Governance Cluster Plan 2013 2016

Governance Cluster Action Plan 2013-2016
Good Governance and Anti-Corruption Cabinet Cluster

Action Plan 2013-2016
Table of Contents
Acronyms
Introduction
I.
Priority Outcomes for 2013-2016
II.
Initiatives in the 2013-2016 Governance Cluster Action Plan
III.
The Open Government Partnership-Philippines
Annex A
Updating the 2013-2016 Governance Cluster Action Plan
Annex B
Monitoring Plan
Acronyms
AESC
AFIS
AFP-RSBS
AIP
APP
ARTA
BPA
BPLS
BTr
CCIS
CHITS
CHRIS-NPS
COA
CPA
CPRO
CSC
CSFS
CSIS
CSO
CSPF
DAP
DBM
DepEd
DILG
DND
DOF
BIR
BOC
DOJ
DOST
DPWH
DSWD
DTI
EITI
EO
e-TAILS
FBI
FDP
FS-LGU
FY
GAA
GAD
GEIS
GFI
Annual Enterprise Survey on Corruption

Automated Fingerprint Identification System
Armed Forces of the Philippines Retirement and Separation Benefits System
Annual Investment Program
Annual Procurement Plan
Anti Red Tape Act
Budget Partnership Agreement
Business Permit and Licensing System
Bureau of the Treasury
Complaint-Case Information System
Community Health Information Tracking System
Comprehensive Human Resource Information System-National Payroll System
Commission on Audit
Citizens Participatory Audit
Customs Policy Research Office
Civil Service Commission
Customer Satisfaction Feedback Surveys
Citizens' Satisfaction Index System
Civil Society Organization
Civil Society Participation Fund
Development Academy of the Philippines
Department of Budget and Management
Department of Education
Department of the Interior and Local Government
Department of National Defense
Department of Finance
Bureau of Internal Revenue
Bureau of Customs
Department of Justice
Department of Science and Technology
Department of Public Works and Highways
Department of Social Welfare and Development
Department of Trade and Industry
Extractive Industries Transparency Initiative
Executive Order
Electronic Transparency and Accountability Initiative for Lump-sum Funds
Federal Bureau of Investigation
Full Disclosure Policy
Financial Subsidy to Local Government Units
Fiscal Year
General Appropriations Act
Gender and Development
Government Executive Information System
Government Financial Institution
2
GIFMIS
GMIS
GOCC
IAAGCC
IADS
ICT
IFC
IMIS
IRA
ISO
JSCC
KPI
KRA
LDRRMF
LGU
LGU PFM
MDG
MFO
MITHI
MOA
MSG
NAPC
NBI
NCC
NEDA
NEP
NGA
NIRC
NJIS
NPS-CIS
OCPLC
OCS
OES
OGP
OMB
OPS
ORAM
PBB
PBIS
PCDSPO
PCF
PDAF
PDP
PEI
PFM
Government Integrated Financial Management Information System

Government Manpower Information System
Government-Owned and Controlled Corporation
Inter-Agency Anti-Graft Coordinating Council
Income and Asset Declaration System
Information and Communications Technology
International Finance Corporation
Inmate Management Information System
Internal Revenue Allotment
International Organization for Standardization

Justice Sector Coordinating Council
Key Performance Indicator
Key Result Area
Local Disaster Risk Reduction and Management Fund
Local Government Unit
LGU Public Financial Management
Millennium Development Goal
Major Final Output
Medium-Term Information and Communication Technology Harmonization
Initiative
Memorandum of Agreement
Multi-Stakeholder Group
National Anti-Poverty Commission
National Bureau of Investigation
National Competitiveness Council
National Economic Development Authority
National Expenditure Program
National Government Agency
National Internal Revenue Code
National Justice Information System
National Prosecution Service-Complaint Information System
Office of the Chief Presidential Legal Counsel
Office of the Cabinet Secretary
Office of the Executive Secretary
Open Government Partnership
Office of the Ombudsman
Office of the Presidential Spokesperson
Office of the Revenue Agency Modernization
Performance-Based Bonus
Performance Based Incentive System
Presidential Communications Development and Strategic Planning Office
Performance Challenge Fund
Priority Development Assistance Fund
Philippine Development Plan
Productivity Enhancement Incentive
Public Financial Management
3
PFMAT
PhilGEPS
PIDS
PLLO
PMO
PMS
PMU
PNP
PQA
RATE
RATS
RBPMS
RCS
RHU
RIPS
SALN
SAOB
SARO
SC
SDEP
SEF
SGLG
SONA
SUCs
SWS
TCCP
TWG
UACS
ZBB
Public Financial Management Assessment Tool

Philippine Government Electronic Procurement System
Personnel Information Database System
Presidential Legislative Liaison Office
Project Management Office
Presidential Management Staff
Project Management Unit
Philippine National Police
Philippine Quality Award
Run After Tax Evaders
Run After the Smugglers
Results-Based Performance Management System
Report Card Survey
Rural Health Unit
Revenue Integrated Protection Services
Statement of Assets, Liabilities, and Net worth
Statement of Allotment, Obligations, and Balances
Statement of Allotment Release Order
Supreme Court
Service Delivery Excellence Program
Special Education Fund
Seal of Good Local Governance
State of the Nation Address
State Universities and Colleges
Social Weather Station
Tariff and Customs Code of the Philippines
Technical Working Group
Unified Account Code Structure
Zero Based Budget
Introduction
The Good Governance and Anti-Corruption Cabinet Cluster (Governance Cluster) was created by virtue of
Executive Order No. 43. The executive issuance reorganized the Cabinet into clusters that adhere to the key
result areas (KRA) of the Aquino administration outlined in the Presidents Social Contract. The five KRAs are:
1.
2.
3.
4.
5.
Transparent, accountable, and participatory governance

Poverty reduction and empowerment of the poor and vulnerable
Rapid, inclusive, and sustained economic growth
Just and lasting peace and the rule of law
Integrity of the environment and climate change adaptation and mitigation
The Governance Cluster is tasked to pursue the following:

1. Upholding transparency in government transactions and our commitment to combating graft and corruption
2. Strengthening of the capacity of government institutions to link their respective budgets with performance
outcomes and enabling citizens and civil society to monitor and evaluate these
3. A professional, motivated, and energized bureaucracy with adequate means to perform their public service
missions
4. Improvement of public sector asset and resource management and revenue performance
5. Establishing an improved policy and regulatory environment that will reduce the cost of doing business in
the country and improve competition
The Cluster is chaired by the President, with the following agencies as members:
1.
2.
3.
4.
5.
6.
7.
Department of Budget and Management (DBM)

Department of Finance (DOF)
Department of the Interior and Local Government (DILG)
Department of Justice (DOJ)
Department of Trade and Industry (DTI)
Presidential Legislative Liaison Office (PLLO)
Office of the Chief Presidential Legal Counsel (OCPLC)
To achieve the goals of the Cluster, an Action Plan was crafted that outlines the key reform programs or
initiatives of the Aquino administration in pursuit of good governance.
Governance Cluster Action Plan 2013--2016
I.
2013-2016
Governance Cluster Priority Outcomes for 2013
To achieve the goals of the Governance

overnance Cluster of improved public services delivery, curbed corruption, and
enhanced business environment, the following priority outcomes have been identified for 2013-2016:
2013
1. Improved transparency and citizens
citizens empowerment
2. Improved public sector performance
nce
3. Improved anti-corruption
corruption measures
4. Improved policy environment for good governance
For each outcome, sub-outcomes
outcomes were identified. Indic
Indicators for each sub-outcome
outcome are tracked for the
corresponding initiatives included in the Plan.

Outcome 1. Improved transparency and citizens empowerment
Transparency, as defined, is the exercise of openness in government processes, actions, and decisions through
regular disclosure of pertinent information to the public, ensuring citizens access to information on government
affairs, and effectively communicating to the public.
In its broadest sense, empowerment is the expansion of freedom of choice and action. It means increasing ones
authority and control over the resources and decisions that affect ones life. As people exercise real choice, they
gain increased control over their lives.
Sub-Outcome 1.1. Improved access to information
Access to information is a requisite for good governance. It is mandated by law by virtue of Article 3, Section 7
of the Philippine Constitution. Further, various policies have been issued that mandates LGUs to make local
plans, reports, and budgets publicly accessible. These include provisions from the Local Government Code and
the Government Procurement Reform Act. Information disclosure is not an end in itself, but elements of
transparency should be considered, such as accessibility, timeliness, and quality of disclosed information.
Sub-Outcome 1.2. More meaningful citizens participation in governance processes

Good governance entails opening as many areas of governance as possible to the participation of stakeholders,
particularly civil society groups, grassroots organizations, business, academe, development partners, among
others. Crucial areas for participation are the planning and budgeting process and monitoring government
performance.
Outcome 2. Strengthened public sector performance

Sub-Outcome 2.1. Strengthened public financial management and accountability
Public Financial Management (PFM) is a system of rules, procedures and practices for government to manage
public finances. It encompasses budgeting, accounting, auditing, cash management, management of public debt,
revenue generation, and public reporting on public sector financial operations. PFM seeks to address the key
challenges of controlling government spending and making agencies operate efficiently and effectively. It
drives government policy-makers, managers, and implementers to ask: Is government spending within limits? Is
it spending on the right things? Does it obtain best value for money? In the long run, a sound PFM contributes
to better delivery of government services to the people.
Sub-Outcome 2.2. Improved performance management and monitoring systems

Performance monitoring, evaluation, information, and reporting are essential components of an effective and
efficient performance management system. Crucial to measuring performance is how it leads to results and how
these results contribute to a higher order goal. One mode of performance management is through an incentives
system where good performance is rewarded.

