2016

OPERATIONS MANUAL

MINDANAO DEVELOPMENT AUTHORITY

SERIES 2016

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TABLE OF CONTENTS

SECTION 1: INTRODUCTION ................................................................................................................................................... 4

1.1 MANDATES ..................................................................................................................................................................... 4 1.1.1 Vision ...................................................................................................................................................................... 4 1.1.2 Mission ................................................................................................................................................................... 4

1.1.4 Organizational Competency .............................................................................................................................. 5 1.1.6 Organization Structure ...................................................................................................................................... 8

1.2 MinDA Board .......................................................................................................................................................... 9 1.2.1 Composition....................................................................................................................................................... 9 1.2.2 Functions ......................................................................................................................................................... 10

1.3 Functions of Offices .............................................................................................................................................. 10 1.3.1 Office of the Chair ............................................................................................................................................ 10 1.3.2 Office of the Executive Director ...................................................................................................................... 11 1.3.3 Planning Policy and Project Development Office ............................................................................................ 12 1.3.4 Investment Promotion and Public Affairs Office ............................................................................................. 13 International Relations Division ..................................................................................................................................... 14 Public Relations Division ................................................................................................................................................ 15 1.3.5 Office of Area Coordination and Project Management ................................................................................... 15 1.3.6 Office for Finance and Administrative Services ............................................................................................... 20

SECTION 2: ORGANIZATIONAL STANDARDS ......................................................................................................................... 25

2.1 BUSINESS PROCESSES ...................................................................................................................................................... 25 2.1.3 Office of the Executive Director .......................................................................................................................... 27 2.1.4 PLANNING POLICY AND PROJECT DEVELOPMENT OFFICE .................................................................................. 39 II. Project Development Work Planning Cycle and Business Process ........................................................................... 40 PLANNING AND RESEARCH DIVISION ................................................................................................................................. 46 KNOWLEDGE MANAGEMENT FRAMEWORK FOR MINDA .................................................................................................. 48 POLICY FORMULATION DIVISION ....................................................................................................................................... 61 2.1.5 INVESTMENT PROMOTION AND PUBLIC AFFAIRS OFFICE ................................................................................... 69 IRD Business Process .......................................................................................................................................................... 77 DIVISION OPERATIONAL MANUAL OF THE PUBLIC RELATIONS DIVISION (PuRD) .............................................................. 78 2.1.6 Office of Area Coordination and Project Management ....................................................................................... 83 Office of Finance and Administrative Services ................................................................................................................... 88

2.3 JOB DESCRIPTION AND COMPETENCY REQUIREMENTS FOR OFFICERS AND EMPLOYEES ................................................................ 93 OFFICE OF THE CHAIRPERSON ............................................................................................................................................ 93 OFFICE OF THE EXECUTIVE DIRECTOR ................................................................................................................................ 98 OFFICE FOR PLANNING, POLICY FORMULATION AND INVESTMENT PROGRAMMING .................................................... 105 Planning Division............................................................................................................................................................... 106 Project Development Division .......................................................................................................................................... 113 POLICY ADVOCACY DIVISION ............................................................................................................................................ 121 KNOWLEDGE MANAGEMENT DIVISION ........................................................................................................................... 128 INVESTMENT PROMOTION DIVISION ............................................................................................................................... 141 INTERNATIONAL RELATIONS DIVISION ............................................................................................................................. 146 OFFICE FOR FINANCE AND ADMINISTRATIVE SERVICES ................................................................................................... 150

Accounting Unit ........................................................................................................................................................... 151 Budget Unit .................................................................................................................................................................. 155

ADMINISTRATIVE DIVISION BUSINESS PROCESS FLOW .................................................................................................... 157 Procurement and Property Management Unit ............................................................................................................ 160 DRIVERS POOL .............................................................................................................................................................. 161 Human Resource Management and Development Division ........................................................................................ 163

2.4 CODE OF ETHICS .......................................................................................................................................................... 164 2.5 DECORUM IN OFFICES ................................................................................................................................................... 164

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Grievance Machinery (GM). ............................................................................................................................................. 165 Committee on Decorum and Investigation ...................................................................................................................... 165 2.6 Standards of Customer/Client Service ............................................................................................................... 166

MINDANAO DEVELOPMENT AUTHORITY ..................................................................................................................... 166 SERVICE CHARTER ........................................................................................................................................................ 166

SECTION 3: HUMAN RESOURCE POLICIES ........................................................................................................................... 175

3.1 Recruitment Procedures ......................................................................................................................................... 175 Pre-employment Requirements ....................................................................................................................................... 178 3.1.2 Probationary Period ........................................................................................................................................... 178

3.2 PROMOTION ............................................................................................................................................................... 178 Promotion ......................................................................................................................................................................... 178 Promotions and Transfers ................................................................................................................................................ 178

3.3 RESIGNATION .............................................................................................................................................................. 179 3.3.1 Exit Interview ...................................................................................................................................................... 179

3.4 RETIREMENT ............................................................................................................................................................... 179 3.4.1 Pre-retirement Orientation ................................................................................................................................ 179 3.4.2 Retirement Documentary Requirements ........................................................................................................... 180 3.4.3 Pasasalamat Program ......................................................................................................................................... 180

3.5 ATTENDANCE AND TARDINESS 0 ...................................................................................................................................... 180 3.5.1 Attendance ......................................................................................................................................................... 180 Recording of Work Hours Rendered ................................................................................................................................. 181 3.5.2 Tardiness ............................................................................................................................................................ 182 Use of Pass Slip and Personnel Attendance Form ............................................................................................................ 182 3.5.5 Attendance Monitoring Report. ......................................................................................................................... 183 3.6 Leave of Absence/Type of Leaves ........................................................................................................................... 183

3.7 EMPLOYEES SALARIES AND BENEFITS ................................................................................................................................ 187 Payroll Information ........................................................................................................................................................... 187 Deductions ........................................................................................................................................................................ 187

3.8 PERFORMANCE REVIEW AND EVALUATION ........................................................................................................................ 187 Guidelines: ........................................................................................................................................................................ 188 Evaluation of Employees .................................................................................................................................................. 188 Method of Review: ........................................................................................................................................................... 188 Follow-Up: ........................................................................................................................................................................ 188 Performance Rating Guidelines ........................................................................................................................................ 189 Probationary Period .......................................................................................................................................................... 190 Purposes of Performance Ratings..................................................................................................................................... 190

3.10 AWARDS AND RECOGNITION .......................................................................................................................................... 190 3.10.1 PRAISE ............................................................................................................................................................ 190

3.11 OFFENSE AND SANCTION ............................................................................................................................................... 191 Sexual Harassment ........................................................................................................................................................... 191 Discipline and Dismissal .................................................................................................................................................... 192

3.12 PERSONNEL MECHANISMS ............................................................................................................................................. 192 3.12.1 Personnel and Selection Board ...................................................................................................................... 192 Committee on Decorum and Investigation ...................................................................................................................... 193 3.12.4 Committee on Grievance .............................................................................................................................. 193 3.12.5 Wellness and Sports Committee ................................................................................................................... 193

Health and Wellness Committee. ................................................................................................................................ 193 3.12.6 Employees Cooperative ................................................................................................................................. 193

4.8 LIBRARY SERVICES ........................................................................................................................................................ 194 SECTION 5: RECORDS MANAGEMENT ............................................................................................................................................. 194

Legal Framework (NAP Law) ............................................................................................................................................. 194 Disposal Program .............................................................................................................................................................. 200 Disposal ............................................................................................................................................................................. 208

PROCUREMENT AND PROPERTY MANAGEMENT UNIT ........................................................................................................................ 209

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GOVERNMENT PROCUREMENT ........................................................................................................................................ 210 Procurement Planning ................................................................................................................................................. 210 Project Procurement Management Plan (PPMP) ........................................................................................................ 210

Annual Procurement Plan (APP) ....................................................................................................................................... 211 Philippine Government Electronic Procurement System (PHILGEPS) .......................................................................... 212 Modes of Procurement ................................................................................................................................................ 212

Alternative Mode of Procurement ................................................................................................................................... 216 Terms and conditions for the use of Alternative methods ............................................................................................... 218 Delivery, Inspection and Acceptance ................................................................................................................................ 219

Delivery ........................................................................................................................................................................ 219 Inspection .................................................................................................................................................................... 220 Acceptance or Rejection of Deliveries of Goods .......................................................................................................... 222

Custodianship ................................................................................................................................................................... 224 Storage/warehousing ................................................................................................................................................... 224 Issuance and Utilization ............................................................................................................................................... 225

Issuance documents ......................................................................................................................................................... 227 Requisition and Issuance Slip (RIS)............................................................................................................................... 227

Recording for the Receipt, Issuance and Utilization of Supplies, Materials and Equipment ............................................ 229 Inventory Taking ............................................................................................................................................................... 232

Steps in Conducting Inventory Taking.......................................................................................................................... 232 Preparation of Inventory Reports ................................................................................................................................ 233 Witnessing the Inventory-Taking ................................................................................................................................. 233 Reconciliation of Property and Accounting Records.................................................................................................... 233 Disposition of Property held by deceased, Incapacitated, Absconding or Suspended Accountable Officers ............. 234

Disposal ............................................................................................................................................................................. 234 Guidelines in Disposal Inspection ................................................................................................................................ 234 Appraisal ...................................................................................................................................................................... 235

Modes of Disposal ............................................................................................................................................................ 241 Relief from Accountability ................................................................................................................................................ 243 Bonding of Accountable Officer ........................................................................................................................................ 243

PROCESS FLOW .......................................................................................................................................................................... 248 8.2 USAGE OF VENUES ....................................................................................................................................................... 249

8.2.1 Conference Room ............................................................................................................................................... 249 Use of Conference Rooms and Meeting Rooms .......................................................................................................... 249

8.4 MOTOR VEHICLES USE .................................................................................................................................................. 249 8.4.1 Transportation Request ...................................................................................................................................... 249

SECTION 9: SIGNATORIES OF ACCOUNTABLE DOCUMENTS AND FORMS ................................................................................................. 249 SECTION 10. GENERAL SUPPORT SERVICES ...................................................................................................................................... 253

Courier Services ................................................................................................................................................................ 253 Photocopying .................................................................................................................................................................... 253 Printing ............................................................................................................................................................................. 253 Transportation .................................................................................................................................................................. 253 Janitorial Services ............................................................................................................................................................. 253 Section 11. Security Services ............................................................................................................................................ 253

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Operations Manual

Section 1: Introduction

1.1 Mandates

1.1.1 Vision

The MinDA envisions itself to be the Strategic Planner, Policy Advocate, Enabler, and Resource Mobilizer, Manager of Knowledge to become the vanguard institution, composed of highly competitive and motivated individuals that provides strategic leadership in pursuing a peaceful, integrated and globally competitive Mindanao.

1.1.2 Mission

“A MinDA that leads and sets the standards for service excellence, good governance and inclusive leadership in achieving the aspirations and vision of all Mindanawons for a peaceful, integrated and globally competitive Mindanao.”

Our mission is to serve as Mindanao’s lead agency in coordinating and integrating development efforts that bring about accelerated socio-economic development of Mindanao. We shall carry out this mission through the active and extensive participation of all sectors in this development process. We are committed to upholding standards for service excellence, good governance and inclusive leadership in achieving the aspirations and vision of all Mindanawons.

1.1.3 MinDA is guided by the following set of core values:

Facilitative - MinDA provides a venue for the resolution of issues and mediation of varied insights in order to reach a consensus that cater to the best interest of all project stakeholders.

Fast, Timely Action - MinDA strives to avoid bureaucratic delays and to serve all stakeholders within a reasonable timeframe.

Efficiency and Effectiveness - MinDA’s aims to produce results while making the best use of resources including the sustainable use of natural resources and the protection of the environment.

Promoting Equity, Inclusiveness, Social Cohesion, Peace, and Development – MinDA’s believes that all groups, particularly the most vulnerable, should have opportunities and a stake in improving their well-being. MinDA promotes the mainstreaming and bonding of communities. The equitable distribution of the gains of development among all sectors of the society is essential to the attainment of peace and security. The following general guidelines are observed especially in peace and development programs:

“Do no harm.” Activities should not promote conflict, discriminate or exclude, nor lead to health or environmental problems.

Be participatory, culturally–sensitive and culturally appropriate.

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Be consistent with Sphere Standards (Humanitarian Charter and Minimum Standards in Disaster Response) and Mindanao Emergency Response Network’s (MERN) Code of Ethics.

Integrate the promotion of human rights and the Culture of Peace in all undertakings.

For community level projects (livelihood, water, sanitation,etc.), apply Peace and Conflict Impact Assessment (PCIA) tools.

Exemplary Leadership – Owing to the Council’s leadership, MinDA has gained the trust and confidence of Mindanao stakeholders and is regarded as an influential voice in matters relevant to Mindanao’s development. MinDA also promotes leadership among project stakeholders, giving them the opportunity to influence people.

Strategic and Pro-active Role in Development – MinDA maintains a strategic role as the only Mindanao-wide government body mandated to promote Mindanao’s development. This enables it to look at the island’s development in a macro perspective. It also takes a pro-active role by initiating changes and innovations in the development strategies in response to present events, either positive or negative.

Sustainability - MinDA ensures that beneficiaries enjoy the gains and benefits of a particular project even beyond the project’s life through the application of sustainability mechanisms including the implementation of successor interventions and adoption of a forward-looking approach in all the programs and projects it coordinates and manages.

1.1.4 Organizational Competency

The MinDA has identified the following core competencies by which it should be known to the external environment, thereby describing the manner by which all members work in order to perform the organization’s mandate. Strategic Thinking This refers to a holistic understanding of MinDA and its environment, and is reflected in the following key behaviors: Ability to explain how different problems and issues in Mindanao are connected with each other, how they influence each other, and what effect one solution in a particular area would have on other areas Using intuition and creativity to question concepts, perceptions, and assumptions, and to come up with alternative solutions to issues by developing, putting together, or recombining ideas Formulating a view of the future for Mindanao, of MinDA, and of how the development partners work together to achieve that vision Strategic Partnerships This competency reflects the recognition that the role of MinDA is to lead the integration of development efforts in Mindanao by bringing together strategically positioned development partners. This is demonstrated in the following behaviors: Identifying key stakeholders whose efforts will result in greater impact on the development environment in Mindanao Establishing harmonious working relationships with these key development stakeholders in Mindanao so they will work towards an integrated picture of a better future

1.1.5 General Functions

Section 6. Powers and Functions of the MinDA. - In the exercise of those activities which are Mindanao-wide and/or Mindanao-specific in character, the Authority shall have the following powers and functions:

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(a) Formulate an integrated development framework for Mindanao that is consistent with the peace and development initiatives of the national government, as far as practicable;

(b) Integrate, prioritize, program and implement, whenever allowed and authorized by applicable laws, Mindanao-wide, inter-regional and region-specific programs, activities and projects with Mindanao-wide impact, including Official Development Assistance (ODA) projects, subject to such limitations prescribed by existing laws, rules and regulations;

(c) Recommend to and, whenever necessary, call upon the proper agencies on the technical support, physical assistance and, generally, the level of priority to be accorded to agricultural, industrial, commercial, and infrastructure, environmental, and technological programs and projects soliciting or requiring direct or indirect help from or through the national government or any of its instrumentalities;

(d) Advocate to the constituents of Mindanao, their elected representatives in Congress and the national government, national policies that will foster the integrated and balanced development of Mindanao;

(e) Promote and facilitate investments in any field that would enhance the socioeconomic development of Mindanao and uplift the living standards of the people and their socio-political activities in close coordination with agencies primarily mandated to undertake such functions;

(f) Explore sources for financing priority Mindanao-wide and/or Mindanao-specific inter-regional programs, projects and activities;

(g) Coordinate and facilitate the extension of necessary planning, management and technical assistance to prospective and existing investors, complementary and in support of agencies primarily mandated to execute such functions;

(h) Establish a comprehensive and integrated database on Mindanao and the BIMP-EAGA needed for planning and decision making;

(i) Monitor, evaluate and formulate recommendations in the implementation of Mindanao-wide and/or Mindanao-specific inter-regional development programs, activities and projects.

(j) Provide strategic direction for Mindanao;

(k) Establish appropriate mechanisms to ensure the timely implementation of Mindanao-wide and/or Mindanao-specific inter-regional projects, whenever necessary, as far as practicable, including, but not limited to, public-private partnership;

(l) Review and recommend for approval by the National Economic and Development Authority (NEDA) Board such Mindanao-wide and Mindanao-specific inter-regional programs, projects, and plans by the national government and donor agencies subject to existing laws, rules and regulations;

(m) Act as the official and permanent Philippine Coordinating Office for BIMP-EAGA (PCOBE) and as lead agency of the government in coordinating the formulation and implementation of policies and programs including, but not limited to, the following:

(1) Coordinate with relevant stakeholders in all policy deliberations concerning the BIMP-EAGA;

(2) Initiate and coordinate the establishment of the BIMP-EAGA desks in concerned national agencies, local government units and private enterprises;

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(3) Advocate for the adoption/approval of policies, initiatives and strategies that will enhance the country's participation in the BIMP-EAGA;

(4) Initiate and facilitate sourcing of technical and other forms of assistance to BIMP-EAGA projects/initiatives and ensure efficient and effective support services for the Philippines' BIMP-EAGA operations and coordinate budgetary requirements for this purpose;

(5) Monitor developments in the BIMP-EAGA and follow-through agreements entered into by the Philippine parties;

(6) Represent and strengthen the participation of the Philippine-focus areas for the BIMP-EAGA which are Mindanao and Palawan;

(7) Closely coordinate with the private sector in all policy deliberations concerning the BIMP-EAGA;

(8) Act as a databank for the BIMP-EAGA and other related matters by collecting, consolidating and processing them for dissemination to various groups; and

(9) Formulate and develop new plans and/or programs for the Philippine participation in the BIMP-EAGA based on the consensus of the BIMP-EAGA Clusters and Working Groups and/or Heads of State, Singing Ministers and Senior Officials.

(n) Receive and administer donations, contributions, grants, bequests or gifts, in cash or in kind, from foreign governments, international agencies, private entities and other sources, including ODA, to be used in the development of Mindanao, subject to existing laws, rules and regulations;

(o) To sue and be sued, enter into contracts, acquire, purchase, hold, lease, transfer, dispose of property of any kind or nature to carry out the purposes to this Act; and

(p) Discharge other functions that may be deemed necessary or as may be provided by law.

The Authority, through the MinDA Chairperson, shall submit to the President and both Houses of Congress annual reports on its accomplishments and activities.

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1.1.6 Organization Structure

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Section 12. Organizational Structure. - The Chairperson shall determine the organizational structure, staffing pattern and pay scales of the Authority subject to existing civil service and compensation laws. The Chairperson may reorganize the Authority and may create or abolish divisions, units or branches therein as the exigencies of the affairs of the Authority may require.

1.2 MinDA Board

1.2.1 Composition

Section 9. Board of Directors. - The Authority's overall directions and thrusts shall be provided and approved, unless provided otherwise in this Act, by the MinDA Board of directors, hereinafter referred to as the Board. It shall be composed of the following members:

(a) The MinDA Chairperson;

(b) The Chairpersons of the Regional Development Councils (RDCs) of Regions IX, X, XI, XII and XIII and the Regional Economic Development and Planning Board (REDPB) of the ARMM;

(c) A Senator, upon designation by the Senate President, who shall be an ex officio member;

(d) The Chairperson of the House Committee on Mindanao Affairs, who shall be an ex officio member;

(e) The Chairperson of the House Committee on BIMP-EAGA Affairs, who shall be an ex officio member;

(f) A Mindanao Local Chief Executive (LCE) designated by the Union of Local Authorities of the Philippines (ULAP);

(g) The President of the Mindanao Confederation of Governors, City Mayors and Municipal Mayors League Presidents;

(h) The Administrator of the Southern Philippines Development Authority (SPDA);

(i) The Head of the Office on Muslim Affairs (OMA) or its successor-in-interest; and

(j) The three (3) representatives from the private sector to be appointed by the President, upon the recommendation of the Board comprising of one (1) representative each from the:

(1) Mindanao Business Sector;

(2) Mindanao Academic Sector; and

(3) Mindanao Non-government Organization (NGO) Sector.

The term of the three (3) representatives from the private sector shall be six (6) years: Provided, That at the initial appointment of such members, the second member to be appointed shall only serve a term of four (4) years and the third member to be appointed shall only serve a term of two (2) years: Provided, further, That they shall continue to hold office until their successors shall have been appointed. All vacancies, prior to the expiration of the term, shall be filled for the unexpired term only.

Members of the Board shall receive a per diem of not more than Five thousand pesos (P5,000.00) for every Board meeting: Provided, however, That the per diem collected per month does not exceed the equivalent of four (4) meetings: Provided,

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further, That the amount of per diem for every Board meeting may be increased by the President but such amount shall not be increased within two (2) years its last increase.

1.2.2 Functions

The Board shall have the following functions:

(a) Provide direction and guidance for the Authority's work and thrusts for Mindanao;

(b) Ensure that the goals and policies of the Authority are consistent with the overall national development goals and objectives;

(c) Ensure that the programs of the Authority are consistent with regional and local development plans, programs and projects and vice versa for purposes of harmonization;

(d) Explore sources for financing of priority Mindanao-wide and/or Mindanao-specific inter-regional plans, programs, projects and activities;

(e) Create committees/task forces as may be deemed necessary in the accomplishment of duties and functions;

(f) Determine schedules, establish voting procedures, criteria for the constitution of a quorum and other rules and regulations in the conduct of Board meetings; and

(g) Perform such functions as may be necessary to carry out the purposes of this Act.

1.3 Functions of Offices

1.3.1 Office of the Chair

Section 7. Chairperson. - The MinDa Chairperson shall be appointed by the President of the Philippines with a Cabinet rank and shall act as the Head of office. He/She shall serve a term of six (6) years from the date of his/her appointment unless removed for cause: Provided, That no person shall be appointed as Chairperson unless he/she is a holder of a degree in law or a masteral degree in any of the following fields: economics, business, public administration, law, management or their equivalent and have at least ten (10) years relevant experience in said fields: Provided, further, That he/she shall be a resident of Mindanao for at least (5) years before the appointment: Provided, finally, That he/she shall also be the Philippine Senior Official for BIMP-EAGA and shall likewise be an ex officio member of the NEDA Board and the Tourism Infrastructure and Enterprise Zone Authority (TIEZA) Board.

The Chairperson shall have the following duties and functions:

(a) Call and preside meetings of the Board and see to it that the policies, programs and rules and regulations are implemented properly;

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(b) Call on formidable players in the formulation and implementation of a comprehensive and integrated development plan for Mindanao, investment programs and the preparation of investment programming priorities, annual reports and other pertinent documents approved by the Authority;

(c) Identify solutions to key issues and concerns, taking into account related risks, affected parties and impact, in coordination with the Board and key stakeholders;

(d) Advocate the Authority's work among the various concerned sectors and stakeholders;

(e) Call on any agency, group, individual member of the Board, local government unit, and host community to address issues and concerns relating to implementation of major programs, projects and activities;

(f) Supervise the monitoring and timely implementation of Mindanao-wide and/or Mindanao-specific inter-regional programs, projects and activities;

(g) Endorse to the Board all policy recommendations, plans and programs for approval;

(h) Represent the Board in regular and special Cabinet meetings;

(i) Convene the BIMP-EAGA Advisory Board to discuss issues and concerns and recommend policies and programs to ensure the widest participation of Mindanao and Palawan in the BIMP-EAGA;

(j) Accept, on behalf of the Authority, donations, contributions, grants and bequests or gifts, in cash or in kind, from members, foreign governments, international agencies, private entities or any individual for purpose that will realize the functions of the Authority;

(k) Supervise administrative operations including disbursement of any fund of the Authority, subject to the usual accounting and auditing procedures, and submit reports thereon;

(l) Execute and administer the policies and measures approved by the Board;

(m) Appoint all employees of the Authority, and remove, dismiss or otherwise discipline for cause, such employees in accordance with the standard guidelines for recruitment, employment, and discipline in the Civil Service Code;

(n) Represent the Authority in all dealings with other offices, agencies, and instrumentalities of the government and with all persons and entities, public or private;

(o) Sign agreements and/or contracts on behalf of the Authority, including those for expert and consultant services and other reports of accountabilities emanating from the Authority; and

(p) Perform such other functions that the Board may direct to carry out the provisions of this Act.

