MODULE-3.-Organizational-and-Human-Resource-Development-in-LGUs-1.pdf PDF

84 MODULE III ORGANIZATIONAL AND HUMAN RESOURCE DEVELOPMENT IN LOCAL GOVERNMENT UNITS Lesson 1 Organizational Development of Local Government Units Lesson 2 Classification and Compensation Plan Lesson 3 Recruitment and Selection Lesson 4 Performa...

84 MODULE III ORGANIZATIONAL AND HUMAN RESOURCE DEVELOPMENT IN LOCAL GOVERNMENT UNITS Lesson 1 Organizational Development of Local Government Units Lesson 2 Classification and Compensation Plan Lesson 3 Recruitment and Selection Lesson 4 Performance Evaluation Lesson 5 Ethics and Public Accountability Module III  85 MODULE III HUMAN RESOURCE DEVELOPMENT IN LOCAL GOVERNMENT UNITS  INTRODUCTION This module presents the organizational and human resource development in local government units. In organizational development of local government units, It contains a more specific discussion is intended for every local appointive position. These local appointive positions in the LGUs are classified as either mandatory or optional positions. Students will be able to distinguish the different offices through studying thoroughly the organization of the different LGUs as well as the description of the different sanggunians explained through its composition and functions. Other highlight of this module is the recall. In this topic, it details out the procedures undertaken in order for a local elective office be subjected for recall. On the other hand, human resource development is the integrated use of training, organization, and career development efforts to improve individual, group, and organizational effectiveness. HRD develops the key competencies that enable individuals in organizations to perform current and future jobs through planned learning activities. Like in any organization, local government units also maintain their Human Resources Development (HRD) program in order to ensure that the human capitalization shall not be left behind. The HRD focuses in the systematic tracking of the career of personnel in the LGU from recruitment until their termination from the service. The topics included in this module are compensation plan, recruitment and selection process, performance evaluation and public accountability as applied in the local government arena. LEARNING OUTCOMES After studying the module, you should be able to: 1. Explain the law-making bodies of the different LGUs, the different offices in the LGU structure, different functions of the local appointive officials, and procedures of recall. 2. Explain the compensation plan for government personnel including the benefits enjoyed in the local government units. 3. Define and discuss the process of recruitment and selection undertaken in the local government. 4. Elaborate the purposes and significance of performance evaluation in the local government units. 5. Discuss the legal framework surrounding ethics and public accountability in the local government units. Module III  86  DIRECTIONS/ MODULE ORGANIZER There are five lessons in the module. Read each lesson carefully then answer the exercises/activities to find out how much you have benefited from it. Work on these exercises carefully and submit your output to your instructor. In case you encounter difficulty, discuss this with your instructor during the face- to-face meeting or online meetings. If not, contact your instructor at the Faculty office. Good luck and enjoy learning!!! Lesson 1 Module III  87  ORGANIZATIONAL DEVELOPMENT OF LOCAL GOVERNMENT UNITS Offices in the Local Government Units Local governments have two branches: executive and legislative. All courts in the Philippines are under the Supreme Court of the Philippines and therefore there are no local-government controlled judicial branches. Nor do local governments have any prosecutors or public defenders, as those are under the jurisdiction of the national government. The executive branch is composed of the regional governor for the Autonomous Region in Muslim Mindanao, governor for the provinces, mayor for the cities and municipalities, and the barangay captain for the barangays Legislatures The legislatures review the ordinances and resolutions enacted by the legislatures below. Aside from regular and ex-officio members, the legislatures above the barangay level also have three sectoral representatives, one each from women, agricultural or industrial workers, and other sectors. Local Legislature Composition Head Government Autonomous Bangsamoro  80 members: Assembly region Parliament speaker  Party representatives  Parliament District Seats  Reserved Seats  Sectoral representatives Province Sangguniang  varies, as of 2007: Vice Panlalawigan  Cebu, Negros Occidental, Pangasinan: 12 SP governor members, 2 elected from each district  All other first class and second class provinces: 10 SP members, with varying number of members per district  Third class and fourth class provinces: 8 SP members, with varying number of members per district  Fifth class and sixth class provinces: 6 SP members, with varying number of members per district  President of the provincial chapter of the Liga ng mga Barangay  President of the provincial chapter of the League of Councilors  President of the provincial federation of the SangguniangKabataan  Sectoral representatives Module III  88 City Sangguniang  varies, as of 2007: Vice mayor Panlungsod  Manila: 36 councilors, 6 elected from each district  Davao City: 24 councilors, 8 elected from each district  Quezon City: 36 councilors, 6 elected from each district  Antipolo, Cagayan de Oro,Cebu City, Makati, Muntinlupa, Parañaque, Zamboanga City, Taguig City: 16 councilors, 8 elected from each district  Rest of Metro Manila, Calbayog, San Jose del Monte: 12 councilors, 6 elected from each district  Samal, Sorsogon City: 12 councilors, 4 elected from each district  Baguio, General Santos, Iloilo City, San Fernando (La Union), Tuguegarao: 12 councilors, elected at-large  All other cities: 10 councilors, elected at-large  President of the city chapter of the Liga ng mga Barangay  President of the city federation of the Sangguniang Kabataan  Sectoral representatives Municipality Sangguniang  varies: Vice mayor Bayan  Pateros, Metro Manila: 12 councilors, 6 elected from each district  All other municipalities: 8 councilors, elected at- large  President of the municipal chapter of the Liga ng mga Barangay  President of the municipal federation of the SangguniangKabataan  Sectoral representatives Barangay Sangguniang  7 members elected at-large Barangay Barangay  Sangguniang Kabataan chairperson captain Sangguniang  7 members elected at-large Sangguniang Kabataan Kabataan chairperson Elected Officials  All elected officials have 3-year terms, and can only serve a maximum of three consecutive terms before being ineligible for reelection. Module III  89 LGU Official Minimum age (18 is the voting age Autonomous region Regional governor 35 years old on election day Regional vice governor Same as regional governor Regional legislative assembly member 21 years old on election day Provinces Governor 23 years old on election day Vice governor Same as governor Sangguniang Panlalawigan member Same as governor Highly urbanized cities Mayor Same as governor Vice mayor Same as governor SangguniangPanlungsod member (Councilor) Same as governor Independent Mayor 21 years old on election day component and Vice mayor Same as independent component cities component and component city mayor SangguniangPanlungsod member (Councilor) Same as independent component and component city mayor Municipalities Mayor Same as independent component and component city mayor Vice mayor Same as independent component and component city mayor Sangguniang Bayan member (Councilor) Same as independent component and component city mayor Barangay Barangay captain 18 years old on election day Barangay kagawad Same as barangay captain Sangguniang Kabataan chairperson 15 to 21 years old on election day* Sangguniang Kabataan member Same as Sangguniang Kabataan chairperson* Offices that are Common to Municipalities, Cities and Provinces  There are 21 offices in a government, whether it's municipal, city or provincial. There are some mandatory and optional offices to the government. Office Head Munici City Province pality Office of the Secretary to the Secretary to the √ √ √ Sanggunian Sanggunian Treasurer's Office Treasurer √ √ √ Assessor's Office Assessor √ √ √ Accounting Office Accountant √ √ √ Budget Office Budget Officer √ √ √ Planning and Development Planning and Development √ √ √ Office Coordinator Engineer's Office Engineer √ √ √ Health Office Health Officer √ √ √ Office of the Civil Registry Civil Registrar √ √ X Office of the Administrator Administrator √ √ √ Office of the Legal Services Legal Officer ? √ √ Module III  90 Office of Agricultural Agriculturist ? ? √ Services/Office of the Agriculturist (Office of) Social Welfare and Social Welfare and √ √ √ Development Office Development Officer (Office of) Environment and Environment and Natural ? ? ? Natural Resources Office Resources Officer Office of Architectural Architect ? ? ? Planning and Design Office of Public Information Information Officer ? ? ? Office for the Development of Cooperatives Officer X ? ? Cooperatives/Cooperatives Development Office Population Office Population Officer ? ? ? Veterinary Office/Office of Veterinarian X √ √ Veterinary Services (Office of) Public Safety Office Public Safety Officer ? ? ? (Office of) General Services General Services Officer X √ √ Office Legend: √ - Mandatory ? – Optional X - Not Applicable Functions of the Local Appointive Officials Mandatory Positions: Positions Common to Municipal, City and Provincial Governments 1. Secretary to the Sanggunian  Provides secretariat services to the Sanggunian.  