Similarly, good performance of the public sector leads to effective and efficient delivery of services to the
people. This could pertain to frontline services of national and local governments that are regularly accessed by
citizens for personal and business concerns.
Sub-Outcome 2.3. Enhanced delivery of frontline services

As defined in the Anti-Red Tape Act (ARTA), frontline services refers to the process or transaction between
clients and government offices or agencies involving applications for any privilege, right, permit, reward,
license, concession, or for any modification, renewal or extension of the enumerated applications or requests.
Enhancing the delivery of these services is a change that will be directly felt by the citizens. Improving
business-related services such as registering a business name and securing permits is an effective method to
attract investors, thereby contributing to economic growth.
Sub-Outcome 2.4. Enhanced delivery of justice

When good governance is practiced, it ensures that those who are in power exercise fairness in managing public
institutions and resources. It necessitates a system that not only enforces order but deters wrongdoing of citizens
through punishments. Efficient delivery of justice translates to adherence to the principles of equitable, fair, and
impartial administration of justice. It also entails a system that is adequate, inclusive, responsive, and sensitive
to the rights of victims, accused, offenders, marginalized or vulnerable groups, and the general public.
Outcome 3. Improved anti-corruption measures

Sub-Outcome 3.1. Greater accountability of public servants
According to Robert Klitgaard (1998), monopoly of power, when combined with discretion and absence of
accountability, will result to corruption. Thus, the formula Corruption = Monopoly + Discretion
Accountability. Article XI of the Philippine Constitution outlines provisions for the accountability of public
officers. Further, Republic Act No. 3019 or the Anti-Graft and Corrupt Practices Act defined what will
constitute corrupt practices. These may include persuading, inducing, or influencing another public officer to
perform an act violating any rules or regulations duly promulgated, or receiving any gift in connection with any
government contract or transaction.
Sub-Outcome 3.2. Intensified efforts to prevent smuggling and tax evasion

As defined in the Tariff and Customs Code of the Philippines, smuggling generally refers to the importation of
prohibited commodities, as well as the misdeclaration/misclassification/undervaluation of imported goods or
products. On the other hand, tax evasion refers to an illegal practice where a person, organization, or
corporation intentionally avoids paying its true tax liability. Both smuggling and tax evasion practices reduce
governments revenues that will affect the capacity of government to provide for the needs of its citizens.

Outcome 4. Improved policy environment for good governance
Sub-Outcome 4.1. Greater support for the passage of priority legislations on transparency, accountability,
participation, and anti-corruption
Policies provide the enabling environment to deter corrupt practices. Policies are necessary to make good
governance more enforceablethat is, mandating transparency, accountability, and participation in government
operations. Further, one of the modes to sustain good governance practice is by institutionalizing the reforms in
our government processes. Existing policies need also to be amended to adapt to a changing political, social,
and economic environment.
II.
Initiatives in the 2013-2016 Governance Cluster Action Plan
The 2013-2016 Governance Cluster Action Plan consists of 30 initiatives and 9 priority legislative measures.
The table below shows a summary of the initiatives and the succeeding section provides a brief description of
each. Some of the initiatives were included in the previous Governance Cluster Action Plan while some are new
programs. These new programs could either be an existing initiative by the agency but was not included in the
2012 Governance Cluster Action Plan or a new initiative of the agency.
* Initiative already included in the 2012 Governance Cluster Action Plan
** New initiative included in the 2013 Governance Cluster Action Plan
Initiatives
Implementing Agencies
Outcome 1. Improved Transparency and Citizens Empowerment
Sub-outcome 1.1. Improved access to information
1. Transparency Seal*
DBM
2. Philippine Government Electronic Procurement System (PhilGEPS) Software
DBM
Modernization*
3. National Government Portal*
PCDSPO
4. Open Data-Philippines**
PCDSPO, DBM, OPS
5. LGU Disclosure Portal*
DILG
6. Extractive Industries Transparency Initiative (EITI)**
DOF
Sub-outcome 1.2. More meaningful citizens participation in governance processes
7. Citizens Participatory Audit*
COA
8. Grassroots Participatory Budgeting Process*
DILG, DBM, NAPC,
DSWD
9. Civil Society Engagement in the National Budget Process*
DBM
Outcome 2. Improved public sector performance
Sub-outcome 2.1. Strengthened public financial management and accountability
10. Government Integrated Financial Management Information System (GIFMIS)* DBM, DOF, BTr, COA
11. Comprehensive Human Resource Information System (CHRIS)-National
DBM, DOF, BTr, COA
Payroll System (NPS)*
12. Local Government Units Public Financial Management (LGU PFM)**
DBM, DILG, DOF,
NEDA, COA
Sub-outcome 2.2. Improved performance management and monitoring systems
Monitoring Initiatives:
13. Seal of Good Local Governance (SGLG)*
DILG
14. Anti-Red Tape Program*
CSC
15. Citizen Satisfaction Index System (CSIS)*
DILG
16. Medium-Term Information and Communication Technology Harmonization
DBM, DOST, NEDA
9
Initiatives
Initiative (MITHI)**
17. Monitoring and Evaluation of Government Services**
18. Cabinet Performance Contracts**
Incentive Systems:
19. Performance Challenge Fund (PCF)*
20. Results-Based Performance Management System (RBPMS)*
21. Philippine Quality Award (PQA) for the Public Sector**

Sub-outcome 2.3. Enhanced delivery of frontline services
22. Business Permit and Licensing System (BPLS)*
23. Gameplan for Competitiveness**
Sub-outcome 2.4. Enhanced delivery of justice
24. National Justice Information System (NJIS)*
25. Justice Sector Initiative**
Outcome 3. Improved anti-corruption measures
Sub-outcome 3.1. Exact greater accountability of public servants
- Prosecution of High Profile Corruption Cases
26. Revenue Integrity Protection Services (RIPS) Program*
27. Income and Asset Declaration System Project**
Sub-outcome 3.2. Intensified efforts to prevent smuggling and tax evasion
28. Run After the Smugglers (RATS) Program*
29. Run After Tax Evaders (RATE) Program**
30. Bureau of Customs Reform Project**
Sub-outcome 4.1. Greater support for the passage of priority legislations
1. Amendments to the Ombudsman Act
2. Freedom of Information Bill
3. Civil Service Code
4. Uniformed Personnel Pension Reform Bill
5. Whistleblowers Protection Act
6. Amendments to the Witness Protection, Security, and Benefit Act
7. Fiscal Responsibility Bill
8. Criminal Investigation Bill
9. Criminal Code
Implementing Agencies
NCC
OCS
DILG
AO25 Task Force
(DBM, OES, NEDA,
DOF, PMS)
DTI, DAP
DILG, DTI
NCC
DOJ
SC, DOJ, DILG
IAAGCC
DOF
OMB
DOF-BOC
DOF-BIR, DOJ
DOF-BOC
OMB
PCDSPO
CSC
DBM, DND
DOJ
DOJ
DBM
DOJ
DOJ
The detailed profiles and targets for 2013-2015 of each initiative are shown in the next section.
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DETAILED PROFILES AND TARGETS PER INITIATIVE

Outcome 1. Improved transparency and citizens empowerment
Sub-outcome 1.1. Improved access to information
Initiative:
Implementing Agency:
Contact Person:
1. Transparency Seal
Usec. Richard Moya
Undersecretary and Chief Information Officer, DBM
Email: rmoya@dbm.gov.ph
The Transparency Seal provision of the General Appropriations Act aims to leverage the internet to make key
information on each particular unit of the government, more accessible to the public. All departments, bureaus,
offices, and agencies of the national government, including Government Owned and Controlled Corporations
(GOCCs), State Universities and Colleges (SUCs), and Government Financial Institutions (GFIs) are required
to post budgets and plans under a Seal displayed prominently on their respective websites, which links to an
index of the required documents. The required documents are as follows:
1. Agencys mandates and functions, names of its officials with their position and designation, and contact
information.
2. Annual Report which includes:
a. Statement of Allotment, Obligations and Balances (SAOB)
b. Disbursement and Income
c. Physical Plan
d. Financial Report of Operations
e. Financial Accountability Reports
3. DBM-approved budgets and corresponding targets
4. Major program/projects categorized in accordance with the five key results area under EO No. 43
5. The program/project beneficiaries as identified in the applicable special provisions.
6. Status of implementation and program/project evaluation and/or assessment reports.
7. Annual Procurement Plan (APP), Contracts Awarded and the name of contractors/suppliers/consultants
Key Performance Indicators
Percentage of NGAs fully complying with the Transparency Seal

Percentage of GOCCs fully complying with the Transparency Seal
Percentage of SUCs fully complying with the Transparency Seal
Initiative:
Contact Person:
Website:
2013
100%
100%
100%
Targets
2014
100%
100%
100%
2015
100%
100%
100%
2. Philippine Government Electronic Procurement System

(PhilGEPS) Software Modernization
Dir. Rosa Maria Clemente
Executive Director, PhilGEPS-DBM
Email: rmclemente@procurementservice.org
www.philgeps.gov.ph
11
The PhilGEPS is an electronic bulletin board of bid notices and awards. The web portal seeks to establish an
open, transparent, efficient and competitive marketplace for government procurement. The current PhilGEPS
system was designed in 2004 and there is a need to re-design the system to include additional functionalities
and related system integration, configuration and maintenance services. The initiative aims to achieve the
following: 1) Provide a total e-Government Procurement solution to achieve transparency in all stages of
government procurement, i.e. from procurement planning to project management/contract implementation, 2)
Ensure that the PhilGEPS can be linked with the Government Integrated Financial Management Information
System (GIFMIS) for tracking budget and expenditure.
The new system will be developed in phases:
Phase 1 Installation of Base
Phase 2 Development of
System Requirements
Management Information System
1. Annual Procurement Plan
1. Pre-bid Conference
2. Dashboard
2. Procurement Management
3. Central Registrations Facility
Information System (PMIS)
for System Administrators and 3. Financial Management
Procuring entities
Information System
4. Site Administration
4. Feedback Mechanism
5. Government of the Philippines 5. Mobile Application for
Official Merchant Registry
Android and IOS tablets and
6. Electronic Bulletin Board
smartphones
7. E-bid Submission
8. Bid opening, Bid evaluation
and Post-qualification
9. E-payment for the E-bid
Submission
10. Security and Audit Logs
11. Integrated Notices Publication
12. Virtual Store (Common Use
Goods)
13. E-payment for Virtual Store
Milestones
2013
Modernized PhilGEPS-Phase 1 developed

Phase 3
Installation of features for eContract/Project Management
(Contract Implementation) and
linkage with the GIFMIS and other
e-government systems.
Percentage of NGAs registered

Percentage of SUCs registered
Percentage of LGUs registered
Number of new suppliers registered
Percentage of bid notices that are included in the Annual
Procurement Plan
Percentage of bid notices posted that were awarded
Initiative:
2013
100%
100%
95%
10,000
Targets
2014
August
Targets
2014
100%
100%
100%
10,000
90%
90%
90%
2015
2015
100%
100%
100%
10,000
100%
100%
100%
3. National Government Portal

Presidential Communications Development and Strategic Planning
Office (PCDSPO)
12
Contact Person:
Undersecretary Manuel L. Quezon III, PCDSPO

