StrategicHuman Resource
Development Plan
StrategicHuman Resource
Development Plan
Provincial Government of Aklan
for Road-Related Departments2014 - 2016
PR
OV I N C E O F A K
LA
N
OFFICIAL SEAL
APRIL
251956
AustralianAid
PAHRODFPHILIPPINE AUSTRALIA
HUMAN REASOURCE ANDORGANISATIONAL DEVELOPMENT
FACILITY
Republic of the Philippines
PROVINCE OF AKLAN
Kalibo, Aklan
The PROVINCIAL GOVERNMENT’S STRATEGIC HUMAN RESOURCE
DEVELOPMENT PLAN FOR ROAD-RELATED DEPARTMENTS 2014 - 2016 proposed by the PGAklan HRD Core Team
and presented to me on 22 November 2013 is hereby approved.
Hon. FLORENCIO T. MIRAFLORES Governor
Provincial Government of Aklan
Signed in the presence of:
ELLEN TOLENTINO Provincial Government Department Head
Provincial Human Resource Management Office
Republic of the Philippines
PROVINCE OF AKLAN
Kalibo, Aklan
FLORENCIO T. MIRAFLORES
Provincial Governor
November 22, 2013
M E S S A G E
The provincial government has finally produced our Provincial Government’s Strategic Human Resource Development Plan for Road-Related Departments 2014-2016 – thanks to the PHRMO Team, PGA’s HR Core Team, and Department heads and key staff who laboured over the past months under the technical assistance of the Philippines-Australia Human Resource and Organisational Development Facility (PAHRODF).
The Province of Aklan is grateful to the Australian Government whose grant through its Department of Foreign Affairs and Trade (DFAT) Australian Aid program made this possible.
This document is of utmost importance because it provides a blueprint for the development and management of our Provincial government’s Human Resources for the next three (3) years. This will increase the capacity of the Provincial Government of Aklan (PGA) workforce to deliver road services. It translates one of the established strategic goals on Human Resource Development – that is, “Develop and implement a three-year strategic HRD Plan,” into specific programs that will be implemented at the operational level.
FLORENCIO T. MIRAFLORES
Provincial Governor
Executive Summary Page | i
Executive Summary
The Provincial Government of Aklan’s (PGA) Strategic Human Resource Development
(HRD) Plan for Road-Related Departments (RRDs) serves as a blueprint for the
implementation of strategic learning and development interventions to enhance
competencies of employees and increase PGA capacity in delivering effective and efficient
road services. It is a section of the provincial government’s plan for developing its human
resources to enhance their performance in their current and future jobs.
Prior to the development of this plan, there was no HRD Plan to address competency needs
of the PGA employees; participation in learning and development activities was not guided
by a purposive Training and Development plan; there was no mechanism to monitor transfer
of learning or improvement in performance after the training; and departmental budget for
training was mainly based on estimates from prior years in the absence of a plan. The
Strategic HRD Plan addresses these issues by aligning efforts to enhance competencies of
employees with established PGA development priorities, laying out a long-term plan for
employee development activities, and ensuring that learning is applied in the workplace,
thereby optimising training investment and signalling the shift to a more strategic approach
to human resource development.
To support the change vision of “PHRMO as a strategic partner in achieving PGA's
Sustainable Local Road Management (SLRM) Reform Agenda through its leadership in
building and enhancing competencies of employees to deliver road services”,
representatives of 12 road-related departments (RRDs) that comprise the HR Core Team
underwent training and coaching to engage in a strategic planning process. This involved:
Establishing the PGA HR Strategic Directions; Assessing and Prioritising Competency Gaps;
Identifying HRD Interventions; and Planning for HRD Plan Implementation. Plans were
developed along the five key reform areas (KRAs) of Sustainable Local Road Management
(SLRM), namely: (1) Sustainable Road Maintenance, (2) Transparent and Accountable
Budget Expenditure Management, (3) Fully Functioning Internal Control and Internal Audit
Services, (4) Transparent and Effective Procurement Process, and (5) Human Resource
Management and Development. It covers a period of three years – from 2014 to 2016.
The PGA HR Strategic Directions
The Strategic HRD Plan is anchored on the PGA HR Vision of a “community of competent,
dedicated, values-oriented, progressive, and client-centered employees, delivering excellent
service.” It focuses on the strategic goal of establishing a “learning and development system
that addresses priority competency gaps.” As the plan aims to strengthen performance in
sustainable local road management, the analysis of competencies was guided by priorities of
the SLRM and the PGA road reform agenda.
Page | ii Executive Summary
Prioritised Competency Gaps and HRD Interventions
An assessment of competencies yielded the following results:
Core Competencies. These are competencies that need to be demonstrated at all
levels in the organization. The competency which has the highest self-assessed
score was environment friendliness (3.51) while the lowest was operational expertise
(3.11). The respondents rated themselves as being generally competent in the other
competencies, namely quality service, stewardship, teamwork, innovativeness,
integrity and gender-responsiveness.
Leadership Competencies. The respondents reported adequate competencies in
exemplifying integrity, demonstrating personal effectiveness, solving problems and
making decisions, delivering service excellence, partnering and networking, speaking
effectively, building commitment, directing and managing change, managing
performance, and developing people. On the other hand, gaps were indicated in
championing and applying innovation, and planning and delivering. Other
competencies that need to be developed and strengthened are managing
information, writing effectively, and thinking strategically.
Functional Competencies. In terms of competencies that are specific to particular
departments or types of job, the assessment showed gaps in the areas of:
Strategic Management. Weaknesses were noted in formulating the updating
of the Provincial Road Network Development Plan (PRNDP), Annual
Investment Plan (AIP), and Human Resource Management (HRM) Plan.
Competencies in stakeholder engagement, monitoring and evaluation, and
harmonising the planning and budgeting processes also need to be
enhanced.
Installing/Enhancing systems and processes. There is a need to build and
strengthen competencies in organising committees, implementing internal
control (IC) systems, and installing systems for monitoring and evaluation
(M&E), procurement, human resource management development (HRD), staff
performance management, recruitment, selections and promotion (RSP), and
rewards and recognition. Organisational review and redesign that is needed
to enhance organisational and staff performance can also be accomplished
upon acquisition of required competencies.
Communicating effectively. Gaps were identified in developing and delivering
presentations and orientations, facilitating discussions and coaching
sessions, writing technical reports, developing manuals, and implementing
awareness campaigns. There is also a noted weakness in communicating
persuasively to influence decision-makers.
Applying Technology. Competencies for accessing and using the Philippine
Government Electronic Procurement System (PHILGEPS),
e-Procurement System, e-Budget System, Human Resource Management
Information System (HRMIS), and Net-R9 Net-R3 with baseline correction (to
generate GIS information) need to be developed.
Project Management. Weaknesses in writing detailed project proposals,
supervising project implementation, and formulating M&E plans for projects
Executive Summary Page | iii
need to be addressed. Difficulties were also noted in undertaking preventive
maintenance and properly operating construction equipment.
Environmental Management. Gaps were identified in mainstreaming Disaster
Risk Reduction-Climate Change Adaptation (DRR-CCA) and conducting
Environmental Impact Assessment (EIA) in the design of road projects.
Financial Management. There is a need to strengthen competencies in
revenue generation and cash management. Specifically, competency gaps
include formulating policies and guidelines for revenue generation;
maximising PGA revenue-generating potential; conducting real property
assessment and updating the Statements of Fair Market Value (SFMV);
maintaining and marketing assets; formulating business plans for economic
enterprise projects; planning and strategizing to maximise the earning
potential of PGA from all sources (taxes, local enterprises, tourism and
consumer products, etc.); and analysing and maximising local tax revenue.
Improved financial performance can also be achieved if competencies for
plan-based budget preparation, utilisation and monitoring can be improved.
To address these gaps, a total of 44 interventions will be implemented for RRDs over the
next three years – 2014 to 2016.
For 2014, a total of 18 interventions will be implemented, requiring an investment amounting
to Two Million Two Hundred Twelve Thousand and Two Hundred Pesos (P 2,212,200).
Planned interventions include:
1. Annual Investment Planning
2. Business Planning
3. Cash Management and Its ICS for Collecting & Disbursing Officers
4. Developing and delivering a Training/Orientation Module on RA 9184 for BAC
Stakeholders
5. Development of Competency Models (for 3 remaining RRDs)
6. Enhancing the Procurement Process Management (RA 9184)
7. Enterprise Asset Management Planning
8. Environmental Management Planning, including orientation on Environmental
Impact Assessment (EIA)
9. Equipment Maintenance and Operation
10. Flowcharting and Risk Assessment Workshop on ICS for IA Focal Persons
11. Harmonizing the Planning and Budgeting Processes
12. Implementation of Road Safety Awareness Campaign, including development
of IEC materials
13. Installing a Strategic Performance Management System (SPMS)
14. PGA Organisational Review and Redesign
15. PGA Values Orientation
16. Strengthening Learning and Development policies, systems and processes
Page | iv Executive Summary
17. Technical Writing and Manual Development for IA Focal Persons
18. Updating of Real Property Valuation
For year 2 (2015), 18 interventions will be conducted along the five KRAs. These include:
1. Advanced Course on Internal Control System for APIAO Staff
2. Competency-based RSP System Development and Installation
3. Developing Coaching Skills (focus on internal control)
4. Developing Coaching Skills (focused on Traffic Data Collection and Recording)
5. Enhancing PGA Revenue Generation Strategies
6. Adopting Good Practices on Revenue Generation and Cash Management
7. Fraud Audit Investigation/Fact Finding
8. Mainstreaming Disaster Risk Reduction-Climate Change Adaptation
9. Monitoring and Budgeting of Learning and Development Interventions
10. Orientation on HRMIS Application
11. Planning and Conducting Orientations
12. Preparation and Evaluation of Appointments
13. Presentation and Facilitation Skills Enhancement
14. Process Documentation and Technical Writing
15. Process Documentation for BAC Secretariat
16. Project Management
17. Strengthening Stakeholder Engagement
18. Updating the Provincial Road Network Development Plan (PRNDP)
In the final year of implementation, eight activities will be implemented. These are:
1. Action Planning for the Infrastructure Committee
2. e-Budget End-User Training
3. Management Audit
4. Orientation on eProcurement
5. Orientation on PHILGEPS
6. Performance-Based Rewards and Recognition System Development
7. Presentation and Facilitation Skills Enhancement
8. Updating of the Strategic HRMD Plan
Education programs have also been proposed. Thirteen (13) courses will target 37
participants from RRDs along the following fields of study.
Executive Summary Page | v
Engineering Project Management
Information System Development
Financial Management
Local Government Taxation
Public Administration
Procurement
Monitoring and Evaluation of Training
Performance Appraisal and Rewards System
Technical Writing
HRD Plan Implementation
PHRMO and RRD-process owners will implement these interventions within 2014 using
funds that have been allocated from their department budgets. A mix of methodologies has
been considered including workplace coaching, mentoring, shadowing, field visits, learning
sessions, training, seminars, benchmarking, and workshops.
Corresponding plans for monitoring and evaluating the HRD interventions have also been
formulated. Indicators of performance at the level of participants’ reaction, learning,
application, and desired results have been defined to serve as measure of the effectiveness
of the HRD intervention.
The HRD Plan also defines specific roles and responsibilities in plan implementation among
concerned departments with the Learning and Development (L&D) Division of PHRMO to
take the lead in ensuring that planned activities are completed, including monitoring of
milestones and accomplishments. The HR Core Team will perform an active role in
supporting the newly established L&D Division in planning and executing HRD interventions.
Success in the implementation and sustainability of strategic HRD, however, depends
largely on the full support of PGA Management, investment in developing the capacity of
PHRMO in setting up learning and development systems in the PGA, and provision of
mechanisms to ensure that everyone in the organization is engaged in the change effort.
The next important step for the HR Core Team is to replicate the planning process in
developing the HRD plan for the rest of the PGA departments. This way, the PGA will be
able to fully benefit from the implementation of strategic HRD that aims to ensure that
employees build and strengthen competencies which will enable them to make substantial
contributions to the achievement of the PGA vision and strategic goals.
Page | vi Executive Summary
Table of Contents Page | vii
TABLE OF CONTENTS
Table of Contents
EXECUTIVE SUMMARY ................................................................................................................................... I
TABLE OF CONTENTS ................................................................................................................................... VII
DEFINITION OF TERMS AND ACRONYMS ......................................................................................................... 1
OBJECTIVES OF THE HRD PLAN ....................................................................................................................... 7
PROVINCIAL GOVERNMENT OF AKLAN STRATEGIC DIRECTIONS............................................................................ 13
HUMAN RESOURCE DEVELOPMENT SITUATIONER ............................................................................................. 19
HRD PRIORITIES FOR CY 2014 ...................................................................................................................... 35
ANNEX 1: LIST OF COMPLETED AND ONGOING HRD INTERVENTIONS IN SLRM KEY REFORM AREAS .................... 53
ANNEX 2: COMPETENCY MODELS, ASSESSMENT TOOLS AND ASSESSMENT DATA .............................................. 61
ANNEX 3: PROGRESS OF RRDS IN PURSUING DESIRED RESULTS IN SLRM KRAS, PRIORITISED COMPETENCY GAPS,
PROPOSED HRD INTERVENTIONS IMPLEMENTATION PLANS AND MONITORING AND EVALUATION PLAN . 69
ANNEX 4: LIST AND DEFINITION OF PRIORITISEDCOMPETENCIESIN THE SLRM KEY REFORM AREAS .................... 173
ANNEX 5: HRD IMPLEMENTATION PLAN 2014 ......................................................................................... 179
ANNEX 6: CHANGE MANAGEMENT PLAN ................................................................................................. 189
Page | viii Table of Contents
Definition of Terms and Acronyms Page | 1
DEFINITION OF TERMS
AND ACRONYMS
AIP Annual Investment Plan
AKENRO Aklan Environment and Natural Resources Office
AO Administrative Officer
APGAAO Aklan Provincial Government Association of Administrative Officers
APIAO Aklan Provincial Internal Audit Office
APP Annual Procurement Plan
BAC Bids and Awards Committee
BLGF6 Bureau of Local Government Finance for Region 6
CapDev Capacity Development
COA Commission on Audit
CSC Civil Service Commission
CY Calendar Year
DBM Department of Budget and Management
DED Detailed Engineering Design
DENR Department of Environment and Natural Resources
DILG Department of the Interior and Local Government
DOF Department of Finance
DPWH Department of Public Works and Highways
EBATAP Economic Enterprise, Budget, Treasurer and Planning
e-Budget Electronic Budget System
EEDD Economic Enterprise Development Department
EEDD CDQS Economic Enterprise Development Department Construction Development and Quarrying Service
EIA Environmental Impact Assessment
Page | 2 Definition of Terms and Acronyms
ELA Executive Legislative Agenda
EMP Environmental Management Plan
eNGAS Electronic New Government Accounting System
e-Procurement Electronic Procurement
e-SRE Electronic Statement of Receipts and Expenditure
FGD Focus Group Discussion
GAD Gender and Development
GIS Geographic Information System
GPS Global Positioning System
GPRA Government Procurement Reform Act
GSIS Government Security Insurance System
HR Human Resources
HR/OD Human Resource Organisational Development
HRD Human Resources Development
HRIS Human Resource Information System
HRMDP Human Resource Management and Development Plan
HRMIS Human Resource Management Information System
ICS Internal Control System
IEC Information and Education Campaign
INP Integrated Notice Publication
IRA Internal Revenue Allotment
IRR Implementing Rules and Regulations
KRA Key Reform Area
KSA Knowledge, Skills and Attitudes
L&D Learning and Development
LCE Local Chief Executive
Definition of Terms and Acronyms Page | 3
LDRRMF Local Disaster Risk Reduction Management Fund
LGC Local Government Code
LGU Local Government Unit
M&E Monitoring and Evaluation
MBO Municipal Budget Officer
MIS Management Information System
IRR Implementing Rules and Regulations
MMR Maternal Mortality Ratio
MOA Memorandum of Agreement
MPS Mean Percentage Score
MTO Municipal Treasurer Officer
NEDA National Economic and Development Authority
NGO Non-Governmental Organisation
OA Organisational Assessment
OIC Officer-in-Charge
PAccO Provincial Accountant’s Office
PAHRODF Philippines-Australia Human Resource and Organisational Development Facility
PAssO Provincial Assessor’s Office
PBO Provincial Budget Office
PDC Provincial Development Council
PDF Portable Document Format
PDIP Provincial Development Investment Program
PDPFP Provincial Development and Physical Framework Plan
PEO Provincial Engineer’s Office
PFM Public Finance Management
PG Provincial Government
Page | 4 Definition of Terms and Acronyms
PGA Provincial Government of Aklan
PGADH Provincial Government Assistant Department Head
PGDH Provincial Government Department Head
PGO Provincial Governors Office
PGSO Provincial General Services Office
PHALTRA Philippine Association of Local Treasurers
PhilGEPS Philippine Government Electronic Procurement System
PhilHealth Philippine Health Insurance Corporation
PHRMO Provincial Human Resources Management Office
PLGU Provincial Local Government Unit
PMDS Performance Management Development System
PPA Programs, Projects, Activities
PPDO Provincial Planning and Development Office
PPMC Provincial Project Monitoring Committee
PPMP Project Procurement Management Plan
PRMF Provincial Roads Management Facility
PRNDP Provincial Road Network Development Plan
PRNDS Provincial Road Network Development Strategy
PRSPMR Provincial Road Sector Planning and Management Review
PTO Provincial Treasurer’s Office
QGIS Quantum Geographical Information System
RA Republic Act
REAP Re-Entry Action Plan
RevGen Revenue Generation
ROE Return on Expectation
ROI Return on Investment
Definition of Terms and Acronyms Page | 5
RP Resource Person
RPT Real Property Tax
RRD Road-Related Department
RROW Road Right of Way
RSP Recruitment, Selection, and Promotion
SAAOB Statement of Appropriations, Allotments, and Obligations
SAP Sustainability Action Plan
SFMP Strategic Financial Management Plan
SLRF Special Local Road Fund
SLRM Strategic Local Road Management
SMV Schedule of Market Values
SP Sangguniang Panlalawigan
SPMS Strategic Performance Management System
SSI Staff and Skills Inventory
SUG Seriousness, Urgency, and Growth potential
T&D Training and Development
TA Technical Assistance
TO Table of Organisation
TWG Technical Working Group
Page | 6 Definition of Terms and Acronyms
Objectives of the HRD Plan Page | 7
OBJECTIVES OF THE HRD PLAN
The Human Resource Development (HRD) Plan for Road-Related Departments
(RRDs) provides a blueprint for the implementation of strategic learning and
development interventions to increase the capacity of the Provincial Government of
Aklan (PGA) workforce to deliver road
services.1 It translates one of the
established strategic goals on Human
Resource Development – that is, “Develop
and implement a three-year strategic HRD
Plan,” into specific programs that will be
implemented at the operational level.
Although focused primarily on HRD, the
Plan supports the achievement of strategic
goals in other HR areas by building
competencies needed to successfully
develop and/or install HRM systems and
processes such as recruitment, selection,
and promotion (RSP); strategic
performance management system (SPMS);
learning and development (L&D); and
Rewards and Incentives. Hence,
achievement of HR goals that are aligned
with the PGA vision for its human resources will likewise be facilitated.
The approval of this Plan documents PGA’s commitment to developing people and
its operationalisation through a strategic approach. The expressed support of the
Local Chief Executive (LCE) and Sangguniang Panlalawigan (SP) ensures access to
critical resources, financial or otherwise for its implementation.
General Objective
The Human Resource Development (HRD) Plan for Road-Related Departments
(RRDs) 2013 – 2016 aims to ensure that planning and implementation of learning and
development interventions for road-related departments and offices respond to
competencies required to enable employees to contribute to the achievement of the
Sustainable Local Road Management (SLRM) agenda of the province.
1 Provincial Road Management Facility (PRMF), PRMF Results Chain
PGA Strategic HRD Goal:
A LEARNING AND DEVELOPMENT SYSTEM THAT ADDRESSES PRIORITY COMPETENCY GAPS
Strategies:
1. Develop a learning and development system, including policies, structure and processes
2. Develop and implement a three-year strategic HRD Plan
3. Create and capacitate the HRD Core Team and pool of trainers
4. Conduct learning needs assessment of employees
5. Design and implement appropriate HRD interventions
Page | 8 Objectives of the HRD Plan
Specific Objectives
Specifically, the Plan aims to realize the following objectives:
To pin down priority competency development needs of the PGA to
bridge performance gaps in SLRM Key Reform Areas (KRAs);
To identify appropriate learning and development interventions and
targeted participants;
To indicate support requirements for plan implementation and
corresponding sources of these resources;
To establish tools and methods for monitoring and evaluating the
effectiveness of interventions in achieving set objectives and desired
outcomes; and
To identify steps that will be taken to effectively manage changes that
will be introduced in implementing the plan.
Scope of the Plan Page | 9
KRA 1: Sustainable Road Maintenance
PEO
PPDO
AKENRO
KRA 2:
Transparent &
Accountable
Budget
Expenditure
Management
PTO
PBO
EEDD
PASSO
PACCO
KRA 3: Fully Functioning Internal Control
and Internal Audit Services
APIAO
PGO
KRA 4: Transparent and
Effective Procurement
Process
PGSO
KRA 5: Human Resource Management and
Development
PHRMO
SCOPE OF THE PLAN
The Human Resource Development Plan was developed to support the
implementation of the SLRM reform agenda. As such, it focuses on the 12 road-
related departments of the Provincial Government of Aklan that include the following:
The Plan covers a period of three years – from 2014 to 2016. Its target users include:
Provincial Human Resource Management Office (PHRMO) that is primarily
responsible for implementing, monitoring, evaluating, and updating the Plan;
Administrative Officers (AOs) of the different RRDs who perform HRD functions
within their respective departments;
Provincial Planning and Development Office (PPDO) that consolidates,
monitors, and evaluates all plans of the provincial government;
Provincial Budget Office (PBO) responsible for ensuring that budget
disbursements are aligned with established HRD priorities of the provincial
government; and
Local Chief Executive who sets directions through the Executive Legislative
Agenda (ELA) as overall HR Manager of the LGU.
Page | 10 Methodology
METHODOLOGY
The Plan was developed by the PGA HR Core Team composed of selected staff of the
12 road-related departments. A competency-based approach was used to ensure that
identified learning and development interventions are aligned with priorities of the road
reform agenda, and respond to actual competency gaps. The participative and
iterative process that was adopted in formulating the document involved key
stakeholders in HRD at the organisational and department levels.
The following phases were undertaken to produce the components of the Plan.
Establishing the PGA HR Strategic Directions. A strategic planning
exercise was conducted involving the management of RRDs and
members of the HR Core Team to clarify and validate organisational
anchors – the PGA vision and philosophy for human resources. HR
goals and strategies for 2014–2016 were also formulated based on an
assessment of the strengths and weaknesses of the current HR systems
in the provincial government.
Assessing and Prioritising Competency Gaps. An analysis of the
performance of the RRDs vis-à-vis the objectives and desired outcomes
of the Sustainable Local Road Management (SLRM) reform agenda
generated data on competency gaps that need to be addressed to
improve performance in areas of deficiencies. These gaps were
prioritised based on their seriousness, urgency, and growth potential.
Identifying HRD Interventions. Appropriate learning and development
interventions to address competency gaps were identified. Learning
objectives and desired outcomes were formulated. Positions and offices
of target participants were also specified. Required resources were
estimated and sources of funds for implementing planned interventions
were indicated.
Planning for HRD Plan Implementation. Supporting plans that will
facilitate the successful implementation of the strategic HRD approach
were drawn up. The Change Management Plan that was developed
outlines strategies and action steps in managing the transition,
communicating organisational changes, and anticipating risks related to
the shift to strategic management of HRD in the PGA.
In all these activities, planners ensured internal consistency. Vertical alignment
focuses on the line of sight from the overarching PGA HR strategic directions to its
translation to HRD priorities at the departmental level. On the other hand, horizontal
alignment established how HRD complements other human resource management
systems, particularly by enhancing/building competencies needed in their development
and installation.
Limitations of the Plan Page | 11
LIMITATIONS OF THE PLAN
Despite the diligence of the planners, some conditions and challenges posed
limitations on the validity and comprehensiveness of this document. These were the
following:
Coverage
The strategic HRD planning activity was conducted in support of the Provincial Road
Management Facility (PRMF) project being implemented in the Provincial Government
of Aklan. As such, it focused on the learning and development requirements of the
12 road-related departments that are being capacitated by the intervention.
Therefore, the Plan did not capture competency gaps and HRD requirements of other
departments in the provincial government.
Therefore, this plan needs to be expanded to other departments to cover the entire
PGA HRD Plan for 2013-2016. The Learning and Development Division of PHRMO will
take the lead in the annual updating activity.
Comprehensiveness
Planning was based on an analysis of information that was available and accessible to
the HR Core Team. Performance and competency gap assessment relied largely on
anecdotal data, including job holders’ and supervisors’ observations and feedback.
Validation sessions with Department Heads, Assistant Department Heads and
supervisors were conducted to check the soundness of data.
There is limited documentation of performance discrepancies. Monitoring and
evaluation (M&E) reports mainly consolidate accomplishments reported by
PGA departments but do not present information about underperformance
against set objective and indicators.
Competency models that are needed to develop tools that would assess
individual competencies are still being developed and were not yet available at
the time of planning. Hence, gap analysis was confined to assessment of
performance at the department level which served as basis for identifying
competency gaps of RRDs that need to be addressed by appropriate HRD
interventions.
Although planners are confident about the validity of the data presented in this Plan, it
can be refined further by incorporating more comprehensive data to validate identified
competency gaps and corresponding learning and development needs.
Moreover, the 2008-2013 Provincial Development Physical Framework Plan (PDPFP)
was used to guide the development of the plan. Hence, corresponding updates would
have to be incorporated upon the development of the PDPFP for the next planning
cycle.
Page | 12 Limitations of the Plan
Provincial Government of Aklan Strategic Directions Page | 13
PGA VISION
“A progressive province where its empowered citizens live amidst a well-anchored vibrant economy where agro-eco tourism developments are globally competitive, gender-responsive, environment-friendly, equitable, self-sufficient, and sustainable.”
PROVINCIAL GOVERNMENT OF AKLAN
STRATEGIC DIRECTIONS
Responsiveness is key to the successful planning of learning and development
interventions that significantly contribute to the achievement of overall strategic goals
of the organisation. The HRD Plan for the PGA Road- Related Departments (RRDs)
seeks to address critical competency gaps by aligning its priorities with that of the
Provincial Government and its road reform agenda.
THE PG AKLAN STRATEGIC DIRECTIONS
The Provincial Development and Physical Framework Plan (PDPFP) 2008 – 2013 of the Province of Aklan defines the vision for the province and defines one of the its elements as “having competent and professional personnel” – considered as a critical ingredient to a progressive and decent local leadership and governance. This underscores human resource development as one of the priorities of the provincial government.
Human Resource Strategic Directions
In June 2013, then PGA Governor Carlito S.
Marquez approved the PGA Human Resource
(HR) Strategic Directions, thereby reiterating
the value of human resources as the most
important resource of the provincial government. Current governor, Florencio T.
Miraflores affirmed these directions when presented to him in August 2013.
The PGA vision statement articulates the desired
state of its workforce by 2016 and describes how
its employees would by then be “competent,
dedicated, values-oriented, progressive and
client-centered.”It guides the development of
human resource management and development
(HRMD) systems, policies, plans and programs
that are geared towards achieving this desired
state and supporting employee performance in
pursuing strategic organisational goals.
PGA HR VISION
The Provincial Government of Aklan’s human resources are a community of competent, dedicated, values-oriented, progressive, and client-centered employees, delivering excellent service.
Page | 14 Provincial Government of Aklan Strategic Directions
The strong focus on human resource development is further reiterated in the HR
Philosophy that states that:
“The Provincial Government of Aklan believes in empowering and
nurturing its human resources to optimise their potentials and realise their
aspirations to provide excellent service.”
The provision of purposive and sustained developmental opportunities to enhance
competencies and leadership skills is identified as one of the manifestations of this
guiding principle.
Corresponding long-term goals and strategies were formulated for the priority
HR systems of:
Rewards, recognition and benefits;
Performance management;
Human resource development;
Recruitment, selection and promotion; and
Employee discipline.
In the area of Human Resource Development (HRD), the strategic goal for
2014 – 2016 is:
“A learning and development system that addresses priority competency gaps”
Towards this end, the strategies that will be implemented are:
Develop a learning and development system, including policies,
structure, and processes;
Develop and implement a three-year strategic HRD Plan;
Create and capacitate the HRD Core Team and pool of trainers;
Conduct learning needs assessment of employees; and
Design and implement appropriate HRD interventions.
Development Objectives and Strategies Page | 15
PGA MISSION
Preservation and enrichment of culture
Promotion of health and safety
Enhancement of the right of the people to a balanced ecology
Encouragement and support to the development of appropriate and self-
reliant, scientific and technological capabilities
Improvement of public morals
Enhancement of economic prosperity and social justice
Promotion of full employment among the residents
Maintenance of peace and order
Preservation of the comfort and convenience of the Aklanons
DEVELOPMENT OBJECTIVES AND STRATEGIES
PGA’s purpose is expressed in its mission statement that specifies the focus of its
work in local development to realise the vision of the provincial government.
This mission has been translated into action
through the PGA PDPFP 2008 – 2013 that
established the province’s key development
issues, goals, objectives and targets based
on an analysis of the existing conditions in
the province. Three major objectives and
corresponding strategies were formulated to
address priority issues and problems. The
Executive and Legislative Agenda (ELA)
2010 – 2013 affirmed these priorities.
To reduce poverty incidence,
the provincial government is
focused on increasing the
yields and quality of major agri-
aqua commodities; promoting
environmental protection,
enhancement and conservation
of natural resources; reducing
disaster risk in hazardous areas; increasing livelihood opportunities; and
improving infrastructure support facilities.
To increase life expectancy equal to or better than the national level
by promoting public health and safety; reducing mortality due to
communicable and chronic diseases; and lowering maternal mortality
ratio (MMR) and infant mortality rate (IMR) to meet Millennium
Development Goals (MDG) target in the municipalities of Banga, Batan,
Balete, Kalibo, and Makato.
To achieve or exceed the national standard of performance of
learners, the strategies are to improve school facilities, materials, and
teacher-student ratio; improve nutritional status of school children; and
enhance teachers’ capabilities.
To meet the challenges of achieving these objectives, the PGA’s development efforts
focus on the twin thrusts of agricultural modernization and tourism. Increased revenue
from agricultural products and tourist arrivals could significantly strengthen the
provincial government’s capacity to improve its infrastructure and implement programs
that will provide for the basic needs and uplift the quality of life of its constituents.
Page | 16 Road Reform Agenda
PRNDP VISION
Well-maintained provincial roads, safe and accessible by all.
PRNDP MISSION
To enhance local road network to support the sustainability of economic and social gains achieved through vibrant tourism-related activities, indigenous industries, agro-fisheries production.
ROAD REFORM AGENDA
The Province of Aklan recognises the importance of developing and maintaining a
provincial road network in boosting the development of the province and producing
important social benefits. Poor road network constrains mobility, significantly raises
vehicle operating costs, increases accident rates and their associated human and
property costs, and aggravates isolation, poverty, poor health, and illiteracy in rural
communities.2 The fair condition of almost 60% of provincial roads, which are
infrastructure support in the realisation of PGA's strategic directions, should be
sustained by improving road planning and maintenance capacities and competencies.
Provincial Road Network Development Strategy (PRNDS)
The PGA Provincial Road Network Strategy (PRNDS) defines strategic directions for
the development and management of the province’s road network. It lays the
groundwork for the formulation of a more detailed Provincial Road Network
Development Plan (PRNDP) that supports the development strategy contained in the
PDPFP 2008 – 2013. With assistance from the Provincial Road Management Facility
(PRMF) of the Australian Aid, the Provincial Government of Aklan crafted, for the first
time, its PRNDS and PRNDP for 2013-2017.
The PRNDP is a five-year plan that responds to the concerns of the PDPFP’s
Transportation, Access and Circulation Sector and outlines the overall directions and
specific investments of the province in road network development. It presents a vision
of the desired state of the province’s provincial road network and establishes the
strategic purpose of the Plan. These are:
It also identifies road-related programs, projects, and activities (PPAs) that will be
implemented with funding support from internal and external sources. The PPAs are
organised into two major components: Road Management and Provincial Capacity
Development. Specific capacity areas are identified under each component as follows:
2 PGA Office of the Provincial Engineer, Aklan Road Reform Agenda (PowerPoint Presentation), 2013
Road Reform Agenda Page | 17
Road Management
• Road Planning
• Road Design
• Road Construction and Rehabilitation
• Road Maintenance
• Road Administration
Provincial Capacity Development
• Budget and Expenditure Management
• Internal Control and Internal Audit
• Human Resource Management and Development
• Procurement
• Other areas: • Information System
• Environmental Management
• Gender Equity and Social Inclusion
• Public Engagement
The PRNDP examined performance and capacity gaps along the identified capacity
areas. It is noteworthy that Human Resource Management and Development (HRMD)
is considered as an area that can cater to the capacity development needs of both
components. As expressed in the PRNDS 2013 – 2017one of the strategies of the
PLGU is to maintain a complement of competent workforce for the sustainable road
development and management.3
Reform Areas on Sustainable Local Road Management (SLRM)
The SLRM is a priority program of the LGU supported by the Australian Department of
Foreign Affairs and Trade in cooperation with the Department of the Interior and Local
Government (DILG) through the Provincial Road Management Facility (PRMF). Along
this, a number of interventions have been provided to strengthen the capacity of LGU
on the SLRM.
The SLRM covers two (2) components:
Consistent with targeted capacity areas of PRNDP, interventions are being conducted
in the following key reform areas:
3Provincial Road Management Facility (PRMF), Provincial Road Network Development Strategy (PRNDS) 2012 – 2016, 2012
• Intended outcome: Partner provinces have the institutional capacity and systems to develop and implement road sector plans.
Component 1: Capacity Building for Road Sector
Planning and Management
• Intended outcome: provincial roads are rehabilitated. Component 2:
Road Network Rehabilitation and Maintenance
KRA 5: Increased Capacity of Workforce to Deliver Road Services
KRA 1: Sustained Road
Planning and Service Delivery
KRA 2: Transparent and
Accountable Budget and Expenditure
Management
KRA 3: Fully-functioning Internal Control Systems and
Independent Internal Audit Services
KRA 4: Transparent
Procurement Process
Page | 18 Road Reform Agenda
KRA 5 cuts across all the reform areas and seeks to build capacities not only of the
Provincial Engineering Office that takes the lead in the PLGU’s road sector, but those
of other provincial offices which provide planning, budgeting, financial management
and other technical support services for road sector planning and management.4
Hence, the HRD plan identifies and addresses competency gaps that have been
identified in offices involved in delivering the road sector reform agenda.
4PRMF Facility Design Document, 2008
Human Resource Development in PGA Page | 19
HUMAN RESOURCE DEVELOPMENT SITUATIONER
Planning was undertaken within the context of current HRD practices, supporting
policies, and completed activities of the provincial government. An assessment
gathered information on gains from previous training and development interventions,
factors that facilitated and hindered implementation of planned activities, and lessons
learned from implementation and participation in HRD initiatives. This input to
planning helped define conditions that will facilitate successful implementation of
planned interventions to build and enhance employee competencies and
organizational capacities to deliver road services.
HUMAN RESOURCE DEVELOPMENT IN PGA
The human resource management function was first established in the PGA as a
Human Resource (HR) Division under the Office of the Provincial Government. In
1995, during the term of then and now Governor Florencio T. Miraflores, the division
was elevated to a department and renamed Provincial Human Resource and
Management Office (PHRMO). It was given the responsibility of preparing
appointment papers, maintaining employee records, coordinating with the Civil Service
Commission on personnel-related matters, and performing other HR administrative
functions– a role that it has been performing to date.
The basic HRD activities of training and development are delegated to PGA
departments with Department Heads taking the task of identifying the training
programs and deciding on participants.
Currently, the HRD function in the PGA is performed as follows:
There are no set processes for determining competency gaps that need
to be closed for employees to successfully perform jobs. PGA has yet to
adopt competency-based human resource management systems and
therefore, has not yet developed competency models that guide
employee profiling and assessment of training needs. As a result, there
are many instances where participants who need training are not
selected to attend while those who are chosen attend programs that are
not aligned with their job.
PHRMO has limited capacity to effectively and efficiently design,
implement, monitor, and evaluate training and development
interventions. Although it has recently established a Training and
Development (T&D) Division within PHRMO, it is understaffed (2 staff)
and has limited experience and competency in developing customised
learning interventions and managing training providers that may be
tapped for learning activities. Most training and development activities in
PGA in the past and at present are provided by government oversight
agencies like CSC, DBM, NEDA, and professional organisations.
Page | 20 Human Resource Development in PGA
Aside from funding participation of staff in public seminars, departments
also utilise allocated training budget to conduct orientation seminars on
new issuances, policies and guidelines that are relevant to their work.
This is done by engaging experts who design and deliver the content of
the seminar.
Transfer of learning is not monitored. There is no mechanism that
ensures that desired improvements in performance after training are
clearly established and measured.
Funds are allocated for training in the annual budget of PGA
departments. However, amounts are based on estimates from prior
years and are not supported by a clear plan for implementation of
training interventions for the period covered.
This prevailing situation indicates that like all other HR functions in PGA, HRD remains
transactional – with learning and development activities largely driven by training
opportunities from oversight agencies; and selection of participants for compliance
instead of purposively closing competency gaps. However, PHRMO is now shifting to a
strategic role by creating Learning and Development Division and organising a Human
Resource Core Team to formulate and implement a purposive and strategic plan for
developing its people.
By aligning strategies for building and enhancing competencies with priorities of the
provincial government (specifically the road sector in this case), the contribution of
HRD to the achievement of PGA’s development objectives can be more clearly
established. Consequently, there is greater opportunity for PHRMO to realise its
potential to be PGA’s strategic partner in realising its vision and achieving its long-term
goals.
Human Resource Development in PGA Page | 21
33%
17% 4%
10%
36%
Number of Training Activities for PGA RRDs AO 2011
KRA 1
KRA 2
KRA 3
KRA 4
KRA 5
90%
10%
Percentage of Completed and Ongoing Training Activities
for PGA RRDs AO 2011
Completed
Ongoing
Implementation of HRD Interventions
Since 2011, a total of 81 training activities
have been attended by employees of the
road-related departments of the PGA. Of
these, 27 or 33% is in the area Road
Management (KRA 1); 14 or 17% is in
Budget and Expenditure Management
(KRA 2); 3 or 4% is in Internal Control
and Audit (KRA 3); 8 or 10% is in
Procurement (KRA 4); and 30 or 36% is
in Human Resource Management and
Development (KRA 5).
Out of these interventions, 73 or 90% has
been completed while 8 or 10% is still
ongoing. These training activities cover
the period 2011 to date and include
mandatory programs conducted by
oversight and national government
agencies, public offerings of private
training providers, development programs
of PGA departments for their staff, and
comprehensive HRD interventions
provided by the Department of Foreign
Affairs and Trade-Australian Aid through
PRMF and PAHRODF.
Completed Interventions
Major learning and development activities were conducted to set the stage for the
introduction of reforms and implementation of capacity development initiatives for the
road sector. The development of the Staff and Skills Inventory (SSI) provided
information about the PGA staff complement and their competencies which served as
a basis for determining organisational development and human resource development
needs. A strategic approach to the road infrastructure development was initiated with
the formulation of the PGA Provincial Road Network Development Plan (PRNDP), a
five-year plan that outlines the overall directions and specific investments of the
province in road network development.
Learning and development activities in HRMD benefited all RRDs such as Change
Management Plan and Human Resource Development Plan formulation. Cross-cutting
concerns such as Gender and Development and Disaster Risk Reduction and
Management (DRRM) were also addressed by orienting learners on its application to
their work. Presentation and facilitation skills were also developed, resulting in higher
level of confidence among the HR Core Team members to conduct consultation
activities, even with PGA management. The province is also a recipient of Australia
Development Award scholarship grants in areas of Human Resource Management and
Page | 22 Human Resource Development in PGA
Development, Financial Management, Project Management, Audit Management,
Urban Planning, Sustainable Tourism Management, and Gender and Development.
Leadership development interventions conducted for RRD Heads focused on building
competencies of RRD Heads to lead change efforts. The roles and functions of PGA
top managers as catalysts for change and human resource development were clarified
during a Change Management Workshop. Following this intervention, the RRDs
developed their department’s Change Management Plan that contains change
initiatives, and strategies for managing resistance and risks, and broadening support
for change.
Other completed interventions aimed to improve the capacity of the different RRDs to
be able to effectively and efficiently discharge their functions.
Road Management. Interventions generally focused on enhancing the
competencies of trained employees in road network development
planning, core roads prioritization and selection, road safety
management, detailed engineering design, road data generation using
latest technologies (Road Inventory, Traffic Survey, Geographic
Information System –GIS, and Global Positioning System– GPS),
disaster risk reduction management, road maintenance strategy
formulation, and cost estimate preparation, among others.
Through these interventions, participants gained increased awareness of
gender-sensitivity, social inclusion, and environmental and cultural
issues that need to be considered in road network development plans.
Application of knowledge and skills gained in these interventions is
apparent among the staff of the Provincial Engineering Office (PEO),
Provincial Planning and Development Office (PPDO), and Aklan
Environment and Natural Resources Office (AKENRO) who are now
able to adopt newly-established systems and processes, mobilize
structures, develop policies, collaboratively source for funds and other
related efforts and gradually integrate these in their day-to-day
operations.
Budget and Expenditure Management. The Provincial Budget Office
(PBO) attended monthly and yearly budget conventions/conferences and
seminars organised by national and oversight agencies to improve
financial management among provincial local government units
(PLGUs), specifically on budgeting for GAD, enhancing revenue
generation, applying guidelines in administering government employee
benefits, among others. Interventions included formulation of the
Quantum Geographical Information System (QGIS) and Strategic
Financial Management Plan (SFMP).
Attendance in these activities have translated to improved efficiency on
the job in terms of proper allocation of GAD budget, establishment of
GIS and implementing the tax mapping of three (3) municipalities using
the GIS, and development of the first SFMP that enhanced the revenue
generation capacity of the province, among others.
Human Resource Development in PGA Page | 23
Internal Control and Audit. Being a newly established office,
interventions conducted for the Aklan Provincial Internal Audit Office
(APIAO) focused mainly in setting up the office, establishing internal
audit systems and rolling them out to the RRDs. These include
orientation sessions on the internal control system (ICS), internal control
and internal auditing practices, and risk assessment.
After this series of interventions, APIAO was established as a PGA
department and has assisted the RRDs in designing ICSs to improve
efficiency in operations and resource utilisation. It is worth noting that
findings and recommendations drawn from APIAO’s audit report
indicated improvements in the road maintenance system of the PEO.
Procurement. Enhancing the effectiveness of the procurement process
entails interventions for the PGA Bids and Awards Committee (BAC), its
support units (Technical Working Group – TWG and Secretariat), and
external suppliers and buyers. Hence, completed learning activities
included training and benchmarking on procurement, e-BAC filing
system, PHILGEPS, among others.
As a result of these activities, BAC members and suppliers were
familiarised with the RA 9184 (The Government Procurement Reform
Act) and its Implementing Rules and Regulations (IRR), including
amendments. Bidding information have also been disseminated through
the e-BAC Filing System and accessed by prospective bidders. A
database of accredited suppliers, distributors, and contractors is also
being populated.
Human Resource Management and Development. Since the inception
of the program funded by the Australian Department of Foreign Affairs
and Trade in PGA, PHRMO has availed of various interventions that
assisted the office in establishing and performing its strategic role in
pursuing Aklan’s development agenda. Among them, the development of
SSI, installation of Human Resource Management Information System
(HRMIS) and the assistance in PHRMO’s Change Management are the
most significant ones.
SSI initiated the capacity building program on HRD by generating data
that profiled the 12 RRDs to assess gaps in knowledge, skills and
attitudes (KSAs). It also provided inputs needed in the establishment of
the HRMIS. Computerisation of manualised HR business processes
(e.g. data profiling, leave management, time and attendance) to the
HRMIS is a major step towards the desired transformation of PHRMO
from transactional to strategic HRMD.
In addition to keeping participants updated on laws, policies, and methods in achieving
local and national goals, the interaction with co-participants from other local
government units (LGUs) during programs offered by national and oversight agencies
also provided opportunities to share good practices that can be adopted to improve
their delivery of services.
Page | 24 Human Resource Development in PGA
On-going Interventions
As of the time of writing of this plan, there are four interventions that have yet to be
completed. These are:
Competency Modelling for PEO Technical Positions. In August
2013, a survey on job dimensions among randomly-selected PEO
personnel representing four levels (managerial, supervisory, non-
supervisory, trades and arts) was conducted. This will be used as basis
in the development of competency models for PEO technical positions.
Additionally, it will provide assessment data that will inform future
capacity development plans.
Coaching on Preparation of Detailed Engineering Design (DED).
The coaching between PRMF-Manila Office and PEO-Aklan on the DED
for the completion of the rehabilitation of Malinao-Madalag provincial
road started in July 2013 and is currently ongoing. This is in line with the
implementation of Rehabilitation and Minor Improvement (RMI) of
provincial gravel roads, a new approach being taken by PRMF in its
development assistance.
Human Resource Development Planning for RRDs. The PGA HR
Core Team is currently in the process of finalising a three-year strategic
HRD Plan for the 12 RRDs. In the process, the roles of PHRMO, its
L&D Division, and other critical internal and external stakeholders in plan
implementation are being clarified.
Competency Modelling for RRD Positions. PAHRODF is providing
technical assistance in developing competency models for identified
RRD technical positions. The next stage in Competency Modelling will
be initiated by PHRMO and will cover remaining positions in PGA. The
CSC competency models will be adopted for leadership positions.
Insights from Implementation of HRD Interventions
Lessons learned in the implementation of and participation in orientations, seminars,
training and coaching activities can best be harnessed if applied in the planning and
execution of strategic HRD interventions for the PGA.
Following are the factors identified by the HR Core Team as having affected the
smooth implementation of HRD interventions and the transfer of learning on the job:
Human Resource Development in PGA Page | 25
Having identified these factors, the following insights that were generated were
considered in formulating the HRD Plan:
Top level sponsorship of the HRD plan is critical for its successful
implementation. Sustained support from both executive and legislative
offices is needed to effect change.
Donor organisations may be tapped to augment limited PGA resources
for competency and capacity development.
The participation of multi-sectoral representatives contributes to more
extensive discussions and facilitate acceptance of outputs.
Teamwork and commitment among participants are essential in
producing desired outputs of HRD interventions.
New systems could initiate change and innovations in the PLGU but can
pose challenges for learners, especially if they do not have requisite
competencies (e.g., HRMIS).
Participants should be given an opportunity to apply their learning and
competencies developed in training to the workplace. Related to this, a
process should be put in place for harnessing good practices introduced
during workshops and benchmarking and their potential application on-
the-job.
Training investment is optimised if participants are selected based on
competency needs and expected application of learning on-the-job. For
example, members of technical working group who will be involved in
actual planning need to be prepared for the task and prioritised in
training.
Facilitating Factors
• Support from PGA top management
• Support of AusAID through PRMF and HRODF
• PGA budget allocation
• Commitment and active participation of learners
• Guidance of competent external experts
• Established supporting systems (e.g., HRMIS, PHILGEPS)
• Multi-sectoral engagement and consultation
• Conducive training venue
• Engaging training methods
• Good practices that can be adopted at work (e.g., conduct of debriefing sessions)
• Accommodation of benchmarking sites
Hindering Factors
• Unsustained participation in training activities leading to inability to fully benefit from training intervention
• Conflicting schedules of some participants
• Assignment of untrained staff to produce outputs
• Multi-taking that renders application of learning challenging among participants who attend different interventions
• Understaffed offices that makes it difficult to pull out employees from work to attend training
• Absence of a pool of trainers to assist in conducting in-house training
• Learning curve transfering learning on new systems to the workplace
Page | 26 Human Resource Development in PGA
Absorptive capacity is another consideration in selecting participants.
Attendance in multiple concurrent HRD interventions will make it difficult
for learners to optimise the learning experience.
Training could have been maximised only if appropriate scheduling,
adequate time, conducive learning environment, sufficient training
materials and equipment, and follow-up coaching sessions are provided.
A pool of internal experts can effectively provide the technical support
needed by PHRMO L&D in planning and delivering learning
interventions.
Monitoring and evaluation of HRD interventions is a critical process in
HRD.
Assessment of Competencies
The objective of the HRD Plan is to ensure that planned learning and development interventions are aligned with the development priorities of the PGA and address competency gaps that hamper performance of jobs, thereby limiting the contribution of employees to the achievement of the PGA strategic goals.
The following section discusses gaps in the RRD’s performance against performance indicators that were established to ascertain whether desired SLRM results are being attained. Performance discrepancies were assessed to determine core, leadership, and functional competency gaps.
Competencies are defined as observable, determinable and vital knowledge, skills and
attitudes that are essential for the successful performance of a job. These are
demonstrated through key behaviours that can be improved through training and
development.
Human Resource Development in PGA Page | 27
PGA Core Competencies
Competency Assessment Scale
Core Competencies
Core Competencies are competencies that need to be
demonstrated at all levels in the organisation. These to a large
extent are reflective of the core values of the organisation and
define the behaviour that is expected of all employees of the
organisation. Definitions of the core competencies can be found
in Annex 2.
A total of 112 employees from all levels of the 12 RRDs
represented and participated in the survey that was conducted
to generate the core competency profile of the PGA. This
comprises 11% of the PGA population. Of this number, 50
(45%) are male and 62 (55%) are females. In terms of position,
34 (30%) are managers, 21 (18%) are technical staff, 52 (46%)
are administrative staff, and 10 (9%) are support staff. In terms
of length of service, 20 (17%) have tenure of more than 30
years, 19 (16%) have 21 – 30 years, 18 (16%) have 11 – 20
years, 49 (43%) have 1-10 years and 9 (8%) have been with
PGA for less than 1 year.
A 4-point scale was used for
respondents to evaluate their
level of competency in the
self-assessment that was
conducted.
In general, the respondents
assessed themselves to
have adequate
competencies in all the
identified core competencies
with mean scores ranging from 3.11 to 3.51 – all within the range described as
“Demonstrates the behaviour or practices most of the time and with minimal assistance
or supervision.” The competency which has the highest self-assessed score was
environment friendliness (3.51) while the lowest was operational expertise (3.11). The
respondents rated themselves as being generally competent in the other
competencies, namely quality service, stewardship, teamwork, innovativeness,
integrity, and gender-responsiveness. The summary of assessment appears below.
Page | 28 Human Resource Development in PGA
.
While there are no assessed gaps in core competencies, PGA recognises the
importance of focusing on culture building to ensure that PGA core values are
embedded in all PLGU practices. A developmental intervention will be designed to
reorient the PGA staff and promote behaviours that demonstrate the PGA core
competencies.
The assessment tool that was used appears in Annex 2.
Leadership Competencies
The Leadership Competency Models set by the Civil Service Commission (CSC) were
adopted in the development of PGA leadership competency models. Standards of
leadership competency were established in a workshop attended by Department
Heads and Assistant Department Heads and are captured in competency models
developed for these positions (see Annex 2).
A total of 15 or 94% of incumbents in the RRDs participated in the survey. Of this
number, eight (53%) are male and seven (47%) are females. Five (33%) have tenure
of more than 30 years; two (13%) have 21 – 30 years; three (20%) have 11 – 20 years;
three (20%) have 1-10 years; and one (6%) have been with PGA for less than one
year. The same four-point scale used for measuring core competencies was applied in
the self-assessment that was conducted.
Comparing these self-assessments with the standards set by department heads, the
following patterns emerged:
The RRD heads reported adequate competencies in exemplifying
integrity (average of 3.6), demonstrating personal effectiveness (3.38),
solving problems and making decisions (3.27), delivering service
excellence (3.24), partnering and networking (3.12), speaking effectively
Summary of Core Competency Assessment
Human Resource Development in PGA Page | 29
(3.11), building commitment (3.09), directing and managing change
(3.06), managing performance (3.05), and developing people (3.02).
In terms of gaps (rating of 2.7 – 2.99) described as “demonstrates the
behaviour or practice at certain times and with assistance or
supervision”), there is an indication of weaknesses in certain
competencies among the respondents. The lowest score is in
championing and applying innovation (2.73) and planning and delivering
(2.75). Other competencies that need to be developed and
strengthened are managing information (2.98), writing effectively (2.88),
and thinking strategically (2.85).
These findings indicate areas that need to be strengthened in the planned leadership
development program for RRD department heads and assistant department heads. To
some extent, it also validates some findings of the PGA Human Resource and
Organisational Development Plan (HR/OD) for CORE Partners for Program Year
2013-2014 that was developed by PAHRODF in 2011 that indicate competency gaps
in:
Cascading and deployment of strategic goals and directions to the
provincial government’s staff and employees; and
Results oriented performance monitoring and evaluation.
0
1
2
3
4
Summary of Leadership Assessment
Page | 30 Human Resource Development in PGA
Both are significant aspects of strategic thinking and planning.
However, in terms of prioritisation, PGA will focus on other departments (non-RRDs) in
the 2014 leadership interventions. Two learning activities have already been
conducted to build leadership competencies among RRD Heads and Assistant
Department Heads in 2013. Hence, to establish shared perspectives and build
organisational leadership capacity, other departments will undergo similar training
scheduled in the following year. Towards the same objective, supervisors will also be
targeted as participants in forthcoming leadership programs.
Functional Competencies
Functional competencies refer to abilities that are specific to a particular
department or type of job. These include competencies in the areas of technical
specialisation of the RRDs.
Assessment data was generated by conducting a review of accomplishments and gaps
of the RRDs vis-à-vis established performance indicators along desired SLRM results.
The results were validated with process owners and their supervisors to check the
accuracy of the anecdotal data.
Competency gaps were identified in the following areas:
Strategic Management
o Formulating and updating the Provincial Road Network
Development Plan (PRNDP)
o Updating the Annual Investment Plan (AIP)
o Conducting stakeholder consultation activities
o Sustaining civil society participation in the management of road
projects
o Developing and implementing a Monitoring and Evaluation
System
o Harmonising the planning and budgeting process
o Planning and implementing strategic Human Resource
Management
Formulating a Human Resource Management (HRM)
Plan
o Managing change (focus on system change)
Installing/Enhancing systems and processes
o Organising committees, including role clarification
Human Resource Development in PGA Page | 31
o Implementing internal control (IC) processes
Analysing and designing ICS systems
Documenting and manualising IC systems
Developing flowcharts of office procedures and processes
Conducting audit risk assessment
Preparing a Risk Assessment Matrix
Conducting management, systems and fraud audit
o Developing and installing a Monitoring and Evaluation (M&E)
System
Designing M&E tools
Conducting M&E
o Managing the procurement process
Applying RA9184 in procurement
o Developing and installing a Human Resource Development
(HRD) system
Assessing training needs
Identifying appropriate HRD interventions
Selecting/targeting participants
o Developing and installing a Strategic Performance Management
System (SPMS)
o Developing and installing a system for recruitment, selection, and
promotion (RSP)
Creating positions
Developing competency models
Developing competency-based job descriptions
Designing competency assessment tools and processes
Reviewing appointment papers
Documenting RSP processes
Developing an RSP Manual
Page | 32 Human Resource Development in PGA
o Reviewing and redesigning the organisational structure
o Developing and installing a Rewards and Recognition System
Communicating effectively
o Developing and delivering presentations
o Presenting road project proposals to decision-makers
and securing their approval (including influencing of decision-
makers and other stakeholders)
Influencing decisions
o Developing orientation modules
o Conducting orientations
o Facilitating discussions and coaching sessions
o Writing technical reports (including reports and meeting
documentation)
o Developing manuals
o Implementing a Road Safety Awareness Campaign (including
development of IEC materials)
Applying Technology
o Applying Net-R9 Net-R3 with baseline correction to generate GIS
information
o Accessing and updating the Philippine Government Electronic
Procurement System (PHILGEPS)
o Operating an e-Procurement System
o Operating the e-Budget System
o Using the Human Resource Management Information System
(HRMIS) application
Project Management
o Conceptualising and writing detailed project proposals
o Supervising project implementation
Coaching surveyors on how to collect and record traffic
data
Supervising the collection and recording of traffic data
Human Resource Development in PGA Page | 33
o Formulating M&E Plans for projects
(as part of Project Proposal Preparation Monitoring and
evaluating road projects (including development of M&E tools)
o Undertaking preventive maintenance and properly operating
construction equipment
Environmental Management
o Mainstreaming Disaster Risk Reduction-Climate Change
Adaptation (DRR-CCA) in the design of road projects
o Conducting Environmental Impact Assessment (EIA)
Financial Management
o Formulating policies and guidelines for revenue generation
o Enhancing efficiency of revenue collection and cash
management
Maximising PGA revenue-generating potential
Conducting real property assessment and updating the
Statements of Fair Market Value (SFMV)
Maintaining and marketing assets
Formulating business plans for economic enterprise
projects
Planning and strategising to maximise the earning
potential of PGA from all sources (taxes, local
enterprises, tourism and consumer products, etc.)
