may be required by law, rules and regulations; Declare positions in the Civil Service as may properly be primarily confidential, highly technical or policy determining; Formulate, administer and evaluate programs relative to the development and retention of qualified and competent work force in the public service; Hear and decide administrative cases instituted by or brought before it directly or on appeal, including contested appointments, and review decisions and action of its offices and of the agencies attached to it. Officials and employees who fail to comply with such decisions, orders, or rulings shall be liable for contempt of the Commission. Its decisions, orders or rulings shall be final and executory. Such decisions, orders, or rulings may be brought to Supreme Court on certiorari by the aggrieved party within thirty (30) days from receipt of the copy thereof; Issues subpoena and subpoena duces tecum for the production of documents and records pertinent to investigations and inquiries conducted by it in accordance with its authority conferred by the Constitution and pertinent laws; Advise the President on all matters involving personnel management in the government service and submit to the President an annual report on the personnel programs; Take appropriate actions on al appointments and other personnel matters in the Civil Service including extension of service beyond retirement age; Inspect and audit the personnel actions and programs of the departments, agencies, bureaus, offices, local government including government-owned or controlled corporations; conduct periodic review of the decisions and actions of offices or officials to whom authority has been delegated by the Commission as well as the conduct of the officials and the employees in these offices and apply appropriate sanctions whenever necessary. Delegate authority for the performance of any functions to departments, agencies and offices where such functions may be effectively performed; Administer the retirement program of government officials and employees, and accredit government services and evaluate qualification for retirement; Keep and maintain personnel records of all officials and employees in the Civil Service; and Perform all functions properly belonging to a central personnel agency such as other functions as may be provided by law ORGANIZATIONAL STRUCTURE Office of the Chairman Office of the Commissioners Office of the Assistant Commissioners Office of the Executive Director Commission Secretariat and Liaison Office Office for Legal Affairs Examination, Recruitment, and Placement Office Office for Human Resource Management and Development Civil Service Institute Office for Strategy Management Internal Audit Service Human Resource Policies and Standards Office Integrated Records Management Office Human Resource Relations Office Office for Financial and Assets Management Public Assistance and Information Office ORGANIZATIONAL STRUCTURE Executive Order No. 292 ADMINISTRATIVE CODE OF 1987 CHAPTER 3 SECTION 17 Each office of the Commission shall be headed by a Director with at least one (1) Assistant Director, and may have such divisions as are necessary to carry out their respective functions. As an independent constitutional body, the Commission may effect changes in the organization as the need arises. Other Regulating Bodies in the Government Professional Regulation Commission MANDATES: *****Republic Act 8981 mandates the following: Institutionalization of centerpiece programs - ○ Full computerization ○ careful selection of Professional Regulatory Board members, and ○ monitoring of school performance to upgrade quality of education Updating of organizational structure for operational efficiency and effectiveness; Strengthening of PRC's enforcement powers, including regulatory powers over foreign professionals practicing in the country; Authority to use income for full computerization; and Upgrading of compensation and allowances of Chairperson to that of a Department Secretary and those of the Commissioners to that of Undersecretary. FUNCTIONS: Quasi-Judical Investigates cases against erring examinees and professionals. Its decisions have the force and effect of the decisions of a court of law, with the same level of authority as a Regional Trial Court. After the lapse of the period within which to file an appeal, Commission decisions become final and executory. Quasi-Legislative Formulates rules and policies on professional regulation. When published in the official gazette, these rules have the force and effect of law. Executives Administer, implements, and enforces the regulatory policies of the national government, including the maintenance of professional and occupational standards and ethics and the enforcement of the rules and regulations relative thereto.  