Email: mlquezon3@pcdspo.gov.ph
www.gov.ph
Website:
The Official Gazette is the official journal of the Republic of the Philippines. It provides a singular platform for
publishing government documents, statements, and announcements. It will also function as the National
Government Portal - a unified interface in the form of a one-stop source for information and service delivery. It
will also feature an archive of government documents published over the span of more than a century in the
Official Gazette as a print publication. The site currently features an online feedback mechanism through which
constituents may make queries online. New features that will be introduced included an enhanced calendar,
enhanced Official Directory, and version 2.0 of mobile applications.
Milestones
Multi-platform system to gather feedback launched

iOS and Android mobile applications developed
Number of unique visitors

Number of feedback processed
Feedback average processing rate
Number of published entries
Initiative:
Implementing Agencies:
Contact person:
Website:
2013
October
November
2013
3,000,000
3,000
1 day
5,000
Targets
2014
2015
Targets
2014
4,000,000
4,000
12 hours
8,000
2015
5,000,000
5,000
9 hours
10,000
4. Open Data- Philippines

Office (PCDSPO), Department of Budget and Management (DBM), Office
of the Presidential Spokesperson (OPS)
Usec. Richard Moya
www.data.gov.ph
Government agencies have rich sets of exciting, but untapped, public data. These data everything from
education to agriculture to budget are generated over the course of normal work and implementation of
agency projects. Opening up these public datasets, by making them easy to view and use, also opens up new
possibilities for both the government and the public. Open Data Philippines aims to work with all government
agencies develop data.gov.ph as the definitive website for publicly available national data. This initiative aims
to make Philippine public government data searchable, understandable, and accessible. Certain features of the
Open Data website include the following:
1. Consolidate datasets sent by different agencies, allowing site users to find specific information from the rich
collection of public datasets made available by the agencies.
2. Up-to-date info graphics and other applications based on public data that make the information easy to
understand. These visualizations will be powered by the latest data uploaded to the website by agencies and
updated as soon as the new data comes in.
13

3. Users of the website will not only be able to view the data, but can also share it and download it in open
spreadsheet and related formats. This will encourage innovation by harnessing local Filipino talent and
allowing people to easily use the datasets in new, unexpected ways to help the public.
4. Users can also send in comments, suggestions, and stories on their use of open data. This engagement with
the users and healthy exchange of ideas between public and the government will help develop the platform
even further.
Milestones
Government and public consultations conducted

Hackathon for creation of budget transparency applications
conducted
Open Data Portal launched
Percentage of major Departments that published at least 5 datasets

Number of datasets published
Percentage of published datasets in open formats
Number of internal and third-party dashboards, applications, and
visualizations created
Number of page views in data.gov.ph
Number of datasets accessed or downloaded
Initiative:
Contact Person:
Website:
2013
October
November
2013
Targets
2014
2015
January
Targets
2014
85%
700
80%
70
2015
85%
500,000
2,000
500,000
2,000
80%
5. LGU Disclosure Portal

Ms. Ma. Rhodora Flores
Chief-Local Administrative Division, DILG
Email: lad_blgs@yahoo.com
http://www.fdpp.blgs.gov.ph/
The Full Disclosure Policy (FDP) is part of the efforts of the DILG to ensure transparency and accountability
among LGUs. The FDP requires local officials of provinces, cities and municipalities to fully disclose particular
financial transactions of the LGUs to keep their constituents informed of how the LGU budget is managed and
disbursed. Financial documents must be posted in at least three (3) conspicuous places and in the FDP Portal.
LGUs may also post such in print media and in their respective LGU website. In 2013, 90% of LGUs are
complying with the FDP (e.g., partial and full compliance). Full compliance pertains to posting of all 14
required documents in at least three (3) conspicuous places and in the FDP portal. These 14 documents are as
follows (per DILG MC No. 2012-141):
A. Budget Reports
B. Procurement Reports
C. Special Purpose Fund Reports
1) Annual Budget Report
1) Annual Procurement Plan or
1) SEF Income and Expenditure
2) Statement of Debt Service
Procurement List
Estimates
3) Statement of Receipts and
2) Items to Bid
2) Report of SEF Utilization
Expenditures
3) Bid Results on Civil Works,
3) Annual GAD Accomplishment
4) Quarterly Statement of Cash
Goods, and Services
Report
Flows
4) Abstract of Bids as Calculated
4) Trust Fund (PDAF) Utilization
5) Supplemental Procurement
5) 20% Component of the IRA
Plan, if any
Utilization
6) Report of Local Disaster Risk
14
Reduction and Management Fund

(LDRRMF) Utilization
Percentage of LGUs complying with the FDP (partially and fully)
Percentage of LGUs fully complying with the FDP
(Targets exclude ARMM)
Initiative:
Contact Person:
Website:
2013
95%
55%
Targets
2014
97%
65%
2015
99%
75%
6. Extractive Industries Transparency Initiative (EITI)

Asec. Ma. Teresa Habitan
Asst. Secretary, Domestic Finance Group and Legislative Liaison, DOF
Email: mhabitan@dof.gov.ph
http://www.ph-eiti.org/
The EITI is an international multi-stakeholder initiative that seeks to establish a global standard for
transparency in the revenues collected by governments from extractive industries such as mining, oil and gas.
Through EO No. 79 on Institutionalizing and Implementing Reforms in the Philippine Mining Sector, the
government expressed its commitment to EITI. A multi-stakeholder group composed of civil society, business,
and government was formed to implement, monitor and evaluate EITI implementation in the Philippines. The
government is composed of representatives from the Department of Finance, Department of Energy,
Department of Environment and Natural Resources-MGB, and Department of Interior and Local Government.
The civil society is represented by Bantay Kita, while the industries are represented by the Chamber of Mines,
Petroleum Association of the Philippines, and an elected representative from non-chamber members.
In May 2013, the Philippines was admitted as a candidate country by EITI International following compliance
with the requirements set by the international board. As a member country, the Philippines is required to
produce an EITI report that will contain the data coming from industries regarding all payments that they give
to the government, and data coming from the government pertaining to all payments it collects from the
industries. A reconciliation of such data will be done by an independent and internationally-recognized auditor,
findings of which will also be included in the report.
By the end of 2014, the PH-EITI Workplan aims to achieve the following:
1. Establish commitment and support to implement EITI
2. Form the multi-stakeholders group (MSG), develop and publish its terms of reference and workplan
3. Institutionalize PH-EITI
4. Prepare to implement and monitor PH-EITI
5. Audit/reconcile and report on revenue flows between Philippine government and extractive industries
6. Communicate, build knowledge, and engage citizens in the PH-EITI program
Milestones
Work plan supporting the objectives of EITI implementation in the

Philippines revised
A scoping study on payments, collections, legal and regulatory
framework conducted
2013
December
Targets
2014
2015
December
15
Milestones
2013
Trainings on stakeholders on the EITI process conducted

EITI Report published
Targets
2014
2015
March
December
Sub-outcome 1.2. More meaningful citizens participation

Initiative:
Contact Person:
Website:
7. Citizens Participatory Audit (CPA)

Commission on Audit (COA)
Commissioner Heidi L. Mendoza
Email: hlmendoza@coa.gov.ph
http://www.i-kwenta.com/
The initiative involves COA and citizens (civil society organizations, private sector, academic groups)
conducting joint audits to make the government more effective, transparent, and accountable. Project
components include enhancement of capacity of COA to engage CSOs for CPA, crafting and implementation of
a shared agenda among CPA stakeholders, feedback of lessons learned into policy analysis for continuous
enhancement of the CPA processes/practices, and putting in place systems, tools, and processes to
institutionalize the CPA.
The four pilot audits are for the following programs: 1) DPWH CAMANAVA Flood Control Project, 2)
Marikina Health Center Operations in Barangays covered by Pantawid Pamilya Program, 3) Quezon City Solid
Waste Management Program, and 4) DepEd School Buildings.
Milestones
Communications Plan and Shared Agenda Building Plan developed

Project Management Unit (PMU) within COA established
Pool of civil society partners established
4 Pilot Audits conducted
Participatory audit institutionalization policies developed
Initiative:
Contact Person:
2013
July
Targets
2014
2015
February
February
March
March
8. Grassroots Participatory Budgeting

Department of the Interior and Local Government (DILG), Department of
Budget and Management (DBM), National Anti-Poverty Commission
(NAPC), Department of Social Welfare and Development (DSWD)
Usec. Francisco Fernandez
Undersecretary, Urban Poor, Informal Settler Families and other Special
Concerns, DILG
Email: flfernandez@dilg.gov.ph
The initiatives main development objective is the empowerment of the citizenry in the focus municipalities for
poverty reduction so they are able to participate in governance and benefit from inclusive and sustainable socioeconomic development and sound political systems in their communities and the broader society. Grassroots
16

organizations are mandated to take part in the crafting of Local Poverty Reduction Action Plans through their
inclusion in the Local Poverty Reduction Action Team.
No. of cities and municipalities with Local Poverty
Reduction Action Plan
Number of cities and municipalities implementing
priority poverty reduction projects
* Participating LGUs that passed the eligibility criteria
Initiative:
Contact Person:
Targets
2014
90% of 1,634
LGUs*
1,225
2013
1,225
595
2015
90% of 1,634
LGUs*
1,470
9. Civil Society Engagement in the National Budget Process

Usec. Mario L. Relampagos
Undersecretary of Operations, DBM
Email: mlr@dbm.gov.ph
The project is a participatory budgeting initiative to strengthen the enabling environment for constructive
engagement with civil society in Public Financial Management (PFM). It employs the following strategies:
Strategy 1: Enhancement of the strategic policy and implementation framework for CS engagement in the
budget process.
a) Conduct studies on policy development and legal/operational requirements of funding CSOs to sustain their
participation in open budgeting
b) Continuous dialogues with NGAs, GOCCs, and CSOs as feedback mechanism
Strategy 2: Building the capacity of stakeholders to implement CS engagement.
a) CSO mapping
b) Capacity building of DBM, NGAs and GOCCs,
c) Knowledge product development
Milestones
CSO directory and profile developed and annually updated

CSO database established
Capacity Development Plan fully implemented
Number of stakeholders gathering initiated

Number of policy enhancement/study initiated
Number of knowledge products developed and disseminated
2013
October
Targets
2014
2015
December
December
2013
2
1
1
Targets
2014
2
1
1
2015
2
1
1
17
Outcome 2. Improved public sector performance

Sub-outcome 2.1. Strengthened public financial management and accountability
Initiative:
Contact Person:
Website:
10. Government Integrated Financial Management Information System