Analysing and maximising local tax revenue
o Plan-based budget preparation, utilisation and monitoring
Annex 3 of this document presents a detailed assessment of current status of RRDs
along results objectives of the SLRM KRAs. It outlines accomplishments and
performance discrepancies that provided basis for identifying gaps in competencies
that need to be addressed to facilitate achievement of desired results. Job performers
are identified to aid the identification of target participants in competency-building
interventions.
Page | 34 Human Resource Development in PGA
HRD Priorities for CY 2014 Page | 35
HRD PRIORITIES FOR CY 2014
Identified competency gaps for RRDs were drawn from performance discrepancies against SLRM desired results and hence provide a relatively comprehensive view of the problem. As indicated in the limitations of the plan, it should be noted though that most of the data collected are based on validated anecdotal data. Hence, it would be ideal to confirm the assessment findings upon collection of performance reports in the future.
The plan covers interventions for the timeframe of the Strategic HRD Plan that is 2014 – 2016. Proposed interventions are identified for each of the years that are covered. However, only planned learning activities for Year 1 (2014) are more thoroughly discussed. This is based on the premise that the plan will be reviewed and updated on an annual basis to ensure that it continues to be responsive to competency gaps that need to be addressed to support achievement of PGA priorities. Moreover, corresponding budget estimates prepared at the time of planning would derive more realistic figures that would approximate the cost of goods and services at the time of implementation.
PRIORITY COMPETENCY GAPS
The primary consideration in planning for HRD interventions is the limited resources
(funds, human resources, logistics, time, etc.) that are allocated for these programs.
Hence, the list of identified competency gaps were subjected to a prioritisation process
to provide basis for decisions on which gaps: (i) must be addressed immediately; (ii)
can be responded to at a later time within the timeframe of the strategic plan; and (iii)
can be considered in the next planning period. The following criteria were applied.
Seriousness: Current negative effects of the competency gap on road-
related service targets, costs, clients and overall PLGU performance
Urgency: Availability of time to address the gap before action becomes
irrelevant
Growth potential: Possibility of the problem escalating if not immediately
addressed
Key Reform Area 1: Sustainable Road Management
Applying the three criteria, project management emerged to be a priority concern for
KRA 1. While the analysis indicated problems in the project management system,
there is also an acknowledgement that lack of competency in installing the necessary
processes, policies, and tools that will ensure effectiveness and efficiency in managing
the delivery of road projects contributes to performance discrepancies.
Competency gaps that need to be prioritized include those related toformulating an
Environmental Management Plan (EMP) that incorporates Environmental Impact
Assessment (EIA); updating the Annual Investment Plan; undertaking preventive
maintenance and properly operating construction equipment; supervising road
Page | 36 HRD Priorities for CY 2014
projects; developing and installing a project monitoring and evaluation (M&E) system;
and Implementing a Road Safety Awareness Campaign (including development of IEC
materials).
Although also a priority, the need to enhance ability to apply Net-R9 and Net-R3 will
already be addressed in 2013 through an intervention of the Provincial Road
Management Facility (PRMF) of the Australian Aid and was no longer considered in
this plan.
Key Reform Area 2: Transparent and Accountable Budget and Expenditure
Management System
The HRD priorities of KRA 2 are focused on enhancing the revenue generation
(including real property valuation) performance of the provincial government, improving
the maintenance of its revenue generating assets, and harmonising the PGA planning
and budgeting processes. The enhanced capacity on local revenue generation is
deemed critical to increase local income that will fuel plans, programs, and activities
(PPAs) of the province and ensure that plans relative to the realisation of the strategic
directions are adequately funded. Likewise, the harmonization of planning and
budgeting process would ensure that PPAs are consistently prioritised, properly
budgeted and accordingly utilised in the different PGA plans.
In this regard, business planning and enterprise development are high in the HRD
agenda for KRA 2. The lack of competence to develop business plans and properly
manage and maintain revenue-generating assets among EEDD employees reduces
the opportunity to realise income potential. Enhancing competency to increase tax
collection was also considered as a priority, specifically relative to real property
valuation.
Another important concern is the budget utilisation. Low utilisation means that needed
services are not effectively provided to the PGA clients. The problem was traced to
annual budgeting that is not plan based.
Key Reform Area 3: Fully-Functioning Internal Control System
To fulfil APIAO’s mandate and carry out its objectives, the office needs to be able to
assist other departments in setting up their internal control system. Despite being a
newly established department in the PGA, the office has already conducted training
activities on basic auditing and internal control with the RRDs.
However, challenges in supporting other departments stem from limited coaching
competency among the APIAO personnel and their counterparts (focal persons) in the
departments. These targeted trainees also need to strengthen their skills in writing
manuals on cash management and internal control systems and processes. The
objective is to complement coaching with provision of reference manuals that PGA
departments can use in installing internal controls.
HRD Priorities for CY 2014 Page | 37
Key Reform Area 4: Transparent and Local Government Procurement
Processes
Procurement at PGA is primarily the responsibility of the Bids and Awards Committee
and its stakeholders such as its technical working group and secretariat. Hence,
priority HRD interventions will address weaknesses in applying the Government
Procurement Law (RA 9184) in PGA procurement process, and in conducting the
necessary orientation about the law to stakeholders (other departments, NGOs,
suppliers, service providers, etc.).
Key Reform Area 5: Human Resource Development and Management
The priorities of HRMD reflect its desire to shift to a more strategic role to better address the needs of PGA. They are focused on building competencies that are needed to develop and install more effective and efficient systems for managing people and developing the organisation. The prioritised gaps include: installing learning and development systems; reviewing and redesigning the organisational structure; developing competency models; and developing, installing and implementing a strategic performance management system.
Human resource management and development planning, along with leadership development, were also identified as critical competencies that need to be addressed. However, PHRODF interventions have been implemented in 2013 to respond to these gaps; hence, identified leadership competencies gaps (refer to assessment report on page 21) was given less priority for RRDs. A Human Resource Development Planning intervention that produced this document has enhanced competencies that can also be applied in other planning activities.
The list and definition of prioritised competencies in the SLRM Key reform areas
appear in Annex 3.
Page | 38 Proposed Competency-Based HRD Interventions
PROPOSED COMPETENCY-BASED
HRD INTERVENTIONS
The identified competency gaps provided basis for the identification of learning and
development interventions that would equip prospective participants with needed
knowledge, attitudes and skills. Some interventions focused on areas already covered
by learning activities in previous years have also been included to build competencies
among a new set of targeted participants.
The interventions have been organised for implementation in the next three years
covered by the strategic HRD plan according to prioritisation of the competencies.
The implementation plan that appears in Annex 3 outlines the following:
Desired outcomes. Performance indicators that were formulated to
determine whether the result statements of SLRM Key Reform Areas
(KRAs) are being achieved.
Outputs. Key deliverables that demonstrate competencies have been
developed during learning activities of the HRD intervention.
Learning Objectives. Behaviours that will be demonstrated by learners
at the end of the intervention.
Target Learners. Number of participants and the offices and positions
from where they will be selected.
Planned Schedule. Implementation schedules within 2014.
Support requirements. Financial, human and logistic resources needed
to implement the interventions, including demonstrations of executive
support.
Source of Funds. Internal and external sources of funds for the delivery
of planned interventions.
The planned interventions will be delivered through workplace coaching, mentoring,
shadowing, field visits, learning sessions, training, seminars, and workshops. In a
number of learning activities, training and seminars provide the basic concepts,
principles and guidelines that will be applied during coaching. Some benchmarking
activities have also been included to learn about good practices of similar
organisations and apply them in the workplace. Education programs, in the form of
scholarships, have also been proposed. Expected outputs will be produced by
participants to indicate whether competencies have been acquired.
Implementation Schedule Page | 39
IMPLEMENTATION SCHEDULE
The following section presents the different interventions that have been identified to
respond to established competency gaps in the 12 RRDs in relation to the
implementation of the Sustainable Local Road Management (SLRM) reform agenda.
A total of 44 interventions will be implemented for RRDs over the next three years –
2014 to 2016, as indicated in the implementation schedule below.
CY 2014
Priority interventions are scheduled for implementation on the first year of the plan,
including 18 interventions.
TITLE OF INTERVENTION MODE OF INTERVENTION NO. OF TARGETED
PARTICIPANTS
Annual Investment Planning Planning Workshop
(2 days)
Coaching
(5 days)
20
Environmental Management Planning,
including orientation on Environmental
Impact Assessment (EIA)
Planning Workshop
(3 days)
Coaching
(2 days)
25
Implementation of Road Safety
Awareness Campaign, including
development of IEC materials
Training/Workshop
(2 days)
Coaching
(5 days)
25
Equipment Maintenance and
Operation
Workshop
(3 days)
Coaching/On-the-job
training
(as needed)
25
Updating of Real Property Valuation Workshop (3 days)
Coaching (2 days)
15
Business Planning Planning Workshop
(3 days)
Coaching (5 days)
18
Harmonizing the Planning and
Budgeting Processes
Workshop
(2 days)
36
Enterprise Asset Management
Planning
Planning Workshop
(2 days)
28
Cash Management and Its ICS for
Collecting & Disbursing Officers
Training/Workshop
(3 days)
Coaching (3 days)
12
Page | 40 Implementation Schedule
TITLE OF INTERVENTION MODE OF INTERVENTION NO. OF TARGETED
PARTICIPANTS
Technical Writing and Manual
Development for IA Focal Persons
Training/Workshop
(3 days)
Coaching (6 days)
16
Flowcharting and Risk Assessment
Workshop on ICS for IA Focal
Persons
Training/Workshop
(3 days)
Coaching (3 days)
12
Enhancing the Procurement Process
Management (RA 9184)
Training (3 days)
Benchmarking
20
Developing and delivering a
Training/Orientation Module on RA
9184 for BAC Stakeholders
Training/Workshop
(3 days)
Coaching (2 days)
8
Strengthening Learning and
Development policies, systems and
processes
Training/Workshop
(16 days)
Coaching (50 days)
16
PGA Organisational Review and
Redesign
Training/Workshop
(5 days)
Coaching (32 days)
16
Development of Competency Models
(for 4 remaining RRDs)
Training (6 days)
Workshop (24 days)
16
PGA Values Orientation Seminar (3 days) 16
Installing a Strategic Performance
Management System (SPMS)
Training/Workshop
(5 days)
Coaching (15 days)
16
Legend: KRA 1 KRA 2 KRA 3 KRA 4 KRA 5 All KRAs
CY 2015
For year 2, 18 interventions will be conducted along the five KRAs.
TITLE OF INTERVENTION MODE OF INTERVENTION NO. OF TARGETED
PARTICIPANTS
Planning and Conducting Orientations Learning Sessions
(3 1-hour brown-bag
sessions)
Shadowing
Coaching
(5 days)
28
Mainstreaming Disaster Risk
Reduction-Climate Change
Adaptation
Training/Workshop
(5 days including Mapping)
Coaching (2 days)
20
Implementation Schedule Page | 41
TITLE OF INTERVENTION MODE OF INTERVENTION NO. OF TARGETED
PARTICIPANTS
Developing Coaching Skills
(focused on Traffic Data Collection
and Recording)
Training/Workshop (2
days)Field Visit
Shadowing
Mentoring
30
Updating the Provincial Road Network
Development Plan (PRNDP)
Planning Workshop (3 days)
Coaching (30 days)
25
Strengthening Stakeholder
Engagement
Training/Workshop (3 days)
Sharing sessions
(regular 1-hour sessions)
25
Project Management that will cover:
Project Proposal Preparation
Project Supervision
Monitoring and Evaluation
Training/Workshop (8 days)
Field Visit
Coaching
(30 days)
25
Enhancing PGA Revenue Generation Strategies
Updating the Revenue Generation Plan (including formulation of policies and implementation guidelines)
Developing PGA Annual Revenue Generation Action Plans (ARGAPs)
Planning Workshop
(5 days)
15
Adopting Good Practices on Revenue
Generation and Cash Management
Benchmarking visit (5 days)
Action Planning
30
Fraud Audit Investigation/
Fact Finding
Training (3 days) 4
Advanced Course on Internal Control
System for APIAO Staff
Training (3 days) 4
Developing Coaching Skills
(focus on internal control)
ICS Systems Analysis and Design
Mentoring
Shadowing
4
Process Documentation for BAC
Secretariat
Training (3 days) 6
Competency-based RSP System
Development and Installation
Training and Coaching
(70 days)
20
Preparation and Evaluation of
Appointments
Learning/Brown-Bag
Sessions
(3 days)
16
Process Documentation and
Technical Writing
Training/Workshop (2 days) 16
Orientation on HRMIS Application Learning /Brown-Bag
sessions (as needed)
Page | 42 Implementation Schedule
TITLE OF INTERVENTION MODE OF INTERVENTION NO. OF TARGETED
PARTICIPANTS
Presentation and Facilitation
Skills Enhancement
Training (3 days)
Coaching (5 days)
46
(APIAO and BAC)
Monitoring and Budgeting of Learning
and Development Interventions
Training (2 days)
Workshop (3 days)
20
(KRA3 and KRA5)
Legend: KRA 1 KRA 2 KRA 3 KRA 4 KRA 5 All KRAs
CY 2016
Eight learning activities have been planned for implementation in the last year of the
strategic HRD plan.
TITLE OF INTERVENTION MODE OF INTERVENTION NO. OF TARGETED
PARTICIPANTS
Action Planning for the
Infrastructure Committee
Team development
Coaching
25
eBudget End-User Training Training (3 days) 19
Management Audit Training (3 days) 4
Orientation on procurement Orientation (3 day) 20
Orientation on PHILGEPS Learning Session (1 day) 28
Performance-Based Rewards and
Recognition System Development
Training/Workshop (3 days)
Coaching (5 days)
16
Updating of the Strategic HRMD Plan Planning Workshop
(3 days)
16
Presentation and Facilitation
Skills Enhancement
Training (3 days)
Coaching (3 days)
28
(KRA1 and KRA5)
Legend: KRA 1 KRA 2 KRA 3 KRA 4 KRA 5 All KRAs
Implementation Schedule Page | 43
Fields of study for scholarships and short courses along competency areas that need
strengthening were also identified. These include 13 courses that will target 37
participants from the RRDs.
FIELD OF STUDY PROPOSED COURSES NO. OF TARGETED
PARTICIPANTS
Monitoring and Evaluation
of Engineering Projects
Master of Engineering Project
Management
3
Information System
Development
Master in Geographic Information
Technology
3
Project Development and
Management
Master in Project Management 5
Financial Management Master in Financial Planning 5
Local Government Taxation Master in Taxation/
Master in Real Property Valuation 6
Public Administration Master in Public Administration 1
Procurement Course on procurement and Supply
Chain Technologies
2
Procurement Procurement Certification Training
Program
2
Procurement Course on Procurement and Contract
Management
2
Procurement Asset Management Fundamentals
Course
2
Monitoring and Evaluation
of Training Masters in Monitoring and Evaluation 2
Performance Appraisal and
Rewards System
Masters of Human Resource
Management 1
Technical Writing Short course on Technical Writing 3
Legend: KRA 1 KRA 2 KRA 3 KRA 4 KRA 5 All KRAs
Page | 44 Support Requirements
SUPPORT REQUIREMENTS
The strategic HRD Plan cannot be successfully implemented without resources that
can be provided from within and outside the organisation. The following section
consolidates financial, human resource, logistic, executive sponsorship, and other
support requirements for implementation of planned interventions for 2014, the first
year of plan implementation. Identification of support requirements for subsequent
years will coincide with the annual update of the strategic HRD plan.
Financial
The amount required to implement planned training and development interventions for
2014 amount to Two Million Two Hundred Twelve Thousand and Two Hundred
Pesos (P2,212,200), broken down as follows.
TITLE OF INTERVENTION COST
ESTIMATE FUND SOURCE TOTAL
(PER KRA)
KRA 1: Sustainable Road Maintenance 428,000
Annual Investment Planning 38,000 PPDO
Environmental Management Planning, including Orientation on Environmental Impact Assessment (EIA)
210,000 PRMF
Implementation of Road Safety Awareness Campaign, including development of IEC materials
80,000 PPDO
Equipment Management and Operation 100,000 PEO
KRA 2: Transparent Accountable Budget and Expenditure Management 531,000
Real Property Valuation Training 75,000 PASSO
Business Planning 80,000 EEDD
Benchmarking on Business Planning 186,000
Enterprise Asset Management 84,000 EEDD
Harmonization of the Planning and Budgeting Processes
106,000 PPDO/ Other possible
sources
KRA 3: Fully Functioning Internal Control and Internal Audit Services 340,900
Cash Management and Its ICS for Collecting & Disbursing Officers
120,400 PGBS
Technical Writing and Manual Development for the RRDs
105,000 PRMF
Flowcharting and Risk Assessment Workshop on ICS
115,500 APIAO
KRA 4: Transparent and Effective Procurement Processes 382,300
Enhancing the Procurement Process Management (RA 9184)
299,500 PRMF/PGSO
Developing and Delivering a Training/Orientation Module on RA 9184 for BAC Stakeholders
82,800 PGSO
Support Requirements Page | 45
TITLE OF INTERVENTION COST
ESTIMATE FUND SOURCE TOTAL
(PER KRA)
Human Resource Management and Development 530,000
Strengthening Learning and Development Policies, Systems and Processes
48,000
PHRMO (Counterpart)
PAHRODF
Organisational Review and Redesign 220,000 PHRMO
Development of Competency Models (for 4 remaining RRDs)
146,000 PHRMO
Installing a Strategic Performance Management System (SPMS)
58,000 PHRMO
PGA Values Orientation 58,000 PHRMO
Legend: KRA 1 KRA 2 KRA 3 KRA 4 KRA 5 All KRAs
Training budget is embedded in the Maintenance and Other Operating Expenses (MOOE) of all PGA departments. However, allocation for training activities that cut across other departments (e.g. CSC training, values orientation, etc.) is proposed to be centralised in PHRMO starting 2014.
To implement some interventions, external funding support will be provided by the Department of Foreign Affairs and Trade–Australian Aid through its PRMF and PAHRODF Facilities. DOF funds will also be tapped for implementing 2014 interventions.
Human Resource
The strategic HRD Plan implementation will be led by the Learning and Development
(L&D) Division of the PHRMO. The L&D Division will be supported by an expanded HR
Core team composed of personnel who will be assigned to perform HR functions in all
departments. A pool of trainers from different departments will also be established to
serve as resource persons in the design and delivery of training activities.
Logistic
Equipment, supplies, venue, meals, transportation, communication, and
accommodation requirements in implementing training and development interventions
are also identified. Access to these resources is critical to successfully implement HRD
interventions as planned.
Executive Sponsorship
Engagement of the new LCE and Sangguniang Panlalawigan as HRD champions is
vital in the implementation of the plan. Visible and active support may be demonstrated
through approval of financial and other resource requirements, acknowledgement of
planned HRD interventions as a priority, and their presence in important HRD
activities.
Page | 46 Responsibilities In Plan Implementation
RESPONSIBILITIES IN PLAN IMPLEMENTATION
Critical to the success of plan implementation is the active and committed involvement
of all concerned offices in performing their roles.
Provincial Human Resource Management Office
The PHRMO through its Learning and Development (L&D) Division leads the implementation of HRD Plan including monitoring of milestones and accomplishments.
The primary responsibility and accountability for HRD lies with the Learning and Development Division. As such, it will ensure that all planned activities are properly executed and monitored including application of learning in the workplace.
PGA Leaders
The Governor and Sangguniang Panlalawigan, as champions of HRD, will provide the needed executive sponsorship of all planned learning and development activities. They will ensure that HRD initiatives are fully supported by all members of the PLGU.
The Department Head, Assistant Department Head and Supervisors identify learning needs of their subordinates and encourage them to participate in appropriate training interventions. They will also ensure that trainees are well-selected and have the opportunity to transfer learning on the job. They will also be responsible for monitoring and evaluating if desired results of training are achieved.
Provincial Budget Office (PBO)
PBO is responsible for ensuring that budget allocation and obligation are aligned with established HRD priorities.
Provincial Planning and Development Office (PPDO)
PPDO will ensure that HRD is mainstreamed in all the planning and budgeting processes in the PGA and its results are captured in M&E reporting.
HR Core Team
The HR Core Team will assist the PHRMO in the formulation and execution of the HRD Plan. They will also be involved in identifying training needs and conducting training interventions.
Other HR Support Groups
A Trainers’ Pool will provide technical expertise in the design and conduct of training activities.
The Aklan Provincial Government Association of Administrative Officers (APGAAO),
whose members perform HRMD functions within PGA departments, will assist their
respective department heads in monitoring transfer of learning in the workplace.
Monitoring and Evaluating the HRD Plan Page | 47
MONITORING AND EVALUATING THE HRD PLAN
Purpose of the M&E Plan
Monitoring and Evaluation (M&E) involves tracking the progress and assessing the
results of HRD interventions. Specifically, M&E has the following purposes:
Ensure that planned results are delivered;
Determine the effectiveness of HRD programs in addressing identified
competency gaps;
Analyse and demonstrate the value of HRD in achieving organisational
goals; and
Generate and use lessons learned to improve HRD programs and
support systems.
A Monitoring and Evaluation Plan has been formulated covering the planned HRD
interventions for 2014 (Year 1). It will guide the conduct of activities to track and
assess HRD interventions and the overall HRD Plan execution. The M&E Plans for
interventions in succeeding years will be developed at the beginning of each year.
Focus of the M&E Plan
The M&E Plan focuses on key elements of the HRD Plan. In particular, each HRD
intervention in the plan is measured at four levels5:
Level 1: Learners’ Reaction or the extent to which learners find the
learning environment conducive to their learning
Level 2: Learning or the extent to which learners acquire the required
competencies through the intervention
Level 3: Application or the extent to which learners apply acquired
competencies in the workplace, contributing to the achievement of
desired outcomes
Level 4: Desired Outcomes or the extent to which organisational results
are achieved
In addition, M&E takes account of aspects of HRD Plan implementation, including:
learners (number, position and office they belong), planned schedule, and financial
requirements. It also specifies the M&E methods and tools to be used, the sources of
data, schedule and persons responsible for ensuring that M&E activities are
conducted.
The HRD M&E Plan for Year 1 interventions is found in Annex 3.
5Adapted from the Kirkpatrick’s Four Levels of Evaluation in Evaluating Training Programs, 3
rd Edition by Donald L. Kirkpatrick
and James D. Kirkpatrick, 2005.
Page | 48 Monitoring and Evaluating the HRD Plan
Users of the M&E Plan
Considering that the PHRMO is the primary owner of the HRD Plan, it is also the
primary user of HRD M&E Plan. It is accountable for ensuring that:
M&E activities, including data-gathering, analysis, reporting, and
communications, are done in a timely manner and in accordance with
the M&E plan.
Employees who have been identified as responsible for M&E are
properly oriented, meaningfully involved in the development of the M&E
plan, and fulfill their responsibilities set forth in the plan.
The HRD M&E Plan is regularly reviewed and updated as necessary.
Other users of the M&E Plan include the HR Core Team, APGAAO and the
Department Heads (managers and supervisors). They participate in formulating the
plan and ensure support for the implementation of M&E activities in their respective
departments.
Reporting and Communicating M&E Results
M&E findings will be documented in an M&E Report that provides an account of the
actual results of HRD intervention vis-à-vis the plan, an analysis of the factors that
facilitated and hindered implementation, and recommendations on next steps. The
table below shows the key audiences of the M&E report and some of the decisions
they may make based on the report.
Audiences Decisions
PHRMO Make adjustments to HRD interventions to ensure learning objectives and expected results are met
Take action to sustain the gains from the interventions
Address difficulties in implementation so that objectives are met
Recommend enabling policies to support HRD
Plan for future interventions
HR Core Team Assist the PHRMO in all of the above, particularly in implementing them in
own department
Department Heads Provide support needed to further reinforce learning, particularly in the workplace
Recommend enabling policies to support HRD
Plan for future interventions
LCE Provide strategic direction to HRD
Provide support needed to further reinforce learning
Determine and enact policies to support HRD
Sangguniang Panlalawigan
Determine and enact policies to support HRD
Approve budget allocation for HRD interventions
Change Management Plan Page | 49
CHANGE MANAGEMENT PLAN
The Change Management Plan aims to facilitate the transition from the present state to
the desired state of HRD. Specifically, it assists the process owner, in this case the
Learning and Development Division of the PHRMO, in ensuring that:
The vision for change is communicated to and supported by its
stakeholders;
Change efforts are guided by a clear plan of action to introduce,
implement, and sustain the change within the organisation;
Systems, tools, and processes enable the organisation to adopt to the
change;
Factors that can hamper the smooth transition are anticipated and
properly addressed;
Feedback is generated and used to improve affected processes.
PHRMO aspires to be a “strategic partner in achieving PGA's development agenda
through its leadership in building and enhancing competencies of employees to deliver
services.” This vision translates to:
Mechanisms in place for planning, implementing, monitoring and
evaluating, and sustaining learning and development programs;
HRD activities being guided by a strategic HRD Plan that identifies
appropriate learning and development interventions responsive to
priority HRD needs;
HRD planning that is mainstreamed in the annual planning and
budgeting process with budget centralised in PHRMO for activities that
cut across all departments;
Targeted and needs-based selection of participants to learning and
development programs;
PHRMO leading the implementation of the HRD Plan through a
functional L&D Division;
Department Heads who take more responsibility in identifying the
training needs of their respective employees and in evaluating the
effectiveness of the learning activities;
HR Core Team assisting the PHRMO L&D Division in planning and
implementing the HRD Plan;
An established pool of trainers coming from different departments
assisting PHRMO in designing and conducting training as technical
experts;
Page | 50 Change Management Plan
Regular monitoring and evaluation of HRD Plan to determine value for
money and provide input to annual planning.6
Towards this end, a Change Management Plan was developed to enable PHRMO to transition to this new strategic role. The Change Management Plan has three components: the Change Action Plan, Risk Management Plan and Communication Plan.
Action Plan
The Change Action Plan outlines activities, timelines, responsibility areas, and support
requirements for managing the change process. It was developed after an analysis of
the change environment and seeks to address issues that may arise during the
transition period. Planned actions focused on securing buy-in for the change, setting
up support systems, and promoting a climate that is conducive for change.
Institutionalisation will also ensure that the organisation is able to build on the gains
from both the content and process of change and provide lessons for smooth
implementation of future change efforts.
The Action Plan can be found in Annex 6.
Risk Management Plan
Risk Management Planning involves identifying potential problems that can seriously
threaten a proposed course of action. It provides preventive actions that will eliminate
the likely causes of each anticipated risk, and also defines contingent actions to
minimise the serious effects of potential problems. The plan identifies the persons who
will carry out preventive and contingent actions to increase the likelihood of success in
carrying out the HRD plan.
Basically, the identified risks revolve around three major areas: 1) Getting support for
the change to a more strategic HR; 2) Institutionalising the required systems and
employee capabilities that will enable PHRMO to assume this more strategic partner
role; and 3) Sustaining any gains achieved in this transformation.
As the Risk Management Plan indicates, the HR Core team intends to get full support
from PGA Management to secure buy-in and fully engage the entire PLGU in this
change effort. Furthermore, it plans to invest in building internal capabilities of PHRMO
staff who will be tasked to set up learning and development systems. Finally, it
provides mechanisms to ensure that everyone in the organisation is informed of the
progress of the change effort and that any success is celebrated.
The Risk Management Plan appears in Annex 6 of this document.
6PHRMO Change Plan, 2013
Change Management Plan Page | 51
Communication Plan
Apart from the priority HRD interventions for calendar years 2014-2016, the PGA
Strategic HRD plan outlines the systematic as well as procedural changes in
identifying and conducting PGA’s learning and development program. In particular, the
plan identifies the need for: a) setting and aligning learning and development
interventions with PGA’s strategic directions; b) engaging critical stakeholders in the
development and implementation of the plan; c) developing competency-based
learning and development interventions; and d) monitoring the progress and evaluating
the results of the program.
Integral to the development and implementation of the plan is the inclusion of a
comprehensive communication plan that will enable the PHRMO and the HR Core
Team to generate buy-in and participation from its critical stakeholders.
The HR Core Team has developed several key messages that will address the
informational and motivational needs of the different stakeholders about the HRD plan.
Critical information about training and other learning and development interventions
will be produced and disseminated through different communication strategies and
media. The PHRMO will maximise the use of existing channels such as the weekly flag
ceremonies and APGAAO meetings as opportunities to educate internal stakeholders
of training opportunities and other learning and development activities throughout the
year. The PGA website and its social media presence will also contain information
about the HRD interventions.
To ensure active participation from external and internal stakeholders, the PHRMO
and the HR Core Team will develop communication collaterals such as flyers and
presentation materials that will include information on the importance and benefits of
participating in learning and development activities. Feedback mechanisms as well as
continuous updates will be provided to employees, department heads, and the LCE in
the course of the implementation of the HRD plan. Finally, multipartite meetings as well
as presentations will be conducted with oversight agencies and other partner
institutions to relay PGA’s commitment to the development and professionalisation of
its public servants.
Annex 6 contains the specific elements, contents, and activities of the strategic HRD
communication plan.
Page | 52 Change Management Plan
Annex 1: List of Completed and Ongoing HRD Intervention Page | 53
ANNEX 1:
LIST OF COMPLETED AND ONGOING HRD
INTERVENTIONS IN SLRM KEY REFORM AREAS
Page | 54 Annex 1: List of Completed and Ongoing HRD Intervention
List of Completed and On-Going HRD Interventions
in SLRM Key Reform Areas
TITLE OF HRD INTERVENTION INCLUSIVE DATES OF
IMPLEMENTATION GAINS
PRNDP Development Activities:
Coaching on the preparation of the PRNDP
PRNDP Workshop
PRNDP Spatial Development Session
PRNDP Formulation Session and Core Road
Prioritization
PRNDP Writeshop
PRNDP Session on Follow Through
Writeshop
May 16-18, 2012
Jun 20-22, 2012
Jun 27-29, 2012
Jul 30-Aug 3, 2012
Aug 28-31, 2012
Sept 3-5, 2012
Gained stakeholders participation in road
prioritization
Formulated the very first PRNDP draft
Updated the PRNDP's multi-year investment
program and enhancement of the Monitoring
and Evaluation framework
Enhanced awareness of different possible
spatial development strategies to be adopted
by the Province for identified growth corridors
Workshop on Workplace Development
Objectives (WDO)
Apr 03, 2012 Drafted WDO for each of the field of study
identified for scholarship support
Writeshop Session on PRNDS Apr 12-14,2012 Technical knowledge in writing multi-year
plans
Training and Orientation on GIS Apr 16-20, 2012 Knowledge and skills in putting road inventory
data in GIS software
SSI Database Workshop Apr 18, 2012 Revised and Final encoded Personal Data
Sheet (PDS)
Government Procurement Reform Act
(GPRA) Refresher Training
Apr 18-19, 2013 Knowledge on the updates and amendments
of the RA 9184 or Government Procurement
Reform Act
Training and Orientation on Global Positioning
System (GPS)
Apr 21-26, 2012 Knowledge and skills in using GPS equipment
in conducting road inventory
Regional Congress of Human Resource
Management Practitioners
Aug 14-16, 2013 Best HR Practices, Competency-Based HR
System, GSIS Good Governance Updates,
and Localization of the Magna Carta of
Women and Gender and Development
Mainstreaming
Provincial Road Network Development
Planning (PRNDP) TWG Meeting
Aug 15, 2012 Updates of PRNDP development status
Orientation on Annual Maintenance Work Plan
(AMWP)
Aug 23-25, 2012 Knowledge and skills in the identification of
maintenance works for specific road sections
and the formulation of maintenance work
plans
Coaching on GPS Report (Processing and
Map Generation of Road Condition and
Inventory Survey Using GPS and GIS)
Aug 28-31, 2012 Learned how to generate maps out of road
inventory data incorporated in GIS
Enhancement of the Competencies of BAC,
BAC-TWG and BAC Secretariat and the 12
Related Provincial Road Management Facility
Offices on the Procurement Process
Aug 29-31, 2013 Knowledge on the standard procedure of
Procurement Process
Annex 1: List of Completed and Ongoing HRD Intervention Page | 55
TITLE OF HRD INTERVENTION INCLUSIVE DATES OF
IMPLEMENTATION GAINS
Coaching on Road Inventory Survey
(Base Correction and Data Processing)
Aug 6-15, 2012 Learned how to correct the Total Station to be
used for the road inventory
Provincial Level Road Safety Workshop Aug 7-9, 2012
Road Safety PPA Development Aug 7-9, 2012 Formulation of plans, programs and activities
for road safety
PGA Contractors’ Forum Dec 12, 2012 Accreditation of contractors, suppliers,
distributors, and submission of contractors
confidential application statement for
registration
Increased Awareness of e-BAC Filing System
Hands-On Training on e-BAC Filing System
with for BAC, BAC-TWG and BAC Secretariat
Dec 27-28, 2012 Conversion of all bid documents of all
infrastructure procurement projects into
portable documents format (PDF) and their
uploading into the system
Encoding of pertinent information/data relative
to contractor's accreditation
Orientation on the Skills Inventory for Aklan Feb 17, 2012 Identification of SSI-TWG, KRA and PGA
competencies (Core, Knowledge, Skills, and
Attitude - KSA)
Philippine Government Electronic
Procurement System (PHILGEPS) Training for
Buyers
Feb 26-27, 2013 Knowledge and skills in awarding contracts,
posting of notice to proceed, and invitation to
bid
Installation, Orientation, and Training on
HRMIS
Jan 16-18, 2013 HRMIS Installation and Applications
Roads and Bridges Infrastructure Vulnerability
Audit
Jan 19-20, 2012 Capacitated PLGU key personnel on auditing
and conducting assessment on the
vulnerability of infrastructures on
environmental hazards
Orientation Workshop on PRNDS Workshop
on Provincial Road Network Development
Strategy
Jan 28–Feb 1, 2013 Various stakeholders became aware of the
importance of conducting PRNDS
Provincial Road Safety Workshop Jul 02 – Apr 4, 2012 Gained new knowledge/insights on road
safety signs
Coaching on Traffic Survey & Traffic Data
Processing
Jul 11-12, 2012 Trained camineros on recording traffic data
Road Condition Survey and Traffic Survey of
Provincial Team
Jul 20-Aug 4, 2012 Identification of defects of every road section
for proper road maintenance
Briefing to Suppliers on BAC Requirements Jul 26, 2013 Enhanced awareness of participating
contractors, suppliers, distributors, and
manufacturers about Provincial BAC
requirements for eligibility and bidding
Page | 56 Annex 1: List of Completed and Ongoing HRD Intervention
TITLE OF HRD INTERVENTION INCLUSIVE DATES OF
IMPLEMENTATION GAINS
Registration in the PHILGEPS for Integrated
Notice Publication (INP) Interface
Jun 10-11, 2013 Integrated Notice Publication (INP) Interface
from PHILGEPS access to Aklan's Website
Coaching on Development of IA Charter and
Operations manual
Jun 19-21, 2012 Crafted an IA Operations Manual, which
serves as a guide to all APIAO operations
RRD Heads Role Clarification Jun 25, 2013
Sep 18, 2013
Understanding of top managers on their HR
roles
Agreement on their role in human resource
development planning
Commitment to support specific HRD
interventions for their department’s funds
Detailed Engineering Design (DED) Refresher
Course
Jun 25-30, 2012 Familiarised DED team with comprehensive
survey details, road designs that meets
standard and criteria, are cost reliable and
safe, and apply civil 3D to improve present
system of implementation
Leadership Development for RRDs Jun 3-6, 2013 The workshop empowers and enhanced
competencies of the participants in
implementing change plan through
application of newly learned practices and
tools
Road Safety Workshop Jun 4-8, 2012 Knowledge in the identification of road safety
hazards, identification of provincial
roads/activities to be installed with road safety
devices
Training and Workshop on Risk Assessment
and Internal Audit Process
Mar 11-15, 2013 Learned the basic concepts of internal
auditing and identified possible risks and
internal controls to mitigate them
Workshop on Risk Assessment, Internal
Controls and Internal Audit Practices
Mar 11-15, 2013
May 25-26, 2013
United 12 road-related offices who assessed
the system risks and corroborated in
information management, audit reporting,
decision-making, and solutions formulation
Audit reports are updated and management of
risks/problems have been planned
Availed Scholarships on Internal Audit and
Control
Seminar-Workshop on formulating the Agency
HR Plan and Strategic Performance
Management system
Mar 12-15, 2013 Increased awareness of LGU key players in
the formulation of their respective Agency
Strategic HR plan and the installation of
SPMS
Workshop on Traffic Survey Mar 13-14, 2012 Knowledge and skills in conducting traffic
survey
Annex 1: List of Completed and Ongoing HRD Intervention Page | 57
TITLE OF HRD INTERVENTION INCLUSIVE DATES OF
IMPLEMENTATION GAINS
Multi-stakeholder Consultation Mar 20, 2012 Engaged various and diverse stakeholders in
road network development plans and
strategies
Development of the PGA Staff Skills Inventory
(SSI)
Mar 5-29,2012 Refined SSI Tool and survey form
Collected and analysed survey results
Completed Staff profile (in tables and
narratives) per Department, consolidated
skills inventory results, and Staff Profile
Analysis, graphed KSA
Capacitated administrative personnel in
conducting SSI
Appreciated value of the SSI particularly
among RRDs
Target incentive amount received
SSI useful as basis for updating HR records
HR Core Team Teambuilding Workshop Mar 5-6, 2013 Strengthened relationships and improved
collaboration among team members
Workshop on Provincial Road Network
Development Strategy (PRNDS)
Mar 5-7, 2012 Involved widely diverse stakeholders in
identifying road development strategies
Executive Forum on "Understanding the
Organization's Internal Control System”
Seminar Workshop on Internal Control and
Internal Auditing Principles and Practices
Mar 7-8, 2012
May 23-25, 2012
Established Aklan Provincial Internal Audit
Office (APIAO), which later became a
Department tasked to develop Strategic Plan,
Annual Audit Plan and its Operations
Course Counselling of the Australian Aid
Scholars
Mar 8-9, 2012 Re-Entry Action Plans (REAPs) of Australian
Aid scholars that would ensure transfer of
learning from studies to the workplace upon
completion of their course
Coaching on NetR9 Base Station (Hands-on
Training on Road Inventory Using GPS &
Coaching on RBIS Data Structure)
May 14-18, 2012 Knowledge and skills on how to use Total
Station in conducting road inventory
Orientation on Workforce Profiling and
Capacity Development
May 15-18, 2012 Increased awareness of key aspects of the
Capacity Development Component of the
PRMF and the Framework that underpins it,
processes in the CD Guidelines through which
the CD Component and Framework are made
operational
Human Resource Development Planning for
the PGA Road Related Departments (RRDs)
May 21 – Oct 18, 2013
(ongoing)
Formulated PGA HR Strategic Directions
Developed strategic 3-year human resource
development plan (including monitoring and
evaluation plan and change management
plan) for the PGS RRDs aligned with PGA
priorities and the SLRM agenda
Capacitated HRD Core Team in making
presentations, facilitation, prioritization of
competency gaps, technical writing and
assessment of RRD performance against
Page | 58 Annex 1: List of Completed and Ongoing HRD Intervention
TITLE OF HRD INTERVENTION INCLUSIVE DATES OF
IMPLEMENTATION GAINS
desired results
Development of the Information Systems
Strategic Plan (ISSP)
Orientation, Workshop and Finalization of
ISSP
May 21-23 and 30, 2012
June 11, 14 and 30,
2012
Drafted and finalized the Information Systems
Strategic Plan (ISSP) of PGA
Information System Strategic Planning (ISSP)
Training
May 22-23, 2012 Clarified ISSP requirements per office,
developed annual ISP programs, projects and
activities, ISSP implementation mechanism
Sharing of Experiences with LGU Lanao del
Norte and Davao del Norte
May 2-3, 2013 Shared practices, captured lessons from the
HR Coaching experience, and identified
possible applications in respective LGU
workplace of the critical learning gained
Basic Internal Control concepts, and Internal
Auditing Principles and Practices
May 23-25, 2012 Risk Assessment for PHRMO
Presentation and Facilitation Skills Workshop May 27-29, 2013 Enhancement of presentation and facilitation
skills, boosting of confidence in delivering
presentations and facilitating meetings and
discussions
Road Maintenance Strategy Workshop May 28-31, 2013 Identification of road maintenance strategies
relevant to all road sections of the province
Learned the EMK Method on cost estimation
Benchmarking Activity in the Provincial
Government of Misamis Oriental on e-BAC
Filing System
Nov 21-23, 2012 Application of the BAC e-Filing system
developed by the PLGU MIS Office as shared
by the Provincial Government of Misamis
Oriental
Province-Wide Conduct of
Mainstreaming/Integration of Disaster Risk
Reduction/Climate Change Adaptation
(DDR/CCA) in the Local Planning and
Decision Making Processes
Nov 27-28, 2012 Increased participant's awareness in climate
disasters and how to use the advancement in
technology to reduce possible risks
Navigation of GPS and incorporation of
gathered data for planning and decision-
making for disaster risk reduction
Change Management Workshop Nov 27-29, 2012 Developed Change Management Plan and
clarified roles in its implementation
HROD Planning Workshop Nov 28-29, 2011 Proposed Human Resource Organizational
Development Plan; Fields of study for
Australian Aid Scholarship Grant were
identified
Annex 1: List of Completed and Ongoing HRD Intervention Page | 59
TITLE OF HRD INTERVENTION INCLUSIVE DATES OF
IMPLEMENTATION GAINS
HRMIS Assessment Workshop Oct 16-18, 2012 HRMIS Usage, Project Management
Application, PLGU HRMIS requirement
needs, HRMIS team
Learning Session on Competency Modelling Oct 24-25, 2012 Competency Modelling
Australia Development Awards(Scholarships) Ongoing Knowledgeable scholars to implement needed
PPAs in the different SLRM areas
8 Graduated
3 Graduating
Monthly and Yearly Budgeting updates,
seminar/ conference
Ongoing Latest budget Updates, circulars and Memos
from DBM/ Benchmarking with other
provinces.
Gender and Development (GAD)-related
training activities
On-going Proper budget allocation for GAD related
PPAs
Updated Aklan GAD Code
Designation of GAD focal person in each PGA
department
Philippine Association of Local Treasurers
(PHALTRA) National Conventions
Ongoing Annually Benchmarking with other Provinces for their
best practices
Basic Incident Command System Sept. 25-27,2012 Knowledgeable PBO staff to handle basic ICS
Change Management Planning for RRD
Heads
Nov. 27 to 29, 2012 Capacitated RRD heads embracing change
Electronic Statement of Receipts and
Expenditure (eSRE)
Upon revision and
updates on the system
Systematic monitoring of PLGU's income and
expenditures
Less time preparation of report
Accuracy of report produced by the system
Quantum GIS Training May 21 to 25, 2012 Establishment of GIS system
Implemented tax mapping of 3 sections of
Barangays Balabag, Boracay, Malay, Aklan
using GPS and GIS systems
Capacitated personnel in using open source
system
Seminar on Appointment Preparation May 29 to 31, 2013 Capacitated administrative employees in
preparing appointment papers
Page | 60 Annex 1: List of Completed and Ongoing HRD Intervention
TITLE OF HRD INTERVENTION INCLUSIVE DATES OF
IMPLEMENTATION GAINS
Strategic Financial Management Plan July 9, 2011 to April 4,
2013
SFMP indorsed by the LCE
Capacitated EEDD, Budget, Accounting,
Treasurer and Assessor (EBATA) team in
financial management planning and
forecasting
Enhanced consciousness among PGA
executives about the need to engage in the
planning process to assess the existing
systems/practices and explore other
possibilities in improving revenue generation
particularly in the EEDD units
Realization of the importance and the need of
strategic planning in the province
Strategic HR Plan Development March 12 to 15, 2013 Roll out of Strategic HR Plan required by CSC
Legend: KRA 1 KRA 2 KRA 3 KRA 4 KRA 5 Al
Annex 2: Competency Models, Assessment Tools and Assessment Data Page | 61
ANNEX 2:
COMPETENCY MODELS, ASSESSMENT TOOLS
AND ASSESSMENT DATA
• Core Competencies
• Leadership Competencies
Page | 62 Annex 2: Competency Models, Assessment Tools and Assessment Data
PGA CORE COMPETENCY ASSESSMENT SUMMARY DATA
Competency TOTAL AVERAGE
A. QUALITY SERVICE 3.39
1. Proactively seeks information about client needs and ways to improve delivery of
services. 3.25
2. Attends to clients in an enthusiastic and friendly manner. 3.59
3. Responds and acts on clients’ request efficiently. 3.37
4. Welcomes and addresses feedback to improve the quality of service. 3.33
5. Deals with clients with respect even under pressure. 3.42
B. STEWARDSHIP 3.29
1. Maintains government assets (equipment, machines, building, etc.) operational and in
good condition. 3.42
2. Ensures value for money in procuring goods and services. 3.19
3. Uses government properties strictly for official purposes. 3.47
4. Reports damaged or lost assets for proper action (repair, disposal, documentation,
etc.)
3.27
5. Turns over unserviceable equipment to GSO for proper disposal. 3.11
C. TEAMWORK 3.41
1. Contributes helpful ideas and information during group discussions. 3.31
2. Listens to others and respects their perspectives on issues. 3.50
3. Supports decisions and agreements made by the group. 3.48
4. Takes responsibility for own assignments and performs role in the team. 3.41
5. Affirms other members’ commitment and accomplishment. 3.33
D. OPERATIONAL EXPERTISE 3.11
1. Ensures that own outputs are of best quality. 3.28
2. Plans and implements ways to improve own performance. 3.16
3. Monitors and evaluates own performance. 3.10
4. Keeps abreast of latest developments in the field of specialization. 3.01
5. Seeks and attends training and development opportunities. 3.00
E. INNOVATIVENESS 3.20
1. Explores better ways of performing own job. 3.34
2. Persistently seeks alternative solutions to problems despite obstacles. 3.25
Annex 2: Competency Models, Assessment Tools and Assessment Data Page | 63
Competency TOTAL AVERAGE
3. Thinks out of the box and discovers new approaches in performing tasks. 3.09
4. Maximizes all available resources in accomplishing deliverables, including those that
are currently inaccessible.
3.14
5. Adopts and implements new approaches as needed to respond to changes in
requirements of the job.
3.17
F. INTEGRITY 3.36
1. Familiarizes self with the moral and ethical standards of public service. 3.37
2. Acts and decides on the basis of these standards. 3.31
3. Reports violations of moral and ethical standards. 2.95
4. Maintains a modest lifestyle. 3.46
5. Refuses to accept bribes, expensive gifts and other forms of corruption. 3.71
G. GENDER-RESPONSIVENESS 3.44
1. Accommodates all clients regardless of gender, ethnicity, and economic status. 3.66
2. Prioritises physically challenged, pregnant and elderly clients when rendering service. 3.64
3. Supports and participates in gender and development programs of the province. 3.18
4. Respects ideas and views that are different from own perspectives. 3.45
5. Seeks information from others who have different backgrounds and interests. 3.29
H. ENVIRONMENT-FRIENDLINESS 3.51
1. Segregates and recycles office and housekeeping supplies. 3.34
2. Conserves water, electricity and other energy sources. 3.59
3. Disposes waste properly. 3.59
4. Strictly observes “No Smoking Policy” in the workplace. 3.76
5. Supports and participates in environmental programs and advocacies. 3.25
Page | 64 Annex 2: Competency Models, Assessment Tools and Assessment Data
PGA LEADERSHIP COMPETENCY ASSESSMENT DATA
Competency TOTAL AVERAGE
Competency
1 Exemplifying Integrity 3.60
Key
Behaviours 1. Inspires others to act at the highest level of honesty and integrity. 3.80
2. Inspires public appreciation for, confidence, and a trust in the necessary work of
government both through personal example and Agency policies, procedures, products, and
services that deserve such appreciation, confidence and trust.
3.67
3. Demonstrates public service as a higher calling and an honourable profession, both
through personal example as well as through the principles that visibly guide the
organization one leads.
3.70
4. Establishes procedures and policies that support an organizational moral compass –
teaching the principles of integrity and honesty, setting clear and explicit standards of
behaviour, and ensuring aggressive and visible commitment to observing these standards.
3.40
5. Provides accurate, current and understandable information to policy-makers and
citizens, exposing implications of choice in an unbiased fashion. 3.50
Competency
2 Delivering Service Excellence 3.24
Key
Behaviours
1. Anticipates and identifies what stakeholders need and value based on knowledge
of the PGA Road Map, strategies and scorecard; customer satisfaction survey; latest
industry practices and trends; and an in-depth understanding of the parameters and
condition of customer service satisfaction.
3.00
2. Provides correct, adequate and prompt information to customers as may be
necessary. 3.30
3. Anticipates stakeholders' needs and responds immediately. 3.33
4. Proactively comes up with solutions to manage stakeholders' expectations. 3.40
5. Initiates improvements in service delivery based on stakeholder feed back. 3.50
6. Influence changes in system, practices or policies to attend to a customer's unusual
or outside-of-scope needs, cognizant that the requirement does not impact the bureaucracy
or organization processes adversely.
3.00
Competency
3 Solving Problems and Making Decisions 3.27
Key
Behaviours
1. Creates or offers alternatives or out right decision to a choice dilemma based on
the broad strokes of the musts-wants criteria and cognizant of the trends, patterns
and related factors in the choice and its effects to individuals or groups as well as
existing policies or practices of the organization.
3.10
2. Seeks information from other sources who are not directly involved or who are not
routinely consulted for their perspective but may be useful to the study of the deviation. 3.40
Annex 2: Competency Models, Assessment Tools and Assessment Data Page | 65
Competency TOTAL AVERAGE
3. Offers several alternatives to solve the problem, providing an analytical framework
for weighing the pros and cons of proposed solutions. 3.20
Competency
4 Demonstrating Personal Effectiveness 3.38
Key
Behaviours 1. Performs and completes given tasks, considering and addressing their potential
impact organization-wide and across the bureaucracy. 3.10
2. Acts as a role model for balance work, personal and family life. 3.40
3. Creates a culture that fosters high standards of values and ethics. 3.44
4. Instils mutual trust and confidence with/among groups and individuals. 3.40
5. Asks for and uses feedback to improve performance. Seeks and acquires new work
methods, ideas, and information that will improve efficiency and effectiveness on the job. 3.60
Competency
5 Managing Information 2.98
Key
Behaviours 1. Fosters the development of appropriate information assets and discipline in spite of
gaps in tools or technology to effectively manage and capitalize on information. 2.90
2. Identifies, develops, and articulates information management strategies and ensures
that these are embedded within key organizational processes. 3.00
3. Ensures information management activities are coordinated across the organization. 3.00
4. Drives value and constantly reviews the impact of information management
strategies and policies into the organization and the public sector, in general. 3.00
Competency
6 Championing and Applying Innovation 2.73
Key
Behaviours 1. Builds on others' ideas to come up with original and new alternatives to put in place
solutions that are beyond standard approaches to work/ service delivery. 2.70
2. Identifies accurately when and where changes may be applied based on trends and
patterns. 2.80
3. Develops creative approaches or unique solutions to improve practices, systems, or
services including the reduction and management of risks. 2.60
Competency
7 Writing Effectively 2.88
Key
Behaviours 1. Knows and uses appropriate content, clarity, logic, and presentation of written
communications. 3.20
2. Recognizes the legal and regulatory requirements in written communications, and
tailors written work for the intended purpose and audience. 3.00
3. Drafts Resolutions, Pleadings, Training Designs, Terminal Reports, and Speeches in
compliance with agreed or prescribed communication standards. 2.50
Page | 66 Annex 2: Competency Models, Assessment Tools and Assessment Data
Competency TOTAL AVERAGE
4. Utilizes variety of visual elements such as graphs, charts, and illustrations to
enhance understanding of the written content. 2.80
Competency
8 Speaking Effectively 3.11
Key
Behaviours 1. States complex technical concepts in an understandable manner and uses
appropriate supporting materials. 3.00
2. Advocates Strategy Map regularly and effectively; and operationalizes broad
objectives into accessible and understandable language to help people Identify their
contribution in the organization.
2.70
3. Promotes an open line and on-going communication to address issues and align
efforts to organizational goals. 3.30
4. Cascades strategy map of the Agency and builds support and buy-in. 2.70
5. Presents to the Local Chief Executive (LCE) programs, projects, and issues relative
to their areas of responsibility for decision/ resolution. 3.20
6. Presents budget to Sangguniang Panlalawigan (SP) during Budget Hearings. 3.50
7. Responds appropriately, accurately, and with composure to challenging questions or
comments. 3.30
8. Focuses communication to relay information, build motivation and call for action. 3.30
Competency
9 Planning and Delivering 2.75
Key
Behaviours 1. Charts and sells key priorities and goals to stakeholders with the intent of prioritizing,
sequencing and scheduling goals based on cascaded strategies. 2.60
2. Creates strategic alliances to ensure that goals and plans are aligned and relevant to
the interests of other groups and their respective organizational strategy. 2.80
3. Distinguishes between tactical and operational goals and strategies, redirecting or
balancing resources so that the bigger or more relevant plans take priority in execution
without necessarily forsaking other plans.
2.70
4. Formulates policies, objectives, and structures and securing partners, resources, and
talent for the effective and efficient implementation of projects within the Provincial
Government.
2.90
5. Validates appropriateness of projects, seeking their alignment to each other and to
the overall strategic imperative of Provincial Government. 2.90
6. Acts as project consultant by providing technical advice on project implementation. 2.50
Annex 2: Competency Models, Assessment Tools and Assessment Data Page | 67
Competency TOTAL AVERAGE
Competency
10 Thinking Strategically 2.85
Key
Behaviours 1. Explains and communicates the alignment of the Office targets and strategies with
the PGA’s short and long-term goals and objectives based on the PGA Strategy Map/ Road
Map/Scorecard.
2.80
2. Motivates Office personnel to work together to accomplish/achieve common goals
within the Office and/ or reward outstanding contributors. 3.40
3. Calculates and manages risks in the implementation of Office Scorecard based on
emerging and future trends. 2.40
4. Champions and consistently communicates Office plans and programs within the
Provincial Government and/or the entire civil service. 2.80
Competency
11 Building Commitment 3.09
Key
Behaviours
1. Uses innovative ways to create conditions for shared working across levels and
functions. 3.10
2. Sets mechanisms in place to identify possible future challenges to effective team
working and proactively removing those obstacles. 2.90
3. Encourages sharing of experience, knowledge, best practices, and facilitates synergies
across functions. 3.40
4. Build teams that capitalize on differences in expertise and encourage them to share
expertise and bring synergies. 3.00
Competency
12 Developing People 3.02
Key
Behaviours
1. Leads in the development of policies, processes and/or mechanisms for identifying
talent, managing and developing them, and preparing them for new or future assignments or
responsibilities.
3.10
2. Uses creative ways of developing and inspiring talents such as Job Enrichment and
Job Enlargement in order for them to become more effective in their jobs or capable of
taking on bigger and more significant challenges and roles.
2.80
3. Empowers talents to come up with their own solutions to performance or
competency problems, and provides them opportunities to exercise, share and apply newly
learned skills.
3.20
Competency
13 Partnering and Networking 3.12
Key
Behaviours
1. Identifies opportunities for collaboration by building productive and supportive
relationships with partners/network to maintain existing relationships and establish new
ones.