1.3.2 Office of the Executive Director

Section 8. Executive Director. - An Executive Director shall be appointed by the President of the Philippines upon recommendation by the Chairperson: Provided, That no person shall be appointed as Executive Director unless he/she is a holder of a degree in any of the following fields: economics, business, public administration, law, management or their equivalent and have at least five (5) years relevant experience in said fields: Provided, further, That he/she shall be a resident

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of Mindanao five (5) years prior to his/her appointment and has the requisite eligibilities for third level career service position pursuant to the career executive rank system: Provided, finally, That he/she shall reside in Mindanao during his/her incumbency.

The Executive Director shall assist the Chairperson in carrying out the functions of the Authority and shall, likewise, serve as the Secretary of the Board.

1.3.3 Planning Policy and Project Development Office

OFFICE FOR PLANNING, POLICY FORMULATION AND INVESTMENT PROGRAMMING The Office for Planning, Policy Formulation and Investment Programming shall be the lead office in performing the

Authority’s functions in the areas of development planning, investment programming, development Monitoring & Evaluation, project development, knowledge management, policy research and advocacy for Mindanao.

Its functions include: A. Facilitate and coordinate the formulation and updating of an integrated strategic development framework for

Mindanao and the production of the Annual State of Mindanao Report; B. Integrate, harmonize, prioritize and program inter-regional and Mindanao-wide programs, and projects including

Official Development Assistance (ODA) projects; C. Facilitate the formulation and updating of the Mindanao Investment Program (MIP) in coordination with other offices

within the Authority; D. Conceptualize, prepare, develop, review and evaluate program and project proposals that are interregional,

Mindanao-wide and intersectoral in scope for possible foreign and local assistance in close coordination with other Authority Offices and appropriate government agencies.

E. Review and evaluate project proposals submitted to NEDA Board for approval. Such project proposals may include

Mindanao projects as well as projects that are nationwide in scope but with Mindanao component. F. Explore sources for financing priority Mindanao-wide and/or Mindanao-specific inter-regional programs, projects, and

activities in coordination with other offices within the organization; G. Coordinate with funding institutions and partner agencies on the finalization of project documents and institutional

arrangements for committed projects that are interregional, Mindanao-wide and intersectoral in scope. H. Monitor, assess, and evaluate the impact and contribution of various inter-regional and Mindanao-wide programs,

and projects, Official Development Assistance (ODA) projects and other development interventions with respect to their alignment with the Mindanao framework and priorities, in coordination with other offices within the Authority;

I. Coordinate various sectoral concerns and initiatives with concerned agencies, industries and other groups to facilitate

the improvement of key sectors towards contributing to peace and development in Mindanao; J. Coordinate with various offices/agencies in doing research and critical analysis on policy support measures that would

enhance Mindanao’s competitiveness in the global market;

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K. Formulate, develop, and update the Mindanao research and policy agenda in close collaboration with the Mindanao stakeholders;

L. Advocate key policies and proposed legislations needed for fast-tracking peace and development of Mindanao; M. Identify, facilitate, and coordinate the conduct of development and policy researches and studies critical to

Mindanao’s peace and development; N. Build and strengthen partnerships with various research institutions and advocacy groups in Mindanao; O. Act as databank for Mindanao and the BIMP-EAGA and other related matters by collecting, consolidating, and

processing them for dissemination to various groups; P. Perform secretariat functions to concerned related bodies and mechanisms of the Office such as the Mindanao

Lawmakers Association (MLA); and Q. Provide technical assistance to the Chair on MinDA’s membership to the Tourism Infrastructure and Enterprise Zone

Authority (TIEZA) Board and the NEDA Board. R. Take the lead in managing the organization’s Knowledge Management Strategic Framework, Plans and Programs, and

Information systems aimed to facilitate data acquisition, generation and the effective use of information; S. Act as the lead repository of Mindanao-related Knowledge Products and serve as the clearing house of the

organization-generated information; T. Establish access and linkages with relevant national government, multi-lateral, bilateral and international bodies and

agencies on Mindanao-oriented, spatial-based information systems; U. Coordinate with other government agencies and establish linkages with other KM-related institutions on the effective

use of KM for Mindanao’s development; V. Advocate the use of relevant information and Communications Technology (i.e. Social Media) in the delivery and

access of information vital to Mindanao’s development including strengthening the organization’s online presence.

1.3.4 Investment Promotion and Public Affairs Office

Investment Promotion Division In line with the Mindanao Development Authority’s (MinDA) mandate of promoting investment and trade opportunities and

its broader effort of accelerating development in Mindanao. The Investment Promotion Division shall primarily be responsible in facilitating various investment promotion activities and marketing efforts for Mindanao in close partnership with government-line agencies and private sector individuals, groups and associations.

1. Establish an investment facilitation center within MinDA that will carry out investment promotion and other

investment facilitation-related activities; 2. Provide investor facilitation services to a number of existing and prospective investors who expressed their interests

to do business in Mindanao. Services rendered may include business information, knowledge and advisory services, identification of potential investment sites and linkage and referral with local government units and local businessmen.

3. Consolidate portfolios on specific investment projects, opportunities and targets in Mindanao. 4. Promote and market Mindanao-wide and/or inter-regional investment opportunities.

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5. Encourage and facilitate the conduct of incoming and outgoing trade and investment missions that require Mindanao-

wide participation. 6. Conduct of investment-related conferences, fora and policy roundtables. 7. Develop and implement institutional branding/positioning strategies for the Authority to help promote a common

identity, recall and understanding of the Authority’s key role and its initiatives for Mindanao and BIMP-EAGA; 8. Coordinate with partner agencies in assisting Mindanao private sector stakeholders to gain access to foreign markets,

as well as to needed technology and business skills taking advantage of its membership in the BIMP-EAGA sub-regional cooperation;

9. Establish a strong network linkage with sub-regional and international business organizations, as well as diplomatic

offices in the facilitation of investments; 10. Assist Mindanao-based companies during the market matching sessions with potential trade partners.

International Relations Division

General Function: The International Relations Division handles • With MinDA as the secretariat functions as the Philippine Coordinating Office for BIMP-EAGA, the IRD provides

technical support and handles as well as coordination efforts with development partner Philippine-EAGA lead agencies, and BIMP-EAGA Development Partners (i.e. ADB, ASEAN, and other country dialogue partners), private sector and LGUs in other regional and sub-regional groupings with the aim of enhancing trade, tourism and investments opportunities of Mindanao and Palawan. (as part of BIMP-EAGA).

• In close coordination with concerned National Line Agencies (NLAs), it shall also provide the platform to engage Mindanao economy with external economies with the end view of attaining tangible benefits from external trade, international economic cooperation and external assistance

Specific Functions: • Provide technical inputs and guidance to P-EAGA lead agencies, particularly in advancing P-EAGA Priority PAPs • Coordinate policy support measures and monitor progress of P-EAGA Priority PAPs • Monitor, evaluate and analyze international trade situations, policies and strategies, to promote Mindanao’s external

trade (exports of goods and services) • Establish strong relations with counterpart offices / divisions of NLAs • Build networks with local and foreign attaches (i.e. trade/commercial, tourism and agriculture, among others), as well

as embassy officials • Provide inputs to bilateral trade negotiations and lobby for specific trade policies to enhance Mindanao’s export

competitiveness • Coordinate visits of official / government economic delegation from overseas to Mindanao The IRD has the following areas of concentration: • International Trade • Globalization • Regional economic integration • International economic relations • Technical cooperation

15

Public Relations Division

General Function: The Public Relations Division handles the development, implementation, monitoring and evaluation of

various communication and outreach strategies designed to promote and generate awareness of Mindanao and BIMP-EAGA initiatives. Specifically, it manages the public relations requirements of the Authority through image building/branding, marketing campaigns, strategic communication planning, multi-media production, media relations and constituency-building.

1.3.5 Office of Area Coordination and Project Management

Rationale: The Mindanao Development Authority recognizes the paramount importance of the active participation of all stakeholders of Mindanao in the over-all in peace and development of Mindanao. In this regard, the Office for Area Concerns and Project Management (OACPM) serves as MinDA’s direct link to various sectors and stakeholders in the area and ensure stronger coordination with the local government units, strategic area-based partners including the respective Congressional Representatives. The OACPM also serves as the MinDA’s facility for monitoring and timely feedback and response mechanism on issues and concerns on the ground that needs to be reported and/or addressed by the Mindanao Development Authority. Basically, OACPM’s main functions are Area Concerns Management as well as Project Management. These two (2) main functions are further specified as follows:

Functions

The functions of the OACPM are as follows:

Assist in dealing with all issues and concerns that may arise in relation to the implementation of MinDA’s initiatives and efforts in the attainment of its mandates;

Support and monitor programs, projects and other related government and private sector activities that promote social cohesion and establishment of strong Mindanao constituency;

Maintain strong partnership with private sector and government agencies as well as other peace and development partners in Mindanao;

Ensure a mechanism of coordination and convergence of efforts for a quick response activities and initiatives;

Assist in “unclogging bottlenecks” that may impede growth and development in affected areas to ensure a suitable climate for investments, in close coordination with all concerned stakeholders,

Recommend to the Chairman assistance to local government units (LGUs) and strategic partners, industries and sectoral groups on matters requiring the attention of the MinDA and/or the national government agencies;

Monitor timely implementation of interregional government and Mindanao-wide impact project in complementation and/or coordination with concerned office(s) of MinDA;

16

Ensure that specific directives and commitments of the Chairman in the area be implemented;

Liaise with development partners and other concerned government offices for visiting national or foreign dignitaries whenever necessary;

Sustain coordinative efforts on development security in the area;

Recommend measures and appropriate strategies deemed necessary to further enhance MinDA’s operations at the field level;

Provide the Chairman with regular report and timely analysis and/or recommendations on related issues and concerns affecting the areas; and

Perform other functions as may be directed by the Superiors. Area Management Offices (AMO)

The OACPM, in its effort to maintain an office that is truly responsive to the needs of the Mindanao constituency, decentralized its functions through the Area Management Offices (AMOs). Technically, AMOs are considered as Divisions under the OACPM. The AMOs regularly provides validated and grounded updates/reports from the area. AMOs shall serve, among others, as ready resource for MinDA in terms of representation and presence on the ground.

Specifically, the geographical coverage of each AMO follows the geographic clustering as deemed operationally sensitive and responsive by MinDA, to wit:

Western Mindanao (Official Station: Zamboanga City) Covers the provinces of Zamboanga del Sur, Zamboanga del Norte, Zamboanga Sibugay and the ARMM island provinces of Sulu, Basilan and Tawi-tawi. Including the cities of Dapitan, Dipolog, Pagadian, Zamboanga and Isabela.

Northern Mindanao (Official Station: Cagayan de Oro City) Covers the provinces Bukidnon, Camiguin, Misamis Oriental, Misamis Occidental, Lanao del Norte and Lanao del Sur of ARMM. Including the cities of Cagayan de Oro, Gingoog, Malaybalay, Valencia, Iligan, Tangub, Oroquieta, Ozamis and Marawi.

Northeastern Mindanao (Official station: Butuan City) Covers the provinces of Agusan del Norte, Agusan del Sur, Surigao del Norte and Surigao del Sur, Davao del Norte, Davao del Sur, Davao Oriental, Compostela Valley. Including the cities of Butuan, Surigao, Bislig Tagum, Mati, Island Garden City of Samal.

Southeastern & Central Mindanao (Official Station: Koronadal City) Covers the provinces of North Cotabato, Sultan Kudarat, South Cotabato, Sarangani, Davao Occidental and Maguindanao of ARMM. Including the cities of Cotabato, General Santos, Davao, Digos, Kidapawan, Koronadal.

OACPM-wide Operations Support Unit

The OACPM-wide Operations Support Unit (OSU) serves as the operations service center of the Area Management Offices. In effect, the Unit facilitates and compliments the technical, administrative and logistical requirements of the AMOs.

17

The OSU is jointly managed by the heads of the Area Management Offices. By virtue of the Special Order, the Chief of the AMO-NM acts as the consolidator of the Area Concerns Management while the Chief of AMO-NEM acts as the consolidator of the Project Management.

18

Office of the Executive Director

(USEC JANET M. LOPOZ, CESO I)

AMO – WM OIC – Olie B. Dagala - DMO V Rogelio R. Visitacion – (JO-Tech)

Jean Paul C Tolentino (JO - Tech) Jeva K. Salimin (JO - Admin) Erica Pabalinas (JO - Admin) Omar A. Iraji (JO – Driver)

AMO – NM Chief: Olie B. Dagala -DMO V Lordilie S. Enjambre – DMO III

Diosa Mae Andot – DMO II

Wilson Jan R. Mabale – JO Tech)

Rommel C. Cabilogan – JO Driver

AMO – NEM Chief: Cecilia D. Triño DMO V Rachael L. Aguaviva – DMO II

Dhonna Marie D. Serapio – JO Admin

Xhandy P. Duro – JO Driver

AMO – SCM Chief: Gerardo Ramon Cesar B. Reynaldo – DMO V

Carlos J. Cerezo – DMO III

Gilbys M. Dequito– JO Tech

Ronald V. Velasquez– JO Tech

Alta Gay Y. Budiongan– JO Admin

Archie D. Daanoy– JO Driver

OACPM-Wide Operations Support Unit

Mercy B. Barrios – DMO II Gina Ruth Capulong – DMO I

Flavia C. Prieto – AA - IV

Office of the Deputy Executive Director

OACPM Organizational Structure

19

The OACPM’s Business Process Chart

The flow of instructions/directives may come directly from the either from the OC/OED/ODED or may be received from the respective area-based offices as indicated by the “terminator” symbol of the flowchart above;

Incoming and Outgoing documents/communications shall be formally recorded and transmitted to the Joint AMO Heads; If YES it will go through the process of Completed Staff Work. If NO then the appropriate communication will be made back to the Record Desk.

The main task shall be the conduct of completed staff work (CSW) by the concerned AMO. Notedly, the respective AMOs may have its peculiarities on the conduct of CSW as indicated by the “predefined process” symbol in the flowchart.

The Management Team Heads or the concerned AMO Head shall ensure compliance to the directive, instructions, requests and the like following the agreed number of days requirement, and

The usual process of recording the incoming and outgoing documentation of action are observed at the levels of AMO as well as the OACPM-wide Operations Support Unit.

NO

YES

AMO WM

AMO NEM

AMO SCM

AMO NM

CSW

OSEC / ODED / DED

directives / instructions

Partners / LGUs/ Stakeholders / Clients

OACPM Records Desk (all incoming / out-going

communications)

OACPM Joint

AMO Heads

20

Basically, the main functions of the Office of Area Concerns and Project Management are the following:

1. Area Concerns Management which is anticipatory, strategic management that helps organization detects and

responds appropriately to emerging trends or changes in the socio-political environment. It is commonly described as having a lifecycle comprising five stages-early, emerging, current, crisis and dormant. These concerns, trends or changes may crystallize into an “issue,” which is a situation that evokes the attention and concern of influential organizational public and stakeholders. It is stewardship for building, maintaining and repairing relationship with stakeholders and stake seekers.

2. Project Management which is a process and activity of planning, organizing, motivating, and controlling resources, procedures and protocols to achieve specific goals in scientific or daily problems. A project is a temporary endeavor designed to produce a unique product, service or result with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables) undertaken to meet .unique goals and objectives, typically to bring about beneficial change or added value.

1.3.6 Office for Finance and Administrative Services

OFFICE FOR FINANCE, ADMINISTRATIVE AND OTHER SUPPORT SERVICES This office shall provide administration, finance, and other support services to the Authority through the following: 1. Financial Management Services

Financial Management Division engages the budget cycle of the government from budget preparation, budget authorization of the ensuing year to budget accountability simultaneous with the execution of fund allocation from the Department of Budget and Management for the current year. It implements policies, systems and procedures to ensure the proper and judicious use of resources as well as resources (grants) provided for by donor-partners for various peace special projects in Mindanao. To carry out this function, the Accounting, Budgeting and Cashiering Units shall perform the following services:

A. Accounting

• Prepare periodic financial reports under the electronic New Government Accounting System (eNGAS); • Maintain general ledger and subsidiary accounts to ensure accurate and reliable financial reports; • Monitor/facilitate timely and accurate submission of mandatory records, reports and other requirements to

the Office of the President, Department of Budget and Management, Commission on Audit, Bureau of Internal revenue, Congress and Senate of the Philippines;

• Maintain Donor Agency-prescribed financial management system for foreign-assisted projects or special local accounts under the management of the Authority;

• Provide analysis of financial transactions for the use and guidance of the management and staff • Prepare monthly premium remittance report to GSIS, PHIC and HDMF; • Check and verify correctness of various documents such as Payroll, Itinerary of Travel and other related

financial documents; • Conduct internal pre-audit activities for various financial transactions to ensure completeness of supporting

documents and accuracy in computations;

B. Budgeting

• Facilitate and monitor release of Notices of Cash (NCAs) from DBM for the current year and report to higher management issues and concerns, if any;

• Monitor issuance of yearly Budget Circular, Special Allotment Release Order (SARO) from DBM;

21

• Maintain and update records and reports and monitor status of funds, special local accounts or project funds from donor-partners under the oversight and/or management of the Authority;

• Prepare periodic reports such as Registry of Allotments, Obligations and Notice of Cash Allocation, Statement of Allotments, Obligations and Balances, Cash Program Reports and Accounts Payable;

• Propose and submit realignment of budget allocation, if necessary; • Facilitate preparation of budget proposal for the ensuing year in coordination with the Planning Office. • Facilitate defense of budget proposal for the ensuing year in the Department of Budget and Management,

House of Representatives and the Senate; and • Monitor approval of the budget for the ensuing year and report to higher management in case there is delay

and/or shift to re-enacted budget. • Closely coordinate with the Organizational Performance Division for office planning, budget review, and

monitoring and evaluation of office PAPs. C. Cashiering

• Anchor the receipts and disbursements of funds, special local accounts or funds from donor-partners for special projects under the oversight and/or management of the Authority;

• Prepare periodic reports such as Disbursement, Accountability for Accountable Forms, Cancelled Checks, Checks Issues, Cash Report, Collections and Deposits and other related reports as required by the Commission on Audit, Bureau of the Treasury and Land bank of the Philippines;

• Custodian of auditable records of Disbursement Vouchers and all related documents supporting receipts and disbursements of funds.

2. Procurement and Property Management This Division focuses on the establishment and implementation of systematic processes in the acquisition, maintenance and

disposition of office properties. Specific functions are as follows:

Procure supplies and materials through open quotation, emergency purchase and/or bidding in accordance with RA 9184 and/or other donor partners procurement procedures;

Facilitate property disposal through bidding process in accordance with RA 9184 and/or other donor partners procedures;

Maintain updated directory of accredited and pre-qualified suppliers of goods, office equipment, and consultancy (technical services) services (e.g. local service providers), among others as deemed necessary for the smooth operation of the Authority including programs and projects under its oversight;

Maintain auditable records of incoming/outgoing supplies and materials;

Maintain Subsidiary Cards for all assets of the Authority;

Prepare periodic reports such as Report on Waste Materials, Inventory Reports and other related documents;

Prepare periodic report of purchases for submission to the Bureau of Internal Revenue

Conduct regular in-house audit of all assets of the Authority;

Facilitate repair and maintenance of office equipment, vehicles and furniture and fixtures; and

Assist in the preparation of various reports/documents to support Annual Budget Proposal of the Authority.

3. General Logistical Services This involves provision of transportation, janitorial, security and messengerial services to the Authority. 4. Human Resource Management and Development This Division focuses on the establishment, administration and maintenance of programs, policies, and mechanisms in the

areas of Recruitment, Selection and Promotion, Career Development, Separation, Employee Welfare, Performance

22

Evaluation, Rewards and Incentives, Compensation and Benefits, Human Resource Information System and Employee Relations. It also focuses in the design and delivery of learning to improve the performance of personnel within the organization.

A. Human Resource Management A.1 Recruitment, Selection, Promotion and Other Personnel Actions – Institutionalize recruitment, selection and promotion

of officials and employees where entry is based on merit and fitness to help build and maintain a competent, professional and highly motivated personnel.

Establish and maintain a comprehensive recruitment and selection system;

Update and maintain database of qualified candidates to provide future reference in the filling up of positions;

Establish a Merit Promotion Plan and other personnel actions at all levels;

Establish and maintain Systems of Ranking Position. A.2 Separation ( Transfer, Resignation and Retirement ) – Determine percentage of labor turnover in terms of transfers,

resignations and retirement and identify its underlying causes that will serve as inputs in policy formulation and enhancement.

Continuously evaluate exit interview instruments;

Conduct exit interview for employees about to retire, resign, transfer or separate from the agency to obtain feedback on how to improve systems that contribute to organizational productivity and performance;

Maintain statistical data on accession and separation A.3 Employee Welfare – Institutionalize programs and projects that will help maintain a healthy and high-spirited workforce.

Establish and maintain linkages with health institutions and other related organizations for the implementation of health and wellness programs;

Formulate policies and guidelines for the implementation of identified health and wellness programs;

Design and ensure implementation of programs, projects and activities as mandated under the Gender and Development as mandated by law;

A.4 Employee Discipline – Promote professionalism, commitment to service and observance of ethical standards and

behavior required of an empowered employee.

Develop an employee monitoring system focusing on employees’ compliance to office policies, rules and regulations.

A.5 Performance Management – Establish performance management system in accordance with the CSC Performance

Management System-Office Performance Evaluation System.

Work with the PMS-OPES Committee in the formulation and implementation of the performance evaluation system ;

Ensure that reward mechanisms are in place to motivate employees to improve work performance by continuously evaluating the PRAISE and recommend measures for improvement.

A.6 Compensation and Benefits – Help create an atmosphere conducive to good management-employee relationship and

improve employees welfare and morale.

Provide an efficient system for leave administration intended to promote efficiency, general welfare and morale among employees;

23

Regularly provide updates to employees on GSIS/HDMF/PHIC- related concerns; and

Provide liaisoning work for the employees on GSIS/HDMF/PHIC- related concerns. A.7 Personnel Mechanisms – Establish and implement personnel–related systems as required by the CSC, GSIS, PHIC, HDMF

and other policy-making bodies in the government. A.8 Human Resource Information System – An information system designed to support the organization’s HR functions,

facilitate management decision-making and provide more accurate and up-to-date HR information.

Establish and update regularly baseline data of the Authority personnel;

Create a common database for CSC, DBM, GSIS, PAG-IBIG and PhilHealth

Maintain a complete and up-to-date HR records

Establish and maintain appropriate information storage and filing systems in accordance with organizational procedures;

B. Human Resource Development B.1 Career Development – Make available career opportunities for officials and employees to actualize their career plan.

Develop organizational culture that focuses on the organization’s core values norms, ethical standards, work ethics and work environment;

Develop a career path and succession plan for officials and employees B.2 Training and Development – Develop or source out training programs to enhance officials’ and employees’ capabilities

and abilities for improved work performance.