Causes the publication of approved ordinance and resolutions consistent with the provision of Rule XVII of the Implementing Rules and Regulations of the Local Government Code of 1991  Takes custody of, and accounts for the official Sal of the Town, all ordinances and resolutions enacted or adopted by the Sanggunian, And local archives  Coordinates, and links with government agencies and offices on matters related to enactment of ordinances and/ or resolution. 2. Budget Officer  The budget officer takes charge of the budget office. He prepares forms, orders, and circulars embodying instructions on budgetary and appropriation matters for the signature of the governor or mayor, as the case may be; reviews and consolidates the budget proposals of different departments and offices of the local government unit; assist the mayor, in the preparation of the budget and during budget hearings;  He studies and evaluates budgetary implication of proposed legislation and submit comments and recommendations thereon; submits periodic Module III  91 budgetary reports to the Department of Budget and Management; coordinates with the treasure, accountant, and the planning and development coordinator for the purpose of budgeting; assists the sanggunian concerned in reviewing the approved budgets of component local government units;  He coordinates with the planning and development coordinator in the formulation of the local government unit development plan; and exercises such other powers and perform such other duties and functions as may be prescribed by law or ordinance. 3. Treasurer  The treasurer takes charge of the treasury office. He/she is under the administrative supervision of the mayor to whom he/she shall report regularly on the tax collection efforts in the local government unit.  He advises the mayor, the sanngunian, and other local government officials concerned regarding disposition of local government funds, and on such other matters relative to public finance; takes custody of and exercises proper management of the funds and such other funds the custody of which may be entrusted to her by law or other competent authority;  He inspects private commercial and industrial establishments within the jurisdiction of the local government unit in relation to the implementation of tax ordinances; and maintains and updates the tax information system of the local government unit.  The assistant treasurer assists the treasurer and performs such duties as the latter may assign to him. He has authority to administer oaths concerning notices and notifications to those delinquent in the payment of the real property tax and concerning official matters relating to the accounts of the treasurer or otherwise arising in the offices of the treasurer and the assessor. 4. Assessor  The assessor takes charge of the assessor’s office, She ensures that all laws and policies governing the appraisal and assessment of real properties for taxation purposes are properly executed; initiates, reviews, and recommends changes in policies and objectives, plans and programs, techniques, procedures and practices in the valuation and assessment of real properties for taxation purposes; establishes a systematic method of real property assessment;  Installs and maintains a real property identification and accounting system; prepares, installs and maintains a system of tax mapping showing graphically all property subject to assessment and gather all data concerning the same; conducts frequent physical surveys to verify and determine whether all real properties within the province are properly listed in the assessment rolls Module III  92  Exercises the functions of appraisal and assessment primarily for taxation purposes of all real properties in the local government unit; prepares a schedule of the fair market value for the different classes of real properties, in accordance with Title Two under Book II of the Code; issues, upon request of any interested party, certified copies of assessment records of real property and all others records relative to its assessment, upon payment of a service charge or fee to the treasurer;  Submits every semester a report of all assessments, as well as cancellations and modifications of assessments to the local chief executive and the Sanggunian; and attends, personally or through an authorized representative, all sessions of the local board of assessment appeals whenever her assessment is the subject of the appeal, and presents or submits any information or record in his possession as may be required by the board.  Exercises such other powers and performs such other duties and functions as may be prescribed by law or ordinance. 5. Accountant  The accountant takes charge of both the accounting and internal audit services of the local government unit. He installs and maintains an internal audit system; prepares and submits financial statements to the governor or mayor, as the case may be, and to the sanngunian bayan; apprises the sanggunian and other local government officials on the financial condition and operation of the local government unit; certifies to the availability of budgetary allotment to which expenditures and obligations may be properly charged;  Reviews supporting documents before preparation of vouchers to determine completeness of requirements; prepare statements of cash advances, liquidation, salaries, allowances, reimbursements and remittances pertaining to the local government unit; prepares statements of journal vouchers and liquidation of the same and other adjustments related thereto;  Posts individual disbursements to the subsidiary ledger and index card; maintains individual ledgers for officials and employees of the local governments unit pertaining to payrolls and deductions; records and posts in index cards details of purchased furniture, fixture, and equipment, including disposal thereof, if any;  Accounts for all issued requests for obligations and maintains and keep all records and reports related thereto; prepares journals and the analysis of obligation and maintains and keeps all records and reports related thereto; and exercise such other powers and perform such other duties and functions as may be provided by law or ordinance. 6. Planning and Development Coordination  The planning and development coordinator takes charge of the planning and development office. Formulates integrated economic, social, Module III  93 physical, and other development plans and policies for consideration of the local government development council;  Conducts continuing studies, researches, and training programs necessary to evolve plans and programs for implementation; integrates and coordinates all sectoral plans and studies undertaken by the different functional groups or agencies; monitors and evaluates the implementation of the different development programs, projects, and activities in the local government unit concerned in accordance with the approved development plan;  Prepares comprehensive plans and other development planning documents for the consideration of the local development council; analyzes the income and expenditure patterns, and formulate and recommend fiscal plans and policies for consideration of the finance committee of the local government unit; promotes people participation in development planning within the local government unit concerned; and  Exercises supervision and controls over the Secretariat of the local development council. 7. Engineer  The local engineer takes charge of the engineering office. He initiates, reviews and recommends changes in policies and objectives, plans and programs, techniques, procedures and practices in infrastructure development and public works in general of the local government unit concerned;  Advises the mayor on infrastructure, public works, and other engineering matters; administers, coordinates, supervises, and controls the construction, maintenance, improvement, and repair of roads, bridges, and other engineering and public works projects of the local government unit concerned;  Provides engineering services to the local government unit concerned, including investigation and survey, engineering design, feasibility studies, and project management; and exercises such other powers and performs such other duties and functions as may be prescribed by law or ordinance. 8. Health Officer  The health officer takes charge of the office health. He takes charge of the office on health services, supervise the personnel and staff of said office, formulate program implementation guidelines and rules and regulations for the operation of the said office for the approval of the governor or mayor, as the case may be, in order to assist him in the efficient, effective and economical implementation of a health services program geared to implementation of health-related projects and activities;  Formulates measures for the consideration of the sanggunian and provide technical assistance and support to the mayor in carrying out activities to Module III  94 ensure the delivery of basic services and provision of adequate facilities relative to health services;  Develops plans and strategies and upon approval thereof by the governor or mayor as the case may be, implement the same, particularly those which have to do with health programs and projects which mayor, is empowered to implement and which the sanggunian is empowered to provide for;  In addition to the foregoing duties and functions, the health officer: formulates and implements policies, plans, program and projects to promote the health of the people in the local government unit; advises the mayor and the sanggunian on matters pertaining to health; executes and enforces all laws, ordinances and regulations relating to public health;  Recommends to the sanggunian, through the local health board, the passage of such ordinances as he may deem necessary for the preservation of public health; recommends the prosecution of any violation of sanitary laws, ordinances or regulations; directs the sanitary inspection of all business establishments selling food items or providing accommodations such as hotels, motels, lodging houses, pension houses, and the like, in accordance with the Sanitation Code;  Conducts health information campaigns and render health intelligence services; coordinates with other government agencies and non- governmental organizations involved in the promotion and delivery of health services; and be in the frontline of health services delivery, particularly during and in the aftermath of man-made and natural disasters and calamities; and exercises such other power and perform such other duties and functions as may be prescribed by law or ordinance. 