(GIFMIS)
Department of Budget and Management (DBM), Department of Finance
(DOF), Bureau of Treasury (BTr), Commission on Audit (COA)
Usec. Richard Moya
pfm.gov.ph
The GIFMIS is a browser based application composed of components/modules that automates and reports the
many different processes involved with the agency budget and expenditure cycle of the National Government.
The GIFMIS application is envisioned as a tool that will assist the government in administering its function of
maintaining fiscal discipline, fund allocation and operations for the effective delivery of governments services
as well as a reliable financial tool from which financial decisions can be made. The IT enabled business
processed covered by GIFMIS will deliver the following benefits:
1. Eliminate redundant data recording, exchange, validation, formatting and reporting since data is captured
once, at the source.
2. Single source of truth on government budget, appropriation, allocations, releases, obligations, expenditure
and performance reporting.
3. Provides online, updated and ready access to allocations, liabilities, payments, receipts, and account
balances.
4. Generates reports to suit specific needs of agency users executives, managers, finance and operations
personnel and others to inform decision-making.
5. Reduces administrative costs due to checkless transactions, discontinuation of disparate IT systems, and
reduced paper documentation for accounting and auditing.
6. Application of common controls and standards across agencies for recording, processing and releasing of
payments to suppliers, employees and other payees.
7. Improves accuracy of cash flow projections, planned vs. current expenditure, revenue and debts, thus
minimizing borrowing costs and improving fiscal forecasting.
Milestones
Unified Account Code Structure developed
GIFMIS Procurement Documents finalized
Current Budget Execution Systems in the oversight agencies
supporting the Unified Account Code Structure (UACS) developed
Treasury Single Account implemented for BTr collection accounts
Agreement with System Integrator for GIFMIS development signed
Treasury Single Account implemented in NGAs
Treasury Single Account implemented in select GOCCs
User Acceptance Testing
Milestone beyond 2015:
System implemented in 4 agencies December 2016
2013
July
December
December
December
Targets
2014
2015
March
May
September
December
November
18
Initiative:
Contact Person:
11. Comprehensive Human Resource Information System (CHRIS)

National Payroll System
Department of Budget and Management (DBM), Department of Finance
(DOF), Bureau of Treasury (BTr), Commission on Audit (COA)
Usec. Richard Moya
The CHRIS is an internet based Human Resources Management Software that will facilitate and automate all
the human resource management functions of the National Government. Current project within CHRIS include
the basic CHRIS module (i.e., the Personnel Information Database System, which facilitates the National
Payroll System), the complete National Payroll System (NPS), the basic organizational structure, plantilla, and
position classification system commonly called the Government Manpower Information System (GMIS), and
the Attendance Module (basic module which facilitates the NPS only). The NPS is a priority application within
CHRIS that is envisioned to assist the government in facilitating the complete payroll processing requirements
of all government agencies with the following features:
1.
2.
3.
4.
5.
6.
Standardized Payroll Processing

Transparent & Accurate
Effective
Collaborative
Centralized
Browser Based
Targets
2013
2014
2015
March
Contract for software developer awarded
Targets
2013
2014
2015
26
25
Number of government units/offices to be implementing CHRIS*
* Implementation will be by batches. One batch includes attached bureaus and units of agencies (e.g., Batch 1 is
composed of 6 offices a) Office of the Secretary Administration-DepEd, b) Regional Payroll Services UnitDepEd, c) BIR-DOF, d) CSC, e) Office of the President, f) PNP-DILG).
Milestones
Initiative:
Contact Person:
12. Local Government Units Public Financial Management (LGU PFM)

Department of Budget and Management (DBM), Department of the
Interior and Local Government (DILG), Department of Finance (DOF),
National Economic Development Authority (NEDA), Commission on
Audit (COA)
Director Julian Pacificador, Jr.
Imprest Administrator, DBM
Email: jpacificador@dbm.gov.ph
The project is designed to address the challenge of attaining local fiscal sustainability and the weak PFM
systems at the local level, which is attributable, in part, to poor coordination between LGUs and oversight
agencies and among oversight agencies. It seeks to enhance the capacity of local governments to generate
19

revenue and to allocate and spend public funds more effectively and efficiently. The Project has the following
key result areas:
1. Enhanced capacity of national oversight bodies
a. Improved institutional capacities of the oversight bodies at national level
b. LGU PFM Policy Agenda and Action Plan (LGU PFM Roadmap) developed
c. Strengthened capacity of Regional Offices
2. Strengthened local capacity in fiscal and expenditure management
a. Improved revenue generation and management at LGU level
b. Improved planning, budget and execution
c. Strengthened Internal Control Systems / Internal Audit Services at LGU level
d. Localized procurement reforms
3. Strengthened accountability and transparency
a. Strengthened budget performance monitoring and evaluation at LGU level
b. Enhanced effectiveness of LGU performance monitoring systems
c. Financial management leadership developed at LGU level
To intensify the roll-out of PFM reforms from the national to sub-national level, a paradigm shift is being
adopted in this Project. Instead of solely and directly providing budget support and technical assistance to the
LGUs, the Project will also focus on capacitating the oversight agencies, particularly their Regional Offices, to
provide technical assistance and support on PFM to LGUs.
Milestones
PFMAT integrated in regular monitoring system of LGUs

Procurement Law implementation assessed
LGU PFM Roadmap developed
2013
Percentage of LGUs assessed meeting benchmarks under the Public

Financial Management Assessment Tool (PFMAT)
2013
50%
Targets
2014
March
June
June
Targets
2014
60%
2015
2015
Sub-outcome 2.2. Improved performance management and monitoring systems

Monitoring Initiatives
Initiative:
Contact Person:
13. Seal of Good Local Governance (SGLG)

Ms. Ma. Emelinda P. Aguilar
Chief, Policy Development and Research Division, DILG
Email: blgs.sgh@gmail.com, dilg_blgs@yahoo.com
The Department, in its unwavering commitment of scaling up interventions to elevate the practice of
governance that values development outcomes into institutionalized status, introduces the Seal of Good Local
Governance (SGLG) which shall be implemented starting CY 2014. The SGLG distinguishes exemplary
20

inclusive local governance by putting premium on performance measures which are results-oriented. The SGLG
aims for a condition where an LGU:
1. sustains the practice of accountability and transparency, and espouses a pro-active financial management
(Good Financial Housekeeping);
2. adequately and effectively prepares for the challenges posed by disasters(Disaster Preparedness);
3. is sensitive to the needs of vulnerable and marginalized sectors of the society like Women, Children,
Indigenous People and Persons with Disabilities (Social Protection);
4. encourages investment and employment (Business-Friendly and Competitiveness);
5. protects the constituents from threats to life and security (Law and Order and Public Safety)
6. safeguards the integrity of the environment. At the minimum, comply with the mandates of the Ecological
Solid Waste Management Act of 2000 (Environmental Protection)
A parallel initiative that will be conducted is the review of the Local Government Code or Republic Act No.
7160. Enacted in 1991, the Code mandates the decentralization of powers, responsibilities, and resources to
local government units. The review will focus on Book II or local taxation and fiscal matters. This will aid to
identify performance measures on local public financial management.
Milestones
SGLG Tool developed

Proposed amendments to the Local Government Code drafted
2013
December
2013
Percentage of LGUs assessed
Initiative:
Contact Person:
Targets
2014
2015
December
Targets
2014
100%
2015
100%
14. Anti-Red Tape Program

Civil Service Commission (CSC)
Dir. Victoria Esber
Director IV, Office for Strategy Management, CSC
Email: arta.strad@gmail.com
The Philippine Congress, recognizing the pervasive impression of inefficiency, passed Republic Act No. 9485,
better known as the Anti-Red Tape Act of 2007 (ARTA). The CSC has started implementing the Anti-Red Tape
Program (initially via the Report Card Survey) in 2010. Since then, other program components have been
added. The major activities of the program are as follows:
1. Conduct of ARTA-Report Card Survey (RCS) in high density/most complained agencies
Section 10 of ARTA subjects all offices and agencies providing frontline to a Report Card Survey (RCS) to be
initiated by the CSC, in coordination with the DAP, which will be used to obtain feedback on how provisions in
the Citizen's Charter are being followed and how the agency is performing. Further, ARTA outlines that the
RCS will also be used to obtain information and/or estimates of hidden costs incurred by clients to access
frontline services which may include, but is not limited to, bribes and payment to fixers. Thus, the CSC has
developed evaluation tools for the RCS and has drawn up plans for the conduct of the survey.
2. Surprise visits to government agencies in coordination with CSOs (ARTA WATCH).
21

The ARTA Watch, aside from being a mechanism to promote awareness and level of compliance of
government agencies with the Act, also serves as a support to the ARTA RCS. The spot check is aimed at
providing measures to agencies to correct/improve their frontline service delivery based on the observations
obtained during the visit, particularly on the posting of the agencys Citizens Charter, observance
of the No Noon Break Policy and Anti-Fixer Campaign. The ARTA Watch Team also provides general
information on the ARTA, CSC Seal of Excellence and Service Delivery Excellence Program during said visit.
3. Conduct of Service Delivery Excellence Program (SDEP) to agencies which failed in the ARTA RCS.
The SDEP is one of the programs of the CSC designed for agencies to review systems and procedures and
identify appropriate interventions to address concerns, if any. The result of the RCS will be the basis of the
level of SDEP assistance to agencies. It is aimed at providing immediate solutions and assistance particularly to
agencies which failed to comply with its Citizen's Charter.
4. Awarding of the Citizens Satisfaction Center Seal of Excellence to agencies with excellent rating on ARTARCS.
The Citizen's Satisfaction Center Seal of Excellence Award is conferred annually to government agencies which
were subjected to the RCS and have demonstrated excellence in public service performance as selected by
the CSC. It is awarded to agencies that passed all the areas of the RCS with an overall score of 90 100 points
or a descriptive rating of Excellent and have passed the two-phased validation process.
All activities are undertaken on a service office level. For the purpose of this program, a service office is
defined as an office under a government agency offering an array of face-to-face transactions/services to the
public. Central, regional, provincial, city, municipal, district, satellite, branch and extension offices offering
frontline services are all considered service offices.
Percentage of surveyed service offices passing the ARTA-RCS

Percentage of agencies with Failed rating provided with SDEP
Number of service offices assessed under ARTA Watch
Initiative:
Contact Person:
2013
85%
100%
614
Targets
2014
95%
100%
820
2015
98%
100%
1,023
15. Citizen Satisfaction Index System (CSIS)

Ms. Vivian P. Suansing
Lead Coordinator, CSO Partnership Coordination Office, DILG
Email: vpsuansing@yahoo.com
The CSIS is a set of data tools designed to collect and generate relevant citizens feedback on local
governments service delivery performance. It conceptualizes the citizen as the center of local government
performance. The CSIS will gauge the delivery of LGU services in the following areas:
a)
b)
c)
d)
Health
Education
Social welfare
Governance and participation (responsiveness of officials and local agencies, participation in local
assemblies, peace and order)
22

e)
f)
g)
h)
Public works and infrastructure

Environmental management
Agricultural management
Tourism support services.
The CSIS data complements the Local Governance Performance Management System of the DILG. A target
city or municipality has a sample size of 150 respondents regardless of population, with a +/-8% margin of
error. Multi-staged random sampling is utilized wherein barangays, households, and respondents are randomly
drawn in order to have a population-representative sample. Data gathering is administered by field interviewers
using questionnaires, rating boards, and show cards.
Number of cities/municipalities with Citizen Satisfaction (CS)