With the support of the HRD Core Team, conduct training needs analysis to determine what is required in the job, identify performance gaps and recommend appropriate development intervention/s;

Develop or source out training or scholarship programs from other local or foreign institutions;

Establish linkages and networking with other training institutions;

Monitor and assess impact of various development interventions to grantees;

The Unit, in tandem with the HRD Core Team, regularly updates the HRD Plan and report to management to address specific gaps

5. Financial Monitoring and/or Fiscal Management of donor-funded projects where MinDA is the overall implementing

agency. 6. Organizational Performance Management

The Organizational Performance Management Unit will be responsible for the consolidation, integration, processing, and analysis of division and matrix teams work plans. It will spearhead the conduct of agency-wide planning activities, such as strategic planning and annual work planning of the agency. It will also design a framework for monitoring and evaluation of the office strategic/annual plan, in coordination with other offices and units within the organization. Its functions include:

a) Facilitate the conduct of agency-wide planning activities and consolidate, integrate, and analyze all

divisions/matrices and MinDA’s strategic plan (e.g. annual, 6 year, 3 year) and other related plans (i.e. GAD Plan) in preparation for the current year’s Physical and Financial Plan with quarterly breakdown of targets for the year. This shall also serve as bench mark for the ensuing year’s budget process.

b) Design an M&E framework and system for monitoring and evaluating the office strategic plan/annual work plan.

c) Spearhead the results-based monitoring and evaluation of the implementation of office priorities and prepare all related and necessary reports, in coordination with all divisions and units within the Authority.

24

d) Regularly assess the implementation of the business process of the agency. e) Facilitate the preparation of the Annual Accomplishment Report and other related technical reports

required by DBM. f) Technical and administrative assistance to ManCom meetings, including the drafting of the agenda,

documentation of meetings, and monitoring of matters arising from ManCom meetings.

25

Section 2: Organizational Standards

2.1 Business Processes

26

2.1.2 Office of the Chair

27

2.1.3 Office of the Executive Director

I. ABOUT THE OFFICE OF THE EXECUTIVE DIRECTOR (OED)

III.1 Mission Statement

To assist the Office of the Chairperson in carrying out the functions of the Authority and exercise general supervision and control over technical and administrative aspects of the organization.

III.2 Goals and Objective

Shall effectively and efficiently provide strategic guidance for a harmonious good working condition and

coordination with all MinDA Offices ensuring that all its functions are properly carried out.

III.3 Core Values c/o agency core values found in the HRD Plan

III.4 Functions

i. Oversees the day-to-day operations of the Authority and implementation of the policies and directives of the MinDA Board under the supervision and guidance of the Chairperson;

ii. Recommends, for the Chair’s approval, office policies and related directives/guidelines

iii. Undertakes related measures for organizational performance management;

iv. Leads in the preparations for management meetings; meetings of the MinDA Board and its Technical Committees, as well as the BIMP-EAGA Advisory Board, and in coordination with concerned offices, ensures the implementation of needed follow-on actions arising from the same;

v. prepares the Authority’s annual work plan, reports, budget proposals and other technical requirements;

vi. Acts as clearing house of all documents submitted by the different offices.

vii. Advises the Authority on legal/policy issues that affect management;

viii. Act as liaison of the Authority with other government and non-government related individuals and offices;

III.5 Key Performance Indicators

i. Operationalized manual of operation

ii. Office Strategic Plan implemented and monitored

iii. Performance management mechanism established and implemented.

iv. Support provision in areas of human resource, legal, internal monitoring and auditing to improve agency

performance observed.

v. Alignment and coordination among MinDA offices to meet the Agency’s vision, mission, goals and

objectives are provided.

28

OED BUSINESS AND WORK PROCESSES

WORK INSTRUCTIONS

Title: PROCESSING OF EXTERNAL DOCUMENTS FOR ED’S APPROPRIATE ACTION Document Number: MINDA-WI-OED-01 1.0 OBJECTIVE To ensure instructions from the Executive Director (ED) and the Deputy Executive Director (DED) are provided in all

external documents in a timely manner. 2.0 SCOPE This applies to all external documents received by the Office of the Executive Director (OED). 3.0. PROCESS

FLOW

RESPONSIBILITY Records Officer (RO) Secretary Executive Director (ED) Deputy Executive Director

(DED) Records Officer (RO)

DETAILS RO forwards the external documents to the secretary. Secretary receives and provides a summary of the document, assigns a tracking slip, and forwards the same to the ED. ED provides instruction on actions to be taken regarding the document. DED notes the actions to be taken and provides further specific instructions if needed. RO processes the document for releasing.

External documents

ED reviews / provides instruction

Records Management

Secretary receives and processes the

document

DED for appreciation /

other instructions

29

Title: PROCESSING OF INTERNAL DOCUMENTS FOR ED’S APPROPRIATE ACTION Document Number: MINDA-WI-OED-02 1.0 OBJECTIVE To ensure all internal documents submitted to the Executive Director (ED) undergo quality control. 2.0 SCOPE This applies to all internal documents received by the Office of the Executive Director (OED). 3.0. PROCESS

FLOW

RESPONSIBILITY Records Officer (RO) Secretary Head of the OPMU (IF FAILED QC) Admin Aide (AA) Source of Dox i.e. Delivery Units (IF PASSED QC) Executive Director (ED)

DETAILS RO forwards the external documents to the secretary. Secretary receives the document, assigns a tracking slip, and forwards the same to the Head of the OPMU. The OPMU Head reviews the document. IF PASSED QC standards, document is forwarded to the ED for approval. IF FAILED QC, the document is returned to the concerned office director / division chief for enhancement. The AA records the comments of the OPMU Head, and forwards the same to the source of the document. The concerned DU enhances the document based on the comments provided and submit the same to the OPMU. ED reviews the document. IF APPROVED, document is forwarded to the RO for doc tracking. IF DISAPPROVED, the document is forwarded to the Secretary for doc tracking.

ED reviews the document

Source of dox enhances the dox

Pass quality control?

requesting party. No

OPMU reviews the document

Internal Documents

Secretary receives and

processes the document

AA records comments on the

document

1

30

FLOW

RESPONSIBILITY Office Director (OD) / Division Chief (DC) Secretary Records Officer (RO)

DETAILS OD/DC facilitates enhancement of the document based on the comments of the ED and forwarded the same to the OPMU. Secretary records the instructions / comments of the ED in the doc tracking system. RO processes the document for releasing to the concerned DU.

Secretary tracks the document

Records Officer

Is the dox approved?

Yes

1

No

31

Title: PROCESSING OF EXTERNAL DOCUMENTS FOR OPMU’S APPROPRIATE ACTION Document Number: MINDA-WI-OED-03 1.0 OBJECTIVE To ensure that all assigned instructions / tasks are accomplished on the agreed time. 2.0 SCOPE This applies to all documents intended for action of OED and OC staff. 3.0. PROCESS

FLOW

RESPONSIBILITY Secretary OPMU Head Concerned Staff OPMU Head Executive Director

DETAILS The Secretary forwards the document for OED’s action to the OPMU Head. The Head of the OPMU assesses the received document on whether it can be delegated to the staff or not and provides the necessary specific instructions to be undertaken. IF IT CAN’T BE DELEGATED, the Head of the OPMU will act on the instructions and perform the necessary resolutions which would result to an individual output. The individual output is forwarded to the ED for approval IF IT CAN BE DELEGATED, the document is forwarded to the concerned staff. The concerned staff will act on the instructions associated with the document received which would result to an individual output. The individual output is forwarded to the OPMU Head for review. The Head of the OPMU assesses the individual output and checks if it passes the set quality control standards. IF IT PASSED QC, the individual output is forwarded to the ED for approval / signature. IF IT FAILED QC, the individual output is returned to the staff for action i.e., revision or enhancement The ED reviews the document.

Documents for OED/OC’s

action

OPMU Head assesses the document

Can be delegated to

staff?

PMU Head for action

Staff for action

Individual Output

Individual Output

ED reviews the document

Did it pass QC?

OPMU Head reviews /

approves the document

32

Title: PROCESSING OF INTERNAL DOCUMENTS FOR OPMU’S APPROPRIATE ACTION Document Number: MINDA-WI-OED-04 1.0 OBJECTIVE To ensure that all documents prepared by the staff are acted upon by the Head of the Unit with the implementation

of approved quality standards. 2.0 SCOPE This applies to all documents produced by the OED and OC staff 3.0. PROCESS

FLOW

RESPONSIBILITY Concerned Staff OPMU Head Executive Director (ED) Concerned Staff

DETAILS The staff assesses what needs to be done on the instructions and prepares the necessary document required. Individual Output can be letters, reports, database, IECs, talking points, presentations, etc. The OPMU Head reviews the document and assesses if it pass its quality control. IF IT PASSED QC, the output goes to the Executive Director for review and approval. IF IT DID NOT PASS QC, the output returns to the staff for enhancement. The ED reviews the document before approving. IF IT PASSED QC, the ED approves the document (i.e., by signing or providing some final instructions) IF IT DID NOT PASS QC, the document returns to the OPMU Head for enhancement. Approved document are individual outputs that passed the evaluation of the ED. Staff performs the necessary post-approved document processing e.g., printing, sending to recipient, distribution, packaging, etc.

Individual Output

OPMU Head assesses the document

Did it pass quality

standards?

ED reviews / approves the

output?

No

Yes

Did it pass ED’s approval?

Staff prepares the document

No

Yes

Approved Document

Staff prepares the document

33

Title: PREPARATIONS FOR QPRO AND PPA REPORTS Document Number: MINDA-WI-OED-05 1.0 OBJECTIVE To ensure that the preparations for the generation of Quarterly Performance Report of Operations (QPRO) and

Physical Performance Accomplishment PPA reports are delivered in a timely manner in compliance with the quality standards and requirements set.

2.0 SCOPE This applies to the QPRO and PPA report generated by the OED. 3.0. PROCESS

FLOW

RESPONSIBILITY Planning Officer

(PO) III OPMU Head Deputy Executive

Director (DED)

Executive Director

(ED) Planning Officer (PO) III

DETAILS Prior to the end of each quarter, the PO emails to the division chiefs or unit head the division QPRO template for processing. The PO processed the division QPRO and make it into the Agency QPRO following the set qualifiers. OPMU head reviews the QPRO according to standards and qualifiers (i.e., MFO) set. IF IT PASSED QC, the QPRO goes to the Deputy Executive Director (DED) for review. IF IT DID NOT PASS QC, the output returns to the PO for enhancement. DED double checks and revalidates the content of the QPRO. IF IT PASSED QC, the DED affix his/her initials on the document. IF IT DID NOT PASS QC, the DED returns the document to the OMPU head. ED approves the document by affixing her signature. PO prepares the approved QPRO for submission to the oversight agencies. PO then processes the PPA according to the prescribed format.

QPRO

OPMU Head assesses the document

Did it pass quality

standards?

DED reviews the output?

Yes

Did it pass DED’s review?

PO III prepares the

document

No

Yes

ED approves the document

PO III Processes PPA

report PPA

34

Title: PREPARATIONS FOR CALENDAR OF ACTIVITIES Document Number: MINDA-WI-OED-06 1.0 OBJECTIVE To ensure that calendar of activities is generated accurately and in a timely manner in compliance with the quality

standards and requirements set. 2.0 SCOPE This applies to the calendar of activities for the Executive Director and the Agency. 3.0. PROCESS

FLOW

RESPONSIBILITY Executive Director (ED) / Concerned Staff Admin Staff Secretary KMD

DETAILS The instructions on what to put in the calendar of activities will come from ED and the concerned staff. Instructions basically contain the details of the event to be calendared i.e. date, time, purpose, venue, and availability. The Admin Staff encodes the event including its details to the server. The Secretary/ Executive Assistant encodes the event including its details to the server. He/she then consolidates the events and other activities to the schedule of the ED. The KMD, ensures that the system is functional vis-à-vis the accessibility of the portal/website for access of the Agency’s calendar of activities The calendar of activities is submitted to the ED as guide and schedule of her things to be done.

etc.No

Yes

Instructions

Encoded by the Admin

Staff

Storage

Calendar of Activities

Is the instruction from ED?

Encoded by the Secretary

35

Title: PREPARATIONS FOR DBM BED-2 REPORTS Document Number: MINDA-WI-OED-07 1.0 OBJECTIVE To ensure that the preparations for the generation of the DBM BED-2 Report or the Physical Plan is delivered in a

timely manner in compliance with the quality standards and requirements set. 2.0 SCOPE This applies to the DBM BED-2 report to be generated by the Planning Officer (PO). 3.0. PROCESS

FLOW

RESPONSIBILITY Planning Officer

(PO) III OPMU Head Deputy Executive Director (DED) Planning Officer (PO) III

DETAILS The PO prepares the BED-2 form using the division/program’s AWFP/proposal. Program targets vis-à-vis no. of MFOs to be delivered for next year budget. The OPMU Head reviews the BED-2 form ensuring that the targets identified are realistic and can be delivered, and other qualifiers set by DBM. IF IT PASSED QC, the Head of the OPMU forwards the document to the DED for revalidation. IF IT DID NOT PASS QC, the Head of the OMPU returns the document to the PO for revision. The DED validates and double checks the content of the BED-2 form. The PO encodes the BED-2 form online in the website/portal designated by the DBM. The hard copy is forwarded to FD for reference.

Did it pass quality

standards?

DED reviews the output?

No

Yes

PO III processes the

BED-2

BED-2 Form

Storage

36

Title: PREPARATIONS FOR PROCUREMENT MONITORING REPORT (PMR) Document Number: MINDA-WI-OED-08 1.0 OBJECTIVE To ensure that the preparations for the generation of the Offices’ PMR are generated accurately and delivered in a

timely manner in compliance with the quality standards and requirements set. 2.0 SCOPE This applies to the PMR generated by the OED and OC. 3.0. PROCESS

FLOW

RESPONSIBILITY Finance Division (FD) KMD Development Management Officer (DMO) I Supply Officer OPMU Head Supply Officer

DETAILS The FD keeps the hard copy of the vouchers which are forwarded to the DMO I for processing. KMD maintains the Financial System needed to validate the expenses and other details found in the voucher. The DMO I prepares the PMR following the prescribed format/template. The PMR is the summary of all procurement activities/transactions undertaken by the division. The Supply Officer reviews the PMR submitted by the DMO I. He/she ensures that the content are in compliance with the rules in regulations under RA9184 or the government Procurement Act of the Philippines. IF IT PASSED QC, the Supply Officer forwards the document to the OPMU head for concurrence. IF IT DID NOT PASS QC, the Supply Officer returns the document to the DMO I for revision. The OPMU Head affixes his/her signature on the reviewed PMR of the division, and returns it to the Supply Officer. The Supply Officer consolidates all division’s PMR for signature of the ED or Head of the Agency.

Voucher

Processing of Office PMR

Review of Office/Divisio

n PMR

With comments?

No

Yes

Concurrence by OPMU

Head

Supply Officer for

consolidation

Server

PMR

37

Title: PREPARATIONS FOR PPMP Document Number: MINDA-WI-OED-09 1.0 OBJECTIVE To ensure that the preparations for the generation of Offices’ PPMP are delivered in a timely manner in

compliance with the quality standards and requirements set. 2.0 SCOPE This applies to the PPMP generated by the OED and OC. 3.0. PROCESS

FLOW

RESPONSIBILITY Admin Assistant / DMO I Knowledge Management Division (KMD)

DETAILS The Annual Work and financial Plan (AWFP) serves as the guide of each program/office in the execution of their identified events/activities in its overall operations. The Admin Assistant / DMO I prepares the IBS using the AWFP as reference. The IBS is a detailed budget enumeration of all procurement activities for the operation of the office/unit. The KMD reviews the IBS submitted by each division and ensure that it passes the quality requirements set . IF IT PASSED QC, the KMD converts the IBS into a PPMP format. IF IT DID NOT PASS QC, the KMD returns the IBS to Admin Assistant / DMO I concerned with comments for revision and resolution. The KMD converts the division’s IBS into PPMP format. The PPMP serves a the procurement plan for the agency. Without it, no procurement can be done.

completed task to

Division Chief AWFP

Prepares IBS / PPMP

memberWit

h comments?

Review of IBS

No

personally handled by him|her.Ye

s

Review of PPMP

Processing of PPMP

With comments?

No

Yes

Approval of PPMP

38

Title: PREPARATIONS FOR GENERATION OF ACCOM REPORT Document Number: MINDA-WI-OED-10 1.0 OBJECTIVE To ensure that the preparations for the generation of QPRO and PPA reports are delivered in a timely manner in

compliance with the quality standards and requirements set. 2.0 SCOPE This applies to the QPRO and PPA report generated by the OED. 3.0. PROCESS

FLOW

RESPONSIBILITY Division Head OPMU Head Public Relations Division (PuRD) Head of Offices / DED / ED

DETAILS The Division Head prepares their respective accomplishment report according to the suggested format. The division accomplishment report details the accomplishments of the division vis-à-vis the results and the activities conducted in a given timeframe. The OMPU Head reviews the divisions’ accom report if it passed the quality standards set i.e., format, context, content, directions, priorities, among others. IF IT PASSED QC, the Head of the OPMU processes the document. IF IT DID NOT PASS QC, the OPMU head returns the document to the Division Head for revision. The OMPU Head consolidates and transforms the divisions’ accom report into an agency accomplishment reports according to quality requirements set by the agency i.e., format, context, content, directions, priorities, among others. The PuRD packages the agency accomplishment report according to quality requirements set e.g., layout, visual enhancement, design, messaging, branding, among others. The Head of Offices / DED / ED reviews the agency accomplishment report

Processing of Div. Accom.

Reports

Did it pass OPMU’s review?

Yes

Review of the Agency

Accom Report

PO III Processes PPA

report

requestDivisi

on Accom Report

Review of Div. Accom. Reports

Division Head

Packaging of the Agency

Accom Report

39

2.1.4 PLANNING POLICY AND PROJECT DEVELOPMENT OFFICE

CONCISE VERSION OF THE PROJECT DEVELOPMENT DIVISION’S MANUAL

I. Project Development Division Functions

The functions of the PDD Division are as follows:

Conceptualize and prepare project concepts, project proposals and feasibility studies (if needed) for programs and projects that are interregional, Mindanao-wide and inter-sectoral in scope for possible foreign and local assistance in close coordination with other MinDA Departments, private sector and appropriate government agencies.

Collaborate with concerned agencies on the preparation of proposals and feasibility studies for programmes/projects that are interregional, Mindanao-wide and inter-sectoral in scope including projects under Public-Private Partnership (PPP) scheme.

Review and evaluate project proposals, project documents, concept notes for Mindanaowide, interregional and inter-sectoral projects as well as projects that are nationwide in scope but with Mindanao component to ensure soundness and consistency with project development standards.

Collaborate with funding institutions and partner agencies on the drafting and finalization of project documents and institutional arrangements for committed projects that are interregional, Mindanao-wide and inter-sectoral in scope including projects under Public-Private Partnership (PPP) scheme.

Anchor the overall resource generation efforts of the agency to explore sources for financing priority Mindanao-wide and/or Mindanao-specific inter-regional programs, projects, and activities, under various financing schemes such as ODA and PPP, in coordination with other concerned offices within the agency in support to the achievement of the objectives of the Mindanao agenda.

Provide technical advisory to the Area Management Offices as well as other Offices of MinDA relative to project development and resource generation.

In addition to the Division’s Terms of Reference, the PDD also handles the MindaNOW (Nurturing our Waters) Program. The MindaNOW Program Management Unit (PMU) has the following functions:

Provide appropriate support to MinDA by ensuring that the MinDA Chairperson: - has access to information on the overall project status and operations; and, - has concurred and/or approved fund requests/releases, contracts, transactions, agreements, etc., engaged in by

the project in accordance with the approved Annual Work and Financial Plan (AWFP);

Orchestrate the coordination among components within and between the Component Holders (MinDA Divisions) handling MindaNOW activities;

Facilitate the work planning of project-wide and cross-cutting activities;

Consolidate AWFP for approval;

Prepare MindaNOW Progress Report, consolidate technical accomplishment reports and recommend appropriate measures for enhancement of Programme efficiency and effectiveness

Flag and facilitate the MinDA’s actions to address operational issues and concerns affecting implementation of cross-cutting activities;

Monitor risks to the project, identifying possible mitigating and management measures, and flagging these to the Steering Committee

Serves as the repository of MindaNOW related documents (Databasing and Knowledge Management) in coordination with the Knowledge Management Division

40

II. Project Development Work Planning Cycle and Business Process

In order for the Project Development Division (PDD) to rationalize its activities in a given year, the division has come up with a work planning cycle that would guide the MinDA staff in planning its activities. The schedule of PDD processes is based on the programming cycles of the National Government Agencies. The cycle shall start with project identification in the 3rd quarter of the year (July-September) so that related activities can be integrated in the division’s budget proposal of the forthcoming year. This shall be followed by the preparation of concept papers/TORs/proposals and other documentation in the 4th quarter of the year (October-December) to pave the way for resource mobilization in the 1st two (2) quarters of the following year when NGAs will be preparing for their proposed budgets for the upcoming year; this is also the period that most international development partners’ fiscal year starts. The cycle closes with the preparation of implementation TOR for projects with secured funding in the 2nd quarter of the year (April-June). Illustrated in Figure 1 is the Project Development Division Cycle.

Figure 1. Project Development Division Cycle

Further, the business process of the division could be summed up in five (5) phases—the project identification, prioritization, crafting of documents, resource mobilization and approval. Project ideas can also be sourced from various technical papers, MinDA Board directives, multi-stakeholder forum recommendations, and Chairperson’s directives. The project ideas will then be prioritized based on the criteria set forth in Annex A. MinDA, with its partners shall develop the necessary project documents (e.g. project proposal, terms of references, concept notes) which will be submitted to various agencies for funding. Projects which have committed resources will have to undergo the approval stage for the projects to be implemented by the appropriate unit/agency. The detailed business process is shown in Figure 2.

41

Figure 2. Detailed Business Process III. Resource Mobilization

As anchor of the overall resource generation efforts of MinDA, PDD maintains a resource book that will serve as a guide for project appraisal in the initial review of documents. It contains the following:

Country assistance strategy of international donor partners

Funding windows by national government agencies

Corporate Social Responsibilities of private companies To take full advantage of resource mobilization opportunities, MinDA shall employ various ways, such as:

Active involvement of MinDA in Country Assistance Strategic Planning

Mindanao Budget Advocacy

Presentation of Proposed Projects to prospective international donor partners

Integration of Mindanao priority projects to priorities of implementing agencies

Partnership with PPP Center for infrastructure projects

Secretary to Secretary meetings at the Cabinet level

Issuance of MinDA Board Resolution on priority projects for legitimacy

IV. Tasks of the Various Divisions related to MindaNOW Program and Resource Mobilization

Tabulated below are the divisions’ roles in the implementation of MindaNOW Program and rolling out of resource mobilization.

