ANNEX A - PPP Center

ANNEX A

September 18, 2020via MS Teams

2020 Management Review

Objective

To determine and evaluate PPP Center QMS, need for change, and suitability and continued relevance of existing policies and objectives.

Program of Activities

TIME ACTIVITY RESPONSIBLE PERSONACTION

REQUIRED

9:00 AM Welcome Remarks ED Ferdinand Pecson

ISO Steering Com

Chairperson

9:10 AM Status of Actions from previous Management

Review

Vilma del Rosario

Quality Manager

For information

9:20 AM Results of Internal Audit Lina Caraan

Lead Auditor

For discussion

10:00 AM QMS Updates by Service on:

a) Changes in External and Internal issues

b) Updates on Service Risk Assessment

Matrix

c) Summary of Customer Satisfaction and

Feedback from Stakeholders

d) Issues concerning the performance of

External Providers (if any)

e) Report on change management (if any)

f) Resource needs (Human Resource)

PDS, PDMFS,

PFPEMS, CBKMS, LS,

ADS, CPDD

For information

12:00 Noon LUNCH BREAK

01:00 PM Updating of PPPC Risk Assessment Matrix ManCom/ Participants For discussion

02:00 PM Adjournment

Status of Action from Previous Management Review

AGREEMENTSRESPONSIBLE

UNIT

ACTIONS TAKEN

AS OF AUGUST 31, 2020

1. Revise the Library Policy to include a

provision that will provide the Center the

flexibility of uploading information in the website

without seeking IA’s approval, provide that the

information is not confidential.

KMD

Closed

The PPPC Knowledge Hub: General

Policies and Procedures was revised.

2. File naming conversion

Explore other ways in achieving the objective of

“allowing quick and easy access and retrieval to

digital information to the different members of

the organization.” MISD

Closed

KMD conducted a survey in 2019 to

get the inputs of Services to improve

the guidelines. Minor revisions were

made on the project codes of PDS,

PMD and PED.

Agreed to retain the file naming

convention with the use of

Sharepoint.

3. Non-inclusion of personnel assigned to

ensure nominations for each award category for

the outstanding Public Officials and Employees

to be submitted to the Civil Service Commission HRD

Closed.

Amended PPPC Office Circular No. 8-

2011.

Adoption of applicable provisions of

CSC MC No. 1-2019 relating to

National Awards

Status of Action from Previous Management Review (cont.)

AGREEMENTSRESPONSIBLE

UNIT

ACTIONS TAKEN

AS OF AUGUST 31, 2020

4. Enhance the job description for the new

Supervising Administrative Officer which will

include the preventive maintenance program for

vehicle and its monitoring of compliance.

GSD Closed.

Job description of SAO was

updated.

5. Complete the proper labelling/tags of laptops

and other office equipment.

GSD Closed.

20 remaining assets for tagging

done.

6. Request for additional plantilla positions

Services to provide their list of requests of

additional plantilla positions for HRD to

consolidate it.

HRD/CPDD Closed.

15 priority positions for 2020 were

submitted to DBM for creation .

4 positions are for reclassification

1 position is for transfer

Changes in the management system

Scope of QMS 1. Inclusion of 8.3 Design and Development to the QMS - Upon

review of the applicability of ISO requirement 8.3, there are

processes that apply the requirement (e.g. Policy

Formulation, Capacity Building)

2. Exclusion of 7.1.5.2 requirement - There was no measuring

equipment being used to monitor or measure a process

Audit method 3. On-site and remote audit activities

Audit Plan 4. A focused audit per process (instead of per Service)

5. Inclusion in the audit of the Procurement Process and

Business Continuity Management

THANK YOU!

ANNEX B


September 18, 2020MS Teams Link

2020 Internal Audit Report

Highlights of ISO Internal Audit

• Audit Scope - 17 Processes (Core and Support)

• Audit Method - Remote and onsite

• Audit Period - July 20 to September 8, 2020

• Internal Auditors – 8, 1 LA, 1 IAA

• Positive Findings - all got positive (1 to 5 best practices)

• Opportunities for Improvement – 73 (2 to 7 Clauses)

• Non Conformity – 37 (11 processes)

(6 processes - none)

2020 Internal Audit Findings

Audit Criteria/ISO 9001:2015 Clause8

No. of Process

OFI NC

4.1. Understanding the Organization and its

Context

1

4.2 Needs and Expectations of Interested Parties 5 2

4.4 QMS & its Processes 14 3

6.1 Actions to Address Risks 13 1

6.2 Quality Objectives and Planning 6 1

6.3 Planning of Changes 2

7.1.6 Organizational Knowledge 1

7.4 Communication 1

7.5.2 Creating and Updating of Documented

Information

3 2

7.5.3 Control of Documented Information 10 5

7.5.3.1 Control of Documented Information

(Storage / Labelling)

1

2020 Internal Audit Findings

Audit Criteria/ISO 9001:2015 Clause8No. of Process

OFI NC

8.3.5 Design and Development 1

8.4. Control of Externally Provided Services 1

8.5.2 Identification and Traceability 1

8.5.3 Property Belonging to Customer/External

Client

1

9.1.1 Performance Evaluation 4

9.1.2 Client Satisfaction 6 8

9.1.3 Analysis and Evaluation 1 2

9.3.1 Management Review 1

9.2 Internal Audit 3 8

Status of Corrective Action Report (CAR)

Findings (NC)

CorrectionCorrective

Action

Status of Correction

/ Corrective

Action

Capacity Building 4 4 4 2 Closed

2 Open

Project Development 1 1 Open (Q4)

Provision of Legal

Support

3 3 2 Closed

1 Open

(next

PGBM)

Policy Formulation 1 1 1 Open

(Within

Sept.)

Knowledge

Management

2 2 2 Closed


ProcessFindings

(NC)Correction

Corrective Action

Status of Correctio

n / Corrective

Action

Corporate Planning and

Development

8 1 11 For

validation

Physical Resources

Management and

Provision of General

Services

3 3 Open (for

validation

- starting

Sept. 14)

Conduct of Procurement

Activities

2 2 Open (for

validation

- starting

Sept. 14)

Management of

Information Systems

2 2 2 1 closed

1 open


ProcessFindings

(NC)Correction

Corrective Action

Status of Correctio

n / Corrective

Action

Management

Responsibility

3

Internal Audit 8 3 4 Open

THANK YOU!

ANNEX C

2020 Mid-Year Assessmentand Planning

June 30, 2020

PROJECT DEVELOPMENT SERVICE

2020 1st Semester Major Accomplishments


SERVICE QUALITY OBJECTIVE

PROGRAM/ PROJECT/ ACTIVITY

OUTPUT / ACTUAL ACCOMPLISHMENT

DATEACCOMPLISHED

To ensure well-defined

Project Concept Notes

from Implementing

Agencies/ Local

Government Units

Assistance during Project

Development Stage

1st Sem Target: 5

Number of PCNs

Reviewed: 10

January – June

2020

To ensure compliance to

Terms of Reference and

completeness of Pre-

feasibility studies, Full

FS, Business Cases,

including ICC PE-Forms;

and also to ensure

completeness and

soundness of Unsolicited

Proposals


Development Stage

1st Sem Target: 4

Number of pre-FS,

full FS, Business

Cases, PE Forms

and Unsolicited

Proposals

Reviewed; and/or

Business Case

Prepared: 18

January – June

2020

Key Result Area: Projects delivered as per expectations



PROGRAM/ PROJECT/ ACTIVITY OUTPUT / ACTUAL ACCOMPLISHMENT

DATEACCOMPLISHED

To ensure

completeness of

project documents

submitted to relevant

approving bodies


Approval Stage

1st Sem Target: 2

Number of JV/

PPP-Vetted

Projects Submitted

to Relevant

Approving Bodies

including Projects

Reviewed that were

submitted directly

to ICC and/or Other

Relevant Approving

Bodies: 5

January – June

2020

To ensure compliance

to BOT Law and other

related framework,

and completeness

and correctness of

tender documents

and contracts


Procurement Stage

1st Sem Target: 1

Number of

Approved Projects

with tender

documents and

contracts reviewed:

3

January – June

2020



OUTPUT / ACTUAL ACCOMPLISHMENT DATE ACCOMPLISHED

Number of PDMF application, TORs (TA or IC) reviewed; including

assistance during contract review and approval (including contract

variations): 7

January – June 2020

Inputs/Comments to Policy Instruments, Position Papers and Other

PPP-related Documents: 11


Meeting with Interested Parties (Investors, Fund Managers, etc.): 8 January – June 2020

No. of Capacity Bldg. Activities attended as Resource Person(s): 14 January – June 2020

No. of MOA signing/execution with New IAs: 5 January – June 2020

No. of Preliminary Market Sounding Activities held: 4 January – June 2020

Others

2020 1st Semester Backlogs




BACKLOGS / UPCOMING ACTIVITIES

JUSTIFICATION FOR UNDER-

ACHIEVEMENT

CATCH-UPPLAN

Key Result Area: : Projects delivered as per expectations

No Backlogs

2020 2nd Semester Major targets

2020 2nd Semester Major Targets



OUTPUTTARGET

DATE

ADDITIONALRESOURCES

NEEDED 2

To ensure well-defined

Project Concept Notes

from Implementing

Agencies/ Local

Government Units

Assistance during

Project

Development

Stage

Number of PCNs

Reviewed

2nd Sem Target: 5

July -

December

2020


to Terms of Reference

and completeness of

Pre-feasibility studies,

Full FS, Business

Cases, including ICC

PE-Forms; and also to

ensure completeness

and soundness of

Unsolicited Proposals

Assistance during

Project

Development

Stage

Number of pre-FS,

full FS, Business

Cases, PE Forms

and Unsolicited

Proposals Reviewed;

and/or Business

Case Prepared

2nd Sem Target: 4

July -

December

2020





OUTPUTTARGET

DATE

ADDITIONALRESOURCES

NEEDED 2

To ensure

completeness of project

documents submitted

to relevant approving

bodies

Assistance

during

Project

Approval

Stage

Number of JV/ PPP-

Vetted Projects Submitted

to Relevant Approving

Bodies including Projects

Reviewed that were

submitted directly to ICC

and/or Other Relevant

Approving Bodies

2nd Sem Target: 2

July -

December

2020


to BOT Law and other

related framework, and

completeness and

correctness of tender

documents and

contracts

Assistance

during

Project

Procuremen

t Stage

Number of Approved

Projects with tender

documents and contracts

reviewed

2nd Sem Target: 1

July -

December

2020


Issues and Challenges, Lessons Learned

and Best Practices

SERVICE QUALITY OBJECTIVE ISSUES & CHALLENGESACTIONS UNDERTAKEN TO ADDRESS THE

ISSUES & CHALLENGES/ LESSON LEARNED/ BEST PRACTICES

a. To ensure well-defined project

concept notes from Implementing

Agencies (IAs)/ Local Government

Units (LGUs)

b. To ensure compliance to Terms of

Reference, and completeness of

Pre-Feasibility Studies; Full

Feasibility Studies; Business Cases

reviewed and/or Unsolicited

Proposals

c. To ensure completeness of project

documents submitted to relevant

approving bodies

d. To ensure compliance to BOT Law

and other related framework, and

completeness and correctness of

tender documents and contracts

e. To timely and accurately respond to

all requests of other services and

offices

• Project continuity

given:

o changes in

leadership

o Internal dynamics

of IAs

• Institutionalized partnership with

local officials via MOA, TAA, etc.

• Partnerships with agencies and

organizations (e.g. NEDA, LCP, etc.)

• Proactive on-boarding meeting with

the new management

• Proposal of concrete next steps for

the projects

• Regular coordination and follow-up,

especially with the top management

• Technical

capabilities

• Formulation of training plan for the

next semester

• Internal knowledge transfer within

PDS via:

o Databank

o Standardized documentation

after each project development

milestone (e.g. bid process

reports, transition memo, etc.)

o Knowledge Sharing Sessions to

be conducted by project

managers who handled

completed projects or projects

with novel / interesting

components that are worth

Issues and Challenges



a. To ensure well-defined Project

Concept Notes from Implementing

Agencies/ Local Government Units

• Lack of or limited

knowledge on how

to accomplish the

PCN

• Conducted more PCN workshops

coupled with site visits, interviews and

preliminary data gathering to help IAs

firm up the project scope

b. To ensure compliance to Terms of

Reference and completeness of Pre-

feasibility studies, Full FS, Business

Cases, including ICC PE-Forms; and

also to ensure completeness and

soundness of Unsolicited Proposals

• Lack of experience

in conducting

Business Case

(both IA and PDS-

PM level)

• Community

quarantine limited

our ability to

conduct the

subsequent project

activities that

require physical

presence in the

LGU site

• Tapped expertise from NCs

• PDS led workshops, site visits,

interviews and preliminary data

gathering (pre-COVID)

• Stakeholders consultations were done

online via written feedback (instead of

interviews); site visits were conducted

by LGU counterparts, as guided by

the documents prepared by the PDS


Service Risk Assessment

Risk Map

CODE RISK EVENT RISK LEVEL

A Risk Event 1 Risk Level

B Risk Event 2 Risk Level

Likelihood

Imp

act

Legend:

Low Moderate High

1 2 3

12

3

See Example of Risk Map in Slide 13

Service Risk Management Matrix

Risk Event : Delay in complying with some assignments/tasks

Risk Level: 4

Root Cause Existing ControlsRisk Treatment/

Opportunity

Owner

(Division / Specific

Person)

Issue on improvement and

standardization of processes.

Some procedures and

processes depend on the

availability of employees

Allows direct consultations

with the Director, if necessary

and urgent

The Director must inform the

Service on the types of

services to be provided to the

IAs and LGUs and limitations

of the Service.

Director

Risk Event : Longer turn-around of project reviews to the IAs/LGUs

Risk Level: 4


Opportunity

Owner


Person)

Lack of manpower to shepherd

implementing agencies and

local government units. Current

PMs handle more projects than

the usual load they should take

Request support and

assistance from the top

management on how to

increase plantilla positions in

the PDS

a. Request for new plantilla

positions from the DBM to

address the shortage in PMs

to handle various project

b. Establish process in the

updated Local PPP Strategy

Director/PPP

Center


Risk Event : Adverse effect in the continuity of project development and implementation

Risk Level: 4


Opportunity

Owner


Person)

Change in the specific policy

directions of a new head of a

government agency which influences

changes in an existing project's

structure and scope.

Change in leadership of the LGUs

which may significantly affect the

continuity of the existing projects

especially at the critical stage.

Continues to provide technical

assistance and advisory services

to IAs and LGUs

a. The Director must instruct the

project managers to regularly

communicate with the IAs and

LGUs.

b. The Director must require the

project managers to monitor the

project.

Director/ PPP

Center

Risk Event : Mismanagement of several projects

Risk Level: 4


Opportunity

Owner


Person)

There are various service level

agreements with IAs and LGUs that

may require different types/ levels of

assistance.

a. Continues to provide technical

assistance and advisory services to IAs

and LGUs, depending on the level of

assistance required by the IAs/LGUs

b. Assigns senior PM and junior PM to a

project

The Director must inform the

Service on the types of services to

be provided to the IAs and LGUs

and limitations of the Service.

Director/ PPP

Center

THANK YOU!