Report
Number of exit conferences conducted on the citizen satisfaction
results
Initiative:
Contact Person:
2013
35 cities
Targets
2014
52 cities
2015
35 mun
35 cities
52 cities
35 mun
16. Medium-Term Information and Communication Technology

Harmonization Initiative (MITHI)
Department of Budget and Management (DBM), Department of Science
and Technology (DOST), National Economic Development Authority
(NEDA)
Usec. Richard Moya
MITHI is an e-Government and ICT support initiative that aims to harmonize ICT-related resources, programs
and projects in all agencies and on all levels of the bureaucracy. The following are the objectives of MITHI: (a)
To ensure a systematic process for the planning, budgeting, implementation, monitoring, and evaluation of
government-wide ICT projects; (b) To ensure the coherence of ICT programs and projects of the Government
and its consistency with the five KRA of the Administration as laid out in EO no. 43 and the Philippine
Development Plan 2011-2016; and (c) To promote synergy among government agencies in planning and
implementation of on-going and upcoming ICT programs and projects. Projects to be implemented under
MITHI include the following:
1.
2.
3.
4.
5.
6.
Development of Inter-Operable systems (E-Gov Fund)

IGov Centralized government cloud
Harmonized Inmate Management System
Community Health Information Tracking System (CHITS)
Hospital Management Information System for RHUs
Enrolment system for higher education
Milestones
MITHI Cluster Policy Group and Project Management Office
2013
August
Targets
2014
2015
23
Milestones
(PMO) created
Roll out of 6 inter-operable ICT systems
ICT Asset Management System developed
2013
2015
December
December
2013
Percentage of computer gaps in government filled in
Initiative:
Contact Person:
Targets
2014
Targets
2014
38%
2015
70%
17. Monitoring and Evaluation of Government Services

National Competitiveness Council (NCC)
Mr. Guillermo Luz
Co-Chairman, NCC
Email: gm.luz@competitive.org.ph
The project calls for the conduct of several Monitoring and Evaluation Projects, each at a different scale, to
track the quality of government services and the customer experience of citizens as follows:
1. Annual Enterprise Survey on Corruption (AESC)
An annual large-scale survey, to be conducted in partnership with a credible survey institution and other private
sector partners to measure the quality of public services as well as the prevalence of corruption in the
bureaucracy. Such a survey will enable policy-makers and government leaders to identify areas for
improvement and to develop solutions. The proposed survey will be run among businessmen in Metro Manila
and selected cities where there is a high concentration of business activity.
2. Customer Satisfaction Feedback Surveys (CSFS)
As a companion survey to the large-scale enterprise survey, the Customer Satisfaction Surveys can be run both
online and offline which can be focused on specific government services at both the LGU and National
Government Agency (NGA) level. Examples of topics which can be covered include local business permits,
police services, issuance of drivers licenses, issuance of passports, NBI clearance, motor vehicle registration,
new business registration, tax payments, and other services.
3. Business Permits and Licensing System (BPLS) Field Monitoring and Evaluation
Field monitoring and evaluation will involve in-depth field visits to specific Local Government Units engaged
in BPLS. The field visits will validate reports submitted by the LGUs as well as customer satisfaction surveys
taken in the area. The visits will review and validate processes and forms being used as well as conduct
interviews with LGU officials in charge of the process and with businessmen who have used the process.
Annual Enterprise Survey on Corruption completed

Customer Satisfaction Feedback Surveys conducted
Number of LGUs with streamlined BPLS validated
2013
1
1
170
Targets
2014
1
1
216
2015
1
1
216
24
Initiative:
Contact Person:
18. Cabinet Performance Contracts

Office of the Cabinet Secretary (OCS)
Sec. Rene Almendras
Secretary, OCS
Email: cabsec@gmail.com
By 2014, the President will sign Performance Contracts with his Cabinet members. Under the proposed
contract, the cabinet members will submit to the President their accomplishment reports every quarter, which
will be then reviewed against the program targets for that period. The basis for the performance contract is the
agencys planning tool which outlines each agencys desired outcomes, strategies, indicators/targets, and
actions/programs to be implemented.
Milestone
Performance contract system developed

Percentage of accomplished planning tools that are anchored to the

Phil. Development Plan and the Presidents Social Contract
Number of performance contracts signed
2013
December
2013
95%
Targets
2014
2015
Targets
2014
100%
2015
100%
39
42
Incentive Systems
Initiative:
Contact Person:
Website:
19. Performance Challenge Fund (PCF)

Dir. Anna Liza F. Bonagua
OIC Director, Bureau of Local Government Development, DILG
Email: annalizabonagua@yahoo.com
http://www.dilg.gov.ph/pcf/index.php
The PCF is an incentive system for local government excelling in local government performance. LGU
recipients of the Seal of Good Local Governance are eligible for funding in the PCF. Local projects that will be
funded should be aligned with the priorities of the national government, as follows: a) Achieving the
Millennium Development Goals (MDGs), b) Maintain Core Road Network to boost Tourism and Local
Economic Development, c) complying with the Ecological Solid Waste Management Act of 2000, d)
Complying with Disaster Risk Reduction and Management Act of 2010, and e) Promotion of transparency and
accountability in all government transactions. The projects should also be included in the LGUs Annual
Investment Program (AIP). The amount of grant per LGU type is as follows: Province PhP 7 million; City
PhP 3 million; Municipality PhP 1 million.
To monitor the PCF-funded projects, project management teams have been created at the city/municipal,
regional, and national levels, where CSO representatives are invited.
Milestones
Projects funded from the PCF evaluated
2013
Targets
2014
December
2015
25
Percentage of qualified LGUs provided with PCF subsidy
Initiative:
Contact Person/s:
2013
80%
Targets
2014
40%
2015
80%
20. Results-Based Performance Management System (RBPMS)

AO 25 Task Force [Department of Budget and Management (DBM),
Office of the Executive Secretary (OES), National Economic Development
Authority (NEDA), Department of Finance (DOF), Presidential
Management Staff (PMS)]
Sec. Florencio B. Abad, Chair, AO 25 Inter-Agency Task Force
Usec. Laura B. Pascua, DBM, Chair, AO 25 Technical Working Group
Pres. Antonio D. Kalaw, Jr., AO 25 Technical Secretariat
Email: ao25secretariat@dap.edu.ph
The President issued Administrative Order No. 25 creating an Inter-Agency Task Force to harmonize, unify,
streamline and simplify all existing monitoring and reporting requirements and processes of government
agencies mandated to exercise broad oversight of government agencies performance relative to the National
Leaderships Agenda, the Philippine Development Plan (PDP) 2011-2016, agency mandates, commitments and
targets. The program aims to:
1. Establish a unified and integrated RBPMS framework as basis for monitoring, evaluating and reporting
performance of all departments and agencies within the Executive Branch of Government;
2. Use the RBPMS as basis for determining entitlement to performance-based allowances, incentives, or
compensation of government personnel; and
3. Design a Government Executive Information System (GEIS) for easy access to accurate and latest wholeof-government, sectoral, major final outputs (MFOs)/organizational performance information.
To qualify for the performance-based bonus (PBB), an agency must comply with the following:
1. Meet all Good Governance Conditions set annually by the AO 25 Task Force. The AO 25 Task Force has
set four good governance conditions, with three under financial stewardship and one under internal process.
These are: a) the establishment of a Transparency Seal; b) posting of bid notices and awards on the website
of PhilGEPS; c) liquidation of all cash advances to officials and employees; and d) establishment of a
Citizens Charter or its equivalent.
2. Achieve at least 90% of its MFO targets submitted to Congress, and their priority programs/projects agreed
with the President under the five KRAs of EO No. 43
3. Rank eligible bureaus (delivery units) and the individuals within them; and
4. Submit accomplishment reports on time.
Participation rate of agencies

Average compliance rate to Good Governance conditions
2013
100%
80%
Targets
2014
100%
100%
2015
100%
100%
26
Initiative:
21. Philippine Quality Award for the Public Sector

Department of Trade and Industry (DTI), Development Academy of the
Philippines (DAP)
The PQA, which was enacted in 2001 through RA 9013, is the highest level of national recognition for
exemplary organizational performance. The award is given to organizations in the public sector which excel in
quality and productivity. It focuses on results, including customer satisfaction. It is not an award for product
quality or service quality but for a quality management system which hinges on continuous improvement in the
delivery of products and/or services, and provides a way of satisfying and responding to customers needs and
requirements. Government institutions eligible for the award are those with ISO Certifications. The award is
conferred annually. The criteria for Performance Excellence provide organizations with an integrated, resultsoriented framework in implementing and assessing processes in managing operations. These are the bases for
the feedback given to award applicants after examination by PQA assessors. The Criteria consist of seven
Categories: (1) Leadership, (2)Strategic Planning, (3) Customer and Public Focus, (4) Measurement, Analysis,
and Knowledge Management, (5) Human Resource Focus, (6) Operations Focus, and (7) Results.
Milestone
PQA criteria for the Public Sector revised

Award process, guidelines, and self-assessment tool developed
Number of ISO-certified NGAs, GOCCs, and LGUs that conducted

self-assessment process
Number of ISO-certified NGAs, GOCCs, and LGUs conferred with
PQA
2013
December
2013
Targets
2014
2015
March
Targets
2014
5
2015
10
Sub-outcome 2.3. Enhanced delivery of frontline services

Initiative:
Contact Person:
22. Business Permit and Licensing System (BPLS)

Department of the Interior and Local Government (DILG),
Department of Trade and Industry (DTI)
Dir. Marivel C. Sacendoncillo
Executive Director, Local Government Academy-DILG
Email: mcsacendoncillo@yahoo.com
The project aims to streamline the BPLS in local government units to attract investors that will lead to increased
local revenues. The streamlining includes process reengineering, automation or computerization, customer
relations and institutionalization of the system. Through this project, the increase of number of BPLS compliant
LGUs would translate to a wider expansion of local economic growth in the regions which, in turn shall create
an environment for all inclusive economic growth in the country.
The standards of BPLS streamlining include adoption of the BPLS Unified Form, reduction in the number of
signatories to a maximum of 5, limit in the number of steps in processing business permits and licenses to a
maximum of 5, and reduction in processing time for new application (i.e., maximum of 10 days for new
application and maximum of 5 days for renewal).
27
Number of cities/municipalities with streamlined BPLS
Initiative:
Contact Person:
Website:
2013
247
Targets
2014
208
2015
(includes 118
cities/mun in
ARMM)
23. Gameplan for Competitiveness