42

Division MindaNOW Tasks Resource Mobilization

Project Development Division

Leads in the MindaNOW implementation

Prepares proposals of MindaNOW projects

Conducts project appraisal in MindaNOW-related projects

Conducts resource mobilization activities for MindaNOW projects

Set the guidelines and manage resource book

Develop project proposals

Facilitate Mindanao PPP projects and maintains central PPP database

Link CSRs with MinDA programs

Facilitate generation of funds/donors on specific projects

Policy Formulation Division

Facilitate and conduct policy studies/researches in relation to MindaNOW program

Facilitates the coordination of MindaNOW-related policy development and advocacy activities

Budget Advocacy

Planning and Research Division

Facilitates planning activities in relation to the MindaNOW Program

Coordinates the planning activities of partner institutions (e.g. Master Plans, CLUPs, Physical Plans and ADSDPP)

Ensure Integration of M2020 to Country Assistance Strategies and MIP to agencies’ priorities

Monitor and evaluate development initiatives

Involvement in Country Assistance Planning of Donors

Knowledge Management

Installs systems relating to Knowledge Management of MindaNOW Program

Establishes and maintains efficient and up-to-date database for the Program

Database Support

Investment Promotions Division

Establish and manage Investment Databank

Private sector facilitation on PPP Projects

Private sector facilitation on funds from CSRs

Investment Promotion Activities (Outbound)

Investors Assistance Services (Inbound)

International Relations Division

Coordination and facilitation of funds for Tourism-Infrastructure Projects and Tourism Enterprise Zones (TEZ) by TIEZA

Public Relations Division

Formulates communication plan

Facilitates the development and dissemination of MindaNOW IEC materials

Develops/Facilitates generation and packaging of knowledge products

Provides guidance on promotion of MinDA Projects (Branding)

Office of the Area Conducts area-level

43

Division MindaNOW Tasks Resource Mobilization

Concerns and Project Management

implementation/liaison in relation to MindaNOW Program

Provides regular updating relative to project implementation at the area level;

Recommends actions to address implementation challenges at the ground level

Office of the Finance and Administrative Services

Provides Administrative and Financial guidance in relation to the project;

Provides administrative and financial support services.

Provides administrative and financial support services.

V. Templates

The PDD maintains a list of documents that could serve as reference for the team to perform its function. It also has standards that guide the proposal appraisal, preparation of document, and resource mobilization are set out in the various templates of the project development division. The templates for project proposal, Terms of References, and Activity Design are all located in the annexes in the Manual. One sample of the template is the Project Development Checklist which shall guide divisions in prioritizing project proposals.

44

Annex A. Project Development Checklist Name of Project: _________________

() Points Remarks

Geographical scope of the project

Mindanao-wide 10 points

Inter-regional

Regional with Mindanao-wide Impact

Alignment to which thematic theme under the Social Contract

Anti-Corruption/Transparent, Accountable and Participatory Governance

10 points

Poverty Reduction and Empowerment of the Poor and Vulnerable

Rapid, Inclusive and Sustained Economic Growth

Just and Lasting Peace and the Rule of Law

Integrity of the Environment and Climate Change Mitigation and Adaptation

Alignment to which thematic theme under the M2020 Themes

Peace and Security

10 points

Human Development and Social Cohesion

Economy and Environment

Governance and Institutions

Enabling Conditions

Is it a strategic initiative identified in the M2020

Yes ______________________

20 points

Is the project guided by these principles

Gender 4

Environment 4

Good Governance 4

Peace 4

Cultural Responsiveness 4

Does it promote Inclusive Growth by involving the following

Women If 3 or more=20 points If 2=10 points If 1 =5 points

Children/Youth

IPs

Elderly

IDPs

Disabled

Others (Specify)______________

Does the project contribute to Mindanao’s global competitiveness

Education 10 points

Agriculture

Tourism

TOTAL POINTS

Points:

20 and below -Document to be returned (Recycle Bin) 21-79 -Document earns a “conditional pass” pending revision 80 and above -Document to be developed into a proposal

45

Guiding Principles questions Good Governance: How is transparency be strictly observed during the entire implementation period? Is/Are there functional mechanism/s that will allow all concerned stakeholders to actively participate in decision making (at the minimum) and during actual implementation (at the maximum)? Environmental Sustainability: Did the implementer comply with all the necessary environmental certifications (e.g., EIA, ECC) prior to implementation and are there environmental standards that will not be followed if the project will be approved? Gender Responsiveness: Are gender issues and needs taken into consideration in the project conceptualization? Cultural Responsiveness/Respect for Cultural Diversity: Will there be cultural practices and beliefs of the locality and stakeholders that will be affected during implementation? Peace: Does it adhere to the Shared M&E Guidelines (Peace)

Promote conflict and peace needs analysis as good practice;

Require conflict sensitivity for all programs and projects operating in conflict areas, whether development-

focused, peace and conflict transformation-focused or a mix of objectives;

Require programs and projects to account for how their results impact on the conflict and peace situation in

their areas of operation;

Encourage the use of peace standards in monitoring and evaluating direct peace and conflict programs and

projects;

Require donors to align with and support the achievement of Mindanao’s peace outcomes in programming

future assistance.

46

Mobilization of

partners/setting-up

team

Drafting of Plan

(1st draft)Validation of the Plan

Finalization/

Publication

DEVELOPMENT PLANNING PROCESS FLOW

Assess Current Plan

- Desk Review of similar plans/

framework/agenda

- Consultations for fresh inputs

- consultation

Periodic Review and

Updating

- Desk reviews/consultations

- Review of current landscape/situation

Integrated Development

Framework Plan for Mindanao

Priority list of PAPs

Reserve list of

PAPs

Review for

alignment

w/ M2020?

Note: Project proposals

from RDIPs, MTPIP,

Industry associations

Yes

No

Note: There might be

priorities in the M2020

which will have no

corresponding PAPs.

Such gaps need to be

filled up.

Validation of prioritized

proposals with NGAs,

business groups &

other sectors

MONITORING AND EVALUATION

Updating/Revision

of list of PAPs

Packaging and

Publication of MIP

INVESTMENT PROGRAMMING

- Plan

- MIP

PLANNING AND RESEARCH DIVISION

The Planning and Research Division (PRD) is one of the four (4) divisions under the Policy, Planning and Project Development Office (PPPDO) that shall take the lead in the areas of development planning, investment programming, and monitoring and evaluation. PRD coordinates the formulation, and/or integration of the development framework and sectoral plans for Mindanao. It also monitors and evaluates the implementation of the integrated framework for Mindanao and its investment program. The division shall also monitor, assess, and evaluate the impact and contribution of various inter-regional and MinDA-wide programs, and projects, Official Development Assistance (ODA) projects and other development interventions with respect to their alignment with the Mindanao framework and priorities, in coordination with other offices within the Authority. Below is the division’s business process:

Development Planning Essentially, development planning has two (2) levels of activities: the substance and the mechanisms. Substantive activities involve the development of the flesh and content of the Plan (e.g. Formulation of Vision, and Mission, Situational analysis, Setting of goals, Objectives, Targets, and Strategies). Planning mechanisms on the other hand, refer to the support and operational elements needed for effective formulation and implementation of the Plan. It may include the following: a) Forming the planning team b) Setting the work program for the planning exercise c) Validation, approval and adoption of the plan d) Formulating a plan implementation mechanism e) Plan monitoring and evaluation.

47

Investment Programming Investment programming translates the development strategies into concrete activities on the ground. It is composed of tangible programs and projects that directly impact on the stakeholders in a given area at a given time. An investment program can come in different forms, depending on area implementation (e.g. Local Development Investment Program), nature of investment (e.g. Capital Investment Program), source of funds (e.g. Official Development Assistance Program), sectoral focus (e.g. Infrastructure Program) and others. The identification of projects that would operationalize the plan is best done through the determination of needs and translating these needs into project form. Guided by the strategies spelled out in the plan as bases for determining the needs of an area, sector, or the ecosystem, the alignment of existing programs and projects (project proposals from RDIPs, MTPIP, industry associations) are undertaken for review. But since project identification requires a fair amount of accurate information beyond what the plan itself requires, investment programming entails any or all of the following: further consultations, ocular survey, project visits, and preliminary study. Various sectoral agencies, and groups from both government and private shall be consulted from the identification up to the validation process. The objective is to determine gaps and weaknesses, and hence, needs. The Authority then shall process and consolidate all inputs in coming up with the Mindanao Investment Program (MIP), which shall be packaged and published by the Authority. Monitoring and Evaluation The Authority, in coordination with regional and local development agencies will monitor the Plan as well as the accompanying Mindanao Investment Program, consisting of priority programs and projects. The Authority will also coordinate, monitor and evaluate development programs of international development agencies to assess their contribution to target sectors and the overall achievement of M2020 goals and objectives. MinDA, through its Secretariat will set-up a monitoring system complementing the existing M&E systems/mechanisms of agencies. The M&E System adopts results-based approaches and involves key stakeholders in Mindanao e.g. Regional Line Agencies (RLAs), Non-Government Organizations (NGAs), business and private sector, Civil Society Organizations (CSOs), academe, LGUs, and other development partners. The M2020 M&E System that will be set-up will provide up-to-date information coming from the national agencies, including those that are nationally-managed or nationally-implemented projects in the island. MinDA which has close relations with sub-regional socio-politico and economic institutions shall provide grounded information to complement the national and regional perspectives. Like the development plan itself, the implementation of the program must be closely monitored. This would serve as an early warning measure for addressing both substantive and implementation problems, and facilitate necessary adjustments and corrections on the program/s. M&E information shall also serve as inputs to guide the next programming cycle. Monitoring/assessment reports shall be formulated, together with stakeholders that will also incorporate recent developments, current trends, issues, and initiatives/programs/projects in Mindanao. Likewise, recommendations will be formulated, which may also serve as inputs to planning, decision-making and policy formulation/advocacy.

48

KNOWLEDGE MANAGEMENT FRAMEWORK FOR MINDA

PART ONE: THE KM FRAMEWORK

1.1 The MINDA KM Framework: Definition and Description The MinDA knowledge management framework is a guide on leveraging knowledge for Mindanao’s peace and development. It is integrated with MinDA’s organizational goals, objectives and strategies for improving organizational efficiency, productivity and learning and enhancing service delivery to its development partners and stakeholders. The framework provides guidance for the following:

Improving MinDA’s performance using KM tools

Building a culture of knowledge creation & sharing

Enhancing relationships with stakeholders

Developing skills and competencies on KM The framework shall be based on the following guiding principles:

Promote an environment conducive to knowledge creation and sharing

Allow continuous improvement and innovation

Adhere to the guiding principles on peace and development 1.2 KM Framework and its Components: The KM Framework has four (4) components, namely:

People and culture

Technology

Process

Structure/Leadership/Management

49

The interaction of these components is presented in the following Diagram.

Diagram of MINDA’s KM Framework

1.2.1 People and Culture

This refers to the varied KM-related skills and competencies, attitudes and behavior of the people that would implement KM in the organization, both internally and externally.

a. Internal- refers to MinDA workforce who has diverse perspectives and experiences and is highly-competent,

ethical and committed to undertake the tasks required to implement KM. MinDA staff must be willing to

cultivate knowledge creation and sharing behaviour and must eager to learn new skills in order to meet future

organizational challenges and respond to the needs of its clientele.

b. External- an organization or an individual whose aim is to pursue Peace and Development in Mindanao and by

doing so seeks partnership with MinDA Secretariat in attaining their objective. It also refers to MinDA working

together with its various development partners and stakeholders in carrying out its mandate for the

development of Mindanao.

The MinDA KM Framework aims to establish an enabling culture at MinDA that values learning and knowledge creation and sharing. In implementing KM at MinDA, the people are inspired by a common vision and are committed to build a climate of trust and openness for the success of KM in the organization.

MINDANAO PEACE AND DEVELOPMENT

ME DC o as a K nowledge enabled learning organization

An integrated a nd res pons ive K M

s ys tem for interna l and externa l s takeholders

•E s tablis hed mechanisms that

would ens ure awareness ,

appreciation and utilization of K M.

Knowledge Management

MinDA as Knowledge-enabled learning organization

50

1.2.2 Process This refers to KM-enabled Processes which is driven by highly-competent staff in partnership with Mindanao stakeholders and partners, with the aid of technology that enhances efficiency, productivity and learning and increase service delivery, to ensure awareness, appreciation and utilization of KM in support for Mindanao’s Peace and Development.

1.2.3 Technology

This refers to the practical application of ICT systems and techniques that adopts self-governing mechanisms for the capture, creation, organization, sharing, transfer and utilization of knowledge.

1.2.4 Structure/Leadership/Management

This refers to the complementation of strong leadership and clear cut KM policies and mechanisms that will empower the MinDA Secretariat to appreciate, understand and implement KM for the efficient and effective delivery of outputs to its partners/stakeholders.

51

FRAMEWORK FOR CONTENT MANAGEMENT Contents are the output of the KM processes. The establishment of a MinDA Content Management System (CMS) is vital in the development and deployment of the KM Portal. The following is a diagram indicating MinDA KM Framework for content management for the KM Portal which involves the four components (1) People and Culture (2) Technology (3) Processes and (4) Structure/Leadership/Management.

The MinDA CMS aims to provide meaningful and timely information and knowledge-based resources to end users. It creates processes that identify, collect, categorize and refresh content using a common taxonomy across the organization. The MinDA CMS shall do the following:

Automate the process for deploying content;

Create, organize and deploy content more quickly and accurately;

Provide a consistent process for managing content; and,

Effectively manage websites, intranet and portal content.

The MinDA CMS is consist of the following phases: Creation/Collection Involves the creation and collection of information and knowledge-based resources from both internal and external sources.

SOURCES INFORMATION and KNOWLEDGE-RESOURCES

INTERNAL Generated and created from the following:

Activities/Programs/Projects

FRAMEWORK FOR CONTENT MANAGEMENT OF KM SYSTEM DEVELOPMENT

INTERNAL SOURCES (MEDCo Secretariat)

EXTERNAL SOURCES(Stakeholders, Data

Sources, Mindanao

Working Group)

DATA ACQUISITION

POLICY

CREATION/

COLLECTION

CONTENT

MANAGEMENT

SYSTEM

DATABASES

CMS POLICY AND

PROCEDURES

KM PORTAL

KM PRODUCTS

USER POLICY AND

GUIDELINES

MANAGEMENT/

ORGANIZATION

DELIVERY/

UTILIZATION

EMPLOYEE SITE

INTRANET USERS (Secured Site – Log in

Password)

CUSTOMER SITE

PUBLIC USERS (Public Site)TAXONOMY

Resource ID

Metadata

v

v

FEEDBACK LOOP

• TAXONOMY

• METADATA

52

Human Resources(Management and Personnel)

Business Processes/Services/Products

Financial and Administrative

EXTERNAL Generated and created from the following:

Clients, customers and development partners

Markets

Competition

Organization/Management Involves the development of a MinDA CMS which would identify the organization’s content taxonomy and metadata. Using technology-based tools, the content shall be tagged and classified to make it easier to find and use the content. This phase would also involve the design and development of the KM Portal. Likewise, the establishment of procedures and processes as well as the formulation of policies for content validation, maintenance and management are done under this phase. Delivery/Utilization Involves deployment of appropriate content to users through the use of technology-based tools and processes such as websites, intranet and other media. This phase involves the identification of users groups, their roles and access privileges to content and applications and the formulation of security and access policies for the KM Portal. The users groups shall be based on functional use rather than organizations (Communities of Practice). Also, under this phase it is important to work on the idea that all new content is publicly available unless restricted as opposed to the idea of keeping every content restricted and then adding access for each user group.

53

1.3 Assessment of the KM Framework Components

Component Characteristics / features

What we have Problems, Issues and Challenges

What We Want to Achieve

People and Culture Internal

diversified background/field of expertise

adept in oral and written communication

Demonstrate sufficient knowledge and competency in various fields (i.e. project monitoring, events organizing, trade facilitation, industry promotion, tourism, resource mobilization, investment generation, etc.)

general knowledge on office applications

Strives for excellence

Receptive to change (strive for innovation

Passionate towards work ( e.g. do OT, willing to take on ad-hoc tasks without additional monetary remuneration)

Multi-talented Flexible Dynamic Technology-savvy Supportive to attaining Peace and development in Mindanao

Top Management (Office for Support to Operations, Office for Operations, Office of the Chairman)

8 Offices with different functions

Middle Management (CEDS, SuEDS)

Technical Staff (SEDS, EDS)

Admin and Finance Staff

HRD Plan Office Policies

(HR, Admin) Personnel

Mechanisms (e.g. Grievance Committee, PRAISE, etc)

MinDA Clients and stakeholders (i.e. government, NGOs, private sector, diplomatic communities, etc.)

no security of tenure and political threats

overwhelming workload

under-staffed buddy-system not

sustained Unclear delineation

of tasks (i.e. between mgt, team, inter-division, individual)

Mancom social capital are not maximized

Competency mismatch

Untapped skills Limited budget for

HRD program Adaptation on KM

concepts and technology

underutilized venues for knowledge sharing

No knowledge-retention policy

Lack of specialized training (e.g. Use of office productivity software events management, econometrics, technical writing, public speaking, etc)

Lack of mechanism to sustain relationship with partners

institutionalized MinDA

set criteria for activities that are mission-critical( Identify time wasters like meetings not relevant to MinDA priorities)

Regular updating and use of the HRD Plan as reference for competency requirements to aid management in making decisions relative to staff assignments

Regular GSM as venue for knowledge-sharing sustained / regular conduct of div meeting

regular conduct of coaching , mentoring, peer counseling and other learning activities (especially for the new staff)

review the hiring and selection process

Review of Performance Evaluation System

Interactive and

dynamic relationship with clients and stakeholders

Process o Staff a. Internal: o Harmony and

54

competency (i.e. monitor and evaluate projects, research, environmental scanning, consultation, planning, events engineering, networking, specialized technical ability in various fields, GIS mapping, office applications)

o Availability of Resources (e.g. vehicle, driver, human capital, funds, technology, etc)

o Staff

awareness in capturing important issues and concerns

o Proficient in

using office applications in drafting the report (e.g. excel, word etc)

o Networking

and coordination with partners/stakeholders

o IT processes:

Conduct of inventory and assessment

o Minimal sharing of information and knowledge between and among MinDA offices (e.g. preparation of IT docs, post-activity reports, minutes of the meeting, M&E,etc)

o Translation of

data and information into knowledge that is needed for better decision making and setting strategic directions

o Lack of

feedback mechanism

o Minimal

innovation on systems, process, tools, etc.

o Lack of

mechanism for regular updating the database (e.g. NLAs etc to regularly send updates

o Lack of

approving mechanism (e.g. online approval) esp if the approving party is out of office

o Lack of

mechanism to orient new staff

simplification of processes

o Define knowledge roles and responsibilities, requirements of each offices and staff to improve knowledge sharing and application of KM process

o More efforts in the

development and codifying knowledge from data and info (as basis for decision-making and setting strategic directions for Mindanao)

o Develop and

institute KM policies and mechanism to improve process within MinDA

o Establish

Community of practice within MinDA Post-activity

assessment Knowledge-

sharing Feedbacking

sessions (internal/external)

55

Recommendation

Troubleshooting and maintenance

o Finance and Administrative Processes: Financial

Management Services (i.e. budgeting, accounting, cashiering)

HRMD (personnel administration and personnel development

Procurement and property management

General and Logistical Services

Financial monitoring/Fiscal management of donor funded projects (MinDA as OIA)

on MinDA processes

o Lack of

mechanism for central repository (i.e. capture of recommendations and observations, each division is maintaining directory of contacts -tend to overlap efforts)

o Mechanism on

the establishment of contacts/point person on a particular sector

o Lack of

mechanism for sustainability of follow thru activities

b. External: o Minimal sharing

of info and knowledge between MinDA and its clients/partners

o We do not tap the knowledge of our partners as often as we should (e.g. experts on their field, forging strategic partnership)

o Lack of

feedback mechanism from our clients

56

Structure

Leadership

Dynamic

Clearly defined roles for specific instructions

Supportive to innovative ideas and initiatives towards organizational development

KM Mechanism

Contributes to the efficiency of output delivery

Responsive to the needs of the organization and partners

Interactive- info ready

User friendly

Captures relevant data

Always updated and on time

Hassle-free

sustainable Policies

A result of thorough consultation

Clearly documented

Has executive sponsorship

Strict implementation and being observed/ respected within the organization

INVENTORY: LEADERSHIP

• Existing functional organizational set-up

• Presence of decision-makers

– Top and middle management

– Informal leaders through the created matrix teams

INVENTORY: KM MECHANISM

• Document Tracking System

– Incoming documents only

• Fileserver

– Office-wide

– Per division

• Data Center

• Sharepoint System

– Calendar of Activities

– Directory of contacts

– Tasking

absence of office-wide central filing system absence of outgoing communication tracking no proper inventory and turn-over of tasks from resigning staff lack of policy and best practices documentation lack of organized and uniform system to retrieve official documents, either hard or soft copy tracking of the updates of various documents

They already have identified the ideal

Technology

Fast internet service

UpgradedHardwar

e/Software

Adequate internet speed

Office

productivity applications

Intermittent connection

Features of

hardware / software not fully maximized

Split second access

Right mix of technology for data capture, processing, sharing and effective use of information

57

Central Repository and archiving

Support for

workflow Integrated

Intra/Extranet Fail-safe

mechanisms

Fileserver Sharepoint MINDA Website Data center File Back-up Mirrored

website

Inability to find the “needle” in the haystack

No immediate

feedback on reports Limited access

Moogle – the internal google of MinDA

Validation

Mechanism

Blogs, ODA, Database, forums, galleries, maps,

Directory of experts Mindanao 2020

M&E Data capture

mechanisms Push Technology

(information)

Redundancy in

communication and databasing services

PART TWO: THE KM STRATEGIC PLAN 2.1 KM VISION MinDA as a knowledge-enabled learning organization that continuously improves its service delivery in contributing to Mindanao’s Peace and Development. 2.2 GOAL To improve organizational efficiency, productivity and learning and to increase service delivery. 2.3 KM STRATEGIES

a. Develop an integrated and responsive KM System that would serve as:

1. central repository of all Mindanao and BIMP-EAGA information and knowledge-based resources;

2. venue where MinDA’s development partners can work together to promote common KM framework for

Mindanao’s peace and development;

3. way to access best practices and lessons learned; and,

4. link with other KM related institutions.

b. Establish mechanism that would that would ensure awareness, appreciation and utilization of KM.

c. Establish processes that enhances knowledge creation and sharing behavior.

58

d. Formulate policies and guidelines to ensure availability, reliability, confidentiality, security and integrity of

information and knowledge-based resources.

e. Formulate M and E System that would integrate KM to assess and continuously improve organizational

performance

1. Improve turn-around time of business processes

2. Ensure application of KM outputs to avoid past mistakes; and,

3. Ensure learning and knowledge retention.

PART THREE: THE OPERATIONAL PLAN

Operational Framework:

In the achievement of its KM goal of increased service delivery and improved organizational performance, the MinDA KM team shall adhere to the following steps In the implementation of KM in the organization: 1. Build awareness and appreciation of KM

The MinDA KM Team shall continuously build awareness and appreciation of KM to its staff. Among the mechanisms to ensure this is the conduct of regular KM Appreciation Seminar to new employees and staff of MinDA. MinDA shall also encourage its staff to attend and participate to KM-related seminars and conference. In addition, MinDA shall regularly conduct knowledge-sharing sessions for lessons learned and best practices.

2. Application of KM into the organizational business process

MinDA’s KM Framework shall be aligned to organizational mandate and objectives. As such, KM shall be applied into its business processes through a phase-by-phase approach and systems evolution process. In addition, a change management plan shall be incorporated in the implementation of KM and shall serve as guide in the change management process. A MinDA Change Management Plan was formulated and attached as Annex in this MinDA Framework.

3. Demonstrate and communicate KM-related successes

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Initially, KM shall be implemented on a pilot basis and through a phase-by-phase approach to ensure quick wins. Likewise, the establishment of a KM implementation structure shall be prioritized to ensure that the KM team has the adequate resources and the right environment to deliver its purpose. The KM team shall be guided by a communication plan to ensure management and personnel support in the implementation of KM in the organization. A MinDA Change Management Communication Plan is incorporated in this framework.