2.90
2. Listens to the contributions of partners, irrespective of difference of opinion, and
recognizes areas of common interest to plan and carry out joint initiatives. 3.30
Page | 68 Annex 2: Competency Models, Assessment Tools and Assessment Data
Competency TOTAL AVERAGE
3. Establishes trust by participating fully on joint initiatives and assuming responsibility
on commitments. 3.20
4. Facilitates dialogue regarding common concerns and opinions; makes decisions
through consensus; and proposes potential actions. 3.20
5. Sets up regular meetings in order to gather and respond to feedback on what is
working, what needs are unmet and how to resolve specific problems. 3.00
Competency
14 Managing Performance 3.05
Key
Behaviours
1. Provides clear directions about performance expectations within offices by
establishing clear linkages between office goals and imperatives with the strategic direction
of the Provincial Government.
3.10
2. Assesses the capability and readiness of the office and its individual members in
supporting or fulfilling its goal/s relative to the strategic direction of the Provincial
Government.
3.00
3. Implements or seeks recommendations on how to augment skill, structural or system
gaps of the office in view of its contribution to the strategic direction of the Provincial
Government.
2.90
4. Spots potential changes, updates or enhancement to the current performance
management policies and guidelines and actively engages in discussions with appropriate
individuals or groups to effect recommendations.
3.20
Competency
15 Directing and Managing Change 3.06
Key
Behaviours 1. Updates one's self with relevant policies and issues that impacts on the change
management plan of the Department and makes adjustments accordingly. 3.22
2. Communicates the Provincial Government’s change initiatives within one's
Department and motivates staff by projecting personal enthusiasm and confidence that the
change effort will succeed.
3.22
3. Obtains and provides resources to implement change initiatives and works to make
others feel ownership of the change. 3.22
4. Demonstrates insight on possible changes across functions as a result of thinking
and analysis of current policies, practices and/or processes that need improvement or need
to be established.
2.78
5. Creates enthusiasm for change, stimulating people or groups and encouraging them
to look at the benefits, opportunities and possibilities that can be realized in light of the
change.
3.22
6. Sets up systems, processes and policies for sustaining change, developing change
agents and motivating people to accept and implement similar practices. 2.67
Annex 3: Progress of RRDs in Pursuing Desired in SLRM KRAs, Prioritised Competency Gaps,
Proposed HRD Interventions Implementation Plans and Monitoring and Evaluation Plan Page | 69
ANNEX 3:
PROGRESS OF RRDS IN PURSUING
DESIRED RESULTS IN SLRM KRAS,
PRIORITISED COMPETENCY GAPS, PROPOSED
HRD INTERVENTIONS IMPLEMENTATION PLANS
AND MONITORING AND EVALUATION PLAN
Key
Ref
orm
Are
a 1
Sust
aina
ble
Roa
d M
anag
emen
t
KR
A 1
: Sus
tain
able
Roa
d M
anag
emen
t
Pag
e | 7
1
KRA
RESU
LTS
CHAI
N
SLRM
Key
Ref
orm
Are
a 1
SUST
AINA
BLE
ROAD
MAN
AGEM
ENT
Impa
ct
Inc
reas
ed ec
onom
ic ac
tivity
and i
mpro
ved a
cces
s to p
ublic
infra
struc
ture a
nd se
rvice
s in t
he S
outhe
rn P
hilipp
ines
Outc
ome
10
Prov
incial
road
s are
reha
bilita
ted t
o a go
od co
nditio
n and
are s
ustai
nably
main
taine
d on a
n ann
ual b
asis
Refo
rm O
bjec
tive
100
Core
netw
ork o
f pro
vincia
l road
s sus
taine
d in g
ood c
ondit
ion
PG O
utpu
t 10
00
Susta
ined R
oad P
lannin
g and
Ser
vice D
elive
ry
Resu
lt St
atem
ents
11
00
12
00
13
00
14
00
15
00
1600
17
00
1800
19
00
Prov
incial
Roa
d Netw
ork D
evelo
pmen
t Plan
(PRN
DP) a
nnua
lly re
viewe
d and
upda
ted u
sing g
eogr
aphic
al inf
orma
tion s
ystem
s (G
IS)
Road
cond
ition s
urve
ys an
d tra
ffic su
rveys
cond
ucted
, stor
ed an
d ana
lysed
using
a ro
ad an
d brid
ge as
set m
anag
emen
t sy
stem
Road
proje
ct pr
opos
als de
velop
ed us
ing se
lectio
n and
prio
ritisa
tion p
roce
sses
takin
g into
acco
unt s
ocial
, eco
nomi
c and
en
viron
men
tal fa
ctors
to en
sure
susta
inabil
ity
Stre
ngthe
ned i
ntegr
ation
and m
anag
emen
t of
envir
onm
ental
cons
idera
tions
in pr
ovinc
ial ro
ads p
lannin
g, de
sign,
cons
tructi
on
and m
ainte
nanc
e Pu
blic p
artic
ipatio
n in t
he se
lectio
n, de
sign,
imple
menta
tion a
nd m
ainten
ance
of ro
ads
Annu
al bu
dgets
for r
oad r
ehab
ilitati
on an
d main
tenan
ce a
ppro
priat
ed b
ased
on t
he P
RNDP
prior
ities
Prov
incial
Dev
elopm
ent C
ounc
il (P
DC) p
rovid
es ov
ersig
ht for
road
secto
r plan
ning a
nd m
anag
emen
t A
road
safet
y plan
and r
oad s
afety
awar
enes
s cam
paign
is de
velop
ed a
nd im
plem
ented
A
monit
oring
and
evalu
ation
syste
m re
ports
on th
e per
form
ance
of ro
ad re
habil
itatio
n and
main
tenan
ce a
ctivit
ies to
supp
ort
inves
tmen
t plan
ning,
susta
inabil
ity an
d con
tinuo
us im
prov
emen
t
SL
RM K
RA S
TATU
S an
d CO
MPET
ENCY
GAP
S SL
RM K
ey R
esul
t St
atem
ents
Pe
rform
ance
In
dica
tors
Cu
rrent
Sta
tus
Com
pete
ncy G
aps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t 11
00
Prov
incial
Roa
d Ne
twor
k De
velop
ment
Plan
(PRN
DP)
annu
ally
revie
wed a
nd
upda
ted us
ing
Geog
raph
ical
Infor
matio
n Sy
stems
(GIS
)
Annu
ally
upda
ted
Prov
incial
Roa
d Ne
twor
k De
velop
ment
Plan
(PRN
DP)
Estab
lishe
d stru
cture
for
plann
ing:
-- Pr
oject
Mana
geme
nt Te
am
(for P
RMF)
--
Tech
nical
Wor
king G
roup
(p
er K
RA)
Train
ing an
d coa
ching
on
PRND
P for
mulat
ion co
nduc
ted
for T
WG
Upda
ted P
RNDP
appr
oved
by
the go
vern
or an
d Pro
vincia
l De
velop
ment
Coun
cil (P
DC)
Delay
in fin
alisa
tion o
f the
PRN
DP
Upda
ted P
RNDP
ne
eds t
o be f
ully
appr
oved
by
Sang
gunia
ng
Panla
lawiga
n (SP
)
No of
ficial
ly-de
signa
ted
PRND
P co
re te
am
resp
onsib
le for
pla
nning
Ins
uffici
ent p
erso
nnel
in the
PMT
and T
WG
Inade
quate
co
mpete
ncy o
f som
e TW
G me
mber
s to
deve
lop th
e PRN
DP
Incon
sisten
t plan
ning
appr
oach
es ta
ken b
y dif
feren
t coa
ches
Pa
rticipa
tion o
f som
e TW
G me
mber
s in
plann
ing pr
oces
s not
susta
ined u
ntil e
nd of
PR
NDP
write
shop
Pl
an no
t yet
subm
itted
to SP
beca
use o
f dela
y in
comp
leting
draft
Form
ulatin
g and
up
datin
g the
Pr
ovinc
ial R
oad
Netw
ork
Deve
lopme
nt Pl
an
(PRN
DP)
Targ
eting
/Sele
cting
pa
rticipa
nts to
HRD
Int
erve
ntion
s
23
PEO,
AK
ENRO
, PP
DO
Maint
enan
ce E
ngr.,
AP
E, P
E, E
MS-I,
CD
A-I, P
rovin
cial
ENRO
, Plan
ning
Offic
ers,
PPDC
, All
KRA1
AO/
AO
Desig
nate
Perm
anen
t
GIS
infor
matio
n us
ed to
upda
te the
PRN
DP
Inven
tory o
f roa
d con
dition
and
geoh
azar
d map
s use
d in t
he
PRND
P ge
nera
ted by
GIS
Erro
rs in
captu
ring
topog
raph
ic da
ta in
the G
IS
Unfam
iliarity
with
new
techn
ology
(Net-
R9
and N
et R3
with
Ba
selin
e cor
recti
on)
Insuff
icien
t per
sonn
el to
mana
ge th
e GIS
Apply
ing N
et-R9
Ne
t-R3 w
ith
Base
line C
orre
ction
in
captu
ring
topog
raph
ic da
ta in
the G
IS
30
PEO
Plan
ning
Engin
eers/
Offic
ers,
Surve
y Tea
m, IT
An
alyst
Perm
anen
t
KR
A 1
: Sus
tain
able
Roa
d M
anag
emen
t
Pag
e | 7
3
SLRM
Key
Res
ult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Gap
s Pr
iorit
y Sc
ore*
Jo
b Pe
rform
ers
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t 12
00
Road
cond
ition
surve
ys an
d tra
ffic su
rveys
co
nduc
ted,
store
d and
an
alyse
d usin
g a
road
and b
ridge
as
set
mana
geme
nt sy
stem
Road
and
bridg
e ass
et ma
nage
ment
syste
m us
ed as
ba
sis fo
r roa
d pla
nning
, bu
dgeti
ng an
d im
pleme
ntatio
n
Comp
lete d
ata st
ored
in th
e Ro
ad an
d Brid
ges I
nform
ation
Sy
stem
(RBI
S)
Curre
nt sy
stem
is us
ed on
ly for
data
colle
ction
and s
torag
e; the
re is
a ne
ed to
ex
pand
usag
e to
gene
rate
repo
rts to
aid
decis
ion-m
aking
.
Insuff
icien
t wor
kforce
; Av
ailab
le pe
rsonn
el ca
nnot
focus
on
upda
ting R
BIS
since
the
y hav
e othe
r reg
ular
functi
ons t
o per
form
None
Traff
ic an
d roa
d co
nditio
n su
rvey
incor
pora
ted
into t
he br
idge
asse
t ma
nage
ment
syste
m
Traff
ic Su
rvey d
ata up
dated
an
d rep
orted
in E
xcel
form
Inacc
urate
raw
data
gene
rated
in tr
affic
surve
ys de
lays
cons
olida
tion b
ecau
se
of the
need
to co
rrect
discre
panc
ies.
Lack
of co
mpete
ncy o
f su
rveyo
rs in
co
nduc
ting t
raffic
su
rveys
So
me m
ainten
ance
pe
rsonn
el ar
e not
able
to eff
ectiv
ely su
pervi
se
surve
yors
durin
g data
ga
therin
g acti
vities
. So
me m
ainten
ance
pe
rsonn
el ar
e not
able
to co
nduc
t pro
per
orien
tation
of ca
pataz
an
d cam
inero
s on
traffic
data
colle
ction
an
d rec
ordin
g.
Coac
hing s
urve
yors
on ho
w to
colle
ct an
d rec
ord t
raffic
da
ta
Supe
rvisin
g the
co
llecti
on an
d re
cord
ing of
traff
ic da
ta Pl
annin
g and
Co
nduc
ting
Orien
tation
s
28 30 28
PEO
PEO
PEO,
AK
ENRO
, PP
DO
Plan
ning a
nd
Maint
enan
ce
Engin
eers,
IT
Analy
st
DH, A
DH, D
iv.
Head
s, Ma
inten
ance
En
ginee
rs
Maint
enan
ce
Engin
eers,
Ass
t. PE,
PE
, EMS
-I, S
ci.
Rese
arch
Spe
cialis
t II,
CDA-
I, Pro
vincia
l. EN
RO, P
rojec
t Co
ordin
ators,
Di
vision
Hea
ds,
PPDC
Perm
anen
t
Perm
anen
t
Perm
anen
t
1300
Ro
ad pr
oject
prop
osals
de
velop
ed us
ing
selec
tion a
nd
prior
itisati
on
proc
esse
s tak
ing
into a
ccou
nt so
cial, e
cono
mic
and
envir
onme
ntal
factor
s to e
nsur
e
Road
proje
ct pr
opos
als
gene
rated
by
RRDs
with
PP
DO le
ading
the
proc
ess
Syste
m for
prop
osal
deve
lopme
nt cle
arly
estab
lishe
d: --
PPDO
for e
xtern
ally-f
unde
d pr
ojects
--
Resp
ectiv
e dep
artm
ents
for
inter
nally
-fund
ed
pro
jects
Some
depa
rtmen
ts ar
e not
able
to ge
nera
te qu
ality
proje
ct pr
opos
als th
at se
rve as
supp
ortin
g do
cume
nts of
the
Annu
al Inv
estm
ent
Plan
(AIP
).
A sig
nifica
nt nu
mber
of
perso
nnel
are n
ot co
mpete
nt in
prep
aring
de
tailed
proje
ct pr
opos
als
(Tra
ining
on D
etaile
d Pr
oject
Prop
osal
Prep
arati
on no
t ide
ntifie
d as a
prior
ity
and r
emain
s un
budg
eted)
.
Conc
eptua
lising
and
writin
g deta
iled
proje
ct pr
opos
als
30
PEO,
AK
ENRO
, PP
DO
Maint
enan
ce
Engin
eers,
APE
, PE,
EM
S-I, S
ci.
Rese
arch
Spe
cialis
t II,
CDA-
I, Pro
vincia
l. EN
RO, S
pecia
l Pr
oject
Divis
ion,
Divis
ion H
eads
, PP
DC
Perm
anen
t
SLRM
Key
Res
ult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Gap
s Pr
iorit
y Sc
ore*
Jo
b Pe
rform
ers
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t su
staina
bility
. Se
lectio
n and
pr
ioritis
ation
cri
teria
appli
ed
cons
iders
socia
l, ec
onom
ic an
d en
viron
menta
l fac
tors
PRND
P es
tablis
hes s
electi
on
and p
rioriti
satio
n crite
ria
cons
iderin
g cur
rent
road
pr
ioritie
s; ad
opted
by th
e PLG
U De
velop
ment
of Mu
lti-Ye
ar
Road
Main
tenan
ce In
vestm
ent
Plan
that
serve
s as b
asis
of pr
opos
al re
view
and a
ppro
val
None
No
ne
None
1400
St
reng
thene
d int
egra
tion a
nd
mana
geme
nt of
envir
onme
ntal
cons
idera
tions
in
prov
incial
road
s pla
nning
, de
sign,
cons
tructi
on an
d ma
inten
ance
.
All P
LGU
road
pr
ojects
co
nside
r en
viron
menta
l ris
ks id
entifi
ed
in envir
onme
ntal
impa
ct as
sess
ment
(EIA
)
Envir
onme
ntal M
anag
emen
t Pl
an (E
MP) o
f Liba
cao-
Ganz
on
Road
(inclu
ding f
rame
work
and
guide
lines
) alre
ady d
rafte
d AK
ENRO
depa
rtmen
t hea
d tra
ined o
n EIA
Only
1 out
of 71
road
se
ction
s has
EMP
; No
EMP
for o
ther
prov
incial
road
se
ction
s (EM
P is
prep
ared
for s
electe
d pr
ojects
only,
such
as
major
road
reha
b and
im
prov
emen
t).
Not a
ll roa
d pro
jects
guide
d by s
tanda
rds
set b
y the
Phil
ippine
En
viron
menta
l Impa
ct St
ateme
nt Sy
stem
(PEI
SS).
Road
proje
cts do
not
have
an
Envir
onme
ntal Im
pact
Asse
ssme
nt (E
IA).
PLGU
staff
lack
co
mpete
ncy i
n EMP
de
velop
ment
(prio
r tec
hnica
l ass
istan
ce
did no
t pro
vide
techn
ology
tran
sfer)
Lack
of fu
nds f
or
deve
lopme
nt of
EMP
throu
gh te
chnic
al as
sistan
ce
AKEN
RO st
aff do
not
have
the c
ompe
tency
to
cond
uct E
IA.
Form
ulatin
g an
Envir
onme
ntal
Mana
geme
nt Pl
an
(EMP
) tha
t inc
orpo
rates
Di
saste
r Risk
Re
ducti
on-C
limate
Ch
ange
Ada
ptatio
n (D
RR-C
CA) a
nd
Envir
onme
ntal
Impa
ct As
sess
ment
(EIA
)
30
PEO,
AK
ENRO
, PP
DO
Maint
enan
ce
Engin
eers,
Ass
t. PE,
PE
, Pro
vincia
l. EN
RO, P
lannin
g Of
ficer
s, PP
DC
Perm
anen
t
KR
A 1
: Sus
tain
able
Roa
d M
anag
emen
t
Pag
e | 7
5
SLRM
Key
Res
ult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Gap
s Pr
iorit
y Sc
ore*
Jo
b Pe
rform
ers
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t Up
dated
Re
gistry
of
envir
onme
ntally
se
nsitiv
e are
as,
quar
ry sit
es
and n
atura
l ha
zard
s guid
e the
de
velop
ment
of the
PRN
DP
PRND
P gu
ided b
y reg
istry
of Ge
ohaz
ard M
aps
Upda
ted re
gistry
of
envir
onme
ntally
sens
itive a
reas
-
Pro
vince
of A
klan
Geoh
azar
d Map
(floo
d and
ra
in-ind
uced
land
slide
) -
Haz
ard A
sses
smen
t from
PD
PFP
Upda
ted re
gistry
of qu
arry
sites
-
Upd
ated r
egist
ry of
appr
oved
mini
ng pe
rmits
, loc
ation
, app
rove
d volu
me
and a
rea o
f loca
tion o
f qu
arryi
ng si
tes (e
xcel
forma
t) -
Upd
ated M
ining
Ten
emen
t Ma
p of P
GA-is
sued
perm
it
Regis
try da
ta ar
e not
cons
olida
ted in
AK
ENRO
.
Data
being
man
aged
by
othe
r offic
es:
- D
ata on
natur
al ha
zard
:
typho
on w
ith
PAGA
SA;
vo
lcanic
ac
tivity
and
tsuna
mi w
ith
PHILV
OCS;
an
d
lands
lides
and
floor
with
MGB
-
Reg
istry
of mi
ning
perm
its w
ith
Econ
omic
Enter
prise
De
velop
ment
Depa
rtmen
t (E
EDD)
/ Mine
s an
d G
eosc
ience
s De
velop
ment
Se
rvice
s Sec
tion
(MGD
S)
None
SLRM
Key
Res
ult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Gap
s Pr
iorit
y Sc
ore*
Jo
b Pe
rform
ers
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t 15
00
Publi
c pa
rticipa
tion i
n the
selec
tion,
desig
n, im
pleme
ntatio
n an
d ma
inten
ance
of
road
s
Targ
et
stake
holde
rs co
nsult
ed in
all
phas
es of
pr
oject
imple
menta
tion
Cond
ucted
mult
i-sec
toral
(aca
deme
, reli
gious
grou
p, NG
Os, tr
ansp
ort g
roup
s, etc
.) co
nsult
ation
, and
plan
ning a
nd
valid
ation
wor
ksho
ps fo
r PR
NDS
and P
RNDP
Co
ordin
ation
with
loca
l offic
ials
in pla
nning
road
proje
cts on
ma
tters
relat
ed to
contr
actin
g (e
xtent
of co
ntrac
ting,
budg
et,
etc.)
Inabil
ity to
susta
in civ
il so
ciety
partic
ipatio
n an
d link
ages
in th
e de
sign,
imple
menta
tion a
nd
maint
enan
ce of
road
pr
ojects
Co
nduc
t of
cons
ultati
on ac
tivitie
s no
t sus
taine
d.
No fu
nds a
vaila
ble to
su
ppor
t par
ticipa
tion o
f CS
O re
pres
entat
ives
Low
appr
eciat
ion of
the
value
of an
d ina
dequ
ate
comp
etenc
y in
stake
holde
r co
nsult
ation
Cond
uctin
g sta
keho
lder
cons
ultati
on
activ
ities
Susta
ining
civil
so
ciety
partic
ipatio
n in
the m
anag
emen
t of
road
proje
cts
22
PEO,
AK
ENRO
, PP
DO
Maint
enan
ce
Engin
eers,
Ass
t. PE,
PE
, EMS
-I, S
ci.
Rese
arch
Spe
cialis
t II,
CDA-
I, Pro
vincia
l. EN
RO, P
rojec
t Co
ordin
ators,
Di
vision
Hea
ds,
PPDC
Perm
anen
t
1600
An
nual
budg
ets
for ro
ad
reha
bilita
tion
and
maint
enan
ce
appr
opria
ted
base
d on t
he
PRND
P pr
ioritie
s.
Ann
ual
Inves
tmen
t Pl
an (A
IP)
includ
es
proje
cts
prop
osed
in th
e PR
NDP
inves
tmen
t pr
ogra
m
Appr
oved
AIP
inclu
des
prop
osed
PRN
DP in
vestm
ent
prog
ram
Not a
ll pro
pose
d PR
NDP
proje
cts ar
e fun
ded i
n the
AIP
. Lo
w co
nfide
nce i
n the
pr
epar
ation
of
depa
rtmen
t AIP
am
ong a
ssign
ed
perso
nnel
Limite
d res
ource
s for
ro
ad pr
ojects
. Ina
dequ
ate
comp
etenc
y in A
IP
prep
arati
on
Abilit
y to p
rese
nt an
d jus
tify pl
anne
d roa
d pr
ojects
need
to be
str
ength
ened
Upda
ting t
he A
nnua
l Inv
estm
ent P
lan
(AIP
) (a
lso id
entifi
ed in
KR
A 2)
Pr
esen
ting r
oad
proje
ct pr
opos
als to
de
cision
-mak
ers
and s
ecur
ing th
eir
appr
oval
(inclu
ding
influe
ncing
of
decis
ion-m
aker
s and
oth
er st
akeh
older
s)
30 28
PEO,
AK
ENRO
, PP
DO
Maint
enan
ce
Engin
eers,
Ass
t. PE,
PE
, EMS
-I, S
ci.
Rese
arch
Spe
cialis
t II,
CDA-
I, Pro
vincia
l. EN
RO, P
rojec
t Co
ordin
ators,
Di
vision
Hea
ds,
PPDC
Perm
anen
t
Appr
oved
an
nual
appr
opria
tion
for ro
ad
reha
bilita
tion
and
maint
enan
ce
Fund
s app
ropr
iated
for r
oad
reha
bilita
tion a
nd m
ainten
ance
in
AIP
None
No
ne
None
KR
A 1
: Sus
tain
able
Roa
d M
anag
emen
t
Pag
e | 7
7
SLRM
Key
Res
ult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Gap
s Pr
iorit
y Sc
ore*
Jo
b Pe
rform
ers
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t Ad
equa
te bu
dget
for
repa
ir and
ma
inten
ance
of
cons
tructi
on
and h
eavy
eq
uipme
nt
Prov
ision
of pe
tty ca
sh fo
r re
pair o
f equ
ipmen
t Co
st-eff
icien
t and
timely
im
pleme
ntatio
n of r
oad
maint
enan
ce an
d reh
abilit
ation
Insuff
icien
t bud
get to
co
ver c
ostly
eq
uipme
nt re
pair a
nd
maint
enan
ce
High
price
of sp
are
parts
Ina
dequ
ate pr
even
tive
maint
enan
ce
Drive
rs an
d equ
ipmen
t op
erato
rs ar
e not
profi
cient
in op
erati
ng
many
type
s of
equip
ment.
Prop
erly
oper
ating
co
nstru
ction
eq
uipme
nt Un
derta
king
prev
entiv
e ma
inten
ance
30
PEO
Mech
anics
, Driv
er
and E
quipm
ent
Oper
ators
Per
mane
nt
1700
Pr
ovinc
ial
Deve
lopme
nt Co
uncil
(PDC
) pr
ovide
s ov
ersig
ht for
ro
ad se
ctor
plann
ing an
d ma
nage
ment.
Infra
struc
ture
Comm
ittee f
ully
oper
ation
al in
prov
iding
ov
ersig
ht for
ro
ad se
ctor
plann
ing an
d ma
nage
ment
- C
ondu
cts
regu
lar
meeti
ngs
- E
stabli
shes
an
d pe
rform
s cle
ar ro
le vis
-à-vi
s the
PD
C
Infra
struc
ture C
ommi
ttee
rece
ntly c
onsti
tuted
Co
mmitte
e mee
tings
ar
e not
regu
larly
cond
ucted
. Ro
le an
d fun
ction
s of
the In
frastr
uctur
e Co
mmitte
e is n
ot ye
t cle
arly
defin
ed.
Inabil
ity to
effec
tively
or
ganis
e com
mitte
e wo
rk
Orga
nising
co
mmitte
es,
includ
ing ro
le cla
rifica
tion
20
PPDO
Ma
inten
ance
En
ginee
rs, A
sst. P
E,
PE, E
MS-I,
Sci.
Re
sear
ch S
pecia
list
II, CD
A-I, P
rovin
cial.
ENRO
, Pro
ject
Coor
dinato
rs,
Divis
ion H
eads
, PP
DC
Perm
anen
t
1800
A
road
safet
y pla
n and
road
sa
fety
awar
enes
s ca
mpaig
n is
deve
loped
and
imple
mente
d.
Road
safet
y aw
aren
ess
strate
gy
incor
pora
ted in
ap
prov
ed
PRND
P
Prov
ision
for I
EC as
one o
f the
prop
osed
PPA
s in P
RNDP
Ins
tallat
ion of
road
safet
y sig
nage
as pa
rt the
road
safet
y pla
n
None
NA
No
ne
SLRM
Key
Res
ult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Gap
s Pr
iorit
y Sc
ore*
Jo
b Pe
rform
ers
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t Fo
rmula
tion
and
imple
menta
tion
of se
para
te Ro
ad S
afety
Plan
that
includ
es th
e ro
ad sa
fety
awar
enes
s ca
mpaig
n
Draft
Roa
d Safe
ty Ac
tion P
lan
serve
s as b
asis
for
deve
lopme
nt of
IEC
and
prop
osal
for cr
eatio
n of R
oad
Safet
y Cou
ncil
Effor
ts to
finali
se th
e Ro
ad S
afety
Plan
and
estab
lish t
he R
oad
Safet
y Cou
ncil h
ave
not b
een s
ustai
ned.
IEC
mater
ials o
n roa
d sa
fety a
ware
ness
ha
ve no
t yet
been
de
velop
ed.
Uncle
ar ac
coun
tabilit
y for
road
safet
y ac
tivitie
s Ne
w go
vern
or ha
s not
been
fully
orien
ted
abou
t the n
ew ro
ad
safet
y awa
rene
ss
initia
tive.
IE
C as
a PR
NDP
prog
ram
has n
ot ye
t be
en ap
prov
ed by
the
SP.
Limite
d com
peten
cy fo
r de
sign a
nd
imple
menta
tion o
f inf
orma
tion a
nd
awar
enes
s cam
paign
s
Imple
menti
ng a
Ro
ad S
afety
Awar
enes
s Ca
mpaig
n (in
cludin
g de
velop
ment
of IE
C ma
terial
s)
18
PEO,
AK
ENRO
, PP
DO
Maint
enan
ce
Engin
eers,
Ass
t. PE,
PE
, EMS
-I, S
ci.
Rese
arch
Spe
cialis
t II,
CDA-
I, Pro
vincia
l. EN
RO, P
rojec
t Co
ordin
ators,
Di
vision
Hea
ds,
PPDC
Per
mane
nt
1900
A
monit
oring
an
d eva
luatio
n sy
stem
repo
rts
on th
e pe
rform
ance
of
road
re
habil
itatio
n an
d ma
inten
ance
ac
tivitie
s to
M&E
syste
m ap
plies
DPW
H sta
ndar
ds an
d DI
LG
guide
lines
in
asse
ssing
pr
oper
ly de
signe
d and
en
ginee
red
road
s
100%
of ro
ads c
ompli
ant w
ith
DPW
H sta
ndar
ds an
d DILG
gu
idelin
es
No es
tablis
hed a
nd
docu
mente
d M&E
sy
stem,
inclu
ding
proc
esse
s and
tools
Co
mplia
nce w
ith D
ILG
guide
lines
not
monit
ored
Inade
quate
co
mpete
ncy i
n M&E
Deve
loping
and
instal
ling a
Mo
nitor
ing an
d Ev
aluati
on(M
&E)
Syste
m
30
PEO,
PP
DO,
AKEN
RO
Maint
enan
ce
Engin
eers,
Divi
sion
Head
s, AD
H, D
H
Perm
anen
t
KR
A 1
: Sus
tain
able
Roa
d M
anag
emen
t
Pag
e | 7
9
SLRM
Key
Res
ult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Gap
s Pr
iorit
y Sc
ore*
Jo
b Pe
rform
ers
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t su
ppor
t inv
estm
ent
plann
ing,
susta
inabil
ity
and c
ontin
uous
im
prov
emen
t
Monit
oring
and
evalu
ation
sy
stem
on ro
ad
reha
bilita
tion
and
maint
enan
ce is
su
staine
d for
co
ntinu
ous
impr
ovem
ent
beyo
nd P
RMF.
Cond
uct o
f reg
ular M
&E vi
sits
and s
pot c
heck
and m
onito
ring
of pr
oject
imple
menta
tion
- M
onthl
y Pro
gres
s Rep
ort
- M
onthl
y Mee
tings
Co
nduc
t of L
GU In
frastr
uctur
e Vu
lnera
bility
Aud
it on B
anga
-Lib
acao
, Mali
nao-
Mada
lag an
d Lib
acao
-Gan
zon p
rovin
cial
road
s
No es
tablis
hed a
nd
docu
mente
d M&E
sy
stem,
inclu
ding
proc
esse
s and
tools
No
regu
lar m
onito
ring
and e
valua
tion o
f bu
dget
expe
nditu
re of
ro
ad pr
ojects
Pr
oject
plans
and
perfo
rman
ce
indica
tors a
s bas
is for
M&
E ar
e not
clear
ly es
tablis
hed.
(Pro
ject
prop
osals
do no
t sp
ecify
detai
ls su
ch as
sp
ecific
targ
ets,
locati
ons,
bene
ficiar
y, etc
.).
Inade
quate
co
mpete
ncy i
n de
velop
ing an
M&E
Sy
stem
Wea
k M&E
comp
onen
t in
proje
ct pr
opos
als.
Deve
loping
and
instal
ling a
proje
ct Mo
nitor
ing an
d Ev
aluati
on (M
&E)
Syste
m Fo
rmula
ting M
&E
Plan
s for
Pro
jects
(as p
art o
f Pro
ject
Prop
osal
Prep
arati
on
30 30
PEO,
AK
ENRO
, PP
DO
PE
O,
AKEN
RO,
PPDO
Maint
enan
ce
Engin
eers,
Ass
t. PE,
PE
, Pro
vincia
l. EN
RO, P
rojec
t Ev
aluati
on O
fficer
s an
d Stat
istici
an-
PPDO
, PPD
C
Maint
enan
ce
Engin
eers,
Ass
t. PE,
PE
, EMS
-I, S
ci.
Rese
arch
Spe
cialis
t II,
CDA-
I, Pro
vincia
l. EN
RO, S
pecia
l Pr
oject
Divis
ion, D
iv.
Head
s, PP
DC
Perm
anen
t
Perm
anen
t
Estab
lishe
d Pr
ovinc
ial
Proje
ct Mo
nitor
ing an
d Ev
aluati
on
Team
/s
Estab
lishe
d Akla
n Pro
vincia
l Mo
nitor
ing E
valua
tion
Comm
ittee (
APME
C) to
mon
itor
and e
valua
te PR
NDP
Crea
tion o
f Pro
ject
Mana
geme
nt Of
fice (
PMO)
to
supe
rvise
the i
mplem
entat
ion of
ro
ad pr
ojects
to en
sure
co
mplia
nce w
ith na
tiona
l sta
ndar
ds
Exec
utive
Ord
er is
sued
crea
ting
the P
rovin
cial P
rojec
t Mo
nitor
ing an
d Eva
luatio
n Co
mmitte
e with
secti
on fo
r En
viron
ment
Servi
ces
Uncle
ar ac
coun
tabilit
y for
spea
rhea
ding
Monit
oring
and
Evalu
ation
activ
ities
amon
g APM
EC
memb
ers
Low
read
iness
and
inade
quate
co
mpete
ncy o
f APM
EC
memb
ers t
o full
y im
pleme
nt M&
E fun
ction
s with
in the
PL
GU
Cond
uctin
g Mo
nitor
ing an
d Ev
aluati
on (M
&E)
includ
ing
deve
lopme
nt of
Mo
nitor
ing an
d Ev
aluati
on T
ools
30
PPD
O AP
MEC
Memb
ers
Perm
anen
t
Prio
ritisi
ng C
ompe
tenc
y Gap
s Co
mpe
tenc
y Gap
s Se
rious
ness
Sc
ore
Urge
ncy
Scor
e Gr
owth
Pot
entia
l Sc
ore
Tota
l
Form
ulatin
g an
Envir
onme
ntal M
anag
emen
t Pl
an (E
MP) t
hat in
corp
orate
s En
viron
menta
l Impa
ct As
sess
ment
(EIA
)
Low
awar
enes
s of e
nviro
nmen
tal im
pact
of ro
ad pr
ojects
crea
tes im
pres
sion t
hat th
is is
not a
serio
us co
ncer
n. Mo
reov
er,
envir
onme
ntal ri
sks a
re no
t con
sider
ed in
pla
nning
and i
mplem
entat
ion of
road
pr
ojects
.
10
PGA
able
to im
pleme
nt ro
ad pr
ojects
wi
thout
an E
MP; h
owev
er, E
MP
formu
lation
is a
must
in ev
ery r
oad p
rojec
t im
pleme
ntatio
n as p
rovid
ed fo
r as o
ne of
the
cond
ition i
n the
issu
ed E
CC.
10
Conti
nued
imple
menta
tion o
f roa
d pro
jects
witho
ut EM
P ex
pose
s the
prov
ince t
o po
tentia
l dan
ger p
osed
by cl
imate
chan
ge
and f
urthe
r deg
rada
tion o
f the
envir
onme
nt
10
30
Upda
ting t
he A
nnua
l Inv
estm
ent P
lan (A
IP)
Some
road
proje
cts ar
e not
imple
mente
d be
caus
e the
y are
not b
udge
ted in
the
appr
oved
Ann
ual In
vestm
ent P
lan.
10
Shou
ld be
imple
mente
d in t
he fir
st qu
arter
of
CY 20
14/be
fore b
udge
t pre
para
tion a
nd
subm
ission
in A
ugus
t 201
4
10
Loca
l Plan
ning-
Budg
eting
Cale
ndar
of th
e PG
A wi
ll not
be sy
nchr
onize
d. Pr
iority
road
proje
cts w
ill no
t be f
unde
d an
d imp
lemen
ted.
10
30
Unde
rtakin
g pre
venti
ve
maint
enan
ce an
d pro
perly
op
erati
ng co
nstru
ction
eq
uipme
nt
Low
emph
asis
on pr
even
tive m
ainten
ance
an
d imp
rope
r ope
ratio
n of e
quipm
ent r
esult
in
high c
ost o
f rep
air
10
Need
to im
media
tely e
nhan
ce ca
pacit
y for
pr
even
tive m
ainten
ance
to pr
olong
servi
ce
life of
equip
ment
and l
esse
n rep
air co
sts
Shou
ld be
imple
mente
d by 1
st Qu
arter
of
CY 20
14 to
prev
ent d
elay i
n roa
d ma
inten
ance
10
Equip
ment
dama
ge w
ill wo
rsen a
nd
requ
ire pu
rchas
e of e
xpen
sive s
pare
parts
or
even
its re
place
ment
Delay
in ro
ad m
ainten
ance
oper
ation
s will
resu
lt to a
dditio
nal e
xpen
ditur
es
10
30
Supe
rvisin
g roa
d pro
jects
Ineffe
ctive
supe
rvisio
n of c
apata
z and
ca
mine
ros d
uring
data
gathe
ring a
ctivit
ies
resu
lts in
erro
neou
s data
colle
cted;
Costl
y be
caus
e of r
epea
ted w
ork.
10
Shou
ld be
imple
mente
d on t
he 1s
t qua
rter
of CY
2014
to en
sure
corre
ct da
ta inp
ut to
plann
ing
10
Capa
taz an
d cam
inero
s will
conti
nue t
o co
nduc
t traff
ic su
rveys
using
the s
ame
proc
ess a
nd ge
nera
te ina
ccur
ate da
ta.
Quali
ty of
plann
ing w
ill be
adve
rsely
affec
ted.
10
30
Deve
loping
and i
nstal
ling a
pr
oject
monit
oring
and
evalu
ation
(M&E
) sys
tem
COA
findin
gs ab
out in
effici
encie
s in p
rojec
t im
pleme
ntatio
n suc
h as s
lippa
ges,
corre
ctive
wor
ks, e
tc.
10
Comp
lianc
e to C
OA re
gulat
ions
impe
rativ
e. N
eeds
to be
imple
mente
d on
the 1s
t qua
rter
of 20
14
10
Ther
e will
be di
fficult
y in m
easu
ring t
he
bene
fits an
d imp
acts
of the
proje
ct Ine
fficien
cies w
ill no
t be c
orre
cted a
nd
cost
of im
pleme
ntatio
n may
esca
late.
10
30
Imple
menti
ng a
Roa
d Safe
ty Aw
aren
ess C
ampa
ign
(inclu
ding d
evelo
pmen
t of
IEC
mater
ials)
Aklan
is a
touris
m de
stina
tion a
nd ne
eds t
o ac
hieve
zero
road
accid
ents.
The
de
velop
ment
and d
issem
inatio
n of IE
C ma
terial
s is c
onsid
ered
a cri
tical
contr
ibutin
g fac
tor in
achie
ving t
his ta
rget.
10
Altho
ugh m
ost o
f rep
orted
road
accid
ents
are n
ot du
e to i
neffe
ctive
set u
p of r
oad
safet
y sign
age,
it is d
eeme
d imp
ortan
t to
be ab
le to
launc
h the
awar
enes
s ca
mpaig
n. P
lans h
ave b
een d
evelo
ped
and j
ust n
eeds
to be
imple
mente
d.
9 Ak
lan m
ay no
t be a
ble to
mee
t int
erna
tiona
l stan
dard
s in r
oad s
afety
meas
ures
whic
h is c
ritica
l for a
tour
ism
desti
natio
n.
10
29
KR
A 1
: Sus
tain
able
Roa
d M
anag
emen
t
Pag
e | 8
1
Com
pete
ncy G
aps
Serio
usne
ss
Scor
e Ur
genc
y Sc
ore
Grow
th P
oten
tial
Scor
e To
tal
Plan
ning a
nd C
ondu
cting
Or
ientat
ions
Inacc
urate
surve
y data
due t
o imp
rope
r or
ientat
ion of
surve
yors
resu
lts in
repe
ated
work
and i
ncre
ased
cost
10
Shou
ld be
imple
mente
d on t
he 1s
t qua
rter
of CY
2014
to en
sure
cor
rect
data
input
to pla
nning
9 Su
rveyo
rs wi
ll con
tinue
to co
nduc
t traff
ic su
rveys
using
the s
ame p
roce
ss an
d ge
nera
te ina
ccur
ate da
ta. Q
uality
of
plann
ing w
ill be
adve
rsely
affec
ted.
9 28
Mains
tream
ing D
isaste
r Risk
Re
ducti
on-C
limate
Cha
nge
Adap
tation
(DRR
-CCA
) in th
e de
sign o
f roa
d pro
jects
Rece
nt ex
perie
nce i
n disa
sters
in the
pr
ovinc
e ind
icates
that
some
road
s wer
e co
nstru
cted i
n haz
ard-
pron
e are
as. C
ostly
be
caus
e roa
ds be
come
unse
rvice
able.
10
Need
s to b
e add
ress
ed to
ensu
re th
at ro
ads a
re no
t con
struc
ted in
haza
rd-p
rone
ar
eas i
n the
futur
e
9 Co
st in
terms
of m
oney
and p
otenti
al da
mage
to liv
es an
d pro
perty
, if
unad
dres
sed.
9 28
Coac
hing s
urve
yors
on ho
w to
colle
ct an
d rec
ord t
raffic
da
ta
Supe
rvisin
g the
colle
ction
an
d rec
ordin
g of tr
affic
data
Inacc
urate
raw
data
gene
rated
in tr
affic
surve
ys de
lays c
onso
lidati
on be
caus
e of
the ne
ed to
corre
ct dis
crepa
ncies
. Tra
ffic
surve
ys w
ill ha
ve to
be re
peate
d, wh
ich is
mo
re ex
pens
ive.
9 Sh
ould
be im
pleme
nted o
n the
1st q
uarte
r of
CY 20
14; n
eede
d to e
nsur
e cor
rect
data
that is
inpu
t to pl
annin
g
9 Mo
re tim
e, eff
ort a
nd m
oney
will
be
waste
d; ro
ad de
velop
ment
plann
ing w
ill co
ntinu
e to b
e dela
yed
9 27
Pres
entin
g roa
d pro
ject
prop
osals
to de
cision
-mak
ers
and s
ecur
ing th
eir ap
prov
al (in
cludin
g infl
uenc
ing of
de
cision
-mak
ers a
nd ot
her
stake
holde
rs)
Not a
ll pro
pose
d PRN
DP pr
ojects
are
funde
d in t
he A
IP be
caus
e pro
pone
nts ar
e no
t able
to pr
esen
t and
justi
fy pla
nned
ro
ad pr
ojects
to de
cision
s mak
ers.
10
Altho
ugh m
ost p
riority
road
proje
cts ar
e fun
ded,
this g
ap ne
eds t
o be a
ddre
ssed
to
ensu
re th
at all
are a
dequ
ately
funde
d.
8 Pl
annin
g wou
ld co
ntinu
e to b
e adv
erse
ly aff
ected
if pr
iority
proje
cts co
uld no
t be
prop
erly
justifi
ed an
d sup
porte
d by
decis
ion m
aker
s.
9 27
Conc
eptua
lising
and w
riting
de
tailed
proje
ct pr
opos
als
Depa
rtmen
ts ar
e not
able
to pr
epar
e qu
ality
proje
ct pr
opos
al. H
owev
er, th
ey ar
e ab
le to
get fu
nding
desp
ite th
is qu
ality
of pr
opos
als.
5 Ho
weve
r, the
re is
dema
nd fo
r bett
er
proje
ct pr
opos
als in
orde
r to b
e fun
ded i
n the
next
budg
et cy
cle.
(For
2nd ye
ar im
pleme
ntatio
n)
10
Conti
nued
inab
ility t
o res
pond
to th
e de
mand
for q
uality
prop
osals
may
resu
lt in
lost fu
nding
supp
ort
10
25
Cond
uctin
g stak
ehold
er
cons
ultati
on ac
tivitie
s Su
staini
ng ci
vil so
ciety
partic
ipatio
n in t
he
mana
geme
nt of
road
proje
cts
Cons
ultati
ons w
ith C
SOs a
nd ot
her
stake
holde
rs ar
e imp
ortan
t to pr
omote
their
ow
nersh
ip an
d inv
olvem
ent in
plan
ning,
cons
tructi
on an
d main
tenan
ce of
road
pr
ojects
. Diffi
cultie
s in g
etting
supp
ort fo
r pr
ojects
(e.g.
, pur
chas
e of r
oad r
ight o
f wa
y, ste
ward
ship
of ro
ad as
sets,
etc.)
de
lay su
cces
sful im
pleme
ntatio
n of
proje
cts.
8 No
w be
ing do
ne al
thoug
h on a
limite
d ba
sis. S
till ab
le to
maint
ain ro
ad pr
ojects
. 6
CSOs
will
not d
emon
strate
conc
ern f
or
road
s tha
t hav
e bee
n con
struc
ted. Q
uality
of
road
s will
deter
iorate
-- po
tentia
lly hi
gh
cost
of re
pairs
.
10
24
Com
pete
ncy G
aps
Serio
usne
ss
Scor
e Ur
genc
y Sc
ore
Grow
th P
oten
tial
Scor
e To
tal
Form
ulatin
g and
upda
ting t
he
Prov
incial
Roa
d Netw
ork
Deve
lopme
nt Pl
an (P
RNDP
)
Unfam
iliarity
of a
few T
WG
memb
ers w
ho
were
invo
lved i
n the
deve
lopme
nt of
the
PRND
P de
layed
the f
inalis
ation
of th
e Plan
Mo
st of
peop
le tap
ped t
o dev
elop t
he pl
an
have
not b
een t
raine
d and
have
diffic
ulty i
n up
datin
g the
PRN
DP.
9 Al
most
all T
WG
memb
ers h
ave b
een
traine
d in P
RNDP
. P
GA is
still
able
to im
pleme
nt ro
ad
proje
cts w
ithou
t the P
RNDP
.
5 Ro
ad de
velop
ment
plann
ing w
ill co
ntinu
e to
be de
layed
and m
ay re
sult i
n poo
rly
prior
itised
road
proje
cts.
9 23
Orga
nising
comm
ittees
, inc
luding
role
clarifi
catio
n Inf
rastr
uctur
e Com
mitte
e of th
e PDC
does
no
t mee
t reg
ularly
. As a
resu
lt, it i
s not
able
to eff
ectiv
ely re
view
and p
rioriti
se
infra
struc
ture p
rojec
ts.
7 Th
is is
a man
dated
func
tion t
hat is
not
being
cond
ucted
. How
ever
, func
tion i
s be
ing as
sume
d by t
he Lo
cal F
inanc
e Co
mmitte
e.
Shou
ld be
imple
mente
d prio
r to C
Y 20
14.
6 Inf
rastr
uctur
e Com
mitte
e will
conti
nue n
ot to
be fu
lly fu
nctio
nal a
nd un
able
to pe
rform
its
over
sight
role.
How
ever
, PGA
has
other
comm
ittees
prior
itising
proje
cts.
7 20
KR
A 1
: Sus
tain
able
Roa
d M
anag
emen
t
Pag
e | 8
3
HRD
PLAN
IMPL
EMEN
TATI
ON M
ATRI
X (C
alend
ar Y
ear 2
014)
Desir
ed
Outc
ome/s
Ou
tput
s to
be
Prod
uced
Le
arni
ng
Objec
tives
Pr
opos
ed H
RD
Inte
rven
tion
Targ
et L
earn
ers
Plan
ned
Sche
dule
Supp
ort R
equi
rem
ents
Source of Funds
Number
Office/s
Position/s
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Financial
Human Resource
Logistic
Executive Sponsorsh
ip
Other
Annu
al Inv
estm
ent P
lan
(AIP
) inclu
des
proje
cts
prop
osed
in th
e PR
NDP
inves
tmen
t pr
ogra
m
Depa
rtmen
t An
nual
Inves
tmen
t Plan
(A
IP)
Partic
ipants
ab
le to
deve
lop
Annu
al Inv
estm
ent
Plan
s (AI
P) th
at ar
e alig
ned w
ith
prior
ities s
et by
the
PDP
FP an
d PD
IP.
Annu
al Inv
estm
ent
Plan
ning
- P
lannin
g W
orks
hop
(2 da
ys)
- C
oach
ing
(5 da
ys)
20
PEO,
AK
ENRO
, PP
DO
Maint
enan
ce E
ngr.,
AP
E, P
E,
EMS-
I, CD
A-I,
Prov
incial
. EN
RO,
Plan
ning
Offic
ers,
PPDC
, All
KRA1
AO
/AO
Desig
nate
P38,0
00
Reso
urce
Sp
eake
r Do
cume
ntor
Se
cretar
iat
Mater
ials
and
supp
lies
Boar
d an
d Lo
dging
Me
als
Train
ing
venu
e
Trav
el Or
der
appr
ove
by th
eir
resp
ectiv
e dep
t. he
ad
Memo
rand
um
Orde
r
Lapto
p an
d pr
oject
or
PPDO
All ro
ad pr
ojects
co
nside
r en
viron
menta
l ris
ks id
entifi
ed
in envir
onme
ntal
asse
ssme
nt (E
IA) a
nd
comp
ly wi
th the
Ph
ilippin
e En
viron
menta
l Im
pact
State
ment
Syste
m (P
EISS
)
Envir
onme
ntal
Mana
geme
nt Pl
ans
Partic
ipants
are
able
to:
- p
repa
re a
draft
EMP
-
disc
uss t
he
appli
catio
n of
the
Envir
onme
ntal
Impa
ct As
sess
ment
(EIA
) in ro
ad
proje
cts
Envir
onme
nt Ma
nage
ment
Plan
ning,
includ
ing
orien
tation
on
Envir
onme
ntal
Impa
ct As
sess
ment
(EIA
) -
Plan
ning
Wor
ksho
p (3
days
) -
Coa
ching
(2
days
)
25
PEO,
AK
ENRO
, PP
DO
Maint
enan
ce
Engin
eers,
AP
E, P
E,
Prov
incial
. EN
RO,
Plan
ning
Offic
ers,
PPDC
P210
,000
Reso
urce
Sp
eake
r Do
cume
ntor
Se
cretar
iat
Mater
ials
and
supp
lies
Boar
d an
d Lo
dging
Me
als
Train
ing
venu
e
Trav
el Or
der
appr
ove
by th
eir
resp
ectiv
e dep
t. he
ad
Memo
rand
um
Orde
r
Lapto
p an
d pr
oject
or
PRMF
Desir
ed
Outc
ome/s
Ou
tput
s to
be
Prod
uced
Le
arni
ng
Objec
tives
Pr
opos
ed H
RD
Inte
rven
tion
Targ
et L
earn
ers
Plan
ned
Sche
dule
Supp
ort R
equi
rem
ents
Source of Funds
Number
Office/s
Position/s
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Financial
Human Resource
Logistic
Executive Sponsorsh
ip
Other
Form
ulatio
n and
im
pleme
ntatio
n of
sepa
rate
Road
Safe
ty Pl
an th
at inc
ludes
the
road
safet
y aw
aren
ess
camp
aign
Actio
n Plan
for
Imple
menta
tion
of Ro
ad S
afety
Camp
aign
Road
Safe
ty IE
C Ma
terial
s
Partic
ipants
are
able
to:
- fo
rmula
te eff
ectiv
e str
ategie
s an
d plan
of
actio
n for
co
nduc
ting a
ro
ad sa
fety
camp
aign;
and
- d
evelo
p IEC
ma
terial
s on
road
safet
y
Imple
menta
tion
of Ro
ad S
afety
Awar
enes
s Ca
mpaig
n, inc
luding
de
velop
ment
of IE
C ma
terial
s -
Tra
ining
/ W
orks
hop
(2 da
ys)
- C
oach
ing
(5 da
ys)
25
PEO,
AK
ENRO
, PP
DO
Maint
enan
ce
Engin
eers,
AP
E, P
E,
EMS-
I, Sci.
Re
sear
ch
Spec
ialist
II,
CDA-
I, Pr
ovinc
ial.
ENRO
, Pr
oject
Coor
dinato
rs, D
ivisio
n He
ads,
PPDC
P80,0
00
Re
sour
ce
Spea
ker
Docu
ment
or
Secre
taria
t
Mater
ials
and
supp
lies
Boar
d an
d Lo
dging
Me
als
Train
ing
venu
e
Trav
el Or
der
appr
ove
by th
eir
resp
ectiv
e dep
t. he
ad
Memo
rand
um
Orde
r
Lapto
p an
d pr
oject
or
PPDO
Adeq
uate
budg
et thr
ough
re
duce
d ex
pend
iture
for
repa
ir and
ma
inten
ance
of
cons
tructi
on
and h
eavy
eq
uipme
nt
Well
main
taine
d eq
uipme
nt Pa
rticipa
nts ar
e ab
le to:
-
disc
uss a
nd
demo
nstra
te pr
oper
op
erati
on of
eq
uipme
nt -
app
ly sta
ndar
d op
erati
ng
proc
edur
es
(SOP
s) in
maint
aining
eq
uipme
nt
Equip
ment
Maint
enan
ce
and O
pera
tion
--Tra
ining
/ W
orks
hop
(3 da
ys)
-- C
oach
ing/
On-th
e-job
tra
ining
(a
s nee
ded)
25
PEO
Mech
anic,
dr
ivers
and
equip
ment
oper
ators
P100
,000
Reso
urce
Sp
eake
r Do
cume
ntor
Se
cretar
iat
Mater
ials
and
supp
lies
Boar
d an
d Lo
dging
Me
als
Train
ing
venu
e
Trav
el Or
der
appr
ove
by th
eir
resp
ectiv
e dep
t. he
ad
Memo
rand
um
Orde
r
Lapto
p an
d pr
oject
or
PEO
KR
A 1
: Sus
tain
able
Roa
d M
anag
emen
t
Pag
e | 8
5
COST
EST
IMAT
E FO
R HR
D IN
TERV
ENTI
ONS
(Cale
ndar
Yea
r 201
4)
Prop
osed
HRD
In
terv
entio
ns
No. of Participants
Duration
Prof
essio
nal S
ervic
es F
ees (
PSF)
Ou
t-of-P
ocke
t Cos
ts (O
PC)
TOTA
L (ro
unde
d off
)
Pre-Implementation
Implementation
Post-Implementation
Sub-Total
Supplies and Materials
Printing and Reproduction
Venue and Accommodation
Transportation
Communication
Miscellaneous/ Contingency
Sub-Total
Annu
al Inv
estm
ent
Plan
ning
-- Pl
annin
g Wor
ksho
p (2
days
) --
Coac
hing (
5 day
s)
20
7
5,000
.00
5,0
00.00
1,0
00.00
2,0
00.00
25
,000.0
0 1,0
00.00
1,0
00.00
3,0
00.00
33
,000.0
0 38
,000.0
0
Envir
onme
ntal
Mana
geme
nt Pl
annin
g --P
lannin
g Wor
ksho
p (3
days
) --
Coac
hing (
2 day
s)
25
5 15
,000.0
0 78
,000.0
0
93,00
0.00
7,500
.00
1,500
.00
80,00
0.00
15,00
0.00
1,000
.00
10,50
0.00
115,5
00.00
21
0,000
.00
Imple
menta
tion o
f Roa
d Sa
fety A
ware
ness
Ca
mpaig
n --T
raini
ng/W
orks
hop
(2 da
ys)
-- Co
achin
g (5 d
ays)
25
7
10
,000.0
0
12
,000.0
0
22,00
0.00
9,000
.00
2,500
.00
35,00
0.00
5,000
.00
1,000
.00
5,250
.00
57,75
0.00
80,00
0.00
Equip
ment
Maint
enan
ce an
d Op
erati
on
--Tra
ining
/Wor
ksho
p (3
days
) --
Coac
hing/o
n-the
-job
traini
ng (a
s nee
ded)
25
3 5,0
00.00
36
,000.0
0
41,00
0.00
7,500
.00
2,000
.00
42,25
0.00
2,000
.00
500.0
0 5,4
25.00
59
,675.0
0 10
0,000
.00
T O
T A
L S
95
22
30,00
0.00
131,0
00.00
0.0
0 16
1,000
.00
25,00
0.00
8,000
.00
182,2
50.00
23
,000.0
0 3,5
00.00
24
,175.0
0 26
5,925
.00
428,0
00.00
SC
HOLA
RSHI
P IM
PLEM
ENTA
TION
MAT
RIX
(Cale
ndar
Yea
r 201
4)
Field
s of S
tudy
Pr
opos
ed C
ours
es
Targ
et P
artic
ipan
ts
Plan
ned
Sche
dule
Num
ber
Offic
e/s
Posit
ion/
s Te
rm 1
(201
5)
Term
2 (2
015)
Monit
oring
and E
valua
tion o
f En
ginee
ring P
rojec
ts En
ginee
ring P
rojec
t Mon
itorin
g and
Eva
luatio
n inc
luding
deve
lopme
nt of
Monit
oring
and E
valua
tion
Tools
3 PE
O, A
KENR
O, P
PDO
Engin
eer I
I, Pro
ject S
uper
visor
, EM
S-I, P
lannin
g Offic
er
x
Infor
matio
n Sys
tem D
evelo
pmen
t Ge
ogra
phic
Infor
matio
n Tec
hnolo
gy
3 PE
O, A
KENR
O, P
PDO
IT O
fficer
, IT A
nalys
t, EMS
-I x
Proje
ct De
velop
ment
and
Mana
geme
nt Pr
oject
Prop
osal
Prep
arati
on an
d Pr
oject
Supe
rvisio
n and
Man
agem
ent
5 PP
DO,P
EO, A
KENR
O Pr
oject
Deve
lopme
nt Of
ficer
, Pl
annin
g Offic
er, P
lannin
g En
ginee
r, EM
S-I, S
cienc
e Re
sear
ch S
pecia
list II
x
KR
A 1
: Sus
tain
able
Roa
d M
anag
emen
t
Pag
e | 8
7
MONI
TORI
NG A
ND E
VALU
ATIO
N PL
AN
Inter
venti
on T
itle
Annu
al Inv
estm
ent P
lannin
g
Plan
ned S
ched
ule
April
2014
Targ
et Le
arne
rs (O
ffice/P
ositio
ns)
PEO,
AKE
NRO,
PPD
O/
Maint
enan
ce E
ngr.,
APE
, PE,
EMS
-I, C
DA-I,
Pro
vincia
l. ENR
O, P
lannin
g Offic
ers,
PPDC
, All K
RA1 A
O/AO
Des
ignate
Numb
er of
Par
ticipa
nts
20
Finan
cial R
equir
emen
t P
38,00
0.00
Sour
ce of
Fun
ds
PPDO
Leve
ls of
Eva
luat
ion
Indi
cato
rs
Meth
ods/
Tool
s Da
ta S
ourc
es
Sche
dule
Pers
on/s
Resp
onsib
le (W
hat w
ill yo
u m
easu
re?)