National Competitiveness Council (NCC)
Mr. Guillermo Luz
Co-Chairman, NCC
Email: gm.luz@competitive.org.ph
http://www.competitive.org.ph/doingbusiness/
The NCC is actively engaged in implementing the Gameplan for Competitiveness aimed at improving the ease
of doing business in the country. The Philippines currently ranks No. 138 out of 185 economies in the IFCs
Ease of Doing Business Report and is No. 8 out of 9 countries in ASEAN. The Gameplan is designed to bring
the Philippines from the bottom-third of the rankings to the top-third by 2016. Further, President Aquino signed
Administrative Order No. 38 creating an inter-agency task force to initiate, implement, and monitor ease of
doing business reforms. The order provides for the inclusion of these targets in the performance-based incentive
system of all agencies concerned. This will ensure that targets are formally adopted and implemented. The Ease
of Doing Business report comprises 10 indicators, as follows:
1. Starting a Business
Measures all procedures officially required, or commonly done in practice, for an entrepreneur to start up or
incorporate and formally operate an industrial or commercial business, as well as the time and cost to complete
them and the paid-in minimum capital requirement. In the Philippines, this typically requires transacting with
the Department of Trade and Industry, Securities and Exchange Commission, Bureau of Internal Revenue,
Social Security System, PhilHealth, and Pag-Ibig (Home Mutual Development Fund).
2. Dealing with construction permits
Measures all procedures, cost and time required for a business in the construction industry to build a structure.
For IFC comparison purposes, the construction of a warehouse is used as the standard case across 185
economies. These procedures include submitting all relevant project-specific documents to the authorities;
obtaining all necessary clearances, licenses, permits and certificates; completing all required notifications; and
receiving all necessary inspections, obtaining connections for water, sewerage and a fixed landline.
3. Getting Electricity
Takes into account all procedures, cost and time required for a business to obtain a permanent electricity
connection and supply for a standardized warehouse. These procedures include applications and contracts with
electricity utilities, all necessary inspections and clearances from the utility and other agencies and the external
and final connection works.
28
4. Registering Property
Records the full sequence of procedures necessary for a business (buyer) to purchase a property from another
business (seller) and to transfer the property title to the buyers name so that the buyer can use the property for
expanding its business, use the property as collateral in taking new loans or, if necessary, sell the property to
another business.
5. Getting Credit
Measures the legal rights of borrowers and lenders with respect to secured transactions through one set of
indicators and the sharing of credit information through another. The first set of indicators measures whether
certain features that facilitate lending exist within the applicable collateral and bankruptcy laws. The second set
measures the coverage, scope and accessibility of credit information available through public credit registries
and private credit bureaus.
6. Protecting Investors
Measures the strength of minority shareholder protections against directors misuse of corporate assets for
personal gain. The indicators distinguish three dimensions of investor protection: transparency of related-party
transactions (extent of disclosure index), liability for self-dealing (extent of director liability index) and
shareholders ability to sue officers and directors for misconduct (ease of shareholder suits index).
7. Paying Taxes
Records the taxes and mandatory contributions that a medium-sized company must pay in a given year as well
as measures of the administrative burden of paying taxes and contributions. Taxes and contributions measured
include the profit or corporate income tax, social contributions and labor taxes paid by the employer, property
taxes, property transfer taxes, dividend tax, capital gains tax, financial transactions tax, waste collection taxes,
vehicle and road taxes, and any other small taxes or fees.
8. Trading Across Borders
Measures the time and cost (excluding tariffs) associated with exporting and importing a standardized cargo of
goods by sea transport. All documents needed by the trader to export or import the goods across the border are
also recorded. For exporting goods, procedures range from packing the goods into the container at the
warehouse to their departure from the port of exit. For importing goods, procedures range from the vessels
arrival at the port of entry to the cargos delivery at the warehouse. To make the data comparable across
economies, it is assumed that the traded product travels in a dry-cargo, 20-foot, full container load. It weighs 10
tons and is valued at $20,000. It also has to be the economys leading import and export product.
9. Enforcing Contracts
Measures the efficiency of the judicial system in resolving a commercial dispute. The data are built by
following the step-by-step evolution of a commercial sale dispute before local courts. The data are collected
through study of the codes of civil procedure and other court regulations as well as surveys completed by local
litigation lawyers and by judges. For global comparison purposes, the standard case used is the collection of a
receivable by a seller who files a case against a buyer who refused to pay for delivered goods on the grounds
that the delivered goods were not of adequate quality.
29
10. Resolving Insolvency

Studies the time, cost and outcome of insolvency proceedings (measured in recovery terms as cents per dollar)
involving domestic entities. The data are derived from questionnaire responses by local insolvency practitioners
and verified through a study of laws and regulations as well as public information on bankruptcy systems.
Targets (2013-2014)*
Steps: 10, Days: 10
Steps: 16, Days: 71
Steps: 4, Days: 36
Steps: 6, Days: 21
Depth of credit info index: 5
Strength of legal rights index: 9
Extent of disclosure index: 7
Protecting Investors
Extent of director liability index: 9
Ease of shareholder suits index: 10
Payments (number): 14
Paying Taxes
Time (hours): 193
Documents to export (number): 5
Trading Across Borders
Time to export (days): 7
Documents to import (number): 6
Time to import (days): 7
Steps: 34
Enforcing Contracts
Days: 400
Time (years): 2.7
Resolving Insolvency
Cost (% of estate): 36
Recovery rate (cents per $): 42.4
* 2015 targets to be determined based on IFC Doing Business Survey results

Starting A Business
Dealing With Construction Permits
Getting Electricity
Registering Property
Getting Credit
Sub-outcome 2.4. Enhanced delivery of justice

Initiative:
Contact Person:
24. National Justice Information System (NJIS)

Asec. Geronimo L. Sy
Assistant Secretary, DOJ
Email: glsy@doj.gov.ph
The NJIS is a seamless knowledge-based and knowledge-driven database and portal that will solve the
information gaps and address collaboration issues in the criminal justice system. It is anchored on a national
connectivity platform that links justice sector agencies for a holistic approach to crime prevention and
resolution. Data on crimes, offenders, victims, law enforcement, courts, corrections and other fields are
collected, analyzed and inputted for appropriate policy and operational responses. It will adopt a data exchange
mechanism and a robust architecture that allows full functionality across inter-Agency, inter-Department and
inter-Branch processes. It has both an external and internal component to address the classic problem of
matching resources with requirements. It consists of Law Enforcement, Corrections and Judiciary clusters and
will be done in phases.
The Phase 1 components (2012-2014) includes: a) establishment of databases, systems and process linkages of
the agencies related to law enforcement and corrections, and b) development of the initial NJIS portal.
30
After establishing the interconnection of the different running databases among the justice sector agencies, cross
matching the identity of the person appearing from various databases is a foreseen problem. With this,
capturing the 10-print fingerprint of the person entering in any of the information systems becomes a necessity.
This will then be integrated in the NJIS master database through its Automated Fingerprint Identification
System (AFIS). Said integrated AFIS will be the major source for matching and identifying the person through
the fingerprints captured from the different agencies. Thus, verification of the names appearing from the
different databases, as to whether the person is one and the same or is simply using an alias to escape the law,
becomes easier. Future plans of interconnecting with FBI and Interpol are also being considered to strengthen
and ensure the security of the Philippine borders. The NJIS-AFIS is proposed in 2016 after all the member
agencies built their individual application systems.
Milestones
Procurement of NJIS software

Bureau of Immigration Information System deployed
Complaint-Case Information System (CCIS) implemented
nationwide
Operational Inmate Management Information System (IMIS)
One-clearance system for NBI and PNP implemented
Implementation/roll-out of NPS-Complaint Information System
Connectivity of Law Enforcement and Corrections Clusters
established
Bureau of Jail Management Information System
Connectivity with court system established
Initiative:
Contact Person:
2013
Targets
2014
February
March
October
2015
December
December
December
March
December
December
25. Justice Sector Initiative

Supreme Court (SC), Department of Justice (DOJ), Department of the
Interior and Local Government (DILG)
Asec. Geronimo L. Sy
Assistant Secretary, DOJ
Email: glsy@doj.gov.ph
The justice sector agencies have agreed to work together and establish a Justice Sector Coordinating Council
(JSCC) composed of the SC, DOJ, and DILG. A JSCC Strategic Plan for 2012-2016 was formulated that
embodies that strategies and direction for justice system reforms. A key reform identified by the JSCC is
institutionalizing simplified and coordinated criminal justice processes. This will redound to case decongestion,
increased institutional efficiency and integrity, decreased cost of justice, and improved crime solution and
conflict resolution. The project involves harmonization of data forms and core business processes (i.e.,
investigation, case build up, adjudication, detention, and corrections) by the different criminal justice agencies.
31
Milestones
Harmonized/simplified data forms for inter-agency

processes
Published integrated anti-corruption enforcement
manual
Rationalized inter-agency criminal justice
procedures
Published integrated book of criminal justice forms
and procedures
2013
Targets
2014
April
2015
June
August
December
2013
Percentage of NBI cases investigated with final

recommendation within the specified time
Percentage of criminal complaints for preliminary
investigation pending within 120 days
Percentage of prosecutions with favorable
judgments
Targets
2014
86%
2015
86%
51%
60%
75%
80%
Outcome 3. Intensified anti-corruption measures

Sub-outcome 3.1. Greater accountability of public servants
Initiative:
Prosecution of High-Profile Corruption Cases

(Subsumed under the Justice Sector Initiative)
Inter-Agency Anti-Graft Coordinating Council (IAAGCC)
Members - Commission on Audit (COA), Civil Service Commission
(CSC), Office of the Ombudsman (OMB), Department of Justice (DOJ),
National Bureau of Investigation (NBI)
The initiative will harmonize the anti-corruption enforcement processes undertaken by IAAGCC members to
improve inter-operability, efficiency, and effectiveness among law enforcers, investigators and prosecutors. It
will address bottlenecks and redundancies, clarify and focus on agency roles, and establish/strengthen
coordination. Composite investigating teams from the member agencies will be formed to conduct
comprehensive case build-up starting with select high profile officials.
The rationalized, harmonized, and institutionalized inter-agency processes are expected to result in the filing of
strong cases against the most serious corrupt government officials in a collaborative and expeditious manner.
The solid evidence gathered and organized will also facilitate prosecution and securing high level convictions in
court. This would positively influence the perception of corruption in the Philippines.
Milestones
Rationalized/harmonized inter-agency procedures on

anti-corruption enforcement
Integrated anti-corruption enforcement manual
launched
2013
Targets
2014
April
2015
June
32
10 high profile corruption cases investigated and

filed
Initiative:
Contact Person:
Website:
December
26. Revenue Integrity Protection Services (RIPS) Program