REFERENCE SLIDES

2020 1st Semester Major AccomplishmentsSERVICE

QUALITY

OBJECTIVE

PROGRAM/

ACTIVITY/

PROJECT

KRA / MFO / OUTPUT

/ OUTCOME

UNIT/

PERSON

RESPONSIBLE

DATE

ACCOM-

PLISHED

REMARKS

To ensure

well-

defined

Project

Concept

Notes

from

Implement

ing

Agencies/

Local

Governme

nt Units

Assistance

during Project

Development

Stage

Number of PCNs

Reviewed: 10

PDS Director /

Infrastructure,

Social and LGU

Divisions

1st Sem

2020

LIST OF PROJECT CONCEPT NOTES REVIEWED

1st Semester

1. Kennon Road

2. DPWH Central Office Bldg

3. PhilSys O&M

4. Southern Philippines Medical Center (SPMC) Multi-Level Steel Parking

with Dormitory

5. Cold Chain Project

6. Manolo Fortich Slaughterhouse Project

7. Dahican Zone Sewerage and Water Treatment Facility

8. Iloilo Integrated Government Center and Urban Township Project

9. loilo Sports, Recreation and Wellness Hub Project

10.Iloilo Farm Tourism Destination Development Project


SERVICE

QUALITY

OBJECTIVE

PROGRAM/

ACTIVITY/

PROJECT

KRA / MFO / OUTPUT

/ OUTCOME

UNIT/

PERSON

RESPONSIBLE

DATE

ACCOM-

PLISHED

REMARKS

To ensure

compliance to

Terms of

Reference and

completeness

of Pre-feasibility

studies, Full FS,

Business

Cases,

including ICC

PE-Forms; and

also to ensure

completeness

and soundness

of Unsolicited

Proposals

Assistance

during Project

Development

Stage

Number of pre-FS,

full FS, Business

Cases, PE Forms

and Unsolicited

Proposals

Reviewed: 18

PDS Director /

Infrastructure,

Social and LGU

Divisions

1st Sem

2020


LIST OF PRE-FS, FULL FS, BUSINESS CASES, ICC-PE FORMS AND UNSOLICITED

PROPOSALS REVIEWED

1st Semester

1. Davao Sasa (BOT Unsol)

2. Iloilo-Dumangas Ports (BOT Unsol)

3. Long-term New Water Source Development for Metro Manila Project

4. BGHMC Renal Facility (Final Business Case)

5. CVMC Hemodialysis Center (Final Business Case)

6. QC Ecobridge

7. Tuguegarao City Septage Management Project

8. UP PGH Cancer Care

9. Zamboanga City Seawater Desalination Bulk Water Supply Project (USP reviewed)

10. Unsolicited Proposal for the Modernization of Baguio City Public Market - SM Proposal

11. Unsolicited Proposal for the Modernization of Baguio City Public Market - Robinsons Land Proposal

12. Unsolicited Proposal for the Argao and Delaguete Beach Club Project

13. Unsolicited Proposal for the Zamboanga City CBD Development and Construction of New Airport

14. Iloilo City Slaughterhouse Project (Inception Report)*

15. Iloilo City Markets Redevelopment Project (Inception Report)*

16. Dumaguete Coastal Wastewater Treatment Facility (unsolicited proposal)

17. Bicol University Arcadia Center (unsolicited proposal; new submission)

18. Zamboanga City Waste-to-Value (unsolicited proposal)


SERVICE

QUALITY

OBJECTIVE

PROGRAM/

ACTIVITY/

PROJECT

KRA / MFO / OUTPUT

/ OUTCOME

UNIT/

PERSON

RESPONSIBLE

DATE

ACCOM-

PLISHED

REMARKS

To ensure

completenes

s of project

documents

submitted to

relevant

approving

bodies

Assistance

during Project

Approval

Stage

Number of JV/

PPP-Vetted

Projects Submitted

to Relevant

Approving Bodies

including Projects

Reviewed that

were submitted

directly to ICC

and/or Other

Relevant

Approving Bodies:

5

PDS Director /

Infrastructure,

Social and LGU

Divisions

1st Sem

2020


LIST OF PROJECTS REVIEWED BY PDS (UNDER EVALUATION BY RELEVANT

APPROVING BODIES)

1st Semester

1. QC No Contact Apprehension

2. Davao Sasa (JV Unsol)

3. San Ramon Port

4. MRT 7 - Katipunan Line (unsolicited proposal directly submitted to ICC)

5. MRT7 - Airport Access North Line (unsolicited proposal directly submitted to ICC)


SERVICE

QUALITY

OBJECTIVE

PROGRAM/

ACTIVITY/

PROJECT

KRA / MFO / OUTPUT

/ OUTCOME

UNIT/

PERSON

RESPONSIBLE

DATE

ACCOM-

PLISHED

REMARKS

To ensure

compliance

to BOT Law

and other

related

framework,

and

completenes

s and

correctness

of tender

documents

and contracts

Assistance

during Project

Procurement

Stage

Number of

Approved Projects

with tender

documents and

contracts

reviewed: 3

PDS Director

/

Infrastructure,

Social and

LGU Divisions

1st Sem

20201. Club

Intramuros

Golf Course

2. Balicasag

Island Dive

Resort

3. Lumbo Spring

Bulk Water

Supply Project


SERVICE

QUALITY

OBJECTIVE

PROGRAM/

ACTIVITY/

PROJECT

KRA / MFO / OUTPUT

/ OUTCOME

UNIT/

PERSON

RESPONSIBLE

DATE

ACCOM-

PLISHED

REMARKS

To

immediately

and

accurately

respond to all

requests of

other

Services and

Interested

Parties

Assistance to

PDMFS,

PFPEMS,

CBKMS and

other Internal

and External

Clients

Number of PDMF

application, TORs

(TA or IC)

reviewed; including

assistance during

contract review

and approval

(including contract

variations): 7

PDS Director /

Infrastructure,

Social and LGU

Divisions

1st Sem

2020

Others

List of Projects with PDMF Application Documents Reviewed by PDS

1st Semester

1. Ormoc Water Supply

2. MarivelesWellness Center

3. CSU Piat Mixed-Use Tourism Project

4. Bicol Medical Center Reorientation

5. PGH Diliman Project Consultant Selection

6. Iloilo City SWM Project TOR

7. Bislig City Bulk Water Supply and Septage Project TOR

SERVICE

QUALITY

OBJECTIVE

PROGRAM/

ACTIVITY/

PROJECT

KRA / MFO / OUTPUT

/ OUTCOME

UNIT/

PERSON

RESPONSIBLE

DATE

ACCOM-

PLISHED

REMARKS

To

immediately

and

accurately

respond to all

requests of

other

Services and

Interested

Parties

Assistance to

PDMFS,

PFPEMS,

CBKMS and

other Internal

and External

Clients

Inputs/Comments

to Policy

Instruments,

Position Papers

and Other PPP-

related

Documents:11

PDS Director /

Infrastructure,

Social and LGU

Divisions

1st Sem

2020

Others

Policy Instruments, Position Papers and Other PPP-related Documents

reviewed by PDS

1st Semester

1. Review on Manila Bay Sustainable Development Master Plan (MBSDMP)

2. Leganes, Iloilo PPP Code

3. Draft UNECE/EBRD People-first PPP Model PPP Law and Commentary

4. DOE related policies with the PPP/JV processes

5. DILG Memorandum Circular to advocate the EVOSS Act

6. PPP Center Annual Report

7. Climate Change Resiliency Expert – TOR

8. PCC Circular on Unsolicited PPP Projects

9. PCC Circular on NEDA JV Exemption

10.Draft SWM Guide

11.Real Property Valuation & Assessment Reform Act

SERVICE

QUALITY

OBJECTIVE

PROGRAM/

ACTIVITY/

PROJECT

KRA / MFO / OUTPUT

/ OUTCOME

UNIT/

PERSON

RESPONSIBLE

DATE

ACCOM-

PLISHED

REMARKS

To

immediately

and

accurately

respond to all

requests of

other

Services and

Interested

Parties

Assistance to

PDMFS,

PFPEMS,

CBKMS and

other Internal

and External

Clients

Participation to

Capacity Building

Activities as

Resource Person:

18

PDS Director /

Infrastructure,

Social and LGU

Divisions

1st Sem

2020

Others

Capacity Building Activities attended as Resource Person(s)

1st Semester

1. SSS

2. Department of Agriculture

3. Puerto Princesa City

4. PPP Orientation for Manolo Fortich, Bukidnon and San Jose, Camarines Sur

5. Regional JV Rollout

6. Tolosa. Leyte

7. Baguio City

8. PPP Orientation and PCN Workshop for Iloilo Provincial Government

9. PPP Orientation for Dumaguete City Local Government

10. PPP Orientation for Marinduque Provincial Government

11. PPP Orientation for PhilHealth

12. PCN Workshop for NGAs

13. PCN Workshop for Roxas, Isabela

14. PCN Worshop for SWM PPPs (InfaAsia)

SERVICE

QUALITY

OBJECTIVE

PROGRAM/

ACTIVITY/

PROJECT

KRA / MFO / OUTPUT

/ OUTCOME

UNIT/

PERSON

RESPONSIBLE

DATE

ACCOM-

PLISHED

REMARKS

To

immediately

and

accurately

respond to all

requests of

other

Services and

Interested

Parties

Assistance to

PDMFS,

PFPEMS,

CBKMS and

other Internal

and External

Clients

Meeting with

Interested Parties

(Investors, Fund

Managers, etc.):8

PDS Director /

Infrastructure,

Social and LGU

Divisions

1st Sem

2020

Others

Meeting with Interested Parties (Investors, Fund Managers, etc.)

1st Semester

1. Meeting with SGV (walk-in)

2. Meeting with DAP for New Clark City and Pasig Projects

3. Meeting w/ DOST-MIRD

4. Meeting w/ Cest Inc

5. Embassy of Netherlands

6. CAMC Engineering

7. ASEAN Low Carbon Energy Program Team

8. Climate Change Bond Initiative

Special Assignments

Market Sounding

1. Hemodialysis Projects

2. Kennon Road Project

3. Bislig City

4. Iloilo City Integrated SWM Project

MOA Signing with new IAs

1. Baguio City LGU

2. Leganes, Iloilo

3. Tolosa, Leyte

4. Zamboanga City

5. Tuguegarao City

Others

ANNEX D


June 25, 2020Microsoft Teams

PDMF SERVICE


SERVICE QUALITY

OBJECTIVE

PROGRAM/ PROJECT/

ACTIVITY

OUTPUT / ACTUAL

ACCOMPLISHMENT DATE ACCOMPLISHED

To ensure available

fund for PDMF

Committee-approved

applications

Procurement Plan

Target: submitted to ADB 30

days after PDMF Committee

approval of project/s

1 Procurement Plan May 18, 2020

ADB submission as part

of the Submission 1A

(RFP for IDCA) Report

To inform IAs of the

PDMF and orient them

on the process of

availing it

Information

Campaign/PDMF Process

Orientation

Target: 2 IAs oriented to the

PDMF process

7 IAs oriented to the

PDMF process

February 20, 2020

Orientation for the PPP

PCN Development

Workshop for NGAs

To ensure that the

PDMF applications

are consistent with the

PDMF Guidelines as

well as related

PPPGB and other

government issuances

Project Screening and

Evaluation

Target: 3 Staff Appraisal Reports

submitted to the DED on

prescribed deadline

6 Staff Appraisal

Reports

January 09, 2020 - (4)

for Ormoc, Iloilo,

CSU-Piat, and BCWD

March 11, 2020 - (2)

for Mariveles and

Kennon






DATE ACCOMPLISHED

Maintain the

accuracy and timely

submission of

Agenda Folders

Secretariat to the PDMF

Committee

Target: 2 Agenda Folders

sent to PDMF Committee 5

working days before the

scheduled meeting

2 Agenda Folders for the

PDMF Committee meetings

held on January 09, 2020

and March 11, 2020

January 3, 2020

March 4, 2020

To keep the PDMF

processes up-to-

date and consistent

with agreements

with the funding

donor

Amendments to the

PDMF Guidelines &

Processes

Inclusion of the Evaluation

and Negotiation of

Unsolicited/JV Proposals

and Other Amendments

January 22, 2020





OUTPUT / ACTUAL ACCOMPLISHMENT DATE ACCOMPLISHED

Maintain the

accuracy and

timely submission

of fund status and

other financial

reports and

supporting

schedules

Fund Management –

UtilizationTarget: 1 Report submitted to

COA

One (1) Semestral Report

submitted to COA

(2019 2nd Sem Report)

February 2020

Fund Management –

DisbursementTarget: Payment processed 5

days from receipt of complete

supporting documents

Processed payments for IC-Clark,

ITS, Laguindingan, and IDB

GoA Disbursement Rate – 88%

(of $18 M)

January 3 - IC-Clark

March 2 - IC- Clark

March 9 - ITS

April 15 - Laguindingan

IDB

Maintain the

accuracy of the

Statement of

Account and

timely preparation

of collection letter

to respective IA

Fund Management –

Reimbursement

Target: Status of Collection

efforts prepared 15 days after

end of quarter

Processed reimbursement from

the following IAs:

1. DOTr – PhP12. 05M

2. PSA – PhP10.75M

6 Collection letters for 17 IDCA

projects

January 3 - DOTr

January 30- PSA

June 3 - PSA

Jan 27 - DOTr

Feb 5 - PSA IC CRS

Feb 26 - DPWH

Feb 28 - DOJ

Feb 28 - PNOC

Apr 15 - MWSS

Key Result Area: Efficient and Effective Processes Implemented





DATEACCOMPLISHED

To provide project

preparation and

transaction advisory,

independent consultancy,

probity advisory, and

other consultancy

services to PDMF-

approved projects

Recruitment of

Consultant during call-

down assignment

Target: 4 Requests for

Proposals (RFP)

issued

One (1) RFP issued for the Ormoc City

Water Supply System Project

approved by the PDMF Committee on

January 9, 2020

February 21, 2020

• Focus on reporting accomplishments that are “strategic” or those that directly contribute in achieving the PPP Center’s KRAs and Service Quality Objectives.

• Include GAD-related accomplishments (No need to put GAD-related accomplishments in a separate slide)





OUTPUT / ACTUAL ACCOMPLISHMENT DATE

ACCOMPLISHED

To provide project preparation and transaction advisory, independent consultancy, probity advisory, and other consultancy services to PDMF-approved projects

Contract

Negotiation and

Execution

Target: 2 new /

amended

Contracts for

Consulting

Services (CCS)

Three (3) new and/or amended CCS duly executed

1. UP PGH in Diliman Project

2. Road Transport IT Infrastructure Project - 7th

Amendment

3. Management of the Competitive Challenge

for the Davao Sasa Port and General Santos

Port Projects - 1st Amendment

March 16, 2020

April 22, 2020

January 10, 2020







DATE ACCOMPLISHED

To obtain PSC/PIC/PMC action on contract variations, claims for payment, and other contract-related concerns

PSC/PIC Resolution

Target: 12 Project

Study/Implementation

Committee Resolutions

issued

Seven (7) PSC/PIC

Resolution submitted to DED

1. Clark IC

a. PIC Resolution Nos. 2020-001 and 2020-002

(approval of outputs) – signed February 4, 2020

b. PIC Resolution Nos. 2020-003 and 2020-004 (first

anniversary price adjustment and approval of outputs) –

pending signature of BCDA and Megawide

c . PIC Resolution 2020-003-A and PIC Resolution No.