9. Civil Registrar (Mandatory to City and Municipality)  Develop plans and strategies and upon approval thereof by the governor or mayor, as the case may be, implement the same, particularly those which have to do with civil registry programs and projects which the mayor is empowered to implement and which the sanggunian is empowered to provide for under this Code;  Accept all registrable documents and judicial decrees affecting the civil status of persons;  File, keep and preserve in a secure place the books required by law;  Transcribe and enter immediately upon receipt all registrable documents and judicial decrees affecting the civil status of persons in the appropriate civil registry books;  Transmit to the Office of the Civil Registrar-General, within the prescribed period, duplicate copies of registered documents required by law  Issue certified transcripts or copies of any certificate or registered documents upon payment of the prescribed fees to the treasurer;  Receive applications for the issuance of a marriage license and after determining that the requirement and supporting certificates and Module III  95 publication thereof for the prescribed period have been complied with, issue the license upon payment of the authorized fee to the treasurer;  Coordinate with the National Statistics Office in conducting educational campaigns for vital registration and assist in the preparation of demographic and other statistics for the local government unit concerned 10. Administrator (Mandatory to Provincial and City, Optional to Municipality)  Develop plans and strategies and upon approval thereof by the governor or mayor, as the case may be, implement the same particularly those which have to do with the management and administration-related program and projects which the governor or mayor is empowered to implement and which the sanggunian is empowered to provide for under this Code;  Assist in the coordination of the work of all the officials of the local government unit, under the supervision, direction, and control of the governor or mayor, and for this purpose, he may convene the chiefs of offices and other officials of the local government unit;  Establish and maintain a sound personnel program for the local government unit designed to promote career development and uphold the merit principle in the local government service;  Conduct a continuing organizational development of the local government unit with the end in view of the instituting effective administrative reforms;  Be in the frontline of the delivery of administrative support services, particularly those relate to the situations during and in the aftermath of man-made and natural disasters and calamities;  Recommend to the sanggunian and advise the governor and mayor, as the case may be, on all other matters relative to the management and administration of the local government unit; and  Exercise such other powers and perform such other duties and functions as may be prescribed by law or by ordinance. 11. Legal Officer (Mandatory to City and Provincial, Optional to Municipality)  Formulate measure for the consideration of the sanggunian and provide legal assistance and support to the governor or mayor, as the case may be, in carrying out the delivery of basic services and provisions of adequate facilities as provided for under Section 17 of this Code;  Develop plans and strategies and upon approval thereof by the governor or mayor, as the case may be, implement the same, particularly those which have to do with programs and projects related to legal services which the governor or mayor is empowered to implement and which the sanggunian is empowered to provide for under this Code;  wherein the local government unit or any official thereof, in his official capacity, is a party: Provided, That, in actions or proceedings where a component city or municipality is a party adverse to the provincial Module III  96 government or to another component city or municipality, a special legal officer may be employed to represent the adverse party;  When required by the governor, mayor or sanggunian, draft ordinances, contracts, bonds, leases and other instruments, involving any interest of the local government unit and provide comments and recommendations on any instrument already drawn;  Render his opinion in writing on any question of law when requested to do so by the governor, mayor or sanggunian;  Investigate or cause to be investigated any local official or employee for administrative neglect or misconduct in office, and recommend appropriate action to the governor, mayor or sanggunian, as the case may be;  Investigate or cause to be investigated any person, firm or corporation holding any franchise or exercising any public privilege for failure to comply with any term or condition in the grant of such franchise or privilege, and recommending appropriate action to the governor, mayor or sanggunian, as the case may be;  When directed by the governor, mayor, or sanggunian, initiate and prosecute in the interest of the local government unit concerned any civil action on any bond, lease or other contract upon any breach or violation thereof; and  Review and submit recommendation on ordinances approved and execute orders issued by component units;  Recommend measure to the sanggunian and advise the governor or mayor as the case may be on all other matter related to upholding the rule of law;  Be in the frontline of protecting human rights and prosecuting any violations thereof, particularly those which occur during and in the aftermath of man-made or natural disasters or calamities 12. Agriculturist (Mandatory for Provincial, Optional for City and Municipal)  Formulate measures for the approval of the sanggunian and provide technical assistance and support to the governor or mayor, as the case may be, in carrying out said measures to ensure the delivery of basic services and provisions of adequate facilities relative to agriculture services.  Develop plans and strategies and upon approval thereof by the governor or mayor, as the case may be, implement the same, particularly those which have to do with agricultural programs and projects which the governor or mayor is empowered or implement and which the sanggunian is empowered to provide for under this Code;  Ensure that maximum assistance and access to resources in the production, processing and marketing of agriculture and aqua-cultural and marine products are extended to farmers, fishermen and local entrepreneurs; Module III  97  Conduct or cause to be conducted location-specific agricultural researches and assist in making available the appropriate technology arising out of and disseminating information on basic research on crops, preventive and control of plant diseases and pets, and other agricultural matters which will maximize productivity;  Assist the governor or mayor, as the case may be, in the establishment and extension services of demonstration forms or aqua-culture and marine products;  Enforce rules and regulations relating to agriculture and aqua-culture;  Coordinate with government agencies and non-governmental organizations which promote agriculture productivity through appropriate technology compatible with environmental integrity;  Be in the frontline of delivery of basic agricultural services, particularly those needed for the survival of the inhabitants during, and in the aftermath of man-made and natural disasters;  Recommend to the sanggunian and advise the governor or mayor, as the case may be, on all other matters related to agriculture and aqua-culture which will improve the livelihood and living conditions of the inhabitants; and 13. Social Welfare and Development Officer (Mandatory for Province & City, Optional for Municipality)  Formulate measure for the approval of the sanggunian and provide technical assistance and support to the governor or mayor, as the case may be, implement the same particularly those which have to do with social welfare programs and projects which the governor or mayor is empowered to implement and which the sanggunian is empowered to provide for under this Code  Identify the basic need of the needy, the disadvantaged and the impoverished and develop and implement appropriate measure to alleviate their problems and improve their living conditions;  Provide relief and appropriate crisis intervention for victims of abuse and exploitation and recommend appropriate measures to deter further abuse and exploitation;  Assist the governor or mayor, as the case may be, in implementing the barangay level program for the total development and protection of children up to six (6) years of age;  Facilitate the implementation of welfare programs for the disabled, elderly, and victims of drug addiction, the rehabilitation of prisoners and parolees, the prevention of juvenile delinquency and such other activities which would eliminate or minimize the ill-effects of poverty;  Initiate and support youth welfare programs that will enhance the role of the youth in nation-building;  Coordinate with government agencies and non-governmental organizations which have for their purpose the promotion and the protection of all needy, disadvantaged, underprivileged or impoverished Module III  98 groups or individuals, particularly those identified to be vulnerable and high-risk to exploitation, abuse and