4. Nurture, sustain and institutionalize KM

Management support is crucial in nurturing, sustaining and institutionalizing KM in the organization. Likewise, it is also vital to link the organization’s Monitoring and Evaluation Framework to its KM strategies.

Implementation Structure Implementation Structure (proposed) The following is the proposed implementation structure: KM Steering Committee The KM Steering Committee is composed of the top and middle management of MS (Management Committee members). They provide the strategic leadership and overall guidance for KM implementation in the organization. They will approve policies for the implementation of KM in the organization and will also be responsible in ensuring that KM is integrated within their Office business processes and programs. Office of Knowledge Management The OKM shall be the lead coordinator in all KM-related initiatives in the organization. Among OKM functions include the following:

Together with the KM Unit, develop and update a MinDA Knowledge Management strategic implementation plan;

To establish and administer knowledge based systems

o that will improve organization learning and productivity;

o That will provide relevant information on Mindanao and BIMP-EAGA;

To establish links or linkages with other KM related institutions.

KM Unit (Core Team) A KM Unit shall be created at MS to take the lead in the implementation of KM-related activities in the organization. Initially the KM Unit shall be composed of the KM Core Team with at least one representative from each Office at MS. They will be primarily involved in the technical design and implementation of the KM System. They will also be the lead coordinator/officer in the promotion and implementation of all KM-related programs and activities particularly in their respective Offices. Offices and General Staff Concerned MS Offices and individual staff shall provide assistance and support in the implementation of KM-related initiatives. They shall assist in knowledge content creation and collection and participate in knowledge sharing sessions whenever required. They shall also identify their KM-related learning requirements according to their level and/or function, identify KM learning priorities in coordination with their division chief/supervisors and pursue KM related opportunities which could held them improve their individual productivity and effectiveness.

60

Proposed Implementation Structure:

61

POLICY FORMULATION DIVISION

Business Process Definition of Policy Formulation Policy formulation is the development of effective and acceptable courses of action for addressing what has been placed on

the policy agenda. • It has two parts:

– Effective formulation – Acceptable formulation

Analytical

• effective policy alternatives • presumably based on sound analysis • must be conceived and clearly articulated

Political

• a political choice among these alternatives must be made: The policy must be authorized through a political process, such as legislation or regulation.

Both phases --- analysis and authorization --comprise policy formulation The formula is essential: Analysis

• professional policy analysts • working both inside and outside government • use their formidable kit of analytical tools to study an issue • devise policy alternatives which appear to address the issue at hand • presumably brings theory and knowledge into policy formulation.

Authorization

• Elected or appointed officials • have the final choice among alternatives presented • they bring judgment, wisdom, and accountability to policy formulation

Formulation Both analysis and selection involve values…but this is often hidden in the case of the former, but certainly not the latter. Two complementary roles: Analyst & Decision Maker Both roles should complement each other The analysts are keen and informed while the decision makers exercise sound judgment and are responsive. Policy agenda - is a collection of important issues which MinDA is closely examining. Policy agenda setting

• First step of the policy process which involves issues being turned into agenda items for policy making bodies. • Issues must become agenda items for MinDA, and approved by the Board, in order to proceed into the next stages

of the policy process.

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Policy research - is a social scientific research which has non-university groups as its main intended audience (although the results may in practice also interest academic audiences). For the most part such research attempts to apply social scientific findings to the solution of problems identified by a client. It may be descriptive, analytical, or deal with causal processes and explanations; it may evaluate a new or existing policy programme, describe examples of best practice, measure social change, develop projections on the basis of large-scale modelling exercises, or consist of large-scale experimental research in real-life settings running for years and even decades. Policy paper - is a decision-making tool that defines an urgent policy issue, identifies and evaluates policy options, and recommends a preferred alternative. Policy advocacy - refers to advocacy tactics, strategies and initiatives which target changes to policies and legislation. For MinDA, policy advocacy defined as a process of getting the active participation of all concerned sectors in championing a Mindanao policy agenda to sustain and accelerate the gains of socio-economic development. Lobbying (also lobby) - is the act of attempting to influence decisions made by legislators. Policy instrument – is the method or mechanism used by government, political parties, business or individuals to achieve a desired effect, through legal or economic means. Examples include executive orders, laws, memorandum circulars, etc. Policy Formulation Division Business Process

Policy Agenda Setting

Policy Research

Policy Adoption

Policy Implementation*

Policy Evaluation

Policy Advocacy

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Policy Agenda Setting Business Process

Policy Agenda Setting The first step of the policy process involves issues being turned into agenda items for policymaking bodies. Policy issues are usually generated and/or gathered from the following sources:

Business/industry associations (e.g. MinBizCon, MEF, Industry Congresses, etc)

Development and Policy Forums and Summits (e.g. MDF, MindaNOW summit)

MinDA Board, MinDA Offices and divisions

RDCs/REDPB, agencies, etc

Public outcry, media, lobbying of interest groups

This shall then be subject to consultations for further validation and prioritization. A criteria shall be developed, and this should include consistency and alignment with the Mindanao 2020 or the existing Integrated Mindanao Framework/Plan. The short list of policy issues is then endorsed to MinDA management and the Board, for approval. The resulting prioritized and approved policy agenda is what forms the Mindanao/ Mindanao 2020 Policy Agenda For each policy issue in the agenda, a research concept note (Annex A) shall be developed. The division or staff handling the issue will be asked to develop the concept note. Annex A. Priority Research Area Concept Note Template

Research Area/ Policy Issue

Background

Objectives of the Study

Anticipated Policy Recommendations

Timeline

Utility of the study

Available budget

Proponent/ Point person/s (to contact for further questions)

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Policy Research Business Process - Internal

In-house (by the PFD staff themselves,

or in coordination with other divisions )

Outsourced (PFD does oversight function)

Contract out the policy research (follow bidding process)

Validation / Peer Review

Preparation of Concept Note with Proponent

(from External Partners)

Presentation to Management

Legend: PFD deliverable Mgt deliverable KM deliverable

Management Approval & Decision Making

Upload to

Portal

Data gathering, processing and analysis

Validation / Peer Review

Presentation to Management

Preparation of Concept Note - Internal (by the Division project

holder)

Upload to

Portal

Management Approval & Decision Making

65

Policy Research Business Process - External

Partnership

Secure copy of research

Influence/convince partners to undertake researches aligned with M2020 Research & Policy

Agenda

Legend: PFD deliverable Mgt deliverable KM deliverable Yes

O

Upload to

Portal

Management Approval &

Decision Making

Presentation to Management

(MinDA’s track for priority policy agenda)

66

Policy Research

• The second step of PFD’s business process is to conduct evidence-based research on a policy issue and recommend the best possible solutions for the same.

• Policy research may either be – Done in-house (by the PFD staff themselves, or in coordination with other divisions ) – Contracted out, with PFD’s oversight – Done in partnership with other institutions/individuals – Done by other institutions or individuals, with minimal resource support from MinDA or none at all (e.g.

thesis writers, ODA-commissioned research, faculty of HEIs, etc) • Results of said research are then synthesized and presented to management, for approval.

Policy Advocacy Business Process

Conduct of Advocacy activities

(PFD and staff Level)

Legend: PFD deliverable Mgt deliverable

Conduct of Advocacy activities

(Management Level)

Crafting of Advocacy Plan (in coordination with PuRD and other

concerned divisions)

Presentation to Management

Management Approval & Decision

making

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Policy Advocacy

• The next step in the process is to attempt to influence public policy and decision making. For MinDA, policy advocacy involves getting the active participation of all concerned sectors in championing a Mindanao policy agenda to sustain and accelerate the gains of socio-economic development.

• An advocacy plan is crafted in order to guide the advocacy efforts , and to strengthen commitment, consolidate efforts, and sustain the participation of partners and stakeholders to advance the issue (Annex B). PuRD’s inputs for the media component shall be incorporated in the said plan. The inputs of other involved staff/divisions are equally important. The advocacy plan is then presented to management for approval.

• MinDA’s policy advocacy strategies may be open and active espousal of a point of view or a course of action. It may also be less visible, more subtle processes of influence, involving other partners in the frontline. Mass media is also used as a tool. Here, PuRD plays a critical role.

• Once the advocacy plan is approved, PFD commences with policy advocacy activities. • At the staff level, recommended policy solutions are brought to the attention of concerned policy makers

thru their staff-in-charge. Policy briefs and draft policy instruments (e.g. draft House Bills, Executive Orders, etc) are prepared for the concerned policy-maker’s consumption.

• PFD also provides staff support to MinDA management, who then in turn conducts actual advocacy activities. Staff support usually involves arming management and with more information on the issue, including pro/con arguments and recommended solutions. PFD also organizes events, meetings, and other advocacy activities.

• For advocacy involving partners/champions to further Mindanao’s policy agenda, PFD provides staff support, as needed. Usually this in the form of information sharing, thru the provision of policy briefs, presentations, talking points, etc. Partners that MinDA usually tap include:

• Mindanao Lawmakers Association • CONFED • Mindanao-wide NGOs such as Kusog Mindanaw • Business groups such as MinBizCon, MEC, industry associations, etc • Peace groups such as PDALs

Annex B. Advocacy Plan Template

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Policy Adoption Business Process Policy Adoption

• This step involves the adoption of policies that are within MinDA’s powers and purview to promulgate. • Policy recommendations are presented to the MinDA Board, for their deliberation and approval. PFD, in

coordination with MinDA’s legal unit, then drafts policy instruments for the Board’s perusal. • Some policy instruments, such as Joint Memo Circulars, may be issued in partnership with agencies. In which case,

PFD conducts staff work with all involved agencies to facilitate the approval of said policy instruments. • Once adopted or approved, these policy pronouncements are then disseminated to all concerned, for

implementation Policy Evaluation

• Adopted and implemented policies shall then be evaluated for their impact on Mindanao. Not all policies shall be subject to evaluation– only those that are within MinDA’s priorities, as determined by the Board.

• The process for agenda setting is followed for prioritizing the list of policies for evaluation, while the process for policy research is followed for the actual evaluation of policies (refer to policy agenda setting and policy research business processes).

Presentation of Policy

Recommendations

Board Approval and Adoption

Legend: PFD deliverable Mgt deliverable

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2.1.5 INVESTMENT PROMOTION AND PUBLIC AFFAIRS OFFICE

INVESTMENT PROMOTION DIVISION (IPD)

BUSINESS PROCESS FLOWCHART

The Mindanao Development Authority (MinDA) plays a very vital role in the facilitation and coordination of Mindanao-wide investment generation initiatives given its mandate as indicated in Sec. 6, item (e) of RA 9996 –directing MinDA to “ promote and facilitate investments in any field that would enhance the socioeconomic development of Mindanao and uplift the living standards of the people and their socio-political activities in close coordination with agencies primarily mandated to undertake such functions.” Goal and Objectives Given such mandate, MinDA created the Investment Promotion Division (IPD) that will design and implement its Mindanao Investment Promotion and Facilitation Program in coordination with partners and stakeholders. The goal of the program is to establish a coordinated system for investment promotion and facilitation in Mindanao and Palawan (for BIMP-EAGA) and sustain the efforts for generation of investments to contribute to the socio-economic development of Mindanao. Specifically, the program shall have the following major objectives: 1) To coordinate with investments-related agencies and partners and relevant stakeholders in the identification of

Mindanao investment priorities and targets in line with the Mindanao 2020 Peace and Development Framework;

2) To develop unified investment promotion and marketing strategies in Mindanao and Palawan (in the context of BIMP-EAGA) and implement investment promotion activities;

3) To establish a Mindanao investment facilitation center in MinDA that would provide key investors facilitation and assistance services in coordination with relevant agencies and Local Government units in Mindanao and Palawan (in the contect of BIMP-EAGA); and,

4) To generate potential and actual investments that will support and sustain Mindanao’s development.

Investment Promotion and Facilitation Program Components 1) Stakeholders Engagement and Partnerships (SEP)- this component aims to create a Mindanao-wide investment

promotion coordination mechanism/referral structure and its goal is to build partnerships, coordinate and network with

key partners and relevant stakeholders. The coordination and networking can be done at various levels either national or

local levels, industry clusters, across sectors and industries, interregional and Mindanao-wide levels. These coordination

structure aims to build and maintain a Mindanao Investment Databases and support MinDA in the identification of

Mindanao’s investment priorities and targets in line with the M2020 targets.

2) Investment Promotion and Marketing (IPM) - this component aims to develop Mindanao’s “investment product”,

design its promotion strategy and plan and implement promotion activities with the end goal of generating Local and

Foreign Direct Investments.

3) Investors Assistance Services (IAS) – this component aims to provide services to potential and existing investors to

Mindanao. Services would include business advisory services, investment sites identification, investment referral and

business matching systems to potential partners, suppliers, service providers, among other services.

4) Capacity Building and Training (CBT) – this component aims to provide education and further training to MinDA staff on

investment promotion and marketing as well as provide training to its partners and stakeholders particularly those

engaged in investment promotion such as the local economic and investment promotion officers (LEIPOs).

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PHASES IN THE INVESTMENT PROMOTION AND FACILITATION CYCLE Source: OECD Investment Policy Review of the Philippines 2015

Effective investment promotion and marketing leverages the strong points of an area’s investment environment, highlights profitable investment opportunities and helps to identify local partners. IPAs tend to focus on four core phases and functions as shown in the above flow-diagram- image building, lead generation and targeting, investor servicing, and aftercare and policy advocacy.

Image Building Phase

Image building, the first phase of the investment promotion cycle, is about creating the perception of an area as an attractive location for international investment. Activities commonly associated with image-building include focused advertising and public relations events. This function involves developing an area’s brand; portraying it through information and sales packages, investment plans in sectors or regions, and policies and incentives for investors and businesses; as well as creating a good website and other communications materials including the use of social media that showcase this brand and the area’s investor-friendly environment.

Lead Generation and Targeting Phase

Lead generation entails targeting specific sectors and companies with a view to create investment leads. IPAs align themselves with national priorities to identify potential sectors and investors and use direct marketing techniques to approach them. Activities include direct mailing, telephone campaigns, investor forums and seminars and individual presentations to targeted investors. With increased competition for large investment projects between locations and countries, IPAs are increasingly expected to be proactive in approaching investors. Investment generation activities can be done both at the local level and overseas. Most large investment decisions are taken at a global or regional level by senior management as a result of long processes of preparation and deliberation. Successful lead generation should bear in mind both counterparts, investors already present in the country and at headquarters level. The latter can also be addressed through IPAs’ representations overseas.

Investors Assistance Services and Facilitation Phase

A core mandate of investment facilitation includes filling an information gap created by incoherent or ineffective policies and market failures. Investment facilitation can thus provide investors with much needed clarity and security vis-à-vis public

71

administration. Effective one-stop-shops with single-point authority can be a critical factor in investment decisions, especially if they lower the investor’s cost of market entry. Investor servicing and facilitation can include activities such as information provision, "one-stop-shop" services aimed at expediting the approval process instead of sending investors to all the different agencies and ministries in charge of licences, permits and approvals, and various forms of assistance in obtaining sites, utilities, etc. IPAs can provide advice on the required steps, documents and paperwork, and put investors in contact or help coordinate with the various actors involved in clearing administrative steps and approvals.

Aftercare and Policy Advocacy Phase Aftercare comprises all potential services offered at the company level by governments and their agencies, designed to facilitate both the successful start-up and the continuing development of a foreign affiliate in a host country or region with a view towards maximising its contribution to local economic development. Reinvestment by existing investors accounts for a major share of FDI, so the services provided to existing investors can critically contribute to decisions on investment destinations. Keeping existing investors satisfied and convincing them to reinvest is less costly and complex than attracting new ones.

MINDA-IPD BUSINESS PROCESSES AND CORE FUNCTIONS

STAKEHOLDERS ENGAGEMENT AND PARTNERSHIPS BUILDING BUSINESS PROCESS

An investment promotion entity such as MinDA needs to develop strong linkages with both the private and public sector

stakeholders (e.g. service providers, real-estate developers, consultants, etc.) in the implementation of its investment

promotion and facilitation program. Building relationships these relevant stakeholders enhances the efficiency of MinDA-

IPD. MinDA-IPD has built its linkages with relevant stakeholders at various levels.

a) International Level

International investment promotion centers are available at the Philippine Trade and Investment Centers(PTIC) in various

Philippine Embassies in key markets world-wide. We usually coordinate with our Commercial Councilors, Trade,

Agricultural and Tourism Attaches in various Embassies through the DTI-Foreign Trade Service Corps (FTSC) office. We

also coordinate with the various Foreign Embassies in Manila through the Department of Foreign Affairs (DFA). Likewise,

IPD staff participates in BIMP-EAGA Clusters related to business development such as the BIMP-EAGA Trade and

Investment Cluster, BIMP-EAGA SME Development as well as BIMP-EAGA ICT CEO Forum/ICT Cluster.

b) National Level

The country has various institutions and measures to promote and facilitate investments. The official agency for

investment promotion and faciliation is the Board of Investments (BOI) under the Department of Trade and Industry.

Likewise, it has 17 other investment promotion agencies (IPAs) mostly from the special economic zones commonly

referred to as ecozones. In 2009, the Philippine Investment Priorities Plan (PIPP) network was created to ensure good

coordination and harmonization of investment promotion and facilitation efforts. The Board of Investments (BOI) acts as

the secretary of its steering committee and a common platform – Invest Philippines – was launched. In terms of

investment facilitation, notable measures include the BOI’s aftercare programme and the Ombudsman function. MinDA

is a new member of the PIPP (2013) and regularly attends its Technical Working Group (TWG) and Steering Committee

(SC) Meetings.

Currently, MinDA-IPD has built linkages with these key investment promotion agencies that are members of PIPP-TWG,

among these are as follows:

72

Philippine Board of Investment (BOI)

Philippine Economic Zone Authority (PEZA)

Authority of the Free Port Area of Bataan

Aurora Special Economic Authority

Bases Conversion and Development Authority

Clark Development Corporation

Subic Bay Metropolitan Authority

Cagayan Economic Zone Authority

PHIVIDEC Industrial Authority

Philippine Retirement Authority

Regional Board of Investments - ARMM

Zamboanga Economic Zone and Freeport Authority

Tourism Infrastructure and Enterprise Zone Authority, among others

c) Local Level (Mindanao)

At the local level, MinDA-IPD links with the Local Government Units (LGUs) through their Local Economic and Investment Promotion Officers (LEIPOs) with the assistance of MinDA’s Area Management Offices in the regions. Likewise, MinDA provides technical assistance in several Mindanao-wide and cross-sectoral industry-related associations and business groups such as the Mindanao Business Council, PhilExport-Mindanao Chapters as well as Philippine Chamber of Commerce and Industry in Mindanao as well as the various Chambers of Commerce and Industry in cities and provinces. MinDA provides technical assistance in various industry and Mindanao-wide business events such as the Mindanao Business Conference, Mindanao Exporters Congress, among many others. Mindanao Investment Product, Priorities and Targets As a result of MinDA-IPD coordination mechanism and partnership building, MiNDA will be able to identify Mindanao’s Investment Product, Priorities and Target. A summary of investment profiles and projects that will be promoted shall be identified and consolidated as a result of the coordination and consulation activities. Mindanao Investment Databases Outputs from stakeholder engagements shall be stored in the Mindanao Investment Databases. The databases shall include area profiles, sectoral profiles, cost of doing business and investment projects profiles. These data and knowledge can be used as inputs in the MinDA Investment website, social media sites as well as multi-media marketing tools such as presentation slides and audio-visual presentations. Coordination Flow for Stakeholder Engagement

COORDINATION LEVELS

PARTNERSHIPS/NETWORKS PUBLIC SECTOR PRIVATE SECTOR

International Level

Philippine Embassies Abroad, DTI, DA, DOT, Foreign Embassies in the Philippines, MATRADE (Malaysian External Trade)

BIMP-EAGA Business Council, BIMP-EAGA ICT CEOs Forum, Donor Partners such as JICA, ADB, etc.

National Level

DFA, DTI includes BOI, DA, BSP-IRO, DOT, etc.

PCCI, Makati Business Club, PhilExport National, Joint Foreign Chambers Council in the Philippines

Trade and Investment Centers/Partners in BIMP-

EAGA/ ASEAN/World

INVEST PHILIPPINES Team (Philippine Investment

Promotion Plan)

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MinDA

Local Level (Mindanao and Palawan (in the context of BIMP-EAGA))

Local Government Units, National Line Agencies Regional Offices

Mindanao Business Council, PhilExport-Chapters in Mindanao, Industry Associations, Chambers of Commerce and Industry Inc.

INVESTMENT PROMOTION AND MARKETING BUSINESS PROCESS In line with the Authority’s mandate of promoting investment and trade opportunities and its broader effort of accelerating development in Mindanao, the Authority facilitates inbound missions to Mindanao, and conducts and participates in outbound missions. MinDA-IPD participates in these investment promotion and marketing activities with the end goal of generating investment leads and consummating actual investments. a) Investment Mission Coordination and Promo Collaterals Production

MinDA IPD conduct various Pre-departure activities before the actual selling missions. These include coordination

meetings and pre-departure orientations. Likewise, one important aspect during the actual promotion is the preparation

of communication tools and collaterals that will be used during the investment missions. Promotional materials include

the list of delegates and their profile, the itinerary of the delegates, and consolidated investment project profiles.

Sometimes promo materials include materials that will be used for the construction of investment exhibits and pavilions

and materials for distribution during the event proper.

b) Facilitate Inbound Missions

MinDA IPD receives communication from investment partner-agencies requesting to facilitate visits of investors to Mindanao and match them with local partners. Depending on the magnitude and strategic importance of these requests, MinDA responds to the said requests which led to the hosting of some investors visits from coordinating with local partners, to arranging business meetings and even arranging industrial and investment sites visits during their due diligence trips. c) Conduct Outbound Missions

MinDA IPD participates in Presidential Trips, Investment Selling Missions domestically and abroads as well as arrange for one-on-one visit to potential investors and investment sites. Prior to the investment selling mission, MinDA coordinates with various partner agencies in providing technical assistance for the implementation of the mission. These services include preparing the selling mission itinerary, consolidation of investment profiles for business matching sessions, coordination with various agencies and companies on their travel requirements and approved itinerary as well as

Local Investment Centers and Local

Economic and Investment Promotions

Officers

MINDANAO DEVELOPMENT

AUTHORITY

74

administrative requirements for such travel such as arrangements on delegates flight bookings, passport and visa requirements and assistance for the approval of travel authority for government delegates of the said mission. d) Investment Leads and Actual Investments Monitoring and Tracking

The outputs of both the inbound and outbound missions will be investment leads or actual investment generations. These are being monitored by MinDA-IPD staff as part of its accomplishments for the missions facilitated and conducted.

75

Investment Promotion and Marketing Flow Diagram

INVESTMENTS

MONITORING DATA

BASES (leads, actual)

WHAT TYPE? INBOUND or OUTBOUND

REQUESTS FOR ASSISTANCE/PARTICIPATI

ON FROM MINDA?

INBOUND MISSIONS SERVICES

Prepare Visit Itinerary

Coordination Efforts based

on approved itinerary

Provision of technical and admin assistance during Actual Visit OPMU

Head reviews the document

OUTBOUND MISSION SERVICES

Prepare Mission Itinerary

Coordination Efforts

Production of Promotion

Collaterals

Provision of Technical and

Admin Assistance (travel

and accommodations, etc.)