2020-005 (recomputation of contract price, et al. and O&M

IC) - for discussion with BCDA, IC, and LIPAD

2. San Ramon

- PSC Resolution Nos. 2020-001 and 2020-002

(extension and clarification of milestone) signed on

January 27, 2020 and April 20, 2020, respectively

3. UP PGH Diliman

- PSC Resolution No. 2020-001 (approval of Inception

Report) signed on May 8, 2020





SERVICEQUALITY

OBJECTIVE



JUSTIFICATIONFOR UNDER-

ACHIEVEMENTCATCH-UP PLAN

Maintain the

accuracy &

timely

submission of

fund status &

other financial

reports &

supporting

schedules

Fund

Management –

Utilization

For GoA

Contribution - 12%

of USD 18 Million

undisbursed

Delayed approval

on the outputs of

the Consultants

Realignment of GoA

funds to Capacity

Building Component

• After reallocation, only

1% (USD 1.68M) of the

GoA Contribution will

remain undisbursed;

• 100% disbursed by

March 31, 2021





OUTPUT TARGET DATEADDITIONALRESOURCES NEEDED 2

To ensure available fund for

PDMF Committee-approved

applications

Fund Programming 1 Updated Procurement

Plan or as necessary

July 2020 or as

necessary

To inform IAs of the PDMF and

orient them on the process of

availing it

Information

Campaign/

PDMF Process

Orientation

1 IA to be oriented Q3 or Q4

To ensure that the PDMF

applications are consistent with

the PDMF Guidelines as well as

related PPPGB and other

government issuances

Project Screening and

Evaluation

2 Staff Appraisal Reports

(NEDA-sa-Makati, Bicol

Medical Center, DPWH

Central Office Bldg)

Q3, Q4

Maintain the accuracy and

timely submission of Agenda

Folders

Technical Assistance/

Secretariat to the

PDMF Committee

2 Agenda Folders Q3, Q4

To keep the PDMF processes

up-to-date and consistent with

agreements with the funding

donor

Amendments to the

PDMF Guidelines &

Processes

Review of the PDMF

Guidelines & Processes

in view of the new

normal, as necessary

Q3 or Q4



SERVICE QUALITY OBJECTIVEPROGRAM/

PROJECT/ ACTIVITY

OUTPUT TARGET DATE

ADDITIONAL

RESOURCES

NEEDED 2


timely submission of fund

status and other financial

reports and supporting

schedules

Fund

Management

– Utilization

100% accurate

Monthly Fund and

cash utilization

reports

(For GoA Contribution -

98.78% disbursed by the

end of the year)

5 days after end of

the month

Maintain the accuracy of the

Statement of Account and

timely preparation of

collection letter to respective

IA

Fund

Management

–Reimbursement

8 collection letters

with Statement/s of

account submitted

15 days after end of

quarter




TARGETPROGRAM/

PROJECT/ ACTIVITY OUTPUT

TARGET DATE

ADDITIONAL

RESOURCES NEEDED 2

To provide project

preparation and

transaction advisory,

independent

consultancy, probity

advisory, and other

consultancy services to

PDMF-approved

projects

Recruitment of

Consultant during call-

down assignment

Target: 3 RFPs issued

Two (2) Request for Proposals

(RFP) issued

Q3 and

Q4 of

2020

Contract Negotiation

and Execution

Target: 2 new /

amended CCS

executed

Two (2) Consulting contracts

signed by PPPC and Consultant

ten (10) working days after

contract negotiation (new CCS)

or issuance of PSC/PIC

Resolution (CCS amendment)

Q3 and

Q4 of

2020



SERVICE QUALITY OBJECTIVETARGET


OUTPUT TARGET DATEADDITIONALRESOURCES

NEEDED 2

To obtain PSC/PIC/PMC action

on contract variations, claims for

payment, and other contract-

related concerns

Project Study

Committee/ Project

Implementation

Committee

(PSC/PIC)

Resolutions

Target: 10 PSC/PIC

Resolutions

10 PSC/PIC Resolution

submitted to the DED fifteen

(15) working days upon

receipt of complete

documents for PSC/PIC

action

Q3 and Q4 of

2020

To determine the PSC/PIC/PMC’s

evaluation of the quality of the

Consultants' services and outputs

and monitor and evaluate the

performance of Consultants

Performance

Evaluation Reports

(PER)

Target: 2 PERs

2 PER submitted to the DED

five (5) working days upon

receipt from IA, with 1

revision

Q3 and Q4 of

2020

• Include Major Program/Project/Activities that are significant to the achievement of the Center’s KRAs and Service Quality Objectives. Also include PPAs with backlog from the 1st Semester. This shall be based on the re-prioritization/ re-programming arising from current situation.



and Best Practices


ISSUES & CHALLENGESACTIONS UNDERTAKEN TO ADDRESS THE ISSUES &

CHALLENGES/ LESSON LEARNED/ BEST PRACTICES

To ensure that the

PDMF applications are

consistent with the

PDMF Guidelines as

well as related PPPGB

and other government

issuances

Delays in signing the TAA because of IA

internal process and IAs are averse to

reimbursement obligation

• Incorporate IA internal process in project

timelines presented to the PDMF Committee

(e.g. consultant selection)

• Adjustments in the timeline

• Regular coordination with IA to respond to their

concerns• Preliminary market sounding

To ensure that the

PDMF applications are

consistent with the

PDMF Guidelines as

well as related PPPGB

and other government

issuances

Deficient PDMF application, e.g.

• Incomplete documentary

requirements

• Project concept need further

development

• Incomplete information in the PDMF

Forms preventing identification of

other potential project issues

• Inconsistencies in project information

as indicated in different parts of the

PDMF Forms

• Revision of orientation materials to

suggest/highlight important

information/requirements consistent with the

PDMF Guidelines and process

• Indicate the documentary/information

deficiencies in every communication to IAs

• Regular coordination with IA to clarify the

project concept and on project issues

• Defer presentation to PDMF Committee until

pending requirements are delivered or

recommend approval with conditions


SERVICE QUALITY OBJECTIVE ISSUES & CHALLENGESACTIONS UNDERTAKEN TO ADDRESS THE ISSUES

& CHALLENGES/ LESSON LEARNED/ BEST PRACTICES


timely submission of

payment related

documents

Fund Utilization due to

reliance of disbursements

on approval of output

Revision on the PDMF Guidelines re:

approval on the output

Maintain the accuracy of

the Statement of Account

and timely preparation of

collection letter to

respective IA

Delayed repayment of the

cost of PDMF Support

due to delay in

assessment of the

reimbursable amount

Collection letter to be prepared on a per

project basis. This is to ensure that

those projects without pending issues

with the concerned IAs will be

processed separately and faster as

compared with other projects with

pending issues. Received

reimbursement from DOTr relative to the

Road Sector projects (MVIS, C5).


SERVICE QUALITY OBJECTIVE ISSUES & CHALLENGES

ACTIONS UNDERTAKEN TO ADDRESS THE

ISSUES & CHALLENGES/

LESSON LEARNED/ BEST PRACTICES

To provide project preparation

and transaction advisory,

independent consultancy, probity

advisory, and other consultancy

services to PDMF-approved

projects

Delay in signing of documents (e.g.

SBAC/PSC/PIC Resolutions, CCS

Amendments)

Routing of documents via email and use

of e-signature or digital signatures

Conduct of meetings and public opening

of proposals for consultant selection and

contract management activities

Use of online conference applications

Delay in response of SBAC, PSC/PIC in

consultant selection and contract

management concerns

Close coordination with concerned

project officers to follow up with their

principals

Differing interpretation of RFP and CCS

provisions (e.g. certification

requirements, billable days for time-

based contracts)

Seek ADB guidance

Delay in the review and approval of

timesheets for time-based contracts by

Implementing Agencies

Introduce a more frequent time sheet

(weekly) reporting requirement for

closing validation of services rendered

and outputs submitted

Please list down major issues & challenges and the action/s undertaken to address the issues & challenges.


Risk Map




Likelihood

Imp

act

Legend:

Low Moderate High

1 2 3

12

3


E

D


A. Risk Event : Delayed consultant selection and/or mobilization

Risk Level: Moderate

Root Cause Existing Controls Risk Treatment/ Opportunity

Owner

(Division /

Specific Person)

Delays in signing

the TAA because of

IA internal process

and IAs are averse to

reimbursement

obligation

• Incorporate IA internal

process in project

timelines presented to the

PDMF Committee (e.g.

consultant selection)

• Adjustments in the

timeline

• Regular coordination with

IA to respond to their

concerns• Preliminary market

sounding

• Create a proforma PDMF application

letter indicating that the IA recognizes its

possible reimbursement obligation,

and/or a checklist as part of the PDMF

Forms

• Ensure the conduct of pre-Committee

meetings with IAs confirming, among

others, their recognition of possible

PDMF reimbursement and settling any

related issues/concerns

• Preliminary market sounding activity

through PDS (but it should be conducted

prior to submitting a PDMF application or

PDMF Committee presentation; PDS

should assess if the IA has issues on the

possibility of reimbursing the PDMF

cost)

Concerned PMD

officer


B. Risk Event : Delayed processing of application for PDMF support

Risk Level: Low


Owner

(Division /

Specific Person)

Deficient PDMF application,

e.g.

• Incomplete

documentary

requirements

• Project concept need

further development

• Incomplete information

in the PDMF Forms

that prevents

identification of other

potential project issues

• Inconsistencies in

project information as

indicated in different

parts of the PDMF

Forms

• Revision of orientation materials

to suggest/highlight important

information/requirements

consistent with the PDMF

Guidelines and process

• Indicate the

documentary/information

deficiencies in every

communication to IAs

• Regular coordination with IA to

clarify the project concept and

on project issues

• Defer presentation to PDMF

Committee until pending

requirements are delivered or

recommend approval with

conditions

• Require PDS PDO to

prepare the usual project

profile to be shared to

PDMFS, which contains

their brief project

description and their initial

assessment of the PPP-

ability of the projects and

possible issues

• Do not present to the

PDMF Committee projects

with deficiencies or with

incoherent project concept

or PDMF Forms

Concerned PMD

officer


D. Risk Event : Sustainability of the revolving fund and its availability in

developing pipeline of viable and bankable PPP projectsRisk Level: Moderate


Opportunity Owner

Delayed

repayment of cost

of PDMF support

Constant follow-up with IAs and

coordination with DBM and COA (such as

the conduct of consultative meetings with

the finance units of the IAs) to

institutionalize the repayment

mechanism.

Revision of the PDMF Guidelines and

additional provision in the TAA on the

process and timeline of reimbursement of

PDMF cost by the IAs.

More pro-active

coordination with the

finance units of IAs.

FMD


E. Risk Event : Insufficient cash to meet the payment obligations to

ConsultantsRisk Level: Moderate


Opportunity Owner

Fund transfer to the

Bureau of Treasury

(Cash Sweep) to

support the Social

Amelioration

Measures relative to

COVID-19

Coordination with DBM on the cash

requirements for the PDMF

Enhance collection efforts

on the repayment of

PDMF cost by the IAs

Provide a more realistic

timeline as basis in the

preparation of the

projected disbursement

and update regularly.

Enforce stricter monitoring

of cash availability against

projected disbursements.

FMD

Long turn-around time

from requesting of

replenishment from

ADB to transfer of

cash to imprest

account

Constant coordination with ADB on

the status of the requested

replenishment , and with BTr and

DBM on the transfer of cash to the

imprest account

Service Risk Management MatrixYou may limit the presentation to Risk Events with Risk Level of Moderate and High.

F. Risk Event : Different interpretation of RFP provision among SBAC and SBAC TWG

members (Risk Event No. 3)



Opportunity

Owner

(Division /

Specific

Person)

Vague CCS and RFP

provisions

Request guidance from

ADB

Amend / update / clarify

the CCS and RFP

CRD

concerned

project

officer/s


G. Risk Event : Delay in signing of resolutions, evaluation reports, among others,

documents required for the preparation of ADB submission documents (Risk Event No. 4)

Risk Level: High


Opportunity

Owner

(Division /

Specific

Person)

Inability to convene a

physical meeting of the

SBAC/PSC/PIC wherein

the resolutions, evaluation

reports, among other

documents can be signed

simultaneously

Allow signing in

counterparts using

digital/electronic

signature

Implement measures to

ensure strict compliance

with health protocols

during physical

meetings.

PPP Center


H. Risk Event : Difficulty in reviewing and approving timesheets for time-based contracts

[Risk Event No. 11(c)]



Opportunity

Owner

(Division /

Specific

Person)

Delay in the review and

approval of the time

sheets for time-based

contracts by the


Active follow up Introduce a more

frequent time sheet

(weekly) reporting

requirement for closing

validation of services

rendered and outputs

submitted

CRD

concerned

project

officer/s

THANK YOU!

ANNEX E


June 24, 2020Via MS Teams

LEGAL SERVICE





DATEACCOMPLISHED

To ensure the

least legal risk

while

promoting

successful

project and

organizational

outcome

Legal Support Legal Review: 37 January 2020 –

June 2020



Key Result Area: Efficient and effective processes implemented





DATEACCOMPLISHED

To ensure the

least legal risk

while

promoting

successful

project and

organizational

outcome

Legal Support Legal Opinion January 2020 –

June 2020




PDS 10

PFPEMS 7

PDMFS

Others/CBKMS/

ADS10

Total 27

2020 Major AccomplishmentsList of Project Documents Reviewed

I. Airports

1) Bacolod-Silay Airport

II. Rail

1) C5- MRT 10

2) MRT 7

3) MRT 7-Spur

4) Skytrain

III. Sea Ports

1) Davao Sasa

2) General Santos

3) Iloilo Commercial Port Complex

(ICPC) and Port of Dumangas

IV. Energy

1) General Santos Waste-to-Energy

V. Water

1) Baggao Water Supply

2) San Carlos Water District

VI. TIEZA

1) Rizal Park Complex

2) San Vicente Palawan

3) Balicasag Project

4) Club Intramuros

VII. Others

1) Quezon City Ecobridge

2) NHA-Filinvest

2020 Major AccomplishmentsLegal Opinion

1Unsol Proposal of QPAX Traffic Systems Inc. for the No Contact Apprehension Program under a Joint Venture Framework

15 Use of Electronic Signature

2 Bataan Bunker Project 16LGU-awarding of PPP contracts if there is no challenger

3 Philippine Army to enter into PPP Contract 17 Suspension of Procurement

4Potential Impact of Proposed PPP Act provision on LGU powers

18 Mobile Outlet Van

5 Payment of RPT for Unsolicited Projects 19 Lumbo Bulk Water Supply ITB

6RDC III Project/ Diosdado Macapagal Government Center

20 AFD Technical Assistance Grant

7 No Contract Apprehension Project- Common Fund 21 SWITS MAGA v FM on quarantine/pandemic

8Tier 3 of DICT’s Department Circular No. 2017 –002, The Philippine Government’s Cloud First Policy

22 Modified Solicited Modality

9 Dumaguete- Acceptance of Unsolicited Proposal 23Extension of the negotiation period for the unsolicited BOT proposal for NAIA

10 Baggao Water Supply Project -ICC Approval 24 Independent Consultant Cost

11Reasonable Rate of Return in case of unsolicited proposal

25 Setting of price for Bid/Tender Documents

12Long Term Water Source Development for Metro Manila Project-60-40 ownership requirement

26Draft MOA for PPPC collaboration with DENR and BIOFIN

13 Private Practice Opinion 27 PGH Diliman queries14 Reissuance of Laptop Opinion

2020 Major Accomplishments

Service

Quality

Objective

Program/

Project/

Activity

OutputDate

Accomplished

To ensure the

least legal

risk while

promoting

successful

project and

organizational

outcome

Legal

Support

Facilitation of One (1) PPP

Governing Board Meeting

January 22,

2020

Legal Update for the first Quarter April 16, 2020



SERVICE

QUALITY

OBJECTIVE

PROGRAM/

PROJECT/

ACTIVITY

BACKLOGS /

UPCOMING

ACTIVITIES

JUSTIFICATION FOR

UNDER-

ACHIEVEMENT

CATCH-UP PLAN

To ensure

the least

legal risk

while

promoting

successful

project and

organizatio

nal

outcome

Facilitation

of PPPGB

Meeting

One (1)

PPPGB

Meeting

-No material for

agenda for

meeting

scheduled for April

1, 2020;

-Enhanced

Community

Quarantine in

Luzon

-Conduct of

Virtual Meeting

in August 2020




OUTPUT TARGET DATEADDITIONALRESOURCES NEEDED 2

To ensure

the least

legal risk

while

promoting

successful

project and

organization

al outcome

Legal Opinion 20

Legal Review of

Project and Non-

Project Documents

20

Updated Legal

Data Bank

Updated Legal

Data Bank

5 days

after

close of

semester

Facilitation of PPP

Governing Board

Meetings

2



and Best Practices



CHALLENGES/ LESSON LEARNED/ BEST PRACTICES

To ensure the

least legal risk

while promoting

successful

project and

organizational

outcome

Insufficient number of

available personnel

-Assignment of at least two

lawyers per project (at least 1

DC, 1 AIII) for better monitoring

Limited access to

resource materials due to

COVID19

a. Lex Libris

b. LS Documents

c. Legal Data Bank

a. Coordination with CDAsia for

access to (limited) legal

resources.

b. Coordination with MISD on

setting up temporary cloud

storage for LS files


SERVICE QUALITY

OBJECTIVEISSUES & CHALLENGES

ACTIONS UNDERTAKEN TO ADDRESS

THE ISSUES & CHALLENGES/

LESSON LEARNED/ BEST PRACTICES

To ensure the

least legal risk

while promoting

successful

project and

organizational

outcome

Monitoring of output delivery,

implementation of the

Service Request Form

(SRF)

Strict Implementation, i.e.,

No SRF, No Output

Lack of competence and

experience by PPP-LS

Procuring a legal

consultant (Puno Law and

CMT Law)

Overdependence of NGAs or

LGUs on PPP Center due to

lack of competence

LS involvement should be

limited to revision/review

– no drafting of first

drafts.

LS Commitment will be

clarified in the SRF (for

revision).