Leve
l 4: D
esire
d Outc
ome
Annu
al bu
dgets
for r
oad r
ehab
ilitati
on an
d ma
inten
ance
appr
opria
ted ba
sed o
n the
PR
NDP
prior
ities
Docu
ments
Rev
iew
PRND
P M&
E an
d Ac
comp
lishm
ent R
epor
ts 1 y
ear a
fter p
lan im
pleme
ntatio
n Pr
oces
s Own
er: P
PDO
Leve
l 3: A
pplic
ation
Pa
rticipa
nts de
velop
Ann
ual In
vestm
ent
Plan
(AIP
) tha
t is al
igned
with
prior
ities
set b
y the
PDP
FP an
d PDI
P.
Docu
ments
Rev
iew
Inter
view
of the
partic
ipants
An
nual
Inves
tmen
t Plan
s Pa
rticipa
nts
PDPF
P PD
IP
3 mon
ths af
ter th
e inte
rventi
on
Proc
ess O
wner
: PPD
O M&
E Te
am of
Le
arnin
g and
Dev
elopm
ent D
ivisio
n
Leve
l 2: L
earn
ing
Partic
ipants
are a
ble to
: -
defin
e prio
rities
of th
e pro
vincia
l go
vern
ment;
-
trans
late t
hese
into
depa
rtmen
tal
prior
ities;
and
- de
velop
a de
partm
ental
AIP
align
ed
with
set p
rioriti
es
Docu
ments
Rev
iew
Plan
ning O
utputs
Du
ring t
he in
terve
ntion
Fa
cilita
tor/T
raini
ng T
eam
Leve
l 1: L
earn
ers’
Reac
tion
Achie
veme
nt of
inter
venti
on ob
jectiv
es
Favo
urab
le fee
dbac
k on e
ffecti
vene
ss of
lea
rning
envir
onme
nt
Post
Inter
venti
on E
valua
tion
Shee
ts Pa
rticipa
nts
At th
e end
of th
e inte
rventi
on
Train
ing T
eam
Inter
venti
on T
itle
Deve
lopme
nt of
EMP,
inclu
ding o
rienta
tion o
n Env
ironm
ental
Impa
ct As
sess
ment
(EIA
)
Plan
ned S
ched
ule
April
2014
Targ
et Le
arne
rs (O
ffice/P
ositio
ns)
PEO,
AKE
NRO,
PPD
O/
Maint
enan
ce E
ngine
ers,
APE,
PE,
Pro
vincia
l. ENR
O, P
lannin
g Offic
ers,
PPDC
Numb
er of
Par
ticipa
nts
25
Finan
cial R
equir
emen
t P
210,0
00.00
Sour
ce of
Fun
ds
PRM
F
Leve
ls of
Eva
luat
ion
Indi
cato
rs
Meth
ods/
Tool
s Da
ta S
ourc
es
Sche
dule
Pers
on/s
Resp
onsib
le (W
hat w
ill yo
u m
easu
re?)
Leve
l 4: D
esire
d Outc
ome
All ro
ad pr
ojects
cons
ider e
nviro
nmen
tal
risks
iden
tified
in en
viron
menta
l as
sess
ment
(EIA
) and
comp
ly wi
th the
Ph
ilippin
e Env
ironm
ental
Impa
ct St
ateme
nt Sy
stem
(PEI
SS).
Docu
ments
Rev
iew
Envir
onme
ntal M
anag
emen
t Pl
ans f
or ro
ad pr
ojects
1 y
ear a
fter t
he in
terve
ntion
Pr
oces
s Own
er: A
KENR
O
Leve
l 3: A
pplic
ation
Pa
rticipa
nts de
velop
Env
ironm
ental
Ma
nage
ment
Plan
s (EM
Ps) f
or th
e dif
feren
t pro
vincia
l road
proje
cts.
Docu
ments
Rev
iew
Inter
view
of the
partic
ipants
En
viron
menta
l Man
agem
ent
Plan
s Pa
rticipa
nts
3 mon
ths af
ter th
e inte
rventi
on
Proc
ess O
wner
: AKE
NRO
M&E
Team
of
Lear
ning a
nd D
evelo
pmen
t Divi
sion
Leve
l 2: L
earn
ing
Partic
ipants
are a
ble to
: -
prep
are a
draft
EMP
-
discu
ss th
e app
licati
on of
the
Envir
onme
ntal Im
pact
Asse
ssme
nt (E
IA) in
road
proje
cts
Docu
ments
Rev
iew
Plan
ning O
utputs
Du
ring t
he in
terve
ntion
Fa
cilita
tor/T
raini
ng T
eam
Leve
l 1: L
earn
ers’
Reac
tion
Achie
veme
nt of
inter
venti
on ob
jectiv
es
Favo
urab
le fee
dbac
k on e
ffecti
vene
ss of
lea
rning
envir
onme
nt
Post
Inter
venti
on E
valua
tion
Shee
ts Pa
rticipa
nts
At th
e end
of in
terve
ntion
Tr
aining
Tea
m
KR
A 1
: Sus
tain
able
Roa
d M
anag
emen
t
Pag
e | 8
9
Inter
venti
on T
itle
Imple
menta
tion o
f Roa
d Safe
ty Aw
aren
ess C
ampa
ign, in
cludin
g dev
elopm
ent o
f IEC
mater
ials
Plan
ned S
ched
ule
July
2014
Targ
et Le
arne
rs (O
ffice/P
ositio
ns)
PEO,
AKE
NRO,
PPD
O/
Maint
enan
ce E
ngine
ers,
APE,
PE,
EMS
-I, S
ci. R
esea
rch S
pecia
list II
, CDA
-I, P
rovin
cial. E
NRO,
Pro
ject C
oord
inator
s, Di
vision
Hea
ds, P
PDC
Numb
er of
Par
ticipa
nts
25
Finan
cial R
equir
emen
t P
80,00
0.00
Sour
ce of
Fun
ds
PPD
O
Leve
ls of
Eva
luat
ion
Indi
cato
rs
Meth
ods/
Tool
s Da
ta S
ourc
es
Sche
dule
Pers
on/s
Resp
onsib
le (W
hat w
ill yo
u m
easu
re?)
Leve
l 4: D
esire
d Outc
ome
Form
ulatio
n and
imple
menta
tion o
f se
para
te Ro
ad S
afety
Plan
that
includ
es
the ro
ad sa
fety a
ware
ness
camp
aign
Surve
y/Que
stion
naire
Pa
rticipa
nts in
the a
ctual
IEC
Camp
aign/S
takeh
older
s, Ac
comp
lishm
ent r
epor
ts, A
nalys
is of
surve
ys an
d que
stion
naire
s
6 mon
ths af
ter th
e tra
ining
Pr
oces
s Own
er: P
EO
Leve
l 3: A
pplic
ation
Pa
rticipa
nts:
- co
nduc
t Roa
d Safe
ty Aw
aren
ess
Camp
aign;
and
- dis
semi
nate
Road
Safe
ty Aw
aren
ess
IEC
mater
ials
to sta
keho
lders
Docu
ments
Rev
iew
Inter
view
of su
pervi
sors
Inter
view
of pa
rticipa
nts
Actio
n Plan
for I
mplem
entat
ion of
Ro
ad S
afety
Camp
aign
Road
Safe
ty IE
C Ma
terial
s Ca
mpaig
n doc
umen
tation
Su
pervi
sors
and P
artic
ipants
3 mon
ths af
ter th
e tra
ining
Pr
oces
s Own
er: P
EO
M&E
Team
of
Lear
ning a
nd D
evelo
pmen
t Divi
sion
Leve
l 2: L
earn
ing
Partic
ipants
are a
ble to
: -
form
ulate
effec
tive s
trateg
ies an
d plan
of
actio
n for
cond
uctin
g a ro
ad sa
fety
camp
aign
- d
evelo
p IEC
mate
rials
on ro
ad sa
fety
Docu
ments
Rev
iew
Pre-
Test
and P
ost-T
est
Draft
Acti
on P
lan fo
r Im
pleme
ntatio
n of R
oad S
afety
Camp
aign
Draft
IEC
Mater
ials
Test
resu
lts
Durin
g the
train
ing
Facil
itator
/Tra
ining
Tea
m
Leve
l 1: L
earn
ers’
Reac
tion
Achie
veme
nt of
traini
ng ob
jectiv
es
Favo
urab
le fee
dbac
k on e
ffecti
vene
ss of
lea
rning
envir
onme
nt
Post
Train
ing E
valua
tion
Shee
ts Pa
rticipa
nts
At th
e end
of tr
aining
Tr
aining
Tea
m
Inter
venti
on T
itle
Equip
ment
Mana
geme
nt an
d Ope
ratio
n
Plan
ned S
ched
ule
Augu
st 20
14
Targ
et Le
arne
rs (O
ffice/P
ositio
ns)
PEO/
Me
chan
ic, dr
ivers
and e
quipm
ent o
pera
tors
Numb
er of
Par
ticipa
nts
25
Finan
cial R
equir
emen
t P
100,0
00.00
Sour
ce of
Fun
ds
PEO
Leve
ls of
Eva
luat
ion
Indi
cato
rs
Meth
ods/
Tool
s Da
ta S
ourc
es
Sche
dule
Pers
on/s
Resp
onsib
le (W
hat w
ill yo
u m
easu
re?)
Leve
l 4: D
esire
d Outc
ome
Adeq
uate
budg
et thr
ough
redu
ced
expe
nditu
re fo
r rep
air an
d main
tenan
ce of
co
nstru
ction
and h
eavy
equip
ment
Docu
ments
Rev
iew
Maint
enan
ce D
ivisio
n Hea
d Ex
pend
iture
Rep
ort
Job O
rder
s
6 mon
ths af
ter th
e tra
ining
Pr
oces
s Own
er: P
EO
Leve
l 3: A
pplic
ation
Pa
rticipa
nts:
- op
erate
diffe
rent
kinds
of eq
uipme
nt pr
oper
ly;
- re
gular
ly ch
eck t
he co
nditio
n of e
quipm
ent;
- im
pleme
nt pr
even
tive m
easu
res t
o kee
p the
equip
ment
oper
ation
al
Inter
view
of su
pervi
sors
Beha
viour
obse
rvatio
n Int
ervie
w of
partic
ipants
Supe
rviso
rs an
d Par
ticipa
nts
Maint
enan
ce C
heck
list
Obse
rvatio
n Rep
ort
3 mon
ths af
ter th
e tra
ining
Pr
oces
s Own
er: P
EO
M&E
Team
of
Lear
ning a
nd D
evelo
pmen
t Divi
sion
Leve
l 2: L
earn
ing
Partic
ipants
are a
ble to
: -
disc
uss a
nd de
mons
trate
prop
er op
erati
on
of eq
uipme
nt -
apply
stan
dard
oper
ating
proc
edur
es
(SOP
s) in
maint
aining
equip
ment
Pre-
Test
and P
ost-T
est
Skills
obse
rvatio
n in
learn
ing/si
mulat
ion
exer
cises
Obse
rvatio
n she
ets of
facil
itator
s Te
st re
sults
Du
ring t
he T
raini
ng
Facil
itator
/Tra
ining
Tea
m
Leve
l 1: L
earn
ers’
Reac
tion
Achie
veme
nt of
traini
ng ob
jectiv
es
Favo
urab
le fee
dbac
k on e
ffecti
vene
ss of
lea
rning
envir
onme
nt
Post
Train
ing E
valua
tion
Shee
ts Pa
rticipa
nts
At th
e end
of tr
aining
Tr
aining
Tea
m
KR
A 2
: Tra
nspa
rent
and
Acc
ount
able
Bud
get a
nd E
xpen
ditu
re M
anag
emen
t Sys
tem
for t
he R
oad
Sect
or
Pa
ge |
91
Key
Ref
orm
Are
a 2
T
rans
pare
nt a
nd A
ccou
ntab
le B
udge
t and
Exp
endi
ture
M
anag
emen
t Sys
tem
for
the
Roa
d Se
ctor
KRA
RESU
LTS
CHAI
N
SLRM
Key
Ref
orm
Are
a 2
TRAN
SPAR
ENT
AND
ACCO
UNTA
BLE
BUDG
ET A
ND E
XPEN
DITU
RE M
ANAG
EMEN
T SY
STEM
FOR
THE
RO
AD S
ECTO
R
Impa
ct
Inc
reas
ed ec
onom
ic ac
tivity
and i
mpro
ved a
cces
s to p
ublic
infra
struc
ture a
nd se
rvice
s in t
he S
outhe
rn P
hilipp
ines
Outc
ome
20
Prov
inces
have
stre
ngthe
ned i
nstitu
tiona
l cap
acity
and s
ystem
s to d
evelo
p and
imple
ment
road
secto
r plan
s in s
uppo
rt of
broa
d-ba
sed s
ustai
nable
socia
l and
econ
omic
deve
lopme
nt
Refo
rm O
bjec
tive
200
More
effec
tive a
nd ef
ficien
t sys
tems f
or pl
annin
g, ge
nera
ting a
nd m
anag
ing fu
nds f
or ro
ad n
etwor
k reh
abilit
ation
and
maint
enan
ce
PG O
utpu
t 20
00
Tran
spar
ent a
nd A
ccou
ntable
Bud
get a
nd E
xpen
ditur
e Man
agem
ent S
ystem
for t
he ro
ad se
ctor
Resu
lt St
atem
ents
21
00
22
00
2300
2400
25
00
The P
rovin
cial G
over
nmen
t dev
elops
, upd
ates,
imple
ments
and m
onito
rs a S
trateg
ic Fin
ancia
l Man
agem
ent P
lan to
guide
re
venu
e enh
ance
men
t, ex
pend
iture
plan
ning a
nd an
ti-cor
rupti
on st
rateg
ies.
Multi-
year
expe
nditu
re pl
ans a
re lin
ked t
o ann
ual b
udge
t pro
cess
es an
d inv
olve p
ublic
partic
ipatio
n. El
ectro
nic ac
coun
ting a
nd fin
ancia
l man
agem
ent s
ystem
s (El
ectro
nic N
ew G
over
nmen
t Acc
ounti
ng S
ystem
, Stat
emen
t of
Rece
ipts a
nd E
xpen
ditur
es, e
-Bud
get s
ystem
s) ar
e ope
ratin
g, ma
intain
ed an
d rep
ortin
g to r
equir
ed st
anda
rds.
Tax r
even
ue as
sess
ment
and c
ollec
tion s
ystem
s are
effic
ient a
nd ef
fectiv
ely us
ed to
impr
ove l
ocal
reve
nue.
Incre
ases
in lo
cal re
venu
es ar
e use
d for
road
reha
bilita
tion a
nd m
ainten
ance
.
KR
A 2
: Tra
nspa
rent
and
Acc
ount
able
Bud
get a
nd E
xpen
ditu
re M
anag
emen
t Sys
tem
for t
he R
oad
Sect
or
Pa
ge |
93
SLRM
KRA
STA
TUS
and
COMP
ETEN
CY G
APS
SLRM
Key
Res
ult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Ga
ps
Offic
e/s
Posit
ion/
s St
atus
of
Empl
oym
ent
2100
Th
e Pro
vincia
l Go
vern
ment
deve
lops,
upda
tes,
imple
ments
and
monit
ors a
Stra
tegic
Finan
cial
Mana
geme
nt Pl
an
to gu
ide re
venu
e en
hanc
emen
t, ex
pend
iture
pla
nning
and a
nti-
corru
ption
str
ategie
s.
Appr
oved
SFM
P tha
t ens
ures
tra
nspa
renc
y on
finan
cial
trans
actio
ns,
enha
nced
re
venu
e, pr
oper
all
ocati
on of
bu
dget,
impr
oved
re
venu
e for
ecas
t an
d exp
endit
ure
perfo
rman
ce of
the
prov
ince.
SFMP
has b
een d
rafte
d and
su
bmitte
d for
re-e
ndor
seme
nt of
the ne
w LC
E, an
d app
rova
l of
the S
angg
unian
g Pa
nlalaw
igan.
Reve
nue f
orec
ast fo
r 201
4 is
impr
oved
acco
rding
to pl
an.
Delay
in th
e app
rova
l of th
e SF
MP.
SFMP
was
craft
ed by
limite
d nu
mber
of P
TO, P
BO,
PACC
O an
d EED
D sta
ff. Ri
sk of
losin
g the
co
mpete
ncy u
pon r
etire
ment
of the
incu
mben
ts.
Tran
sition
to ne
w PL
GU le
ader
ship
None
EBAT
AP te
am
imple
ments
and
monit
ors p
rogr
ess
of the
SFM
P.
SFMP
is on
its in
itial y
ear o
f im
pleme
ntatio
n (20
13) b
ased
on
the sc
hedu
le an
d acc
ompli
shed
the
follo
wing
targ
ets
- C
reati
on of
Rev
enue
Tas
k Fo
rce
- T
he co
nduc
t of P
ublic
aucti
on
ever
y end
of th
e yea
r -
Mor
e tha
n 100
% co
llecti
on
effici
ency
base
d on S
FMP
targe
t coll
ectio
n par
ticula
rly in
Pr
oper
ty tra
nsfer
tax w
here
in tar
geted
amou
nt is
9M
wher
eas c
ollec
tion r
eflec
ts 32
M as
of Ju
ne 20
13.
- T
arge
t num
ber o
f Tou
rist
arriv
al for
2013
of 2M
has
alrea
dy ex
ceed
ed th
e Jun
e 20
13 to
2.1 M
tour
ist ar
rivals
. -
BAC
mem
bers
benc
hmar
k in
Negr
os O
ccide
ntal th
e co
nsign
ment
purch
ase
Some
plan
s are
not y
et im
pleme
nted.
Whe
n im
pleme
nted,
they a
re no
t be
ing m
onito
red.
PGA
is no
t able
to m
onito
r an
d acc
ount
incom
e fro
m sp
ecial
proje
cts of
EED
D (e
.g., L
amba
klad)
.
Plan
not y
et ap
prov
ed by
SP
No cl
ear f
uncti
ons
of M
& E
Team
(E
BATA
P) fo
r SF
MP.
None
EB
ATAP
Al
l unit
head
s & A
sst.
Unit h
eads
(1
6)
Perm
anen
t
SLRM
Key
Res
ult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Ga
ps
Offic
e/s
Posit
ion/
s St
atus
of
Empl
oym
ent
syste
m as
part
of str
ategie
s on
expe
nditu
re m
anag
emen
t em
bodie
d in S
FMP.
-
PTO
colle
cts on
ly fro
m ful
ly au
thoriz
ed an
d pre
-iden
tified
re
venu
e sou
rces.
- F
ormu
lation
of B
usine
ss
Plan
s of e
ach E
cono
mic
Enter
prise
embo
died i
n the
SF
MP.
- A
ware
ness
of A
ll EED
D un
its
of the
Loca
l Bud
get C
ircula
r 10
0-A
from
DBM.
-
Bud
get a
lloca
tion f
or pr
iority
pr
ogra
ms an
d pro
jects
contr
ibuted
to lo
wer p
over
ty inc
idenc
e fro
m 38
.4 in
2009
to
21.0
in 20
12.
- H
igh P
erfor
manc
e on
reso
urce
alloc
ation
and
utiliz
ation
(bas
ed on
the S
tate
of the
Loca
l Gov
erna
nce
repo
rt 20
04-2
013)
. -
Pro
vincia
l mon
itorin
g tea
m ha
s bee
n org
anize
d and
co
mpete
nt in
M&E.
KR
A 2
: Tra
nspa
rent
and
Acc
ount
able
Bud
get a
nd E
xpen
ditu
re M
anag
emen
t Sys
tem
for t
he R
oad
Sect
or
Pa
ge |
95
SLRM
Key
Res
ult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Ga
ps
Offic
e/s
Posit
ion/
s St
atus
of
Empl
oym
ent
2200
Mu
lti-ye
ar
expe
nditu
re pl
ans
are l
inked
to an
nual
budg
et pr
oces
ses
and i
nvolv
e pub
lic
partic
ipatio
n.
Appr
oved
mult
i-ye
ar pl
ans
(PDP
FP, P
DIP
and A
IP) in
ac
cord
ance
to
DBM-
NEDA
-DI
LG-D
OF
stand
ards
whe
rein
inputs
comi
ng
from
differ
ent
secto
rs of
socie
ty we
re co
nside
red.
Appr
oved
PDP
FP, P
DIP
(2
008-
2013
) and
AIP
So
me un
plann
ed P
PAs w
ere
imple
mente
d alth
ough
not
budg
eted.
COA
repo
rts on
the
weak
ness
es in
plan
ning
PPAs
AI
P Pr
epar
ation
is no
t str
ategic
ally d
one.
Most
depa
rtmen
ts ha
ve lim
ited
know
ledge
in pr
ioritiz
ation
of
PPAs
acco
rding
to st
rateg
ic dir
ectio
ns of
the P
rovin
ce.
PDPF
P- P
DIP-
AIP
are n
ot ha
rmon
ized f
or 20
08-2
013.
Prev
ailing
pr
ioritie
s of L
CE
Lack
of
comp
etenc
y in
harm
onisi
ng th
e bu
dgeti
ng pr
oces
s
Harm
onizi
ng
the P
lannin
g an
d Bu
dgeti
ng
Proc
esse
s
30
8 EED
D un
its
28 R
egula
r off
ices
Posit
ion ta
sked
with
pr
epar
ing bu
dget
prop
osal
of ea
ch
office
Perm
anen
t
Appr
oved
Ann
ual
Budg
et ac
cord
ing
to pla
ns of
the
prov
ince.
Annu
al /S
upple
menta
l Bud
get
Appr
oved
by S
P Bu
dget
alloc
ation
is no
t plan
ba
sed.
Appr
opria
tion f
rom
2006
- 20
12 ar
e not
100%
utiliz
ed
partic
ularly
LDRR
MF an
d the
ca
pital
outla
y acc
ounts
. Di
fficult
y in m
easu
ring t
he
perfo
rman
ce of
all o
ffices
Delay
in
prep
arati
on of
AIP
as
per B
udge
t Ca
lenda
r Of
fices
conc
erne
d ar
e not
awar
e of
their t
arge
ts an
d pe
rform
ance
. Re
spon
sibilit
ies of
mo
nitor
ing te
am
not c
lear.
SLRM
Key
Res
ult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Ga
ps
Offic
e/s
Posit
ion/
s St
atus
of
Empl
oym
ent
2300
El
ectro
nic
acco
untin
g and
fin
ancia
l ma
nage
ment
syste
ms (E
lectro
nic
New
Gove
rnme
nt Ac
coun
ting S
ystem
, St
ateme
nt of
Rece
ipts a
nd
Expe
nditu
res,
e-Bu
dget
syste
ms)
are o
pera
ting,
maint
ained
and
repo
rting t
o re
quire
d stan
dard
s.
Oper
ation
alize
d ele
ctron
ic fin
ancia
l sy
stems
eNGA
S an
d eSR
E ar
e op
erati
onal
Non-
oper
ation
al eB
udge
t sy
stem
eBud
get is
held
in ab
eyan
ce un
til the
up
dated
eNGA
S ve
rsion
2 is
instal
led an
d the
Me
mora
ndum
fro
m CO
A to
imple
ment
the
syste
m.
If imp
lemen
ted,
user
s wou
ld no
t ha
ve th
e co
mpete
ncy t
o op
erate
the
syste
m.
Oper
ating
the
e-Bu
dget
syste
m
18
PACC
O PT
O PB
O
Admi
n Offic
ers a
nd
Admi
n Aide
s’ Pe
rman
ent
Accu
rate
and
timely
finan
cial
repo
rts to
ov
ersig
ht ag
encie
s by u
sing
(e-N
GAS
and
eSRE
) elec
tronic
fin
ancia
l sys
tems
Accu
rate
and t
imely
finan
cial
repo
rts ar
e sub
mitte
d to
over
sight
agen
cies b
y usin
g e-
NGAS
and e
SRE.
Ac
cura
te an
d tim
ely fin
ancia
l re
port
(SAA
OB) is
subm
itted t
o CO
A, LC
E an
d all d
epar
tmen
ts ma
nuall
y gen
erate
d.
Occa
siona
l diffi
cultie
s in
gene
ratio
n of e
NGAS
and
eSRE
repo
rts
Cann
ot be
integ
rated
to ot
her
syste
ms in
the P
GA, s
ervin
g the
COA
, Acc
ounti
ng an
d Tr
easu
rers
office
s only
eN
GAS
not c
ustom
ized t
o ad
dres
s the
need
s of th
e ac
coun
ting o
ffice
Some
repo
rts ne
eds m
anua
l en
codin
g on e
xcel
and
impo
rted t
o soft
ware
.
Netw
ork a
nd
syste
m fai
lure
Risk
of
comp
romi
sing t
he
secu
rity of
the
syste
m
eNGA
S sy
stem
is de
signe
d only
for
COA
use a
nd
cann
ot be
cu
stomi
sed.
None
KR
A 2
: Tra
nspa
rent
and
Acc
ount
able
Bud
get a
nd E
xpen
ditu
re M
anag
emen
t Sys
tem
for t
he R
oad
Sect
or
Pa
ge |
97
SLRM
Key
Res
ult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Ga
ps
Offic
e/s
Posit
ion/
s St
atus
of
Empl
oym
ent
2400
Ta
x rev
enue
as
sess
ment
and
colle
ction
syste
ms
are e
fficien
t and
eff
ectiv
ely us
ed to
im
prov
e loc
al re
venu
e.
Incre
ase i
n tax
co
llecti
on fr
om al
l loc
al so
urce
s
Incre
ase i
n Tax
reve
nue
colle
ction
of in
2012
partic
ularly
in
prop
erty
trans
fer ta
x of m
ore
than 2
00%
Pr
esen
ce of
Ann
ual R
even
ue
Gene
ratio
n Plan
to en
sure
su
staine
d inc
reas
e in r
even
ue
Colle
ction
is no
t max
imize
d du
e to i
nacc
urac
y in
identi
ficati
on of
poten
tial
taxpa
yers.
Po
tentia
l reve
nue o
n Rea
l Pr
oper
ty Ta
x not
reali
zed.
No
t all p
otenti
al so
urce
s of
incom
e tax
es ar
e ide
ntifie
d.
Non-
imple
menta
tion o
f El
ectro
nic
Tran
sacti
on of
Re
al Pr
oper
ty As
sess
ment
and
colle
ction
Sys
tem
Lack
of up
dated
Sc
hedu
le of
Fair
Marke
t Valu
e (S
FMV)
and
inabil
ity to
im
pleme
nt the
Ge
nera
l Rev
ision
of
Real
Prop
erty
Asse
ssme
nt La
ck of
me
chan
isms a
nd
comp
etenc
y to
study
and i
denti
fy loc
al inc
ome
sour
ce.
Analy
sing a
nd
maxim
ising
loc
al tax
re
venu
e Co
nduc
ting
real
prop
erty
asse
ssme
nt an
d upd
ating
the
SFM
V
27 30
PTO
SP
PASS
O EE
DD
SP
All U
nit/di
vision
he
ads
Perm
anen
t
Decre
ase i
n Int
erna
l Rev
enue
Al
lotme
nt (IR
A)
depe
nden
cy of
the
Prov
ince a
nd
Incre
ase i
n loc
al re
venu
e coll
ectio
n by
imple
menti
ng
an ef
ficien
t and
eff
ectiv
e coll
ectio
n sy
stem
Mass
ive ta
x map
ping c
ondu
cted
IRA
depe
nden
cy of
the P
GA
decre
ased
from
80%
in C
Y 20
06 to
53%
in C
Y 20
12 (b
ased
on
the r
ecen
t BLG
Fs
Comp
arati
ve F
inanc
ial
Perfo
rman
ce R
epor
t)
Loca
l reve
nue c
ollec
tion w
as
not m
axim
ised f
or th
e pas
t ye
ars (
2006
-201
1)
Upda
ted P
rovin
cial R
even
ue
Code
was
only
imple
mente
d Ja
nuar
y 201
2. Ot
her r
even
ue ge
nera
ting
sour
ces w
ere n
ot inc
luded
in
the R
even
ue C
ode o
f Akla
n su
ch as
renta
ls of
some
fac
ilities
owne
d by t
he
prov
ince a
nd ot
her p
ermi
t &
licen
ces f
ees (
strea
mers)
.
Lack
of co
mpete
nt pe
rsonn
el to
colle
ct tax
es in
the
field
Inade
quate
pe
rsonn
el for
tax
colle
ction
Ab
senc
e of G
IS
data
for us
e in t
ax
mapp
ing
Some
reve
nue
gene
ratin
g
Plan
ning a
nd
strate
gising
to
maxim
ise th
e ea
rning
po
tentia
l of
PGA
from
all
sour
ces
(taxe
s, loc
al en
terpr
ises,
touris
m an
d co
nsum
er
prod
ucts,
etc.)
Ma
intain
ing
29 30
PTO
Field
Perso
nnel
(Lan
d Tax
Di
v, Re
venu
e Gen
. Di
v, Ca
sh D
iv,
Admi
n)
Pe
rman
ent
SLRM
Key
Res
ult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Ga
ps
Offic
e/s
Posit
ion/
s St
atus
of
Empl
oym
ent
Exist
ing re
venu
e gen
erati
ng
asse
ts ar
e not
prop
erly
mana
ged (
EEDD
Tou
rism)
. Ot
her a
gri-e
co-to
urism
re
venu
e gen
erati
ng
oppo
rtunit
ies of
the p
rovin
ce
were
not id
entifi
ed an
d pu
rsued
(e.g.
, tour
pack
ages
to
other
tour
ist sp
ots in
the
prov
ince,
no un
iquely
Ak
lanon
prod
ucts
for
pasa
lubon
g, loc
al pr
oduc
ts ar
e sub
stand
ard)
.
sour
ces w
ere l
eft
out d
uring
the
craftin
g of th
e fina
l re
venu
e cod
e. La
ck of
tra
ined/c
ompe
tent
emplo
yees
who
ca
n plan
and
imple
ment
strate
gies t
o ma
ximise
the
earn
ing po
tentia
l of
PGA
- P
GA as
sets
not
maint
ained
and
marke
ted.
- P
rope
r en
viron
ment
and o
ppor
tunity
sc
annin
g in
identi
fying
re
venu
e ge
nera
tion
oppo
rtunit
ies
and a
ctivit
ies is
no
t con
ducte
d. -
Bus
iness
plan
s no
t form
ulated
. -
EED
D em
ploye
es do
no
t hav
e en
trepr
eneu
rial
orien
tation
. -
Imple
menta
tion
of str
ategie
s for
pr
omoti
ng an
d up
grad
ing
stand
ards
of
and m
arke
ting
asse
ts Fo
rmula
ting
busin
ess
plans
, inc
luding
en
viron
menta
l sc
annin
g
30
KR
A 2
: Tra
nspa
rent
and
Acc
ount
able
Bud
get a
nd E
xpen
ditu
re M
anag
emen
t Sys
tem
for t
he R
oad
Sect
or
Pa
ge |
99
SLRM
Key
Res
ult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Ga
ps
Offic
e/s
Posit
ion/
s St
atus
of
Empl
oym
ent
local
prod
ucts
not s
ustai
ned
Effec
tive
formu
lation
and
strict
im
pleme
ntatio
n of
the an
nual
Reve
nue
Gene
ratio
n Acti
on
Plan
Annu
al Re
venu
e Gen
erati
on
Actio
n Plan
(ARG
AP) p
artia
lly
imple
mente
d PT
O ha
s iss
ued r
even
ue
polic
ies fo
r all
depa
rtmen
ts/off
ices t
o ob
serve
/comp
ly as
per r
even
ue
gene
ratin
g fac
ility/a
sset.
Seve
ral p
lans i
n the
ARG
AP
were
not im
pleme
nted.
Lack
of re
venu
e gen
erati
on
polic
y per
facil
ity
Lack
of re
venu
e gen
erati
on
IRR
Lack
of ag
reem
ent
betw
een t
he LC
E an
d big
tax pa
yers
Inade
quate
pe
rsonn
el inv
olve
in pr
epar
ation
of
ARGA
P La
ck of
co
mpete
ncy t
o de
velop
a re
venu
e ge
nera
tion p
lan
Enha
ncing
/ up
datin
g re
venu
e ge
nera
tion
plans
De
velop
ing
corre
spon
ding
reve
nue
gene
ratio
n po
licies
and
guide
lines
29
PTO
emplo
yees
Al
l Dep
ts/
Offic
es
10 P
TO em
ploye
e Al
l Adm
in Of
ficer
s
Perm
anen
t
2500
Inc
reas
es in
loca
l re
venu
es ar
e use
d for
road
re
habil
itatio
n and
ma
inten
ance
.
Incre
ased
budg
et all
ocati
on fo
r roa
d re
habil
itatio
n and
ma
inten
ance
and
other
deve
lopme
nt pr
ojects
Incre
ase i
n app
ropr
iation
for
road
reha
bilita
tion a
nd
maint
enan
ce fo
r 201
3 by 5
4%
(P 26
, 273
,505 i
n 201
2 to P
40
,362,8
55.00
in 20
13) s
ource
d fro
m the
gene
ral fu
nd of
the
prov
ince (
MOOE
& C
apita
l Ou
tlay o
f PEO
, 20%
DF, 5
%
LDRR
MF&
1% P
rotec
tion o
f Ch
ildre
n)
Addit
ional
incre
ase i
n allo
catio
n int
ende
d for
the p
urch
ase o
f eq
uipme
nt, ac
quisi
tion o
f roa
d rig
ht of
way (
RROW
) at
Mada
lag fo
r roa
d reh
ab &
main
t. an
d ren
ovati
on of
mate
rials
& qu
ality
contr
ol bu
ilding
of P
EO
in the
total
amou
nt of
5.8 M
so
urce
d fro
m the
unex
pend
ed
balan
ces o
f 20%
Dev
't. Pr
ojects
co
mplet
ed (2
007-
2012
)
Alloc
ation
for r
oad
maint
enan
ce fo
r 201
3 is s
till
insuff
icien
t to co
ver t
he 30
co
re ro
ads t
o be m
aintai
ned.
Limite
d Fun
d so
urcin
g De
creas
e in
subs
idy fr
om th
e fun
ding a
genc
y (A
usAI
D)
None
Prio
ritisi
ng C
ompe
tenc
y Gap
s Co
mpe
tenc
y Gap
s Se
rious
ness
Sc
ore
Urge
ncy
Scor
e Gr
owth
Pot
entia
l Sc
ore
Tota
l
Cond
uctin
g rea
l pro
perty
asse
ssme
nt an
d upd
ating
the S
FMV
Real
prop
erty
tax co
llecti
on is
not m
axim
ised
beca
use S
tatem
ents
of Fa
ir Mar
ket V
alue (
SFMV
) ar
e not
upda
ted.
10
Subm
ission
of U
pdate
d SFM
V of
RPT
to SP
for
the G
en R
ev on
2014
10
Co
ntinu
ed fa
ilure
to re
alize
poten
tial
incom
e fro
m tax
es
10
30
Maint
aining
and m
arke
ting a
ssets
Earn
ing po
tentia
l of e
xistin
g inv
estm
ents
and
asse
ts of
the P
LGU
are n
ot ma
ximize
d; tra
nslat
es
to los
t inco
me fo
r the
prov
ince.
10
Asse
ts co
ntinu
e to d
epre
ciate
over
time.
Must
be ad
dres
sed i
n yea
r 1.
10
All a
ssets
will
be le
ft unp
rodu
ctive
and
may d
eterio
rate
more
. 10
30
Form
ulatin
g bus
iness
plan
s EE
DD ha
s to c
ome u
p with
busin
ess p
lans t
o ad
dres
s the
loss
es in
curre
d for
the p
ast y
ears.
Th
e nee
d to i
denti
fy po
tentia
l inco
me so
urce
of th
e pr
ovinc
e, inc
orpo
rate
some
stra
tegies
, inno
vatio
ns
and s
et tar
gets
to inc
reas
e rev
enue
.
10
Must
be ad
dres
sed i
n Yea
r 1 du
e to t
he
poss
ibility
of ab
olitio
n of E
EDD
units
acco
rding
to
DBM
circu
lar 10
0-A
10
More
loss
es w
ill be
incu
rred b
y the
pr
ovinc
e. Su
bsidy
relia
nce f
rom
the ge
nera
l fund
10
30
Harm
onizi
ng th
e Plan
ning a
nd
Budg
eting
Pro
cess
es
Exist
ing C
OA re
ports
on th
e wea
knes
ses o
f the
plann
ing an
d imp
lemen
tation
of so
me P
PAs
Ineffic
ient u
tilisa
tion o
f app
ropr
iation
10
Affec
ts the
comp
lianc
e to r
equir
emen
ts of
the
over
sight
agen
cies a
nd sh
ould
be ad
dres
sed t
he
earlie
st po
ssibl
e. (2
014)
10
Lost
oppo
rtunit
y to i
mpro
ve th
e qua
lity of
pu
blic s
ervic
e in g
ener
al an
d the
pe
rform
ance
of th
e LGU
in pa
rticula
r
10
30
Plan
ning a
nd st
rateg
ising
to m
axim
ise
the ea
rning
poten
tial o
f PGA
from
all
sour
ces (
taxes
, loca
l ente
rpris
es,
touris
m an
d con
sume
r pro
ducts
, etc.
) De
velop
ing co
rresp
ondin
g rev
enue
ge
nera
tion p
olicie
s and
guide
lines
Loca
l reve
nue i
s not
maxim
ised d
espit
e high
op
portu
nity (
e.g., h
igh to
urist
arriv
als, e
tc.).
Lack
of re
venu
e gen
erati
on po
licy a
nd
imple
menta
tion g
uideli
nes h
ampe
rs ful
l im
pleme
ntatio
n of th
e Ann
ual R
even
ue G
ener
ation
Ac
tion P
lan (A
RGAP
)
9 Th
ere i
s an e
xistin
g Rev
enue
Gen
erati
on P
lan
but it
need
s to b
e upd
ated a
nd su
bmitte
d an
nuall
y as r
equir
ed by
DOF
.
10
Conti
nued
or ev
en in
creas
ed de
pend
ence
in
IRA
10
29
Analy
sing a
nd m
axim
ising
loca
l tax
reve
nue
Tax c
ollec
tion i
s not
maxim
ized b
ecau
se no
t all
poten
tial s
ource
s of in
come
taxe
s are
iden
tified
(in
accu
rate
listin
g of p
otenti
al tax
paye
rs,
unup
dated
asse
ssme
nt of
real
prop
erty,
amon
g oth
ers).
9 Ge
nera
l Rev
ision
of R
eal P
rope
rty A
sses
smen
t lon
g ove
rdue
but is
still
appli
cable
as ba
sis fo
r tax
colle
ction
8 Co
ntinu
ed or
even
incre
ased
depe
nden
ce
in IR
A 10
27
Oper
ating
the e
-Bud
get s
ystem
De
spite
the n
on-o
pera
tiona
l e-B
udge
t sys
tem,
accu
rate
and t
imely
budg
et re
ports
are g
ener
ated
manu
ally.
5 Op
erati
onali
satio
n of e
Budg
et is
pend
ing su
bject
to up
date
of eN
GAS
versi
on2 a
nd is
suan
ce of
the
Mem
oran
dum
from
COA
to im
pleme
nt the
sy
stem
– both
not w
ithin
the co
ntrol
of PG
A.
5 Pr
oces
s for
acco
untin
g and
finan
cial
mana
geme
nt wi
ll con
tinue
to be
less
eff
icien
t.
8 18
KR
A 2
: Tra
nspa
rent
and
Acc
ount
able
Bud
get a
nd E
xpen
ditu
re M
anag
emen
t Sys
tem
for t
he R
oad
Sect
or
Pa
ge |
101
HRD
PLAN
IMPL
EMEN
TATI
ON M
ATRI
X (C
alend
ar Y
ear 2
014)
De
sired
Ou
tcom
e/s
Outp
uts t
o be
Pro
duce
d Le
arni
ng
Objec
tives
Pr
opos
ed H
RD
Inte
rven
tion
Targ
et L
earn
ers
Plan
ned
Sche
dule
Supp
ort R
equi
rem
ents
Sour
ce o
f Fu
nds
Number
Office/s
Position/s
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Financial
Human Resource
Logistic
Executive Sponsors
hip
Other
Incre
ase i
n loc
al re
venu
e co
llecti
on by
im
pleme
ntin
g an e
fficien
t an
d effe
ctive
co
llecti
on
syste
m of
Real
Prop
erty
Ta
x
Upda
ted
SFMV
of R
PT
Partic
ipants
are
able
to :
- e
xplai
n and
ap
ply th
e pr
oces
s for
up
datin
g the
SF
MV of
Rea
l Pr
oper
ty Ta
x -
pre
pare
a sa
mple
comp
utatio
n of
real
prop
erty
appr
aisal
and
asse
ssme
nt
Upda
ting o
f Rea
l Pr
oper
ty Va
luatio
n --
Wor
ksho
p (3
days
) --
Coac
hing
(2 da
ys)
15
PASS
O Al
l PA
SSO
emplo
yee
s inv
olve
in re
al pr
oper
ty va
luatio
n
P75,0
00
Reso
urce
sp
eake
r Do
cume
ntor.
Se
cretar
iat
Supp
lies
Venu
e Fo
od
Memo
ran
dum
Orde
r
PA
SSO
– GF
(T
raini
ng)
EEDD
im
pleme
nts
and m
onito
rs pr
ogre
ss of
the
ec
onom
ic en
terpr
ise
deve
lopme
nt pr
ogra
ms of
the
SFM
P to
gene
rate
reve
nue f
or
the pr
ovinc
e
Comp
rehe
nsi
ve bu
sines
s pla
n tha
t re
flects
ma
rketin
g, tec
hnica
l, ma
nage
ment
& Fin
ancia
l Pl
an fo
r Ec
onom
ic En
terpr
ise
Deve
lopme
nt De
partm
ent
CDQS
of th
e pr
ovinc
e.
Partic
ipants
are
able
to:
-
cond
uct a
n int
erna
l and
ex
terna
l an
alysis
of th
e PG
A en
viron
ment
-
deve
lop a
draft
St
rateg
ic an
d Co
mpre
hens
ive B
usine
ss
plan o
f eac
h EE
DD un
it ;
-
integ
rate
Busin
ess P
lannin
g --
Plan
ning
Wor
ksho
p (3
days
) --
Coac
hing
(5 da
ys)
-- Be
nchm
arkin
g (2
days
)
18
EEDD
, EB
ATA
RRDs
PGDH
s,
Unit
Head
, S
ectio
n he
ads,
SA
Os,
Admi
n. Of
ficer
s, Ad
min.
Asst.
, &
Admi
n. Ai
des
P266
,000
Train
ing:
P80,0
00
Benc
hmar
king:
P186
,000
Reso
urce
sp
eake
r Do
cume
ntor
Secre
tariat
Train
ing
kit &
tra
ining
ma
terial
s &
supp
lies
Venu
e Me
als
Memo
ran
dum
Orde
r
GF
/EED
D- t
raini
ng
Desir
ed
Outc
ome/s
Ou
tput
s to
be P
rodu
ced
Lear
ning
Ob
jectiv
es
Prop
osed
HRD
In
terv
entio
n
Targ
et L
earn
ers
Plan
ned
Sche
dule
Supp
ort R
equi
rem
ents
Sour
ce o
f Fu
nds
Number
Office/s
Position/s
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Financial
Human Resource
Logistic
Executive Sponsors
hip
Other
Benc
hmar
king
Repo
rt,
includ
ing lis
t of
best
prac
tices
of
other
LGUs
in
busin
ess
plann
ing an
d its
appli
catio
n to
PGA
marke
ting,
techn
ical,
mana
geme
nt an
d fina
ncial
ele
ments
into
the pl
an; a
nd
-
deve
lop ac
tion
plan f
or
valid
ation
, im
pleme
ntatio
n, mo
nitor
ing
and e
valua
tion
of the
plan
Appr
oved
An
nual
Budg
et ac
cord
ing to
pla
ns of
the
prov
ince.
Appr
oved
An
nual
Budg
et pr
epar
ed
cons
isten
t wi
th the
Ap
prov
ed
Annu
al Inv
estm
ent
Plan
whe
rein
prior
ities o
f the
long
term
pla
ns of
the
prov
ince a
re
cons
idere
d.
At th
e end
of th
e int
erve
ntion
the
partic
ipants
will
be
able
to pr
ioritiz
e PP
As ac
cord
ing to
St
rateg
ic ob
jectiv
e of
the pr
ovinc
e, Pr
epar
e AIP
of th
eir
own o
ffice a
nd
prep
are a
nnua
l tar
get o
utput
and
subm
it bud
get
prop
osals
for
cons
idera
tion o
f LF
C.
Harm
onize
d Pl
annin
g and
Bu
dgeti
ng
-- W
orks
hop
(2 da
ys)
36
EEDD
Un
it, RR
Ds
Head
s an
d staf
f re
spon
sibl
e for
pr
epar
ing
budg
et pr
opos
al of
each
off
ice
P106
,000
Reso
urce
sp
eake
r Do
cume
ntor.
Se
cretar
iat
Supp
lies
Venu
e Fo
od
Memo
ran
dum
Orde
r
PP
DO/
Othe
r po
ssibl
e so
urce
s
KR
A 2
: Tra
nspa
rent
and
Acc
ount
able
Bud
get a
nd E
xpen
ditu
re M
anag
emen
t Sys
tem
for t
he R
oad
Sect
or
Pa
ge |
103
Desir
ed
Outc
ome/s
Ou
tput
s to
be P
rodu
ced
Lear
ning
Ob
jectiv
es
Prop
osed
HRD
In
terv
entio
n
Targ
et L
earn
ers
Plan
ned
Sche
dule
Supp
ort R
equi
rem
ents
Sour
ce o
f Fu
nds
Number
Office/s
Position/s
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Financial
Human Resource
Logistic
Executive Sponsors
hip
Other
EBAT
AP
team
imple
ments
an
d mon
itors
prog
ress
of
the S
FMP
to ge
nera
te re
venu
e for
the
prov
ince.
Enter
prise
As
set
Mana
geme
nt Pl
an in
clusiv
e of
the
follow
ing:
1. Lis
t of
exist
ing
facilit
ies of
the
prov
ince
2. Asse
ssme
nt of
curre
nt co
nditio
n of
the fa
cilitie
s 3.
Year
ly ma
inten
ance
co
st of
each
fac
ility
4. As
signe
d pe
rsonn
el/co
mmitte
e to
look i
nto th
e ma
inten
ance
of
facilit
ies
5. Bu
dget
prop
osal
inten
ded f
or
maint
enan
ce
subm
itted t
o De
partm
ent.
/unit h
ead
Partic
ipants
are
able
to ap
ply th
e dif
feren
t con
cepts
an
d prin
ciples
of
enter
prise
asse
t ma
nage
ment
in:
- o
rgan
ising
PGA
as
sets
(Phy
sical
and
Infra
struc
ture)
for
oper
ation
al an
d fina
ncial
tra
cking
e.g.
sche
dule
of as
sess
ed
value
/cond
ition,
year
ly ma
inten
ance
co
st an
d ass
ign
acco
untab
le pe
rsonn
el for
the
maint
enan
ce
task;
- d
raftin
g an
enter
prise
asse
t ma
nage
ment
plan;
and
- d
evelo
ping a
n ac
tion p
lan fo
r the
valid
ation
of
the en
terpr
ise
asse
t ma
nage
ment
plan
Train
ing on
En
terpr
ise A
sset
Mana
geme
nt --
Plan
ning
Wor
ksho
p (3
days
) --
Coac
hing
(2 da
ys)
28
All
RRDs
PG
DHs,
Un
it He
ad,
Sec
tion
head
s,
SAOs
, Ad
min.
Offic
ers,
Admi
n. As
st., &
Ad
min.
Aide
s El
ect'l
& Ci
vil E
ngr.
Arch
itect
Cons
t.Mai
nt.Ge
n. Fo
rema
n
P84,0
00
Reso
urce
Sp
eake
r (D
TI)
Docu
mento
r Secre
tariat
Ot
her
stake
holde
rs
Supp
lies
Venu
e Fo
od
Memo
ran
dum
Orde
r
GF
/EED
D- t
raini
ng
SC
HOLA
RSHI
P IM
PLEM
ENTA
TION
MAT
RIX
(Cale
ndar
Yea
r 201
4)
Field
s of S
tudy
Pr
opos
ed C
ours
es
Targ
et P
artic
ipan
ts
Plan
ned
Sche
dule
Num
ber
Offic
e/s
Posit
ion/
s Te
rm 1
(201
5)
Term
2 (2
015)
Finan
cial M
anag
emen
t St
rateg
ic Fin
ancia
l Man
agem
ent
Plan
ning
5
1. PT
O 2.
PBO
3. PA
CCO
4. EE
DD
5. PA
SSO
Admi
n. Of
ficer
s 3
2
Loca
l Gov
ernm
ent T
axati
on
Loca
l Gov
ernm
ent T
axati
on
(inclu
ding R
eal P
rope
rty V
aluati
on)
6
1. PA
SSO
2. PA
CCO
3. SP
4.
PBO
5. PT
O 6.
PASS
O
Admi
n. Of
ficer
s 3
3
KR
A 2
: Tra
nspa
rent
and
Acc
ount
able
Bud
get a
nd E
xpen
ditu
re M
anag
emen
t Sys
tem
for t
he R
oad
Sect
or
Pa
ge |
105
COST
EST
IMAT
E FO
R HR
D IN
TERV
ENTI
ONS
(Cale
ndar
Yea
r 201
4)
Prop
osed
HRD
In
terv
entio
ns
No. of Participants
Duration
Prof
essio
nal S
ervic
es F
ees (
PSF)
Ou
t-of-P
ocke
t Cos
ts (O
PC)
TOTA
L
Pre-Implementat
ion
Implementation
Post-Implementat
ion
Sub-Total
Supplies and
Materials
Printing and Reproductio
n
Venue and Accommoda
tion
Transportation
Communication
Miscellaneous/
Contingency
Sub-Total
(roun
ded
off)
Real
Prop
erty
Valua
tion T
raini
ng
15
5
24,00
0.00
24
,000.0
0 2,0
00.00
4,0
00.00
40
,000.0
0 1,0
00.00
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0.00
3,000
.00
50,00
0.00
75,00
0.00
Busin
ess P
lannin
g (T
raini
ng/
Wor
ksho
p)
18
8 2,7
00.00
20
,000.0
0 5,4
00.00
28
,100.0
0 3,6
00.00
4,7
00.00
37
,060.0
0 1,0
00.00
50
0.00
4,686
.00
51,54
6.00
80,00
0.00
Busin
ess P
lannin
g (B
ench
marki
ng)
2
2,0
00.00
57,60
0.00
108,0
00.00
1,0
00.00
16
,860.0
0 18
5,460
.00
186,0
00.00
Harm
oniza
tion o
f Pl
annin
g and
Bu
dgeti
ng P
roce
sses
36
2
24
,000.0
0
24,00
0.00
10,80
0.00
5,600
.00
54,84
0.00
2,000
.00
1,000
.00
7,424
.00
81,66
4.00
106,0
00.00
Enter
prise
Ass
et Ma
nage
ment
28
5
18,00
0.00
18
,000.0
0 5,6
00.00
6,2
00.00
43
,320.0
0 3,0
00.00
1,0
00.00
5,9
12.00
65
,032.0
0 84
,000.0
0
TOTA
LS
97
22
2,700
.00
86,00
0.00
5,400
.00
94,10
0.00
24,00
0.00
20,50
0.00
232,8
20.00
11
5,000
.00
3,500
.00
37,88
2.00
433,7
02.00
53
1,000
.00
MONI
TORI
NG A
ND E
VALU
ATIO
N PL
AN
Inter
venti
on T
itle
Upda
ting o
f Rea
l Pro
perty
Valu
ation
Plan
ned S
ched
ule
Janu
ary 2
014
Targ
et Le
arne
rs (O
ffice/P
ositio
ns)
PASS
O/
All P
ASSO
emplo
yees
invo
lve in
real
prop
erty
valua
tion
Numb
er of
Par
ticipa
nts
15
Finan
cial R
equir
emen
t P
75,00
0
Sour
ce of
Fun
ds
PAS
SO –
GF (T
raini
ng)
Leve
ls of
Eva
luat
ion
Indi
cato
rs
Meth
ods/
Tool
s Da
ta S
ourc
es
Sche
dule
Pers
on/s
Resp
onsib
le (W
hat w
ill yo
u m
easu
re?)
Leve
l 4: D
esire
d Outc
ome
Incre
ase i
n loc
al re
venu
e coll
ectio
n by
imple
menti
ng an
effic
ient a
nd ef
fectiv
e co
llecti
on sy
stem
of Re
al Pr
oper
ty Ta
x
Docu
ments
Rev
iew
Colle
ction
Rep
orts
of RP
T Ev
ery q
uarte
r/yea
r Pr
oces
s Own
er: P
ASSO
Leve
l 3: A
pplic
ation
Pa
rticipa
nts up
date
the S
FMV
of Re
al Pr
oper
ty Ta
x of th
e who
le pr
ovinc
e D
ocum
ents
Revie
w Int
ervie
w of
Supe
rviso
rs Int
ervie
w of
Partic
ipants
Upda
ted S
FMV
of RP
T for
Akla
n Su
pervi
sors
and P
artic
ipants
3 m
onths
after
inter
venti
on
Proc
ess O
wner
: PAS
SO
M an
d E T
eam
of
Lear
ning &
Dev
elopm
ent D
ivisio
n
Leve
l 2: L
earn
ing
Partic
ipants
are a
ble to
: -
exp
lain a
nd ap
ply th
e pro
cess
for
upda
ting t
he S
FMV
of Re
al Pr
oper
ty Ta
x -
pre
pare
a sa
mple
comp
utatio
n of r
eal
prop
erty
appr
aisal
and a
sses
smen
t
Docu
ments
Rev
iew
Skill
Obse
rvatio
n Ex
ercis
es
Durin
g inte
rventi
on
Facil
itatin
g/Tra
ining
Tea
m
Leve
l 1: L
earn
ers’
Reac
tion
Achie
veme
nt of
inter
venti
on ob
jectiv
e Fa
vour
able
feedb
ack o
n lea
rning
en
viron
ment
Post
Inter
venti
on E
valua
tion
Shee
t Pa
rticipa
nts
At th
e end
of th
e inte
rventi
on
Train
ing te
am
KR
A 2
: Tra
nspa
rent
and
Acc
ount
able
Bud
get a
nd E
xpen
ditu
re M
anag
emen
t Sys
tem
for t
he R
oad
Sect
or
Pa
ge |
107
Inter
venti
on T
itle
Busin
ess P
lannin
g
Plan
ned S
ched
ule
March
2014
(plan
ning w
orks
hop)
; May
2014
(ben
chma
rking
)
Targ
et Le
arne
rs (O
ffice/P
ositio
ns)
EEDD
, EBA
TA R
RDs/
Unit H
eads
, Sec
tion h
eads
, SAO
s, Ad
min.