neglect;  Be in the frontline or service delivery, particularly those which have to do with immediate relief during and assistance in the aftermath of man-made and natural disaster and natural calamities;  Recommend to the sanggunian and advice the governor or mayor, as the case may be, on all other matters related to social welfare and development services which will improve the livelihood and living conditions of the inhabitants 14. Environment and Natural Resources Officer (Optional for City, Province and Municipality)  Formulate measure for the consideration of the sanggunian and provide technical assistance and support to the governor or mayor, as the case may be, in carrying out measures to ensure the delivery of basic services and provision of adequate facilities relative to environment and natural resources services as provided for under Section 17 of this Code;  Develop plans and strategies and upon approval thereof, by the governor or mayor, as the case may be, implement the same, particularly those which have to do with environment and natural resources programs and projects which the governor or mayor is empowered to implement and which the sanggunian is empowered to provide for under this Code;  Establish, maintain, protect and preserve communal forests, watersheds, tree parks, mangroves, greenbelts and similar forest projects and commercial forest, like industrial tree farms and agro-forestry projects;  Provide extension services to beneficiaries of forest development project and technical, financial and infrastructure assistance;  Manage and maintain seed banks and produce seedlings for forest and tree parks;  Provide extension service to beneficiaries of forest development projects and render assistance for natural resources-related conservation and utilization activities consistent with ecological balance;  Promote the small-scale mining and utilization of mineral resources, particularly mining of gold;  Coordinate with government agencies and non-government organization in the implementation of measure to prevent and control land, air and water pollution with the assistance of the Department of Environment and Natural Resources;  Be in the frontline of the delivery of services concerning the environment and natural resources, particularly in the renewal and rehabilitation of the environment during and in the aftermath of man-made and natural calamities and disasters;  Recommend to the sanggunian and advise the governor or mayor, as the case may be, on all matters relative to the protection, conversation Module III  99 maximum utilization, application of appropriate technology and other matters related to the environment and natural resources 15. Architect (Optional for Province, City and Municipality)  Formulate measures for the consideration of the sanggunian and provide technical assistance and support to the governor or mayor, as the case may be, in carrying out measures to ensure the delivery of basic services and provided for under Section 17 of this Code;  Develop plans and strategies and upon approval thereof by governor or mayor, as the case may be, implement the same, particularly those which have to do with architectural planning and design programs and projects which the governor or major is empowered to implement and which the sanggunian is empowered to provide under this Code;  Prepare and recommend for consideration of the sanggunian the architectural plan and blighted areas, land reclamation activities, the greening of land, and appropriate planning of marine and foreshore areas;  Review and recommend for appropriate action of the sanggunian, governor or mayor, as the case may be, the architectural plans and design submitted by governmental and non-governmental entities or individual, particularly those for undeveloped, underdeveloped, and poorly-designed areas; and  Coordinate with government and non-government entities and individuals involved in the aesthetics and the maximum utilization of the land water within the jurisdiction of the local government unit, compatible with environmental integrity and ecology balance;  Be in the frontline of the delivery of service s involving architectural planning and design, particularly those related of the redesigning of spatial distribution of basic facilities and physical structures during and in the aftermath of man-made and natural calamities and disasters;  Recommend to the sanggunian and advise the governor or mayor, as the case may be, on all matters relative to the architectural planning and design as it relates to the total socioeconomic development of the local government units 16. Information Officer (Optional for Province, Municipal and City)  Formulate measures for the consideration of the sanggunian and provide technical assistance and support to the governor or mayor, as the case may be, in providing the information and research data required for the delivery of basic services and provision of adequate facilities so that the public becomes aware of said service and may fully avail of the same;  Develop plans and strategies and, upon approval thereof by the governor or mayor, as the case may be, implement the same, particularly those which have to do with public information and research data to support programs and projects which the governor or mayor is empowered to implement and which the sanggunian is empowered to provide for under this Code; Module III  100  Provide relevant, adequate, and timely information to the local government unit and its residents;  Furnish information and data on local government units to government agencies or offices as may be required by law or ordinance; and non- government organizations to be furnished to said agencies and organizations;  Maintain effective liaison with the various sectors of the community on matters and issues that affect the livelihood and the quality of life of the inhabitants and encourage support for programs of the local and national government;  Be in the frontline in providing information during and in the aftermath of man-made and natural calamities and disaster, with special attention to the victims thereof, to help minimize injuries and casualties during and after the emergency, and to accelerate relief and rehabilitation;  Recommend to the sanggunian and advise the governor or mayor, as the case may be, on all matters relative to public information and research data as it relates to the total socioeconomic development of the local government unit; and 17. Cooperative Officer (Optional for City and Province)  Formulate measures for the consideration of the sanggunian, and provide technical assistance and support to the governor or mayor, as the case may be, in carrying out measures to ensure the delivery of basic services and provision of facilities through the development of cooperatives, and in providing access to such services and facilities;  Develop plans and strategies and, upon approval thereof by the governor or mayor, as the case may be, implement the same, particularly those which have to do with the integration of cooperatives principles and methods in programs and projects which the governor or mayor is empowered to implement and which the sanggunian is empowered to provide for under this Code;  Assist in the organization of cooperatives;  Provide technical and other forms of assistance to existing cooperatives to enhance their viability as an economic enterprise and social organization;  Assist cooperatives in establishing linkages with government agencies and non-government organizations involved in the promotion and integration of the concept of cooperatives in the livelihood of the people and other community activities;  Be in the frontline of cooperatives organization, rehabilitation or viability- enhancement, particularly during and in the aftermath of manmade and natural calamities and disasters, to aid their survival and, if necessary subsequent rehabilitation;  Recommend to the sanggunian, and advise the governor or mayor, as the case may be, on all matters relative to cooperatives development and Module III  101 viability – enhancement which will improve the livelihood and quality of life of the inhabitants;  Exercise such other powers and perform such other duties and functions as may be prescribed by law or ordinance; 18. Population Officer (Optional to All)  Formulate measures for the consideration of the sanggunian and provide technical assistance and support to the governor or mayor, as the case may be, in carrying out measures to ensure the delivery of basic services provision of adequate facilities relative to the integration of the population development principles and in providing access to said services and facilities;  Develop plans and strategies and upon approval thereof by the governor or mayor, as the case may be, implement the same, particularly those which have to do with the integration of population development principles and methods in programs and projects which the governor or mayor is empowered to implement and which the sanggunian is empowered to provide for under this Code;  Assist the governor or mayor, as the case may be, in the implementation of the Constitutional provisions relative to population development and the promotion of responsible parenthood;  Establish and maintain an updated data bank for program operations, development planning and an educational program to ensure the people’s participation in and understanding of population development;  Implement appropriate training programs responsive to the cultural heritage of the inhabitants; and  Exercise such other powers and perform such other duties functions as may be prescribed by law or ordinance. 