Actual Mission ProperPO III prepares

BED-2 Form

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INVESTORS ASSISTANCE AND FACILITATION SERVICES BUSINESS PROCESS

MinDA-IPD provides assistance and facilitation services to investors who wants to invest in Mindanao. Among the services being provided by the MinDA staff are as follows:

Business Information and Advisory Services

Potential Investment Sites Identification

Investment Databanking

Business Matching to potential partners and suppliers

Referral System such as to the One-stop shop facilitation services of the Mindanao Power Monitoring Committee

especially for Renewable Energy Projects and to Local Government Units through MinDA’s Area Management

Offices, among others.

INVESTORS ASSISTANCE SERVICES BUSINESS PROCESS FLOW

ASSISTANCE REQUESTS (Walk-in, others)

ASSISTANCE SERVICES PROVIDED

Business Information

and Advisory

B2B Matching

Investment Sites ID

Referrals to One-Stop

Shop or to Potential

Local Partners through

AMOs, etc.

CLIENTS FEEDBACK

INFO

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IRD Business Process

The International Relations Division (IRD) is one of the three (3) divisions under the Investment Promotions and Public Affairs Office (IPPAO) that shall take the lead in coordinating the formulation and implementation of policies and programs that will strengthen the participation of the Philippine-focus areas for the BIMP-EAGA which are Mindanao and Palawan. In support to the strategic objectives of BIMP-EAGA sub-region, MinDA will serve as the National Secretariat (NS) that shall provide technical, organizational and analytical support to the SOM/MM and the other relevant BIMP-EAGA agencies. It should also ensure continuity and coordination of BIMP-EAGA related projects, and act as a focal point of information on sub-regional cooperation within and outside BIMP-EAGA. Lastly, the NS should also assist, in accordance with SOM/MM decisions, relevant structures, such as expert groups, in initiating, developing and implementing sub-regionally important, strategic projects in line with the agreed long-term priorities. Specifically, the Authority through IRD will perform the following function and Responsibilities:

1. Serve as the secretariat and coordinator for all in-country BIMP-EAGA-related activities. 2. Liaise and coordinate with BIMP-EAGA member country secretariats, BIMP-FC, BEBC and other relevant agencies. 3. Advocate for policies that promote the initiatives and growth of BIMP-EAGA sub-region. 4. Facilitate in-country activities of the government and private sectors in policy deliberations concerning BIMP-EAGA. 5. Serve as in-country databank for BIMP-EAGA and other related data. 6. Collect, consolidate, process, analyze and disseminate relevant information to in-country BIMP-EAGA stakeholders

and, through the BIMP-FC and BEBC, to their counterparts in the other BIMP- EAGA member countries. 7. Formulate and develop plans and programs for country participation in BIMP-EAGA activities. 8. Initiate and facilitate sourcing of technical and other forms of assistance to BIMP-EAGA projects/ initiatives. 9. Monitor developments in BIMP-EAGA and follow through agreements entered by country representatives. 10. Provide effective technical and administrative support services for country level BIMP-EAGA operations and

coordinate budget requirements for this purpose. 11. Coordinate in-country participation in the development of the BIMP-EAGA calendar of meetings and events.

In coordination with other offices within the Authority, below is the division’s business process:

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DIVISION OPERATIONAL MANUAL OF THE PUBLIC RELATIONS DIVISION (PuRD)

Investment Promotions and Public Affairs Office

I. INTRODUCTION The Public Relations Division (PuRD) under the Investment Promotions and Public Affairs Office (IPPAO) shall handle the development, implementation, monitoring and evaluation of various communication efforts of the Agency, which include communication, outreach, and media-based strategies in promoting Mindanao, MinDA, and MinDA’s flagship programs. Among the specific functions of the division include the following:

1. Communication Support The division shall provide both internal and external communication support to MinDA and its flagship programs. These will include the crafting and development of communication materials that are necessary in fulfilling MinDA’s mandate such as the application of MinDA’s Communication for Development that will be implemented through the agency’s annual Communication and Media Operational Plan. Designed to map out the expected communication results and priority activities of MinDA’s divisions, the Communication and Media Operational Plan will also help track the development of communication initiatives and identify key implementors, budget requirements, and available resources in all of the Agency’s communication and media efforts. The operational plan is subdivided into key Media and Communication plans that will identify the objectives, target audience, core messages, activities and communication tools, budget, performance indicator, and responsibility center for each media and communication initiative. MinDA’s PuRD will take the lead in the implementation of the agency’s annual Communication and Media Operational Plan with the support of the priority divisions.

2. Communication Outreach and Media-based Activities Through the guidance of the annual Communication and Media Operational Plan, MinDA’s PuRD will also conduct communication research as needed and will implement communication outreach through media-based activities that will promote MinDA and its programs for Mindanao. These activities may include but are not limited to communication research, conduct of press briefings, news and media conferences, information drive, news forum, and other activities that will encourage media participation in effort to shape a better socioeconomic landscape for Mindanao. MinDA’s PuRD will also engage with the media in the conduct of activities that will enhance Public Relations in informing the public on current initiatives, programs, and policies of the government. These activities are also aimed to encourage transparency and provide information on the role of the government in nation building, governance, and public service.

3. Implementation of MinDA’s Branding and Key Messaging In order to fully communicate to the public and partners on MinDA’s mandate, the PuRD will implement activities and programs that will gain wide and favorable interpretation of MinDA’s policies and flagship programs, eventually leading to the appreciation of the MinDA brand. As the agency’s public relations division, the PuRD has the capacity to define MinDA’s brand by facilitating and ensuring an inflow of information that will help the public understand and appreciate the policies and projects of the agencies.

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The PuRD, with the assistance of the other division is tasked to facilitate public acceptance on MinDA’s mandate, policies, and operations.

4. Media-based Technical Support To Other Divisions

MinDA’s PuRD is also tasked to provide communication and media-based support to other divisions that will help provide vehicle for stimulating two-way communication within and outside of the workplace. These activities may also help media consciousness among MinDA employees and encourage them to engage with the media in promoting their programs and initiatives. Among these activities include the sharing of information within the organization and among employees through monitoring and archiving of MinDA-generated and assisted news articles; participation in development and promotional activities (e.g. Exhibits, media forum and symposium, promotional events, etc), conduct basic research and preparation of various documents and correspondences; and other communication services such as the production of newsletters, arrangement of media interviews, and handling of media contacts.

II. BUSINESS PROCESS PuRD’s communication and media support to MinDA can be divided into three major categories namely Administrative Support, Communication-related Activities, and Media-related Initiatives. Administrative Support can be defined as tasks involving key administrative matters such as data processing, file maintenance, clerical support, and utilizing skills to deliver effective messaging within and among the organization’s ranks. Communication-related Activities on the other hand are those activities that require both oral and written communication skills and will include activities such as internal and external correspondence, crafting of letters, speeches, messages, and statements. The development of Information, Education, and Communication (IEC) materials are also identified as Communication-related Activities, aimed to further enhance MinDA’s branding and key messaging. Meanwhile, Media-related Initiatives are undertakings that involve both traditional and non-traditional media such as the press, radio, television, and the Internet-based media such as social media applications, blogs, and online news, website and other social media services. These tasks include but are not limited to press and media conferences, media interviews and fora, social media posting, media invitations, and other related tasks. To simplify the PuRD’s business process, separate tasks flows will be followed for each of the task category. The Division Chief, who is the division’s lead staff is responsible in identifying the tasks into appropriate categories, following the business process below:

If request is (1) administrative Support, Division Chief to handle or assign task to team member. If request is (2) communication-related, (such as letters, correspondence, speeches, messages, statements, etc) Division Chief to handle or assign request to a team member. If request is (3) Media-related, the Division Chief to discuss with PuRD if the subject is:

1. Newsworthy: media release + social media 2. Worth sharing: social media + division updating 3. Newsworthy but premature: for follow-up

Division Chief to process information and to decide if request is:

1. Administrative Support 2. Communication-related 3. Media-related

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For tasks that fall under Administrative Support, the business process is as follows: For tasks identified as Communication-related Activities, the business process is as follows: A different task flow chart is developed for Media-related Initiatives since materials and information to be released to the media must be concise, accurate, and trustworthy. The process of validation will involve stricter review mechanisms to ensure that the media and the public will receive that most accurate information coming from MinDA.

Division Chief to process request and decide if it has to be assigned to a team member or will be personally handled by him|her.

Division chief to assign task or request to a designated team member

Division team member to handle and complete assigned task. Team member to submit completed task to Division Chief

Division chief to handle task| request

Division chief to review completed assignment and endorse to requesting party.

Division chief to review submitted assignment and endorse to

Division Chief to process request and decide if it has to be assigned to a team member or will be

Division chief to assign task or request to a

designated team

Division team member to handle and complete assigned task.

Team member to submit

Division chief to review assignment and endorse to requesting party.

Division chief to handle task|

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Media-related Initiatives that involve social media however, can be more flexible due to the nature of urgency required in social media postings. These materials must still be reviewed and processed thoroughly by the Division Chief in order to achieve consistency of messaging and branding. For media-related tasks that involve actual interfacing with practitioners from the media, these must be done with careful planning and strategy building to ensure cohesive and consistent releasing of information and messages to the general public.

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Below is the business process for Media-related Initiatives:

Division Chief to determine if request is: • Newsworthy: media release + social

media • Worth sharing: social media + division

updating Noteworthy but premature: for follow-upNo

Division Chief to discuss with PuRD for:

1. Media coverage, press conference, Guesting at Kapehan, interviews, etc.

2. crafting of story, additional angles, possible updates, strategic alignment with other development initiatives

1. Division chief to assign team member to to handle photo and media coverage, conduct interviews, facilitate guesting at Kapehan, other media-related requirements.

Team member to seek approval from Division Chief to post photos, announcements, and quotes on social media sites.

Team member to craft story and handle story development: interviews, gathering of quotes,

Team member to submit draft story to Division Chief who will handle edits as necessary. Division chief to seek approval from:

1. Technical Person (validation)

2. Requesting Division Chief (review)

3. IPPAO Director (approval)

4. Deputy ED (approval) 5. Ms. Helen (screening) 6. ED Yayet (approval)

PuRD to release story or photo to the MinDA media contacts or post on Social Media

PuRD to monitor releases and share placements to concerned division and MinDA staff

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2.1.6 Office of Area Coordination and Project Management

Rationale:

The Mindanao Development Authority recognizes the paramount importance of the active participation of all stakeholders of Mindanao in the over-all in peace and development of Mindanao. In this regard, the Office for Area Concerns and Project Management (OACPM) serves as MinDA’s direct link to various sectors and stakeholders in the area and ensure stronger coordination with the local government units, strategic area-based partners including the respective Congressional Representatives. The OACPM also serves as the MinDA’s facility for monitoring and timely feedback and response mechanism on issues and concerns on the ground that needs to be reported and/or addressed by the Mindanao Development Authority. Basically, OACPM’s main functions are Area Concerns Management as well as Project Management. These two (2) main functions are further specified as follows:

Functions

The functions of the OACPM are as follows:

Assist in dealing with all issues and concerns that may arise in relation to the implementation of MinDA’s initiatives and efforts in the attainment of its mandates;

Support and monitor programs, projects and other related government and private sector activities that promote social cohesion and establishment of strong Mindanao constituency;

Maintain strong partnership with private sector and government agencies as well as other peace and development partners in Mindanao;

Ensure a mechanism of coordination and convergence of efforts for a quick response activities and initiatives;

Assist in “unclogging bottlenecks” that may impede growth and development in affected areas to ensure a suitable climate for investments, in close coordination with all concerned stakeholders,

Recommend to the Chairman assistance to local government units (LGUs) and strategic partners, industries and sectoral groups on matters requiring the attention of the MinDA and/or the national government agencies;

Monitor timely implementation of interregional government and Mindanao-wide impact project in complementation and/or coordination with concerned office(s) of MinDA;

Ensure that specific directives and commitments of the Chairman in the area be implemented;

Liaise with development partners and other concerned government offices for visiting national or foreign dignitaries whenever necessary;

Sustain coordinative efforts on development security in the area;

Recommend measures and appropriate strategies deemed necessary to further enhance MinDA’s operations at the field level;

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Provide the Chairman with regular report and timely analysis and/or recommendations on related issues and concerns affecting the areas; and

Perform other functions as may be directed by the Superiors. Area Management Offices (AMO)

The OACPM, in its effort to maintain an office that is truly responsive to the needs of the Mindanao constituency, decentralized its functions through the Area Management Offices (AMOs). Technically, AMOs are considered as Divisions under the OACPM. The AMOs regularly provides validated and grounded updates/reports from the area. AMOs shall serve, among others, as ready resource for MinDA in terms of representation and presence on the ground.

Specifically, the geographical coverage of each AMO follows the geographic clustering as deemed operationally sensitive and responsive by MinDA, to wit:

Western Mindanao (Official Station: Zamboanga City) Covers the provinces of Zamboanga del Sur, Zamboanga del Norte, Zamboanga Sibugay and the ARMM island provinces of Sulu, Basilan and Tawi-tawi. Including the cities of Dapitan, Dipolog, Pagadian, Zamboanga and Isabela.

Northern Mindanao (Official Station: Cagayan de Oro City) Covers the provinces Bukidnon, Camiguin, Misamis Oriental, Misamis Occidental, Lanao del Norte and Lanao del Sur of ARMM. Including the cities of Cagayan de Oro, Gingoog, Malaybalay, Valencia, Iligan, Tangub, Oroquieta, Ozamis and Marawi.

Northeastern Mindanao (Official station: Butuan City) Covers the provinces of Agusan del Norte, Agusan del Sur, Surigao del Norte and Surigao del Sur, Davao del Norte, Davao del Sur, Davao Oriental, Compostela Valley. Including the cities of Butuan, Surigao, Bislig Tagum, Mati, Island Garden City of Samal.

Southeastern & Central Mindanao (Official Station: Koronadal City) Covers the provinces of North Cotabato, Sultan Kudarat, South Cotabato, Sarangani, Davao Occidental and Maguindanao of ARMM. Including the cities of Cotabato, General Santos, Davao, Digos, Kidapawan, Koronadal.

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Office of the Executive Director

(USEC JANET M. LOPOZ, CESO I)

AMO – WM OIC – Olie B. Dagala - DMO V Rogelio R. Visitacion – (JO-Tech)

Jean Paul C Tolentino (JO - Tech) Jeva K. Salimin (JO - Admin) Erica Pabalinas (JO - Admin)

Omar A. Iraji (JO – Driver)

AMO – NM Chief: Olie B. Dagala -DMO V Lordilie S. Enjambre – DMO III

Diosa Mae Andot – DMO II

Wilson Jan R. Mabale – JO Tech)

Rommel C. Cabilogan – JO Driver

AMO – NEM Chief: Cecilia D. Triño DMO V Rachael L. Aguaviva – DMO II

Dhonna Marie D. Serapio – JO Admin

Xhandy P. Duro – JO Driver

AMO – SCM Chief: Gerardo Ramon Cesar B. Reynaldo – DMO V

Carlos J. Cerezo – DMO III

Gilbys M. Dequito– JO Tech

Ronald V. Velasquez– JO Tech

Alta Gay Y. Budiongan– JO Admin

Archie D. Daanoy– JO Driver

OACPM-Wide Operations Support Unit

Mercy B. Barrios – DMO II Gina Ruth Capulong – DMO I

Flavia C. Prieto – AA - IV

Office of the Deputy Executive Director

OACPM-Wide Operations Support Unit The OACPM-wide Operations Support Unit (OSU) serves as the operations service center of the Area Management Offices. In effect, the Unit facilitates and compliments the technical, administrative and logistical requirements of the AMOs. The OSU is jointly managed by the heads of the Area Management Offices. By virtue of the Special Order, the Chief of the AMO-NM acts as the consolidator of the Area Concerns Management while the Chief of AMO-NEM acts as the consolidator of the Project Management.

OACPM Organizational Structure

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The OACPM’s Business Process Chart

The flow of instructions/directives may come directly from the either from the OC/OED/ODED or may be received from the respective area-based offices as indicated by the “terminator” symbol of the flowchart above;

Incoming and Outgoing documents/communications shall be formally recorded and transmitted to the Joint AMO Heads; If YES it will go through the process of Completed Staff Work. If NO then the appropriate communication will be made back to the Record Desk.

The main task shall be the conduct of completed staff work (CSW) by the concerned AMO. Notedly, the respective AMOs may have its peculiarities on the conduct of CSW as indicated by the “predefined process” symbol in the flowchart.

The Management Team Heads or the concerned AMO Head shall ensure compliance to the directive, instructions, requests and the like following the agreed number of days requirement, and

The usual process of recording the incoming and outgoing documentation of action are observed at the levels of AMO as well as the OACPM-wide Operations Support Unit.

NO

YES

AMO WM

AMO NEM

AMO SCM

AMO NM

CSW

OSEC / ODED / DED

directives / instructions

Partners / LGUs/ Stakeholders / Clients

OACPM Records Desk (all incoming / out-going

communications)

OACPM Joint

AMO Heads

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Basically, the main functions of the Office of Area Concerns and Project Management are the following:

3. Area Concerns Management which is anticipatory, strategic management that helps organization detects and

responds appropriately to emerging trends or changes in the socio-political environment. It is commonly described as having a lifecycle comprising five stages-early, emerging, current, crisis and dormant. These concerns, trends or changes may crystallize into an “issue,” which is a situation that evokes the attention and concern of influential organizational public and stakeholders. It is stewardship for building, maintaining and repairing relationship with stakeholders and stakeseekers.

4. Project Management which is a process and activity of planning, organizing, motivating, and controlling resources, procedures and protocols to achieve specific goals in scientific or daily problems. A project is a temporary endeavor designed to produce a unique product, service or result with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables) undertaken to meet .unique goals and objectives, typically to bring about beneficial change or added value

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Office of Finance and Administrative Services

DIVISION OPERATIONAL MANUAL OFFICE OF ADMINISTRATIVE AND FINANCE SERVICES FINANCE DIVISION

A. Introduction The Finance Division (FD) under the Office of Finance and Administrative Services (OFAS) shall be responsible for the provision of services relating to budgeting, accounting and other financial transactions. The following are the relevant support services of FD to the Authority: 1. Financial Management Services

FD engages the budget cycle of the government from budget preparation, budget authorization of the ensuing year to budget accountability simultaneous with the execution of fund allocation from the Department of Budget and Management for the current year. It implements policies, systems and procedures to ensure the proper judicious use of resources as well as resources (grants) provided for by donor-partners for various peace special projects in Mindanao. To carry out this function, the Accounting and Budgeting Units shall perform the following services: Accounting Services (Include Cashiering service)

Prepare periodic financial reports under the electronic New Government Accounting System (e-NGAS);

Maintain general ledger and subsidiary accounts to ensure accurate and reliable financial reports;

Monitor/facilitate timely and accurate submission of mandatory records, reports and other requirements to the Office of the President, Department of Budget and Management, Commission on Audit, Bureau of Internal Revenue, Congress and Senate of the Philippines;

Maintain Donor Agency-prescribed financial management system for foreign-assisted projects or special local accounts under the management of the Authority;

Provide analysis of financial transactions for the use and guidance of the management and staff;

Prepare monthly premium remittance report to GSIS, PHIC and HDMF;

Check and verify correctness of various documents such as Payroll, Itinerary of Travel and other related financial documents;

Conduct internal pre-audit activities for various financial transactions to ensure completeness of supporting documents and accuracy of computations;

Budgeting Services

Facilitate and monitor release of Agency Budget Matrix, Allotment, Notices of Cash Allocations (NCAs) from DBM for the current year;

Monitor issuance of yearly Budget Circular, Special Allotment Release Order (SARO) form DBM;

Maintain and update records and reports and monitor status of funds, special local accounts or project funds from donor-partners under the oversight and/or management of the Authority;

Prepare periodic reports such as Registry of Allotments, Obligations and Notice of Cash Allocation, Statement of Allotments, Obligations and Balances, Cash Program Reports and Accounts Payable;

Propose and submit realignment of budget allocation, if necessary;

Facilitate preparation of budget proposal for the ensuing year in close coordination with the Planning Officer;

Facilitate defense of budget proposal for the ensuing year in the Department of Budget and Management, House of Representatives and the Senate; and

Monitor approval of the budget for the ensuing year and report to higher management in case there is delay and/or shift to re-enacted budget.

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Closely coordinate with the Plannin g Officer for office planning, budget review, and monitoring and evaluation of office PAPs.

B. Manpower Profile The DBM-approved Notice of Organization, Staff and Compensation Advise (NOSCA) provides seven (7) permanent plantilla positions under the Finance Division which have the following profile:

Position Description/SG Number

Supervisory Position (SG-24) 1

Assistant Supervisor (SG-22) 1

Unit Heads (SG-19 & 18) 2

Staff/Rank & File (SG-10,6 & 4) 3

The detailed Terms of Reference (TOR) of each position above is shown in Annex A. C. Business Process Basically, the core business process of FD conforms to the budget cycle of the government as illustrated below:

The budget preparation phase involves planning, preparation of agency proposal and DBM budget review with agency officials before finalizing it to the National Expenditure Programme (NEP) or the President’s Budget. Usually after the State of the Nation Address (SONA) of the President every July of the year, the President’s budget is submitted to Congress for deliberation in the committee and plenary levels before forwarding to the Senate for another round of deliberation. This stage is called the budget authorization phase. While the budget preparation and authorization phases are on-going, agency is engaged in the budget execution stage where physical and financial plans for the current year are being implemented. This is sometimes called budget in action. Finally, budget accountability phase refers to proper reporting of actual accomplishments under the principles of transparency and better governance. Internal business processes of FD are government-prescribed which are based on Commission on Audit’s Manual on the new Government Accounting System. Even the accounting books, records, forms and reports are mandated by the COA for uniformity purposes. While budget and tax reports are being prescribed by the Department of Budget and Management (DBM)and Bureau of Internal Revenue (BIR) respectively through the guidance of their budget and revenue circulars.