Deputy Director Atty. Ma. Bianca Ofelia E. Sison
Revenue Integrity Protection Service, DOF
Email: msison@dof.gov.ph
http://www.rips.gov.ph/
The RIPS is the anti-corruption arm of the DOF that investigates allegations of corruption in the department and
its attached agencies. Its primary functions per Executive Order No. 259, s. 2003 are to investigate allegations
of graft and corrupt practices, conduct lifestyle checks, and file the necessary criminal, civil and/or
administrative complaint. Having an important role to play in maintaining integrity in revenue collection, RIPS
became recipient of a grant under the Millennium Challenge Compact. The aim of the Compact grant is to
increase the capacity of RIPS to detect and investigate allegations of graft and corruption. RIPS has identified
two key initiatives towards integrity development, to wit: a) increasing RIPS capacity to develop lifestyle
cases, and b) enhancing the integrity of the bureaucracy (or build up the image of the bureaucracy).
Number of Personnel Investigated

Number of Personnel Charged
Initiative:
Contact Person:
2013
60
30
Targets
2014
72
37
2015
72
37
27. Income and Asset Declaration System (IADS) Project

Office of the Ombudsman (OMB)
Director Dennis Russell D. Baldago
Project Management Bureau, OMB
Email: dbaldago@yahoo.com; ddbaldago@ombudsman.gov.ph
projectmanagementbureau@ombudsman.gov.ph
Under Republic Act 6713 or the Code of Conduct and Ethical Standard for Public Officials and Employees,
government workers are required to file their Statement of Assets, Liabilities, and Net worth (SALN) within 30
days after assumption of office, or on or before April 30 of every year. Failure to file SALN is punishable with
suspension of up to six months and dismissal from the service for the second offense. To combat corruption and
promote accountability and ethical standards in the public service, the OMB embarked on improving the
efficiency, effectiveness, and credibility of the Income and Asset Declaration System (IADS). The new system
will basically change the procedure in the filing of the document from manual to electronic to enhance the
monitoring and enforcement of the SALN requirements. This will also improve public access to the SALNs.
The project consists of the following activities:
1. Comprehensive Assessment of the Asset Declaration System
a) Review of the implementation process of the incomes and asset declaration system in comparison to the
existing policies, manuals, and procedures.
33

b) Analysis of factors, which influence the implementation of the income and asset declaration system.
c) Identify the major political economy constraints, opportunities, and underlying factors and issues
associated with the income and asset declaration system and explore politically feasible options to
enhance the system.
2. Design and Development of IT Based Income and Asset Declaration System
a) Technical diagnosis of the existing SALN database and other information technologies in the income
and asset declaration system.
b) Needs assessment to determine user requirements and functional objectives of a new SALN database
and information system.
c) Design and development of a new SALN database, information system, and related training modules.
3. Enhancement of Institutions, Structures, and Business Processes of the Asset Declaration
System
a) Preparation of a detailed proposal for redesign and revision of institutional arrangements, organizational
structures, and business processes laying out key institutional, structural, procedural, and staffing
changes at each of the stages of implementation of the asset declaration system.
b) Design and provision of a training program on new asset declaration business processes and procedures.
c) Preparation and execution of a communications strategy to support organization change related to asset
declaration.
Milestones
2013
Comprehensive assessment of Income and Asset Declaration System

conducted
Design of an IT-based Income and Asset Declaration System
developed
Targets
2014
December
2015
December
Sub-outcome 3.2. Intensified efforts to prevent smuggling and tax evasion

Initiative:
Contact Person:
28. Run After the Smugglers (RATS) Program

Department of Finance (DOF) Bureau of Customs (BOC)
Deputy Commissioner Ma. Edita Z. Tan
Revenue Collection Monitoring Group, BOC
Email: meztan@dof.gov.ph
In 2005, the DOF, in coordination with the BOC launched the RATS Program. Aimed at filing criminal cases
against smugglers at the rate of two (2) cases each month, the program covers the monitoring/profiling, casebuilding and prosecution of smugglers. This program was designed to convey the message that the government
is serious in its campaign against smugglers and other violators of the Tariff and Customs Code of the
Philippines (TCCP) and related laws and it shall aggressively pursue criminal cases against those behind the
nefarious activity. Companies and personalities involved in such activities shall be prosecuted and dealt with
accordingly.
Number of smuggling cases filed

Number of cases for profiling and case building
2013
24
48
Targets
2014
24
48
2015
24
48
34
Initiative:
Contact Person:
29. Run After Tax Evaders (RATE) Program

Department of Finance (DOF) Bureau of Internal Revenue (BIR),
Deputy Commissioner Estela V. Sales
Legal and Inspection Group, BIR
Email: estela.sales@bir.gov.ph
The RATE Program seeks to identify and prosecute high-profile tax evaders, through the investigation of largescale violations of the Tax Code. Specifically, the program aims to: 1) Generate the maximum deterrent
effect on the taxpaying public by impressing the fact that tax evasion is a crime and violators will be
caught and punished, 2) Enhance voluntary compliance among taxpayers, and 3) Promote the confidence of the
public in the tax system.
With the aid of an extensive information campaign, as well as periodic news reports in the print and broadcast
media on the prosecution of prominent individuals or entities found to be engaged in tax fraud schemes. The
RATE Program has emerged as an effective deterrent against tax evasion. In addition to enhancing voluntary
compliance, the Program has also served to emphasize the Bureaus constant reminder to the public that tax
evasion is a criminal offence punishable under the law.
Unlike the other programs of the Bureau which are designed for revenue generating purposes as a means to
achieve the Bureaus collection goal, the RATE Program aims to investigate, prosecute and convict tax evaders
and other violators of the National Internal Revenue Code (NIRC) of 1997.
Number of cases filed

Number of cases investigated
Number of cases prosecuted
Initiative:
Contact Person:
2013
36
36
36
Targets
2014
36
36
36
2015
36
36
36
30. Bureau of Customs Reform Project

Department of Finance (DOF) Bureau of Customs (BOC)
Commissioner John Phillip Sevilla
Commissioner, BOC
Email: sevilla.customs@gmail.com
This initiative is being implemented in various phases, which include the appointment of new BOC Deputy
Commissioners and the creation of two new offices in DOFthe Customs Policy Research Office (CPRO) and
the Office of Revenue Agency Modernization (ORAM). The CPROs main task is to help improve revenue
collections of the BOC by providing necessary policy and procedural and legislative reforms. It is the think tank
for the Bureau. On the other hand, the ORAM is the strategy and change management unit of the DOF for the
revenue generating agencies. The role of ORAM is to implement system and process enhancements, and
formulate a Code of Ethics to improve the integrity and performance of revenue generating agencies such as the
BOC and the BIR.
The reforms will be implemented in phases:
Phase 1
Phase 2
1. Issuance of EOs to lay down
1. Appointment of new Deputy
Phase 3
1. Competent persons from the
35
framework of Customs
Reform.
- Creation of DOF-CPRO
for analysis and
streamlining of customs
policies and legislation
- Creation of DOF-ORAM
as Change Agent
2. Recall to Mother Units of
detailed personnel
Commissioners
2. Collectors and other BOC
Personnel detailed to DOFCPRO
Amount of revenue collection
private and public sector will

be appointed to the ORAM
2. ORAM Personnel detailed to
BOC to implement changes
and improvements
2013
Targets
2014
PhP408 B
2015

Sub-outcome 4.1. Greater support for the passage of priority legislations
Priority Legislative Measure: 1. Amendments to the Ombudsman Act
Lead Agency:
Office of the Ombudsman
The Ombudsmans Act of 1989 or Republic Act No. 6770 provides the directive for the functional and
structural organization of the Office of the Ombudsman. Amendments to the current law to strengthen the
institutional capacity of the Office were proposed that will cover, among others, the powers and functions of the
Ombudsman and fiscal autonomy of the Office. Specifically, this includes strengthening the subpoena powers
and contempt powers of the Ombudsman, which will include access to bank records. Further, the amendment
will allow for the immediate implementation of Ombudsman decisions even during election period and
protection for whistleblowers in corrupt cases as well as immunity for Ombudsman investigators, complainants
and witnesses from criminal, administrative, and civil suits.
Priority Legislative Measure: 2. Freedom of Information Bill

Lead Agency:
Office (PCDSPO)
The proposed Freedom of Information Act aims to mandate the disclosure of public documents. The proposed
bill also outlines the exceptions for public disclosure and the procedures for accessing public documents. The
Technical Working Group for the Administration Bill agreed to a number of balancing amendments proposed
by advocates (such as but not limited to the Right to Know, Right Now Coalition) to address possible
government abuse of the exceptions. There are also specific procedures for access remedies in case of denial,
and provision for the Freedom of Information Manual or the Peoples Ownership of Government Information
Manual.
Priority Legislative measure: 3. Civil Service Code

Lead Agency:
Civil Service Commission (CSC)
36

The pursuit for this priority legislation has been announced by the President during the 2013 State of the Nation
Address (SONA). Currently, CSC is reviewing the versions of the Code filed in previous Congresses. A
Technical Working Group (TWG) was created to expedite the review and coordinate with Office of the Chief
Presidential Legal Counsel (OCPLC).
Priority Legislative measure: 4. Retirement Benefits and Pension Law for Uniformed Personnel
Lead Agency:
The bill aims to reform the pension system covering the Armed Forces of the Philippines and the Philippine
National Police to address sustainability concerns. The bills provisions include the removal of the indexation of
retirement benefits and pension to the salaries of those in active duty. Instead, DBM and DOF shall be tasked to
periodically review these rates and recommend increases for the approval of the President. It will also
deactivate the AFP Retirement and Separation Benefits System (AFP-RSBS). New entrants into the system will
contribute 9% of their monthly compensation while their employer will contribute 18%. There is also a
proposal to return contributions to the AFP-RSBS of active personnel. Any deficiency in funding will be
provided by the national government.
Priority Legislative measure: 5. Whistleblowers Protection Act