19. Veterinarian (Mandatory for Provincial and City)  Formulate measures for the consideration of the sanggunian, and provide technical assistance and support to the governor or mayors as the case may be, in carrying out measures to ensure the delivery of basic services and provision of adequate facilities pursuant to Section 17 of this Code;  Develop plans and strategies and upon approval thereof by the governor or mayor, as the case may be, implement the same, particularly those which have to do with the veterinary-related activities which the governor or mayor is empowered to implement and which the sanggunian is empowered to provide for under this Code;  Advise the governor or the mayor, as the case may be, on all matters pertaining to the slaughter of animals for human consumption and the regulation of slaughterhouses;  Regulate the keeping of domestic animals;  Regulate and inspect poultry, milk and dairy products for public consumption; Module III  102  Enforce all laws and regulations for the prevention of cruelty to animals; and  Take the necessary measures to eradicate, prevent or cure all forms of animal diseases;  Be in the frontline of veterinary related activities, such as in the outbreak of highly-contagious and deadly diseases, and in situations resulting in the depletion of animals for work and human  Consumption, particularly those arising from and in the aftermath of man- made and natural calamities and disasters; 20. General Services Officer (Mandatory for Provincial and City)  Formulate measures for the consideration of the sanggunian and provide technical assistance and support to the governor or mayor, as the case may be, in carrying out measures to ensure the delivery of basic services and provision of adequate facilities pursuant to Section 17 of this Code and which require general service expertise and technical support services;  Develop plans and strategies and upon approval thereof by the governor or mayor, as the case may be, implement the same, particularly those which have to do with the general services supportive of the welfare of the inhabitants which the governor or mayor is empowered to provide for under this Code;  Take custody of and be countable for all properties, real or personal, owned by the local government unit and those granted to it in the form of donation, reparation, assistance and counterpart of joint projects;  With the approval of the governor or mayor, as the case may be, assign building or land space to local officials or other public official, who by law, are entitled to such space;  Recommend to the governor or mayor, as the case may be, the reasonable rental rates for local government properties, whether real or personal, which will be leased to public or private entities by the local government;  Recommend to the governor or mayor, as the case may be, reasonable rental rates of private properties which may be leased for the official use of the local government unit;  Maintain and supervise janitorial, security, government public buildings and other real property, whether owned or leased by the local government unit;  Collate and disseminate information regarding prices, shipping and other costs of supplies and other items commonly used by the local government unit;  Perform archival and record management with respect to records of offices and departments of the local government unit; and  Perform all other functions pertaining to supply and property management heretofore performed by the local government treasurer; and enforce policies on records creation, maintenance, and disposal; Module III  103  Be in the frontline of general services related activities, such as the possible or imminent destruction or damage to records, supplies, properties, and structures and the orderly and sanitary clearing up of waste materials or debris, particularly during and in the aftermath of man- made and natural calamities and disasters;  Recommend to the sanngunian and advise the governor or mayor, as the case may be, on all matters relative to general services RECALL Who may exercise the power of recall?  The power of recall for loss of confidence shall be exercised by the registered voters of a local government unit (LGU) to which the local elective official subject to such recall belongs. What are the legal provisions governing the process of recall?  Section 3, Article X of the Constitution provides that "Congress shall enact a local government code which shall provide for a more responsive and accountable local government structure instituted through a system of decentralization with effective mechanisms of recall, initiative, and referendum xxx." This is fleshed out in Republic Act No. 7160, also known as the Local Government Code of 1991, as amended by R.A. 9244. Why is there a need to wait for 1 year after an election?  One of the limitations under the law is that "no recall shall take place within one (1) year from the date of the official's assumption to office or one (1) year immediately preceding a regular local election." Can the same elective official be the subject of successive recall elections?  The elective local official may be the subject of a recall election only once during his term of office for loss of confidence. Can the local official subject of recall resign?  The elective local official sought to be recalled shall not be allowed to resign while the recall process is in progress. How is the recall process initiated?  The recall of any elective provincial, city, municipal or barangay official shall be commenced by a petition of a registered voter in the LGU concerned and supported by the registered voters in the LGU concerned during the election in which the local official sought to be recalled was elected. The preparatory recall assembly was already removed as a means of initiating the recall process. Module III  104 What are the required percentage of registered voters who must sign the petition? a. At least 25% in the case of LGUs with a voting population of not more than 20,000. b. At least 20% in the case LGUs with a voting population of at least 20,000 but not more than 75,000, provided that in no case shall the required petitioners be less than 15,000. c. At least 15% in the case of LGUs with a voting population of at least 75,000 but not more than 300,000, provided that in no case shall the required number of petitioners be less than 15,000. d. At least 10% in the case of LGUs with a voting population of over 300,000, provided that in no case shall the required petitioners be less than 45,000. What are the required contents of the petition for recall?  The recall petition must contain the following: i. The names and addresses of the petitioners written in legible form and their signatures. ii. The barangay, city or municipality, local legislative district and the province to which the petitioners belong. iii. The name of the official sought to be recalled. iv. A brief narration of the reasons and justifications therefore. What is the procedure in the recall process?  The procedure in the process of recall: 1. A written petition for recall duly signed by the representatives of the petitioners before the election registrar or his representative, shall be filed with the COMELEC through its office in the LGU concerned. 2. The COMELEC shall, within 15 days from the filing of the petition, certify to the sufficiency of the required number of signatures. Failure to obtain the required number of signatures automatically nullifies the petition. 3. If the petition is found to be sufficient in form, the COMELEC or its duly authorized representative shall, within 3 days form the issuance of the certification, provide the official sought to be recalled a copy of the petition, cause its publication a national newspaper of general circulation and a newspaper of general circulation in the locality, once a week for 3 conspicuous place for a period of not less than 10 days nor more than 20 days, for the purpose of allowing interested parties to examine and verify the validity of the petition and the authenticity of the signatures contained therein. 4. The COMELEC or its duly authorized representatives shall, upon issuance of certification, proceed independently with the verification Module III  105 and authentication of the signatures of the petitioners and registered voters contained therein. Representatives of the petitioners and the official sought to be recalled shall be duly notified and shall have the right to participate therein as mere observers. The filing of any challenge or protest shall be allowed within the period provided in the immediately preceding paragraph and shall be ruled upon with finality within 15 days from the date of filing of such protest or challenge. 5. Upon the lapse of the aforesaid period, the COMELEC or it’s duly authorize representative shall announce the acceptance of candidates to the positive and thereafter prepare the list of candidates which shall include the name of the official sought to be recalled. The officials sought to be recalled shall automatically be considered as duly registered candidate or candidates to the pertinent positions and, like other candidates, shall be entitled to be voted upon. When is the recall effective?  The recall of an elective local official shall be effective only upon the election and proclamation of a successor in the person of the candidates receiving the highest number of votes cast during the election on recall. Should the official sought to be recalled receive the highest number of votes, confidence in him is thereby affirmed, and he shall continue in office.  