Risk Event : Failure to deliver quality outputRisk Level: High


Opportunity

Owner


Person)

Insufficient

human resources

Working in teams (at

least one Atty III and

one DC per project)

Trainings;

Referral to

external Legal

Consultants

PAD/IOD

Atty. V/Atty. IV/Atty.

III/LAII

Limited and

changing

government

policy

Monitoring and

reviewing current

legislations

Monitoring of

OGCC Opinions,

relevant laws

and Regulations

(Legal Updates)

PAD/IOD


III

LAII


Risk Event : Failure to meet deadlines



Opportunity

Owner


Person)

Insufficient

human resources

Tracking pending work,

SRF, LAII research

work

Trainings; Inform

PMs on setting

deadlines of

requests/managi

ng deadlines

through SRF

PAD/IOD


III/LAII/AAIII

Lack of

Resources

Using available online

resources

Subscription to

CD Asia Online

Remote access

of LS

Documents, M:

Drive and

Databank

LAII/AAIII

LAII/AAIII

THANK YOU!

ANNEX F


June 22-23, 2020

Policy Formulation, Project Evaluationand Monitoring Service

2020 1st Semester Major AccomplishmentsKRA: 4 - Reforms in Legal and Policy Frameworks Adopted



DATEACCOMPLISHED

Policy

recommendations

and instruments

adopted by

concerned

stakeholders

Draft policy instruments that seek

to:

• Address delays in the process

• Implement identified best

practices

• Simplify and streamline the

PPP process

Stakeholder Consultation for SWM PPP Guide

January 28, 2020

Database of Local PPP Codes May 4, 2020

Comments/inputs to policy

instruments requested by

external agencies

Provided comments/inputs to 13 major policy instruments requested by external agencies (Please refer to the next slide for the complete list)

Various dates

Enactment of the PPP Act • Executive – PPPC Approval Ad Referendum for the endorsement of EBV to the INFRACOM-Cabinet Level

• Senate – Draft Substitute Bill for TWG

May 07, 2020

May 26, 2020

COA PPP Audit Guidelines Requested realignment of ADB support for the hiring of PPP Audit Expert

May 07, 2020


Provided comments/inputs to the following instruments:

Policy Instruments by the Executive Branch1. DILG-DOE Joint Memorandum Circular No. 2020-01 (Guidelines for LGUs to Facilitate the

Implementation of Energy Projects)2. PCC Draft Memorandum Circular Re: Process Exemption for Compulsory Notification for JV

Projects under the NEDA JV Guidelines3. PCC's Draft Memorandum Circular Re: Process for Exemption from Compulsory Notification in

Unsolicited Public Private Partnership (PPP) Projects4. Final Draft Manila Bay Sustainable Development Master Plan5. Draft Executive Branch Version (EBV) of the Public-Private Partnership (PPP) Act6. Statement of Support for the Real Property Valuation Reform7. PDP Chapter 19 Midterm Update

Policy Instruments by the Legislative Branch1. NEDA Institutionalization Bills filed in the Senate 2. HOR PPP Act Bills3. Waste-to-Energy Bills filed in the Senate 4. Real Property Valuation Assessment Reform Bills filed in the Senate

Other External Policy Instruments1. Draft UNECE/EBRD People-first Model PPP Law 2. Municipality of General Mariano Alvarez’ PPP Code

KRA: 4 - Reforms in Legal and Policy Frameworks Adopted





DATEACCOMPLISHED

Approving authority assisted in evaluating proposed PPP projects

Evaluation of proposed PPP projects submitted to ICC

Assessment of the following proposed projects were submitted to the ICC:• C5 MRT-10• Davao People Mover• LRT-6 Phase 1• Fort Bonifacio-Makati Sky Train• Road Transport IT Phase 2,

including GAD review• San Ramon New Port, including

GAD review

• January 21, 2020• January 21, 2020• January 21, 2020• January 21, 2020• June 10, 2020

• June 10, 2020

PPP Center Project Evaluation Masterlist

• PED Project Database, including information on GAD scores (Version 1)

• May 20, 2020

KRA: 3 - Efficient and effective processes implemented





DATEACCOMPLISHED


Development of assessment forms for proposed unsolicited PPP projects

• Unsolicited PPP Project Assessment Forms, including validation if GAD review is present in the feasibility study*

• Terms and Conditions (T&Cs) for Negotiation Form*

• March 5, 2020

• April 25, 2020


*May contribute to the achievement of the PPPC’s PREXC (for discussion)





ACCOMPLISHED

PPP projects implemented as expected through monitoring contractual obligations, managing risks; and documenting lessons learned

Conduct of regular monitoring, project meeting and site visits to PPP projects and projects implemented under the NEDA JV Guidelines and Local PPP Code (prior to 2010 and 2010 onwards)

Conducted project site visits• 4 out of 10 PPP projects visited for 1st

Semester 2020• 5 out of 5 follow-up site visits

conducted for 1st Semester 2020

As of June 2020

Managed the database of awarded PPP projects • 30 new projects added to the database

from the list of projects in December 2019

• Updated list of awarded projects in the PPPC website in January 2020

• Expanded strategies for updating the database of awarded PPP projects

KRAs: 3 - Efficient and effective processes implemented5 - Projects delivered as per expectations





ACCOMPLISHED



Prepared various reports/documents on PPP projects• 2019 Progress Report of Awarded

Projects• Inputs to the PPP Section of the 2021

Fiscal Risk Statement • Report on the potential government

liabilities due to COVID-19 crisis• Proposed language on the 2021 GAA

General Provision on “Multi-year Contracts” to DBM

As of June 2020



SERVICE QUALITY

OBJECTIVE


BACKLOGS/ UPCOMING ACTIVITIES

JUSTIFICATION FOR UNDER-ACHIEVEMENT

CATCH-UP PLAN

Policy

recommendations

and instruments

adopted by

concerned

stakeholders

Solid Waste Management PPP Guide*

Revised draft based on comments from inter-agency consultation

• Initial scope of the guidelines was too extensive

• Limited human resource handling numerous policy initiatives

• Revised scope to cover only project development phase; other phases to be added as updates/ additional volumes

• Target Release is 3rd

quarter of 2020

Internal PPP Center Guidelines on Project Evaluation, which includes GAD component*

Revised draft based on comments and suggestion after the internal workshop

The proposed policy instrumentwas sidelined to give priority to the development of ICC evaluation tools (e.g., NEDA ICC Terms and Conditions for Negotiation, NEDA-ICC USP Project and Proponent Assessment Forms and Document Checklist)

Target release is 3rd quarter of2020

Approval of the PPP Act Substitute Bill by the Senate and House Committee on Public Works

• Senate - Revised draft based on comments

• HOR – conduct of CPWH meeting

• EBV - INFRACOM -TB Approval of EBV

• Senate – pending submission of the EBV of the PPP Act

• HOR - waiting for Senate to approve substitute bill

• EBV – pending ad referendum approval of INFRACOM-TB

• Senate – submission of EBV of the PPP Act; and conduct of online TWG/ Committee meetings

• HOR – fast-track approval of Senate Substitute bill

• EBV – monitor ad referendum approval


*Contributes to the achievement of the PPPC’s PREXC


SERVICEQUALITY

OBJECTIVE






Evaluation of proposed PPP projects submitted to the ICC

Project Appraisal Reports (PARs), including GAD review, for the following have yet to be submitted to the ICC:• Baggao Water Supply

Development of assessment forms for proposed unsolicited PPP projects and review of other proposed PPP projects were prioritized

PARs to be released within the 3rd

quarter of 2020










6 out of 10 site visits to new projects were not conducted

Conduct of site visits are suspended due to the COVID-19 pandemic.

Site visits shall be continued once the State of Public Health Emergency is lifted.

Note: In lieu of site visits, other targets such as inputs to case studies, and updating of the status of projects in the PPP database, among others, will be prioritized in the second semester.





OUTPUT TARGET DATEADDITIONAL

RESOURCES NEEDED

Policy

recommendations

and instruments

adopted by

concerned

stakeholders

Draft policy

instruments that

seek to:

• Address delays

in the process

• Implement

identified best

practices

• Simplify and

streamline the

PPP process

PPP Center Issuances:

Internal PPP Center Guidelines on Project Evaluation, which includes GAD component*

3rd quarter of 2020

Solid Waste Management PPP Guide*

3rd quarter of 2020

Lay out artist; announcement on website re: conduct of public consultation (through written comment)

PPPGB Issuances:

Guidelines on Establishing Project Dispute Resolution Boards in PPP Projects*

4th quarter of 2020

Conduct stakeholder consultations and convene the PPPGB


*Will contribute to the achievement of the PPPC’s PREXC




OUTPUTTARGET

DATEADDITIONAL

RESOURCES NEEDED

Policy

recommendations

and instruments

adopted by

concerned

stakeholders

Draft policy

instruments

that seek to:

• Address

delays in

the process

• Implement

identified

best

practices

• Simplify and

streamline

the PPP

process

PPP Center Issuances:

Concept Note on the Proposed Amendments to NBC No. 564 (DBM Letter of Commitment re: Unsolicited Proposals)

3rd quarter of 2020

Inputs/ advice from inhouse consultants and LS

Concept Note on Health Sector PPP Guide

4th quarter of 2020

Inputs/ advice from inhouse consultants and PDS

PPP Act:

Senate: Finalize draft Substitute Bill for Senate-TWG

4th quarter of 2020

Hiring of PPP Advocacy Consultant

Other Issuances:

Finalize TOR for PPP Audit Expert

4th quarter of 2020

Active involvement of COA, approval of ADB on request for grant of assistance



SERVICEQUALITY

OBJECTIVE


OUTPUTTARGET

DATE

ADDITIONALRESOURCES

NEEDED


Evaluation of proposed PPP projects submitted to the ICC

Assessment, including GAD review, of 100% of proposed PPP projects submitted to the ICC and completed within the set timeframe. These shall include:• Baggao Water Supply Project • NLET • Busuanga Airport• Bacolod-Silay Airport• Cebu Monorail• EWRP• MRT-7 Katipunan Line• MRT-7 North Line• CTBEx• TPLEx Extension• NAIAx variation• LTCP variation• C5 MRT-10• MRT-11• Davao People Mover• LRT-6 Phase 1• Fort-Bonifacio Sky Train

2nd semester of 2020

Inputs/ advice from inhouse consultants and LS





OUTPUTTARGET

DATE

ADDITIONALRESOURCES

NEEDED


Development of assessment forms for proposed solicited PPP projects

Evaluation Assessment Forms,including validation if GAD review is present in the feasibility study, for proposed solicited projects sent to the ICC

August 2020 Inputs from PDS, LS

Organization of project information during approval stage

PED Lessons Learned on ICC-approved and NEDA Board-confirmed Projects prior to Swiss challenge

20 working days after final NB confirmation


Compilation of issues and documentation of lessons learned during PPP project implementation

Three (3) inputs to case studies of operational PPP projects to KMD

4th quarter 2020

Inputs/ advice from inhouse consultants, PDS, and LS

KRAs: 1 – Lessons learned from past successes and failures implemented3 – Efficient and effective processes implemented


and Best Practices



CHALLENGES/ LESSON LEARNED/BEST PRACTICES

Policy recommendations

and instruments adopted

by concerned stakeholders

Limited human resource to handle numerous policy initiatives, including absence of a Division Chief since November 2019

• Actions Taken: Sought volunteers from other services to

assist/help PFD; Rotating OIC arrangement to help

distribute workload

• Further Actions: Hiring of Chief; Job Rotation

• Lessons Learned: Seek assistance from other Divisions/

Services for the accomplishment of PREXC targets

Delay in the passage of the PPP Act due to the pandemic

• Actions Taken: Shift to online meetings and consultations with Senate staff and other stakeholders

• Further Action: Hiring of PPP Advocacy Consultant

Efficient and effective processes implemented

No indicative schedule of ICC project deliberation

Follow timeframe in reviewing proposed PPP projects, and consistent coordination with the ICC Core Secretariat

Intervening tasks that need to be prioritized

Reassignment of staff within PFPEMS and efficient/effective distribution of tasks among the staff of PED


Inability of the PMD staff to conduct site visits and on-site coordination meetings due to the COVID-19 pandemic

Close coordination with the IAs, LGUs, WDs, and other agencies through online communication platforms.

.


Service Risk Management Matrix – INTERNAL ISSUES

Risk Event: Failure to provide policy recommendation/s on the effectiveness of an existing policy instrumentRisk Level: High


Opportunity

Owner (Division / Specific

Person)

Lack of a standard policy M&E mechanism

Conduct of a pilot policy M&E for policy instruments covering relatively simpler topics

Development of a process design for the regular M&E of policy instruments

Directors, PFPEMS; PFD

Lack of capacity of the Service personnel on policy M&E systems


Risk Event: Inability of the PFPEMS staff to deliver targets involving highly technical matters within set deadlinesRisk Level: High

Root Cause Existing Controls Risk Treatment/ Opportunity Owner

(Division / Specific Person)

Limited human resources vis-à-vis expected deliverables and other tasks assigned

• Involvement of inhouse consultants

• Attendance to trainings on relevant topics

• Immersion of staff to other knowledge areas related to PPP and infrastructure projects

• Note lessons learned and reference data from existing project evaluation processes

• Request for additional plantillapositions for PFPEMS

• Volunteers for activities related to the PPP Act requested

• Development of an internal project evaluation guide which may include checklist of issues encountered in previous projects

• Capacity Building on highly technical topics (e.g. sectoral)

PFPEMS

Lack of capacity of Service personnel on highly technical topics


Risk Event: Difficulty in the performance of regular duties during WFH arrangementRisk Level: High


Opportunity


Person)

Lack of fast and reliable internet connection at home

• Setting of deliverables and targets during the team meeting at the start of the month

• Provision of communication allowance

• Conduct of online meetings in lieu of face to face meetings

• Recalibration of target outputs in consideration of the “new normal”

PFPEMS

Prohibition on face to face meetings due to the declaration of State of Public Health Emergency

Service Risk Management Matrix – EXTERNAL ISSUES

Risk Event: Delay in evaluation of project for ICC approval Risk Level: High


Opportunity


Person)

Incomplete and poor quality of submissions from Implementing Agency/ies

• Initial check and feedback provided to the ICC Core Secretariat to facilitate request of lacking documents for proposed projects for approval

• Development by PED of the USP and SP Assessment Forms as guide in the conduct of review

Adoption by the ICC of USP and SP Assessment Forms which requires the Proponent or the IA (as applicable) to fill out data and provide documents required for the complete review of the project

Directors, PFPEMS;PED


Risk Event: Delay in evaluation of project for ICC approval, continuedRisk Level: High


Opportunity


Person)

Lack of ICC policy on standard terms and parameters for negotiation for unsolicited projects

• Note lessons learned and reference data from previously evaluated projects

• Document and use as reference previous ICC and NEDA Board decisions

• Development of the Terms and Conditions for Negotiation (Form) to serve as guide in discussions during the approval stage.