Offic
ers,
Admi
n. As
st., &
Adm
in. A
ides
Numb
er of
Par
ticipa
nts
18
Finan
cial R
equir
emen
t Tr
aining
: P80
,000
Benc
hmar
king:
P186
,000
Sour
ce of
Fun
ds
Gen
eral
Fund
/EED
D-Tr
aining
Leve
ls of
Eva
luat
ion
Indi
cato
rs
Meth
ods/
Tool
s Da
ta S
ourc
es
Sche
dule
Pers
on/s
Resp
onsib
le (W
hat w
ill yo
u m
easu
re?)
Leve
l 4: D
esire
d Outc
ome
EEDD
imple
ments
and m
onito
rs pr
ogre
ss of
the
econ
omic
enter
prise
deve
lopme
nt pr
ogra
ms of
the
SFMP
to ge
nera
te re
venu
e for
the p
rovin
ce
Docu
ments
revie
w Fin
ancia
l Rep
orts
Month
ly/qu
arter
ly Pr
oces
s Own
er: E
EDD
Leve
l 3: A
pplic
ation
Pa
rticipa
nts us
e the
plan
to gu
ide re
venu
e ge
nera
ting p
rogr
ams a
nd ac
tivitie
s of E
EDD
units
Pa
rticipa
nts us
e the
actio
n plan
to gu
ide va
lidati
on
activ
ities o
f the s
trateg
ic bu
sines
s plan
Inter
view
with
Supe
rviso
r Do
cume
nts R
eview
He
ad of
EED
D Ap
prov
ed S
trateg
ic an
d Co
mpre
hens
ive B
usine
ss P
lan
Acco
mplis
hmen
t Rep
orts
After
2 mo
nths
Proc
ess O
wner
: EED
D M
and E
Tea
m of
Le
arnin
g & D
evt D
ivisio
n
Leve
l 2: L
earn
ing
Partic
ipants
are a
ble to
: -
co
nduc
t an i
ntern
al an
d exte
rnal
analy
sis of
the
PGA
envir
onme
nt -
de
velop
a dr
aft S
trateg
ic an
d Com
preh
ensiv
e Bu
sines
s plan
of ea
ch E
EDD
unit ;
-
int
egra
te ma
rketin
g, tec
hnica
l, man
agem
ent
and f
inanc
ial el
emen
ts int
o the
plan
; and
-
de
velop
actio
n plan
for v
alida
tion,
imple
menta
tion,
monit
oring
and e
valua
tion o
f the
plan
Asse
ssme
nt of
Inter
venti
on O
utputs
Dr
aft E
EDD
busin
ess p
lan
Imple
menta
tion,
Monit
oring
and
Evalu
ation
Plan
s Ac
tion p
lan fo
r vali
datio
n Do
cume
ntatio
n (Mi
nutes
, Pho
tos
& Sc
hedu
le of
Activ
ities)
Benc
hmar
king R
epor
t
Durin
g the
inter
venti
on
Facil
itatin
g/Tra
ining
team
Leve
l 1: L
earn
ers’
Reac
tion
Achie
veme
nt of
inter
venti
on ob
jectiv
e Fa
vour
able
feedb
ack o
n lea
rning
envir
onme
nt Po
st Int
erve
ntion
Ev
aluati
on S
heet
Partic
ipants
At
the e
nd of
the
inter
venti
on
Train
ing te
am
Inter
venti
on T
itle
Harm
onisi
ng th
e Plan
ning a
nd B
udge
ting P
roce
sses
Plan
ned S
ched
ule
May 2
014
Targ
et Le
arne
rs (O
ffice/P
ositio
ns)
EEDD
Unit
, RRD
s/ He
ads a
nd st
aff re
spon
sible
in pr
epar
ing bu
dget
prop
osal
of ea
ch of
fice
Numb
er of
Par
ticipa
nts
36
Finan
cial R
equir
emen
t P1
06,00
0
Sour
ce of
Fun
ds
PPD
O an
d othe
r pos
sible
fund s
ource
s
Leve
ls of
Eva
luat
ion
Indi
cato
rs
Meth
ods/
Tool
s Da
ta S
ourc
es
Sche
dule
Pers
on/s
Resp
onsib
le (W
hat w
ill yo
u m
easu
re?)
Leve
l 4: D
esire
d Outc
ome
Appr
oved
Ann
ual B
udge
t that
were
sub
mitte
d on
time a
nd co
ntain
PPAs
that
are a
ligne
d wi
th the
stra
tegic
direc
tions
of th
e pro
vince
Docu
ments
revie
w Ap
prov
ed A
IP
Annu
ally
Proc
ess O
wner
: PBO
Leve
l 3: A
pplic
ation
Pa
rticipa
nts to
prior
itize P
PAs a
ccor
ding t
o St
rateg
ic ob
jectiv
e of th
e pro
vince
, Pre
pare
AI
P of
their o
wn of
fice a
nd pr
epar
e ann
ual
targe
t outp
ut an
d sub
mit b
udge
t pro
posa
ls for
co
nside
ratio
n of L
FC
Inter
view
with
Supe
rviso
rs Do
cume
nts R
eview
Su
pervi
sors
Appr
oved
Ann
ual B
udge
t pr
epar
ed co
nsist
ent w
ith th
e Ap
prov
ed A
nnua
l Inve
stmen
t Pl
an w
here
in pr
ioritie
s of th
e lon
g ter
m pla
ns of
the p
rovin
ce
are c
onsid
ered
After
2 mo
nths
Proc
ess O
wner
: PBO
M
and E
Tea
m of
the
Lear
ning &
Dev
t Divi
sion
Leve
l 2: L
earn
ing
Partic
ipants
are a
ble to
: - d
raft a
n AIP
for t
heir r
espe
ctive
offic
es
acco
rding
to th
e prio
rities
of th
e pro
vince
- d
raft a
nnua
l targ
et ou
tput a
nd su
bmit b
udge
t pr
opos
als fo
r con
sider
ation
of LF
C
Skills
obse
rvatio
n Do
cume
nts R
eview
Dr
aft P
PA's,
AIP
and a
nnua
l tar
get fr
om th
e par
ticipa
nts
Docu
menta
tion (
Minu
tes,
Photo
s & S
ched
ule of
Acti
vities
) Be
nchm
arkin
g Rep
ort
Durin
g the
inter
venti
on
Facil
itatin
g/Tra
ining
team
Leve
l 1: L
earn
ers’
Reac
tion
Achie
veme
nt of
inter
venti
on ob
jectiv
e Fa
vour
able
feedb
ack o
n lea
rning
envir
onme
nt Po
st Int
erve
ntion
Eva
luatio
n Sh
eet
Partic
ipants
At
the e
nd of
the i
nterve
ntion
Tr
aining
team
KR
A 2
: Tra
nspa
rent
and
Acc
ount
able
Bud
get a
nd E
xpen
ditu
re M
anag
emen
t Sys
tem
for t
he R
oad
Sect
or
Pa
ge |
109
Inter
venti
on T
itle
Enter
prise
Ass
et Ma
nage
ment
Plan
ning
Plan
ned S
ched
ule
June
2014
Targ
et Le
arne
rs (O
ffice/P
ositio
ns)
All R
RDs/
PGDH
s, Un
it Hea
d, Se
ction
head
s, SA
Os, A
dmin.
Offic
ers,
Admi
n. As
st., &
Adm
in. A
ides,
Elec
t'l &
Civil
Eng
r., A
rchite
ct, C
onst.
Main
t. Gen
. For
eman
Numb
er of
Par
ticipa
nts
28
Finan
cial R
equir
emen
t P
84,00
0
Sour
ce of
Fun
ds
GF/
EED
D- tr
aining
Leve
ls of
Eva
luat
ion
Indi
cato
rs
Meth
ods/
Tool
s Da
ta S
ourc
es
Freq
uenc
y Pe
rson
/s Re
spon
sible
(Wha
t will
you
mea
sure
?)
Leve
l 4: D
esire
d Outc
ome
EBAT
AP te
am im
pleme
nts an
d mon
itors
prog
ress
of th
e En
terpr
ise A
sset
Mana
geme
nt Pl
an of
the S
FMP
to ge
nera
te re
venu
e for
the p
rovin
ce.
Docu
ments
Rev
iew
Finan
cial R
epor
ts An
nuall
y Pr
oces
s Own
er: P
GSO
Leve
l 3: A
pplic
ation
Pa
rticipa
nts us
e the
valid
ated e
nterp
rise a
sset
mana
geme
nt pla
n to m
anag
e and
main
tain P
GA as
sets.
Int
ervie
w wi
th Su
pervi
sors
Docu
ments
Rev
iew
Appr
oved
Ente
rpris
e Ass
et Ma
nage
ment
Plan
Af
ter 6
month
s Pr
oces
s Own
er: P
GSO
M
and E
Tea
m of
Lear
ning &
Dev
elopm
ent
Divis
ion
Leve
l 2: L
earn
ing
Partic
ipants
are a
ble to
apply
the d
iffere
nt co
ncep
ts an
d pr
incipl
es of
enter
prise
asse
t man
agem
ent in
: -
org
anisi
ng P
GA as
sets
(Phy
sical
and I
nfras
tructu
re) f
or
oper
ation
al an
d fina
ncial
trac
king e
.g. sc
hedu
le of
asse
ssed
value
/cond
ition,
year
ly ma
inten
ance
cost
and
assig
n acc
ounta
ble pe
rsonn
el for
the m
ainten
ance
task
; -
dra
fting a
n ente
rpris
e ass
et ma
nage
ment
plan;
and
- d
evelo
ping a
n acti
on pl
an fo
r the
valid
ation
of th
e en
terpr
ise as
set m
anag
emen
t plan
Pre-
and p
ost-
Test
Revie
w of
Inter
venti
on
Outpu
ts
Draft
Inve
ntory
of PG
A as
sets
Enter
prise
Ass
et Ma
nage
ment
Plan
Qu
estio
nnair
e
Durin
g the
inter
venti
on
Facil
itatin
g/Tra
ining
team
Leve
l 1: L
earn
ers’
Reac
tion
Achie
veme
nt of
inter
venti
on ob
jectiv
e Fa
vour
able
feedb
ack o
n lea
rning
envir
onme
nt Po
st Int
erve
ntion
Eva
luatio
n Sh
eet
Partic
ipants
At
the e
nd of
the
inter
venti
on
Train
ing te
am
Key
Ref
orm
Are
a 3
Fully
-Fun
ctio
ning
Inte
rnal
Con
trol
Sys
tem
, Inc
ludi
ng
an In
depe
nden
t Int
erna
l Aud
it fo
r th
e R
oad
Sect
or
KR
A 3
: Ful
ly-F
unct
ioni
ng In
tern
al C
ontro
l Sys
tem
, Inc
ludi
ng a
n In
depe
nden
t Int
erna
l Aud
it fo
r the
Roa
d Se
ctor
Pag
e | 1
11
KR
A RE
SULT
S CH
AIN
SLRM
Key
Ref
orm
Are
a 3
FULL
Y-FU
NCTI
ONIN
G IN
TERN
AL C
ONTR
OL S
YSTE
M, IN
CLUD
ING
AN IN
DEPE
NDEN
T IN
TERN
AL
AUDI
T FO
R TH
E RO
AD S
ECTO
R
Impa
ct
Inc
reas
ed ec
onom
ic ac
tivity
and i
mpro
ved a
cces
s to p
ublic
infra
struc
ture a
nd se
rvice
s in t
he S
outhe
rn P
hilipp
ines
Outc
ome
20
Prov
inces
have
stre
ngthe
ned i
nstitu
tiona
l cap
acity
and s
ystem
s to d
evelo
p and
imple
ment
road
secto
r plan
s in s
uppo
rt of
broa
d-ba
sed s
ustai
nable
socia
l and
econ
omic
deve
lopme
nt
Refo
rm O
bjec
tive
300
Fully
func
tionin
g inte
rnal
contr
ol sy
stems
and i
ntern
al au
dit se
rvice
s for
road
servi
ces d
elive
ry
PG O
utpu
t 30
00
Fully
Fun
ction
al Int
erna
l Con
trol S
ystem
s
Resu
lt St
atem
ents
31
00
32
00
33
00
An in
terna
l aud
it ser
vice o
ffice i
s full
y ope
ratio
nal a
nd a
dequ
ately
funde
d to c
arry
out it
s man
date
acco
rding
to na
tiona
l go
vern
men
t guid
eline
s. Int
erna
l con
trol s
ystem
s are
used
to im
prov
e the
effic
iency
, effe
ctive
ness
and a
ccou
ntabil
ity of
road
secto
r plan
ning a
nd
mana
geme
nt.
All o
ffices
relat
ed to
road
secto
r plan
ning a
nd m
anag
emen
t car
ry ou
t risk
asse
ssme
nts re
gular
ly.
SLRM
KRA
STA
TUS
and
COMP
ETEN
CY G
APS
SLRM
Key
Re
form
Ar
eas
Resu
lt St
atem
ents
Pe
rform
ance
In
dica
tors
Curre
nt S
tatu
s
Com
pete
ncy G
aps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t
3 - F
ully-
Func
tionin
g Int
erna
l Co
ntrol
Syste
m,
includ
ing an
ind
epen
dent
Inter
nal A
udit
for th
e roa
d se
ctor
3100
An
inter
nal
audit
servi
ce
office
is fu
lly
oper
ation
al an
d ad
equa
tely
funde
d to c
arry
out it
s ma
ndate
ac
cord
ing to
na
tiona
l go
vern
ment
guide
lines
.
APIA
O is
fully
oper
ation
al wi
th co
mpete
nt pe
rsonn
el an
d ade
quate
bu
dget.
The e
stabli
shme
nt of
APIA
O wa
s for
mally
ap
prov
ed by
the S
P in
2012
. Th
e offic
e is m
anne
d by
4 per
mane
nt sta
ff and
1 co
nsult
ant-la
wyer
and 1
co
ntrac
tual fo
r adm
in.
APIA
O ha
s co
nsoli
dated
the
follow
ing:
a) F
lowch
arts
of the
12
RRDs
b)
Risk
Man
agem
ent
Matric
es of
8 RR
Ds
APIA
O un
able
to co
ordin
ate w
ith ot
her
depa
rtmen
ts on
de
velop
ing th
eir IC
S inc
luding
iden
tifying
foc
al pe
rsons
AP
IAO
has n
ot ye
t co
nsoli
dated
the I
CS
of the
12 R
RDs.
APIA
O un
able
to or
ient a
nd co
ach t
he
12 R
RDs a
nd ot
her
depa
rtmen
ts in
deve
loping
their
ICS
Limite
d com
peten
cy in
pr
epar
ing au
dit re
ports
an
d man
uals
Unab
le to
cond
uct
coac
hing o
n flo
wcha
rting,
risk
asse
ssme
nt an
d othe
r au
dit pr
oces
ses t
o oth
er de
partm
ents
Lack
s add
itiona
l per
sonn
el to
perfo
rm ta
sks
APIA
O sta
ff lac
k the
co
mpete
ncy i
n dev
elopin
g IC
S.
Foca
l per
sons
in so
me R
RD
depa
rtmen
ts do
not
cons
isten
tly at
tend t
o se
ssion
s. AP
IAO
staff l
ack c
ompe
tency
in
techn
ical w
riting
and
prep
aring
man
uals.
AP
IAO
staff l
ack c
oach
ing,
pres
entat
ion an
d fac
ilitati
on
skills
to as
sist in
Risk
Ma
nage
ment
Matric
es an
d flo
wcha
rts
APIA
O sta
ff do n
ot ha
ve
adva
nced
tech
nical
(aud
it an
d inte
rnal
contr
ol)
comp
etenc
ies to
prov
ide
assis
tance
to ot
her u
nits
Cond
uctin
g coa
ching
on
flowc
hartin
g, ris
k as
sess
ment
and o
ther
audit
proc
esse
s An
alysin
g and
de
signin
g ICS
sy
stems
Do
cume
nting
and
manu
alisin
g IC
syste
ms
Prep
aring
and
deliv
ering
pr
esen
tation
s and
fac
ilitati
ng co
achin
g se
ssion
s Ta
rgeti
ng/se
lectin
g pa
rticipa
nts to
HRD
pr
ogra
ms
27 27 29 28
APIA
O
Man
ager
ial, A
dmin.
St
aff,
Supp
ort
Staff
Per
mane
nt
KR
A 3
: Ful
ly-F
unct
ioni
ng In
tern
al C
ontro
l Sys
tem
, Inc
ludi
ng a
n In
depe
nden
t Int
erna
l Aud
it fo
r the
Roa
d Se
ctor
Pag
e | 1
13
SLRM
Key
Re
form
Ar
eas
Resu
lt St
atem
ents
Pe
rform
ance
In
dica
tors
Curre
nt S
tatu
s
Com
pete
ncy G
aps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t
APIA
O co
nduc
ts an
nual
Inter
nal A
udit
of RR
Ds in
: a)
Ope
ratio
ns/
Mana
geme
nt Co
mplia
nce
b) I
nform
ation
Sy
stems
c)
Frau
d/ Fo
rens
ic
For
the y
ear 2
013,
there
is an
enac
tmen
t of
SP R
esolu
tion a
dopti
ng
and a
ppro
ving t
he
Annu
al Ri
sk-B
ased
Int
erna
l Aud
it Plan
of
the A
klan P
rovin
cial
Inter
nal A
udit O
ffice
(API
AO).
AP
IAO
was a
ble to
co
nduc
t OPE
RATI
ONS
and C
OMPL
IANC
E au
dit on
: Roa
d Ma
inten
ance
Sys
tem
durin
g the
2nd a
nd 3r
d qu
arter
of C
Y 20
13
follow
ing th
e pre
scrib
ed
Inter
nal A
udit P
roce
ss.
On
ly tw
o typ
es of
audit
we
re co
nduc
ted; o
ther
types
of au
dit su
ch as
ma
nage
ment
audit
, sy
stems
audit
, and
fra
ud au
dit w
ere n
ot ye
t eng
aged
.
Inade
quate
comp
etenc
ies on
ma
nage
ment
audit
, sys
tems
audit
and f
raud
audit
Ina
dequ
ate pe
rsonn
el to
perfo
rm th
e aud
iting f
uncti
on
Cond
uctin
g --
Mana
geme
nt Au
dit
-- Inv
estig
ation
/ Fa
ct-fin
ding
-- Fr
aud A
udit
Writi
ng an
d co
mmun
icatin
g Int
erna
l Aud
it Rep
orts
Analy
sing a
nd
desig
ning I
CS
syste
ms
23 28 27
APIA
O
Man
ager
ial, A
dmin.
St
aff,
Supp
ort
Staff
Per
mane
nt
SLRM
Key
Re
form
Ar
eas
Resu
lt St
atem
ents
Pe
rform
ance
In
dica
tors
Curre
nt S
tatu
s
Com
pete
ncy G
aps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t
Estab
lishe
d a po
ol of
IA F
ocal
Perso
ns in
all
PGA
depa
rtmen
ts
Ther
e is a
list o
f new
ide
ntifie
d foc
al pe
rsons
wh
o will
unde
rgo
orien
tation
/ re
orien
tation
on B
asic
ICS.
12
RRD
Foc
al pe
rsons
ha
ve be
en or
iented
on
Basic
Inter
nal C
ontro
l Sy
stem
and h
ow to
de
velop
an IC
S.
APIA
O Fo
cal P
erso
ns
of RR
Ds ha
ve
contr
ibuted
to th
e for
mulat
ion of
Ann
ual
Risk
-bas
ed In
terna
l Au
dit P
lan.
Ther
e is n
o de
signa
ted IA
Foc
al Pe
rson i
n eac
h de
partm
ent.
Foca
l per
sons
of al
l off
ices h
ave n
ot or
iented
their
re
pres
ented
offic
es on
Ba
sic In
terna
l Con
trol
Syste
m.
APAI
O Fo
cal P
erso
ns
of oth
er de
partm
ents
have
not y
et co
ntribu
ted to
the
formu
lation
of A
nnua
l Ri
sk-b
ased
Inter
nal
Audit
Plan
.
Unfam
iliarity
with
the B
ICS
conc
ept a
nd its
sign
ifican
ce
Foca
l per
sons
of so
me R
RDs
do no
t con
sisten
tly at
tend
serie
s of s
essio
ns; F
ocal
perso
ns in
some
RRD
s nee
d to
be re
-iden
tified
and
orien
ted.
Ther
e are
no de
signa
ted
Foca
l Per
sons
in ot
her
depa
rtmen
ts
Deve
loping
basic
Int
erna
l Con
trol
Syste
ms
Prep
aring
and
cond
uctin
g orie
ntatio
n ac
tivitie
s Ta
rgeti
ng/S
electi
ng
Partic
ipants
to H
RD
Inter
venti
ons
26 28
12
RRDs
D
esign
ated f
ocal
perso
ns
Per
mane
nt
3200
Int
erna
l con
trol
syste
ms ar
e us
ed to
im
prov
e the
eff
icien
cy,
effec
tiven
ess
and
acco
untab
ility
of ro
ad se
ctor
plann
ing an
d ma
nage
ment.
Estab
lishe
d Inte
rnal
contr
ol sy
stems
(IC
S) an
d pr
oced
ures
are
imple
mente
d in a
ll RR
Ds.
Ther
e is a
n esta
blish
ed
Inter
nal C
ontro
l Sys
tem
conta
ined i
n the
Op
erati
ons M
anua
l and
Ch
arter
. Ei
ght (
8) de
partm
ents
(PPD
O, P
EO, P
HRMO
, PG
SO, P
BO, P
TO,
PACC
O, A
PIAO
) hav
e do
cume
nted t
heir
proc
esse
s.
Of th
e 12 R
RDs t
hat
have
been
coac
hed o
n flo
w ch
artin
g, fou
r RR
Ds ha
ve no
t do
cume
nted t
heir
proc
ess f
low of
op
erati
ons.
Four
(4) o
ther R
RDs
have
yet to
deve
lop
their o
wn In
terna
l Co
ntrol
Syste
m.
Desig
nated
foca
l per
sons
of
other
depa
rtmen
ts ne
ed to
be
identi
fied a
nd ca
pacit
ated o
n int
erna
l con
trol.
Lax i
n imp
lemen
tation
of
sanc
tions
Deve
loping
basic
Int
erna
l Con
trol
Syste
ms
Analy
sing a
nd
desig
ning I
CS
syste
ms
Deve
loping
flowc
harts
an
d Risk
Ass
essm
ent
Matric
es
26 26 26
12
RRDs
De
signa
ted
focal
perso
ns
Perm
anen
t
KR
A 3
: Ful
ly-F
unct
ioni
ng In
tern
al C
ontro
l Sys
tem
, Inc
ludi
ng a
n In
depe
nden
t Int
erna
l Aud
it fo
r the
Roa
d Se
ctor
Pag
e | 1
15
SLRM
Key
Re
form
Ar
eas
Resu
lt St
atem
ents
Pe
rform
ance
In
dica
tors
Curre
nt S
tatu
s
Com
pete
ncy G
aps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t
Do
cume
nted f
low of
op
erati
ons o
r pr
oces
ses o
f the
front-
line s
ervic
es of
all
RRD
s are
eff
icien
t and
eff
ectiv
e.
COA
findin
gs in
dicate
mi
nimal
weak
ness
es of
IC
S in
the P
LGU.
COA
findin
gs in
some
de
partm
ents
indica
te lac
k of in
terna
l con
trol.
Incon
sisten
t par
ticipa
tion o
f so
me fo
cal p
erso
ns in
tra
ining
activ
ities
Lack
of co
mpete
ncies
in
deve
loping
oper
ation
s ma
nuals
So
me A
ccou
ntable
Offic
ers
(Coll
ectin
g and
Disb
ursin
g)
do no
t hav
e ade
quate
co
mpete
ncies
in C
ash
Mana
geme
nt
Some
foca
l per
sons
de
signa
ted to
atten
d tra
ining
ar
e not
familia
r with
all
oper
ation
s of th
e dep
artm
ent.
Manu
alisin
g pr
oces
ses a
nd
proc
edur
es
Imple
menti
ng In
terna
l Co
ntrol
proc
esse
s in
Cash
Man
agem
ent
29 30
12
RRDs
D
esign
ated f
ocal
perso
ns
Per
mane
nt
3300
Al
l offic
es
relat
ed to
road
se
ctor p
lannin
g an
d ma
nage
ment
carry
out r
isk
asse
ssme
nts
regu
larly.
All R
RDs h
ave
deve
loped
their
Risk
As
sess
ment
Matric
es an
d up
dated
their
RAM
ev
ery s
ix mo
nths.
Coac
hing o
n flo
wcha
rting o
f offic
e pr
oced
ures
and
proc
esse
s wer
e alre
ady
done
for t
he 12
RRD
s 8 R
RD's
deve
loped
the
ir Risk
Ass
essm
ent
Matric
es.
4 RRD
's an
d othe
r de
partm
ents
have
not
yet d
evelo
ped t
heir
Risk
Ass
essm
ent
Matric
es.
Desig
nated
foca
l per
sons
of
other
depa
rtmen
ts do
not
poss
ess a
dequ
ate
comp
etenc
y in R
isk
Asse
ssme
nt.
Cond
uctin
g Aud
it Risk
As
sess
ment
26
4 RRD
s an
d oth
er
depa
rtmen
ts
Desig
nated
foc
al pe
rsons
Perm
anen
t
IA F
ocal
Perso
ns
facilit
ate up
datin
g of
Risk
Ass
essm
ent
Matric
es.
7 Foc
al Pe
rsons
have
fac
ilitate
d Risk
As
sess
ment
discu
ssion
s and
up
dated
the R
AM.
The F
ocal
Perso
ns of
4 R
RD's
and o
ther
depa
rtmen
ts ha
ve no
t be
en ab
le to
do R
isk
Asse
ssme
nts.
Foca
l Per
sons
lack
facil
itatio
n sk
ills.
Foca
l per
sons
who
atten
ded
the tr
aining
cond
ucted
on
prep
aring
risk m
anag
emen
t ma
trices
have
alre
ady b
een
repla
ced.
Facil
itatin
g coa
ching
se
ssion
s Ta
rgeti
ng/S
electi
ng
Partic
ipants
to H
RD
Inter
venti
ons
28
12
RRDs
D
esign
ated f
ocal
perso
ns
Per
mane
nt
PRIO
RITI
SING
COM
PETE
NCY
GAPS
Co
mpe
tenc
y Gap
s Se
rious
ness
Sc
ore
Urge
ncy
Scor
e Gr
owth
Pot
entia
l Sc
ore
Tota
l
Imple
menti
ng In
terna
l Con
trol p
roce
sses
in
Cash
Man
agem
ent
Colle
cted f
ees n
ot de
posit
ed in
tact d
aily a
nd
cash
adva
nces
not fu
lly liq
uidate
d lea
d to
ineffic
ient fi
nanc
ial m
anag
emen
t and
re
portin
g.
10
Need
ed to
addr
ess C
OA fin
dings
10
Ex
posu
re to
theft
and l
oss i
s high
. 10
30
Docu
menti
ng an
d man
ualis
ing IC
syste
ms
Delay
in m
anua
lisati
on th
at wi
ll guid
e the
RR
Ds in
cond
uctin
g inte
rnal
contr
ol.
9 Ne
eded
to cl
arify
unit i
ntern
al co
ntrol
proc
esse
s 10
La
ck of
man
uals
to se
rve to
guide
int
erna
l con
trol c
ould
resu
lt in
inacc
urac
ies in
repo
rts an
d COA
fin
dings
.
10
29
Writi
ng an
d com
munic
ating
Inter
nal A
udit
Repo
rts
Diffic
ulty i
n the
deve
lopme
nt of
audit
repo
rts
leads
to no
n-co
mplia
nce w
ith IC
S re
quire
ments
.
9 Re
port
findin
gs ca
nnot
be ac
ted on
right
away
9
Tran
spar
ency
and i
ntegr
ity co
uld be
co
mpro
mise
d with
poor
repo
rting.
10
28
Prep
aring
and d
elive
ring p
rese
ntatio
ns
(inclu
ding o
rienta
tion a
ctivit
ies) a
nd fa
cilita
ting
coac
hing s
essio
ns
The r
equir
ed ris
k ass
essm
ent m
atrice
s and
int
erna
l con
trol fl
owch
arts
have
not b
een
comp
leted
.
9 Sh
ould
be im
pleme
nted b
y yea
r 1 fo
r mo
re ef
fectiv
e tra
nsfer
of le
arnin
g re I
CS
conc
epts
9 IA
man
date
and o
bjecti
ves w
ill no
t be
met.
Integ
rity of
the P
GA in
terna
l con
trol
syste
m wi
ll be c
ompr
omise
d.
10
28
Cond
uctin
g coa
ching
on flo
wcha
rting,
risk
asse
ssme
nt an
d othe
r aud
it pro
cess
es
APIA
O pe
rsonn
el ar
e not
able
to gu
ide th
e all
RRD
s in t
he de
velop
ment
and
docu
menta
tion o
f their
ICS.
8 Cl
oser
supe
rvisio
n is n
eede
d to m
ake
sure
that
outpu
ts ar
e acc
urate
. 9
ICS
syste
m wi
ll not
be fu
lly in
stalle
d. 10
27
Flowc
hartin
g and
Risk
Ass
essm
ent M
atrix
on
ICS
Diffic
ulty i
n the
deve
lopme
nt of
ICS
in so
me
RRDs
8
Delay
in su
bmiss
ion of
repo
rts
8 IC
S sy
stem
will n
ot be
fully
insta
lled.
10
26
Analy
sing a
nd de
signin
g ICS
syste
ms
APIA
O is
unab
le to
orien
t and
coac
h the
12
RRDs
and o
ther d
epar
tmen
ts in
deve
loping
the
ir ICS
.
8 De
lay in
subm
ission
of re
ports
8
ICS
syste
m wi
ll not
be fu
lly in
stalle
d. 10
26
Cond
uctin
g man
agem
ent a
udit,
inves
tigati
on/fa
ct-fin
ding,
and f
raud
audit
Fu
ll aud
it is n
ot ac
comp
lishe
d with
the
cond
uct o
f only
oper
ation
s and
comp
lianc
e au
dit.
8 Ca
n be d
elaye
d to Y
ear 3
in th
e ab
senc
e of a
dditio
nal p
erso
nnel
to co
nduc
t othe
r typ
es of
audit
5 IC
S sy
stem
will n
ot be
fully
insta
lled.
10
23
KR
A 3
: Ful
ly-F
unct
ioni
ng In
tern
al C
ontro
l Sys
tem
, Inc
ludi
ng a
n In
depe
nden
t Int
erna
l Aud
it fo
r the
Roa
d Se
ctor
Pag
e | 1
17
HRD
PLAN
IMPL
EMEN
TATI
ON M
ATRI
X (C
alen
dar Y
ear 2
014)
Desir
ed
Outc
ome/s
Ou
tput
s to
be
Prod
uced
Le
arni
ng
Objec
tives
Prop
osed
HR
D In
terv
entio
n
Targ
et L
earn
ers
Plan
ned
Sche
dule
Su
ppor
t Req
uire
men
ts
Sour
ce o
f Fu
nds
Number
Office/s
Position/s
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Financial
Human Resource
Logistic
Executive Sponsors
hip
Other
Docu
mente
d flo
w of
oper
ation
s or
proc
esse
s for
ma
nage
ment
of ca
sh
adva
nces
an
d co
llecti
on of
fee
s of th
e fro
nt-lin
e se
rvice
s of
all R
RDs a
re
effici
ent a
nd
effec
tive
Upda
ted
hand
book
for
on C
ash
Mana
geme
nt Sy
stem
for
disbu
rsing
off
icers
Partic
ipants
are
able
to:
- d
iscus
s the
ro
les an
d re
spon
sibilit
ies
of dis
bursi
ng
and c
ollec
ting
office
rs -
exp
lain t
he
basic
conc
epts
on ca
sh
mana
geme
nt an
d inte
rnal
contr
ol sy
stem
- d
evelo
p gu
idelin
es fo
r ca
sh
mana
geme
nt pr
oces
ses (
e.g.
colle
ction
and
depo
sit of
fees
, liq
uidati
on of
ca
sh ad
vanc
es)
in the
ir re
spec
tive
depa
rtmen
ts
Cash
Ma
nage
ment
and I
ts IC
S
12
12
RRDs
PG
A-de
signa
ted co
llecti
ng
and
disbu
rsing
off
icers
12
0,400
Re
sour
ce
Perso
ns,
Secre
tariat
, Do
cume
ntor
RP V
ehicl
e, La
ptop,
LCD
Proje
ctor,
Micro
phon
e, S
peak
ers,
Train
ing
Kit,
Supp
lies
and
Mater
ials,
Venu
e, Fo
ods,
Memo
to
partic
ipants
ad
dres
sed
to De
pt.
Head
s
Invita
tion
Lette
r to
Reso
urce
Sp
eake
r, Me
mo to
pa
rticipa
nts,
Trav
el Or
der,
Comm
unica
tion
Lette
r
Mu
n. De
v't.
Fund
Of
fice -
De
pt. O
f Fin
ance
Desir
ed
Outc
ome/s
Ou
tput
s to
be
Prod
uced
Le
arni
ng
Objec
tives
Prop
osed
HR
D In
terv
entio
n
Targ
et L
earn
ers
Plan
ned
Sche
dule
Su
ppor
t Req
uire
men
ts
Sour
ce o
f Fu
nds
Number
Office/s
Position/s
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Financial
Human Resource
Logistic
Executive Sponsors
hip
Other
APIA
O is
fully
oper
ation
al wi
th sy
stems
an
d pr
oces
ses
for in
terna
l co
ntrol
docu
mente
d in
manu
als
Relia
ble an
d frie
ndly-
user
ma
nual
as a
refer
ence
/ me
ans o
f ve
rifica
tion
Partic
ipants
are
able
to:
- d
escri
be th
e fis
cal
resp
onsib
ility
and
comp
onen
ts of
inter
nal c
ontro
l in
PGA
and
differ
ent R
RDs
- d
ocum
ent th
e int
erna
l con
trol
syste
m ele
ments
such
as
roles
and
resp
onsib
ilities
, au
thoriti
es an
d pr
oced
ures
in
each
of th
e RR
Ds
- e
xplai
n gu
idelin
es in
dr
afting
a us
er-
friend
ly int
erna
l au
dit m
anua
l
Tech
nical
Writi
ng an
d Ma
nual
Deve
lopme
nt
16
APIA
O 12
RRD
S
Mana
geri
al, A
dmin.
St
aff,
Supp
ort
Staff
, De
signa
ted F
P
10
5,000
.00
Reso
urce
Pe
rsons
, Se
cretar
iat,
Docu
mento
r
RP V
ehicl
e, La
ptop,
LCD
Proje
ctor,
Micro
phon
e, S
peak
ers,
Train
ing
Kit,
Supp
lies
and
Mater
ials,
Venu
e, Fo
ods,
Memo
to
partic
ipants
ad
dres
sed
to De
pt.
Head
s
Invita
tion
Lette
r to
Reso
urce
Sp
eake
r, Me
mo to
pa
rticipa
nts,
Trav
el Or
der,
Comm
unica
tion
Lette
r
PR
MF
KR
A 3
: Ful
ly-F
unct
ioni
ng In
tern
al C
ontro
l Sys
tem
, Inc
ludi
ng a
n In
depe
nden
t Int
erna
l Aud
it fo
r the
Roa
d Se
ctor
Pag
e | 1
19
Desir
ed
Outc
ome/s
Ou
tput
s to
be
Prod
uced
Le
arni
ng
Objec
tives
Prop
osed
HR
D In
terv
entio
n
Targ
et L
earn
ers
Plan
ned
Sche
dule
Su
ppor
t Req
uire
men
ts
Sour
ce o
f Fu
nds
Number
Office/s
Position/s
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Financial
Human Resource
Logistic
Executive Sponsors
hip
Other
All R
RDs
have
de
velop
ed
their R
isk
Asse
ssme
nt Ma
trices
and
upda
ted th
eir
RAM
ever
y six
mon
ths.
Finali
zed
Flowc
harts
an
d Risk
As
sess
ment
Matric
es
Partic
ipants
are
able
to:
- e
xplai
n bas
ic co
ncep
ts an
d sig
nifica
nce o
f pr
epar
ing ris
k as
sess
ment
matric
es (R
AM)
and
flowc
hartin
g in
inter
nal a
udit
- d
evelo
p eff
ectiv
e ap
proa
ches
/ str
ategie
s on
deve
loping
RA
M an
d flo
wcha
rts
- d
ocum
ent th
e pr
oces
ses o
f ea
ch of
the
RRDs
Enha
ncing
de
velop
ment co
mpete
ncy o
n Flo
wcha
rting a
nd R
isk
Asse
ssme
nt W
orks
hop
on In
terna
l Co
ntrol
Syste
m
12
12
RR
Ds
AOs o
r De
signa
ted F
ocal
Perso
n
11
5,500
Re
sour
ce
Perso
ns,
Secre
tariat
, Do
cume
ntor
RP V
ehicl
e, La
ptop,
LCD
Proje
ctor,
Micro
phon
e, S
peak
ers,
Train
ing
Kit,
Supp
lies
and
Mater
ials,
Venu
e, Fo
ods,
Memo
to
partic
ipants
ad
dres
sed
to De
pt.
Head
s
Invita
tion
Lette
r to
Reso
urce
Sp
eake
r, Me
mo to
pa
rticipa
nts,
Trav
el Or
der,
Comm
unica
tion
Lette
r
AP
IAO
COST
EST
IMAT
E FO
R HR
D IN
TERV
ENTI
ONS
(Cal
enda
r Yea
r 201
4)
Prop
osed
HRD
Inte
rven
tions
No. of Participants
Duration (days)
Prof
essio
nal S
ervic
es F
ees (
PSF)
Ou
t-of-P
ocke
t Cos
ts (O
PC)
TOTA
L (ro
unde
d off
)
Pre-Implementation
Implementation
Post-Implementation
Sub-Total
Supplies and Materials
Printing and Reproduction
Transportation and Accommodation
Communication
Miscellaneous/ Contingency
Sub-Total
Cash
Man
agem
ent a
nd Its
IC
S for
Coll
ectin
g &
Disb
ursin
g Offic
ers
12
6
30
,000.0
0
30,00
0.00
37
,150.0
0
16,50
0.00
36,75
0.00
90,40
0.00
120,4
00.00
Tech
nical
Writi
ng an
d Ma
nual
Deve
lopme
nt fo
r the
RR
Ds
16
9
30
,000.0
0
30,00
0.00
22
,000.0
0
21,50
0.00
31,50
0.00
75,00
0.00
105,0
00.00
Flowc
hartin
g and
Risk
As
sess
ment
Wor
ksho
p on
ICS
for IA
Foc
al Pe
rson
s 12
6
30,00
0.00
30
,000.0
0
32,00
0.00
21
,500.0
0
32
,000.0
0
85
,500.0
0
11
5,500
.00
T O
T A
L S
40
21
0 90
,000.0
0 -
90,00
0.00
91,15
0.00
- 59
,500.0
0 10
0,250
.00
25
0,900
.00
340,9
00.00
KR
A 3
: Ful
ly-F
unct
ioni
ng In
tern
al C
ontro
l Sys
tem
, Inc
ludi
ng a
n In
depe
nden
t Int
erna
l Aud
it fo
r the
Roa
d Se
ctor
Pag
e | 1
21
SC
HOLA
RSHI
P IM
PLEM
ENTA
TION
MAT
RIX
(Cal
enda
r Yea
r 201
4)
Field
s of S
tudy
Pr
opos
ed C
ours
es
Targ
et P
artic
ipan
ts
Plan
ned
Sche
dule
Num
ber
Offic
e/s
Posit
ion/
s Te
rm 1
(201
5)
Term
2 (2
015)
Publi
c Adm
inistr
ation
Ma
ster in
Pub
lic A
dmini
strati
on
1 AP
IAO
IA IV
/
MONI
TORI
NG A
ND E
VALU
ATIO
N PL
AN
Inter
venti
on T
itle
Cash
Man
agem
ent a
nd It
s ICS
for C
ollec
ting
& Di
sbur
sing
Offic
ers
Dura
tion/
Da
te of
Imple
menta
tion
Janu
ary 2
014
Targ
et Pa
rticipa
nts
(Pos
itions
) Int
erna
l Aud
it Foc
al Pe
rsons
of 12
RRD
s
Numb
er of
Par
ticipa
nts
12
Budg
et P
120,4
00
Budg
et So
urce
/s Mu
n. De
v't. F
und O
ffice -
Dep
artm
ent o
f Fina
nce
Leve
ls of
Eva
luat
ion
Indi
cato
rs
Meth
ods/
Tool
s Da
ta S
ourc
es
Sche
dule
Pers
on/s
Resp
onsib
le (W
hat w
ill yo
u m
easu
re?)
Leve
l 4: D
esire
d Outc
ome
Docu
mente
d flow
of op
erati
ons o
r pro
cess
es fo
r ma
nage
ment
of ca
sh ad
vanc
es an
d coll
ectio
n of
fees o
f the f
ront-
line s
ervic
es of
all R
RDs a
re
effici
ent a
nd ef
fectiv
e
Docu
ments
revie
w Int
ervie
w Sy
stems
Aud
it
Audit
Obs
erva
tion M
emor
andu
m (A
OM)
COA
repo
rts
Depa
rtmen
t hea
ds
Annu
ally
Proc
ess O
wner
: API
AO
Leve
l 3: A
pplic
ation
Pa
rticipa
nts ap
ply th
e guid
eline
s and
proc
esse
s in
cash
man
agem
ent
Wor
k Rev
iew
Finan
cial A
udit
Inter
views
Colle
cting
and d
isbur
sing o
fficer
s, off
icial
rece
ipts,
Cash
book
s,
Depo
sit sl
ips, F
inanc
ial re
ports
After
6 mo
nths
Proc
ess O
wner
: API
AO,
M&E
Team
of
Lear
ning a
nd D
evelo
pmen
t Div.
Leve
l 2: L
earn
ing
Partic
ipants
are a
ble to
: -
disc
uss t
he ro
les an
d res
pons
ibiliti
es of
dis
bursi
ng an
d coll
ectin
g offic
ers
- e
xplai
n the
basic
conc
epts
on ca
sh
mana
geme
nt an
d inte
rnal
contr
ol sy
stem
-
dev
elop g
uideli
nes f
or ca
sh m
anag
emen
t pr
oces
ses (
e.g. c
ollec
tion a
nd de
posit
of fe
es,
liquid
ation
of ca
sh ad
vanc
es) in
their
resp
ectiv
e de
partm
ents
Pre-
and p
ost-t
est
Revie
w of
Inter
venti
on
Outpu
ts
Upda
ted ha
ndbo
ok fo
r on C
ash
Mana
geme
nt Sy
stem
for
disbu
rsing
offic
ers
Ca
sh M
anag
emen
t Que
stion
naire
After
the i
nterve
ntion
Tr
aining
team
Leve
l 1: L
earn
ers’
Reac
tion
Achie
veme
nt of
inter
venti
on ob
jectiv
e Fa
vour
able
feedb
ack o
n lea
rning
envir
onme
nt Po
st Int
erve
ntion
Ev
aluati
on S
heet
Partic
ipants
At
the e
nd of
the i
nterve
ntion
Tr
aining
team
KR
A 3
: Ful
ly-F
unct
ioni
ng In
tern
al C
ontro
l Sys
tem
, Inc
ludi
ng a
n In
depe
nden
t Int
erna
l Aud
it fo
r the
Roa
d Se
ctor
Pag
e | 1
23
Inter
venti
on T
itle
Tech
nica
l Writ
ing
and
Manu
al De
velo
pmen
t for
Inte
rnal
Audi
t (IA
) Foc
al Pe
rson
s
Plan
ned S
ched
ule
Janu
ary 2
014
Targ
et Le
arne
rs (O
ffice/P
ositio
ns)
APIA
O an
d 12 R
RDs
Numb
er of
Par
ticipa
nts
16 pe
rsons
Finan
cial R
equir
emen
t P
105,0
00
Sour
ce of
Fun
ds
PRMF
Leve
ls of
Eva
luat
ion
Indi
cato
rs
Meth
ods/
Tool
s Da
ta S
ourc
es
Sche
dule
Pers
on/s
Resp
onsib
le (W
hat w
ill yo
u m
easu
re?)
Leve
l 4: D
esire
d Outc
ome
APIA
O is
fully
oper
ation
al wi
th sy
stems
an
d pro
cess
es fo
r inter
nal c
ontro
l do
cume
nted i
n man
uals.
Docu
ment
Revie
w Sy
stems
Aud
it De
partm
ent h
eads
Int
erna
l Aud
it Rep
orts
Annu
ally
Proc
ess O
wner
: API
AO
Leve
l 3: A
pplic
ation
Pa
rticipa
nts de
velop
accu
rate
and u
ser-
friend
ly int
erna
l aud
it man
uals
of all
RR
Ds.
Docu
ments
Rev
iew
Inter
view
with
user
s Int
erna
l Con
trol M
anua
l Fo
cal P
erso
ns
Supe
rviso
rs
After
6 mo
nths
Proc
ess O
wner
: API
AO,
M&E
Team
of
Lear
ning a
nd D
evelo
pmen
t Div.
Leve
l 2: L
earn
ing
Partic
ipants
are a
ble to
: -
des
cribe
the f
iscal
resp
onsib
ility a
nd
comp
onen
ts of
inter
nal c
ontro
l in P
GA
and d
iffere
nt RR
Ds
- d
ocum
ent th
e inte
rnal
contr
ol sy
stem
eleme
nts su
ch as
roles
and
resp
onsib
ilities
, auth
oritie
s and
pr
oced
ures
in ea
ch of
the R
RDs
- e
xplai
n guid
eline
s in d
raftin
g a us
er-
friend
ly int
erna
l aud
it man
ual
Pre-
and
Post-
Test
Inter
venti
on P
artic
ipants
Te
st Re
sults
Durin
g the
inter
venti
on
Facil
itator
and T
raini
ng te
am
Leve
l 1: L
earn
ers’
Reac
tion
Achie
veme
nt of
inter
venti
on ob
jectiv
e Fa
vour
able
feedb
ack o
n lea
rning
en
viron
ment
Post
Inter
venti
on E
valua
tion
Shee
t Pa
rticipa
nts
At th
e end
of th
e inte
rventi
on
Train
ing te
am
Inter
venti
on T
itle
Flow
char
ting
and
Risk
Ass
essm
ent W
orks
hop
on In
tern
al Co
ntro
l Sys
tem
for I
A Fo
cal P
erso
ns
Plan
ned S
ched
ule
May t
o Jun
e 201
4
Targ
et Le
arne
rs (O
ffice/P
ositio
ns)
12 R
RDs
Numb
er of
Par
ticipa
nts
12 P
erso
ns
Finan
cial R
equir
emen
t P
15,50
0
Sour
ce of
Fun
ds
APIA
O
Leve
ls of
Eva
luat
ion
Indi
cato
rs
Meth
ods/
Tool
s Da
ta S
ourc
es
Freq
uenc
y Pe
rson
/s Re
spon
sible
(Wha
t will
you
mea
sure
?)
Leve
l 4: D
esire
d Outc
ome
All R
RDs h
ave d
evelo
ped t
heir R
isk
Asse
ssme
nt Ma
trices
and u
pdate
d the
ir RAM
ever
y six
month
s.
Mana
geme
nt Au
dit
Inter
nal A
udit r
epor
ts Ac
comp
lishm
ent R
epor
ts An
nuall
y Pr
oces
s Own
er: A
PIAO
Leve
l 3: A
pplic
ation
Pa
rticipa
nts de
velop
the f
lowch
arts
of ea
ch of
the R
RDs.
Wor
k sam
ple R
eview
Sy
stems
Aud
it Int
erna
l Aud
it rep
orts
Coac
hing P
lan
After
6 mo
nths
Proc
ess O
wner
: API
AO,
M&E
Team
of
Lear
ning a
nd D
evelo
pmen
t Div.
Leve
l 2: L
earn
ing
Partic
ipants
are a
ble to
: -
exp
lain b
asic
conc
epts
and
signif
icanc
e of p
repa
ring r
isk
asse
ssme
nt ma
trices
(RAM
) and
flo
wcha
rting i
n inte
rnal
audit
-
dev
elop e
ffecti
ve ap
proa
ches
/ str
ategie
s on d
evelo
ping R
AM an
d flo
wcha
rts
- d
ocum
ent th
e pro
cess
es of
each
of
the R
RDs
Pre-
and p
ost-t
est
Asse
ssme
nt of
Outpu
ts Ri
sk A
sses
smen
t Matr
ices
Flowc
harts
Int
erve
ntion
outpu
ts Qu
estio
nnair
e
Durin
g the
inter
venti
on
Facil
itator
and T
raini
ng te
am
Leve
l 1: L
earn
ers’
Reac
tion
Achie
veme
nt of
inter
venti
on ob
jectiv
e Fa
vour
able
feedb
ack o
n lea
rning
en
viron
ment
Post
Inter
venti
on E
valua
tion
Shee
t Pa
rticipa
nts
At th
e end
of th
e inte
rventi
on
Train
ing te
am
KR
A 4
: Rei
nfor
cing
Loc
al G
over
nmen
t Pro
cure
men
t Pro
cess
es to
Cov
er th
e R
oad
Sect
or u
sing
Nat
iona
l Gov
ernm
ent L
aws a
nd R
egul
atio
ns
Pa
ge |
125
Key
Ref
orm
Are
a 4
Rei
nfor
cing
Loc
al G
over
nmen
t Pro
cure
men
t Pro
cess
es
to C
over
the
Roa
d Se
ctor
usi
ng N
atio
nal G
over
nmen
t L
aws a
nd R
egul
atio
ns
KR
A RE
SULT
S CH
AIN
SLRM
Key
Ref
orm
Are
a 4
REIN
FORC
ING
LOCA
L GO
VERN
MENT
PRO
CURE
MENT
PRO
CESS
ES T
O CO
VER
THE
ROAD
SEC
TOR
USIN
G NA
TION
AL G
OVER
NMEN
T LA
WS
AND
REGU
LATI
ONS
Impa
ct
Inc
reas
ed ec
onom
ic ac
tivity
and i
mpro
ved a
cces
s to p
ublic
infra
struc
ture a
nd se
rvice
s in t
he S
outhe
rn P
hilipp
ines
Outc
ome
20
Prov
inces
have
stre
ngthe
ned i
nstitu
tiona
l cap
acity
and s
ystem
s to d
evelo
p and
imple
ment
road
secto
r plan
s in s
uppo
rt of
broa
d-ba
sed s
ustai
nable
socia
l and
econ
omic
deve
lopme
nt
Refo
rm O
bjec
tive
400
Tran
spar
ent a
nd ef
fectiv
e pro
cure
ment
syste
ms an
d pro
cess
es w
ith en
hanc
ed p
rivate
secto
r par
ticipa
tion i
n rela
tion t
o the
road
se
ctor
PG O
utpu
t 40
00
Tran
spar
ent P
rocu
rem
ent P
roce
ss
Resu
lt St
atem
ents
41
00
42
00
43
00
The B
ids an
d Awa
rds C
ommi
ttee p
rovid
es ef
fecti
ve le
ader
ship
and m
anag
emen
t of a
ll roa
d rela
ted pr
ocur
emen
t acti
vities
to
natio
nal s
tanda
rds s
uppo
rted b
y a ca
pable
Sec
retar
iat an
d inv
olving
mea
ningfu
l pub
lic pa
rticipa
tion
The P
GA us
es an
elec
tronic
proc
urem
ent s
ystem
, ens
uring
tran
spar
ency
and g
ende
r equ
ity in
all o
f its p
rocu
reme
nt pr
oces
ses
and a
ctivit
ies
The P
GA ha
s an e
ffecti
ve re
cord
s man
agem
ent s
ystem
and d
ataba
se of
items
and c
osts
relat
ed to
good
s and
servi
ces i
n the
ro
ad se
ctor f
or a
nalys
ing te
nder
s
KR
A 4
: Rei
nfor
cing
Loc
al G
over
nmen
t Pro
cure
men
t Pro
cess
es to
Cov
er th
e R
oad
Sect
or u
sing
Nat
iona
l Gov
ernm
ent L
aws a
nd R
egul
atio
ns
Pa
ge |
127
SLRM
KRA
STA
TUS
and
COMP
ETEN
CY G
APS
SLRM
Ke
y Re
form
Ar
eas
Resu
lt St
atem
ents
Pe
rform
ance
In
dica
tors
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Ga
ps
Reas
ons f
or
Gaps
Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t 4 -
Re
infor
cing
Loca
l Go
vern
ment
Proc
urem
ent
Proc
esse
s to
cove
r the
ro
ad se
ctor
using
na
tiona
l go
vern
ment
laws a
nd
regu
lation
s
4100
The B
ids
and A
ward
s Co
mmitte
e pr
ovide
s eff
ectiv
e lea
dersh
ip an
d ma
nage
ment
of all
road
re
lated
pr
ocur
emen
t ac
tivitie
s to
natio
nal
stand
ards
su
ppor
ted by
a c
apab
le Se
creta
riat
and i
nvolv
ing
mean
ingful
pu
blic
partic
ipatio
n.
BAC
meets
sta
ndar
ds se
t by
RA91
84 (t
imely
and
effici
ent p
roce
ssing
of
proc
urem
ent
requ
ireme
nts an
d pu
blic p
artic
ipatio
n)
Bidd
ing an
d Pr
ocur
emen
t acti
vities
(is
suan
ce of
Noti
ce of
Aw
ard,
Notic
e to
Proc
eed,
publi
catio
n of
biddin
g res
ults)
are
comp
leted
on sc
hedu
le an
d in a
ccor
danc
e to
set s
tanda
rds;
Im
pleme
nted
meas
ures
for t
he
accre
ditati
on of
su
pplie
rs.
Instan
ces o
f failu
re
of bid
ding d
ue to
no
inter
ested
bid
ders/
tende
rs or
inc
omple
te re
quire
d bid
ding d
ocum
ents
subm
itted a
nd po
st dis
quali
ficati
on of
bid
ders.
Bi
d ope
ning,
post-
quali
ficati
on an
d ev
aluati
on ar
e so
metim
es no
t sta
rted o
n tim
e or
postp
oned
.
Proc
essin
g of
docu
ments
are
delay
ed du
e to
incom
plete
requ
ireme
nts.
Lack
of
know
ledge
am
ong
proc
urem
ent
sta
keho
lders
abou
t the
stand
ards
set b
y RA
9184
Lack
of qu
orum
du
e to c
onflic
t of
sche
dule
with
offici
al co
mmitm
ents
No de
signa
ted
secti
on to
ov
erse
e pr
ocur
emen
t ac
tivitie
s
Mana
ging t
he
proc
urem
ent
proc
ess
30
PGSO
, PE
O,
PGO
PGSO
EE
DD
PBO
PASS
O PT
O PE
O DR
STMH
OP
A AG
RI
AQUA
BAC
BA
C TW
G BA
C Se
creta
riat
Perm
anen
t
The B
AC an
d its
TWG
and
Secr
etaria
t app
ly the
pr
ovisi
ons,
polic
ies
and s
tanda
rds
stipu
lated
in
Some
BAC
mem
bers
ar
e able
to ap
ply th
e pr
ovisi
ons o
f RA9
184.
BA
C Se
creta
riat a
ble
to pr
epar
es bi
dding
Some
mem
bers
are
unab
le to
apply
pr
ovisi
ons d
ue to
un
familia
rity w
ith
R.A.
9184
and i
ts IR
R am
endm
ents
New
memb
ers o
f the
Bids
and
Awar
ds h
ave n
ot un
derg
one
desir
ed
traini
ng/se
mina
r
Apply
ing
RA 91
84 in
pr
ocur
emen
t
27
PEO
PGSO
PT
O DR
STMH
OP
A AG
RI
BAC
TWG
Perm
anen
t
SLRM
Ke
y Re
form
Ar
eas
Resu
lt St
atem
ents
Pe
rform
ance
In
dica
tors
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Ga
ps
Reas
ons f
or
Gaps
Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t RA
9184
. do
cume
nts an
d othe
r pe
rtinen
t doc
umen
ts re
lative
to
proc
urem
ent.