Learning Activity Prepare 2 case digests that deals on recall of local government officials. Use the standard format: Case Title: Facts: Issue/s: Decision/Held: Note: This link is the same with Lesson 5 activity Module III  106 Lesson 2  CLASSIFICATION AND COMPENSATION PLAN Compensation of Government Personnel Section 5, Article IX-B of the Constitution mandates Congress to provide for the standardization of compensation of government officials and employees, including GOCCs. The DBM formulated under R.A.6758 the revised government position classification and compensation plans. Ex-President Fidel V. Ramos issued Administrative Order No. 42 on March 3, 1993 mandating the DBM as the administrator of R.A.6758. The current salary grade structure is Grade 1 to 33. Each salary Grades 1 to 32 consist of 8 salary steps which are used to provide incentives for length of service in the position. Salary Grade 33 is assigned to the president of the Philippines. Module III  107 Two Principles Underlie Management of Personnel in the Government 1. Merit System – ways of rewarding the employees based upon efficient and economical but satisfactory work performance 2. Equal Pay for equal work – the compensation for position belonging to the same class or category will be paid the same rate. Basic Principles 1. All Government personnel shall be paid just and equitable wages in accordance with the principle of equal pay for substantially equal work. Differences in pay shall be based upon substantive differences in duties and responsibilities and upon qualification requirements of positions. 2. Basic compensation for all personnel in the government and GOCCs and GIFs shall generally be comparable with those in the private sector. 3. The total compensation provided for government personnel must be maintained at a reasonable level in proportion to the national budget. 4. A review of government compensation rates, taking into account possible erosion in purchasing inflation and other factors, shall be conducted periodically. 5. Allocation of Salary Grade Levels – salary grade in government have been compressed from 79 to 33 by virtue of R.A. 6758 6. Constitutional Official are assigned grades 30 to 33 Compensation of Local Elective Officials Governor SG 30 Vice Governor SG 28 City Mayor SG 30 City Vice Mayor SG 28 (HUC) SG 26 (component city) Municipal Mayor SG 27 Municipal Vice Mayor SG 25 Sangguniang Panlalawigan Member SG 27 Sangguniang Panglungsod Member SG 27 (HUC) SG 25 (component city) Sangguniang Bayan member SG 24 Why Standardize Government Salaries? Module III  108 Before the implementation of R.A. 6758, the salary structure of the government units provided varying rates for the same position resulting in low morale among government employees. For example, a senior clerk under the national pay plan received a monthly salary of PHP 1,631.00 which included the cost of living allowance. The same senior clerk position in the Office of the President pay plan received PHP 2,273.00 a month. Within R.A. 6757 senior clerks in all government agencies receive PHP 2,473.00 because their position has been classified as Clerk III. The Compensation Plan The Compensation Plan (CP) under RA No. 6758 is an orderly scheme for determining rates of compensation of government personnel. It was crafted to attract, motivate and retain good and qualified people to accomplish the Philippine Government’s mission and mandates, to encourage personal and career growth, and to reward good performance and length of service. Concepts of Compensation  Total Compensation – This represents all financial and nonfinancial rewards and entitlements arising from employment relationship.  Intrinsic Rewards - These are derived from the work environment, which are valued internally by an individual, like quality of work life, job satisfaction, challenge, personal and professional growth opportunities, feeling of belonging, freedom to act, visionary leadership, and the like.  Extrinsic Rewards/Entitlements – These comprise all compensation benefits, both monetary and non-monetary, and received directly or indirectly by the employee.  Direct Compensation - These are cash compensation items which are either fixed or variable and are paid to an employee for the performance of work. These include basic pay, cash allowances and fringe benefits.  Indirect Compensation - These are usually non-cash or in-kind benefit items that contribute to the employee’s welfare, standard of living and personal development. These include protection programs such as insurances, paid leaves, perquisites and training Manual on Position Classification and Compensation  Fixed Compensation – These are cash compensation items which are regularly granted to all employees. Examples are: basic salaries, Personnel Economic Relief Allowance (PERA), and Additional Compensation (ADCOM).  Variable Compensation - These are cash compensation items which are granted to employees based on certain qualifications or rendition of special services. Examples are, hazard pay, honoraria, night-shift differential pay, and overtime pay. Module III  109  Basic Pay - This is the primary cash compensation for work performed, excluding any other payments, allowances and fringe benefits.  Salary - This refers to the basic pay for work performed by an employee paid on a monthly basis.  Wage – This refers to the basic pay for work performed by an employee paid on a daily or hourly basis.  Fringe Benefits - These refer to cash compensation benefits given to an employee to supplement the basic pay. These include cash allowances, bonuses, premium payments, etc. The Salary Schedule  The salary schedule under the CP is a table of salary grades with each salary grade consisting of several salary steps with corresponding money values.  A salary grade represents a level of difficulty and responsibility of work. The present Salary Schedule consists of 33 salary grades.  Each of Salary Grades 1 to 32 consists of 8 salary steps which are used to provide incentives for length of service in the position. Salary Grade 33 has only 1 salary step.  The 1st salary step is the minimum or hiring rate. The 2nd to 7th salary steps are the intermediate salary rates. The 8th step is the maximum salary rate.  All rates in the Salary Schedule represent full compensation for fulltime employment in a 40-hour work week regardless of where the work is performed.  The daily wage represents full compensation for full-time employment in an 8-hour work day regardless of where the work is performed. The daily rate shall be computed based on the authorized/actual monthly rate for the position divided by 22 days. Module III  110 Salary Rules  The rules governing the implementation of the salary schedule are as follows:  Hiring Rate  The first step in the salary grade for a given class of positions shall be the hiring rate for new employees.  No employee shall receive a salary less than the hiring rate for the position.  Manual on Position Classification and Compensation 1. Promotion – This is a movement from a lower level position to a higher level position within the same or in another organizational unit in the same department or agency.  If the actual salary of the employee at the time of his/her promotion is below the hiring rate of the new position, he/she shall be allowed the hiring rate or 1st step of the salary grade of the new position.  If the present salary falls between steps, he shall be allowed the next higher step, i.e., the immediately succeeding step to an off-step salary rate. Hence, if the salary rate falls between steps 3 and 4, the next higher step is step 4.  If the present salary is equal to any of the steps of the new position, he/she shall be allowed the next higher. However, if it is equal to the maximum or 8th step, he/she shall only continue to receive the same salary rate.  If the present salary is over the maximum or 8th step of the new position, he/she shall continue to receive his/her present salary. Any excess over the 8th step shall be treated as transition allowance which shall be considered as advanced implementation of future salary increase/s. 2. Demotion – This is a movement from a higher level position to a lower level position within the same or in another organizational unit in the same department or agency. Module III  111  If the demotion is due to the exigency of the service, the employee shall be allowed to continue to receive his/her present salary in the higher level position.  If the demotion is voluntary or at the instance of the employee or a result of disciplinary action, he/she shall be allowed only the hiring rate of the lower level position. 3. Transfer – This is a movement from one position to another from one department or agency to another, or from one organizational unit to another within the same department or agency.  If the transfer is to a higher level position, the salary rules on promotion shall apply.  If the transfer is to a position of equivalent rank or of the same salary grade as the previous position, the employeeshall continue to receive his/her present salary.  If the transfer is to a lower level position, the salary ruleson demotion shall apply. 4. Reclassification of Position – This is a form of position classification action which may result in a change in position title or position level, and may or may not involve a change in salary grade.  An employee whose position was reclassified to another Position at the same salary grade shall continue to be paid his/her present salary rate.  If reclassified to a position with a higher salary grade, the salary rules on promotion shall apply.  If reclassified to a position with a lower salary grade, the employee shall be allowed to continue to receive his/her present salary. 5. Reorganization – This involves the restructuring of the organization and staffing of government agencies for the efficient conduct of their functions, services and activities.  An employee who holds a permanent position in the old organization’s staffing pattern and is reappointed to a lower 6. Reemployment - An employee who was separated from the service because of reduction in force, reorganization, voluntary resignation or any non- disciplinary action such as dropping from the rolls and is reemployed, shall be paid the hiring rate or the 1st step of the salary grade of the position. 