ICC to standardize parameters, terms and conditions to be approved, as applicable



Risk Event: Projects approved by the ICC have inconsistent approved terms (e.g., GPRAM vs policy decisions) Risk Level: High


Opportunity


Person)

No written ICC issuances/guidelines specifically for PPP projects

• Document and use as reference previous ICC and NEDA Board decisions

• Formalize PPPC position on specific inconsistencies in policy application, for consideration of the approving body

ICC to standardize parameters, terms and conditions to be approved, as applicable



Risk Event: Inability to conduct/attend site visits and on site coordination meetings due to the quarantine and declaration of State of Public Health Emergency Risk Level: High


Opportunity


Person)

COVID-19 pandemic • Close coordination with the IAs, LGUs, WDs, and other agencies through online communication platforms

• Conduct desk research for newly awarded PPP projects, for updating of the database

• Maintain collaboration with NEDA Central Office for the JV projects implemented by GOCCs, following the NEDA JV guidelines

Inclusion of PPP/JV information in the DILG-LGU profile of the LGPMS for the updating of database

Directors, PFPEMS;PMD


Risk Event: Stakeholders' negative viewpoint on PPPs due to government payments in the form of penalties arising from unfulfilled contractual obligations by the IAs, and complaints received on the projects from the affected stakeholders Risk Level: Moderate


Opportunity


Person)

IAs lack of capacity in undertaking PPP projects, including resolving implementation issues

• Provide assistance in resolving project issues through facilitating coordination activities with concerned stakeholders, issuance of legal opinions, among others

• PPP Center to provide capacity building activities based on IA needs

• Implementing Agencies to establish an implementation unit for PPPs that will manage the project and come up with a contract management plan to ensure timely delivery of obligations

• CL-TWG to issue the Implementing Rules and Regulations for the Risk Management Program



Risk Event: Stakeholders' negative viewpoint on PPPs due to government payments in the form of penalties arising from unfulfilled contractual obligations by the IAs, and complaints received on the projects from the affected stakeholders, continuedRisk Level: Moderate


Opportunity


Person)

Change in leadership within the IA that may result to modifications in the PPP contract/structure

Orientation with the new project management office to familiarize them with the project

Institutionalize Annual Progress Reports (i.e., compilation of monitoring reports per project to serve as transition material to acquaint the new officials on the PPP projects)



Risk Event: Information provided in the PPP Center database and sitevisit report are incompleteRisk Level: High


Opportunity

Owner (Division /

Specific Person)

Difficulty in requesting project documents due to confidentiality issues raised by the IAs

• Request the IAs for the PPP contract or JV Agreement and other relevant documents, in the letter for the conduct of site visit

• Inform the IAs that the documents provided to the PPPC will not be shared to any third party following DOJ Opinion No. 26 (2017)

• Request for DOJ Opinion on the PPPC's right to access confidential project documents

If DOJ renders a favorable opinion on the PPPC’s request, IAs will be informed that the PPPC has the right to access confidential project documents

Directors, PFPEMS; PMD; LS


Risk Event: Delay in the passage of the PPP ActRisk Level: High


Opportunity


Person)

Inability of policy and

law-making bodies to

agree on a unified PPP

Act

• Development and maintenance by PPP Center officials and employees of good relations with the members of policy and law-making bodies

• Preparation and participation in meetings and consultations on the drafting of the PPP Act

Finalization of the EBV of the PPP Act and submission to the Senate and Congress

PPP Center officials; PFD

Change in leadership of key agencies/bodies

Conduct of briefing for the new official and their staff

Strengthen relations with the new official and their staff

Lukewarm to negative reception by the general public of the PPP Program

Conduct of and participation in activities that promote PPPs to the general public (e.g., fora, RTDs, press interviews and releases)

Coordinate with KMD on the development of a communications plan for PPP Act

Risk Map – INTERNAL ISSUES


A Failure to provide policy recommendation/s on the effectiveness of an existing policy instrument

High

Likelihood

Imp

act

Legend:

Low Moderate High

1 2 3

12

3

Quality objective: Policy recommendations and instruments adopted by concerned stakeholders

A

Risk Map – INTERNAL ISSUES


A Inability of the PFPEMS staff to deliver targets involving highly technical matters within set deadlines

High

B Difficulty in the performance of regular duties during WFH arrangement

High

Likelihood

Imp

act

Legend:

Low Moderate High

1 2 3

12

3

Quality objective: Environment necessary for the operation of the Service processes provided and maintained

A

B

Risk Map – EXTERNAL ISSUES


A Delay in evaluation of project for ICC approval

High

B Projects approved by the ICC have inconsistent approved terms (e.g., GPRAM vs policy decisions)

High

Likelihood

Imp

act

Legend:

Low Moderate High

1 2 3

12

3

Quality objective: Approving authority assisted in evaluating proposed PPP projects

AB



A Inability to conduct/attend site visits and on site coordination meetings

High

B Stakeholders' negative viewpoint on PPPs

Moderate

C Information provided in the PPP Center database and site visit report are incomplete

High

Likelihood

Imp

act

Legend:

Low Moderate High

1 2 3

12

3

Quality objective: PPP projects implemented as expected through monitoring contractual obligations, managing risks, and documenting lessons learned

A

B C



A Delay in the passage of the PPP Act

High

Likelihood

Imp

act

Legend:

Low Moderate High

1 2 3

12

3

Quality objective: Policy recommendations and instruments adopted by concerned stakeholders

A

THANK YOU!

ANNEX G

Issues and Challenges,

Lessons Learned

and Best Practices

SERVICE QUALITYOBJECTIVE ISSUES & CHALLENGES

ACTIONS UNDERTAKENTO ADDRESSTHE

ISSUES & CHALLENGES/

LESSON LEARNED/ BESTPRACTICES

Sustain the good image

and reputation of the

PPP Center as the

champion of the

country’s PPP program

The lock down due to

COVID initially cut us off

from our regular

sources of information

(access to files in

computers/shared drives,

face to face coordination

etc. ) which made content

development a

challenge

Approvals for content

(esp those needing

editing) for knowledge

products can be

deprioritized due to

significant workload of

principals

As soon as the initial shock and

fear from COVID eased, KMD

was able to utilize electronic

alternatives for communication

to continue its tasks through

WFH arrangements.

Lessons learned on KM :

The importance of a secure and

working intranet was highlighted

during this lockdown period.

(successfully addressed by the

project databank document

center)

Significance of readily sharing

vetted information/facts that can

be lodged on current documentcenter and accessed by all.

Issues and

Challenges

Risk

Map




2

Likeliho

od

Imp

act 2

Legen

d:Lo

w

Modera

teHig

h

1 3

13

See Example of Risk

Map in Slide

13

Service Risk Management

MatrixYou may limit the presentation to Risk Events with Risk Level of Moderate and High.

Risk Event : Delayed approval of Coffee table book

CTPRisk Level: Medium

Root Cause *Existing

Controls

**Risk

Treatment/

Opportunity

Owner

(Divisio

n /

Person)

Missing articles for

approval

Final approval of

CTP

Coordination with

EAs/Secretaries for

reminders/follow-up

One-on-one

coordination with

target principal and

other contributors;

KMD

KMD

establish

hard deadlines for

submission*action or measure you are now doing to reduce, eliminate or prevent the risk

**an action that is taken to manage a risk

THANK

YOU!

ANNEX H

ADMINISTRATIVE SERVICE

2020 Mid-Year Assessment and Planning Workshop

June 18, 2020

PPPC - Board Room

OBJECTIVES OF THE PLANNING SESSION

Assess the 1st semester targets, and identify the unaccomplished PAPso Identify issues and challenges

Present strategic action plans to ensure completion of the unachieved 1st semester 2020 targets;

Prepare the 2020 2nd semester work targets

Identify continuous improvement measures

PROGRAM

TIME ACTIVITY IN-CHARGE

8:30am - 9:00am Registration Introduction

Regina Nuestro

9:00am – 9:15am ADS Budget and PPPC Budget Analysis Roselyn A. AdamiBudget Officer

9:15am – 10:00am Strategic Directions Eleazar E. RicoteDeputy Executive Director

9:30am - 10:00am Finalization of the ADS PPMP, and revised APP Aurora P. BatoctoyProcurement Officer

10:00am - 11:00am Presentation of 2020 1st Semester Accomplishment Identification of unfinished tasks/ projects/activities

(backlogs)

Division Chiefs GSD FD HRD

11:00pm - 12:00pm

1:00pm – 1:30pm

SWOT ANALYIS (vis-à-vis new normal situation)

Work-From-Home Tasks and Responsibilities

ADS Director

1:30pm - 3:00pm Presentation of 2020 2nd Semester Targets and back-up plan

Asst. Division Chiefs HRD GSD FD

3:00pm -3:30pm Review of Audit Findings, PBB Requirements, QMS, Service Charter, FOI, others

ADS Director

3:30pm – 4:30pm Synthesis/Moving Ahead All ADS Personnel

THANK YOU!


July 17, 2020PPP Board Room

[ADMINISTRATIVE SERVICE - GSD]




DATEACCOMPLISHED

Efficient and judicious

utilization of resources

(human, financial,

physical)

Compliance to reportorial

requirements of regulatory

agencies, and AO 25 2020 PBB

requirements

Certificate of Compliance

for Early Procurement

Activities (EPA) for FY

2020, submitted to

GPPB-TSO

January 29, 2020

(Mandated

deadline)

Annual Procurement Plan

(APPnonCSE) for FY

2020 submitted to GPPB-

TSO

January 29, 2020

(Mandated

deadline)

Procurement Monitoring

Report prepared and

submitted to GPPB -

TSO

January 14, 2020

(Mandated

deadline)

FOI Summary Report

and Registry FY 2019

submitted to PCOO

January 6, 2020

Certificate of 2019

FOI Compliance

received

electronically on

May 13, 2020 from

PCOO

(Mandated

deadline)

Key Result Area1: Efficient and effective processes implemented




DATEACCOMPLISHED



(human, financial,

physical)

Compliance to reportorial

requirements of regulatory

agencies, and AO 25 2020 PBB

requirements

Agency Procurement

Compliance and

Performance Indicators

(APCPI) for FY 2019,

submitted to GPPB-TSO

Ongoing

consolidation of

report. GSD will

submit 3rd week of

June 2020

Deadline: June 30,

2020

Updated List of Suppliers

for FY 2019 (2nd

semester) posted in the

Transparency Seal

January 9, 2020







DATEACCOMPLISHED



(human, financial,

physical)

Report on the Physical Count of

Property, Plant, and Equipment

for CY 2019 (RPCPPE)

RPCPPE for CY 2019

submitted to COA

January 15, 2020

(Mandated

deadline)

Report on the Supplies and

Materials Issuance (RSMI)

RSMI submitted to FD Every 3nd day of

the month (on the

average)

Inventory Custodian Slip (ICS) ICS submitted to FD Within the day

after receipt of the

semi-expendable

property by the

end-user

Report on the Physical Count of

Inventories (RPCI)

RPCI submitted to COA January 14, 2020

(Mandated

deadline)

Property Insurance for CY 2020

or building contents relative to

fire, typhoon, flood and

earthquake.

Property Insurance

secured from GSIS

November 21,

2019


Key Result Area1:




DATEACCOMPLISHED



(human, financial,

physical)

Clean, safe, orderly workstations

with functional office equipment

and facilities

Clean, safe, orderly

workstations, with

equipment and facilities

in good condition,

sanitized and disinfected

at all times.

Routine

Roadworthy Vehicles 100% of dispatched

PPPC vehicles in good

running condition, and

with approved trip tickets,

sanitized and disinfected

before and after trip.

Daily

Vehicle Registration / Insurance PPPC Vehicles

registered based on

prescribed LTO

Registration Schedule

As scheduled

Transport Services Provision of transport

services to skeleton work

force and delivery / pick-

up of documents and

supplies during

quarantine period

Per approved

request

• Focus on reporting accomplishments that are “strategic” or those that directly contribute in

Key Result Area1:




DATEACCOMPLISHED

Monthly Fuel Consumption Report

(FCR)

Monthly FCR with Report

of Travel reviewed,

consolidated, and

submitted to FD

Every 4th day of

the month (on the

average)

Policy guidelines SO No. 37- Work from

Office

April 21, 2020



Key Result Area1:


SERVICEQUALITY

OBJECTIVE


BACKLOG / UPCOMING ACTIVITIES


ACHIEVEMENTCATCH-UP PLAN2

Efficient and

judicious

utilization of

resources

(human,

financial,

physical)

Operationalization of

PPPC Business

Continuity Plan

(BCP)

Assessment tool for

the Emergency

Readiness of

Employees

Declaration of State of

Public Health Emergency

due to emerging

infectious disease

(COVID-19 pandemic)

leading to the adoption of

alternative work

arrangement

For implementation

in 2020 2nd

semester

Building Facilities

Management

Government Energy

Management Program

(GEMP)



due to emerging

infectious disease

(COVID-19 pandemic)


alternative work

arrangement

For implementation

in 2020 2nd

semester

• Focus on reporting backlogs that are “strategic” or those that directly affects the achievement of the PPP Center’s KRAs and Service Quality Objectives.

• Catch-Up Plan (Column 5) - Details of the solution (with timelines) which the Service intends to implement to ensure that the backlogs get accomplished



SERVICEQUALITY

OBJECTIVE


BACKLOG / UPCOMING ACTIVITIES


ACHIEVEMENTCATCH-UP PLAN2

Records

Management

Program

Revised Annual

Records Inventory



due to emerging

infectious disease

(COVID-19 pandemic)


alternative work

arrangement

For implementation

in 2020 2nd

semester








NEEDED 2

Efficient and

judicious utilization

of resources

(human, financial,

physical)

Office Improvement

Program

Office Configuration -

New Normal Office

Setting

July to

September

2020

Building Facilities

Management Program

PPPC Energy

Management Program

(Approval of SO /

Submission of baseline

reports to DOE)

July 2020 Approval of SD on

the draft guidelines

(already submitted)

Building Facilities

Management ProgramIntegrated Facility

Management Database

EO December

2020

Support of MISD

Reminder: Include Major Program/Project/Activities that are significant to the achievement of the Center’s KRAs. Also include PPAs with backlog from the 1st Semester.

1 - Based on the Center’s Strategy House, identify the KRA where the PPAs contribute2 – Resource needs could be Financial Resource, Human Resource, Supplies/Materials






NEEDED 2

Records Management

Program

Annual Records

Inventory

EO December

2020

Approval of RMIC

and Head of

Office

Compliance to regulatory

agencies, and AO 25 2020

PBB requirements

Compliance to

procurement reports,

administrative and

reportorial requirements

• One-page FOI

Manual

• Updated

APPnonCSE

• Updated List of

Suppliers

• Procurement

Monitoring Report

for 1st semester

December2020

July 31, 2020

July 15, 2020

July 14, 2020

Approval of SD,

BAC, HoPE and

FDM, as the case

maybe.

Reminder: Include Major Program/Project/Activities that are significant to the achievement of the Center’s KRAs. Also include PPAs with backlog from the 1st Semester.

1 - Based on the Center’s Strategy House, identify the KRA where the PPAs contribute2 – Resource needs could be Financial Resource, Human Resource, Supplies/Materials


2020 1st Semester Issues and Challenges, Lessons

Learned / Best Practices

2020 1st Semester Issues & Challenges


DIVISION ISSUES & CHALLENGES

GSD Implication of DBM issuance of NBC 580 dated

April 22, 2020:

• 10% discontinuance in the amounts

corresponding to FY 2020 released

allotments for MOOE i.e., fuel, water and

electricity consumption, other supplies and

materials, and other repair and maintenance

works

• Strict implementation of austerity measures

Continuous process improvement

Challenges to ensure health and safety of the

skeleton work force, contracted personnel, and

employees as a whole, as well as safety in the

workplace amidst the COVID-19 pandemic

2020 1st Semester Issues & Challenges


DIVISION ISSUES & CHALLENGES

Challenges of the alternative work arrangement

in the delivery of general support services re:

work schedule, coordination for submission and

approvals, internet connection, etc.

Need additional support for BAC Secretariat

Unmet targets / backclog for the 1st semester

Work-life balance in the light of WFH

2020 1st Semester Lessons Learned / Best Practices


DIVISION LESSONS LEARNED / BEST PRACTICES

GSD Compliance to PBB requirements relative to procurement,

FOI and Transparency Seal

Strong linkage and network with regulatory agencies and

partner agencies for information sharing and

benchmarking

Strong internal support to project implementation

THANK YOU!