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D. Main External Clients of FD Key external clients of the Authority through the Finance Division are the following government agencies interacting mainly through accounting and budgetary requirements:

Key Agencies Purpose of Interface

Department of Budget and Management (DBM) Budget release, physical and financial reports, cash allocations, budget registries and other mandated budgetary reports like agency budget proposal

Congress of the Philippines through the Committee on Appropriations

Budget authorization through attendance to committee and plenary hearings

Senate of the Philippines through the Committee on Finance

Budget authorization through attendance to committee and plenary hearings

Commission on Audit (COA) Accounting and budget systems, books of accounts, financial statements, audit observations and notices of disallowances, if any, and other mandatory financial reports being prescribed from time to time by the Commission

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Bureau of Internal Revenue (BIR) Monthly and annual tax withheld reports

Land Bank of the Philippines (LBP) Authorized government servicing bank for check disbursements, payroll and other related bank transactions

Bureau of Treasury (BTr) Submission of collection reports, application for fidelity bonds, among others

E. Mandated Deliverables of the Division Preparation and submission of mandatory financial, budget and tax-related reports composed the majority of the deliverables of the FD. These reports are based on the provisions of General Appropriation Act, COA, DBM, and BIR omnibus memorandum circulars. Below is a checklist enumerating the reports, the requesting agency and the prescribed deadline of its submission:

Name of Reports Requesting Agency Prescribed Due Dates

1. Agency Budget Proposals in different versions and other related budget documents

DMB/Congress/Senate Based on Budget Call schedule

2.Physical and Financial Plan DBM On or before 15 February of each year

3.Monthly Cash Program DBM -same as above-

4.List of Not Yet Due and Demandable Obligations (Accounts Payable)

DBM/Congress/Senate On or before 31 January of each year

5.Quarterly Physical Report of Operations

DBM/Congress/Senate On or before the 10th day following the quarter

6.Quarterly Financial Report of Operations

DBM/Congress/Senate -same as above-

7.Statement of Allotments, Obligations and Balances (SAOB)

DBM/Congress/Senate On or before the 10th day following the month

8.Monthly Report of Disbursements

DBM -same as above-

9.Quarterly and yearly Financial Statements with Notes to FS and pertinent Schedules

COA/DBM/Congress/Senate On or before the 10th day following the quarter

10.Monthly Remittance Return of Creditable Income taxes Withheld, Compensation, VAT and other percentage taxes withheld

BIR On or before the 10th day following the month

11.Annual Information Return of Income taxes Withheld on Compensation, Final Withholding Taxes

BIR On or before 30 January of each year

12.Monthly Report of Lapsed NCA

LBP On or before the 10th day following the month

13.Bank Reconciliation Statements

COA/LBP/BTr Immediately after verification by COA

14.Advice of Checks Issued and Cancelled

LBP Within 24 hours upon date of check issuance

15.Reply to Audit Observation memorandum (if any)

COA Within fifteen (15) calendar days upon receipt

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16.Reply to Notice of Disallowance (if any)

COA Within six (6) months from date of notice of receipt

17.Reply to Status of Compliance to Audit Recommendations from Annual Audit Report

COA Immediately upon receipt of the official Annual Audit Report from COA

18.Monthly Report of Premiums Remittance

GSIS/PHIC/HDMF On or before the 10th day of the following month

19.Other special reports that may be required

DBM/COA/Other Agencies Depending on the circular issued

F. Checklist of Budget and Accounting Forms and Records The Commission on Audit has the following prescribed forms as stated in its Circular No. 2001-002 dated 18 June 2012 entitled prescribing the Manual on the New Government Accounting System use in all National Government Agencies:

Forms and Records Concerned FD Unit

Obligation Request (ObR) Budget Unit

Registries of Allotment and Obligations (RAO) Budget Unit

Petty Cash Voucher Accounting Unit- Cash

General Payroll Accounting Unit

Itinerary of Travel Accounting Unit

Travel Order Accounting Unit

Index of Payment Accounting Unit

Order of Payment Accounting Unit

Disbursement Voucher Accounting Unit

Liquidation Report Accounting Unit

Report of Collection and Deposits Accounting Unit- Cash

Reports of Checks Issued Accounting Unit- Cash

Report of Disbursements Accounting Unit- Cash

Petty Cash Replenishment Report Accounting Unit- Cash

Cash Receipt Records Accounting Unit- Cash

Check Disbursement Records Accounting Unit- Cash

Cash Disbursement Records Accounting Unit- Cash

G. Checklist of Documents as Basis for the Financial Transactions As a guide for financial transactions, the Commission on Audit, Department of Budget and Management, Bureau of Internal Revenue and the Bureau of Treasury have the following complex accounting concepts, guidelines and procedures:

Basis/Description of Documents Initiating Agency/Institutions

General Provisions of the General Appropriations Act Congress

Manual on the New Government Accounting System COA

e-NGAS Manual COA

COA Revised Guidelines and Documents Requirements for Common Government Transactions

COA

Omnibus Circular on the Submission of Budget Execution Documents and Accountability Reports

DBM

Pertinent Budget Circulars on specific transactions (benefits, allowance and the like)

DBM

Pertinent Audit Circulars on specific transactions (travel, communications, meetings, among others)

COA

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Budget Call DBM

Government Accounting and Auditing Manual COA

Audit of Government Expenditures (Revised Edition) COA

Training Handbook on Expenditures (National) COA

Training Handbook on Cash Management and Control System

COA

Pertinent Internal Revenue Circulars BIR

2.3 Job Description and Competency Requirements for Officers and Employees

OFFICE OF THE CHAIRPERSON

POSITION TITLE Chairperson

SALARY GRADE 31

EDUCATION Degree in Law or a Masteral Degree in any of the following fields: economics, business, public administration, law, management or their equivalent

EXPERIENCE 10 years of relevant experience

TRAINING None Required

ELIGIBILITY None Required

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Calls and presides meetings of the Board and sees to it that the policies, programs and rules and regulations are implemented properly;

Calls on formidable players in the formulation and implementation of a comprehensive and integrated development plan for Mindanao, investment programs and the preparation of investment programming priorities, annual reports and other pertinent documents approved by the Authority;

Identifies solutions to key issues and concerns, taking into account related risks, affected parties and impact in coordination with the Board and key stakeholders;

Advocates the Authority’s work among the various concerned sectors and stakeholders;

Calls on any agency, group, individual member of the Board, local government unit, and host community to address issues and concerns relating to implementation of major programs, projects and activities;

Supervises the monitoring and timely implementation of Mindanao-wide and/or Mindanao-specific inter-regional programs, projects and activities;

Endorses to the Board all policy recommendations, plans and programs for approval;

Represents the Board in regular and special Cabinet meetings;

Convenes the BIMP-EAGA Advisory Board to discuss issues and concerns and recommend policies and programs to ensure the widest participation of Mindanao and Palawan in the BIMP-EAGA;

Accepts, on behalf of the Authority, donations, contributions, grants and bequests or gift, in cash or in kind from members, foreign governments, international agencies, private entities or any individual for purposes that will realize the functions of the Authority;

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Supervises administrative operations including disbursement of any fund of the Authority, subject to the usual accounting and auditing procedures, and submit reports thereon;

Executes and administers the policies and measures approved by the Board;

Appoints all employees of the Authority and removes, dismisses or otherwise disciplines for cause, such employees in accordance with the standard guidelines for recruitment, employment, and discipline in the Civil Service Code;

Represents the Authority in all dealings with other offices, agencies and instrumentalities of the government and with all persons and entities, public or private;

Signs agreements and/or contracts on behalf of the Authority, including those for expert and consultant services and other reports of accountabilities emanating from the Authority; and

Performs such other functions that the Board may direct to carry out the provisions of Republic Act 9996.

POSITION TITLE Executive Assistant V (Atty. Joven)

SALARY GRADE 24

EDUCATION Bachelor’s Degree

EXPERIENCE 4 years of experience

TRAINING 24 hours training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Serves as close-in staff to the Chairperson;

Assists in the technical preparation of meetings, courtesy calls and visits of other high-ranking officials;

Acts as clearing house of all documents submitted by the different offices for action of the Chairperson;

Formulates presentation materials for the Chairperson in coordination with other divisions;

Reviews correspondence and other technical documents for approval of the Chairperson;

Facilitates the preparation of the office’s annual work and financial plan, reports, budget proposals and other related documents in close coordination with the Budget Unit;

Serves as advance party of the Chairperson to meetings, conferences and official functions as maybe required;

Conducts Complete Staff Work (CSW) on requests for assistance submitted to the office; and

Performs other related functions as may be assigned by the Chairperson.

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POSITION TITLE Executive Assistant II (vacant)

SALARY GRADE 17

EDUCATION Bachelor’s Degree

EXPERIENCE 2 years of experience

TRAINING 8 hours training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Arranges/updates the Chairperson’s schedule;

Provides technical and administrative assistance to the Chairperson during meetings and other official functions as maybe required;

Prepares pre-meeting documents (i.e. agenda, presentation materials), documents meetings, workshops and other activities of the office and prepare post-meeting documents such as minutes of the meeting, matters arising, etc.

Processes documents for the Chairperson’s action;

Drafts correspondence and other technical requirements of the Chairperson;

Conducts Complete Staff Work (CSW) on requests for assistance submitted to the office; and

Performs other related functions as may be assigned by the Chairperson.

POSITION TITLE DMO I (Anita D. Hernaez)

SALARY GRADE 11

EDUCATION Bachelor’s Degree Relevant to the Job

EXPERIENCE None required

TRAINING None required

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Manages the daily operations and related activities of the chairperson such as accommodating guests/visitors, answers telephones, screens callers, takes messages for the Office of the Chairperson;

Serves as close-in staff of the Chairperson as necessary, and provide assistance to the Chairperson during official activities within and outside Davao City upon the direction of the Chairperson;

Assists in the preparation of meetings, courtesy calls, visits of high-ranking officials, and Chairperson’s official functions, in coordination with the EA V (as necessary);

Maintains schedules of appointments and event calendars of the Chairperson;

In the absence of the Records Management Officer, records all internal and external documents systematically in the Database; sort documents by urgency and consolidates documents to be submitted to the Executive Assistant V for action of the Chairperson;

In the absence of the Records Management Officer, encodes instructions of the Chairperson

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in the Database and distribute documents to concerned offices timely and accurately;

Takes charge in the recording and safekeeping of sensitive and confidential documents for the Chairperson;

Completes Administrative forms (e.g., liquidation report, requisition of office supplies, local and foreign travel documents and requirements, etc.), needed by the Office of the Chair in accordance with office policies and procedures;

Maintains paper and electronic filing systems of records, correspondence, administrative files and database for the Chairperson;

Prepares the office’s annual work and financial plan, Project Procurement Management Plan (PPMP), Procurement Monitoring Report (PMR) and other procurement and budget proposal-related documents;

Prepares communication (transmittal letters, memorandum, etc.) as may be required and facilitates the sending out of the same; and

Performs other related tasks as may be assigned from time to time.

POSITION TITLE Administrative Aide III (Clerk) VACANT

SALARY GRADE 3

EDUCATION Completion of two years studies in college

EXPERIENCE None required

TRAINING None required

ELIGIBILITY Career Service (Subprofessional) First Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Provides administrative support to the Administrative Officer III in the following functions: document processing, coordinating activities and schedules, distribution of division documents and instructions, preparation of various correspondence, and overall coordination with the various offices within the Authority that has reference to these tasks;

Renders special tasks / assignments as maybe assigned by superiors.

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POSITION TITLE Administrative Aide V (Chaffeur) (Gonzalo B. Amen, Jr.)

SALARY GRADE 4

EDUCATION Elementary School Graduate

EXPERIENCE None Required

TRAINING None Required

ELIGIBILITY Driver’s License (MC 11, s. 96 –Cat. II)

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Transports the Chairperson with care to and from the Office, venue of meetings and other official functions/trips.

Checks the condition of assigned vehicle regularly and reports any malfunction to the Office of Administration and Finance for proper action.

Promptly performs minor electrical and mechanical repairs on the vehicle as needed.

Maintains proper use and custody of the vehicle at all times according to prescribed government rules and regulations.

Immediately refers the vehicle for major repairs and maintenance services if and when necessary.

Prepares and files trip tickets.

Prepares and submits monthly reports on fuel and oil consumption, and distance traveled.

Delivers/picks up mail and other official documents to and from concerned agencies.

Prepares requisition documents for fuel, spare parts, and other servicing needs.

Transports and assists in loading and unloading of office machine and equipment, office supplies, and materials, etc.

Performs other tasks as may be assigned by the Chairperson from time to time.

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OFFICE OF THE EXECUTIVE DIRECTOR

This office shall assist the Office of the Chairperson in carrying out the functions of the Authority and shall, likewise, serve as the Secretary of the Board. It shall also exercise general supervision and control over technical and administrative aspects of the organization as provided for under the MinDA Act.

POSITION TITLE Executive Director (Undersecretary)

SALARY GRADE 30

EDUCATION Bachelor’s degree in any of the following fields: economics, business, public administration, law, management or their equivalent

EXPERIENCE 5 years experience in said field

TRAINING None Required

ELIGIBILITY Career Executive Service Eligibility Third Level

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Assists the Chairperson in carrying out the functions and objectives of the Authority;

Oversees the day-to-day operations of the Authority and implementation of the policies and directives of the MinDA Board under the supervision and guidance of the Chairperson;

Presides over the Authority’s Management Committee and exercises administrative supervision over all units and offices of the Authority;

Performs the tasks as identified under the MinDA Act; and

Serves as the Secretary of the MinDA Board.

POSITION TITLE Executive Assistant IV

SALARY GRADE 22

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 3 years of relevant experience

TRAINING 16 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as Head Executive Assistant;

Assists the Executive Director in the preparation of annual work plan, reports, budget proposals and other technical requirements;

Assists in the technical preparation of meetings, courtesy calls and visits of high-ranking officials;

Serves as advance party of the Executive Director to meetings, conferences and official functions as maybe required;

Acts as clearing house of all documents submitted by the different offices for action of the Executive Director;

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Conducts Complete Staff Work (CSW) on various technical concerns of the office;

Provides technical assistance to the Officer In Charge in attending official functions in the absence of the Executive Director;

Coordinates with the concerned offices on the technical and administrative requirements of the Executive Director;

Reports to the Executive Director; and

Performs other related functions as may be assigned by the Executive Director.

POSITION TITLE Executive Assistant III

SALARY GRADE 20

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 2 years of experience

TRAINING 8 hours of training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Serves as close-in staff to the Executive Director;

Assists in the preparation of meetings, courtesy calls and visits of high-ranking officials;

Documents meetings, workshops and other activities of the office and prepare post-meeting documents such as minutes of the meeting, matters arising, etc.;

Arranges/updates the Executive Director’s schedule; and

Performs other related functions as may be assigned by the Executive Director.

POSITION TITLE Administrative Aide IV (Driver II)

SALARY GRADE 4

EDUCATION Elementary School Graduate

EXPERIENCE None Required

TRAINING None Required

ELIGIBILITY Driver’s License (MC 11, s. 96 –Cat. II)

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Transports the Chairperson with care to and from the Office, venue of meetings and other official functions/trips.

Checks the condition of assigned vehicle regularly and reports any malfunction to the Office of Administration and Finance for proper action.

Promptly performs minor electrical and mechanical repairs on the vehicle as needed.

Maintains proper use and custody of the vehicle at all times according to prescribed government rules and regulations.

Immediately refers the vehicle for major repairs and maintenance services if and when

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necessary.

Prepares and files trip tickets.

Prepares and submits monthly reports on fuel and oil consumption, and distance traveled.

Delivers/picks up mail and other official documents to and from concerned agencies.

Prepares requisition documents for fuel, spare parts, and other servicing needs.

Transports and assists in loading and unloading of office machine and equipment, office supplies, and materials, etc.

Performs other tasks as may be assigned by the Chairperson from time to time.

POSITION TITLE Administrative Aide III (Clerk I or Driver I)

SALARY GRADE 3

EDUCATION Completion of two years studies in college

EXPERIENCE None required

TRAINING None required

ELIGIBILITY Career Service (Subprofessional) First Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Clerk

Provides administrative support to the Administrative Officer III in the following functions: document processing, coordinating activities and schedules, distribution of division documents and instructions, preparation of various correspondence, and overall coordination with the various offices within the Authority that has reference to these tasks;

Renders special tasks / assignments as maybe assigned by superiors.

Driver

Transports the Chairperson with care to and from the Office, venue of meetings and other official functions/trips.

Checks the condition of assigned vehicle regularly and reports any malfunction to the Office of Administration and Finance for proper action.

Promptly performs minor electrical and mechanical repairs on the vehicle as needed.

Maintains proper use and custody of the vehicle at all times according to prescribed government rules and regulations.

Immediately refers the vehicle for major repairs and maintenance services if and when necessary.

Prepares and files trip tickets.

Prepares and submits monthly reports on fuel and oil consumption, and distance traveled.

Delivers/picks up mail and other official documents to and from concerned agencies.

Prepares requisition documents for fuel, spare parts, and other servicing needs.

Transports and assists in loading and unloading of office machine and equipment, office supplies, and materials, etc.

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Performs other tasks as may be assigned by the Chairperson from time to time.

POSITION TITLE DMO V (Helen de Castro)

SALARY GRADE 24

EDUCATION Must be same as other SG 24 posts

EXPERIENCE -do -

TRAINING -do -

ELIGIBILITY -do-

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Manages the day-to-day operations of the Office of the Executive Director;

Provides recommendations on office policies and related directives/guidelines submitted to the Executive Director for approval;

Assists the Executive Director in undertaking related measures for organizational performance management;

Assists the Executive Director in undertaking functions related to management of programs and projects under MinDA’s oversight;

Takes the lead in the preparations for management meetings; meetings of the MinDA Board and its Technical Committees, as well as the BIMP-EAGA Advisory Board, and in coordination with concerned offices, ensures the implementation of needed follow-on actions arising from the same;

Assists the Executive Director in the preparation of the Authority’s annual work plan, reports, budget proposals and other technical requirements;

Acts as clearing house of all documents submitted by the different offices for action of the Executive Director;

Provides the necessary technical assistance to the Deputy Executive Director / Officer-In-Charge in the discharge of their duties in the absence of the Executive Director;

Coordinates with the concerned offices on the technical and administrative requirements of the Executive Director;

Reports to the Executive Director; and

Performs other tasks as may be assigned by the Chairperson from time to time.

POSITION TITLE DMO III (Adzlan S. Imran)

SALARY GRADE 18

EDUCATION Bachelor’s Degree Relevant to the Job

EXPERIENCE 2 years of supervisory experience

TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Advises the Authority on legal/policy issues that affect management;

Serves as the Head of the Legal Unit;

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Supervises and manages the day-to-day functions and duties of the Legal Unit;

Prepares legal briefs, papers, opinions and statements on issues affecting and concerning the Board and the Authority;

Reviews documents or legal instruments pertaining to or affecting the Authority so that its interests are protected;

Drafts legal instruments as may be required by the Authority;

Undertakes legal action on behalf of the Authority and represents the Authority in any legal proceedings or actions that the Authority maybe entered into or presented to;

Directly reports to the Chairperson and/or the Executive Director as maybe directed.

POSITION TITLE DMO III (Argie S. Leparto)

SALARY GRADE 18

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 2 years of relevant experience

TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Performs substantive legal research work that requires knowledge of legal concepts;

Organizes and files legal documents;

Provides technical and research work for the Authority;

Performs other services from time to time as maybe assigned by his superiors

Provide the necessary technical support such as, but not limited to, the following: undertaking research/studies on matters deemed necessary to the OED; reviewing documents or partnership agreements to be entered into by the Authority; and preparing management briefs, papers, opinions and statements on issues concerning the Board and the Authority;

To represent, when necessary, on behalf of the Executive Director, in meetings and other related activities of all MinDA offices;

Act as liaison of the Executive Director on matters related to her official functions with other government and non-government related individuals and offices;

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POSITION TITLE DMO II (Diana S. Bacongallo)

SALARY GRADE 15

EDUCATION Bachelor’s Degree

EXPERIENCE 1 year relevant experience

TRAINING 4 Hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Serves as close-in staff to the Executive Director;

Assists in the preparation of meetings, courtesy calls and visits of high-ranking officials;

Serves as support staff for management meetings, meetings of the MinDA Board and its Technical Committees, as well as BIMP-EAGA Advisory Board, and prepares the necessary documentation of the same;

Serves as support staff to the MPMC

Provide administrative services to the Executive Director and other MinDA Officials and Staff during official activities within and outside Davao City upon the direction of the Executive Director and/or the Chairperson;

Arranges/updates the Executive Director’s schedule and ensures all reference materials related thereto are provided;

Ensures implementation of the monitoring mechanism under the Office of the Executive Director (i.e. Office task monitoring sheet, EMC deliverables matrix)

Prepares communication (i.e. transmittal letters, memorandum, reply letters, letter to OP,

authorization) as may be required;

Performs other related functions as may be assigned by the Executive Director.

POSITION TITLE DMO I (Nina Yago)

SALARY GRADE 11

EDUCATION Bachelor’s Degree Relevant to the Job

EXPERIENCE None required

TRAINING None required

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Manages the daily operations and related activities of the Executive Director such as

accommodating guests/visitors, answering telephones, screening callers, taking messages

for the Office of the Executive Director or transferring calls to concerned offices;

Completes Administrative forms (e.g., liquidation report, requisition of office supplies, local and foreign travel documents and requirements, etc.), needed by the Office of the Executive Director in accordance with office policies and procedures;

Organizes management and OED meetings and ,prepares the documentations, as required;

Maintains and schedules/confirms appointments of the Executive Director and event

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calendars of the Office of the Executive Director;

Records all internal documents systematically in the Database (sorts documents by urgency

and submits timely to the Executive Director;

In the absence o the Records Management Officer, records all external documents

systematically in the Database; sorts documents by urgency and submits timely to the

Executive Director, as the need arises;

Ensures all the external documents acted by the Executive Director are to be forwarded to

concerned officials for information and additional instruction, if any;

In the absence of the Records Management Officer, encodes instructions of the Executive

Director in the Database and distribute documents to concerned offices timely and

accurately;

Ensures all technical requirements needed for the activities/meetings to be submitted to the

Executive Director have passed through the necessary editing;

Takes charge in the recording and safekeeping of sensitive and confidential documents for

the Executive Director;

Maintains paper and electronic filing systems of records, correspondence, administrative

files and database for the Executive Director;

Prepares the office’s annual work and financial plan (AWFP), Project Procurement

Management Plan (PPMP), Procurement Monitoring Report (PMR) and other procurement

and budget proposal-related documents;

Assists the Executive Director during meetings and official functions (inside and outside

office) as may be required;

Prepares communication (transmittal letters, memorandum, etc.) as may be required and facilitates the sending out of the same;

Performs other related tasks as may be assigned from time to time.

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OFFICE FOR PLANNING, POLICY FORMULATION AND INVESTMENT PROGRAMMING

POSITION TITLE Director V

SALARY GRADE 29

EDUCATION Bachelor’s Degree

EXPERIENCE 3 years of supervisory experience

TRAINING None required

ELIGIBILITY

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as the head of the Office of Planning, Policy Formulation and Investment Programming;

Provides overall strategic direction to the Office;

Assist the Executive Director in ensuring effective and efficient performance and smooth coordination and complementation of efforts among offices within the Authority;

Represents the Office in higher level meetings within the Authority;

Represents the Authority in various activities related to the functions of the Office;

Establishes linkages and partnerships with government line agencies, LGUs, donor representatives on the implementation of programs, project, and activities;

Submits annual, regular, and special reports on the Office’s activities;

Oversees and ensure the overall performance and accomplishments of the Office;

Acts as clearing house of all documents, reports, and travels of the Office;

Acts as member of the Promotions and Selections Board (PSB);

Coordinates with the Director III on matters relating to the activities of the Office; and,

Renders special tasks / assignments as maybe assigned by superiors.

POSITION TITLE Director III

SALARY GRADE 27

EDUCATION Bachelor’s Degree

EXPERIENCE 3 years of supervisory experience

TRAINING None required

ELIGIBILITY

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Directly oversees the Divisions under the Office of Planning, Policy Formulation and Investment Programming;

Assists in the planning of annual work program and targets of the Office to achieve the office’s purposes and planned results, in accordance with the guidelines set by the Board of Directors and other concerned authority;

Ensures the effective and efficient performance of the Office and smooth coordination and complementation of efforts among divisions within the Office;

Coordinates with the other Offices within the Authority to ensure complementation of targets and activities in support to the Authority’s various Mindanao-wide and/or

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interregional development projects and programs;

Consolidates the annual work and financial plan for the Office for consideration and approval by the immediate supervisor;

Prepares the quarterly, semestral and annual accomplishment reports of the Office in close coordination with the Division Heads;

Manages the Office’s personnel, in consultation with the Human Resource Management and Development (HRMD) Division;

Implements the Office’s Operations policies in accordance with MinDA-wide systems and policies in coordination with the heads of the Divisions to operationalize the same;

Represents Director V in various activities, and forums in relation to the functions of the Office; and,

Renders special tasks / assignments as maybe assigned by superiors.

POSITION TITLE Administrative Officer II

SALARY GRADE 11

EDUCATION Bachelor’s Degree

EXPERIENCE None Required

TRAINING None Required

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Provides administrative support to the Director V and Director III of the Office of Planning, Policy, and Programming. He/she shall be responsible for the following: document tracking and processing, coordinating activities and schedules, distribution of division documents and instructions, preparation of various correspondence, documentation of meetings, and overall coordination with the various offices within the Authority that has reference to these tasks.