Some
mem
bers
of
BAC
atten
ded
proc
urem
ent
orien
tation
on R
A 91
84.
onR.
A. 91
84
AQUA
BAC
orien
ts sta
keho
lders
(NGO
's an
d othe
r de
pt., s
uppli
ers)
ab
out R
A918
4.
BAC
was a
ble to
orien
t inf
rastr
uctur
e co
ntrac
tors r
e pr
ocur
emen
t pro
cess
ba
sed o
n RA9
184.
Not a
ll BAC
me
mber
s are
able
to or
ient s
takeh
older
s ab
out th
e pr
ocur
emen
t pr
oces
s.
Unfam
iliarity
and
limite
d kno
wled
ge
of RA
9184
Lack
of
pres
entat
ion an
d fac
ilitati
on sk
ills
Lack
of m
odule
s on
RA9
184
No
t a pr
iority
task
of
BAC
memb
ers,
TWG
and
Secr
etaria
t
Apply
ing R
A 91
84 in
pr
ocur
emen
t De
velop
ing an
d de
liver
ing
orien
tation
mo
dules
24
PEO
PGSO
PT
O DR
STMH
OP
A AG
RI
AQUA
PGSO
, PE
O, P
GO
PGSO
EE
DD
PBO
PASS
O PT
O PE
O DR
STMH
OP
A AG
RI A
QUA
Perm
anen
t
KR
A 4
: Rei
nfor
cing
Loc
al G
over
nmen
t Pro
cure
men
t Pro
cess
es to
Cov
er th
e R
oad
Sect
or u
sing
Nat
iona
l Gov
ernm
ent L
aws a
nd R
egul
atio
ns
Pa
ge |
129
SLRM
Ke
y Re
form
Ar
eas
Resu
lt St
atem
ents
Pe
rform
ance
In
dica
tors
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Ga
ps
Reas
ons f
or
Gaps
Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t BA
C se
creta
riat
prep
ares
pr
ocee
dings
that
captu
re al
l the
highli
ghts
of dis
cuss
ion an
d ag
reem
ents
durin
g the
proc
urem
ent
proc
ess.
Proc
eedin
gs of
pr
ocur
emen
t acti
vities
ar
e rec
orde
d and
tra
nscri
bed b
y se
cretar
iat.
Minu
tes of
pr
ocee
dings
are n
ot ab
le to
captu
re
some
high
lights
of
discu
ssion
s and
ag
reem
ents.
Ther
e is n
o as
signe
d do
cume
ntor
Limite
d co
mpete
ncy o
n tec
hnica
l writi
ng,
spec
ificall
y pr
oces
s do
cume
ntatio
n an
d pre
para
tion
of mi
nutes
of
BAC
meeti
ngs
Docu
menti
ng
meeti
ng
proc
eedin
gs
28
PGSO
PE
O BA
C Se
creta
riat
Perm
anen
t
4200
The P
LGU
uses
an
electr
onic
proc
urem
ent
syste
m,
ensu
ring
trans
pare
ncy
and g
ende
r eq
uity i
n all
of its
pr
ocur
emen
t pr
oces
ses
and
activ
ities.
Publi
catio
n of a
ll inf
orma
tion a
nd
comm
unica
tion
relat
ive to
the
cond
uct o
f pr
ocur
emen
t pr
oced
ures
are
avail
able
throu
gh
PHILG
EPS.
PHILG
EPS
is 10
0%
upda
ted th
ereb
y fac
ilitati
ng ea
sy ac
cess
to
infor
matio
n suc
h as
summ
ary o
f all b
idding
no
tices
, title
of
proje
cts, d
ate of
pu
blica
tion a
nd cl
osing
da
te inc
luding
notic
e of
awar
ds an
d pro
ceed
s.
Syste
m an
d netw
ork
failur
e ren
ders
PHILG
EPS
offlin
e an
d ina
cces
sible
Syste
m ma
inten
ance
ac
tivitie
s at
PHILG
EPS
None
Perc
entag
e of
supp
liers/
contr
actor
s inf
orme
d of b
idding
op
portu
nities
thr
ough
PHI
LGEP
S
100%
of su
pplie
rs w
ho
subm
it bids
inclu
de
outs
of bid
ding
oppo
rtunit
ies fr
om
PHILG
EPS.
Not a
ll acc
redit
ed
supp
liers
are w
illing
to
acce
ss
PHILG
EPS
Lack
of in
teres
t on
the p
rojec
t Lo
w co
mpute
r lite
racy
amon
g su
pplie
rs
None
SLRM
Ke
y Re
form
Ar
eas
Resu
lt St
atem
ents
Pe
rform
ance
In
dica
tors
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Ga
ps
Reas
ons f
or
Gaps
Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t
BAC
secr
etaria
t me
mber
s are
able
to ac
cess
and u
pdate
PH
ILGEP
S
BAC
secr
etaria
t can
ac
cess
and u
pdate
PH
ILGEP
S
Not a
ll mem
bers
of
BAC
secr
etaria
t can
ac
cess
PHI
LGEP
S.
Some
BAC
Se
creta
riat
memb
ers d
o not
have
the
comp
etenc
y to
acce
ss an
d up
date
PHILG
EPS
Acce
ssing
and
upda
ting
PHILG
EPS
28
PGSO
PE
O BA
C Se
creta
riat
Perm
anen
t
ePro
cure
ment
Syste
m ins
talled
and
oper
ation
alise
d
No ac
comp
lishm
ent
Staff
are n
ot ye
t re
ady f
or th
e roll
out
of eP
rocu
reme
nt sy
stem.
Staff
are
unfam
iliar a
bout
ePro
cure
ment
Syste
m.
Oper
ating
an
ePro
cure
ment
Syste
m
23
PEO
PGSO
PT
O DR
STMH
OP
A AG
RI
AQUA
BAC
TWG
BA
C Se
creta
riat
Perm
anen
t
4300
The P
LGU
has a
n eff
ectiv
e re
cord
s ma
nage
ment
syste
m an
d da
tabas
e of
items
and
All in
forma
tion a
re
poste
d in t
he B
AC
eFilin
g Sys
tem.
Infor
matio
n con
taine
d in
the eF
iling S
ystem
for
infra
struc
ture
proje
cts.
Othe
r mod
es of
pr
ocur
emen
t and
go
ods a
nd
cons
ulting
serv
ices
not y
et en
code
d in
the B
AC eF
iling
Syste
m
BAC
Secr
etaria
t ca
nnot
cope
with
the
volum
inous
bid
ding
docu
ments
.
None
KR
A 4
: Rei
nfor
cing
Loc
al G
over
nmen
t Pro
cure
men
t Pro
cess
es to
Cov
er th
e R
oad
Sect
or u
sing
Nat
iona
l Gov
ernm
ent L
aws a
nd R
egul
atio
ns
Pa
ge |
131
SLRM
Ke
y Re
form
Ar
eas
Resu
lt St
atem
ents
Pe
rform
ance
In
dica
tors
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Ga
ps
Reas
ons f
or
Gaps
Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t co
sts re
lated
to
good
s and
se
rvice
s in
the ro
ad
secto
r for
an
alysin
g ten
ders
.
Func
tiona
l BAC
eF
iling S
ystem
ge
nera
tes re
ports
tha
t infor
m de
cision
s on
awar
ding o
f bids
.
Eligi
bility
docu
ments
of
winn
ing bi
dder
s can
be
acce
ssed
by B
AC in
ev
aluati
ng bi
ds
BAC
eFilin
g Sys
tem
curre
ntly b
eing u
sed
only
as re
posit
ory o
f co
mplet
ed an
d aw
arde
d ten
der
The s
ystem
cann
ot tra
ck R
esolu
tions
/ Co
mplai
nts/P
rotes
ts/
Motio
ns fo
r Re
cons
idera
tion
filed b
y sup
plier
s/ co
ntrac
tors a
nd
BAC'
s acti
on (w
ithin
pers
pecti
ve pe
riod)
.
Syste
m no
t yet
fully
deve
loped
to
includ
e tra
cking
an
d othe
r mo
dules
that
will
fully
autom
ate
proc
urem
ent
proc
ess (
e.g.,
onlin
e sub
miss
ion
of bid
s, on
line
cond
uct o
f bid
ding a
nd
paym
ent o
f bid
docu
ments
) Lim
ited p
erso
nnel
to de
velop
the
modu
les
None
BAC
secre
tariat
en
code
s and
upda
tes
the eF
iling s
ystem
.
Enco
ded i
nform
ation
on
infra
struc
ture p
rojec
ts Ot
her g
oods
and
servi
ces n
ot ye
t en
code
d
Focu
s was
main
ly on
Infra
struc
ture
beca
use i
s a pr
iority
du
e to P
RMF.
None
BAC
secre
tariat
ac
cess
es an
d ge
nera
tes re
ports
from
the
eFilin
g Sys
tem
Secre
tariat
mem
bers
are
able
to ac
cess
and
gene
rate
repo
rts fr
om th
e eF
iling S
ystem
No ga
ps
No
ne
Prio
ritisi
ng C
ompe
tenc
y Gap
s Co
mpe
tenc
y Gap
s Se
rious
ness
Sc
ore
Urge
ncy
Scor
e Gr
owth
Pot
entia
l Sc
ore
Tota
l
Mana
ging t
he pr
ocur
emen
t pr
oces
s --
Apply
ing R
A 91
84 in
pr
ocur
emen
t
The p
resc
ribe p
roce
ss is
not fo
llowe
d re
sultin
g to d
elaye
d in p
roce
ssing
of bi
d re
quire
ments
. 10
Ne
ed to
be do
ne im
media
tely
10
Failu
re of
proc
urem
ent p
roce
ss an
d ine
fficien
cy of
proc
urem
ent p
roce
ss
Integ
rity of
PG
Aklan
will
be
comp
romi
sed.
10
30
Docu
menti
ng m
eetin
g pro
ceed
ings
BAC
Secr
etaria
t can
not c
aptur
ed th
e im
porta
nt hig
hligh
ts of
the pr
ocur
emen
t pr
oces
s. 8
Need
to be
done
imme
diatel
y 10
Ine
fficien
cy pr
ocur
emen
t pro
cess
ma
y hap
pen
10
28
Deve
loping
an or
ientat
ion m
odule
Very
few
supp
liers
are a
ccre
dited
and
partic
ipate
in the
bidd
ing pr
oces
s: NG
O's a
nd ot
her e
xtern
al sta
ke ho
lders
cann
ot me
aning
fully
partic
ipate
in the
bid
ding p
roce
ss.
8 Af
ter th
e tra
ining
on ap
plica
tion o
f RA
9184
has b
een c
ondu
cted
9
No tr
ansp
aren
cy of
the p
rocu
reme
nt pr
oces
s Inc
reas
e in f
ailur
e of b
idding
De
layed
in pr
oject
imple
menta
tion
10
27
Deliv
ering
and f
acilit
ating
or
ientat
ion m
odule
s/tra
ining
BA
C , B
AC T
WG
and S
ecre
tariat
ca
nnot
cond
uct a
mea
ningfu
l or
ientat
ion/tr
aining
on R
A 91
84 .
8 Af
ter th
e dev
elopm
ent o
f RA
9184
mo
dule
8
Supp
liers
and s
takeh
older
s un
familia
r in R
A 91
84 co
ntinu
e to b
e un
able
to co
mply
with
biddin
g re
quire
ments
. Lo
ss of
oppo
rtunit
y to a
chiev
e the
be
st va
lue fo
r mon
ey in
proc
urem
ent
8 24
Oper
ating
aneP
rocu
reme
nt Sy
stem
Lack
of or
ientat
ion m
akes
it dif
ficult
to
initia
te thi
s artic
ulated
prior
ity of
PGA
. 8
After
the c
ondu
ct of
basic
or
ientat
ion on
RA
9184
has b
een
cond
ucted
7
The r
oll ou
t of e
Proc
urem
ent S
ystem
wi
ll be d
elaye
d affe
cting
effic
iency
of
proc
urem
ent p
roce
ss.
8 23
Acce
ssing
and u
pdati
ng
PHILG
EPS
Not a
ble ac
cess
and p
ost a
ppro
priat
e inf
orma
tion r
elated
to pr
ocur
emen
t re
quire
ments
of P
GA A
klan
BAC
Secr
etaria
t not
able
to us
e data
co
ntain
in PH
ILGEP
S It’s
a re
quire
ment
of GP
PB
8 No
t urg
ent. S
taff h
ave b
een
traine
d on P
HILG
EPS
4 Th
e sup
plier
s can
not p
artic
ipate
in bid
ding a
ctivit
ies
9 21
KR
A 4
: Rei
nfor
cing
Loc
al G
over
nmen
t Pro
cure
men
t Pro
cess
es to
Cov
er th
e R
oad
Sect
or u
sing
Nat
iona
l Gov
ernm
ent L
aws a
nd R
egul
atio
ns
Pa
ge |
133
HRD
PLAN
IMPL
EMEN
TATI
ON M
ATRI
X (C
alen
dar Y
ear 2
014)
Desir
ed
Outc
ome/s
Ou
tput
s to
be
Prod
uced
Le
arni
ng
Objec
tives
Prop
ose
d HR
D In
terv
entio
n
Targ
et L
earn
ers
Plan
ned
Sche
dule
Supp
ort R
equi
rem
ents
So
urce
of
Fu
nds
Number
Office/s
Position/s
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Financial
Human Resource
Logistic
Executive Sponsorshi
p
Other
BAC
meets
sta
ndar
ds se
t by
RA9
184
(timely
and
effici
ent
proc
essin
g of
proc
urem
ent
requ
ireme
nts)
Chec
klist
of pr
ocur
emen
t re
quire
ment
s; A
gree
d gu
idelin
es in
pr
oces
sing
proc
urem
ent
requ
ireme
nts a
nd
mana
ging
proc
urem
ent
proc
ess
At th
e end
of th
e int
erve
ntion
the
partic
ipants
will
be
able
to dis
cuss
the
prov
ision
s, sta
ndar
ds, p
olicie
s an
d pro
cess
of R
A 91
84.
Enha
nci
ng th
e Pr
ocur
eme
nt Pr
oces
s Ma
nage
ment
(RA
9184
)
6 BAC
, 8 B
AC
TWG
and 6
Se
cret
ariat
PGO
PGSO
EE
DD
PBO
PASS
O PTO
PEO
DRST
MH
OPA
AGRI
AQ
UA
BAC
Memb
er
BAC
TWG
BAC
Secre
tari
at
299,5
00.00
Re
sour
ce
Spea
ker
Docu
mento
r Se
cretar
iat
Mater
ials a
nd
supp
lies
Boar
d and
Lo
dging
or
reso
urce
sp
eake
r Me
als fo
r pa
rticipa
nts
Tra
ining
ve
nue
Trav
el Or
der
appr
ove b
y the
ir re
spec
tive
de
pt.
head
MD
FO-
DOF/
PG
SO/
PPDO
BAC
prov
ides
effec
tive
leade
rship
and
mana
geme
nt of
all ro
ad
relat
ed
proc
urem
ent
activ
ities t
o na
tiona
l sta
ndar
ds fo
r fas
t pr
epar
ation
of
proc
urem
ent
docu
ments
Loca
lized
Mo
dule
on
RA 91
84
At th
e end
of th
e int
erve
ntion
the
partic
ipants
will
be
able
to dr
aft a
modu
le on
RA
9184
that
will b
e us
ed on
orien
ting
stake
holde
rs ab
out th
e pr
ovisi
ons,
stand
ards
, poli
cies
and p
roce
ss of
RA
9184
.
Deve
lopi
ng a
Train
ing
Modu
le on
RA
9184
for
BAC
sta
keho
lde
rs
8 BAC
TW
G PE
O PG
SO
PTO
DRST
MH
OPA
AGRI
AQ
UA
BAC
TWG
61,45
0.00
Reso
urce
Sp
eake
r Do
cume
ntor
Secre
tariat
Mater
ials a
nd
supp
lies
Boar
d and
Lo
dging
or
reso
urce
sp
eake
r Me
als fo
r pa
rticipa
nts
Tra
ining
ve
nue
Trav
el Or
der
appr
ove b
y the
ir re
spec
tive
de
pt.
head
PG
O/
PGSO
/ PP
DO
SCHO
LARS
HIP
IMPL
EMEN
TATI
ON M
ATRI
X (C
alen
dar Y
ear 2
014)
Field
s of S
tudy
Pr
opos
ed C
ours
es
Targ
et P
artic
ipan
ts
Plan
ned
Sche
dule
Num
ber
Offic
e/s
Posit
ion/
s Te
rm 1
(201
5)
Term
2 (2
015)
Proc
urem
ent
ePro
cure
ment
andS
upply
Cha
in Te
chno
logies
2
PGSO
Ad
min.
Offic
er III
Co
mpute
r Ope
rator
II 1
1
Asse
t Man
agem
ent
Asse
t Man
agem
en F
unda
menta
ls Co
urse
2
PGSO
Ad
min.
Offic
er III
Co
mpute
r Ope
rator
II 1
1
Proc
urem
ent
Proc
urem
ent C
ertifi
catio
n Tra
ining
Pro
gram
2
PGSO
Ad
min.
Offic
er III
Co
mpute
r Ope
rator
II 1
1
Proc
urem
ent
Proc
urem
ent a
nd C
ontra
ct Ma
nage
ment
2 PG
SO
Admi
n. Of
ficer
III
Comp
uter O
pera
tor II
1 1
KR
A 4
: Rei
nfor
cing
Loc
al G
over
nmen
t Pro
cure
men
t Pro
cess
es to
Cov
er th
e R
oad
Sect
or u
sing
Nat
iona
l Gov
ernm
ent L
aws a
nd R
egul
atio
ns
Pa
ge |
135
COST
EST
IMAT
E FO
R HR
D IN
TERV
ENTI
ONS
(Cal
enda
r Yea
r 201
4)
Prop
osed
HRD
Inte
rven
tions
Number of
Participants
Duration
Prof
essio
nal S
ervic
es F
ees (
PSF)
Ou
t-of-P
ocke
t Cos
ts (O
PC)
TOTA
L
Pre-Implementat
ion
Implementation
Post-Implementat
ion
Sub-Total
Supplies and
Materials
Printing and Reproductio
n
Venue and Accommoda
tion
Transportation
Communication
Miscellaneaous/
Contingency
Sub-Total
Enha
ncing
the P
rocu
reme
nt Pr
oces
s Man
agem
ent (
RA 91
84)
20
3
10,00
0.00
30
,000.0
0 6,0
00.00
6,0
00.00
40
,000.0
0 19
2,000
.00
1,000
.00
24,50
0.00
269,5
00.00
29
9,500
.00
Deve
loping
and D
elive
ring a
Tr
aining
/Orie
ntatio
nMod
ule on
RA
9184
for
BAC
Stak
ehold
ers
8 5
10
,000.0
0
30,00
0.00
5,000
.00
8,000
.00
24,00
0.00
10,00
0.00
1,000
.00
4,800
.00
52,80
0.00
82,80
0.00
T O
T A
L S
28
8 0
20,00
0.00
0
60,0
00.00
1
1,000
.00
14,00
0.00
64,00
0.00
202,0
00.00
2,0
00.00
29
,300.0
0 32
2,300
.00
382,3
00.00
MONI
TORI
NG A
ND E
VALU
ATIO
N PL
AN
Inter
venti
on T
itle
ENHA
NCIN
G TH
E PR
OCUR
EMEN
T PR
OCES
S (R
A 91
84)
Plan
ned S
ched
ule
FEBR
UARY
2014
Targ
et Le
arne
rs (O
ffice/P
ositio
ns)
BAC
MEM
BER,
BAC
TW
G AN
D BA
C SE
CRET
ARIA
T
Numb
er of
Par
ticipa
nts
20
Finan
cial R
equir
emen
t P2
99,50
0.00
Sour
ce of
Fun
ds
MDFO
-DOF
/PGS
O/PP
DO
Leve
ls of
Eva
luat
ion
Indi
cato
rs
Meth
ods/T
ools
Data
Sou
rces
Sc
hedu
le Pe
rson
/s Re
spon
sible
(Wha
t will
you
mea
sure
?)
Leve
l 4: D
esire
d Outc
ome
BAC
meets
stan
dard
s set
by
RA91
84 (t
imely
and e
fficien
t pr
oces
sing o
f pro
cure
ment
requ
ireme
nts)
Docu
ment
Revie
w Cl
ient F
eedb
ack
(Inter
nal a
nd E
xtern
al Cl
ients)
BAC
Acco
mplis
hmen
t Re
ports
Int
erna
l and
Exte
rnal
Clien
ts fee
dbac
k/sur
vey f
orm
After
6 mo
nths
Proc
ess O
wner
: BAC
Leve
l 3: A
pplic
ation
Pa
rticipa
nts ar
e able
to ap
ply th
e pr
ovisi
ons,
polic
ies an
d stan
dard
s sti
pulat
ed in
RA9
184 i
n the
bidd
ing
and p
rocu
reme
nt pr
oces
ses
Inter
view
with
the D
epar
tmen
t He
ad
Docu
ment
Revie
w
PGSO
Dep
artm
ent H
ead
Minu
tes of
Mee
tings
Ch
eckli
st of
Guide
lines
Af
ter 3
month
s Pr
oces
s Own
er: B
AC
Leve
l 2: L
earn
ing
At th
e end
of th
e int
erve
ntion
the
partic
ipants
will
be ab
le to
discu
ss
the pr
ovisi
ons,
stand
ards
, poli
cies
and p
roce
ss of
RA
9184
Pr
e-po
st tes
t Te
st Re
sults
Af
ter th
e int
erve
ntion
M
and E
Tea
m of
the
Lear
ning &
Dev’t
. Divi
sion
Leve
l 1: L
earn
ers’
Reac
tion
Achie
veme
nt of
inter
venti
on
objec
tives
Fa
vour
able
feedb
ack o
n eff
ectiv
enes
s of tr
aining
envir
onme
nt
Post
inter
venti
onev
aluati
on
shee
t Pa
rticipa
nts
After
the
inter
venti
on
M an
d E T
eam
of th
e Le
arnin
g &De
v’t. D
ivisio
n
KR
A 4
: Rei
nfor
cing
Loc
al G
over
nmen
t Pro
cure
men
t Pro
cess
es to
Cov
er th
e R
oad
Sect
or u
sing
Nat
iona
l Gov
ernm
ent L
aws a
nd R
egul
atio
ns
Pa
ge |
137
Inter
venti
on T
itle
DEVE
LOPI
NG A
TRA
ININ
G/OR
IENT
ATIO
N MO
DULE
ON
RA 91
84 F
OR B
AC S
TAKE
HOLD
ERS
Plan
ned S
ched
ule
MARC
H 20
15
Targ
et Le
arne
rs (O
ffice/P
ositio
ns)
BAC
TWG
Numb
er of
Par
ticipa
nts
8 PER
SONS
Finan
cial R
equir
emen
t P8
2,800
.00
Sour
ce of
Fun
ds
PGO/
PGSO
/PPD
O
Leve
ls of
Eva
luat
ion
Indi
cato
rs
Meth
ods/
Tool
s Da
ta S
ourc
es
Sche
dule
Pers
on/s
Resp
onsib
le (W
hat w
ill yo
u m
easu
re?)
Leve
l 4: D
esire
d Outc
ome
BAC
orien
ts sta
keho
lders
(N
GOs a
nd ot
her d
ept.,
supp
liers)
ab
out R
A918
4 Do
cume
nt Re
view
BAC
Acco
mplis
hmen
t Rep
orts
After
6 mo
nths a
nd on
eyea
r Pr
oces
s Own
er: B
AC
Leve
l 3: A
pplic
ation
BAC
TWG
deve
lops m
odule
s to o
rient
inter
nal a
nd ex
terna
l stak
ehold
ers o
f the
PGA
proc
urem
ent p
roce
ss
(e.g.
contr
actor
s, su
pplie
rs, A
os of
oth
er de
partm
ents)
Docu
ment/
Wor
k Rev
iew
Final
Loca
lized
Mod
ule
on R
A 91
84
BAC
Memb
ers a
nd
Secr
etaria
t
After
4 mo
nths
Proc
ess O
wner
: BAC
Leve
l 2: L
earn
ing
At th
e end
of th
e int
erve
ntion
the
partic
ipants
will
be ab
le to
draft
a mo
dule
on R
A 91
84 th
at wi
ll be u
sed
on or
ientin
g stak
ehold
ers a
bout
the
prov
ision
s, sta
ndar
ds, p
olicie
s and
pr
oces
s of R
A 91
84
Asse
ssme
nt of
Outpu
ts W
orks
hopO
utputs
: Dr
aft Lo
caliz
ed M
odule
on
RA 91
84
After
the
inter
venti
on
M an
d E T
eam
of
the Le
arnin
g &De
v’t. D
ivisio
n
Leve
l 1: L
earn
ers’
Reac
tion
Achie
veme
nt of
inter
venti
onob
jectiv
es
Favo
urab
le fee
dbac
k on e
ffecti
vene
ss
of tra
ining
envir
onme
nt
Post
inter
venti
onev
aluati
on
shee
t Pa
rticipa
nts
After
inter
venti
on
M an
d E T
eam
of
the Le
arnin
g &De
v’t. D
ivisio
n
K
ey R
efor
m A
rea
5
Form
ulat
ing
and
Impl
emen
ting
a C
ompr
ehen
sive
H
uman
Res
ourc
e D
evel
opm
ent a
nd M
anag
emen
t Pla
n fo
r th
e R
oad
Sect
or
K
RA
5:
Form
ulat
ing
and
Impl
emen
ting
a C
ompr
ehen
sive
Hum
an R
esou
rce
Dev
elop
men
t and
Man
agem
ent P
lan
for t
he R
oad
Sect
or
Pa
ge |
139
KRA
RESU
LTS
CHAI
N
SLRM
Key
Ref
orm
Are
a 5
FORM
ULAT
ING
AND
IMPL
EMEN
TING
A C
OMPR
EHEN
SIVE
HUM
AN R
ESOU
RCE
DEVE
LOPM
ENT
AND
MANA
GEME
NT P
LAN
FOR
THE
ROAD
SEC
TOR
Impa
ct
Inc
reas
ed ec
onom
ic ac
tivity
and i
mpro
ved a
cces
s to p
ublic
infra
struc
ture a
nd se
rvice
s in t
he S
outhe
rn P
hilipp
ines
Outc
ome
20
Prov
inces
have
stre
ngthe
ned i
nstitu
tiona
l cap
acity
and s
ystem
s to d
evelo
p and
imple
ment
road
secto
r plan
s in s
uppo
rt of
broa
d-ba
sed s
ustai
nable
socia
l and
econ
omic
deve
lopme
nt
Refo
rm O
bjec
tive
500
Incre
ased
capa
city o
f PLG
Us fo
r the
man
agem
ent a
nd d
evelo
pmen
t of h
uman
reso
urce
s
PG O
utpu
t 50
00
Incre
ased
Cap
acity
of th
e Wor
kforce
to D
elive
r Roa
d Ser
vices
Resu
lt St
atem
ents
51
00
52
00
53
00
54
00
* *
The P
GA pr
epar
es fu
nds a
nd im
plem
ents
a mult
i-yea
r HRM
D Pl
an th
at gu
ides t
he ca
pacit
y dev
elopm
ent a
nd p
erfor
man
ce of
sta
ff inv
olved
in ro
ad se
ctor p
lannin
g and
man
agem
ent
The P
GA im
pleme
nts an
d main
tains
a Hu
man
Reso
urce
s Info
rmati
on S
ystem
to su
ppor
t ope
ratio
ns an
d guid
e per
sonn
el pla
nning
and d
evelo
pmen
t St
aff re
cruitm
ent,
selec
tion a
nd su
cces
sion p
lannin
g pro
cess
es ar
e mer
it-bas
ed, g
ende
r sen
sitive
and c
omply
with
gove
rnme
nt re
quire
ments
A
monit
oring
and
evalu
ation
syste
m is
used
to re
port
on th
e per
form
ance
of th
e HRM
DP an
d cap
acity
deve
lopme
nt pr
ogra
m for
the
road
secto
r Th
e PG
A im
plem
ents
capa
city d
evelo
pmen
t pro
gram
s for
staf
f dev
elopm
ent a
nd a
staf
f per
form
ance
eva
luatio
n sy
stem
that
inf
orm
s per
sonn
el re
ward
s and
ince
ntive
s W
orkfo
rce
man
agem
ent a
nd o
ther
HR
conc
erns
are
main
strea
med
at d
iffere
nt le
vels
of L
GU m
anag
emen
t
Lege
nd: *
Res
ult st
atem
ents
includ
ed in
PRS
PMR.
SLRM
KRA
STA
TUS
and
COMP
ETEN
CY G
APS
SLRM
Key
Re
sult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t
5100
Th
e PLG
U pr
epar
es
funds
and
imple
ments
a mu
lti-ye
ar
HRMD
Plan
tha
t guid
es
the ca
pacit
y de
velop
ment
and
perfo
rman
ce
of sta
ff inv
olved
in
road
secto
r pla
nning
and
Imple
mente
d stra
tegic
HRMD
Plan
s and
Pr
ogra
ms
HRD
Plan
for R
RD's
is cu
rrentl
y bein
g fina
lised
. No
stra
tegic
HRMD
plan
to
imple
ment
PHRM
O is
still i
n the
pr
oces
s of tr
ansit
ioning
tow
ards
a str
ategic
role
in HR
MD.
Proc
ess f
or co
ordin
ation
wi
th PH
RMO
on
imple
menta
tion o
f HR
activ
ities i
s not
yet
estab
lishe
d. PH
RMO
has l
imite
d ca
pacit
y to u
nder
take
strate
gic H
RMD
functi
ons.
Stra
tegic
plann
ing
30
PHR
MO
and
11
RRDs
Dep
artm
ent H
ead a
nd
Admi
nistra
tive
Offic
ers
Per
mane
nt
K
RA
5:
Form
ulat
ing
and
Impl
emen
ting
a C
ompr
ehen
sive
Hum
an R
esou
rce
Dev
elop
men
t and
Man
agem
ent P
lan
for t
he R
oad
Sect
or
Pa
ge |
141
SLRM
Key
Re
sult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t
mana
geme
nt.
Appr
oved
and f
unde
d St
rateg
ic 3-
year
HRM
D Pl
an w
hich s
erve
s as
the bl
uepr
int of
PGA
HR
and C
D Int
erve
ntion
s
HR S
trateg
ic Di
recti
on (a
co
mpon
ent o
f the s
trateg
ic pla
n) ha
s bee
n app
rove
d by
LCE.
St
rateg
ic HR
D Pl
an fo
r RR
D's i
s cur
rentl
y bein
g fin
alise
d.
HRMD
plan
has y
et to
be
comp
leted
(still
a wo
rk in
pr
ogre
ss).C
urre
nt pla
nning
foc
used
on H
RD an
d doe
s not
includ
e HRM
. HR
D Pl
an fo
r othe
r PGA
de
partm
ents
has y
et to
be
starte
d. PL
GU de
partm
ents/
office
s are
no
t yet
read
y to i
mplem
ent a
str
ategic
HRM
D Pl
an (e
.g.,
curre
ntly p
lannin
g and
im
pleme
ntatio
n of H
RD
activ
ities a
t the d
epar
tmen
t lev
el do
ne w
ithou
t coo
rdina
tion
with
PHRM
O).
Lack
of co
mpete
ncy i
n str
ategic
HRM
plan
ning
HROD
F su
ppor
t only
for
HRD
plann
ing.
Othe
r dep
artm
ent h
eads
ar
e not
familia
r with
str
ategic
HRM
D an
d the
ir ro
le in
this f
uncti
on.
Plan
ning a
nd
imple
menti
ng
strate
gic H
RM
functi
ons
30
PHR
MO
and1
2 RR
Ds
Dep
artm
ent H
ead a
nd
Admi
nistra
tive
Offic
ers
Per
mane
nt
SLRM
Key
Re
sult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t
PHRM
O for
mulat
es
and c
onso
lidate
s a
multi-
year
HRM
D Pl
an
(initia
lly fo
r 201
4 -
2016
).
HRD
Core
Tea
m tha
t will
assis
t the P
HRMO
in
draft
ing th
e Stra
tegic
HRMD
Plan
has b
een
orga
nised
On
-goin
g HRD
int
erve
ntion
to bu
ild
comp
etenc
ies of
the
PHRM
O an
d the
HRD
co
re te
am in
deve
loping
the
Stra
tegic
HRMD
Plan
PH
RMO
and t
he H
R Co
re
Team
are f
inalis
ing th
e str
ategic
HRD
plan
for
RRDs
. Cr
eatio
n of T
raini
ng an
d De
velop
ment
Divis
ion th
at wi
ll sus
tain t
he H
RMD
plann
ing pr
oces
s
PHRM
O ha
s yet
to sta
rt for
mulat
ing th
e HRM
plan
for
PGA
and H
RD pl
an fo
r othe
r de
partm
ents.
T&D
Divis
ion is
newl
y-cr
eated
and n
ot ye
t fully
fun
ction
al.
Train
ing an
d de
velop
ment
divisi
on is
no
t yet
capa
citate
d to
harm
onise
HRD
plan
s of
all de
partm
ents.
Stra
tegic
HRM
Plan
ning
30
PHR
MO
and1
2 RR
Ds
Dep
artm
ent H
ead a
nd
Admi
nistra
tive
Offic
ers
Per
mane
nt
PLGU
depa
rtmen
ts pr
epar
e, all
ocate
and
monit
or th
eir H
RMD
budg
et ba
sed o
n a
plan.
PLGU
alloc
ates b
udge
t for
traini
ng fo
r all
depa
rtmen
ts.
Utilis
ation
is no
t bas
ed on
an
appr
oved
HRM
D Pl
an
Budg
et all
ocati
on fo
r tra
ining
is
not b
ased
on a
plan
Lack
of co
mpete
ncy t
o pla
n and
man
age H
RMD
prog
rams
amon
g LGU
de
partm
ents
Prep
aring
bu
dgets
base
d on
plan
s Mo
nitor
ing
budg
et uti
lisati
on
30
PHR
MO
and1
2 RR
Ds
Dep
artm
ent H
ead a
nd
Admi
nistra
tive
Offic
ers
Per
mane
nt
K
RA
5:
Form
ulat
ing
and
Impl
emen
ting
a C
ompr
ehen
sive
Hum
an R
esou
rce
Dev
elop
men
t and
Man
agem
ent P
lan
for t
he R
oad
Sect
or
Pa
ge |
143
SLRM
Key
Re
sult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t
5200
Th
e PLG
U im
pleme
nts
and m
aintai
ns
a Hum
an
Reso
urce
s Inf
orma
tion
Syste
m to
supp
ort
oper
ation
s an
d guid
e pe
rson
nel
plann
ing an
d de
velop
ment.
HRMI
S ge
nera
tes
infor
matio
n tha
t guid
e pe
rson
nel p
lannin
g an
d dev
elopm
ent.
HRMI
S ge
nera
tes
pers
onne
l pro
file w
hich
includ
e tra
ining
prog
rams
att
ende
d tha
t can
be us
ed
as re
feren
ce fo
r HRD
pla
nning
.
HRMI
S is
not y
et ful
ly de
velop
ed to
captu
re an
d pr
ovide
infor
matio
n (e.g
., pe
rform
ance
) to b
etter
guide
de
cision
mak
ing in
HR
plann
ing an
d dev
elopm
ent.
HRMI
S pe
rson
nel d
ata is
not
yet r
eview
ed an
d full
y up
dated
.
HRMI
S pe
rson
nel d
ata is
no
t yet
revie
wed a
nd fu
lly
upda
ted.
None
SLRM
Key
Re
sult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t
Instal
led an
d full
y-fun
ction
al HR
MIS
with
budg
et all
ocati
on
HRMI
S ha
s 4 fu
nctio
nal
syste
ms (a
ttend
ance
, lea
ve m
anag
emen
t, pe
rson
nel re
cord
s and
on
line a
pplic
ation
of H
R pr
oces
ses e
.g. T
rave
l Or
der a
nd O
fficial
Bu
sines
s).
HRMI
S sy
stem
instal
led
and o
pera
tiona
lized
in
main
site;
Emplo
yees
in
the m
ain si
te tra
ined o
n the
use o
f HRM
IS; 1
00%
of
main
site s
taff u
sing
functi
onal
HRMI
S sy
stems
. Fin
gerp
rints
of 70
% of
off
site e
mploy
ees
regis
tered
in bi
ometr
ic ma
chine
s As
signm
ent o
f one
(1)
comp
etent
PHRM
O sta
ff wo
rking
full-t
ime i
n ad
minis
tering
the H
RMIS
, inc
luding
fron
t-end
fun
ction
s De
signa
ted H
RMIS
point
pe
rsons
in de
partm
ents
maint
aining
the H
RMIS
Tr
aining
mod
ule on
HRM
IS
Appli
catio
n dev
elope
d and
re
ady f
or im
pleme
ntatio
n
HRMI
S for
perfo
rman
ce
mana
geme
nt an
d RSP
have
ye
t to be
deve
loped
. HR
MIS
not y
et ins
talled
in
offsit
e offic
es
Train
ing of
offsi
te of
fice s
taff
on th
e HRM
IS ha
s yet
to be
co
nduc
ted.
Back
log in
upda
ting H
R re
cord
s.
Perfo
rman
ce
mana
geme
nt an
d RSP
sy
stems
have
yet to
be
enha
nced
. Bi
ometr
ic Ma
chine
s int
egra
ted in
HRM
IS
have
yet to
be pu
rcha
sed
and i
nstal
led in
offsi
te off
ices.
Inade
quate
perso
nnel
to pe
rform
the f
ront-
end
functi
ons o
f the s
ystem
, inc
luding
upda
ting o
f HR
reco
rds
Recru
itmen
t of
comp
etent
staff f
urthe
r ha
mper
ed by
lack
of
planti
lla ite
m for
IT
posit
ion in
PHR
MO.
Using
the
HRMI
S Ap
plica
tion
25
Offsi
te PG
A Of
fices
All
posit
ions
Perm
anen
t
K
RA
5:
Form
ulat
ing
and
Impl
emen
ting
a C
ompr
ehen
sive
Hum
an R
esou
rce
Dev
elop
men
t and
Man
agem
ent P
lan
for t
he R
oad
Sect
or
Pa
ge |
145
SLRM
Key
Re
sult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t
5300
St
aff
recru
itmen
t, se
lectio
n and
su
cces
sion
plann
ing
proc
esse
s are
me
rit ba
sed
gend
er
sens
itive a
nd
comp
ly wi
th go
vern
ment
requ
ireme
nts.
Recru
itmen
t/Plac
emen
t of
right
peop
le in
the
right
jobs
Some
comp
etent
job or
der
emplo
yees
hire
d for
pe
rman
ent p
ositio
ns
The r
ecru
itmen
t and
selec
tion
syste
m is
not d
ocum
ented
. So
me qu
alifie
d rec
ruits
(bas
ed
on Q
S re
quire
ments
) do n
ot ha
ve ne
eded
comp
etenc
ies to
pe
rform
on th
e job
.
Minim
um R
equir
emen
ts for
posit
ions d
o not
spec
ify co
mpete
ncies
an
d qua
lifica
tions
ne
eded
to ef
fectiv
ely
perfo
rm fu
nctio
ns of
the
posit
ion.
No sy
stem
for ev
aluati
ng
comp
etenc
ies
Inade
quate
co
mpete
ncies
of H
RMO
pers
onne
l resp
onsib
le for
RS
P
Deve
loping
an
d ins
tallin
g a
Recru
itmen
t, Se
lectio
n, an
d Pr
omoti
on
(RSP
) Sys
tem
30
PHR
MO
RSP
Divis
ion
, HRM
Sc
holar
s and
se
lecte
d AO’
s
Admi
nistra
tive
Offic
er
Per
mane
nt
Instal
led C
ompe
tency
an
d Mer
it-bas
ed R
SP
syste
m -
Esta
blish
ed ge
nder
se
nsitiv
e and
mer
it-ba
sed c
riteria
and
guide
lines
-
Stre
ngthe
ned R
SP
polic
ies an
d
guide
lines
in
acco
rdan
ce w
ith
CSC
issua
nces
-
Insta
lled
Datab
ank
of Ap
plica
nts
Exist
ing R
SP pr
oces
s co
mplia
nt wi
th CS
C po
licies
and g
uideli
nes
and p
rovid
es eq
ual
oppo
rtunit
ies fo
r all
appli
cants
Some
exist
ing po
sition
s are
no
t matc
hed w
ith ac
tual
functi
ons p
erfor
med a
nd no
t ali
gned
with
the o
rgan
isatio
nal
struc
ture.
Exist
ing R
SP pr
oces
s doe
s not
evalu
ate co
mpete
ncies
of
cand
idates
to va
cant
posit
ions.
Job m
ismatc
h Un
clear
orga
nisati
onal
struc
ture
Inade
quate
comp
etenc
y to
cond
uct o
rgan
isatio
nal
revie
w an
d red
esign
PH
RMO
lacks
co
mpete
ncy t
o dev
elop
and i
mplem
ent R
SP
syste
m an
d pro
cess
.
Revie
wing
and
rede
signin
g an
orga
nisati
onal
struc
ture
De
velop
ing
and i
nstal
ling a
Re
cruitm
ent,
Selec
tion,
and
Prom
otion
(R
SP)s
ystem
Deve
loping
an
RSP
Manu
al
Ma
nagin
g ch
ange
(s
ystem
s)
30 27 27 29
PHRM
O, H
RM
Scho
lars a
nd
selec
ted A
O’s
Admi
nistra
tive
Offic
er
Perm
anen
t
SLRM
Key
Re
sult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t
Fully
func
tionin
g Pr
omoti
on an
d Se
lectio
n Boa
rd (P
SB)
PSB
estab
lishe
d in t
he
PLGU
PS
B pa
rticipa
tion i
n de
liber
ation
s as p
art o
f its
functi
ons
PSB
memb
ers h
ave l
imite
d ex
ercis
e of th
eir fu
nctio
ns.
The f
uncti
ons o
f the P
SB
are u
nclea
r. PS
B me
mber
s’ pe
rcep
tion t
hat P
SB
functi
ons a
re on
ly for
co
mplia
nce.
PHRM
O pe
rson
nel w
ere
not a
ble to
revie
w the
co
mpos
ition a
nd
functi
ons o
f PSB
. Sy
stem
to gu
ide P
SB in
the
imple
menta
tion o
f the
RSP
syste
m is
not in
pla
ce.
None
PHRM
O an
d De
partm
ent H
eads
joi
ntly i
mplem
entin
g RS
P sy
stem
PHRM
O an
d dep
artm
ent
head
s able
to pe
rform
RS
P fun
ction
s und
er th
e cu
rrent
syste
m (a
pplyi
ng
CSC
QS S
tanda
rds)
Disa
ppro
ved/
invali
dated
/ re
turne
d defe
ctive
ap
point
ments
by C
SC fo
r ex
isting
and n
ew po
sition
s.
Lack
of co
mpete
ncy o
n da
ta ev
aluati
on an
d re
view
of ap
point
ment
pape
rs am
ong
depa
rtmen
ts Un
clear
proc
edur
e in
crea
tion o
f pos
itions
by
depa
rtmen
t hea
ds. C
SC
circu
lars o
n RSP
not
disse
mina
ted to
othe
r de
partm
ents.
Imple
menti
ng a
Recru
itmen
t, Se
lectio
n and
Pr
omoti
on
(RSP
) Sys
tem
Re
viewi
ng
appo
intme
nt pa
pers
Docu
menti
ng
RSP
proc
esse
s
27 27 25
PHR
MO
and
11
RRDs
Hea
d and
As
st.
Depa
rtmen
t He
ad
Perm
anen
t
K
RA
5:
Form
ulat
ing
and
Impl
emen
ting
a C
ompr
ehen
sive
Hum
an R
esou
rce
Dev
elop
men
t and
Man
agem
ent P
lan
for t
he R
oad
Sect
or
Pa
ge |
147
SLRM
Key
Re
sult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t
Comp
etenc
y-ba
sed j
ob
desc
riptio
ns de
velop
ed
for al
l PLG
U po
sition
s
Posit
ion de
scrip
tion f
orms
(P
DFs)
avail
able
for al
l ex
isting
posit
ions
Job d
escr
iption
s are
not w
ell-
defin
ed in
the P
DF.
Comp
etenc
ies ar
e not
includ
ed in
the j
ob
desc
riptio
ns.
PHRM
O sta
ff doe
s not
have
abilit
y to d
evelo
p co
mpete
ncy-
base
d job
de
scrip
tions
.
Deve
loping
co
mpete
ncy-
base
d job
de
scrip
tions
Deve
loping
co
mpete
ncy
mode
ls
28 30
PHR
MO
and
11
RRDs
Adm
inistr
ativ
e Offic
er
Perm
anen
t
5400
A
monit
oring
an
d ev
aluati
on
syste
m is
used
to re
port
on th
e pe
rform
ance
of
the
HRMD
P an
d ca
pacit
y de
velop
ment
prog
ram
for
the ro
ad
secto
r.
HRMD
P ge
nera
tes
repo
rts on
the
perfo
rman
ce of
the
HRMD
P an
d cap
acity
de
velop
ment
prog
ram
of the
road
secto
r.
None
yet
Perfo
rman
ce of
HRM
D pr
ogra
ms is
not r
epor
ted.
M&E
syste
m tha
t will
gene
rate
repo
rts ha
s yet
to be
estab
lishe
d.
Non
e
HRMD
P Mo
nitor
ing
and E
valua
tion S
ystem
es
tablis
hed
None
yet
M&E
syste
m ha
s yet
to be
es
tablis
hed.
PHRM
O ha
s lim
ited
comp
etenc
y in
estab
lishin
g and
ins
tallin
g an M
&E
Syste
m.
Deve
loping
an
d ins
tallin
g a
Monit
oring
and
Evalu
ation
(M
&E)
Syste
m
26
PHR
MO
and
11
RRDs
Adm
inistr
ativ
e Offic
er
Per
mane
nt
* Th
e PLG
U im
pleme
nts
capa
city
deve
lopme
nt pr
ogra
ms fo
r sta
ff de
velop
ment
and a
staff
pe
rform
ance
ev
aluati
on
Instal
led an
d im
pleme
nted s
ystem
s: -
Rew
ards
and
Reco
gnitio
n Sys
tem
- P
erfor
manc
e Ev
aluati
on S
ystem
-
Hum
an R
esou
rce
Deve
lopme
nt Sy
stem
PMS,
HRD
, and
Rew
ards
an
d Rec
ognit
ion
prior
itised
in P
GA H
R St
rateg
ic Di
recti
ons
Admi
nistra
tive O
fficer
s (p
erfor
ming
HR
functi
ons
in the
ir res
pecti
ve
depa
rtmen
ts) or
iented
on
SPMS
by C
SC
No sy
stems
for:
- C
ompe
tency
-bas
ed
Perfo
rman
ce M
anag
emen
t -
Per
forma
nce-
base
d Re
ward
s and
Rec
ognit
ion
- C
ompe
tency
-bas
ed H
RD
PHRM
O lac
ks ca
pacit
y to
deve
lop th
ese H
RMD
syste
ms.
Deve
loping
an
d ins
tallin
g HR
MD
Syste
ms
- S
trateg
ic Pe
rform
ance
Ma
nage
ment
Syste
m
(SPM
S)
30
PHRM
O an
d 11
RR
Ds
Adm
inistr
ativ
e Offic
er
Per
mane
nt
SLRM
Key
Re
sult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t
syste
m tha
t inf
orms
pe
rson
nel
rewa
rds a
nd
incen
tives
.
-
Rew
ards
and
Reco
gnitio
n
Syste
m
- H
RD S
ystem
Ma
nagin
g Ch
ange
(s
ystem
s)
24 30 29
Staff
deve
lopme
nt pr
ogra
ms ad
dres
s co
mpete
ncy g
aps
identi
fied i
n pe
rform
ance
ev
aluati
on
PGA
pers
onne
l atte
nded
tra
ining
prog
rams
pr
ovide
d by n
ation
al ov
ersig
ht ag
encie
s.
Train
ing ac
tivitie
s are
not
guide
d by T
NA.
TNA
has n
ot be
en
cond
ucted
. Pl
annin
g hu
man
reso
urce
de
velop
ment
inter
venti
ons
(inclu
ding
asse
ssing
tra
ining
need
s an
d ide
ntifyi
ng
appr
opria
te HR
D int
erve
ntion
s)
30
PHR
MO
and
11
RRDs
Adm
inistr
ativ
e Offic
er
Perm
anen
t
PHRM
O an
d PRA
ISE
effec
tively
imple
ment
Perfo
rman
ce-b
ased
Re
ward
s and
Re
cogn
ition p
rogr
ams
PRAI
SE C
ommi
ttee
crea
ted in
PGA
in 20
05
PRAI
SE C
ommi
ttee i
s not
fully
fun
ction
al -
Sala
ry in
creas
es ar
e im
pleme
nted a
cros
s-the
-bo
ard.
- R
ewar
ds ar
e not
perfo
rman
ce-b
ased
.
Rewa
rds a
nd
Reco
gnitio
n Sys
tem
that w
ill gu
ide th
e ad
minis
tratio
n of r
ewar
ds
and i
ncen
tives
need
to
be in
stalle
d.
Instal
ling a
Re
ward
s and
Re
cogn
ition
Syste
m)
24
PHR
MO
and
11
RRDs
Adm
inistr
ativ
e Offic
er
Perm
anen
t
K
RA
5:
Form
ulat
ing
and
Impl
emen
ting
a C
ompr
ehen
sive
Hum
an R
esou
rce
Dev
elop
men
t and
Man
agem
ent P
lan
for t
he R
oad
Sect
or
Pa
ge |
149
SLRM
Key
Re
sult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t
* W
orkfo
rce
mana
geme
nt an
d othe
r HR
conc
erns
are
mains
tream
ed
at dif
feren
t lev
els of
LGU
mana
geme
nt.
Stra
tegic
HR fu
nctio
ns
mains
tream
ed to
de
partm
ents
-
Clea
rly de
fined
, co
mmun
icated
an
d per
forme
d HR
Roles
in th
e
depa
rtmen
ts by
he
ads a
nd A
Os
Some
HR
roles
have
been
cla
rified
and a
re be
ing
perfo
rmed
by de
partm
ent
head
s (su
ch as
att
enda
nce m
onito
ring,
reco
mmen
ding
regu
larisa
tion o
f staf
f, ad
dres
sing H
R iss
ues
withi
n the
depa
rtmen
t, etc
.) 12
RRD
Hea
ds an
d As
sistan
t Dep
t. Hea
ds
clarifi
ed th
eir R
R ro
les
throu
gh H
RD in
terve
ntion
s im
pleme
nted (
leade
rship
deve
lopme
nt, ch
ange
ma
nage
ment,
role
clarifi
catio
n)
Some
Dep
t. Hea
ds ha
ve no
t ful
ly pe
rform
ed st
rateg
ic HR
fun
ction
s. So
me H
R sy
stems
are n
ot we
ll-defi
ned a
nd no
t yet
in pla
ce (e
.g. gr
ievan
ce,
emplo
yee d
iscipl
ine) t
o eff
ectiv
ely ca
scad
e HR
functi
ons t
o the
depa
rtmen
ts.
Dept.
Hea
ds an
d Ass
t. De
pt. H
eads
have
not
been
prep
ared
to
perfo
rm st
rateg
ic HR
fun
ction
s. -
Othe
r dep
artm
ents
(26)
have
not a
ttend
ed
works
hops
to cl
arify
the
ir HR
roles
PH
RMO
does
not h
ave
the ca
pacit
y to d
evelo
p an
d cas
cade
HRM
D sy
stems
.
Deve
loping
HR
MD
Syste
ms
Pr
epar
ing an
d de
liver
ing
orien
tation
/pres
entat
ion
activ
ities
27 21
PHRM
O an
d 11
RR
Ds
Depa
rtmen
t He
ads a
nd
Admi
nistra
tive
Offic
er
Perm
anen
t
SLRM
Key
Re
sult
Stat
emen
ts
Perfo
rman
ce
Indi
cato
rs
Curre
nt S
tatu
s Co
mpe
tenc
y Ga
ps
Prio
rity
Scor
e*
Job
Perfo
rmer
s
Acco
mpl
ishm
ents
Pe
rform
ance
Gap
s Re
ason
s for
Gap
s Of
fice/s
Po
sitio
n/s
Stat
us o
f Em
ploy
men
t
HR P
olicie
s are
im
pleme
nted a
nd
follow
ed at
the
depa
rtmen
t leve
l.
Crea
tion o
f Akla
n Pr
ovinc
ial G
over
nmen
t As
socia
tion o
f Ad
minis
trativ
e Offic
ers
(APG
AAO)
that
prov
ides
venu
e for
disc
ussio
n of
HR m
atter
s and
HR
issue
s with
in the
ir re
spec
tive d
epar
tmen
ts Pr
ovisi
on of
upda
tes on
HR
polic
ies, is
suan
ces
and o
ther H
R ma
tters
du
ring d
epar
tmen
tal
meeti
ngs b
y som
e AOs
APGA
AO ha
s not
yet fu
lly
estab
lishe
d its
orga
nisati
onal
identi
ty in
PGA;
not y
et fu
lly
functi
onal.
Ca
scad
ing of
HR
infor
matio
n is
not p
erfor
med b
y som
e AO
s.
APGA
AO is
newl
y cr
eated
. La
ck of
confi
denc
e of
some
AOs
to
disse
mina
te inf
orma
tion
HR ro
les of
AOs
in so
me
depa
rtmen
ts ar
e not
clear
.
None
K
RA
5:
Form
ulat
ing
and
Impl
emen
ting
a C
ompr
ehen
sive
Hum
an R
esou
rce
Dev
elop
men
t and
Man
agem
ent P
lan
for t
he R
oad
Sect
or
Pa
ge |
151
Prio
ritisi
ng C
ompe
tenc
y Gap
s
Com
pete
ncy G
aps
Serio
usne
ss
Scor
e Ur
genc
y Sc
ore
Grow
th P
oten
tial
Scor
e To
tal
Deve
loping
and i
nstal
ling a
Stra
tegic
Perfo
rman
ce M
anag
emen
t Sys
tem
(SPM
S)
Curre
nt PM
S do
es no
t ca
pture
the a
ctual
perfo
rman
ce of
emplo
yees
an
d high
perfo
rmer
s are
not
reco
gnise
d. Pr
oduc
tivity
Ince
ntive
Bon
us
is ad
minis
tered
acro
ss-th
e-bo
ard s
ince a
ll per
forma
nce
ratin
gs ar
e VS,
even
for n
on-
perfo
rmer
s. T
here
fore,
PIB
is no
t ser
ving i
ts pu
rpos
e sinc
e pe
rson
nel e
valua
tion i
s not
perfo
rman
ce-b
ased
but fo
r co
mplia
nce o
nly.
10
Comp
lianc
e to C
SC M
C No
. 6 s.
20
12, "
requ
iring a
ll LGU
s to h
ave
an in
stalle
d SPM
S by
Janu
ary
2014
"
10
Conti
nued
ineff
icien
cy be
caus
e pe
rform
ance
is no
t mon
itore
d, ev
aluate
d and
enha
nced
--
may d
iscou
rage
and d
emor
alise
pe
rson
nel w
ho pe
rform
well
--
may p
rodu
ce co
nflict
amon
g em
ploye
es be
caus
e of p
otenti
al wo
rk ov
erloa
ding a
nd un
der
loadin
g Inc
reas
e in p
erso
nnel
cost
beca
use L
GU m
ay ha
ve to
hire
ad
dition
al an
d mor
e com
peten
t pe
rson
nel to
do th
e job
. As a
re
sult,
LGU
will h
ave d
ifficu
lty in
ac
hievin
g its
targe
ts an
d stra
tegic
goals
.
10
30
Plan
ning H
uman
Res
ource
De
velop
ment
(HRD
) Inte
rven
tions
* i
nclud
ing as
sess
ing tr
aining
need
s an
d ide
ntifyi
ng
appr
opria
te HR
D int
erve
ntion
s)
Identi
ficati
on of
train
ing
prog
rams
and p
artic
ipants
are
not n
eed-
base
d and
resu
lts in
los
t inve
stmen
t.
10
Prop
osed
for im
pleme
ntatio
n wi
thin t
his ye
ar (2
014)
PA
HROD
F ini
tiativ
es to
help
PGA
to de
velop
mer
it-bas
ed sy
stem
will
not b
e sus
taine
d if c
ompe
tency
in
this a
rea i
s not
deve
loped
.