June 18, 2020PPP Board Room

FINANCE DIVISION




DATEACCOMPLISHED

To ensure the judicious utilization of financial resources through: a)proper planning, allocation and monitoring of budget

Budget Preparation FY 2021 Budget Proposal submitted

to DBM through OSBPS

June 1, 2020

Budget Execution, Monitoring and Reporting

1st Qtr BFARs submitted thru URS

May 5, 2020

Monthly PMR submitted to DBM

& NEDA

Jan. – 2/10Feb. – 3/6

SAODB sent through email to Services

As of May 31, 2020 – June 11

NBC 580 compliance

April 30, 2020





DATEACCOMPLISHED

b) timely processing of all funded claims received duly supported with the required documents prescribed in COA Circular No. 2012-001 dated June 14, 2012

Processing of Financial Claims

100% of total claims with complete

supporting documents

processed and paid

January to June

338 DVs, 278 ADA, 40 Checks

Salary Administration 6 Regular and 2 Special PayrollsCom Allowance

1st & last salaries

Every 7th & 22nd of the month






DATEACCOMPLISHED

c) accurate recording and reporting of financial transactions in conformity with the Government Accounting Manual (GAM)

Financial Recording and Reporting

FY2019 Financial Statements

submitted to COA

February 7, 2020

311 JEVs prepared and recorded in

books of accounts

JanuaryFebruaryMarch – (June)

Monthly Financial Reports submitted to

COA

January – Feb. 10; February –March 9

Cashier’s Report from January to May

Jan – Feb 4Feb. – March 3March- May -June 10

Draft Reply to AOM (5)

2-3 days before deadline



SERVICEQUALITY

OBJECTIVE





Automation of budget and accounting systems

Adoption of the Budget and Treasury Management System (BTMS)

Readiness of the system administrator (DBM)ECQ

Follow-up DBM


Submission of monthly financial reports for March-May

ECQ Remote access of eNGAS and accounting records



• Include GAD-related backlogs (No need to put GAD-related backlogs in a separate slide)

Key Result Area: : ______________________





NEEDED 2

Budget Execution, Monitoring and Reporting

BFARs

90% BUR

85% DUR

2nd Sem

Processing of Financial Claims

DV, ADA, Checks

Salary Administration

Payroll


Monthly/Quarterly

Reports

Sustained Compliance with Audit Findings

30% Implementation of

AAR Recommendation

Key Result Area: _______________


and Best Practices



ECQ Protocols due to COVID-19Pandemic

Work from home arrangementOn-line processing of financial

claims

Inaccessibility of files/records Remote access in cooperation with MISD

Tasks requiring physical presence

Reporting to office despite risks and hazards



Risk Map




Likelihood

Imp

act

Legend:

Low Moderate High

1 2 3

12

3



You may limit the presentation to Risk Events with Risk Level of Moderate and High.

Risk Event : _________________________Risk Level: __________________


Opportunity

Owner

(Division /

Specific

Person)

THANK YOU!


July 17, 2020PPP Board Room

[ADMINISTRATIVE SERVICE - HRD]




DATEACCOMPLISHED

Recruitment, Selection and Placement

400 job applications processed

January-May2020

3 HRMPSP meetings facilitated3 Ad Referendum (Online approval)


12 Appointment Papers prepared


3 Endorsements to OP for appointment processed

March 2020

Key Result Area: ______________________





DATEACCOMPLISHED

Learning & Development (L & D)

Orientation conducted:1. 5 sessions - newly hired 2. 1 session - re-orientation

January - June

Organized briefings/ talk on:1. Real Property Valuation

and Assessment Reform2. Talk on Equal Employment

Opportunity and Gender Affirmative Language

January 8, 2020

February 3, 2020

Organized training on:1. Gender Sensitivity2. PPP 101

January 17, 2020

January 22, 2020

Key Result Area: ______________________




DATEACCOMPLISHED


4. Financial Education February 19, 2020

Organized KSS on:1) Training

Evaluation-Measuring Impact of Training

2) Effective Presentation of Statistical Reports

February 12, 2020

Key Result Area: ______________________





DATE ACCOMPLISHED


1 foreign scholarship processed

2 local scholarships processed

6 local training programs processed

1 foreign scholarship contract prepared

6 Service Contracts processed

4 CDC meetings facilitated6 CDC resolutions prepared

Key Result Area: ______________________




DATEACCOMPLISHED

Performance Management 2019 Individual Performance Commitment ratings consolidated

SPMS Orientation conducted

Prepared Annex A for the 2019 PBB

1st Quarter of 2020

Key Result Area: ______________________




DATEACCOMPLISHED

Performance Management Career Executive Service Performance Evaluation System (CESPES) briefingorganized

Assisted Service Directors in the completion of CESPES rating

Key Result Area: ______________________




DATEACCOMPLISHED

Awards and Recognitions 1 PAIS meeting facilitated

Guidelines on PAIS revised

19 Notice of Step Increment prepared


1 Notice of Salary Adjustment prepared

March 11, 2020

6 Loyalty Payment processed

January –March 2020

Key Result Area: ______________________




DATEACCOMPLISHED

Health and Wellness Blood Glucose Testing conducted

February 6, 2020

Briefing on Health Maintenance Organization (HMO) organized

February 5, 2020

Yoga Sessions organized

Feb. 13 & March 5, 2020

Key Result Area: ______________________




DATEACCOMPLISHED

Policy/Guidelines/Issuances PPPC Health and Wellness Program

SO on Limited Practice of Profession

Supplemental Guidelines on PPPC AWA

Guidelines on the Recruitment, Selection and Placement of Third Level

Guidelines on Equal Employment Opportunity

Events Management Women’s Month Celebration

March 2020

Key Result Area: ______________________




DATEACCOMPLISHED

HRIS 26 Certificates of Employment processed

January-May2020

4 Service Records processed


5 GSIS & 2 Pag-IBIG loan applications facilitated

January – May 2020

13 SALN reviewed and submitted to CSC (for new & separated employees)


Key Result Area: ______________________


SERVICEQUALITY

OBJECTIVE





Learning and

Development

Conduct of training

programs and

Knowledge Sharing

Sessions

Due to restrictions

brought about by

current Public Health

Emergency

Facilitation of

the conduct of

online training

programs and

webinars.



• Include GAD-related backlogs (No need to put GAD-related backlogs in a separate slide)

Key Result Area: : ______________________


SERVICEQUALITY

OBJECTIVE



NEEDED 2

Recruitment and

Selection

Vacancy Posting

Accurate Appointment

Continuing

Learning and Devt Revised Policy

Briefings/KSS

July

Performance Mgnt Orientation/Re-orientation

Competency Assessment

Continuing

Rewards and

Recognition

Revised Policy

Awarding Program

August

Wellness APE,Briefings, Grab kits Continuing Additional

Budget for APE

Compensation NOSI/NOSA Continuing

PBB Compliance Publication of SALN

Procedure

September

Key Result Area: _______________


and Best Practices



Connectivity/communication Report to Office

Unavailability of physical files Report to Office/Secure not sensitive documents

Policy restrictions Researched for free webinarsRequested Assistance

No remote access of the HRIS Requested MIS to provideremote access to HRIS



Risk Map




Likelihood

Imp

act

Legend:

Low Moderate High

1 2 3

12

3



You may limit the presentation to Risk Events with Risk Level of Moderate and High.

Risk Event : _________________________Risk Level: __________________


Opportunity

Owner

(Division /

Specific

Person)

THANK YOU!

ANNEX I

Outline of Presentation

1. Changes in External and Internal issues

2. Updates on Service Risk Assessment Matrix

3. Summary of Customer Satisfaction and Feedback from Stakeholders

4. Issues concerning the performance of External Providers (if any)

5. Report on change management (Change in processes)

6. Resource needs (Human Resource, Physical Resource, Financial Resource)

Service Internal and External Issues

INTERNAL ISSUES EXTERNAL ISSUES

After intake of new IA for project development

assistance (post CBD workshop, MOA signing,

etc.), the IA communicates that it urgently needs

different kinds of assistance in relation to

project, capacity, and policies which PDS may

not have the capability to attend to.

Changes in specific policy directions from a new

head of government agency which triggers

unplanned changes in existing structure and

scope of projects

Lack of manpower to shepherd and attend to

project development needs of all Implementing

Agencies and LGUs

Change in the leadership of the local IAs which

significantly affects the continuity of the existing

projects, most especially those which are at the

critical stage of development

Lack of experience of project officers in

conducting Business Cases, including technical

writing aspect

Lack of experience in conducting Business

Cases by counterparts in the implementing

agencies

Lack of technical capabilities and knowledge of

project officers in sector-specific aspects of

projects

Implementing agencies and LGUs’ lack of or

limited knowledge on how to accomplish the

project concept note

Managing properly the workload distribution of

different Divisions

Lack of understanding by project officers of

implementing agencies of the entire PPP

process

Limited ability to conduct subsequent project

activities that require physical presence in the

project site due to community quarantine


Risk Event : Longer turn-around of project reviews to the IAs/LGUs


Root CauseExisting

Controls

Risk Treatment/

Opportunity Owner

Lack of manpower to

shepherd and attend to

project development

needs of all Implementing

Agencies and LGUs

Current PMs handle more

projects than the usual

manageable work load

Incomplete submission by

IA of requested

documents to facilitate a

complete review by PM to

produce quality output

Request support

and assistance

from the top

management on

how to increase

plantilla positions

in the PDS

Output Review

process under

the PDS Service

Manual

Compliance with

requirements

under ARTA Law

a. Request for new plantilla

positions from the DBM to

address the shortage in PMs

to handle various project;

b. Establish processes on

intake of new clients and

requests from existing ones

for project development

assistance by imposing

mechanisms such as: (i)

need for inclusion of the PPP

project for development in

the PIP, (ii) expectation

setting discussion, and other

assessment processes.

c. Closely monitor equitable

allocation of workload

among employees

PDS Director

PDS Director,

Division Chief,

and Concerned

PDO

PDS Director

and Division

Chief


Risk Event : Inability to maximize the benefits of JV arrangement in the course

of assisting in the preparation and review of a JV Project


Root CauseExisting

Controls

Risk Treatment/

Opportunity Owner

Lack of capability of IAs

grounded on

experience in

developing and

structuring of JV

projects

Continuous

trainings/works

hops on JV

Required

review by and

sign off from

Director on all

reports for

conduct of

business case

Timely recommendation for

conduct of targeted and

customized capacity building

workshops upon

identification of the needs of

the IAs

PDS and

CBD


Risk Event : Lack of uniformity in adopting the generally-accepted risk

sharing/allocation in the review of projects



Opportunity Owner

There are deviations from

GPRAM that affect risk

allocations on future

projects and their

commercial viability

Required review by

supervisor per PDS

Service Manual which

involves monitoring the

deviations from GPRAM,

identifying the reasoning

behind the deviation

including relating to the

type of projects where the

deviations are relevant /

happened, and advising /

alerting / preparing the IAs

of projects under

development of these

deviations

Conduct of Project

Updates Meetings where

these are discussed at

length

Ensure review and sign

off by Division Chief

and Director on all Staff

Appraisal Reports and

Project Evaluation

Memorandum

Timely elevation to

PPPC Management

(including other

relevant Services) for

discussion of the

proposed deviation

PDS Director,

Division Chief,

Assigned PDO

PDS Director

and Division

Chief

Report on Customer Satisfaction and Feedback

Service Provided PDS Staff Service

Assessment Period 2nd Sem 2019

Total number of feedback forms sent out 5

Total number of feedback forms received 5

0

1

2

3

4

5

6

Poor Unsatisfactory Satisfactory VerySatisfactory

Outstanding

Knowledge on PPP Responsive

Coordination Timely and relevant advice

Overall


Service Provided PDS Processes

Assessment Period 2nd Sem 2019



0

1

2

3

4

5

6


Outstanding

Request response Accuracy, timeliness, & clarity Overall


Service Provided PDS Staff Service

Assessment Period 1st Sem 2020



0

2

4

6

8

10

12


Outstanding

Knowledge on PPP Responsive

Coordination Timely and relevant advice

Overall


Service Provided PDS Processes

Assessment Period 1st Sem 2020



0

1

2

3

4

5

6

7

8

9

10


Outstanding

Request response Accuracy, timeliness, & clarity Overall

Report on Performance of External Providers

Name Consultant Remarks

Lea R. Odulio Project Finance (ADB-TA) No exceptions noted

Vaughn F. Montes Risk Management Expert (ADB-TA) No exceptions noted

Prakash Rao Project Finance Expert (ADB-TA) No exceptions noted

Manuel A. Omedas Senior Urban Resiliency Infrastructure

Development Engineer (ADB-TA)

No exceptions noted

Johan G. Martinez LGU Infrastructure Engineer/Specialist (ADB-TA) No exceptions noted

Jose Danilo Silvestre Architect/Urban Development Specialist (ADB-TA) No exceptions noted

Ramon Benedicto A.

Alampay

PPP Urban and Tourism Planner (ADB-TA) For replacement

Jose M. Layug Jr. Senior Urban Resiliency Legal and Regulatory

Specialist (ADB-TA)

No exceptions noted

Manuel L. Manaligod, Jr. LGU Legal Specialist (ADB-TA) No exceptions noted

Eric T. Dykimching Joint Ventures Specialist (ADB-TA) No exceptions noted

Jehremiah Wilfred C Asis Legal (ADB-TA) No exceptions noted

Jose Manuel Barroco LGU Project Finance Specialist (ADB-TA) No exceptions noted

Joselito P. Vital PPP Health Specialist (ADB-TA) No exceptions noted

Pura Vita Guia-Pedrosa Environmental Sustainability and Resettlement

Specialist (ADB-TA)

No exceptions noted

For FY 2019 and 1st Semester FY 2020

Report on Change Management

Description Rationale Remark

Updated SAR and PEM templates -

with notations on author, reviewer and

approver

OFI from Internal

Audit

Document

Request Form

submitted

Project Updates Instructions from

ODED

Document

Request Form

submitted

Inclusion of procedures to be followed

in relation to management of the

Technical Assistance Agreement for

Business Case

Non-conformity from

Internal Audit

Correction Action

Report submitted

Ongoing

preparation of

Document

Request Form

Adequacy of Human Resource


DIRECTOR IV MARIA LERMA L. ADVINCULA

ADMIN. ASST. MARLAZEL D. VANZUELA

OIC DIRECTOR III JOHN DOMINIC Z. ZAFE

Infrastructure Division Social Division LGU Division

DC: JAN IRISH V. PLATON DC: MA. CRISTINA C.

CLEOFAS

JUSTINE E. PADIERNOS

LISA MARIE B. JACINTO JHOEL G. JORDA KRISTINA AZELA B. DIZA

MARIKRIS FLORENZ N.

GARCIA

LOIDA L. RAMOS IMARI KATE S. GALVEZ

MARY ROSE N. SANTILLAN** HANNAH SHIELA P.

CERVANTES

JANELLA B. SANTIAGO

AARON GABRIELLE M.

TANYAG

MARIA CECILIA C. REYES GEE MAUREEN G. MANGUERA

LUIS B. DELA CRUZ

As of 18 September 2020

Incoming Appointments:1. Nathaniel C. Cachero – indicative start on 01 October 20202. Normal Audric C. Castro – for completion of requirements3. Erwin James G. Caluag – for completion of requirements

19 filled positions out of 24 plantilla*

*Vacant positions – PDO II and Director III**On Study Leave


Requested additional plantilla positions – Technical Advisory Division

Director IV and Director III

Infrastructure Division

Social Division LGU DivisionTechnical Advisory Division

Administrative Assistant

Composition:

One (1) Project Development Officer V

One (1) Project Development Officer IV

One (1) Project Development Officer III

General Function:

The Technical Advisory Service shall provide expertise in the preparation of Feasibility Study,

Business Case, Technical study, etc. for PPP projects identified as priorities of the national

government, including but not limited to those identified in the revised Build, Build, Build Program as

well as the priority projects of local implementing agencies in the sectors of water supply and

sanitation, solid waste management, renewable energies, health, information technology, and tourism.

Existing

Requested

THANK YOU!

ANNEX J



Project Development and Monitoring Facility Service



Delays in TAA execution because of IA

internal process and IAs being averse to

reimbursement obligation despite prior

knowledge and explanation on the same.

Lack of sectoral technical expertise in

evaluation of PDMF applications and

crafting of Terms of Reference

Deficient PDMF application, e.g.