THANKS! OMBUDSMAN CREDITS: This presentation template was created by Slidesgo, including icons by Flaticon, infographics & images by Freepik FUNCTIONS & DUTIES: Investigate on its own, or on complaint by any person, any act or omission of any public official, employee, office or agency, when such act or omission appears to be illegal, unjust, improper, or inefficient. Direct, upon complaint or at its own instance, any public official or employee of the Government, or any subdivision, agency or instrumentality thereof, as well as of any government-owned or controlled corporation with original charter, to perform and expedite any act or duty required by law, or to stop, prevent, and correct any abuse or impropriety in the performance of duties. Direct the officer concerned to take appropriate action against a public official or employee at fault, and recommend his removal, suspension, demolition, fine, censure, or prosecution, and ensure compliance therewith. Direct the officer concerned, in any appropriate case, and subject to such limitations as may be provided by law, to furnish it with copies of documents relating to contracts of transactions entered into by his office involving the disbursements or use or public funds or properties and report any irregularity to the Commission on Audit for appropriate action. FUNCTIONS & DUTIES: Request any government agency for assistance and information necessary in the discharge of its responsibilities, and to examine, if necessary, pertinent records and documents. Publicize matters covered by its investigation when circumstances so warrant and with due prudence. Determine the causes of inefficiency, red tape, mismanagement, fraud, and corruption in the Government and make recommendations for their elimination and the observance of high standards of ethics and efficiency. Promulgate its rules of procedure and exercise such other powers or perform such functions or duties as may be provided by law. FUNCTIONS & DUTIES: Request any government agency for assistance and information necessary in the discharge of its responsibilities, and to examine, if necessary, pertinent records and documents. Publicize matters covered by its investigation when circumstances so warrant and with due prudence. Determine the causes of inefficiency, red tape, mismanagement, fraud, and corruption in the Government and make recommendations for their elimination and the observance of high standards of ethics and efficiency. Promulgate its rules of procedure and exercise such other powers or perform such functions or duties as may be provided by law. The Office of the Ombudsman shall enjoy fiscal autonomy. Its approved annual appropriations shall be automatically and regularly released. is a mechanism designed to help elevate public sector human resource management to a level of excellence through a process of Awarding Assistance Assessment of HRM systems, practices and competencies using HRM maturity level indicators that meet global standards. PRIME-HRM aims to PRIME HRM aims to 2. Serve as a venue for exchange and development of expertise in the area of human resource management between and among government agencies; 3. Serve as search mechanism for best practices in human resource management PRIME HRM aims to 4. Promote and reward excellent human resource management practices ULTIMATE Objective of PRIME-HRM? to elevate the HR public sector to a level of excellence for good governance and efficient public service  Promote KEY PLAYERS Promote the need to elevate their HR public sector to a level of excellence for good governance and for efficient and P (YOU ARE THE effective public service. PROMOTERS) They champion change Reinforce Review and reinforce the work of their internal teams to Agency Head ensure that they are aligned towards improving their HR R (YOU ARE THE systems and achieve their agency mandate REINFORCERS) They take care of quality assurance Implement improvement in systems, policies and standards to Implement develop and strengthen their internal HR systems. I (YOU ARE THE They ensure availability of key support systems and HRMO IMPLEMENTORS) collaborate with relevant stakeholders to help accomplish their goals Move Move their teams towards change for the better. M Line They recognize the strengths and opportunities of their Managers (YOU ARE THE MOVERS) people and lead them towards transformation Embrace Embrace change and aspire for their own development E (YOU ARE THE Rank & File They welcome change and look forward to individual and ENABLERS) organizational development PRIME-HRM is all about connecting and collaborating with one another to make the program successful. 3 STAGES OF PRIME HRM CSC will assess the maturity level of an agency’s competencies, systems, and practices in four HRM Systems. PRIME-HRM provides customized technical assistance and development interventions according to determined needs of the agency Agencies may vie for special awards and citations, such as being a Center of HR Excellence or the Seal of HR Excellence.  