10
Inves
tmen
t in pe
ople
will n
ot be
ful
ly op
timise
d tha
t cou
ld lea
d to
lack o
f bud
get o
r sup
port
for H
RD
prog
rams
.
10
30
Com
pete
ncy G
aps
Serio
usne
ss
Scor
e Ur
genc
y Sc
ore
Grow
th P
oten
tial
Scor
e To
tal
Deve
loping
and i
nstal
ling a
Hum
an
Reso
urce
Dev
elopm
ent (
HRD)
Sy
stem
*In
cludin
g Tar
getin
g/Sele
cting
pa
rticipa
nts to
HRD
Inter
venti
ons
Train
ing pr
ogra
ms at
tende
d by
emplo
yees
have
no re
turn
of inv
estm
ents
and
expe
ctatio
n bec
ause
lear
ning
inter
venti
ons a
re no
t re
spon
sive t
o actu
al lea
rning
an
d dev
elopm
ent n
eeds
. At
tenda
nce t
o tra
ining
pr
ogra
ms ar
e for
comp
lianc
e on
ly an
d lea
rning
is no
t ap
plied
in th
e wor
kplac
e. Ine
ffecti
ve se
lectio
n/tar
getin
g of
partic
ipants
have
led t
o no
n-co
mplet
ion of
critic
al ou
tputs
that n
eed t
o be
prod
uced
after
train
ing (e
.g.,
risk a
sses
smen
t matr
ices,
proc
ess f
lowch
arts,
plan
s, etc
.).
10
Shou
ld be
cond
ucted
with
in thi
s ye
ar (2
014)
to fo
llow
throu
gh on
PA
HROD
F int
erve
ntion
that
has
been
imple
mente
d (St
rateg
ic HR
D Pl
annin
g)
10
Lack
of im
prov
emen
t on
perfo
rman
ce w
hich w
ill re
sult t
o po
or im
age o
f the o
rgan
izatio
n and
co
ntinu
ed w
aste
of inv
estm
ent o
n tra
ining
.
10
30
Prep
aring
budg
ets ba
sed o
n plan
s Mo
nitor
ing bu
dget
utilis
ation
Big l
oss f
or th
e LGU
in te
rms
of hu
man r
esou
rce co
st an
d tim
e inv
ested
in H
RMD
inter
venti
ons
10
For y
ear 1
(201
4) im
pleme
ntatio
n. Ne
eded
to ad
dres
s was
te of
inves
tmen
t on t
raini
ng pr
ogra
ms.
Can b
e inc
orpo
rated
in th
e des
ign
of pla
nning
and s
ystem
de
velop
ment
inter
venti
ons.
10
Unpla
nned
train
ing pr
ogra
ms w
ill lea
d to c
ontin
ued p
oor
perfo
rman
ce an
d was
te of
budg
et be
caus
e par
ticipa
nts ar
e not
prop
erly
targe
ted an
d able
to ap
ply
learn
ing in
the w
orkp
lace.
10
30
Revie
wing
and r
edes
igning
an
orga
nisati
onal
struc
ture
Some
exist
ing po
sition
s tha
t ar
e not
match
ed w
ith
functi
ons
and n
ot ali
gned
with
the
orga
nizati
onal
struc
ture l
eads
to
low pe
rform
ance
(due
to
over
lappin
g of fu
nctio
ns,
10
For im
pleme
ntatio
n in 2
014.
Cr
itical
to im
prov
e the
stru
cture
an
d staf
fing b
efore
insta
lling
comp
etenc
y/mer
it-bas
ed H
R sy
stems
.
10
Jobs
, res
pons
ibiliti
es an
d de
liver
ables
of of
fices
that
are n
ot we
ll-defi
ned w
ill hin
der d
elive
ry of
quali
ty se
rvice
s and
achie
veme
nt of
orga
nisati
onal
goals
. Cos
t of
ineffic
iency
will
incre
ase.
10
30
K
RA
5:
Form
ulat
ing
and
Impl
emen
ting
a C
ompr
ehen
sive
Hum
an R
esou
rce
Dev
elop
men
t and
Man
agem
ent P
lan
for t
he R
oad
Sect
or
Pa
ge |
153
Com
pete
ncy G
aps
Serio
usne
ss
Scor
e Ur
genc
y Sc
ore
Grow
th P
oten
tial
Scor
e To
tal
unpe
rform
ed jo
bs, e
tc.) a
nd
lack o
f opp
ortun
ities f
or
profe
ssion
al ad
vanc
emen
t (e
.g., n
o nex
t-in-lin
e for
cr
itical
posit
ions)
. Hi
gh co
st of
salar
ies fo
r un
perfo
rmed
jobs
Deve
loping
comp
etenc
y mod
els
Know
ledge
, skil
ls, ab
ilities
, att
itude
s and
trait
s req
uired
to
emplo
yees
to ac
hieve
peak
job
perfo
rman
ce ar
e not
identi
fied a
nd w
ell-d
efine
d.
10
For im
pleme
ntatio
n in 2
014
Comp
etenc
y mod
els w
ill se
rve a
s fou
ndati
on fo
r the
deve
lopme
nt of
comp
etenc
y bas
ed H
R sy
stems
10
Job f
it and
high
perfo
rman
ce w
ill no
t be a
chiev
ed.
10
30
Mana
ging C
hang
e (s
ystem
s) Ch
ange
s of s
ystem
s int
rodu
ced h
inder
the
capa
city o
f PHR
MO to
tra
nsitio
n fro
m tra
nsac
tiona
l to
strate
gic ro
le in
PGA.
9 Pr
opos
ed fo
r imple
menta
tion
withi
n this
year
(201
4) as
a co
mpon
ent o
f plan
ning a
nd
syste
ms de
velop
ment
inter
venti
ons
PAHR
ODF
initia
tives
to he
lp PG
A to
deve
lop m
erit b
ased
syste
m wi
ll no
t be s
ustai
ned i
f com
peten
cy in
thi
s are
a is n
ot de
velop
ed.
10
Ineffic
iencie
s in H
R sy
stems
will
conti
nue i
f new
syste
ms w
ill no
t be
instal
led.
10
29
Deve
loping
Com
peten
cy-B
ased
Jo
b Des
cript
ions
Demo
raliz
ation
amon
g and
ov
erbu
rden
ing of
emplo
yees
du
e to m
ulti-ta
sking
Qu
ality
of se
rvice
is af
fected
by
poor
ly de
signe
d fun
ction
s pe
rform
ed by
staff
.
10
Shou
ld ide
ally b
e imp
lemen
ted
soon
est to
mitig
ate po
tentia
l risk
of
decli
ne in
perfo
rman
ce of
co
mpete
nt sta
ff W
ould
be a
comp
onen
t of th
e RSP
sy
stem
deve
lopme
nt for
im
pleme
ntatio
n in Y
ear 2
8 Co
ntinu
ed in
accu
racy
of jo
b de
scrip
tions
will
incre
ase
ineffic
iency
in pe
rform
ance
of jo
bs.
Ineffic
iency
lead
s to h
igh co
st of
servi
ces.
10
28
Com
pete
ncy G
aps
Serio
usne
ss
Scor
e Ur
genc
y Sc
ore
Grow
th P
oten
tial
Scor
e To
tal
Deve
loping
and i
nstal
ling a
Re
cruitm
ent, S
electi
on, a
nd
Prom
otion
(RSP
) Sys
tem
Deve
loping
an R
SP M
anua
l
Ther
e are
insta
nces
of
appli
cants
hire
d for
pe
rman
ent p
ositio
ns w
ho ar
e no
t suit
ed fo
r the
job.
Th
ere i
s no r
efere
nce
docu
ment
that g
uides
PH
RMO
and A
Os in
pr
oces
sing a
ppoin
tmen
ts; th
is re
sultin
g in d
isapp
rova
ls or
inv
alida
tions
by C
SC.
9 Co
mpete
ncy m
odels
need
to be
de
velop
ed fir
st be
fore d
evelo
ping
the co
mpete
ncy-b
ased
RSP
sy
stem.
Ca
n be s
ched
uled a
s a fo
llow-
throu
gh in
terve
ntion
of P
AHRO
DF
on co
mpete
ncy m
odell
ing.
8 Co
ntinu
ed re
cruit
ment
and
selec
tion o
f job m
isfits
will
trans
late
to low
leve
l of p
erfor
manc
e tha
t is
costl
y for
PGA
. De
mora
lisati
on am
ong h
igh
perfo
rming
emplo
yees
incr
ease
s ris
k of lo
sing t
hem.
Pr
actic
e of p
olitic
al ac
comm
odati
on in
hirin
g will
conti
nue.
10
27
Revie
wing
appo
intme
nt pa
pers
Disa
ppro
ved/
invali
dated
/ re
turne
d defe
ctive
ap
point
ments
by C
SC fo
r ex
isting
and n
ew po
sition
s.
Not a
good
indic
ator t
hat P
GA
can p
rope
rly ac
t on
appo
intme
nts.
9 Th
e PGA
need
s to m
aintai
n or
level
up C
SC ac
cred
itatio
n. PH
RMO
shou
ld im
prov
e its
cred
ibility
as a
leadin
g offic
e in
mana
ging a
nd de
velop
ing P
GA
huma
n res
ource
s.
9 Ine
fficien
t pro
cess
ing of
ap
point
ments
may
yield
mor
e CSC
dis
appr
oval
and r
esult
in P
GA's
loss o
f PRI
ME H
R ac
cred
itatio
n.
9 27
Stra
tegic
Plan
ning
Plan
ning a
nd im
pleme
nting
stra
tegic
HRM
Abse
nce o
f HRM
D Pl
an th
at wi
ll guid
e the
PGA
in
identi
fying
HRM
D pr
ogra
ms.
Func
tions
of P
HRMO
are
trans
actio
nal a
nd re
duce
the
office
's co
ntribu
tion t
o the
ac
hieve
ment
of ov
erall
PGA
go
als.
10
Instal
lation
of st
rateg
ic HR
MD
syste
ms is
man
dated
by C
SC
unde
r PRI
ME-H
RM. D
eadli
ne of
su
bmiss
ion of
the p
lan w
as la
st Ma
y 201
3.
Integ
ratio
n of H
RMD
Plan
in tim
e for
budg
eting
in S
eptem
ber 2
013
The t
rans
ition f
rom
trans
actio
nal to
str
ategic
role
is pa
rt of
the vi
sion o
f the
PHR
MO.
7 PH
RMO
will n
ot be
able
to su
cces
sfully
tran
sition
to a
strate
gic ro
le --
and f
ail in
ac
hievin
g its
vision
. Inv
estm
ent in
peop
le wi
ll not
be
fully
optim
ised t
hat c
ould
lead t
o lac
k of b
udge
t or s
uppo
rt for
HR
prog
rams
.
10
27
K
RA
5:
Form
ulat
ing
and
Impl
emen
ting
a C
ompr
ehen
sive
Hum
an R
esou
rce
Dev
elop
men
t and
Man
agem
ent P
lan
for t
he R
oad
Sect
or
Pa
ge |
155
Com
pete
ncy G
aps
Serio
usne
ss
Scor
e Ur
genc
y Sc
ore
Grow
th P
oten
tial
Scor
e To
tal
Howe
ver,
the H
R Co
re T
eam
has
been
train
ed in
stra
tegic
plann
ing
and t
he co
ncep
ts an
d prin
ciples
ca
n be a
pplie
d in H
RMD
plann
ing.
Deve
loping
and i
nstal
ling a
Mo
nitor
ing an
d Eva
luatio
n (M&
E)
syste
m
Lack
of da
ta on
effec
tiven
ess
of HR
MD pr
ogra
ms do
es no
t pr
ovide
oppo
rtunit
ies to
ac
hieve
desir
ed re
sults
and
impr
ove H
R se
rvice
s.
8 M
& E
was a
comp
onen
t of th
e HR
D Pl
annin
g inte
rventi
on th
at ha
s bee
n imp
lemen
ted in
2013
. Th
e con
cepts
and p
rincip
les ca
n be
appli
ed in
the d
esign
of M
&E
for ot
her H
RMD
prog
rams
.
8 HR
MD pr
ogra
ms m
ay de
terior
ate
beca
use o
f lack
of da
ta to
serv
e as
basis
for c
ontin
uous
impr
ovem
ent.
Incre
asing
cost
of de
liver
ing H
R se
rvice
s and
lack
of re
turn o
n inv
estm
ent/e
xpec
tation
s
10
26
Docu
menti
ng R
SP (a
nd ot
her
HRMD
) pro
cess
es
Most
HR sy
stems
are
undo
cume
nted w
hich c
ause
co
nfusio
n and
resu
lt to p
oor
decis
ion-m
aking
. Un
clear
proc
edur
es in
cr
eatio
n of p
ositio
ns le
ad to
dis
appr
ovals
by C
SC.
9 Th
e sys
tems n
eed t
o be
deve
loped
befor
e the
y can
be
docu
mente
d. H
ence
, inter
venti
ons
to ad
dres
s this
comp
etenc
y gap
ca
n be i
mbed
ded i
n the
desig
n of
other
inter
venti
ons.
In ad
dition
to do
cume
ntatio
n of
curre
nt HR
prac
tices
, it is
also
cr
itical
to do
cume
nt ne
w sy
stems
tha
t will
be de
velop
ed st
artin
g ye
ar 1.
7 La
ck of
docu
mente
d HR
proc
esse
s ca
n lea
d to c
ontin
ued i
neffic
iency
in
proc
essin
g of a
ppoin
tmen
ts tha
t ma
y res
ult in
mor
e CSC
dis
appr
ovals
and r
evoc
ation
of
PGA'
s PRI
ME H
R ac
credit
ation
.
9 25
Deve
loping
and i
nstal
ling a
Rew
ards
an
d Rec
ognit
ion S
ystem
Lo
w mo
rale
and s
elf-
confi
denc
e wer
e note
d am
ong h
igh pe
rform
ing
emplo
yees
who
are n
ot be
ing
reco
gnise
d.
9 Th
is HR
area
was
iden
tified
as a
prior
ity in
the P
GA H
R str
ategic
dir
ectio
ns bu
t can
only
be
succ
essfu
lly im
pleme
nted i
f ther
e is
an ef
fectiv
e sys
tem fo
r ev
aluati
ng em
ploye
e per
forma
nce.
6 Hi
gh pr
obab
ility t
hat to
p per
formi
ng
emplo
yees
will
look f
or an
other
job
wher
e the
ir pote
ntial
can b
e re
cogn
ized.
9 24
Com
pete
ncy G
aps
Serio
usne
ss
Scor
e Ur
genc
y Sc
ore
Grow
th P
oten
tial
Scor
e To
tal
Using
the H
RMIS
App
licati
on
HRMI
S ap
plica
tions
are n
ot op
timise
d to s
uppo
rt de
cision
-ma
king i
n PGA
.
8 Th
e sys
tem ha
s bee
n dev
elope
d an
d jus
t nee
ds to
be ad
opted
by al
l PG
A pe
rson
nel to
be fu
lly ut
ilised
.
7 Ma
nual
proc
esse
s will
conti
nue,
wher
e mor
e an e
fficien
t alte
rnati
ve
(com
puter
isatio
n) is
alre
ady s
et in
place
. Inve
stmen
t in H
RMIS
will
be
waste
d.
8 23
Prep
aring
and d
elive
ring
orien
tation
/pres
entat
ion ac
tivitie
s
HRMD
prog
rams
and
guide
lines
are n
ot pr
oper
ly an
d clea
rly ca
scad
ed to
othe
r de
partm
ents
adve
rsely
affec
ting p
erfor
manc
e in t
heir
imple
menta
tion.
Howe
ver,
depa
rtmen
ts (e
spec
ially
RRDs
) hav
e bee
n eng
aged
in
plann
ing pr
oces
sed a
nd ar
e be
tter a
ware
of de
velop
ments
an
d acti
vities
in H
RMD.
6 Ne
w HR
MD sy
stems
will
be
intro
duce
d in P
GA in
2014
and
need
to be
casc
aded
clea
rly to
all
depa
rtmen
ts at
all st
ages
of th
e ins
tallat
ion.
7 Ne
eded
supp
ort fo
r stra
tegic
HRMD
will
not b
e gen
erate
d fro
m PG
A em
ploye
es (e
spec
ially
other
de
partm
ents)
whe
re
comm
unica
tion i
s lim
ited.
8 21
K
RA
5:
Form
ulat
ing
and
Impl
emen
ting
a C
ompr
ehen
sive
Hum
an R
esou
rce
Dev
elop
men
t and
Man
agem
ent P
lan
for t
he R
oad
Sect
or
Pa
ge |
157
HRD
PLAN
IMPL
EMEN
TATI
ON M
ATRI
X (C
alend
ar Y
ear 2
014)
Desir
ed
Outc
ome/s
Ou
tput
s to
be P
rodu
ced
Lear
ning
Ob
jectiv
es
Prop
osed
HRD
In
terv
entio
n
Targ
et L
earn
ers
Plan
ned
Sche
dule
Supp
ort R
equi
rem
ents
Sour
ce o
f Fu
nds
Number
Office/s
Position/s
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Financial
Human Resource
Logistic
Executive Sponsorship
Other
Staff
pe
rform
ance
ev
aluati
on
syste
m tha
t inf
orms
pe
rsonn
el re
ward
s and
inc
entiv
es fu
lly
instal
led
Stra
tegic
Perfo
rman
ce
Mana
geme
nt Sy
stem
(SPM
S)
Polic
ies,
proc
edur
es,
tools
and
guide
lines
SPMS
Man
ual
Partic
ipants
will
be ab
le to
deve
lop an
d do
cume
nt the
sy
stem
for
mana
ging
perfo
rman
ce of
PG
A em
ploye
es.
Instal
ling a
St
rateg
ic Pe
rform
ance
Ma
nage
ment
Syste
m
-- T
raini
ng/
Wor
ksho
p (5
days
) --
Coac
hing
(15 d
ays)
26
PHRM
O an
d 11
RRDs
Admi
nistr
ative
Of
ficer
s
Re
sour
ce
Perso
n Se
lected
HR
D Co
re
Team
Venu
e: AT
C Me
mora
ndu
m Iss
ued b
y LC
E
PG
A
L&D
syste
m is
fully
instal
led
and g
uides
the
imple
menta
tion o
f stra
tegic
learn
ing an
d de
velop
ment
inter
venti
on
HRD
Syste
m (
Polic
ies,
proc
edur
es
and t
ools)
HR
D Ma
nual/
Gu
idebo
ok
Desig
n of
traini
ng
modu
les
-- Tr
aining
an
d fac
ilitati
on
guide
s (for
ide
ntifie
d tra
ining
mo
dules
) --
Monit
oring
an
d ev
aluati
on
Partic
ipants
will
be ab
le to
plan,
imple
ment
and
evalu
ate
learn
ing an
d de
velop
ment
prog
rams
to
resp
ond t
o ide
ntifie
d co
mpete
ncy
gaps
of P
GA
emplo
yees
.
Stre
ngthe
ning
Lear
ning a
nd
Deve
lopme
nt Po
licies
, Sy
stems
and
Proc
esse
s --
Tra
ining
/ W
orks
hop
(16 d
ays)
-- Co
achin
g (5
0 day
s)
16
12 R
RDs
Admi
nistr
ative
Of
ficer
s
Appr
oved
Int
erve
ntion
by
PAH
RODF
48,00
0.00
(PGA
Co
unter
part)
Reso
urce
Pe
rson
Selec
ted
HRD
Core
Te
am
Venu
e: AT
C Me
mora
ndu
m Iss
ued b
y LC
E
PG
A an
d PA
HROD
F
Desir
ed
Outc
ome/s
Ou
tput
s to
be P
rodu
ced
Lear
ning
Ob
jectiv
es
Prop
osed
HRD
In
terv
entio
n
Targ
et L
earn
ers
Plan
ned
Sche
dule
Supp
ort R
equi
rem
ents
Sour
ce o
f Fu
nds
Number
Office/s
Position/s
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Financial
Human Resource
Logistic
Executive Sponsorship
Other
tools
--
Hand
book
on
train
ing
mana
geme
nt (in
cludin
g job
aid
s like
TNA
too
ls, M
&E
instru
ments
, etc
.) Tr
aining
ne
eds
asse
ssme
nt (T
NA) o
f cor
e PR
MF-re
lated
off
ices
Asse
ssme
nt of
care
er
plann
ing an
d su
cces
sion
plann
ing/
leade
rship
deve
lopme
nt pr
oces
ses,
and
reco
mmen
ded
impr
ovem
ents
(scho
lars’
outpu
t/REA
P
PGA
Core
Va
lues
institu
tiona
lise
d
Comm
unica
tion P
oints
for
the V
alues
Or
ientat
ion
withi
n
At th
e end
of
the
inter
venti
ons,
partic
ipants
will
be ab
le to:
de
fine a
nd
PGA
Value
s Or
ientat
ion
-- S
emina
r (3
days
) --
Coa
ching
(2
days
)
16
12
RRD’
s Ad
minis
trati
ve
Offic
ers
P58
,000.0
0 PH
RMO
Venu
e: AT
C Me
mora
ndu
m Iss
ued b
y LC
E
PH
RMO
K
RA
5:
Form
ulat
ing
and
Impl
emen
ting
a C
ompr
ehen
sive
Hum
an R
esou
rce
Dev
elop
men
t and
Man
agem
ent P
lan
for t
he R
oad
Sect
or
Pa
ge |
159
Desir
ed
Outc
ome/s
Ou
tput
s to
be P
rodu
ced
Lear
ning
Ob
jectiv
es
Prop
osed
HRD
In
terv
entio
n
Targ
et L
earn
ers
Plan
ned
Sche
dule
Supp
ort R
equi
rem
ents
Sour
ce o
f Fu
nds
Number
Office/s
Position/s
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Financial
Human Resource
Logistic
Executive Sponsorship
Other
depa
rtmen
ts de
mons
trate
beha
viour
s tha
t ar
e con
sisten
t wi
th co
re
value
s of P
GA;
and c
asca
de
the va
lues t
o the
ir res
pecti
ve
depa
rtmen
ts.
Ratio
naliz
ed
and
stand
ardiz
ed
orga
nizati
onal
struc
ture a
nd
align
ed
posit
ions
withi
n eac
h de
partm
ent
Orga
nisati
ona
l Ass
essm
ent
tools
and
guide
lines
An
alysis
of
Orga
nisati
ona
l Stru
cture
an
d Staf
fing
Leve
ls Pr
opos
ed
Orga
nisati
ona
l Stru
cture
an
d Staf
fing
Patte
rn/C
ompl
emen
t
Partic
ipants
are
able
to ex
poun
d on
conc
epts
and
proc
esse
s in
orga
nisati
onal
desig
n and
sta
ffing a
nd
demo
nstra
te be
ginnin
g skil
ls in:
a.
revie
wing
an
d ass
essin
g the
curre
nt or
ganis
ation
al str
uctur
e and
sta
ffing p
atter
n b.
deve
loping
or
ganis
ation
al as
sess
ment
tools
and
guide
lines
b.
enha
ncing
the
guide
lines
for
the c
reati
on
of ne
w po
sition
s
PGA
Orga
nisati
onal
Revie
w an
d Re
desig
n --
Tra
ining
/ W
orks
hop
(5 da
ys)
-- Co
achin
g (3
2) da
ys)
16
12
RRD’
s Ad
minis
trati
ve
Offic
ers
P 22
0,000
.00
Reso
urce
Pe
rson,
Se
lected
HR
D Co
re
Team
Venu
e: AT
C Me
mora
ndu
m Iss
ued b
y LC
E
PH
RMO
Desir
ed
Outc
ome/s
Ou
tput
s to
be P
rodu
ced
Lear
ning
Ob
jectiv
es
Prop
osed
HRD
In
terv
entio
n
Targ
et L
earn
ers
Plan
ned
Sche
dule
Supp
ort R
equi
rem
ents
Sour
ce o
f Fu
nds
Number
Office/s
Position/s
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Financial
Human Resource
Logistic
Executive Sponsorship
Other
Co
mpila
tion o
f Co
mpete
ncy
Mode
ls of
all
rema
ining
PG
A po
sition
s no
t cov
ered
by
CSC
, PR
MF an
d PA
HROD
F int
erve
ntion
s Co
mpila
tion o
f co
mpete
ncy-
base
d job
de
scrip
tions
. Po
licies
and
guide
lines
on
upda
ting/c
han
ging o
f job
desc
riptio
n to
fit orga
nizati
onal
need
s.
At th
e end
of
the H
RD
inter
venti
on,
partic
ipants
will
be ab
le to
upda
te job
de
scrip
tions
an
d defi
ne
requ
ired
comp
etenc
ies
for te
chnic
al po
sition
s in
PGA
office
s not
cove
red b
y the
PA
HROD
F an
d PR
MF
comp
etenc
y mo
dellin
g int
erve
ntion
s.
Deve
lopme
nt of
Comp
etenc
y Mo
dels
of 4
rema
ining
RR
D's
not
cove
red b
y PR
MF an
d PA
HROD
F int
erve
ntion
s --
Tra
ining
/ W
orks
hop
(6 da
ys)
-- Co
achin
g (2
4 day
s)
16
12
RRD’
s Ad
minis
trati
ve
Offic
ers
P146
,000.0
0 HR
D Co
re
Team
and
Reso
urce
Pe
rsons
(L
SP)
Venu
e: AT
C Me
mora
ndu
m Iss
ued b
y LC
E
PH
RMO
K
RA
5:
Form
ulat
ing
and
Impl
emen
ting
a C
ompr
ehen
sive
Hum
an R
esou
rce
Dev
elop
men
t and
Man
agem
ent P
lan
for t
he R
oad
Sect
or
Pa
ge |
161
SC
HOLA
RSHI
P IM
PLEM
ENTA
TION
MAT
RIX
(Cale
ndar
Yea
r 201
4)
Field
s of S
tudy
Pr
opos
ed C
ours
es
Targ
et P
artic
ipan
ts
Plan
ned
Sche
dule
Num
ber
Offic
e/s
Posit
ion/
s Te
rm 1
(201
5)
Term
2 (2
015)
Monit
oring
and E
valua
tion
of Tr
aining
Ma
sters
in M
onito
ring a
nd E
valua
tion
2 PH
RMO,
PPD
O AO
, Plan
ning O
fficer
x
Perfo
rman
ce A
ppra
isal a
nd
Rewa
rds S
ystem
Ma
sters
of H
uman
Res
ource
Man
agem
ent
1 PH
RMO
Admi
nistra
tive O
fficer
x
Tech
nical
Writi
ng
Shor
t cou
rse on
Tec
hnica
l Writi
ng
3 PH
RMO
Admi
nistra
tive O
fficer
x
COST
EST
IMAT
E FO
R HR
D IN
TERV
ENTI
ONS
(Cale
ndar
Yea
r 201
4)
Prop
osed
HRD
In
terv
entio
ns
Number of Participants
Duration (days)
Prof
essio
nal S
ervic
es F
ees (
PSF)
Ou
t-of-P
ocke
t Cos
ts (O
PC)
TOTA
L Pre-
Implementation
Implementation
Post-Implementat
ion
Sub-Total
Supplies and
Materials
Printing and Reproductio
n
Venue and Accommoda
tion
Transportation
Communication
Miscellaneous/
Contingency
Sub-Total
Stre
ngthe
ning
Lear
ning a
nd
Deve
lopme
nt Po
licies
, Sys
tems
and
Proc
esse
s
16
66
Php4
8,000
.00
(PGA
Co
unter
part)
Php4
8,000
.00
(PGA
Co
unter
part)
Php4
8,000
.00
(PGA
Co
unter
part)
PGA
Orga
nisati
onal
Revie
w an
d Re
desig
n 16
37
Php6
4,500
.00
Ph
p64,5
00.00
Ph
p2,00
0.00
Php5
,000.0
0 Ph
p128
,000.0
0
Ph
p19,9
50.00
Ph
p154
,950.0
0 Ph
p220
,000.0
0
Deve
lopme
nt of
Comp
etenc
y Mo
dels
(for 3
re
maini
ng R
RDs)
16
30
Ph
p56,0
00.00
Php5
6,000
.00
Php2
,000.0
0 Ph
p5,00
0.00
Php6
2,400
.00
Php2
0,540
.00
Php8
9,940
.00
Php1
46,00
0.00
Value
s Re
-orie
ntatio
n (P
ropo
sed
deve
lopme
ntal
inter
venti
on)
16
3
Php1
9,500
.00
Ph
p19,5
00.00
Ph
p2,00
0.00
Php5
,000.0
0 Ph
p25,6
00.00
Ph
p5,21
0.00
Php3
7,810
.00
Php5
8,000
.00
Instal
ling a
Stra
tegic
Perfo
rman
ce
Mana
geme
nt Sy
stem
(SPM
S)
16
20
TOTA
L 80
15
6
Php1
20,50
0.00
Ph
p140
,000.0
0 Ph
p4,00
0.00
Php1
0,000
.00
Php2
79,00
0.00
Php3
2,100
.00
Php3
32,10
0.00
Php4
73,00
0.00
K
RA
5:
Form
ulat
ing
and
Impl
emen
ting
a C
ompr
ehen
sive
Hum
an R
esou
rce
Dev
elop
men
t and
Man
agem
ent P
lan
for t
he R
oad
Sect
or
Pa
ge |
163
MONI
TORI
NG A
ND E
VALU
ATIO
N PL
AN
Inter
venti
on T
itle
Instal
ling a
Stra
tegic
Perfo
rman
ce M
anag
emen
t Sys
tem
Plan
ned S
ched
ule
Febr
uary
2014
Targ
et Le
arne
rs (O
ffice/P
ositio
ns)
PHRM
O sta
ff and
AOs
resp
onsib
le for
admi
nister
ing th
e per
forma
nce m
anag
emen
t sys
tem
Numb
er of
Par
ticipa
nts
26
Finan
cial R
equir
emen
t
Sour
ce of
Fun
ds
PHRM
O
Leve
ls of
Eva
luat
ion
Indi
cato
rs
(Wha
t will
you
mea
sure
?)
Meth
ods/
Tool
s Da
ta S
ourc
es
Sche
dule
Pers
on/s
Resp
onsib
le
Leve
l 4: D
esire
d Outc
ome
Instal
led S
trateg
ic Pe
rform
ance
Ma
nage
ment
Syste
m (S
PMS)
that
inf
orms
perso
nnel
rewa
rds a
nd
incen
tives
Inter
view
Wor
k rev
iew
Depa
rtmen
t Hea
ds
Emplo
yees
Ac
comp
lishe
d SPM
S To
ols
a yea
r afte
r the
inter
venti
on
Proc
ess O
wner
: PHR
MO P
MS
and L
earn
ing an
d Dev
elopm
ent
Divis
ion
Leve
l 3: A
pplic
ation
Pa
rticipa
nts ap
ply le
arne
d con
cepts
an
d pro
cess
es to
deve
lop an
d do
cume
nt the
syste
m for
man
aging
pe
rform
ance
of P
GA em
ploye
es.
Stra
tegic
Perfo
rman
ce
Mana
geme
nt Sy
stem
(SPM
S) P
olicie
s, pr
oced
ures
, tools
and
guide
lines
SP
MS M
anua
l
Partic
ipants
' Outp
uts
CSC
SPMS
imple
menta
tion
guide
lines
Fe
edba
ck fr
om de
partm
ent
head
s
6 mon
ths af
ter in
terve
ntion
Pr
oces
s Own
er: P
HRMO
PMS
an
d Lea
rning
and D
evelo
pmen
t Di
vision
PGA
M&E
Comm
ittee
K
RA
5:
Form
ulat
ing
and
Impl
emen
ting
a C
ompr
ehen
sive
Hum
an R
esou
rce
Dev
elop
men
t and
Man
agem
ent P
lan
for t
he R
oad
Sect
or
Pa
ge |
165
Leve
l 2: L
earn
ing
Partic
ipants
are a
ble to
expo
und o
n co
ncep
ts an
d pro
cess
es in
stra
tegic
perfo
rman
ce m
anag
emen
t and
de
velop
basic
guide
lines
and t
ools
for:
a. es
tablis
hing e
mploy
ee pe
rform
ance
go
als;
b. mo
nitor
ing pe
rform
ance
and
prov
iding
coac
hing a
s nee
ded;
and
c. ev
aluati
ng pe
rform
ance
again
st se
t go
als
Pre a
nd P
ost T
est
Skills
obse
rvatio
n on
learn
ing ex
ercis
es
Revie
w of
work
samp
les
Facil
itator
's ob
serva
tion
shee
ts W
ork s
ample
s Te
st Re
sults
Durin
g the
inter
venti
on
Facil
itator
and T
raini
ng te
am
Leve
l 1: L
earn
ers’
Reac
tion
Attai
nmen
t of th
e lea
rning
objec
tives
Pa
rticipa
nt's s
atisfa
ction
with
the
effec
tiven
ess o
f lear
ning e
nviro
nmen
t
Post
Train
ing In
terve
ntion
Ev
aluati
on S
heets
Pa
rticipa
nts
At th
e end
of tr
aining
int
erve
ntion
Tr
aining
team
Inter
venti
on T
itle
Stre
ngthe
ning L
earn
ing an
d Dev
elopm
ent P
olicie
s, Sy
stems
and P
roce
sses
Plan
ned S
ched
ule
June
– Ju
ly 20
14; 6
6 day
s
Targ
et Le
arne
rs (O
ffice/P
ositio
ns)
PHRM
O Le
arnin
g and
Dev
elopm
ent D
ivisio
n, AO
s fro
m oth
er de
partm
ents
Numb
er of
Par
ticipa
nts
20
Finan
cial R
equir
emen
t 48
,000.0
0 (PG
A co
unter
part)
Sour
ce of
Fun
ds
PGA
and P
AHRO
DF
Leve
ls of
Eva
luat
ion
Indi
cato
rs
Meth
ods/
Tool
s Da
ta S
ourc
es
Sche
dule
Pers
on/s
Resp
onsib
le (W
hat w
ill yo
u m
easu
re?)
Leve
l 4: D
esire
d Outc
ome
L&D
syste
m is
fully
instal
led an
d guid
es
the im
pleme
ntatio
n of s
trateg
ic lea
rning
an
d dev
elopm
ent in
terve
ntion
.
Docu
ments
revie
w Int
ervie
w of
supe
rviso
rs PH
RMO
L&D
and A
Os of
RRD
s Ac
comp
lishm
ent R
epor
t De
partm
ent H
eads
After
the
full
imple
menta
tion o
f HR
D pla
n
Proc
ess O
wner
: L&D
Divi
sion h
ead
and s
taff
Leve
l 3: A
pplic
ation
Pa
rticipa
nts in
stall l
eanin
g and
deve
lop
syste
m As
ses t
raini
ng ne
eds
Desig
n tra
ining
prog
rams
Ma
nage
and f
acilit
ate le
arnin
g acti
vities
Docu
ments
revie
w Ob
serva
tion o
f lear
ning
activ
es
Inter
view
of su
pervi
sors
Inter
view
of pa
rticipa
nts
L&D
Acco
mplis
hmen
t Rep
ort o
f De
partm
ents
repr
esen
ted by
lear
ners
HRD
Plan
De
partm
ent H
eads
Pa
rticipa
nts
1 yea
r afte
r the
int
erve
ntion
Pr
oces
s Own
er: L
&D D
ivisio
n hea
d an
d staf
f, AOs
K
RA
5:
Form
ulat
ing
and
Impl
emen
ting
a C
ompr
ehen
sive
Hum
an R
esou
rce
Dev
elop
men
t and
Man
agem
ent P
lan
for t
he R
oad
Sect
or
Pa
ge |
167
Leve
l 2: L
earn
ing
Partic
ipants
will
be ab
le to
plan,
imple
ment
and e
valua
te lea
rning
and d
evelo
pmen
t pr
ogra
ms to
resp
ond t
o ide
ntifie
d co
mpete
ncy g
aps o
f PGA
emplo
yees
.
Asse
ssme
nt of
work
samp
les
(plan
s and
tools
) Ob
serva
tion o
f train
ing
deliv
ery b
y par
ticipa
nts
Evalu
ation
of tr
aining
de
liver
ed by
partic
ipants
HR
D Sy
stem
( Poli
cies,
proc
edur
es an
d too
ls)
HRD
Manu
al/Gu
idebo
ok
Desig
n of tr
aining
mod
ules
-- Tr
aining
and f
acilit
ation
gu
ides (
for id
entifi
ed tr
aining
mo
dules
) --
Monit
oring
and e
valua
tion
tools
--
Hand
book
on tr
aining
ma
nage
ment
(inclu
ding j
ob
aids l
ike T
NA to
ols, M
&E
instru
ments
, etc.
) Tr
aining
need
s ass
essm
ent
(TNA
) of c
ore P
RMF-
relat
ed
office
s As
sess
ment
of ca
reer
pla
nning
and s
ucce
ssion
pla
nning
/ lead
ersh
ip de
velop
ment
proc
esse
s, an
d re
comm
ende
d imp
rove
ments
(s
chola
rs’ ou
tput/R
EAP)
Acco
mplis
hed p
lannin
g wor
kshe
ets
Evalu
ation
repo
rts
Train
ing de
signs
and o
ther t
raini
ng
outpu
ts
Durin
g the
inter
venti
on
Train
ing F
acilit
ators
Leve
l 1: L
earn
ers’
Reac
tion
Achie
veme
nt of
learn
ing ob
jectiv
es,
partic
ipants
' sati
sfacti
on w
ith th
e lea
rning
en
viron
ment
Feed
back
form
Pa
rticipa
nts
After
the
inter
venti
on
Train
ing m
anag
emen
t
Inter
venti
on T
itle
Orga
nisati
onal
Revie
w an
d Red
esign
Plan
ned S
ched
ule
Septe
mber
- Oc
tober
2014
(Live
out)
Targ
et Le
arne
rs (O
ffice/P
ositio
ns)
PHRM
O sta
ff res
pons
ible f
or re
viewi
ng an
d red
esign
ing O
rgan
isatio
nal S
tructu
re an
d AOs
of di
ffere
nt de
partm
ents:
Numb
er of
Par
ticipa
nts
16
Finan
cial R
equir
emen
t P
220,0
00
Sour
ce of
Fun
ds
PHRM
O
Leve
ls of
Eva
luat
ion
Indi
cato
rs
(Wha
t will
you
mea
sure
?)
Meth
ods/
Tool
s Da
ta S
ourc
es
Sche
dule
Pers
on/s
Resp
onsib
le
Leve
l 4: D
esire
d Outc
ome
Instal
led C
ompe
tency
and M
erit-
base
d RSP
syste
m an
chor
ed on
a r
ation
alize
d and
stan
dard
ized
orga
nizati
onal
struc
ture a
nd
align
ed po
sition
s with
in ea
ch
depa
rtmen
t
Inter
view
Wor
k rev
iew
Depa
rtmen
t Hea
ds an
d pa
rticipa
nts
Appr
oved
Org
anisa
tiona
l St
ructu
re an
d staf
fing p
atter
n a y
ear a
fter t
he in
terve
ntion
M&
E Te
am o
f PG
A
(Dev
elopm
ent A
dmini
strati
on
Comm
ittee)
Leve
l 3: A
pplic
ation
Pa
rticipa
nts ap
ply le
arne
d co
ncep
ts an
d pro
cess
es in
: a.
deve
loping
a pr
opos
ed
orga
nisati
onal
struc
ture w
ith
staffin
g com
pleme
nt b.
formu
lating
orga
nisati
onal
asse
ssme
nt gu
idelin
es
c. cr
eatin
g new
posit
ions u
sing
appr
oved
guide
lines
Orga
nisati
onal
Asse
ssme
nt too
ls an
d guid
eline
s An
alysis
of O
rgan
isatio
nal
Stru
cture
and S
taffin
g Lev
els
Prop
osed
Org
anisa
tiona
l St
ructu
re an
d Staf
fing
Patte
rn/C
omple
ment
Guide
lines
for t
he cr
eatio
n of
new
Valid
ation
sess
ions
Outpu
t rev
iew
Partic
ipants
' Outp
uts
Guide
lines
for t
he cr
eatio
n of
new
posit
ions
Orga
nisati
onal
asse
ssme
nt gu
idelin
es
Feed
back
from
depa
rtmen
t he
ads
6 mon
ths af
ter in
terve
ntion
PG
A Re
struc
turing
Com
mitte
e
K
RA
5:
Form
ulat
ing
and
Impl
emen
ting
a C
ompr
ehen
sive
Hum
an R
esou
rce
Dev
elop
men
t and
Man
agem
ent P
lan
for t
he R
oad
Sect
or
Pa
ge |
169
Leve
l 2: L
earn
ing
Partic
ipants
are a
ble to
expo
und
on co
ncep
ts an
d pro
cess
es in
or
ganis
ation
al de
sign a
nd
staffin
g and
demo
nstra
te be
ginnin
g skil
ls in:
a.
revie
wing
and a
sses
sing t
he
curre
nt or
ganis
ation
al str
uctur
e an
d staf
fing p
atter
n b.
deve
loping
orga
nisati
onal
asse
ssme
nt too
ls an
d guid
eline
s b.
enha
ncing
the g
uideli
nes f
or
the cr
eatio
n of n
ew po
sition
s
Pre a
nd P
ost T
est
Skills
obse
rvatio
n on l
earn
ing
exer
cises
Re
view
of wo
rk sa
mples
Facil
itator
's ob
serva
tion
shee
ts W
ork s
ample
s Te
st Re
sults
Durin
g the
inter
venti
on
Facil
itator
Leve
l 1: L
earn
ers’
Reac
tion
Attai
nmen
t of th
e lea
rning
ob
jectiv
es
Partic
ipant'
s sati
sfacti
on w
ith th
e eff
ectiv
enes
s of le
arnin
g en
viron
ment
Post
Inter
venti
on E
valua
tion
Shee
ts Pa
rticipa
nts
At th
e end
of in
terve
ntion
Tr
aining
Tea
m
Inter
venti
on T
itle
Deve
lopme
nt of
Comp
etenc
y Bas
ed Jo
b Des
cripti
ons a
nd C
ompe
tency
Mod
els of
4 re
maini
ng R
RD's
not c
over
ed by
PRM
F an
d PAH
RODF
inter
venti
ons
Plan
ned S
ched
ule
Octob
er -
Nov
embe
r 201
4
Targ
et Le
arne
rs (O
ffice/P
ositio
ns)
Admi
nistra
tive O
fficer
s fro
m:
PHRM
O (R
RD)
11 R
RD
Numb
er of
Par
ticipa
nts
16
Finan
cial R
equir
emen
t P1
46,00
0.00
Sour
ce of
Fun
ds
Train
ing B
udge
t/PHR
MO
Leve
ls of
Eva
luat
ion
Indi
cato
rs
Meth
ods/
Tool
s Da
ta S
ourc
es
Freq
uenc
y Pe
rson
/s Re
spon
sible
(Wha
t will
you
mea
sure
?)
Leve
l 4: D
esire
d Outc
ome
Upda
ted co
mpete
ncy-b
ased
Job
Desc
riptio
ns an
d Com
peten
cy
Mode
ls for
tech
nical
posit
ions.
Stan
dard
ised p
olicie
s and
gu
idelin
es in
deve
loping
job
desc
riptio
ns an
d com
peten
cy
mode
ls
Docu
ments
revie
w Ap
prov
ed co
mpila
tion o
f com
peten
cy-
base
d Job
Des
cript
ion
Units
resp
onsib
le for
deve
loping
job
desc
riptio
ns (P
HRMO
RSP
and
Lear
ning a
nd D
evelo
pmen
t divi
sions
) Ad
minis
trativ
e Offic
ers o
f othe
r de
partm
ents
Chec
klist
of job
desc
riptio
n and
co
mpete
ncy m
odels
for t
echn
ical
posit
ions p
er de
partm
ent
4 mon
ths af
ter in
terve
ntion
Pr
oces
s Own
er: P
HRMO
RSP
and
Lear
ning a
nd D
evelo
pmen
t Divi
sion
Leve
l 3: A
pplic
ation
Pa
rticipa
nts de
velop
job
desc
riptio
ns an
d com
peten
cy
mode
ls ap
plying
set p
olicie
s and
gu
idelin
es.
Docu
ments
revie
w Ad
minis
trativ
e Offic
ers o
f othe
r de
partm
ents.
Co
mpila
tion o
f Com
peten
cy M
odels
of
4 rem
aining
RRD
's no
t cov
ered
by P
RMF
and P
AHRO
DF in
terve
ntion
s Co
mpila
tion o
f com
peten
cy-b
ased
job
desc
riptio
ns fo
r RRD
posit
ions.
Polic
ies an
d guid
eline
s on
2 mon
ths af
ter in
terve
ntion
(d
epen
ding o
n the
numb
er of
tec
hnica
l pos
itions
in R
RDs n
ot co
vere
d in c
urre
nt co
mpete
ncy
mode
lling p
rojec
ts of
HROD
F an
d PRM
F)
Proc
ess O
wner
: PHR
MO R
SP an
d Le
arnin
g and
Dev
elopm
ent d
ivisio
n
PGA
M&E
comm
ittee
K
RA
5:
Form
ulat
ing
and
Impl
emen
ting
a C
ompr
ehen
sive
Hum
an R
esou
rce
Dev
elop
men
t and
Man
agem
ent P
lan
for t
he R
oad
Sect
or
Pa
ge |
171
upda
ting/c
hang
ing of
job d
escr
iption
to
fit or
ganiz
ation
al ne
eds.
Job d
escr
iption
s and
comp
etenc
y mo
dels
for te
chnic
al po
sition
s per
de
partm
ent d
evelo
ped b
y AO'
s
Leve
l 2: L
earn
ing
Partic
ipants
are a
ble to
: ide
ntify
comp
etenc
ies ne
eded
for
spec
ific po
sition
s;
cond
uct ta
sk an
alysis
to
gene
rate
job de
scrip
tions
; ide
ntify
eleme
nts of
polic
ies an
d gu
idelin
es fo
r pre
parin
g co
mpete
ncy-
base
d job
de
scrip
tions
.
Revie
w of
inter
venti
on
outpu
ts Pr
e-Te
st an
d Pos
t Tes
t
Partic
ipants
Inter
venti
on ou
tputs
Durin
g the
inter
venti
on
Facil
itator
and T
raini
ng te
am
Leve
l 1: L
earn
ers’
Reac
tion
Achie
veme
nt of
inter
venti
on
objec
tives
Fa
vour
able
feedb
ack o
n eff
ectiv
enes
s of le
arnin
g en
viron
ment
Post
Inter
venti
on
Evalu
ation
She
ets
Partic
ipants
At
the e
nd of
inter
venti
on
Facil
itator
and T
raini
ng te
am
Page | 172 Annex 3: Progress of RRDs in Pursuing Desired in SLRM KRAs, Prioritised Competency Gaps,
Proposed HRD Interventions Implementation Plans and Monitoring and Evaluation Plan
Annex 4: List and Definition of Prioritised Competencies in the SLRM Key Reform Areas Page | 173
ANNEX 4:
LIST AND DEFINITION OF PRIORITISED
COMPETENCIES IN THE SLRM
KEY REFORM AREAS
Page | 174 Annex 4: List and Definition of Prioritised Competencies in the SLRM Key Reform Areas
LIST AND DEFINITION OF PRIORITISED COMPETENCIES
IN THE SLRM KEY REFORM AREAS
COMPETENCY DEFINITION
Annual Investment Planning Implementing a timely, consultative, and harmonized planning process in identifying and allocating funds for priority programs, projects, and activities aligned with PGA’s over-all strategic directions
Application of DILG Guidelines in Road Rehabilitation and Maintenance
Complying with DILG Guidelines in road rehabilitation and maintenance to ensure compliance to DPWH technical standards for provincial roads.
Application of NetR9 and R3 Accurately capturing technical provincial roads data needed for road design with the proper use of the Trimble NetR9 Global Navigation Satellite System (GNSS) Reference Receiver and Trimble NetR3 GNSS Reference Sensor
Asset Management Managing the process of operating, maintaining, upgrading, and disposing the LGU’s tangible (e.g., buildings and equipment) and intangible (e.g., intellectual property) assets to optimise utilisation and value-for-money
Audit Risk Assessment Identifying and analysing risks to the achievement of operational objectives in order to better manage audit risks
Business Planning Formulating a plan for establishing and sustaining business ventures aimed at generating local revenue for the province, including business goals, products, financial projections, and resource requirements
Cash Management Managing the process of collecting, handling, disbursing and investing cash to ensure the LGU’s financial stability and solvency
Climate Change Adaptation Planning for effects of extreme weather events on road projects to mitigate or prevent risks of damage
Coaching Facilitating the development of specific outputs or completion of tasks by providing effective guidance, giving and eliciting constructive feedback, and sustaining motivation through demonstrated support
Competency Modelling Defining the clusters of knowledge, skills, and attitudes that are needed to effectively perform functions and tasks of specific positions
Development of Competency-based Job Description
Integrating competency requirements in job descriptions to adequately define needed qualifications of position holders
Annex 4: List and Definition of Prioritised Competencies in the SLRM Key Reform Areas Page | 175
COMPETENCY DEFINITION
Development of Environmental Management Plan (EMP)
Formulating site-specific plans for identifying, managing and monitoring potential environmental and social impacts and issues relative to provincial road projects
Disaster Risk Reduction Management
Mainstreaming disaster prevention, mitigation, preparedness, responsiveness, rehabilitation and recovery in the design and execution of road projects to anticipate and mitigate disaster risks
eBudget Application Accessing and using the government’s eBudget system in an accurate and timely manner to facilitate the release of DBM documents during budget execution
eProcurement Application Accessing and using the government’s eProcurement system to manage the bidding process in procuring goods and services
Equipment Management Formulating measures and strategies to ensure that construction/maintenance heavy and light equipment are maintained in optimal working condition to ensure safety of users and minimise repair costs
Equipment Operation Proper use of construction/maintenance heavy and light equipment guided by familiarity with its features and conditions for its operation
Facilitating Guiding groups in discussions or processes for collectively assessing needs and issues, making decisions, and developing plans towards achievement of agreed-upon goals or objectives
Flowcharting Developing a graphic representation of steps in a process for use in analysing, designing, documenting, improving, or managing the process
Harmonizing Planning and Budget Processes
Reconciling the process of formulating different PLGU plans and budgets to ensure that strategically-prioritised sectoral and departmental plans, programs and activities (PPAs) are consistently included and budgeted
HR Systems Development and Implementation
Developing, installing and implementing policies, systems and processes for managing and developing human resources to ensure high level of performance among employees
HRMIS Application Accessing the Human Resource Management and information System (HRMIS) to update employee information and conduct personnel transaction
ICS System Analysis and Design
Assessing the efficiency and effectiveness of internal control structures and designing systems to ensure that functions and activities of the PLGU contribute to achieving strategic, financial, and operational goals
Page | 176 Annex 4: List and Definition of Prioritised Competencies in the SLRM Key Reform Areas
COMPETENCY DEFINITION
Implementation of Road Safety Awareness Campaign
Conducting information, educational, and communication (IEC) activities among relevant stakeholders to raise their awareness on the importance of road safety and encourage them to comply with and promote road safety laws and policies
Internal Control Applying systems and procedures to ensure operational efficiency, safeguard organisational assets and resources, and deter errors and fraud
Local Government Taxation Applying relevant legislations on local taxation in crafting and implementing the PLGU local revenue code
M&E Systems Development and Installation
Developing and implementing a process to objectively assess if activities of a plan, program or project are producing the desired results and outcomes
Managing Change Proactively adapting to new processes and procedures that are needed to enhance organisational efficiency and productivity
Manual Development Designing and producing a documentation of processes, procedures, tools, and other reference materials that is readable and easy for users to follow
Meeting Documentation Preparing accurate and timely minutes of pre-procurement and pre-bid conferences, bidding, post-qualification, and other procurement activities
Meeting Management for the Infrastructure Committee
Organising, conducting, and evaluating meetings to ensure that all planned agenda items are discussed and documented for effective follow-up on agreed actions and responsibility centers
Module Development Designing and developing orientation materials aimed at conveying information to a specific audience (e.g., procurement process)
Organisational Review and Redesign
Assessing the effectiveness of the current organisational structure and recommending necessary changes to enhance operational efficiency
Partnership-Building Identifying opportunities for and establishing and maintaining strategic linkages and relationships with internal and external stakeholders to achieve mutual interests and goals
PHILGEPS Application Accessing and uploading recent and accurate information and communication relative to the conduct of procurement procedures through the Philippine Government Electronic Procurement System (PHILGEPS)
Annex 4: List and Definition of Prioritised Competencies in the SLRM Key Reform Areas Page | 177
COMPETENCY DEFINITION
Plan-Based Budget Preparation, Utilisation, and Monitoring
Managing financial resources effectively by ensuring that allocation and utilisation of budget is based on planned activities
Preparation and Evaluation of Appointments
Applying established CSC criteria and guidelines in evaluating proposed appointments and preparing the necessary documentation requirements
Presentation Delivering messages and ideas during planned communication activities in a manner that is appropriate to the needs and characteristics of the targeted audience
Process Documentation Developing a written description of a series of actions/steps that are taken in transactions and processes, specifying roles, inputs, and deliverables
Procurement Process Management
Applying policies and provisions of RA 9184 in procuring of goods and services to optimize utilisation of PLGU resources
Project Management Developing feasible project proposals, and effectively implementing, monitoring, and evaluating planned activities against set timelines and performance indicators to ensure achievement of project goals and objectives
Provincial Road Network Development Planning
Formulating plans in consultation with key stakeholders for the development and maintenance of an efficient provincial roads network to strategically support the development thrust of the LGU
Real Property Valuation Applying effective methods in developing sound and reliable estimates of fair market value of real estate in the PLGU
Research and Data Evaluation Collecting and analysing relevant data to support recommendations and facilitate decision-making
Revenue Generation Planning Defining, administering, and maintaining schedules for realising revenue from sales of products and services as required by the Bureau of Local Government Finance (BLGF)
Strategic Financial Management Planning
Formulating a plan for allocating financial resources, reducing costs, and managing investments to ensure that the LGU has sufficient resources to sustain initiatives and achieve broad long-term goals
Strategic HRM Planning Formulating plans along the different human resource management systems to facilitate the engagement (optimal acquisition, utilisation, and maintenance) of human resource in accordance with Civil Service laws and rules and pursue the PLGU strategic directions and development priorities
Technical Writing Presenting complex technical concepts and ideas into reports and other written materials containing
Page | 178 Annex 4: List and Definition of Prioritised Competencies in the SLRM Key Reform Areas
COMPETENCY DEFINITION
information that is clear and easily understood by its intended readers
Traffic Data Collection and Gathering
Collecting, recording, and consolidating traffic data (volume of traffic per vehicle type per road section) needed in road design in accurate and timely manner using standard templates
Training Design and Development
Developing the design of training and development interventions to facilitate the learning process, including setting learning objectives, identifying and sequencing content, selecting learning methods, and developing training materials
Training Needs Analysis Assessing competency gaps and recommending appropriate interventions to close identified gaps
Legend: KRA 1 KRA 2 KRA 3 KRA 4 KRA 5 All KRAs
Annex 5: HRD Implementation Plan 2014 Page | 179
ANNEX 5:
HRD IMPLEMENTATION PLAN 2014
Annex
5:
HR
D I
mple
men
tati
on P
lan 2
014
P
age
| 180
Annex
5:
HR
D I
mple
men
tati
on P
lan 2
014
P
age
| 181
Annex
5:
HR
D I
mple
men
tati
on P
lan 2
014
P
age
| 182
Annex
5:
HR
D I
mple
men
tati
on P
lan 2
014
P
age
| 183
Annex
5:
HR
D I
mple
men
tati
on P
lan 2
014
P
age
| 184
Annex
5:
HR
D I
mple
men
tati
on P
lan 2
014
P
age
| 185
Annex
5:
HR
D I
mple
men
tati
on P
lan 2
014
P
age
| 186
Annex
5:
HR
D I
mple
men
tati
on P
lan 2
014
P
age
| 187
Page | 188 Annex 5: HRD Implementation Plan 2014
Annex 6: Change Management Plan Page | 189
ANNEX 6:
CHANGE MANAGEMENT PLAN
Pro
vin
cia
l G
overn
men
t o
f A
kla
n
Str
ate
gic
HR
D P
lan
nin
g
CH
AN
GE
MA
NA
GE
ME
NT
PL
AN
DE
FIN
ING
TH
E C
HA
NG
E
CH
AN
GE
VIS
ION
PH
RM
O a
s a
str
ate
gic
pa
rtn
er
in a
ch
ievin
g P
GA
's S
usta
ina
ble
Lo
ca
l R
oa
d M
an
agem
en
t (S
LR
M)
Re
form
Ag
en
da
th
rou
gh
its
le
ad
ers
hip
in
bu
ildin
g a
nd
e
nha
ncin
g c
om
pe
tencie
s o
f em
plo
ye
es to d
eliv
er
roa
d s
erv
ice
s.