• Incomplete documentary requirements

• Project concept need further

development

• Incomplete information in the PDMF

Forms preventing identification of other


• Inconsistencies in project information as

indicated in different parts of the PDMF

Forms

Slow and low Fund Utilization mainly due to

slow approval of output



Delayed repayment of the cost of PDMF

support due to delay in the assessment

of the reimbursable amount

Inability to convene a physical meeting of

the SBAC where in the resolutions,

evaluation reports, among other

documents can be signed simultaneously

Delay in signing of documents

(e.g. SBAC/PSC/PIC Resolutions, CCS

Amendments)

Delay in response of SBAC, PSC/PIC in

consultant selection and contract

management concerns

Vague RFP provisions Differing interpretation of RFP and CCS

provisions

Delay in the review and approval of

timesheets for time-based contracts by



A. Risk Event : Delayed consultant selection and/or mobilization



Owner

(Division /

Specific Person)

Delays in signing

the TAA because of

IA internal process

and IAs are averse to

reimbursement

obligation

• Incorporate IA internal

process in project

timelines presented to the

PDMF Committee (e.g.

consultant selection)

• Adjustments in the

timeline

• Regular coordination with

IA to respond to their

concerns• Preliminary market

sounding

• Create a pro-forma PDMF application

letter indicating that the IA recognizes its

possible reimbursement obligation,

and/or a checklist as part of the PDMF

Forms

• Ensure the conduct of pre-Committee

meetings with IAs confirming, among

others, their recognition of possible

PDMF reimbursement and settling any

related issues/concerns

• Preliminary market sounding activity

through PDS (but it should be conducted

prior to submitting a PDMF application or

PDMF Committee presentation; PDS

should assess if the IA has issues on the

possibility of reimbursing the PDMF

cost)

Concerned PMD

officer


B. Risk Event : Delayed processing of application for PDMF support

Risk Level: Low


Owner

(Division /

Specific Person)

Deficient PDMF application,

e.g.

• Incomplete

documentary

requirements

• Project concept need

further development

• Incomplete information

in the PDMF Forms

that prevents

identification of other


• Inconsistencies in

project information as

indicated in different

parts of the PDMF

Forms

• Revision of orientation materials

to suggest/highlight important

information/requirements

consistent with the PDMF

Guidelines and process

• Indicate the

documentary/information

deficiencies in every

communication to IAs

• Regular coordination with IA to

clarify the project concept and

on project issues

• Defer presentation to PDMF

Committee until pending

requirements are delivered or

recommend approval with

conditions

• Request PDS PDO to

share their own Staff

Appraisal Report, which

contains the brief project

description and their initial

assessment of the PPP-

ability of the projects and

possible issues

• Do not present to the

PDMF Committee projects

with deficiencies or with

incoherent project concept

or PDMF Forms

Concerned PMD

officer


C. Risk Event : Sustainability of the revolving fund and its availability in

developing pipeline of viable and bankable PPP projectsRisk Level: Moderate


Opportunity Owner

Delayed

repayment of cost

of PDMF support

Constant follow-up with IAs and

coordination with DBM and COA (such as

the conduct of consultative meetings with

the finance units of the IAs) to

institutionalize the repayment

mechanism.

Revision of the PDMF Guidelines and

additional provision in the TAA on the

process and timeline of reimbursement of

PDMF cost by the IAs.

Pro-active coordination

with the finance units of

IAs.

FMD


D. Risk Event : Insufficient cash to meet the payment obligations to

ConsultantsRisk Level: Moderate


Opportunity Owner

Fund transfer to the

Bureau of Treasury

(Cash Sweep) to

support the Social

Amelioration

Measures relative to

COVID-19

Coordination with DBM on the cash

requirements for the PDMF

Enhance collection efforts

on the repayment of

PDMF cost by the IAs

Provide a more realistic

timeline as basis in the

preparation of the

projected disbursement

and update regularly.

Enforce stricter monitoring

of cash availability against

projected disbursements.

FMD

Long turn-around time

from requesting of

replenishment from

ADB to transfer of

cash to imprest

account

Constant coordination with ADB on

the status of the requested

replenishment, and with BTr and

DBM on the transfer of cash to the

imprest account


E. Risk Event : Different interpretation of RFP provision among SBAC and SBAC TWG

members



Opportunity

Owner

(Division /

Specific

Person)

Vague CCS and RFP

provisions

Request guidance from

ADB

Amend / update / clarify

the CCS and RFP

CRD

concerned

project

officer/s


F. Risk Event : Delay in signing of resolutions, evaluation reports, among others,

documents required for the preparation of ADB submission documents

Risk Level: High


Opportunity

Owner

(Division /

Specific

Person)

Inability to convene a

physical meeting of the

SBAC/PSC/PIC wherein

the resolutions, evaluation

reports, among other

documents can be signed

simultaneously

Allow signing in

counterparts using

digital/electronic

signature

Implement measures to

ensure strict compliance

with health protocols

during physical

meetings.

PPP Center


G. Risk Event : Difficulty in reviewing and approving timesheets for time-based contracts



Opportunity

Owner

(Division /

Specific

Person)

Delay in the review and

approval of the time

sheets for time-based

contracts by the


Active follow up Introduce a more

frequent reporting

requirement (weekly

time sheets) for regular

and closer intervals in

validating services

rendered and outputs

submitted

CRD

concerned

project

officer/s


Service Provided • Provision of Secretariat Services to the PDMF Committee (4)• Evaluation and Approval of PDMF Support Application (1)• Consultant Recruitment (1)

Assessment Period 2nd SEMESTER 2019 (September – December 2019)



0

1

2

3

4

1. Provided/ presentedcomprehensiveoverview of the process

2. The output/reportexhibited accurateinformation and data

3. Relevant guidelinesand processes werefollowed

4. Responsiveness ofthe output/report to therequirement

5. Relevant queries,clarifications, andconcerns pertaining totheprocesses/guidelineswere addressedappropriately andimmediately

6. Timely delivery/submission ofoutput/report

7. Regular and timelycoordination regardingthe status of theexpected output/report

No

. of

Res

po

nd

ents

P US S VS O


Service Provided • Provision of Secretariat Services to the PDMF Committee (7)• Evaluation and Approval of PDMF Support Application (9)

Assessment Period 1st SEMESTER 2020 (January – June 2020)



0123456789

101112

1. Provided/ presentedcomprehensive overview

of the process

2. The output/reportexhibited accurate

information and data

3. Relevant guidelinesand processes were

followed

4. Responsiveness ofthe output/report to the

requirement

5. Relevant queries,clarifications, and

concerns pertaining tothe processes/guidelines

were addressedappropriately and

immediately

6. Timely delivery/submission ofoutput/report

7. Regular and timelycoordination regarding

the status of theexpected output/report

No

. of

Res

po

nd

ents

P US S VS O


• Satisfactory performance of ADB procurement advisor

Do you have any external providers? (Consultants, for AdS – Utilities, Guard, Receptionist)Please provide an evaluation of their performance


• No changes in the Services Operations Manual and processes.

Are there any changes made on your Service Operations Manual?Changes in your processes?

Please list them down and describe the changes made and the reason for the change.


Plantilla Vacant Proposed Additional (2020)

Proposed Additional (2021)

Director 2 1

Division Chief

3 1 1

Technical Staff

9 1 2

Admin Staff

1 1

Total 15 4

THANK YOU!

ANNEX K



LEGAL SERVICE



High Volume of Projects attended by the Service

Lack of jurisprudence on legal issues affecting PPP Projects

Insufficient Human Resources Limited and Changing Government Policy

Legal Resources(shift to online lex libris)

Non-disclosure by the Private Sector and IAs/LGUs of issues relating to their projects

Lack of competence and experience of implementing agencies in doing PPPs

Non-compliance by Parties with their undertakings under the PPP contract


Risk Event : Delayed Provision of Legal Assistance



Owner

(Division /

Specific Person)

High Volume of Projects attended

to by the Service

Reasonable distribution of

workload

Pending request for additional

position

a. Request additional

plantilla positions

b. Submission of list of

pending work on a

weekly basis

LS

All LS staff

Insufficient Human Resources Tracking pending work, SRF,

LAII research work, NC-Legal

(PDS)

Trainings; Inform PMs on

setting deadlines of

requests/managing deadlines

through SRF

LS lawyers

Admin Assistant

Lack of Resources Using available online resources Subscription to CD Asia Online;

Remote access to LS

Documents

All LS staff


Risk Event : Failure to Deliver Quality OutputRisk Level: Moderate


Opportunity

Owner

(Division /

Specific

Person)

Insufficient Human

Resources

Working in teams (at

least one Atty III and

one DC per project)

Trainings; Referral to

NC-Legal (PDS)

LS lawyers

Limited and Changing

Government Policy

Monitoring and

reviewing legal

developments

Monitoring of OGCC

Opinions; relevant laws

and regulations (Legal

Updates)

LS lawyers;

legal

assistants


Risk Event : Inaccurate Legal AdvisoryRisk Level: Moderate


Opportunity

Owner

(Division /

Specific

Person)

Non-disclosure by the

private sector and

IAs/LGUs of issues and

facts relating to their

projects

Provide legal support to

IAs/LGUs undertaking

PPP Projects

Caveat in legal opinion

Close coordination with

the private sector and

IAs/LGUs (and PDS

and PMD) to ensure

openness and full

disclosure.

LS/PMD/PDS


Risk Event : Increased risk of Legal Issues in project

ImplementationRisk Level: Moderate


Opportunity

Owner

(Division /

Specific

Person)

Non-compliance by

IAs/LGUs with its

undertakings under the

PPP contracts

Provide legal support to

IAs/LGUs undertaking

PPP Projects

Close coordination with

the private sector and

IAs/LGUs (with PMD) to

ensure openness and

full disclosure.

LS/PMD


Risk Event : Misappreciation of facts; Inability to address

unforeseen circumstancesRisk Level: Moderate


Opportunity

Owner

(Division /

Specific

Person)

Lack of competence and

experience of national

agencies or LGUs in

doing PPPs

Continuous

trainings/workshops

Further appropriate

training and seminars

LS/PDS/CBD


Service Provided Legal Opinion; Legal Review of Documents & Issuance

Assessment Period 1st Semester of 2020



0

10

20

30

40

50

60


Outstanding

Question 1 Question 2 Question 3

Question 4 Question 5 Overall


Service Provided Legal Opinion; Legal Review of Documents & Issuance

Assessment Period 2nd Semester of 2019



0102030405060


Outstanding

Ease of Communication

Clarity of Communication

Ease of Availing the Requested Service/Transacting with LS

Adequacy of Delivered Output

Prompt Conveyance of Expected Deliverable

Overall


Name Consultant Remarks

Jose M. Layug Jr. Legal (ADB-TA) Delay in turnaround

time

Eric T. Dykimching Legal (ADB-TA) Delay in turnaround

time

For FY 2019 and 1st Semester FY 2020


Description Reason Remark

Drafted Client Satisfaction and

Feedback Form for evaluation

of Secretariat Services for the

Public-Private Partnership

Governing Board to be

implemented immediately in the

next scheduled meeting and

every meeting thereafter.

Internal Audit

Finding for non-

conformity to

clause 9.1.2

(Customer

Satisfaction) of

LS QMS

Document

submitted

to ISO

Core Team

Revised the SWFP to match

the number of prescribed

PPPGB Meetings as stated in

the PPPGB Protocols

Internal Audit

Finding for non-

conformity to LS

QSM Clauses 4.2

and 8.2.3

Document

submitted

to ISO

Core Team


Plantilla Vacant Proposed Additional (2020) Proposed Additional (2021)

Director 1

Division Chief 2 1 (one additional division for project monitoring)

Technical Staff 8 1 Atty IV1 Atty III (to assume post by last week of September

1 Atty IV (PAD) 2 Atty IIIs

Admin Staff 1

Total 12

THANK YOU!

ANNEX L


September 18, 2020

MS Teams Link

Policy Formulation, Project

Evaluation and Monitoring Service

Changes in External and Internal issues

EXTERNAL ISSUES

• Failure to enact the PPP Act under this Congress

• Change in leadership of key agencies/ bodies

• Incomplete and poor quality of submissions from Implementing Agency/ies to the

ICC

• Lack of ICC policy on standard terms and parameters for negotiation for unsolicited

projects

• No written ICC issuances/guidelines specifically for PPP projects

• Difficulty in gathering data on awarded PPP projects due to restricted travels and

confidentiality issues raised by the Implementing Agencies

INTERNAL ISSUES

• Lack of fast and reliable internet connection at home

• Inability to conduct face-to-face coordination meetings with the stakeholders


Risk Event : Failure to enact the PPP Act under this Congress

Risk Level: High


Opportunity

Owner

(Division /

Specific

Person)

Inability of policy and law-

making bodies to agree on a

unified PPP Act.

(1) Development and

maintenance by PPP Center

officials and employees of

good relations with the

members of policy and law-

making bodies

(2) Preparation and

participation in meetings and

consultations on the drafting

of the PPP Act

Finalization of the EBV of the

PPP Act and submission to

the Senate and Congress

Timeline: Continuous

PPP Center

Officials, PFD

Change in leadership of key

agencies/ bodies

Conduct of briefing for the

new official and their staff

Strengthen relations with the


Timeline: As needed

PPP Center

Officials, PFD


Risk Event : Delay in evaluation of project for ICC approval

Risk Level: High


Owner

(Division /

Specific

Person)

Incomplete and

poor quality of

submissions from

Implementing

Agency/ies to the

ICC

(1) Initial check and feedback provided to the

ICC Core Secretariat to facilitate request of

lacking documents for proposed projects for

approval

(2) Development by PED of the USP and SP

Assessment Forms as guide in the conduct of

review

Once developed USP and SP

assessment forms have been

adopted by the ICC, coordinate with

other units (e.g. PFD, PDS, CBKMS)

in farming out these forms and

capacitating IAs in using these.

Timeline: 1st Sem 2021

Directors,

PFPEMS;

PED

Lack of ICC

policy on

standard terms

and parameters

for negotiation for

unsolicited

projects

(1) Note lessons learned and reference data

from previously evaluated projects

(2) Document and use as reference previous

ICC and NEDA Board decisions

(3) Development of the Parameters, Terms and

Conditions for Negotiation (Form) to serve as

guide in discussions during the approval stage

Once developed Parameters, Terms

and Conditions for Negotiation

(Form) have been adopted by the

ICC, coordinate with other units (e.g.

PFD, PDS, CBKMS) in farming out

these forms and capacitating IAs in

using these.



Risk Event : Difficulty in gathering data on awarded PPP projects (1/2)

Risk Level: High


Owner

(Division /

Specific

Person)

Restricted travels

due to COVID-19

pandemic, and

the government's

declaration of

State of Public

Health Emergency

on March 8, 2020,

and imposition of

quarantine

protocols

(1) Close coordination with the IAs, LGUs, WDs,

and other agencies through online

communication platforms.

(2) Conduct desk research for newly awarded

PPP projects, for updating of the database

(3) Maintain collaboration with NEDA Central

Office for the JV projects implemented by

GOCCs, following the NEDA JV guidelines

Request for the inclusion of PPP/JV

information in the DILG-LGU profile of the

LGPMS for the updating of database

Timeline: First semester 2021, subject to

the approval of DILG for the inclusion of

PPP/JV information

As instructed by SKKC, consider issuing a

JMC on monitoring PPP Projs not covered

by the BOT law

Timeline: 2021

Directors,

PMD



Risk Level: High


Owner

(Division /

Specific

Person)

Confidentiality

issues raised by

the Implementing

Agencies

(1) Request the IAs for the PPP contract or JV

Agreement and other relevant documents, in the

letter for the conduct of site visit

(2) Request for DOJ Opinion on the PPPC's right

to access confidential project documents

PMD to inform the IAs that the PPPC has

the right to access confidential project

documents, once the DOJ renders a

favorable opinion

Timeline: Implementation is dependent on

DOJ's action re: PPP Center's request


Risk Event : Stakeholders' negative viewpoint on PPPs due to government payments in the form

of penalties arising from unfulfilled contractual obligations by the IAs, and complaints received

on the projects from the affected stakeholders



Owner

(Division /

Specific

Person)

IAs lack of capacity

in undertaking PPP

projects, including

resolving

implementation

issues

(1) Provide assistance in resolving project

issues through facilitating coordination

activities with concerned stakeholders,

issuance of legal opinions, among others

(2) Provide capacity building activities

based on IA needs

(1) Advice the implementing agencies to establish an implementation

unit for PPPs that will manage the project and come up with a

contract management plan to ensure timely delivery of obligations;

(2) Request to convene the Technical Working Group on Contingent

Liabilities (CL-TWG) to discuss and finalize the Implementing Rules

and Regulations for the Risk Management Program;

(3) Showcase success stories of PPP projects through knowledge

products, posting project info on PPPC online platforms, capacity

building activities, etc.