The Four Core HR Systems ✓Recruitment, Selection, and Placement; ✓Performance Management; ✓Learning and Development; and ✓Rewards and Recognition. 1. Recruitment, Selection and Placement (RSP) What is Recruitment? Recruitment is the first phase in the employment procedure. It is the process of finding, screening, and selecting the best qualified for placement Rationale and Objective Effective recruitment in government service is important because it will spell and ensure quality performance, quality public service, and strong employment foundation  How is recruitment done?  RECRUITMENT 1 Determining staffing needs Vacant positions Organizational Needs (Plantilla) (Units) Prioritize Importance Despite present staff (Organizational) w/c units need more Is there a Match? *check budget Mix *QS –larger context Skills Set Yes Skills Needs 2 *Organizational. unit No “Personality Matching the new Set” with the old Special Applicable Unit Needs i.e. Concerns Integrity, thinking, etc. “Di pwede” “Pwede” Publication/PSB Appointment Screening p (Appointing Authority) Publication “bars” Types/nature Prohibitions “Internal” Nepotism 6 mos. Probationary CSC Period Time (elect. Ban, quasi-nepotism, Incomplete QS (temporary appointment What is Screening? A formal procedure done by the PERSONNEL SELECTION BOARD (PSB) in the evaluation of candidates for appointment to vacant positions in the career service  Background Investigation* Panel Interview Essay Group Dynamics Emotional Quotient Test Final Interview 2. Performance Management (PM) ▪...is a set of processes for establishing a shared understanding of: 1. WHAT WILL BE ACHIEVED (goals) 2. HOW IT WILL BE ACHIEVED 3. and MANAGING PEOPLE in a way that will increase the probability that it will achieved. ▪ It is a mechnism to address the demand to produce tangible results ▪ The PMS is a means to professionalize the Civil Service 3. Learning and Development (L&D) WHY DEVELOPMENT/ CAPACITY-BUILDING? Section 1 of Rule VIII of the Omnibus Rules Implementing Book V of Executive Order No. 292 and Other Pertinent Civil Service Laws states that every official and employee of the government is an asset or resource to be valued, developed and utilized in the delivery of basic services to the public. Hence, the development and retention of a highly competent and professional workforce in the public service shall be the main concern of every department or agency.  Sec. 23 – to enable employees and officials to contribute meaningfully to organizational performance or productivity HOW IS THIS DONE? Every department or agency shall establish a continuing program for career and personnel development for all agency personnel at all levels, and shall create an environment or work climate conducive to the development of human resource skills, talents and values for better public service. Each Department or agency shall include a specific budgetary allocation for human resource development purposes. At least 5% of the annual budget shall be set aside for this purpose.  CAPACITY BUILDING PROGRAMS  Induction Program – refers to the program of new entrants in government to develop their pride, belonging and commitment to public service.  Orientation Program – refers to activities and courses designed to inform new employees about agency/government programs, thrusts and operations as well as their duties , responsibilities and benefits.  Re-orientation Program – refers to courses designed to introduce new duties and responsibilities, new policies and programs to employees who have been in the service for quite sometime.  Professional/Technical/Scientific Program – refers to substantive programs in specific professional/technical/scientific areas for enhancement of skills and knowledge of second level personnel in the career service.  Employee Development Program – refers to courses aimed at maintaining a high level of competence on basic workplace skills among employees in the first level in the career service. Middle Management Development Program – refers to a set or series of planned human resource interventions and training courses designed to provide division chiefs and other officials of comparable rank with management and administrative skills and to prepare them for greater responsibilities. Values Development Program – refers to courses which are designed to enhance and harness the public service values of participants to be effective government workers. Pre-retirement Program – refers to courses which are intended to familiarize would-be retirees on the government retirement plans and benefits as well as available business opportunities or other productive options/pursuits.  Executive Development Program - refers to activities and experiences, and continuing education intended to enhance the managerial skills of government officials or executives who belong to the third level. 