Lead Agency:
The proposed bill seeks to aid in the prosecution of corrupt and erring public officials and employees through
the provision of protection and reward for whistle blowers. It proposes to create a Whistle Blower Protection
Council chaired by the Over-all Deputy Ombudsman. The council shall evaluate the qualification of
whistleblowers and administer the provision of benefits and protection for them. Rewards of up to P400,000
plus 10% of any amount recovered will be provided to whistleblowers. It also grants whistleblowers immunity
from liability for disclosures made under this bill.
Priority Legislative measure: 6. Amendments to the Witness Protection, Security, and Benefit Act
Lead Agency:
The Witness Protection, Security, and Benefit Act or Republic Act No. 6981 was approved in 1991. This law
affirms the duty of the government to secure witnesses of crimes and their families whose lives may be
endangered. The current law needs to be amended in order to improve the conditions and procedures for
providing protection and assistance to a witness during investigation and prosecution. Salient features of the bill
include a separate witness protection program for legislature, the coverage of law enforcers under certain
circumstances, additional responsibilities on the part of witnesses, additional education benefits for dependents,
automatic immunity from criminal prosecution, and immediate termination of protection benefits upon breach
of MOA by witness.
Priority Legislative measure: 7. Fiscal Responsibility Bill

Lead Agency:
The proposed bill seeks to strengthen fiscal discipline in the public sector. It prescribes a set of principles that
promote fiscal sustainability and prudent spending by ending the proliferation of unfunded laws through the
implementation of an off-setting mechanism. It also seeks to institutionalize the Performance-Informed
Budgeting started in 2013. Salient provisions of the bill are the inclusion of major final outputs and
performance indicators in the formulation of the annual budget to be passed by Congress, restriction on the
37

release of Personnel Services appropriations based on the information provided in the Government Manpower
Information Service, and all expenditure bills to be passed by Congress must be offset by measures that provide
for a permanent increase in revenue or a permanent reduction in other expenditures.
Priority Legislative measure: 8. Criminal Investigation Bill

Lead Agency:
The proposed bill seeks to strengthen, streamline and rationalize the criminal investigation process in the
country by instituting the following major reforms: 1) harmonize and integrate the functions of the investigating
law enforcer and the investigating prosecutor in criminal investigations, 2) repeal Republic Act No. 5180, the
law which presently governs the conduct of preliminary investigations. Ultimately, this Bill seeks to streamline
the criminal investigation process by providing only two simple steps: criminal investigation, and preliminary
hearing.
Priority Legislative measure: 9. Criminal Code

Lead Agency:
The proposed bill aims to amend the Revised Penal Code of the Philippines.
III.
The Open Government Partnership-Philippines
In 2011, the Philippines became one of the founding members of the Open Government Partnership (OGP). The
OGP is a multilateral initiative that aims to secure concrete commitments from governments to promote
transparency, empower citizens, fight corruption, and harness new technologies to strengthen governance. In the
spirit of multi-stakeholder collaboration, OGP is overseen by a Steering Committee including representatives of
governments and civil society organizations.
To become a member of OGP, participating countries must endorse a high-level Open Government Declaration,
deliver a country action plan developed with public consultation, and commit to independent reporting on their
progress going forward. The country action plan should adhere to at least two of the five OGP grand
challenges, which are: 1) improving public services, 2) increasing public integrity, 3) more effectively
managing public resources, 4) creating safer communities, and 5) increasing corporate accountability.
From the priority initiatives in the Governance Cluster Action Plan, 9 were identified as commitments to the
OGP. These commitments will take on the grand challenges of increasing public integrity, more effectively
managing public resources, and improving public services delivery.
No.
1
Commitment
Sustain transparency in national government
plans and budgets
Program: Transparency Seal
Support for the passage of legislations on
access to information and protection of
whistleblowers
Implementing
Agencies*
Increasing
Public
Integrity
PCDSPO
PCDSPO,
DOJ, PLLO
More
Effectively
Managing
Public
Resources
Improving
Public
Service
Delivery
38
No.
3
4
5
6
Commitment
Engage civil society in public audit
Program: Citizens Participatory Audit
Enhance performance benchmarks for local
governance
Program: Seal of Good Local Governance
Enhance the government procurement system
Program: PhilGEPS Modernization
Strengthen grassroots participation in local
planning and budgeting
Program: Grassroots Participatory Budgeting
Provide more accessible government data in a
single portal and open format
Program: Open Data Philippines
Initiate fiscal transparency in the extractive
industry
Program: Philippine Extractive Industries
Transparency Initiative
Improve the ease of doing business
Program: Gameplan for Competitiveness
Total number of initiatives
Implementing
Agencies*
Increasing
Public
Integrity
More
Effectively
Managing
Public
Resources
COA
DILG
DBM
DILG, DBM,
DSWD, NAPC

PCDSPO,
DBM, OPS
DOF
Improving
Public
Service
Delivery

NCC

7
39
Annex A. Updating the 2013-2016 Governance Cluster Action Plan
The Governance Cluster Action Plan was updated to reflect the new initiatives of various government agencies
for good governance. Last March 2013, an assessment of the 2012 Plan was conducted through consultation
with government and non-government stakeholders. The results of the assessment was published on-line and
served as basis for the updated Plan.
Various activities were conducted in updating the Plan. These include consultations with implementing
agencies, the Cabinet members, and CSO partners. On-line consultation was also conducted by setting up a
temporary website where the public can access the draft Plan and provide their comments.
Engagement with NEDA was conducted to harmonize the Plan with the Philippine Development Plan,
specifically on the Chapter for Good Governance and the Rule of Law.
Activities conducted in 2013
2012 Governance Cluster Plan Assessment Workshop
Posting of Assessment Report in www.gov.ph
Phl-OGP Steering Committee Meeting
FGD on Local Governance
Governance Cluster Technical Working Group Meeting
Consultation with government agencies to identify targets
Presentation of draft priority outcomes to other stakeholders: Working Group on
Anti-Corruption of the NCC, Working Group on Decentralization of the Phil.
Development Forum, Inter-Agency
Posting of draft Plan for on-line public consultation
(governancecluster.wordpress.com)
Consultation with CSOs on the draft Plan
Engagement with NEDA Planning Committee to harmonize the Governance
Cluster Plan with the Chapter on Good Governance in the Phil. Development Plan
March 14
April 5
April 11
May 17
June 18
July to September
July to September
Aug. 29
Sept. 4 (Manila),
Sept. 24 (Davao)
July to December
40
Annex B. Monitoring Plan
The DBM, assigned as Secretariat of the Governance Cluster per Executive Order No. 43, will undertake the
monitoring of the Plan. Specifically, the Secretariat will perform the following functions:
1.
2.
3.
4.
5.
Assess the progress of Plan implementation

Facilitate sharing of information among cluster members
Undertake necessary measures to fast-track project implementation, where possible
Conduct or manage external assessment or validation studies, as needed
Provide report on Plan status to the Cluster members and to the President
The Secretariat will track the progress of the project in terms of: 1) achievement of key performance indicators
(KPIs), and 2) timeliness in the conduct of planned activities. Submission of Project Status Reports (PSRs) will
be required on a monthly basis. The stoplight reporting system will be used in reporting project progress. The
system uses colors to signify the status of the project, as follows:
Color
Status
Remarks
On schedule
On-time
implementation
Delayed
Delayed for 3 months

or less
Very delayed
Delayed for more than

3 months
No movement
No clear workplan,
target, or process
Green
Orange
Red
Black
Quarterly assessment workshops will be convened for implementing agencies and partner civil society
organizations. These workshops will serve as venues to report project status, identify solutions for challenges in
project implementation, and share information among government and non-government stakeholders. Finally, a
year-end assessment will be conducted 12 months after the approval of the Plan to evaluate project results and
see how the projects collectively contribute to the goals of the Governance Cluster.
The Governance Cluster website will be the repository of the Plan, project reports, outputs and other related
documents of the Cluster. The website features project dashboards and graphical presentations of selected
performance indicators. The website also serves as a feedback mechanism for the public.
41

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Governance Cluster Action Plan 2013-2016

Good Governance and Anti-Corruption Cabinet Cluster

Priority Outcomes for 2013-2016

Initiatives in the 2013-2016 Governance Cluster Action Plan

The Open Government Partnership-Philippines

Updating the 2013-2016 Governance Cluster Action Plan

Governance Cluster Action Plan 2013-2016

Annual Enterprise Survey on Corruption

Governance Cluster Action Plan 2013-2016

Government Integrated Financial Management Information System

International Organization for Standardization

Governance Cluster Action Plan 2013-2016

Public Financial Management Assessment Tool

Governance Cluster Action Plan 2013-2016

Transparent, accountable, and participatory governance

The Governance Cluster is tasked to pursue the following:

Department of Budget and Management (DBM)

Governance Cluster Action Plan 2013--2016

To achieve the goals of the Governance

Governance Cluster Action Plan 2013-2016

Sub-Outcome 1.2. More meaningful citizens participation in governance processes

Outcome 2. Strengthened public sector performance

Sub-Outcome 2.2. Improved performance management and monitoring systems

Governance Cluster Action Plan 2013-2016

Sub-Outcome 2.3. Enhanced delivery of frontline services

Sub-Outcome 2.4. Enhanced delivery of justice

Outcome 3. Improved anti-corruption measures

Sub-Outcome 3.2. Intensified efforts to prevent smuggling and tax evasion

Governance Cluster Action Plan 2013-2016

Initiatives in the 2013-2016 Governance Cluster Action Plan

Governance Cluster Action Plan 2013-2016

21. Philippine Quality Award (PQA) for the Public Sector**

Governance Cluster Action Plan 2013-2016

DETAILED PROFILES AND TARGETS PER INITIATIVE

Percentage of NGAs fully complying with the Transparency Seal

2. Philippine Government Electronic Procurement System

Governance Cluster Action Plan 2013-2016

Modernized PhilGEPS-Phase 1 developed

Percentage of NGAs registered

3. National Government Portal

Governance Cluster Action Plan 2013-2016

Undersecretary Manuel L. Quezon III, PCDSPO

Multi-platform system to gather feedback launched

Number of unique visitors

4. Open Data- Philippines

Governance Cluster Action Plan 2013-2016

Government and public consultations conducted

Percentage of major Departments that published at least 5 datasets

5. LGU Disclosure Portal

Governance Cluster Action Plan 2013-2016

Reduction and Management Fund

6. Extractive Industries Transparency Initiative (EITI)

Work plan supporting the objectives of EITI implementation in the

Governance Cluster Action Plan 2013-2016

Trainings on stakeholders on the EITI process conducted

Sub-outcome 1.2. More meaningful citizens participation

7. Citizens Participatory Audit (CPA)

Communications Plan and Shared Agenda Building Plan developed

8. Grassroots Participatory Budgeting

Governance Cluster Action Plan 2013-2016

9. Civil Society Engagement in the National Budget Process

CSO directory and profile developed and annually updated

Number of stakeholders gathering initiated

Governance Cluster Action Plan 2013-2016