Ob
jecti
ve o
f C
han
ge
To
fa
cili
tate
th
e P
GA
’s tra
nsitio
n fro
m o
ppo
rtu
nity-d
riven
to
ne
ed
s-b
ase
d a
nd
str
ate
gic
ma
na
gem
en
t o
f h
um
an
re
so
urc
e d
evelo
pm
en
t p
rog
ram
s a
nd
a
ctivitie
s fo
r its r
oa
d s
ecto
r.
Cu
rre
nt
Sta
tus
De
sir
ed
Sta
tus
Ch
an
ge
Is
su
es
Ac
tio
ns
Ne
ed
ed
1.
Le
arn
ing
and
deve
lopm
en
t syste
m h
as y
et to
be
pu
t in
p
lace
.
M
ech
an
ism
s fo
r p
lan
nin
g,
imp
lem
en
tin
g, m
on
ito
rin
g a
nd
eva
lua
tin
g, a
nd
su
sta
inin
g P
GA
le
arn
ing
an
d d
eve
lopm
en
t p
rog
ram
s a
re in
pla
ce
.
In
ad
eq
ua
te c
om
pe
ten
cy to
e
sta
blis
h th
e s
yste
m
E
nha
nce
com
pe
tencie
s fo
r
HR
D s
yste
m d
eve
lopm
en
t
Annex
6:
Chan
ge
Man
agem
ent
Pla
n P
age
| 191
Cu
rre
nt
Sta
tus
De
sir
ed
Sta
tus
Ch
an
ge
Is
su
es
Ac
tio
ns
Ne
ed
ed
2.
Th
ere
is n
o in
teg
rate
d h
um
an
re
so
urc
e m
an
ag
em
en
t (H
RD
) p
lan
th
at a
dd
resses c
om
pe
tency
ne
ed
s o
f em
plo
ye
es.
o D
epa
rtm
en
ts id
en
tify
an
d
co
nd
uct/a
tte
nd
tra
inin
g
activitie
s w
ith
ou
t in
vo
lvin
g
PH
RM
O's
Le
arn
ing
and
D
eve
lop
me
nt (L
&D
) D
ivis
ion
.
P
GA
HR
D a
ctivitie
s a
re g
uid
ed
b
y a
str
ate
gic
HR
D P
lan
th
at
ide
ntifie
s a
pp
rop
ria
te le
arn
ing
a
nd
deve
lop
me
nt in
terv
en
tio
ns
tha
t a
re r
espo
nsiv
e to
th
e p
rio
rity
H
RD
nee
ds o
f th
e r
oa
d s
ecto
r.
- H
RD
Pla
nn
ing
is
ma
instr
eam
ed
in
th
e a
nn
ua
l p
lan
nin
g a
nd
bu
dge
tin
g
pro
cesse
s.
P
HR
MO
ove
rse
es th
e
imp
lem
en
tatio
n o
f tr
ain
ing
a
ctivitie
s in
clu
de
d in
th
e s
tra
teg
ic
HR
D P
lan
.
L
ack o
f p
roce
sses fo
r m
ain
str
eam
ing
HR
D P
lan
nin
g in
th
e a
nnu
al p
lan
nin
g a
nd
b
udg
etin
g p
roce
ss
P
ossib
le r
esis
tan
ce
by
de
pa
rtm
en
ts to
L&
D's
ove
rsig
ht
of le
arn
ing
activitie
s
L
ow
re
ad
ine
ss b
y L
&D
Div
isio
n
to ta
ke
on
the
ove
rsig
ht ro
le
In
stitu
tio
na
lise
th
e
ma
instr
eam
ing
of H
RD
pla
nn
ing
in
th
e P
LG
U p
lan
nin
g a
nd
b
udg
etin
g p
roce
sse
s
o E
nga
ge
de
pa
rtm
en
ts in
e
sta
blis
hin
g a
nd
im
ple
men
tin
g
the
pro
ce
sses
o C
larify
th
e r
ole
of L
&D
D
ivis
ion
an
d e
sta
blis
h th
e
pro
cess fo
r p
erf
orm
ing
th
e
role
3.
Pa
rtic
ipa
tio
n in
tra
inin
g is m
ostly
in c
om
plia
nce
to
in
vita
tio
ns fro
m
ove
rsig
ht a
ge
ncie
s th
at
imp
lem
en
t p
ub
lic o
ffe
rin
g.
S
ele
ctio
n o
f tr
ain
ing
pa
rtic
ipa
nts
is
ta
rge
ted
an
d n
eed
-base
d.
N
o c
om
pe
ten
cy in
tra
inin
g n
ee
ds
asse
ssm
en
t D
eve
lop
com
pe
tency in
tra
inin
g
ne
ed
s a
sse
ssm
en
t
4.
MO
OE
bu
dge
t fo
r tr
ain
ing
pe
r d
epa
rtm
en
t is
no
t o
ptim
ise
d.
M
OO
E b
ud
ge
t fo
r tr
ain
ing
is
op
tim
ise
d w
ith
th
e e
sta
blis
hm
en
t o
f a
ce
ntr
alis
ed
bu
dge
t m
ana
ged
in
PH
RM
O fo
r le
arn
ing
an
d
deve
lopm
en
t activitie
s th
at cu
t a
cro
ss P
GA
.
P
ossib
le r
esis
tan
ce
to
re
du
ctio
n
of d
ep
art
men
t b
ud
ge
t to
e
sta
blis
h a
ce
ntr
alis
ed
bud
ge
t
E
nga
ge
LC
E, d
ep
art
men
t h
ead
s
an
d S
P in
esta
blis
hin
g
ce
ntr
alis
ed
bu
dge
t
C
om
mun
ica
te th
e v
alu
e o
f th
is
bu
dg
etin
g s
yste
m to
op
tim
ise
in
vestm
en
ts in
le
arn
ing
an
d
deve
lopm
en
t
Cu
rre
nt
Sta
tus
De
sir
ed
Sta
tus
Ch
an
ge
Is
su
es
Ac
tio
ns
Ne
ed
ed
5.
Th
ere
is n
o p
oo
l o
f e
xp
ert
s th
at
ca
n s
erv
e a
s tra
ine
rs fo
r le
arn
ing
activitie
s.
A
po
ol o
f tr
ain
ers
com
ing
fro
m
diffe
ren
t d
ep
art
me
nts
assis
ts in
p
lan
nin
g a
nd
im
ple
me
ntin
g
tra
inin
g a
ctivitie
s.
P
ote
ntia
l co
nflic
t o
f tr
ain
ing
a
ctivitie
s w
ith
re
gu
lar
fun
ctio
ns
of m
em
be
rs o
f th
e p
oo
l o
f tr
ain
ers
O
ffic
ial in
vo
lvem
en
t o
f tr
ain
ers
’ p
oo
l in
tra
inin
g fu
nctio
n
o S
ecu
re L
CE
ap
pro
va
l
o I
nco
rpo
rate
tra
inin
g fu
nctio
ns
in p
erf
orm
ance
ta
rge
ts o
f tr
ain
ers
6.
Mo
nito
rin
g a
nd
eva
lua
tio
n o
f le
arn
ing
an
d d
eve
lopm
en
t a
ctivitie
s a
re n
ot con
ducte
d.
A
n H
RD
mo
nito
rin
g a
nd
eva
lua
tio
n s
yste
m is s
et-
up
and
m
an
ag
ed
by a
n M
&E
Te
am
in
P
HR
MO
to
en
su
re r
etu
rn o
f e
xp
ecta
tio
n/in
ve
stm
en
t in
le
arn
ing
an
d d
eve
lopm
en
t a
ctivitie
s.
L
ack o
f com
pe
ten
cy in
M&
E
D
eve
lop
com
pe
tency in
M&
E
Annex
6:
Chan
ge
Man
agem
ent
Pla
n P
age
| 193
AN
AL
YS
IS O
F E
NV
IRO
NM
EN
T F
OR
CH
AN
GE
Fa
cto
rs
Fo
rces
Dri
vin
g C
ha
ng
e
Fo
rces
Re
str
ain
ing
Ch
an
ge
A
cti
on
/s N
ee
de
d
Em
plo
ye
es
E
mp
loye
es a
re g
ive
n o
ppo
rtu
nity t
o
deve
lop
com
pe
ten
cie
s.
M
ost tr
ain
ed
em
plo
ye
es a
re n
ot
mo
nito
red
to
de
term
ine
ap
plic
atio
n o
f le
arn
ing
on
th
e jo
b.
S
om
e e
mp
loye
es r
efu
se
to
be
tra
ine
d
be
ca
use
th
ey d
o n
ot w
an
t to
ge
t o
ut o
f th
eir c
om
fort
zo
ne
or
assum
e
ad
ditio
na
l re
sp
onsib
ilitie
s.
T
rain
ed
sta
ff a
re n
ot re
ad
y to
fa
ce
th
e
ch
alle
ng
e o
f in
tro
du
cin
g le
arn
ed
n
ew
/be
tte
r w
ays o
f d
oin
g th
ing
s
be
ca
use
of p
ote
ntia
l co
nflic
t w
ith
fe
llow
em
plo
ye
es a
nd
ap
pea
rin
g lik
e a
"k
no
w-it-
all"
.
E
sta
blis
h a
n H
RD
M&
E s
yste
m w
he
re:
- P
HR
MO
co
nd
ucts
M&
E o
f P
HR
MO
-im
ple
men
ted
activitie
s
- D
epa
rtm
en
t H
ead
and
sup
erv
iso
rs
join
tly im
ple
men
t str
ict m
on
ito
rin
g
an
d e
va
lua
tio
n o
f te
ch
nic
al tr
ain
ing
im
ple
men
ted
by d
ep
art
men
ts.
In
stitu
tio
na
lise
me
ch
an
ism
s fo
r tr
an
sfe
r o
f le
arn
ing
to
th
e w
ork
pla
ce
(e
ch
o s
em
ina
rs, coa
ch
ing
, e
tc.)
.
D
iscu
ss w
ith
De
pa
rtm
en
t H
ea
ds
reg
ard
ing
pa
rtic
ipa
tio
n o
f e
mp
loye
es
to p
lan
ne
d tra
inin
g a
ctivitie
s (
inclu
din
g
the
va
lue
of a
tte
nd
ing
)
L
ink a
tte
nd
an
ce
to
tra
inin
g w
ith
th
e
pe
rfo
rma
nce
ma
nag
em
en
t syste
m
- C
larify
de
live
rab
les o
f o
ffic
e a
nd
in
div
idu
al co
ntr
ibu
tio
ns o
f em
plo
ye
es
Fa
cto
rs
Fo
rces
Dri
vin
g C
ha
ng
e
Fo
rces
Re
str
ain
ing
Ch
an
ge
A
cti
on
/s N
ee
de
d
Le
ad
ers
T
op
ma
nag
em
en
t (L
CE
an
d S
P)
su
pp
ort
tra
inin
g a
nd
deve
lopm
en
t.
D
epa
rtm
en
t h
ea
ds d
em
onstr
ate
o
pen
ness to
pla
nne
d im
pro
vem
en
ts in
H
RD
such
as s
tra
teg
ic p
lan
nin
g,
va
lida
tio
n a
ctivitie
s, e
tc.
S
om
e tra
inin
g a
nd
deve
lopm
en
t p
rog
ram
s a
re p
erc
eiv
ed
as tim
e-
co
nsum
ing
exp
en
se
no
t as a
n
investm
en
t.
T
rain
ing
is g
iven
lo
we
r p
rio
rity
ove
r re
gu
lar
fun
ctio
ns.
S
usta
in c
om
mu
nic
atio
n w
ith
LC
E a
nd
S
P o
n H
RD
in
itia
tive
s.
C
om
mun
ica
te o
r re
po
rt o
utc
om
es o
f tr
ain
ing
an
d d
eve
lopm
en
t a
ctivitie
s.
Org
an
isa
tio
n
T
he
re a
re e
sta
blis
he
d H
RD
str
ate
gic
g
oa
ls/o
bje
ctives.
C
itiz
en
s’ C
ha
rte
r e
sta
blis
he
s a
syste
m
of o
pe
ratio
n w
ith
in a
nd
am
on
g
de
pa
rtm
en
ts a
nd
pro
vid
es b
asis
fo
r id
en
tifica
tio
n o
f p
erf
orm
ance
d
iscre
pan
cie
s.
P
GA
is c
om
plia
nt
with
HR
D
req
uire
men
ts o
f ove
rsig
ht
ag
en
cie
s.
M
ajo
rity
of e
mp
loye
es a
re u
na
wa
re o
f P
GA
’s s
tra
teg
ic d
ire
ctio
ns a
nd
o
bje
ctive
s fo
r hum
an
re
sou
rce
d
eve
lopm
en
t an
d th
eir r
ole
in
su
pp
ort
ing
th
ese
.
In
sta
lled
syste
ms a
re n
ot e
ffe
ctive
ly
imp
lem
en
ted
be
ca
use
of com
pe
ten
cy
ga
ps.
P
GA
’s c
apa
city to
ad
op
t syste
m
ch
an
ge
s h
ind
ers
pe
rfo
rma
nce
of
com
pe
ten
t em
plo
ye
es.
O
rie
nta
tio
n/R
e-o
rie
nta
tio
n o
f em
plo
ye
es a
bo
ut str
ate
gic
m
an
ag
em
en
t o
f H
RD
in
PG
A a
nd
th
eir
role
in
its
im
ple
me
nta
tio
n
R
evie
w p
erf
orm
an
ce
in
im
ple
men
tin
g
syste
ms to
id
en
tify
co
mp
ete
ncy g
ap
s.
Re
so
urc
es
F
und
s a
re a
lloca
ted
fo
r le
arn
ing
an
d
deve
lopm
en
t p
rog
ram
s.
A
pp
rop
ria
te m
ate
ria
ls a
nd
fa
cili
tie
s fo
r e
xte
rna
l tr
ain
ing
activitie
s.
C
om
pe
ten
t tr
ain
ing
fa
cili
tato
rs/
co
nsu
lta
nts
P
ote
ntia
l in
tern
al e
xp
ert
s a
mon
g
Au
str
alia
n A
id s
ch
ola
rs, H
R C
ore
T
ea
m a
nd
oth
er
tra
ine
d s
taff
T
he
re is n
o c
en
tra
lise
d b
ud
ge
t fo
r le
arn
ing
an
d d
eve
lopm
en
t in
terv
en
tio
ns m
an
ag
ed
by P
HR
MO
.
T
rain
ing
in
vestm
en
t is
no
t m
axim
ise
d
be
ca
use
tra
inin
g a
ctivitie
s a
nd
p
art
icip
an
ts a
re n
ot ta
rge
ted
.
In
ad
eq
ua
te fa
cili
tie
s fo
r H
RD
activitie
s
with
in th
e P
GA
.
P
oo
l o
f tr
ain
ers
have
no
t b
ee
n
ide
ntifie
d a
nd
se
t up
.
E
sta
blis
h c
en
tra
lise
d b
ud
ge
t fo
r im
ple
men
tatio
n o
f P
GA
-wid
e H
RD
in
terv
en
tio
ns.
Id
en
tify
tra
inin
g a
ctivitie
s th
at re
sp
ond
to
com
pe
tency g
aps a
nd
lim
it
pa
rtic
ipa
nts
to
ta
rge
ted
tra
ine
es.
U
pg
rad
e e
xis
tin
g fa
cili
tie
s w
ith
in th
e
PG
A.
E
sta
blis
h a
po
ol o
f tr
ain
ers
an
d d
esig
n
ince
ntive
syste
m to
mo
tiva
te its
Annex
6:
Chan
ge
Man
agem
ent
Pla
n P
age
| 195
Fa
cto
rs
Fo
rces
Dri
vin
g C
ha
ng
e
Fo
rces
Re
str
ain
ing
Ch
an
ge
A
cti
on
/s N
ee
de
d
P
LG
U c
ann
ot a
ffo
rd p
rofe
ssio
na
l fe
es
of e
xte
rna
l co
nsu
lta
nts
.
In
ce
ntive
syste
m fo
r p
ote
ntia
l in
tern
al
exp
ert
s n
ot ye
t d
eve
lop
ed
.
mem
be
rs to
pe
rfo
rm a
dd
itio
na
l fu
nctio
ns.
S
usta
ine
d c
om
mu
nic
atio
n w
ith
LC
E,
De
pa
rtm
en
t h
ea
ds a
nd
PH
RM
O o
n
HR
D P
lan
an
d its
re
so
urc
e
req
uire
men
ts
En
vir
on
me
nt
A
cce
ss to
tra
inin
g p
rovid
ed
by C
SC
a
nd
oth
er
ove
rsig
ht a
gen
cie
s.
G
rea
ter
exp
ecta
tio
ns fo
r e
xce
llen
t a
nd
tr
an
spa
ren
t se
rvic
e d
eliv
ery
am
on
g
clie
nts
trig
ge
r th
e n
eed
to
en
ha
nce
com
pe
tencie
s.
S
ele
ctio
n o
f P
GA
as a
co
re p
art
ne
r in
stitu
tio
n o
f th
e P
AH
RO
DF
and
P
RM
F a
nd
lo
ca
l a
nd
fo
reig
n fu
nd
ing
in
stitu
tio
ns.
R
eco
gn
itio
n o
f P
GA
by a
wa
rd-g
ivin
g
org
an
isa
tio
ns c
om
pe
ls c
on
tin
uo
us
imp
rovem
en
t o
f se
rvic
es.
S
om
e in
form
atio
n a
bo
ut
tra
inin
g/s
em
ina
rs r
equ
ire
d b
y
ove
rsig
ht a
ge
ncie
s a
re n
ot p
rovid
ed
a
hea
d o
f tim
e to
aid
pla
nn
ing
.
M
ech
an
ism
s e
sta
blis
he
d to
com
ply
w
ith
re
qu
ire
men
ts fo
r re
cog
nitio
n
pro
gra
ms a
re n
ot su
sta
ine
d a
nd
in
stitu
tio
na
lise
d.
U
nde
rta
ke
pro
active
ne
two
rkin
g a
nd
p
art
ne
rsh
ip b
uild
ing
with
pro
sp
ective
su
pp
ort
in
stitu
tio
ns.
E
nco
ura
ge
clie
nts
to
pro
vid
e h
on
est
an
d tim
ely
fe
ed
ba
ck o
n e
mp
loye
e
pe
rfo
rma
nce
D
eliv
er
on
exp
ecta
tio
ns o
f do
no
r a
gen
cie
s to
susta
in/s
tre
ng
the
n
pa
rtn
ers
hip
s.
AN
AL
YS
IS O
F S
TA
KE
HO
LD
ER
S
Sta
keh
old
er/
s
Le
ve
l o
f Im
pa
ct
Le
ve
l o
f In
flu
en
ce
Po
ss
ible
Rea
cti
on
to
th
e C
han
ge
A
cti
on
/s N
ee
de
d
Em
plo
ye
es
Hig
h
Me
diu
m
U
nw
illin
gn
ess to
atte
nd
pla
nn
ed
tra
inin
g
activitie
s
C
om
mun
ica
te v
alu
e o
f tr
ain
ing
in
im
pro
vin
g jo
b
pe
rfo
rma
nce
PH
RM
O
Hig
h
Hig
h
S
upp
ort
fo
r p
lan
im
ple
me
nta
tio
n
T
ake
th
e le
ad
in
su
sta
inin
g s
tra
teg
ic
ma
nag
em
en
t o
f H
RD
LC
E
Hig
h
Hig
h
S
upp
ort
fo
r p
lan
im
ple
me
nta
tio
n
L
eve
rage
sup
po
rt to
ch
am
pio
n s
tra
teg
ic
ma
nag
em
en
t o
f H
RD
SP
M
ed
ium
H
igh
S
upp
ort
fo
r H
RD
pla
n im
ple
me
nta
tio
n s
ubje
ct
to p
resen
tatio
n o
f w
ell-
de
fin
ed
HR
D p
rio
ritie
s
an
d p
rog
ram
s
L
obb
y w
ith
lo
ca
l le
gis
lato
rs to
ge
ne
rate
sup
po
rt
an
d a
pp
rova
l o
f th
e b
ud
ge
t a
lloca
tio
n fo
r th
e
Pla
n
De
pa
rtm
en
t H
ead
s a
nd
S
up
erv
iso
rs
Hig
h
Hig
h
S
upp
ort
fo
r p
lan
im
ple
me
nta
tio
n
R
ese
rva
tio
ns a
bo
ut a
lloca
tin
g d
ep
art
me
nt
fun
ds fo
r th
e im
ple
men
tatio
n o
f p
lan
ne
d P
GA
-w
ide
le
arn
ing
an
d d
eve
lopm
en
t a
ctivitie
s
F
ully
op
tim
ise
su
ppo
rt b
y e
ng
ag
ing
th
em
as
pa
rtn
ers
in
pla
n im
ple
me
nta
tio
n, sp
ecific
ally
fo
r in
terv
en
tio
ns a
lon
g the
ir a
rea
/s o
f sp
ecia
lisa
tio
n
Fu
nd
ing
In
sti
tuti
on
s
Lo
w
Hig
h
E
xp
ecta
tio
ns a
bo
ut de
live
ry o
f p
roje
ct o
utp
uts
a
nd
im
ple
men
tatio
n o
f su
sta
ine
d c
han
ges in
th
e H
RD
syste
m a
nd
pro
ce
sses
D
ocum
en
t a
nd
rep
ort
mile
sto
ne
s a
nd
a
ccom
plis
hm
en
t o
f p
roje
ct de
live
rab
les
D
eve
lop
an
d c
om
mu
nic
ate
a S
usta
ina
bili
ty
Actio
n P
lan
(S
AP
)
Ex
tern
al C
lie
nts
H
igh
L
ow
E
xp
ecta
tio
n o
f im
pro
ve
d e
ffic
ien
cy in
se
rvic
e
de
live
ry
C
om
mun
ica
te im
pro
vem
en
ts in
th
e p
rocess a
s
a r
esu
lt o
f e
nh
anced
com
pe
ten
cie
s o
f em
plo
ye
es
E
nco
ura
ge
clie
nts
to
su
ppo
rt H
RD
pla
n
Annex
6:
Chan
ge
Man
agem
ent
Pla
n P
age
| 197
Sta
keh
old
er/
s
Le
ve
l o
f Im
pa
ct
Le
ve
l o
f In
flu
en
ce
Po
ss
ible
Rea
cti
on
to
th
e C
han
ge
A
cti
on
/s N
ee
de
d
imp
lem
en
tatio
n b
y p
rovid
ing
ho
ne
st a
nd
tim
ely
fe
ed
ba
ck
Ove
rsig
ht
Ag
en
cie
s
Me
diu
m
Hig
h
S
upp
ort
fo
r p
lan
im
ple
me
nta
tio
n
L
eve
rage
on
th
eir s
up
po
rt b
y a
ccessin
g
reso
urc
es a
nd
exp
ert
ise
th
at ca
n fa
cili
tate
HR
D
Pla
n im
ple
me
nta
tio
n
ST
RA
TE
GIS
ING
FO
R C
HA
NG
E
AC
TIO
N P
LA
N
Ac
tio
n S
tep
s
Tim
elin
e
Pe
rso
n/s
R
esp
on
sib
le
Re
so
urc
es
Req
uir
ed
S
up
po
rt N
ee
de
d
(Wh
at
an
d f
rom
wh
om
)
1.
Co
nd
uct o
rie
nta
tio
n a
bo
ut str
ate
gic
m
an
ag
em
en
t o
f H
RD
in
th
e P
GA
Com
mun
ica
te th
e v
alu
e o
f str
ate
gic
HR
D
(Wha
t’s in
it
for
the
m)
Wha
t w
ill c
ha
ng
e a
nd
its
im
plic
atio
ns fo
r th
em
Novem
be
r 2
013
HR
Co
re T
eam
P
resen
tatio
n M
ate
ria
ls
Ve
nu
e
De
pa
rtm
en
ts to
sp
onso
r sn
acks fo
r o
rie
nta
tio
n
2.
Se
cu
re b
uy-in
fo
r p
rop
osed
cha
nge
s a
nd
su
pp
ort
fo
r th
e im
ple
men
tatio
n o
f th
e c
han
ge
m
an
ag
em
en
t p
lan
LC
E
SP
De
pa
rtm
en
t H
ead
s, A
ssis
tan
t D
ep
art
me
nt
He
ad
s a
nd
Sup
erv
iso
rs
Octo
be
r 2
013
PH
RM
O L
&D
w
ith
H
R C
ore
Te
am
Pre
sen
tatio
n M
ate
ria
ls
Ve
nu
e
PG
O to
spo
nso
r sna
cks
for
orie
nta
tio
n
3.
Se
t u
p th
e L
ea
rnin
g a
nd
Deve
lopm
en
t (H
RD
) S
yste
m:
Po
licie
s a
nd
Gu
ide
line
s
Pro
ced
ure
s a
nd
To
ols
fo
r p
lan
nin
g,
imp
lem
en
tatio
n, a
nd
M&
E o
f H
RD
Ja
nu
ary
– J
un
e
20
14
PH
RM
O L
&D
A
pp
roved
fu
nd
ing
fro
m
PA
HR
OD
F fo
r a
n H
RD
in
terv
en
tio
n fo
r P
GA
Su
pp
lies a
nd
Ma
teria
ls
LC
E to
gra
nt
au
tho
risa
tio
n to
p
art
icip
ate
in
activitie
s
PH
RM
O D
epa
rtm
en
t H
ead
to
en
su
re
fle
xib
ility
of sch
ed
ule
to
Annex
6:
Chan
ge
Man
agem
ent
Pla
n P
age
| 199
Ac
tio
n S
tep
s
Tim
elin
e
Pe
rso
n/s
R
esp
on
sib
le
Re
so
urc
es
Req
uir
ed
S
up
po
rt N
ee
de
d
(Wh
at
an
d f
rom
wh
om
)
inte
rve
ntio
ns
atte
nd
to
re
qu
ire
d
ou
tpu
ts in
in
sta
llin
g
syste
ms
4.
Insta
ll su
pp
ort
ing
syste
ms fo
r im
ple
me
nta
tio
n o
f str
ate
gic
HR
D:
Exp
ansio
n o
f H
R C
ore
Te
am
Esta
blis
hm
en
t o
f a
tra
ine
rs’ p
oo
l
Ce
ntr
alis
atio
n o
f b
ud
ge
t fo
r P
GA
-wid
e
tra
inin
g a
nd
deve
lopm
en
t p
rog
ram
s
Octo
be
r 2
013
De
cem
be
r 2
013
Ju
ly 2
01
4
(prio
r to
b
udg
etin
g)
PH
RM
O L
&D
B
udg
et fo
r sn
acks
Ve
nu
e fo
r m
ee
tin
gs
Su
pp
lies a
nd
Ma
teria
ls
LC
E to
end
ors
e p
lan
ned
a
ctio
n
(exp
an
sio
n o
f co
re
team
, se
ttin
g u
p o
f tr
ain
ers
’ p
oo
l,
ce
ntr
alis
atio
n o
f H
RD
b
udg
et)
5.
Ce
leb
rate
mile
sto
ne
s a
nd
accom
plis
hm
ents
in
th
e in
tro
du
ctio
n o
f d
esire
d c
han
ges
Re
co
gn
ise
su
ccess s
torie
s
20
14
(Co
ntin
uin
g)
PH
RM
O L
&D
w
ith
H
R C
ore
Te
am
Bu
dg
et fo
r re
wa
rds
Su
pp
lies a
nd
Ma
teria
ls
De
pa
rtm
en
t H
ead
s to
sp
on
so
r re
wa
rds
6.
Su
sta
in c
om
mu
nic
atio
n a
nd
reg
ula
rly g
en
era
te
fee
dba
ck a
bo
ut o
ng
oin
g c
ha
ng
es
Octo
be
r 2
013
-
20
14
(Co
ntin
uin
g)
PH
RM
O L
&D
w
ith
H
R C
ore
Te
am
Bu
dg
et fo
r d
ata
-g
ath
erin
g a
ctivitie
s (
e.g
.,
su
rve
ys a
nd
FG
Ds)
Su
pp
lies a
nd
Ma
teria
ls
De
pa
rtm
en
t H
ead
s to
p
art
icip
ate
an
d e
ndo
rse
p
art
icip
atio
n o
f th
eir
sta
ff in
da
ta g
ath
erin
g
activitie
s
7.
Institu
tio
na
lise
th
e m
ain
str
eam
ing
of H
RD
p
lan
nin
g in
th
e P
LG
U p
lan
nin
g a
nd
bud
getin
g
pro
cesse
s
Issua
nce
of E
xe
cu
tive
Ord
er
to in
sta
ll th
e
ma
instr
eam
ing
pro
cess
Com
mun
ica
te th
e m
ain
str
eam
ed
pro
cess to
th
e P
GA
man
ag
em
en
t a
nd
pla
nn
ing
Ja
nu
ary
- J
un
e
20
14
(prio
r to
b
udg
etin
g)
PH
RM
O L
&D
w
ith
F
ina
nce
an
d
Pla
nn
ing
re
pre
se
nta
tives o
f
HR
Co
re T
eam
Bu
dg
et fo
r m
ee
tin
g
exp
enses (
me
als
)
Ve
nu
e
Su
pp
lies a
nd
Ma
teria
ls
Lo
ca
l F
ina
nce
C
om
mitte
e (
LF
C)
to
pa
rtic
ipa
te in
co
nsu
lta
tive
dis
cu
ssio
ns
an
d e
ndo
rse
a
gre
em
en
ts
LC
E to
app
rove
Ac
tio
n S
tep
s
Tim
elin
e
Pe
rso
n/s
R
esp
on
sib
le
Re
so
urc
es
Req
uir
ed
S
up
po
rt N
ee
de
d
(Wh
at
an
d f
rom
wh
om
)
pe
rson
ne
l
Orie
nt th
e P
HR
MO
an
d th
e L
ea
rnin
g a
nd
D
eve
lop
me
nt D
ivis
ion
ab
ou
t th
eir r
ole
in
th
e
ma
instr
eam
ing
pro
cess
pro
posa
l/p
lan
an
d issu
e
Exe
cu
tive
Ord
er
Monit
ori
ng a
nd E
val
uat
ing t
he
HR
D P
lan P
age
| 201
RIS
K M
AN
AG
EM
EN
T P
LA
N
Cri
tica
l Act
ion
S
tep
s P
ote
nti
al
Pro
ble
ms
S
L
ikel
y C
ause
s P
P
reve
nti
ve A
ctio
n
Wh
o
Wh
en
Co
st
Co
nti
ng
ent
Act
ion
W
ho
W
hen
C
ost
1.
Sec
ure
bu
y-in
fo
r p
rop
ose
d
chan
ges
an
d
sup
po
rt f
or
the
imp
lem
enta
tio
n
of
the
chan
ge
man
agem
ent
pla
n f
rom
PG
A
man
agem
ent
Key
mem
bers
of
PG
A
Man
agem
ent
mig
ht n
ot b
uy-in
an
d su
ppor
t the
im
plem
enta
tion
of th
e ch
ange
m
anag
emen
t pl
an
H
The
y co
nsid
er
trai
ning
and
de
velo
pmen
t as
a lo
wer
prio
rity
over
re
gula
r fu
nctio
ns a
nd
perc
eive
it a
s a
time
-co
nsum
ing
expe
nse
that
doe
s no
t pr
oduc
e ev
iden
t po
sitiv
e ch
ange
s af
ter
trai
ning
M
Com
mun
icat
e th
e va
lue
and
impo
rtan
ce o
f st
rate
gic
trai
ning
an
d de
velo
pmen
t ac
tiviti
es u
sing
in
nova
tive
com
mun
icat
ion
stra
tegi
es (
such
as
pres
enta
tions
, one
-on
-one
mee
tings
, te
stim
onia
ls/
succ
ess
stor
ies,
re
gula
r up
datin
g,
etc.
)
- P
rovi
de
evid
ence
of
impr
ovem
ent i
n pe
rfor
man
ce a
s a
resu
lt of
tr
aini
ng s
uch
as
com
plet
ed
outp
uts
and
impr
oved
pr
oces
ses
PH
RM
O
with
Cor
e T
eam
Oct
20
13
Sna
cks
c/
o D
evC
onsu
lt on
10
Oct
Act
ivel
y en
gage
a
very
influ
entia
l ch
ange
cha
mpi
on
(ally
) to
gen
erat
e su
ppor
t for
the
chan
ge
PH
RM
O
with
C
ore
Tea
m
Oct
20
13
Non
e
2.
Co
nd
uct
o
rien
tati
on
to
co
nce
rned
d
epar
tmen
ts
abo
ut
stra
teg
ic
Em
ploy
ees
of
conc
erne
d de
part
men
ts w
ho
need
to b
e or
ient
ed a
bout
H
a.
Rel
ucta
nce
to
get o
ut o
f the
ir co
mfo
rt z
one
or
assu
me
addi
tiona
l
M
a.
Gen
erat
e su
ppor
t fro
m th
e su
perv
isor
PH
RM
O
with
C
ore
Tea
m
Nov
20
13
Sna
cks
c/o
Dep
artm
ent
s
a.
Sch
edul
e an
othe
r or
ient
atio
n fo
r th
ose
who
did
no
t atte
nd
PH
RM
O
with
C
ore
Tea
m
Dec
20
13
Sna
cks
c/o
Dep
artm
ents
Cri
tica
l Act
ion
S
tep
s P
ote
nti
al
Pro
ble
ms
S
L
ikel
y C
ause
s P
P
reve
nti
ve A
ctio
n
Wh
o
Wh
en
Co
st
Co
nti
ng
ent
Act
ion
W
ho
W
hen
C
ost
man
agem
ent
of
HR
D in
th
e P
GA
st
rate
gic
HR
m
ight
re
fuse
/res
ist t
o at
tend
the
orie
ntat
ion
resp
onsi
bilit
ies
b.
Orie
ntat
ion
is
give
n lo
wer
pr
iorit
y ov
er
regu
lar
func
tions
c.
Con
flict
of
sche
dule
s w
ith
othe
r ac
tiviti
es
(late
invi
tatio
n or
to
o m
any
conc
erns
to
atte
nd to
)
M M
b.
Com
mun
icat
e th
e va
lue
and
bene
fits
of
stra
tegi
c H
RD
P
lan
c.
Sen
d in
vita
tions
ah
ead
of
sche
dule
and
co
nfirm
at
tend
ance
b.
Hav
e at
tend
ance
to
the
orie
ntat
ion
sess
ions
m
anda
ted
3.
Su
stai
n
com
mu
nic
atio
n
and
reg
ula
rly
gen
erat
e fe
edb
ack
abo
ut
on
go
ing
ch
ang
es
a.
Dep
artm
ent
Hea
ds m
ight
no
t allo
w
thei
r st
aff t
o
part
icip
ate
in
feed
back
ge
nera
tion
activ
ities
b.
Res
ista
nce
of s
taff
to
part
icip
ate
in
feed
back
ge
nera
tion
activ
ities
H M
a.
Hig
h w
ork
dem
and
of
resp
onde
nts
b.
Res
pond
ents
:
- pe
rcei
ve
feed
back
ge
nera
tion
activ
ities
as
ad
ded
wor
k
- m
ay la
ck
time
to
part
icip
ate
in
it
H H
a.
Fur
nish
sc
hedu
le o
f ac
tiviti
es to
co
ncer
ned
depa
rtm
ents
in
adva
nce
to
enab
le th
em to
m
anag
e tim
e
b.
Hol
d or
ient
atio
n
sess
ions
to
expl
ain
the
valu
e of
fe
edba
ck
activ
ities
and
ad
dres
s co
ncer
ns a
bout
no
n-ac
tion
on
feed
back
PH
RM
O
Bef
ore
each
sc
hedu
led
ac
tivity
Non
e a.
D
raw
up
a ba
ck-
up li
st a
nd in
vite
al
tern
ate
part
icip
ants
from
ot
her
conc
erne
d de
part
men
ts
b.
Res
ched
ule
activ
ities
to a
la
ter
date
for
orig
inal
ly
targ
eted
pa
rtic
ipan
ts
c.
Use
ava
ilabl
e fe
edba
ck to
ols,
w
here
ther
e ar
e di
fficu
lties
in
setti
ng u
p
PH
RM
O
Dur
ing
data
ga
ther
ing
activ
ity
Non
e
Annex
6:
Chan
ge
Man
agem
ent
Pla
n P
age
| 203
Cri
tica
l Act
ion
S
tep
s P
ote
nti
al
Pro
ble
ms
S
L
ikel
y C
ause
s P
P
reve
nti
ve A
ctio
n
Wh
o
Wh
en
Co
st
Co
nti
ng
ent
Act
ion
W
ho
W
hen
C
ost
c.
Inad
equa
te
or in
effe
ctiv
e fe
edba
ck
mec
hani
sm
to g
ener
ate
data
H
- se
e it
as
was
te o
f tim
e be
caus
e of
pa
st
expe
rienc
e w
hen
feed
back
w
as n
ot
acte
d up
on
c.
Fee
dbac
k m
echa
nism
s m
ay n
ot b
e fu
lly
deve
lope
d an
d in
stitu
tiona
lised
H
c.
Dev
elop
and
in
stitu
tiona
lise
feed
back
m
echa
nism
s
Incl
ude
mec
hani
sm
for
repo
rtin
g ac
tion
take
n on
feed
back
impr
oved
fe
edba
ck
mec
hani
sm
4.
Set
up
th
e L
earn
ing
an
d
Dev
elo
pm
ent
(HR
D)
Sys
tem
Inad
equa
te
com
pete
ncy
of
PH
RM
O
Lear
ning
and
D
evel
opm
ent
(L&
D)
Div
isio
n st
aff t
o d
evel
op
and
inst
all H
RD
sy
stem
s (in
clud
ing
form
ulat
ion
of
Pol
icie
s an
d G
uide
lines
, P
roce
dure
s an
d T
ools
for
plan
ning
, im
plem
enta
tion
and
M&
E o
f HR
D
inte
rven
tions
H
L&D
Div
isio
n st
aff
has
not y
et
unde
rgon
e tr
aini
ng
on s
ettin
g up
HR
D
syst
ems
H
Pro
vide
trai
ning
pr
ogra
ms
to b
uild
co
mpe
tenc
ies
of
L&D
sta
ff
PH
RM
O
L&D
D
ivis
ion
Bef
ore
setti
ng
up th
e sy
stem
s
App
rove
d in
terv
entio
n to
be
fund
ed
by
PA
HR
OD
F
See
k te
chni
cal
assi
stan
ce fr
om
expe
rts
(inte
rnal
or
exte
rnal
)
L&D
H
ead
and
staf
f
Upo
n ad
vise
of
PA
HR
OD
F to
in
itiat
e th
e pr
ojec
t
P50
, 00
0.00
Cri
tica
l Act
ion
S
tep
s P
ote
nti
al
Pro
ble
ms
S
L
ikel
y C
ause
s P
P
reve
nti
ve A
ctio
n
Wh
o
Wh
en
Co
st
Co
nti
ng
ent
Act
ion
W
ho
W
hen
C
ost
5.
Inst
all
sup
po
rtin
g
syst
ems
for
imp
lem
enta
tio
n
of
stra
teg
ic H
RD
Est
ablis
hm
ent
of
a tr
ain
ers’
p
oo
l
Exp
ansi
on
of
HR
Co
re T
eam
Cen
tral
isat
ion
o
f b
ud
get
fo
r P
GA
-wid
e tr
ain
ing
an
d
dev
elo
pm
ent
pro
gra
ms
a.
The
re m
ight
be
an
inad
equa
te
num
ber
of
pote
ntia
l m
embe
rs
who
will
be
part
of t
he
trai
ners
’ poo
l or
HR
D C
ore
team
b.
The
re m
ight
be
res
ista
nce
to th
e ce
ntra
lisat
ion
of tr
aini
ng
and
deve
lopm
ent
budg
ets
for
PG
A-w
ide
prog
ram
s.
H H
a.1.
Iden
tifie
d ca
ndid
ates
m
ight
feel
they
la
ck
com
pete
nce
in
trai
ning
a.2.
Can
dida
tes
lack
in
tere
st
beca
use
they
co
nsid
er b
eing
pa
rt o
f the
tr
aine
r/H
R
Cor
e te
am a
s an
add
ition
al
burd
en th
at
may
not
po
sitiv
ely
cont
ribut
e to
th
eir
perf
orm
ance
.
b. D
epar
tmen
ts
mig
ht p
erce
ive
they
are
losi
ng
cont
rol o
ver
thei
r tr
aini
ng b
udge
t
H H
H
a.1.
Con
duct
co
mpe
tenc
y bu
ildin
g in
terv
entio
ns
for
trai
ner’s
po
ol a
nd H
R
Cor
e T
eam
a.2.
In
stitu
tiona
lisat
ion
of th
e tr
aine
r’s p
ool
and
HR
Cor
e T
eam
Offi
cial
in
volv
eme
nt
Incl
usio
n in
pe
rfor
man
ce ta
rget
s
Ful
l su
ppor
t of
Dep
artm
ent
Hea
ds
b. C
ondu
ct
cons
ulta
tions
w
ith to
p m
anag
emen
t th
en c
once
rned
de
part
men
ts
PH
RM
O
L&D
w
ith C
ore
Tea
m
P
HR
MO
L&
D
with
P
BO
, P
TO
and
P
PD
O
Nov
20
13
(Cor
e T
eam
)
Dec
20
13
(Tra
iner
’s
Poo
l)
July
20
14
(prio
r to
bu
dget
ing)
To
be
dete
rmin
ed
T
o be
de
term
ined
a.1.
Is
suan
ce o
f O
ffice
Ord
er
desi
gnat
ing
mem
bers
of
Cor
e T
eam
an
d T
rain
ers
Poo
l
a.2.
Tap
Aus
tral
ian
Aid
sch
olar
s an
d A
PG
AA
O
mem
bers
ap
plyi
ng a
se
t sel
ectio
n cr
iteria
b. E
xplo
re
alte
rnat
ive
arra
ngem
ents
fo
r sh
arin
g of
tr
aini
ng b
udge
t am
ong
depa
rtm
ents
an
d P
HR
MO
LCE
PH
RM
O L
&D
w
ith
PB
O,
PT
O
and
PP
DO
Oct
20
13
(Cor
e T
eam
)
D
ec
2013
(T
rain
ers
Poo
l)
July
20
14
(prio
r to
bu
dget
ing)
Non
e
To
be
dete
rmin
ed
Annex
6:
Chan
ge
Man
agem
ent
Pla
n P
age
| 205
Cri
tica
l Act
ion
S
tep
s P
ote
nti
al
Pro
ble
ms
S
L
ikel
y C
ause
s P
P
reve
nti
ve A
ctio
n
Wh
o
Wh
en
Co
st
Co
nti
ng
ent
Act
ion
W
ho
W
hen
C
ost
6.
Inst
itu
tio
nal
ise
the
mai
nst
ream
ing
o
f H
RD
pla
nn
ing
in
th
e P
LG
U
pla
nn
ing
an
d
bu
dg
etin
g
pro
cess
es
Dep
artm
ent
Hea
ds m
ight
re
sist
/not
ado
pt
Str
ateg
ic H
RD
P
lann
ing
in th
eir
resp
ectiv
e de
part
men
ts.
H
a.
Dep
artm
ent
head
s st
ill h
ave
the
perc
eptio
n th
at H
R is
the
sole
re
spon
sibi
lity
of
PH
RM
O
b.
The
y la
ck a
n ap
prec
iatio
n of
th
eir
depa
rtm
ents
’ ro
le in
HR
D
c.
Str
ateg
ic
thin
king
and
pl
anni
ng is
not
pr
actic
ed in
the
depa
rtm
ents
H
a.
Con
duct
or
ient
atio
n se
ssio
ns w
ith
Dep
artm
ent
Hea
ds to
“se
ll”
the
bene
fits
of a
st
rate
gic
appr
oach
to
HR
D in
the
PLG
U
b.
Est
ablis
h st
rate
gic
plan
ning
as
requ
ired
proc
ess
c.
Con
duct
trai
ning
on
str
ateg
ic
thin
king
and
m
anag
emen
t
PH
RM
O
L&D
PB
O
PP
DO
Jan
- Ju
n 20
14
(prio
r to
bu
dget
ing)
P50
,000
P
roac
tivel
y co
llect
da
ta o
n le
arni
ng a
nd
deve
lopm
ent
requ
irem
ents
from
P
GA
dep
artm
ents
to
inpu
t int
o th
e H
RD
P
lan
PH
RM
O L
&D
Jan
- Ju
n 20
14
(prio
r to
bu
dget
ing)
Non
e
Lege
nd:
S
– S
erio
usne
ss
P
- P
roba
bilit
y
CO
MM
UN
ICA
TIO
N P
LA
N
Tar
get
A
ud
ien
ce
Co
mm
un
icat
ion
O
bje
ctiv
es
Key
Mes
sag
es
Co
mm
un
icat
ion
S
trat
egie
s S
end
er
Res
po
nsi
ble
U
nit
/Off
ice/
s R
eso
urc
es
Req
uir
ed
Tim
efra
me
LCE
Dep
artm
ent
Hea
ds
SP
Mem
bers
1.
Top
man
agem
ent
can
artic
ulat
e th
eir
com
mitm
ent t
o pu
rsue
str
ateg
ic
HR
D in
the
PLG
U
and
perf
orm
thei
r ro
les
in th
e ex
ecut
ion
of th
e P
GA
's S
trat
egic
H
RD
Pla
n
"Hum
an R
esou
rce
Dev
elop
men
t is
an
inve
stm
ent,
not a
n ex
pens
e"
Impl
emen
ting
the
HR
D
plan
s w
ill r
edou
nd to
be
nefit
s fo
r P
GA
and
its
diffe
rent
uni
ts.
The
re a
re c
oncr
ete
and
mea
sura
ble
outp
uts
and
outc
omes
res
ultin
g fr
om
the
lear
ning
and
de
velo
pmen
t int
erve
ntio
ns
unde
rgon
e by
the
em
ploy
ees
"You
r su
ppor
t is
crit
ical
to
succ
essf
ul H
RD
Pla
n ex
ecut
ion.
"
Top
man
agem
ent
spon
sors
hip
is a
key
fac
tor
in th
e ac
hiev
emen
t of
stra
tegi
c H
RD
goa
ls
The
LC
E, d
epar
tmen
t he
ads
and
SP
mem
bers
ar
e th
e ch
ampi
ons
of H
RD
P
lan
exec
utio
n.
The
HR
D C
ore
Tea
m
shou
ld b
e ex
pand
ed
Mee
tings
/ C
onve
rsat
ions
with
LC
E, S
P M
embe
rs,
Dep
artm
ent H
eads
For
mal
Pre
sent
atio
n to
the:
- E
xecu
tive
Com
mitt
ee
- S
angg
unia
ng
Pan
lala
wig
an
PH
RM
O
HR
Cor
e T
eam
PH
RM
O
Pre
sent
atio
n M
ater
ials
Offi
ce S
uppl
ies
and
Equ
ipm
ent
Sna
cks
durin
g m
eetin
gs
Dur
ing
HR
D
Pla
nnin
g
Whi
le
seek
ing
appr
oval
of
HR
D P
lan
Upo
n ap
prov
al o
f H
RD
Pla
n
Annex
6:
Chan
ge
Man
agem
ent
Pla
n P
age
| 207
Tar
get
A
ud
ien
ce
Co
mm
un
icat
ion
O
bje
ctiv
es
Key
Mes
sag
es
Co
mm
un
icat
ion
S
trat
egie
s S
end
er
Res
po
nsi
ble
U
nit
/Off
ice/
s R
eso
urc
es
Req
uir
ed
Tim
efra
me
PG
A
Em
ploy
ees
2.
The
PG
A
empl
oyee
s ca
n ex
plai
n P
LGU
's
stra
tegi
c H
RD
Pla
n an
d its
val
ue to
the
orga
nisa
tion
and
its
empl
oyee
s
"Com
pete
ncy
deve
lopm
ent i
s a
shar
ed r
espo
nsib
ility
of t
he
PLG
U a
nd it
s em
ploy
ees.
"
The
PG
A p
uts
prem
ium
in
deve
lopi
ng it
s hu
man
re
sour
ces
to s
uppo
rt th
e P
LGU
's s
trat
egic
di
rect
ions
Sei
ze o
ppor
tuni
ties
to
upgr
ade
com
pete
ncie
s an
d be
tter
cont
ribut
e to
the
P
GA
's m
issi
on a
nd v
isio
n
Bro
ad M
edia
- W
eekl
y F
lag
Cer
emon
y
- M
emor
anda
(f
rom
LC
E/P
HR
MO
/ D
epar
tmen
t H
eads
)
- T
elep
hone
Tre
es
Soc
ial M
edia
- P
GA
Fac
eboo
k P
age
Gro
up M
eetin
gs
- A
PG
AA
O
Mee
tings
- P
HR
MO
Wee
kly
mee
tings
- H
RD
Cor
e te
am
and
Ext
ende
d H
RD
Cor
e te
am
mee
tings
LCE
PH
RM
O
HR
Cor
e T
eam
PH
RM
O
Sna
cks
for
Mee
tings
Offi
ce S
uppl
ies
and
Equ
ipm
ent
Com
pute
r
Com
mun
icat
ion
bite
s fo
r po
stin
g in
FB
Fly
ers
Upo
n ap
prov
al o
f H
RD
Pla
n
Ove
rsig
ht
Age
ncie
s:
C
SC
D
BM
3.
Ove
rsig
ht a
genc
ies
ackn
owle
dge
the
PLG
U's
eff
orts
to
deve
lop
and
impl
emen
t a
“Let
’s w
ork
hand
in h
and
to
prof
essi
onal
ize
publ
ic
serv
ants
thr
ough
str
ateg
ic
HR
D”
The
PG
A s
hare
s th
e
Writ
ten
Com
mun
icat
ion
Mee
tings
/ C
onve
rsat
ions
with
F
ield
/ P
rovi
ncia
l
LCE
PH
RM
O
PH
RM
O
Offi
ce S
uppl
ies
and
Equ
ipm
ent
Str
ateg
ic H
RD
P
lan
Upo
n ap
prov
al o
f H
RD
Pla
n
Tar
get
A
ud
ien
ce
Co
mm
un
icat
ion
O
bje
ctiv
es
Key
Mes
sag
es
Co
mm
un
icat
ion
S
trat
egie
s S
end
er
Res
po
nsi
ble
U
nit
/Off
ice/
s R
eso
urc
es
Req
uir
ed
Tim
efra
me
C
OA
D
ILG
Str
ateg
ic H
RD
Pla
n an
d ex
pres
s co
mm
itmen
t to
supp
ort t
hese
over
sigh
t ag
enci
es' g
oal t
o de
velo
p hu
man
res
ourc
es
to im
prov
e se
rvic
e de
liver
y
The
PG
A c
ompl
ies
with
na
tiona
l pol
icie
s an
d pr
ogra
ms
Offi
cers
of O
vers
ight
A
genc
ies
Par
tner
/ F
undi
ng
Age
ncie
s:
A
ustr
alia
n A
id
P
HR
OD
F
P
RM
F
P
oten
tial
dono
rs
N
GO
s
L
earn
ing
Inst
itutio
ns
4.
Par
tner
/fun
ding
ag
enci
es
ackn
owle
dge
the
PLG
U's
eff
orts
to
purs
ue s
trat
egic
H
RD
and
exp
ress
w
illin
gnes
s to
su
ppor
t its
ex
ecut
ion
"The
PG
A s
hare
s yo
ur
orga
nisa
tions
' dev
elop
men
t go
al"
(PG
A M
issi
on)
The
PLG
U
aim
s to
dev
elop
its
agri-
indu
stria
l cap
abili
ties
to
com
plem
ent t
he b
oom
ing
eco-
tour
ism
indu
stry
, im
prov
e ed
ucat
ion,
pr
omot
e co
mm
erce
and
tr
ade,
pro
tect
the
en
viro
nmen
t, an
d br
ing
abou
t bal
ance
d pr
ogre
ss
in b
oth
the
rura
l and
urb
an
cent
ers
The
PLG
U r
ecog
nise
s th
at
its h
uman
res
ourc
es is
its
grea
test
ass
et in
brin
ging
ab
out c
hang
e.
The
PG
A n
eeds
par
tner
ag
enci
es' s
uppo
rt to
ex
ecut
e its
Str
ateg
ic H
RD
P
lan.
The
PG
A c
an a
ssur
e
Pre
sent
atio
n/
Con
vers
atio
ns w
ith
pres
ent a
nd p
oten
tial
Par
tner
or
gani
satio
ns
Mul
tipar
tite
Mee
tings
LCE
PH
RM
O
PH
RM
O
Pre
sent
atio
n
Mat
eria
ls
HR
D P
roje
ct
Pro
posa
ls
Upo
n ap
prov
al o
f H
RD
Pla
n
Annex
6:
Chan
ge
Man
agem
ent
Pla
n P
age
| 209
Tar
get
A
ud
ien
ce
Co
mm
un
icat
ion
O
bje
ctiv
es
Key
Mes
sag
es
Co
mm
un
icat
ion
S
trat
egie
s S
end
er
Res
po
nsi
ble
U
nit
/Off
ice/
s R
eso
urc
es
Req
uir
ed
Tim
efra
me
part
ner
agen
cies
val
ue
from
thei
r in
vest
men
ts.
Tar
get
part
icip
ants
in
plan
ned
trai
ning
in
terv
entio
ns
5.
Tar
get p
artic
ipan
ts
com
mit
to fu
ll pa
rtic
ipat
ion
in t
he
plan
ned
HR
D
inte
rven
tions
"Be
the
mos
t com
pete
nt
empl
oyee
that
you
can
be"
Iden
tifie
d pa
rtic
ipan
ts a
re
prov
ided
with
spe
cific
and
ap
prop
riate
trai
ning
to
deve
lop
thei
r co
mpe
tenc
ies.
"Lea
rn,
Lead
and
Suc
ceed
!"
Lear
ning
is F
UN
with
HR
D
The
HR
D p
lan
will
pro
vide
in
terv
entio
ns t
o br
ing
out
the
best
in th
e pa
rtic
ipan
ts
and
help
the
m s
ucce
ed in
th
eir
wor
k
Per
sona
l Med
ia
- M
emor
anda
- Le
tters
of
Invi
tatio
n
- E
mai
l and
fax
m
essa
ges
Gro
up a
nd T
eam
M
eetin
gs
PH
RM
O
Dep
artm
ent
head
s
PH
RM
O
Dep
artm
ent
Hea
ds
Off
ice
Sup
plie
s an
d E
quip
men
t
Mes
seng
er
Sna
cks
durin
g m
eetin
gs
Tra
inin
g P
rosp
ectu
s
Pre
sent
atio
n M
ater
ials
At t
he s
tart
of
ever
y qu
arte
r
6.
T
arge
t par
ticip
ants
pr
ovid
e fe
edba
ck
on th
e ef
fect
iven
ess
of t
he
HR
D in
terv
entio
ns
"We
wan
t to
del
iver
the
best
le
arni
ng e
xper
ienc
e fo
r yo
u"
The
Lea
rnin
g an
d D
evel
opm
ent T
eam
wan
ts
to e
nsur
e co
ntin
uous
im
prov
emen
t of P
GA
le
arni
ng in
terv
entio
ns.
Par
ticip
ants
’ fee
dbac
k is
ne
cess
ary
to a
ccom
plis
h th
is.
Per
sona
l Med
ia
- M
emor
anda
- E
mai
l and
fax
m
essa
ges
Gro
up a
nd T
eam
M
eetin
gs
PH
RM
O
PH
RM
O
Offi
ce S
uppl
ies
and
Equ
ipm
ent
Mes
seng
er
Sna
cks
durin
g m
eetin
gs
Fee
dbac
k F
orm
s
At t
he s
tart
and
en
d of
in
terv
entio
ns