4. Rewards and Recognition (R&R)  Why rewards and recognition? Powerful tool for employee motivation and performance improvement Key factor in retaining top performing workers  Why rewards and recognition? Powerful tool for employee motivation and performance improvement Key factor in retaining top performing workers Boost the employee’s morale and self- esteem  Types of Rewards and recognition Monetary cash bonuses, additional allowances, gift certificates Non-Monetary formal and informal acknowledgement, assignment of more enjoyable job duties, opportunities for training, and an increased role in decision-making. How is Rewards and Recognition done? Rule X Section 1 of Book of Executive Order 292 and amended Omnibus Rules state that, “Each department or agency of government, whether national or local, including bureaus and agencies, state colleges and universities, and government-owned and controlled corporations with original charters, shall establish its own Department or Agency Employee Suggestions and Incentives Award System in accordance with these Rules and shall submit the same to the Commission for approval.”  Incentive Awards: Performance incentive Length of Service Productivity Incentive Retirement Award Year-end-Benefits or Thirteenth Month Bonus Plus and Cash Gift Other monetary award  Budget Each department or agency shall set aside in its annual budget the necessary appropriations to cover whatever necessary expenses that will be incurred in the granting of both monetary and non-monetary awards.  5% of the HRD funds shall be allocated for the PRAISE and incorporated in the Agency’s annual work and financial plan and budget. The PRAISE shall be institutionalized through the creation of a PRAISE Committee in all agencies of the government. Agencies shall submit their PRAISE and its subsequent amendments to the CSC Regional Offices or Field Offices who shall provide technical assistance and ensure proper implementation. An annual PRAISE report shall be submitted by the agency to the CSCRO concerned on or before the 30th day of January to enable their employees to qualify for nomination to the CSC sponsored national awards. The Strategic Performance Management System SPMS  Definition is a mechanism that links employee performance with organizational performance to enhance the performance orientation of the compensation system. It ensures that the employee achieves the objectives set by the organization and the organization, on the other hand, achieves the objectives that it has set as its strategic plan. * provided under the CSC Resolution No. 1200481 and the CSC MC No. 6, s. 2012 SPMS Objectives are: Concretize the linkage of organizational performance with the Philippine Development Plan, Agency Strategic Plan, and Organizational Performance Indicator Framework (OPIF) Ensure organizational and individual effectiveness by cascading institutional accountabilities to the various levels of the organization Link performance management with other HR systems  The SPMS has the following basic elements: a. Goals that are aligned to agency mandate and organizational priorities b. System that is outputs/outcomes-oriented c. A team approach to performance management d. Forms that are user-friendly and shows alignment of individual and organizational goals e. Information systems that support monitoring and evaluation f. A Communication plan More importantly, the SPMS complements the Results-Based Performance Management System that is implemented by the Office of the President and that links organizational performance to societal goals. It is also linked to the Performance-Based Incentive System (PBIS) that consists of the Productivity Enhancement Incentive (PEI) and the Performance-Based Bonus (PBB).  KEY PLAYERS: a. SPMS Champion (Agency Head) b. Performance Manaegment Team (PMT) c. Planning Office d. Human Resource Management Office e. Head of Office (Director IV or equivalent) f. Division Chief or equivalent g. Individual Employees The SPMS Process The SPMS follows a four-stage cycle  1. Performance planning and commitment During this stage, success indicators are determined. Success indicators are performance level yardsticks consisting of performance measures and performance targets. These shall serve as bases in the office’s and individual employee’s preparation of their performance contract and rating form. Performance Measure Performance Targets Historical data. The data hsall consider past performance. Benchmarking. This involves identifying and comparing employees within the agency with similar functions or process. Benchmarking may also involve recognizing existing standards based on provisions or requirements of the law. Client demand. This involve a bottom up approach where the office sets targets based on the needs of its clients. The agency may consult with stakeholdersand review the feedback on its services. OPES Reference table. List of major final outputs with defintion and correspondng OPES points. Top Managemest Instruction. The General Manager may set targets and give special assignments. Future trend. Targets may be based from results from the results of the comparative analysis of the actual performance of teh agency with is potential performance.  