7. Reinstatement - An employee who was charged and terminated from government service but was subsequently exonerated and reinstated shall continue to receive his/her previous salary. Level position in the new staffing pattern shall continue to receive his/her actual salary at the time of reorganization. Module III  112  If an employee is reappointed to the same position or at position at the same salary grade, he/she shall continue to receive his/her present salary.  If an employee is reappointed to a higher level position, the salary rules on promotion shall apply.  Learning Activity Read and review all the discussions under this lesson and prepare for an online activity (quiz/presentation/report) that will be given to you through google forms and the messenger. Wait for instructions in the messenger. Lesson 3  RECRUITMENT AND SELECTION Human Resource Recruitment  Any practice or activity carried on by the organization with the primary purpose of identifying and attracting potential employees.  The characteristics of the vacancy are more important than recruiters or recruiting sources when it comes to predicting job choice. Recruitment activities are designed to affect:  The number of people who apply for vacancies;  The type of people who apply for them, and/or  The likelihood that those applying for vacancies will accept positions if offered. Recruitment Resources Module III  113  Internal recruiting – opportunity for advancement; faster, cheaper, more certainty  External recruiting – new ideas and approaches  Direct applicants and referrals – self -selection, low cost  Newspaper advertising – large volume, low quality recruits  Electronic recruiting (“e-recruiting”) – the Internet  Public and Private employment agencies – headhunters, can be expensive (job fairs)  Colleges and Universities – campus placement services Personnel Selection  The process by which companies or agencies decide who will or will not be allowed into the organization. Government Recruitment 1. Civil Service Commission – central personnel agency 2. Government agencies, LGUs – if accredited by CSC, can do the hiring process and issue appointments subject to approval/disapproval by CSC Recruitment and Selection in the Government Service  Open to all qualified citizens  Based on merit and fitness  Eligibility either thru CSC or other government examinations; or granted by special laws and/or CSC resolution  Internal hiring thru promotion, transfer, reinstatement, reemployment, detail, or reassignment is encouraged  Qualification standards were established for each position/salary grade in terms of education, training and experience, civil service eligibility, physical fitness, and other qualities required for successful performance. Procedures in Recruitment 1. Request for filling up of the position – Department/Section/Unit Head 2. Publication – newspaper of general circulation; 3. Posting – bulletin board 4. Submission of documentary requirements 5. Initial interview and verification of qualification/fitness to the position applied for 6. Interview by the members of Personnel Selection Board 7. Deliberation by the PSB 8. Submission of the Recommendation of the PSB to the Appointing Authority 9. Issuance of the Appointment if not department head position; if department head, confirmation by the SP is needed 10. Approval of the appointment by the CSC Human Resource Development Module III  114 Human Resource Development Office (HRDO), is commissioned to develop and implement a plan of action that responds to the strategic ways of managing the human resources to attain organizational goals. There is a need to overemphasize the value of hiring, selection process, maintaining and promoting the right people critical to the growth and development of the organization. As agents of change, HRD Office must steadily move towards making a difference. It is our assigned tasked to spearhead and lead the organization into identifying its strength and capabilities particularly on human resources, with the end goal of realizing organizational changes and increased capability. These are the roles that are pertinent in the attainment of good governance.” Role of HRD in LGUs 1. manpower planning and forecasting 2. selection and staffing 3. training and development 4. performance management 5. employee discipline, and 6. promotion of employee welfare and productivity Functions of HRD Officer in the LGU  Responsible for human resources and development appoints staff and all officials and employees in the Office of the Sanggunian  Establish a career service and adopt measures  Strengthen the merit and rewards system;  Integrate all human resource development programs for all levels and ranks;  Institutionalize a management climate conducive to public accountability. determine positions and the salaries, wages, allowances, and other emoluments and benefits assists the LCE in the effective and efficient implementation of Civil Service Law and Rules governing public personnel administration Human Resource Development Plan  A living document that sets out how Learning and Development interventions will support the achievement of organizational strategic goals and directions. Human Resource Development Planning  A process of systematically translating the organization’s strategic goals into operational levels Some Rules in Appointment 1. The Appointee shall meet all the requirements of the position including the appropriate Civil Service eligibility. Module III  115 2. “All appointments issued in accordance with pertinent laws and rules shall take effect immediately upon its issuance by the appointing authority, and if the appointee has assumed the duties of the position, he/she shall be entitled to receive his/her salary at once without awaiting the approval of his/her appointment by the Commission. The appointment shall remain effective until disapproved by the Commission.” 3. When the appointee: does not meet the qualifications for the position; a. has been found guilty of a crime involving moral turpitude, or of infamous, disgraceful conduct or addiction to narcotics; or dishonesty; b. has been dismissed from the service for cause, unless an executive clemency has been granted; c. has intentionally made a false statement of any material fact or has practiced or attempted to practice any deception or fraud in connection with his/her appointment; or d. has been issued such appointment in violation of existing Civil Service Law and Rules and regulations 23 4. When the Appointment is Nepotic:  “No person shall be appointed in the local government career service if he/she is related within the fourth civil degree of consanguinity or affinity to the appointing or recommending authority.” (Art 168(j) Section 12 of the IRR LGC)  The nepotism rule covers all kinds of appointments whether original, promotional, transfer and reemployment regardless of status including casuals and contractual except consultants and appointees to primarily confidential positions. 5. The appointing authority shall be personally liable for the salary of appointees whose appointments have been disapproved for violation of pertinent laws such as the publication requirement pursuant to RA 7041. Kinds of Appointment in LGUs Permanent Temporary Substitute Coterminous o Coterminous with the appointing authority or head of the organizational unit where assigned o Coterminous with the incumbent; o Coterminous with the project; and o Coterminous with the life span of the agency.  Contractual  Casual  Job Order Module III  116  Learning Activity Read and review all the discussions under this lesson and prepare for an online activity (quiz/presentation/report) that will be given to you through google forms and the messenger. Wait for instructions in the messenger. Lesson 4  PERFORMANCE EVALUATION The Performance Evaluation System (PES) was introduced to the different agencies in the public sector of the Philippines which includes the local government units (LGUs) such as provinces, cities, and municipalities. To have an effective human resource system for organizations, the use of an appraisal system which is reliable and accurate is needed. The universal application of the use of performance appraisal in an organization is necessary to capitalize on its human resource. Purposes of Performance Evaluation The policy of the civil service in the Philippines as to the uses of the performance ratings are specifically stated as follows; First, as promotion of performance-based security of tenure. Security of tenure of those holding permanent appointments is not absolute but is based on performance. Employees who obtained unsatisfactory ratings for two rating periods and poor rating for one evaluation period may be dropped from the rolls. Second, as an eligibility or qualification for performance-based awards and incentives. Grant of incentives like the productivity incentive bonus is based on the final ratings of employees Module III  117 as approved by the Performance Evaluation Review Committee (PERC) of every agency. The PERC also validates the Outstanding Performance and may recommend the concerned employee for performance-based awards. Lastly, as basis for personnel actions. Performance ratings are used as basis for promotion, training and scholarship grants and other personnel actions. Only employees with Outstanding and Very Satisfactory Performance are considered for the above mentioned personnel actions (CSC MC No. 13, s. 1999). Civil Service Commission “The Civil Service Commission, as the central personnel agency of the Government, shall establish a career service and adopt measures to promote morale, efficiency, integrity, responsiveness, progressiveness, and courtesy in the civil service. It shall strengthen the merit and rewards system, integrate all human resources development programs for all levels and ranks, and institutionalize a management climate conducive to public accountability. It shall submit to the President and the Congress an annual report on its personnel programs.” Article 8, Section 3, 1987 Constitution Powers and 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 