Directors,

PMD

Change in leadership

within the IA that

may result to

modifications in the

PPP

contract/structure

Orientation with the new project

management office to familiarize them

with the project

Strengthen knowledge management through institutionalization of

Progress Reports (i.e. compilation of monitoring reports per project),

to serve as transition materials to acquaint the relevant agencies on

the PPP projects

Timeline: Every close of the year


Service Provided Policy Formulation

Assessment Period 2019 2nd semester



0

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1

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2

2.5

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Acknowledgesreceipt of emails

Gives clearexplanation in

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Delivers accurateoutput as requested

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Provides promptservice

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External Provider Deliverables

Jose Barroco, LGU Project Finance

Specialist

• Assistance in the review and evaluation of project technical documents

• Basic and advanced training on economic and demand analysis

Pura Vita Pedrosa, Environmental

Safeguards & Resettlement Expert

• Comments/inputs to draft sectoral guides

• Consultation on safeguards and environmental matters

Prakash Rao, Project Finance Specialist • Comments/inputs on PPP sectoral guides

• Technical assistance in the development of COA’s PPP Audit Guidelines

• Comments/inputs on unsolicited projects

Vaughn Montes, Risk Management Advisor Consultation on financial matters and VFM

Lea Odulio, Financial Sector Specialist Consultation on financial matters and VFM

Johan Martinez, LGU PPP Infrastructure

Specialist

• Comments/inputs on PPP sectoral guides

• Assistance in the review and evaluation of project technical documents.

Manuel Manaligod, LGU PPP Legal

Specialist


• Review of draft CA and legal aspects of proposed PPP projects

• Continuous consultation on LGU PPP project issues and concerns

Eric Dykimching, Joint Venture (JV)

Specialist


• Consultation on JV project issues and concerns

Joselito Vital, PPP Health Specialist Technical assistance in the development of PPP Health sectoral guide

Note: Evaluation of the consultants follows the ADB procedures (i.e. c/o ADB)


CHANGES DESCRIPTION

Expanded the coverage of core

processes in the Service Operations

Manual, and added the following:

• Formulation of Other Instruments

Involving PPPs

• Submission of Reports Related to

the Implementation of PPP Projects

To harmonize the processes with the external

services listed in the PPP Center’s Citizen’s

Charter

Renamed the following core processes:

• Monitoring and Facilitation of the

Implementation of PPP Projects

• Review and Evaluation of the

Different Aspects of Proposed PPP

Projects

Adequacy of Human Resources

Director IV/III

Policy Formulation

Project Evaluation

Project Monitoring

Secretary

PFPEMS

Service Organizational Structure

PO V

PO IV

PO III

PO III

PO II

PEO V

PEO IV

PEO III

PEO II

PEO II

PEO V

PEO IV

PEO III

PEO III

PEO III

PEO II

PEO II

PEO II

PEO II

PEO II

JUSTIFICATION:

• Need for additional planning officers to

spearhead the PPP Act advocacy and

development of new PPP-related policy

instruments

• Need for additional project officers to

handle the influx of proposed PPP projects

• Need for a separate unit to focus on

monitoring and facilitating the

implementation of existing and upcoming

local PPP projects

PEO V

PEO IV

PEO III

PEO III

PEO II

PEO III

PEO III

PEO II

PEO III

PEO III

PEO II

PEO II

PEO II

Plantilla Vacant Proposed

Additional

(2020)

Proposed

Additional

(2021)

Director 2 0 - -

Division

Chief

3 0 - -

Technical

Staff

17 2 6 7

Admin

Staff

1 0 - -

Total 23 2 6 7

THANK YOU!

ANNEX M


September 18, 2020

MS Teams Link

Policy Formulation, Project

Evaluation and Monitoring Service

Changes in External and Internal issues

EXTERNAL ISSUES

• Failure to enact the PPP Act under this Congress

• Change in leadership of key agencies/ bodies

• Incomplete and poor quality of submissions from Implementing Agency/ies to the

ICC

• Lack of ICC policy on standard terms and parameters for negotiation for unsolicited

projects

• No written ICC issuances/guidelines specifically for PPP projects

• Difficulty in gathering data on awarded PPP projects due to restricted travels and

confidentiality issues raised by the Implementing Agencies

INTERNAL ISSUES

• Lack of fast and reliable internet connection at home

• Inability to conduct face-to-face coordination meetings with the stakeholders


Risk Event : Failure to enact the PPP Act under this Congress

Risk Level: High


Opportunity

Owner

(Division /

Specific

Person)

Inability of policy and law-

making bodies to agree on a

unified PPP Act.

(1) Development and

maintenance by PPP Center

officials and employees of

good relations with the

members of policy and law-

making bodies

(2) Preparation and

participation in meetings and

consultations on the drafting

of the PPP Act

Finalization of the EBV of the

PPP Act and submission to

the Senate and Congress


PPP Center

Officials, PFD

Change in leadership of key

agencies/ bodies

Conduct of briefing for the


Strengthen relations with the


Timeline: As needed

PPP Center

Officials, PFD


Risk Event : Delay in evaluation of project for ICC approval

Risk Level: High


Owner

(Division /

Specific

Person)

Incomplete and

poor quality of

submissions from

Implementing

Agency/ies to the

ICC

(1) Initial check and feedback provided to the

ICC Core Secretariat to facilitate request of

lacking documents for proposed projects for

approval

(2) Development by PED of the USP and SP

Assessment Forms as guide in the conduct of

review

Once developed USP and SP

assessment forms have been

adopted by the ICC, coordinate with

other units (e.g. PFD, PDS, CBKMS)

in farming out these forms and

capacitating IAs in using these.


Directors,

PFPEMS;

PED

Lack of ICC

policy on

standard terms

and parameters

for negotiation for

unsolicited

projects

(1) Note lessons learned and reference data

from previously evaluated projects

(2) Document and use as reference previous

ICC and NEDA Board decisions

(3) Development of the Parameters, Terms and

Conditions for Negotiation (Form) to serve as

guide in discussions during the approval stage

Once developed Parameters, Terms

and Conditions for Negotiation

(Form) have been adopted by the

ICC, coordinate with other units (e.g.

PFD, PDS, CBKMS) in farming out

these forms and capacitating IAs in

using these.




Risk Level: High


Owner

(Division /

Specific

Person)

Restricted travels

due to COVID-19

pandemic, and

the government's

declaration of

State of Public

Health Emergency

on March 8, 2020,

and imposition of

quarantine

protocols

(1) Close coordination with the IAs, LGUs, WDs,

and other agencies through online

communication platforms.

(2) Conduct desk research for newly awarded

PPP projects, for updating of the database

(3) Maintain collaboration with NEDA Central

Office for the JV projects implemented by

GOCCs, following the NEDA JV guidelines

Request for the inclusion of PPP/JV

information in the DILG-LGU profile of the

LGPMS for the updating of database

Timeline: First semester 2021, subject to

the approval of DILG for the inclusion of

PPP/JV information

As instructed by SKKC, consider issuing a

JMC on monitoring PPP Projs not covered

by the BOT law

Timeline: 2021

Directors,

PMD



Risk Level: High


Owner

(Division /

Specific

Person)

Confidentiality

issues raised by

the Implementing

Agencies

(1) Request the IAs for the PPP contract or JV

Agreement and other relevant documents, in the

letter for the conduct of site visit

(2) Request for DOJ Opinion on the PPPC's right

to access confidential project documents

PMD to inform the IAs that the PPPC has

the right to access confidential project

documents, once the DOJ renders a

favorable opinion

Timeline: Implementation is dependent on

DOJ's action re: PPP Center's request


Risk Event : Stakeholders' negative viewpoint on PPPs due to government payments in the form

of penalties arising from unfulfilled contractual obligations by the IAs, and complaints received

on the projects from the affected stakeholders



Owner

(Division /

Specific

Person)

IAs lack of capacity

in undertaking PPP

projects, including

resolving

implementation

issues

(1) Provide assistance in resolving project

issues through facilitating coordination

activities with concerned stakeholders,

issuance of legal opinions, among others

(2) Provide capacity building activities

based on IA needs

(1) Advice the implementing agencies to establish an implementation

unit for PPPs that will manage the project and come up with a

contract management plan to ensure timely delivery of obligations;

(2) Request to convene the Technical Working Group on Contingent

Liabilities (CL-TWG) to discuss and finalize the Implementing Rules

and Regulations for the Risk Management Program;

(3) Showcase success stories of PPP projects through knowledge

products, posting project info on PPPC online platforms, capacity

building activities, etc.


Directors,

PMD

Change in leadership

within the IA that

may result to

modifications in the

PPP

contract/structure

Orientation with the new project

management office to familiarize them

with the project

Strengthen knowledge management through institutionalization of

Progress Reports (i.e. compilation of monitoring reports per project),

to serve as transition materials to acquaint the relevant agencies on

the PPP projects

Timeline: Every close of the year






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External Provider Deliverables

Jose Barroco, LGU Project Finance

Specialist

• Assistance in the review and evaluation of project technical documents

• Basic and advanced training on economic and demand analysis

Pura Vita Pedrosa, Environmental

Safeguards & Resettlement Expert

• Comments/inputs to draft sectoral guides

• Consultation on safeguards and environmental matters

Prakash Rao, Project Finance Specialist • Comments/inputs on PPP sectoral guides

• Technical assistance in the development of COA’s PPP Audit Guidelines

• Comments/inputs on unsolicited projects

Vaughn Montes, Risk Management Advisor Consultation on financial matters and VFM

Lea Odulio, Financial Sector Specialist Consultation on financial matters and VFM

Johan Martinez, LGU PPP Infrastructure

Specialist


• Assistance in the review and evaluation of project technical documents.

Manuel Manaligod, LGU PPP Legal

Specialist



• Continuous consultation on LGU PPP project issues and concerns

Eric Dykimching, Joint Venture (JV)

Specialist


• Consultation on JV project issues and concerns

Joselito Vital, PPP Health Specialist Technical assistance in the development of PPP Health sectoral guide

Note: Evaluation of the consultants follows the ADB procedures (i.e. c/o ADB)


CHANGES DESCRIPTION

Expanded the coverage of core

processes in the Service Operations

Manual, and added the following:

• Formulation of Other Instruments

Involving PPPs

• Submission of Reports Related to

the Implementation of PPP Projects

To harmonize the processes with the external

services listed in the PPP Center’s Citizen’s

Charter

Renamed the following core processes:

• Monitoring and Facilitation of the

Implementation of PPP Projects

• Review and Evaluation of the

Different Aspects of Proposed PPP

Projects

Adequacy of Human Resources

Director IV/III

Policy Formulation

Project Evaluation

Project Monitoring

Secretary

PFPEMS

Service Organizational Structure

PO V

PO IV

PO III

PO III

PO II

PEO V

PEO IV

PEO III

PEO II

PEO II

PEO V

PEO IV

PEO III

PEO III

PEO III

PEO II

PEO II

PEO II

PEO II

PEO II

JUSTIFICATION:

• Need for additional planning officers to

spearhead the PPP Act advocacy and

development of new PPP-related policy

instruments

• Need for additional project officers to

handle the influx of proposed PPP projects

• Need for a separate unit to focus on

monitoring and facilitating the

implementation of existing and upcoming

local PPP projects

PEO V

PEO IV

PEO III

PEO III

PEO II

PEO III

PEO III

PEO II

PEO III

PEO III

PEO II

PEO II

PEO II

Plantilla Vacant Proposed

Additional

(2020)

Proposed

Additional

(2021)

Director 2 0 - -

Division

Chief

3 0 - -

Technical

Staff

17 2 6 7

Admin

Staff

1 0 - -

Total 23 2 6 7

THANK YOU!

ANNEX N



ADMINISTRATIVE SERVICE



Ability of the Admin Service to readily provide the support services given the Work from Home limitations/challenges

• Need to develop interim work systems, procedures, guidelines

• Delay/timeliness of some procurement activities

• Interpretation and Application of Policies and Guidelines to the current situation Service Obligation for Online

Trainings OT

Declaration of the National Health Emergency due to COVID-19 Pandemic which affected normal work operations

Limited suppliers participating to procurement activities, or to timely respond to market analysis, RFQ, bid submissions, post qualification documents, etc.

Alignment of interpretation with regulatory agencies



• Inaccessibility of files to do remote/wfh tasks especially during the ECQ Period

• Volume of work vis-à-vis wfhlimitations have increased stress level-need to enhance Wellness Program to include Socio-psychological-physical components to respond to challenges of wfh; and need to develop other Employee Engagement Programs and capacities

Intermittent or poor internet connectivity



Backlog in some 1st sem Targets

Creation of the Integrated Facility Management Database

Conduct of the Emergency Preparedness Assessment Survey

Monthly reports to COA for March-June 2020 due to the inaccessibility of ENGAs

Budget limitations as an effect of DBM NBC 580 where some PAPs are discontinued or 10% of the budget were discontinued


Risk Event : Longer processes due to work from home arrangementRisk Level: 4


Opportunity Owner

Declaration of national health

emergency and imposition of

community quarantine

Implementation of online

processes, digital signatures

Remote or online

processing

FDHRDGSD

Slow or intermittent internet

connectivity

Provision of communication

expense

Provision of

communication expense

reimbursement/internet

connectivity support

allotment

Report to office

physically

FD

Unavailability of

documents/records

Implementation of Interim

Records Management

Remote access to

records/documents

Kknowledge Hub

MISD

Reporting to

Office/Physically

securing files from the

office

SD


Risk Event : Health Risk for Skeleton WorkforceRisk Level: 4


Opportunity

Owner

(Division /

Specific

Person)

COVID-19 pandemic Implementation of the

Report to Office Approval

Enforcement of health,

sanitation and safety

protocols for skeleton

workforce as defined in

the OC on AWA

SD

Procurement and

installation of health and

safety supplies and

materials (sneezeguard,

masks, goggles, hygienic

products, etc)

GSD


Risk Event : Higher Stress Level among staffRisk Level: 4


Opportunity

Owner

(Division /

Specific

Person)

Work limitations due to

COVID-19 pandemic

Adoption of AWA More staff engagement

activities, no work beyond

office hours/weekends

HR, PEO, SD

Limited plantilla position Multi-tasking, OT, carrying

additional workload

Proposal for

organizational

expansion

Set internal deadlines

to allow buffer time

Request for extension

of deadlines

Enhance

capacities/competenci

es of staff

SD

DC


Service Provided For Processing of financial claims through LDDAP-ADA

Assessment Period 1st Semester 2020



0

1

2

3

4

5

6

7


Outstanding


Finance Division


Service Provided For Processing of Request for Certification (Received

salaries/remittances)

Assessment Period 1st Semester 2020



0

0.5

1

1.5

2

2.5

3

3.5

4

4.5


Outstanding


Finance Division


4

4.1

4.2

4.3

4.4

4.5

4.6

4.7

4.8

4.9

5

5.1

Professionalism Communication Accessibility Responsiveness Process ProcurementDocuments

Payment

Client Satisfaction Survey for Suppliers

Customer Satisfaction Survey for Suppliers 2nd Sem 2019 Customer Satisfaction Survey for Suppliers 1st Sem 2020

General Services Division

Suppliers


Service Provided: HRD Documents

Assessment Period: 2016 to August 2020

Total number of feedback forms sent out: 394

Total number of feedback forms received: 272

Human Resource Division


68

28

30 0

27

19

4

0 00

10

20

30

40

50

60

70

80

Outstanding Very Satisfactory Satisfactory Unsatisfactory Poor

How satisfied are you with the recruitment process?

2019 2020


• Development of Interim process flows for HRD, GSD, FD for online transactionsRecords Management Transport Management Property and Supply Management Procurement L&DRSPDelegation of AuthoritiesAlternative Work Arrangement at PPPCOnline Submission of Reports to Regulatory and Oversight AgenciesUploading to the Knowledge Hub Etc.

• Budget and Treasury Management System (BTMS) will be rolled out this October.

• Client Satisfaction Survey Form for GSD

Are there any changes made on your Service Operations Manual?Changes in your processes?

Please list them down and describe the changes made and the reason for the change.


Please provide the number of proposed additional positions

Plantilla Vacant Proposed Additional (2020)

Proposed Additional (2021)

Director 1

Division Chief

3

Technical Staff

14 1 8

Admin Staff

2

Total 20 0 1 8

SD

HRD FD GSD

AA III

Creation of an L & D Division

Creation of a Procurement Unit

THANK YOU!

ANNEX O

PPPC RISK ASSESSMENT MATRIX

ANNEX A - PPP Center

Documents

Transcript of ANNEX A - PPP Center