2. Performance monitoring and coaching The performance of the office and every individual shall be regularly monitored at various levels. Monitoring and evaluation mechanisms ensure that timely and appropriate steps can be taken to keep a program on track, and that its objectives or goals are met in the most effective manner. Product/service development plan for the future Managers and supervisorsLorem actipsum as dolor coaches and mentors to sit amet, consectetur adipiscing elit. Fusce provide an enabling environment/intervention to improve aliquet quam eget rhoncus scelerisque. team Nam vulputate cursus ipsum ac vestibulum. Duis facilisis neque et venenatis cursus. performance, and to manage andMorbi develop individual feugiat imperdiet potentials. nisi ac consectetur.  3. Performance review and evaluation This phase aims to assess both office’s and individual employee’s performance level based on performance targets and measures as approved in the office and individual performance commitment contracts. Part of the individual employee’s evaluation is the competency assessment vis-à-vis the competency requirements of the job. The assessment shall focus on the strengths, competency-related performance gaps and the opportunities to address these gaps, career paths, and alternatives.  Office Performance Assessment The Planning Office shall consolidate, review, validate and evaluate the initial performance assessment of the agency based on reported agency accomplishments against the success indicators, and the allotted budgets against the actual. Performance Assessment for Individual Employeess Product/service development plan for the future The General Manager shall assess individual employee performance Lorem ipsum dolor sit amet, consectetur adipiscing elit. Fusce aliquet quam eget rhoncus scelerisque. Nam vulputate cursus based on the commitments made atacthe ipsum beginning vestibulum. Duis facilisisof the neque ratingcursus. et venenatis period. The performance rating shall be base solely on records of Morbi feugiat imperdiet nisi ac consectetur. accopmplishment; hence, there is no need for self rating. 4. Performance rewarding and development planning The results of the performance evaluation/assessment shall serve as inputs for the agency’s HR Plan, which includes identification and provision of Product/service development plan for the future developmental interventions, and Lorem ipsum dolor sit amet, consectetur adipiscing elit. Fusce aliquet quam eget rhoncus scelerisque. Nam vulputate cursus conferment of rewards and incentives. ipsum ac vestibulum. Duis facilisis neque et venenatis cursus. Morbi feugiat imperdiet nisi ac consectetur. SPMS Rating Scale The SPMS uses a five- point rating scale https://www.csc.gov.ph/programs/spms  Qualification Standards + Competencies The current recruitment system in the Philippine civil service is based on the following:  The CBRQS adds competencies to the minimum QS requirements to improve accuracy in assessing a candidate’s fitness to a particular job. Moreover, the competency framework or model is aligned to the agency’s strategic thrusts, ensuring that each employee is able to contribute to organization-wide goals.. Why Competency- Based Recruitment? 1. Competencies serve as objective guide in the assessment of candidates; hence it improves accuracy in assessing candidate’s fitness to a particular job. 2. Competency-based recruitment minimizes hiring errors as it helps prevent interviewers and selectors from assessing interviewees on the basis of characteristics that are not relevant to the job or from making hasty decisions.  3. Competency-based recruitment leads to a standardized or structured selection process since the same metrics are used to assess all applicants to the same position. 4. Competency-based recruitment provides clarity for the recruiters and candidates as well about the requirements for the vacant position to be filled.  STATEMENT AREAS OF OF DUTIES & RESPONSIBILITIES RESPONSIBILITIES FUNCTIONS SKILL OBSERVABLE JOB ATTITUDE BEHAVIOR KNOWLEDGE The degree of competence of a person determines how that person may perform in a particular job 1 1 2 3 Status of the Program At present, the CSC has begun applying competencies to its own recruitment process as it hopes to be a model in competency-based human resource management for other government agencies.  https://www.csc.gov.ph/programs/competency-based-recruitment- and-qualifications-standards https://www.studocu.com/ph/document/ama-computer- university/physical-science/brief-historical-background-on-the- philippines-civil-service/47723206 https://csc.gov.ph/career/