Law 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. Performance Evaluation System There shall be established a performance evaluation system, which shall be administered in accordance with rules and regulations and standards, promulgated by the Commission for all officers and employees in the career service. Such performance evaluation system shall be administered in such manner as to continually foster the improvement of individual employee efficiency and organizational effectiveness. Each department or agency may, after consultation with the Commission, establish and use one or more performance evaluation plans appropriate to the various groups of positions in the department or agency concerned. No performance evaluation shall be given, or used as a basis for personnel action, except under an approved performance evaluation plan: Provided, that each employee shall be informed periodically by his supervisor of his performance evaluation. Module III  118 Designed and administered to: 1. Continuously foster improvement of employee performance and efficiency; 2. Enhance organizational effectiveness and productivity; 3. Provide an objective performance rating which shall serve as basis for incentives and rewards, promotion, training and development, personnel actions and administrative sanctions. Minimum requirements in the development of PES:  It should provide for the identification of the outputs as well as the job- related behaviors of the position/functions and the corresponding performance standards which should be mutually agreed upon between the supervisor and the subordinates.  It should provide mechanisms by which an employee shall be currently advised of his progress in accomplishing his assignments.  Supervisors should be given opportunity by the System to make comments and recommendations regarding employee’s strengths and weaknesses which may be instrumental in furthering his career or identifying constraints that may impede his development.  The System shall provide sanctions against raters who use it to give undue advantage or disadvantage to people they rate.  Performance evaluation shall be done every six (6) months ending on June 30 and December 31 of every year.  However, if the organizational needs require a shorter or longer period, the minimum appraisal period shall be at least ninety (90) days or three (3) months. No appraisal period shall be longer than one (1) year. Adjectival ratings:  Outstanding o Exceeds target by at least 50% o Extraordinary level of achievement and commitment in terms of quality and time, technical skill and knowledge, ingenuity, creativity and initiative. o Demonstrated exceptional job mastery in all major areas of responsibility. o His achievement and contributions to the organization are of marked excellence which even his peers recognize through a forced comparison/distribution method established by the agency concerned.  Very Satisfactory o Exceeds expected output/performance by at least 25% o His achievement and contributions to the organization are of marked excellence which even his peers recognize through a forced comparison/distribution method established by the agency concerned. Module III  119 o Only employees with Outstanding and Very Satisfactory performance ratings shall be considered for promotion.  Satisfactory o Meets 100% of the standards or ordinary requirements of the duties of the position.  Unsatisfactory o When the performance is 51%-91% of the minimum requirements but could stand improvement. o It is expected that in the next rating period, the employee, under close supervision, will either improve his performance for which he shall be given at least a satisfactory rating, or if not, he shall get another Unsatisfactory rating. o Two (2) successive unsatisfactory ratings shall be a ground for separation from the service.  Poor o Fails to meet performance requirements or meets 50% or below of the minimum requirements and there is no evidence to show that he can improve his performance. o A Poor rating shall be a ground for separation from the service. Section 3, Omnibus Civil Service Rules and Regulations Grievance  An employee who expresses dissatisfaction with the rating given him may appeal through the duly established Grievance Procedure of the Department or Agency within 15 days after receipt of his copy of his performance rating. Failure to file an appeal within the prescribed period shall be deemed a waiver of such right. History of Performance Evaluation Performance Management System- Office Performance Evaluation System (PMS-OPES)  A new strategy that will establish a culture of performance and accountability in the bureaucracy.  A new way of managing performance in the civil service that serves as an evaluation strategy for assessing office performance or the collective performance of individuals within the smallest operating unit of an organization. Module III  120 PMS-OPES Objective o To align individual performance goals with the organization’s strategic goals/vision; o To ensure organizational effectiveness by cascading institutional accountabilities to the various levels of the organization’s hierarchy; o To have performance management linked to other HR systems; and o To link agency overall performance to the Organizational Performance Indicator Framework, to the Agency Strategic Plan, and to the Medium- Term Philippine Development Plan Features: a. Focuses on outputs  outputs - achievement of results or quantified objectives  outcomes - the impact made on performance b. Uses a standard unit of measure (point system) c. Each output is assigned a number of points based on the length of time it takes one person to produce an output. d. Operational definition – the criteria or standards the output must meet to earn points. What is Strategic Performance Management System (SPMS)?  The SPMS is meant to ensure that the agency’s goals and objectives are well defined in its strategic plan and to guide and encourage officials and employees to work as a team in achieving these objectives. Module III  121  The SPMS improves upon the Performance Evaluation System (PES), which uses the “PERF” tool in rating employee performance. Table compares the PES and SPMS in terms of perspective, focus, indicators, performance alignment and the role of the supervisor. Basic Elements of the SPMS: 1. Goal aligned to agency mandate and organizational priorities. Performance goals and measurements are aligned to national development plans, agency mandate, vision, mission, and strategic priorities, and/or organizational performance indicator framework. Predetermined standards are integrated into the success indicators as organizational objectives are cascaded down to the operational level. 2. Outputs/outcomes-based. The SPMS focuses on the major final outputs (MFOs) that contribute to the realization of the organization’s mandate, vision, mission, strategic priorities, outputs, and outcomes. 3. Team approach to performance management. Accountabilities and individual roles in the achievement of organizational goals are clearly defined to facilitate collective goal setting and performance rating. The individual’s work plan or commitment and rating form is linked to the division, unit, and office work plan or commitment and rating form to clearly establish the connection between organizational and employee performance. 4. User-friendly. The suggested forms for organizational and individual commitments and performance are similar and easy to complete. The office, division, and individual major final outputs and success indicators are aligned to cascade organizational goals to individual employees and harmonize organizational and staff performance ratings. 5. Information system that supports monitoring and evaluation. The SPMS promotes the establishment of monitoring and evaluation(M&E) and information systems that facilitate the linkage between organizational and employee performance and generate timely, accurate, and reliable information that can be used to track performance, report accomplishments, improve programs, and be the basis for policy decision-making. 6. Communication Plan. Establishing the SPMS in the organization must be accompanied by an orientation program for agency officials and employees to promote awareness and interest on the system and generate appreciation for the SPMS as a management tool to engage officials and employees as partners in the achievement of organizational goals.  Learning Activity Module III  122 Read and review all the discussions under this lesson and prepare for an online activity (quiz/presentation/report) that will be given to you through google forms and the messenger. Wait for instructions in the messenger. Lesson 5  ETHICS AND PUBLIC ACCOUNTABILITY Under a democracy such as in the Philippines, the people’s fundamental faith in the integrity of political institutions is what holds the system together even under the most difficult times. The present situation in the Philippines is a test of this principle. Whether or not the test is passed with success is a matter yet to be seen. However, at this stage, what could be gainfully learned from present experience is the knowledge that people’s trust seems to lie on the existence of ethics and accountability mechanisms and infrastructure. As shown and proven with quite a measure of success by many studies, ethics and accountability are keys not only to effective government but also to effective governance. The following discussions deal with some of the infrastructures and initiatives in the Philippines. Legal Framework The 1987 Constitution of the Philippines provides the basis of ethical and accountable behavior in the public sector. Section 1 of Article XI states that: Public office is a public trust. Public officers and employees must at all times be accountable to the people, serve them with utmost Module III  123 responsibility, integrity, loyalty, and efficiency,