Renders special tasks / assignments as maybe assigned by superiors.

Planning Division

The Planning Division coordinates the formulation, and/or integration of the development framework and sectoral plans for Mindanao. It also monitors and evaluates the implementation of the integrated framework for Mindanao. The division shall also monitor, assess, and evaluate the impact and contribution of various inter-regional and MinDA-wide programs, and projects, Official Development Assistance (ODA) projects and other development interventions with respect to their alignment with the Mindanao framework and priorities, in coordination with other offices within the Authority; In coordination with other offices within the Authority, this Division shall also anchor the provision of technical staff support to the MinDA Chair related to the performance of his/her functions as member of the Tourism Infrastructure and Enterprise Zone Authority (TIEZA) Board and the NEDA Board. This may include the conduct of complete staff work, and facilitating the review of studies, proposals, policies, plans, and investment programs.

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POSITION TITLE Development Management Officer V

SALARY GRADE 24

EDUCATION Masteral Degree

EXPERIENCE 4 years in position/s involving management and supervision

TRAINING 24 hours of training in management and supervision

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as the head of the Planning Division;

Provides clear directions and guidance to staff as well as ensures regular monitoring and feedback on the performance of all staff within the Planning Division.

Directly supervises the division operations and personnel performance in line with the mandate of and directives from the management of the Authority. He/she also ensures the effective and efficient performance of Division functions;

Prepares and submits the Division’s annual work plan, accomplishment reports and budget proposals for integration and approval;

Oversees the implementation, and monitoring of the Division’s Annual Work Plan and ensures the achievement of the Division’s deliverables and targets;

Assists in ensuring the establishment of linkages/partnerships with partner agencies, donors, industry groups, LGUs, and other relevant groups to facilitate development planning for Mindanao;

Manages and facilitates peer-to-peer knowledge sharing activities and documentation of good practices and success stories for replication/dissemination;

Reviews all technical and administrative documents and recommends the approval of the same to the immediate supervisor; and,

Performs other office-related functions as may be assigned by the Office head from time to time.

POSITION TITLE Development Management Officer IV

SALARY GRADE 22

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 3 years of relevant experience

TRAINING 16 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as Assistant Division Chief;

Performs special technical functions and provides expertise on the following specific areas: development planning, monitoring and evaluation;

Supports the Division Head in the operationalization of the office’ annual work plan;

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Consolidates staff monthly and/or quarterly schedule of activities and ensure that these are in accordance with the approved work and financial plan of the Unit;

Reviews the content of and provides technical inputs to all outputs (i.e. position papers, activity design, concept papers, project proposals, etc.) of the Division;

Provides recommendations to immediate supervisor pertaining to the technical aspects of the function and processes of the division;

Assists the division head in the preparation of annual work plan, accomplishment reports, budget proposals and other technical requirements;

Initiates and conducts regular knowledge sharing sessions with the technical staff within the division;

Conducts activities (e.g. Focus Group Discussions, key informant interviews, partner consultations, etc.,) in relation to the development planning function of the Division;

Liaises and coordinates with various agencies, industry groups, donors, and other partners in relation to the development planning functions of the Division;

Develops content for the various presentation materials of the Authority regarding development planning and related work to be presented to the Authority’s stakeholders and development partners;

Assists the Division Head in monitoring and evaluating performance of the staff within the Division;

Supervises and represents the division in all official functions in the absence of the Division Head; and,

Performs other division-related functions as may be assigned by the Division Head from time to time.

POSITION TITLE Senior Economic Development Specialist (Econ & Envi)

SALARY GRADE 19

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 2 years of relevant experience

TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Performs technical functions related to the formulation, updating and review of the integrated development framework for Mindanao and in harmonizing the various sectoral plans with the Mindanao development framework;

Reviews current and emerging socio-economic activities, efforts and interventions for Mindanao in the context of integration;

Handles the economy and environment sectors and coordinates the various concerns and initiatives within the said sector with respect to development planning in coordination with concerned agencies, donors, and other groups in Mindanao;

Liaises and coordinates with various agencies, industry groups, donors, and other partners in relation to the development planning functions of the Division;

Develops content for the various presentation materials of the Authority regarding

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development planning and related work to be presented to the Authority’s stakeholders and development partners;

Monitors and evaluates the implementation and roll-out of the M&E Framework/System of the integrated Mindanao framework with key partners and groups in Mindanao;

Provides technical assistance and advisory services to partners in the area of development planning for Mindanao;

Provides technical assistance to the Chair on the Authority’s membership to the Tourism Infrastructure and Enterprise Zone Authority (TIEZA) Board and the NEDA Board; and,

Performs other office-related functions as may be assigned by superiors from time to time.

POSITION TITLE Senior Economic Development Specialist (Social)

SALARY GRADE 19

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 2 years of relevant experience

TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Performs technical functions related to the formulation, updating and review of the integrated development framework for Mindanao and in harmonizing the various sectoral plans with the Mindanao framework;

Reviews current and emerging socio-economic activities, efforts and interventions for Mindanao in the context of integration;

Handles the social sector and coordinates the various concerns and initiatives within the said sector with respect to development planning in coordination with concerned agencies, donors, and other groups in Mindanao;

Liaises and coordinates with various agencies, industry groups, donors, and other partners in relation to the development planning functions of the Division;

Develops content for the various presentation materials of the Authority regarding development planning and related work to be presented to MinDA’s stakeholders and development partners;

Monitors and evaluates the implementation and roll-out of the M&E Framework/System of the integrated Mindanao framework with key partners and groups in Mindanao;

Provides technical assistance and advisory services to partners in the area of development planning for Mindanao;

Provides technical assistance to the Chair on the Authority’s membership to the Tourism Infrastructure and Enterprise Zone Authority (TIEZA) Board and the NEDA Board; and,

Performs other office-related functions as may be assigned by superiors from time to time.

POSITION TITLE Senior Economic Development Specialist (Infra)

SALARY GRADE 19

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 2 years of relevant experience

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TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Performs technical functions related to the formulation, updating and review of the integrated development framework for Mindanao and in harmonizing the various sectoral plans with the Mindanao framework;

Reviews current and emerging socio-economic activities, efforts and interventions for Mindanao in the context of integration;

Handles the infrastructure sector and coordinates the various concerns and initiatives within the said sector with respect to development planning in coordination with concerned agencies, donors, and other groups in Mindanao;

Liaises and coordinates with various agencies, industry groups, donors, and other partners in relation to the development planning functions of the Division;

Develops content for the various presentation materials of the Authority regarding development planning and related work to be presented to MinDA’s stakeholders and development partners;

Monitors and evaluates the implementation and roll-out of the M&E Framework/System of the integrated Mindanao framework with key partners and groups in Mindanao;

Provides technical assistance and advisory services to partners in the area of development planning for Mindanao;

Provides technical assistance to the Chair on the Authority’s membership to the Tourism Infrastructure and Enterprise Zone Authority (TIEZA) Board and the NEDA Board; and

Performs other office-related functions as may be assigned by superiors from time to time.

POSITION TITLE Senior Economic Development Specialist (Peace and Governance)

SALARY GRADE 19

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 2 years of relevant experience

TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Performs technical functions related to the formulation, updating and review of the integrated development framework for Mindanao and in harmonizing the various sectoral plans with the Mindanao framework;

Reviews current and emerging socio-economic activities, efforts and interventions for Mindanao in the context of integration;

Handles the peace and governance sectors and coordinates the various concerns and initiatives within the said sectors with respect to development planning in coordination with concerned agencies, donors, and other groups in Mindanao;

Liaises and coordinates with various agencies, industry groups, donors, and other partners in

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relation to the development planning functions of the Division;

Develops content for the various presentation materials of the Authority regarding development planning and related work to be presented to the Authority’s stakeholders and development partners;

Monitors and evaluates the implementation and roll-out of the M&E Framework/System of the integrated Mindanao framework with key partners and groups in Mindanao;

Provides technical assistance and advisory services to partners in the area of development planning for Mindanao;

Provides technical assistance to the Chair on the Authority’s membership to the Tourism Infrastructure and Enterprise Zone Authority (TIEZA) Board and the NEDA Board; and

Performs other office-related functions as may be assigned by superiors from time to time.

POSITION TITLE Economic Development Specialist II

SALARY GRADE 16

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 1 year of relevant experience

TRAINING 4 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Conducts complete staff work (CSW) on key issues and concerns on the various sectors such as economy, environment, and infrastructure development in relation to the development planning function of the Division;

Assists in the process of the formulation, updating and review of the integrated development framework for Mindanao and in harmonizing the various sectoral plans with the Mindanao framework;

Assists in handling particular sector/s as well as in coordinating the various concerns and initiatives within the same sector/s with respect to development planning in coordination with concerned agencies, donors, and other groups in Mindanao;

Documents meetings, workshops and other activities of the Division and prepares post meeting documents such as minutes of the meeting and matters arising and letters;

Maintains and updates the Division’s technical database such as, but not limited to socio-economic and development statistics, policy and legal documents, and ODA projects;

Prepares and packages presentation materials, information folders and kits, and briefing materials and related materials;

Renders assistance in the organization of meetings, forums, conferences, and related activities of the Division, as well as other office-wide activities of the Authority;

Performs technical functions related to the formulation, updating and review of the integrated development framework for Mindanao and in harmonizing the various sectoral plans with the Mindanao framework;

Reviews current and emerging socio-economic activities, efforts and interventions for

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Mindanao in the context of integration;

Oversees particular sector/s and coordinates the various concerns and initiatives within the same sector/s with respect to development planning in coordination with concerned agencies, donors, and other groups in Mindanao; and

Performs other office-related functions as may be assigned by superiors from time to time.

POSITION TITLE Economic Development Specialist II

SALARY GRADE 16

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 1 year of relevant experience

TRAINING 4 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Conducts complete staff work (CSW) on key issues and concerns on the various sectors such as peace and security, governance, and social development in relation to the development planning function of the Division;

Assists in the process of the formulation, updating and review of the integrated development framework for Mindanao and in harmonizing the various sectoral plans with the Mindanao framework;

Assists in handling particular sector/s as well as in coordinating the various concerns and initiatives within the same sector/s with respect to development planning in coordination with concerned agencies, donors, and other groups in Mindanao;

Documents meetings, workshops and other activities of the Division and prepares post meeting documents such as minutes of the meeting and matters arising and letters;

Maintains and updates the Division’s technical database such as, but not limited to socio-economic and development statistics, policy and legal documents, and ODA projects;

Prepares and packages presentation materials, information folders and kits, and briefing materials and related materials;

Renders assistance in the organization of meetings, forums, conferences, and related activities of the Division, as well as other office-wide activities of the Auhority;

Performs technical functions related to the formulation, updating and review of the integrated development framework for Mindanao and in harmonizing the various sectoral plans with the Mindanao framework;

Reviews current and emerging socio-economic activities, efforts and interventions for Mindanao in the context of integration;

Oversees particular sector/s and coordinates the various concerns and initiatives within the same sector/s with respect to development planning in coordination with concerned agencies, donors, and other groups in Mindanao; and

Performs other office-related functions as may be assigned by superiors from time to time.

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POSITION TITLE Development Management Officer I

SALARY GRADE 11

EDUCATION Bachelor’s Degree

EXPERIENCE None Required

TRAINING None Required

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Provides administrative and technical support to the division in terms of document processing, development activities organizing, coordination activities, databanking, distribution of division documents and instructions, preparation of various correspondence, updating of directories, basic budgeting and accounting of division’s programmed and unprogrammed activities and attends to the overall administrative requirements of the division; and

Performs other office-related functions as may be assigned by superiors from time to time.

Project Development Division

The Project Development Division is the Authority’s lead division that shall provide strategic direction and guidance in the development and regular updating of the Mindanao Investment Program (MIP), as the over-all investment program for Mindanao. It shall also be responsible for identifying, developing and packaging project proposals, particularly those that are interregional and intersectoral in nature, in coordination with concerned agencies and institutions. It shall serve as the lead division for generating resources for priority projects and programs for Mindanao from various funding windows. Particularly, the division shall:

Integrate, prioritize, and program inter-regional and Mindanao-wide programs and projects including Official Development Assistance (ODA) projects as well as identify priority investment projects and programs in Mindanao, including Public-Private Partnerships (PPP), joint venture agreements and other investment programming initiatives. This Division shall also spearhead the monitoring and evaluation (M&E) of the said MIP, in coordination with other concerned divisions within the Authority.

Conceptualize and prepare technical documents (project concepts, project proposals and feasibility studies) for programs and projects that are interregional, Mindanao-wide and inter-sectoral in scope for possible foreign and local assistance in close coordination with other MinDA Departments and appropriate government agencies.

Collaborate with the Planning Division, Office for Investment Promotion and International Cooperation and private sectors in the identification of prospects for private and public investments or those that can fall under the private-public partnership scheme.

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Collaborate with concerned agencies on the preparation of proposals and feasibility studies for programmes/projects that are interregional, Mindanao-wide and intersectoral in scope including projects under Public-Private Partnership (PPP) scheme.

Collaborate with funding institutions and partner agencies on the drafting and finalization of project documents and institutional arrangements for committed projects that are interregional, Mindanao-wide and intersectoral in scope including projects under Public-Private Partnership (PPP) scheme.

Review and evaluate project proposals requiring approval by the NEDA Board. Such project proposals will include Mindanao projects as well as projects that are nationwide in scope but with Mindanao component to ensure soundness and consistency with project management standards.

Facilitate the approval of proposed Mindanao-wide, interregional and intersectoral programmes and projects by the NEDA Board in partnership with concerned agencies and institutions.

Anchor the overall resource generation efforts of the agency in its efforts to explore sources for financing priority Mindanao-wide and/or Mindanao-specific inter-regional programs, projects, and activities, under various financing schemes such as ODA and PPP, in coordination with other concerned offices within the agency in support to the achievement of the objectives of the Mindanao agenda.

POSITION TITLE Development Management Officer V

SALARY GRADE 24

EDUCATION Masteral Degree

EXPERIENCE 4 years in position/s involving management and supervision

TRAINING 24 hours of training in management and supervision

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as head of the Investment Programming Division;

Provides clear directions and guidance to staff as well as ensures regular monitoring and feedback on the performance of all staff within the Planning Division.

Directly supervises the division operations and personnel performance in line with the mandate of and directives from the management of the Authority. He/she also ensures the effective and efficient performance of Division functions;

Prepares and submits the Division’s annual work plan, accomplishment reports and budget proposals for integration and approval;

Oversees the implementation, and monitoring of the Division’s Annual Work Plan and ensures the achievement of the Division’s deliverables and targets;

Assists in ensuring the establishment of linkages/partnerships with partner agencies, donors, industry groups, LGUs, and other relevant groups to facilitate development planning for Mindanao;

Manages and facilitates peer-to-peer knowledge sharing activities and documentation of good practices and success stories for replication/dissemination;

Reviews all technical and administrative documents and recommends the approval of the same to the immediate supervisor;

Ensures the ongoing learning and development of reporting staff in the field of project

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development through appropriate activities and guidance;

Secures the implementation of and positively promote all policies relating to project development;

Ensures that appropriate, adequate and timely technical advice, assistance and support is provided to the Division in the formulation of programs and projects;

Assists the superior officers and other offices in advocating for the financing of the proposed projects thru the conduct of orientation;

Ensures that project proposals, either office-generated, initiated or submitted by stakeholders for assistance are properly evaluated and recommend the same to the appropriate authority/office for consideration, deliberation and approval;

Participates, supports and accompanies the higher authorities during the visits of potential donors to the field in the assessment of grant/loan opportunities;

Helps in building alliances with investors and partners in support to strategic initiatives that will expand the available multilateral, bilateral, corporate and foundation resource base in support of programs and projects in Mindanao;

Leads the Division in various meetings and forums aimed at developing new programs and projects and facilitating/negotiating project approval and funding; and

Performs other office-related functions as may be assigned by the superiors from time to time.

POSITION TITLE Project Officer III

SALARY GRADE 22

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 3 years of relevant experience

TRAINING 16 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as the Assistant Division Head;

Supports the Division Head in the operationalization of the office’s annual work plan;

Performs special technical functions and provide expertise in the field of project development, investment programming, including technical assistance for the formulation, review, and updating of the investment program for Mindanao;

Reviews the content of and provides technical inputs to all outputs (i.e. position papers, activity design, concept papers, project proposals, etc.) of the Division.

Conducts sector assessments leading to the identification of needs and gaps for possible formulation of project proposals;

Provides recommendations to immediate supervisor pertaining to the technical aspects of the function and processes of the division and ensures that all programmed and prioritized interregional and Mindanao-wide programs and projects are endorsed by the Authority to the NEDA Board;

Assists in carrying-out the Authority’s function in exploring sources for financing priority Mindanao-wide and/or Mindanao-specific inter-regional programs and projects;

Consolidates staff monthly and/or quarterly schedule of activities and ensure that these are in

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accordance with the approved work and financial plan of the Unit;

Conducts activities (e.g. focus group discussions, key informant investigations, community meetings, partner consultations, etc.) to support the formulation of project proposals; builds a portfolio of project concepts through working with partners;

Coordinates with appropriate agencies for the conduct/formulation of feasibility studies (and appraisal) of projects identified for financial and/or technical assistance;

Assists the Division Head in the preparation of annual work plan, accomplishment reports, budget proposals and other technical requirements;

Supervises and represents the Division in all official functions in the absence of the Project Officer V and render report/s on such activities;

Represents the division in special committees deemed necessary by management; and,

Renders special tasks/assignments as maybe assigned by the superiors.

POSITION TITLE Senior Economic Development Specialist (Econ & Envi)

SALARY GRADE 19

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 3 years of relevant experience

TRAINING 16 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Formulates concept papers, project proposals and feasibility studies for identified Mindanao-wide, interregional, Mindanao-wide impact programs and projects for submission to donors.

Integrates, prioritizes, and programs inter-regional and Mindanao-wide programs, and projects including Official Development Assistance (ODA) projects.

Facilitates the formulation, updating, and monitoring of the Mindanao Investment Program (MIP) in coordination with other offices within the Authority;

Conducts appraisal, review, and evaluation of the documents and formulates comments and recommendations as inputs (for Mindanao) to the various Country Assistance Strategy/Country Program Strategy formulation, updating and assessment of country/donor partners.

Assists in negotiations with donor representatives and stakeholders as well as track project development.

Directs budget design for new projects in close coordination with the Budget Officer.

Conducts baseline and benchmark surveys for the purpose of project development

Develops regional profiles for potential donor support and investments.

Performs all research, stakeholders analysis and other work required to develop project proposals, concept papers and feasibility studies.

Coordinates and run project development meetings and events, as required, to include meetings related to consultation exercise with partners.

Participates in the brainstorming of project team for the formulation of concept paper and proposal development.

Coordinates and network with planning units of other agencies at the national, regional, provincial,

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and municipal level, as well as with the private sector partners (in cases of PPPs).

Coordinates with partner agencies and LGUs in the facilitation of specific initiatives related to Public-Private Partnerships.

Identifies developmental needs of Mindanao stakeholders in coordination with appropriate agencies.

Facilitates the conduct of feasibility studies and approval of Mindanao-wide, interregional and Mindanao-wide impact programmes and projects in coordination with partner agencies and institutions.

Conducts technical briefings for the Authority’s clients and other requesting entities.

Adheres to and comply with the division and the Authority’s policies and procedures.

Renders special tasks/assignments as maybe assigned by superiors.

POSITION TITLE Senior Economic Development Specialist (Social Sector)

SALARY GRADE 19

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 3 years of relevant experience

TRAINING 16 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Formulates concept papers, project proposals and feasibility studies for identified Mindanao-wide, interregional, Mindanao-wide impact programs and projects for submission to donors;

Integrates, prioritizes, and programs inter-regional and Mindanao-wide programs, and projects including Official Development Assistance (ODA) projects;

Facilitates the formulation, updating, and monitoring of the Mindanao Investment Program (MIP) in coordination with other offices within the Authority;

Conducts appraisal, review, and evaluation of the documents and formulates comments and recommendations as inputs (for Mindanao) to the various Country Assistance Strategy/Country Program Strategy formulation, updating and assessment of country/donor partners;

Assists in negotiations with donor representatives and stakeholders as well as track project development;

Directs budget design for new projects in close coordination with the Budget Officer;

Conducts baseline and benchmark surveys for the purpose of project development;

Develops regional profiles for potential donor support and investments;

Performs all research, stakeholders analysis and other work required to develop project proposals, concept papers and feasibility studies;

Coordinates and run project development meetings and events, as required, to include meetings related to consultation exercise with partners;

Participates in the brainstorming of project team for the formulation of concept paper and proposal development;

Coordinates and network with planning units of other agencies at the national, regional, provincial,

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and municipal level, as well as with the private sector partners (in cases of PPPs);

Coordinates with partner agencies and LGUs in the facilitation of specific initiatives related to Public-Private Partnerships;

Identifies developmental needs of Mindanao stakeholders in coordination with appropriate agencies;

Facilitates the conduct of feasibility studies and approval of Mindanao-wide, interregional and Mindanao-wide impact programmes and projects in coordination with partner agencies and institutions;

Conducts technical briefings for the Authority’s clients and other requesting entities;

Adheres to and comply with the division and the Authority’s policies and procedures; and

Renders special tasks/assignments as maybe assigned by superiors.

POSITION TITLE Senior Economic Development Specialist (Infrastructure Sector)

SALARY GRADE 19

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 3 years of relevant experience

TRAINING 16 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Formulates concept papers, project proposals and feasibility studies for identified Mindanao-wide, interregional, Mindanao-wide impact programs and projects for submission to donors;

Integrates, prioritizes, and programs inter-regional and Mindanao-wide programs, and projects including Official Development Assistance (ODA) projects;

Facilitates the formulation, updating, and monitoring of the Mindanao Investment Program (MIP) in coordination with other offices within the Authority;

Conducts appraisal, review, and evaluation of the documents and formulates comments and recommendations as inputs (for Mindanao) to the various Country Assistance Strategy/Country Program Strategy formulation, updating and assessment of country/donor partners;

Assists in negotiations with donor representatives and stakeholders as well as track project development;

Directs budget design for new projects in close coordination with the Budget Officer;

Conducts baseline and benchmark surveys for the purpose of project development;

Develops regional profiles for potential donor support and investments;

Performs all research, stakeholders analysis and other work required to develop project proposals, concept papers and feasibility studies;

Coordinates and run project development meetings and events, as required, to include meetings related to consultation exercise with partners;

Participates in the brainstorming of project team for the formulation of concept paper and proposal development;

Coordinates and network with planning units of other agencies at the national, regional, provincial,

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and municipal level, as well as with the private sector partners (in cases of PPPs);

Coordinates with partner agencies and LGUs in the facilitation of specific initiatives related to Public-Private Partnerships;

Identifies developmental needs of Mindanao stakeholders in coordination with appropriate agencies;

Facilitates the conduct of feasibility studies and approval of Mindanao-wide, interregional and Mindanao-wide impact programmes and projects in coordination with partner agencies and institutions;

Conducts technical briefings for the Authority’s clients and other requesting entities;

Adheres to and comply with the division and the Authority’s policies and procedures; and

Renders special tasks/assignments as maybe assigned by superiors.

POSITION TITLE Senior Economic Development Specialist (Peace and Governance Sectors)

SALARY GRADE 19

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 3 years of relevant experience

TRAINING 16 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Formulates concept papers, project proposals and feasibility studies for identified Mindanao-wide, interregional, Mindanao-wide impact programs and projects for submission to donors;

Integrates, prioritizes, and programs inter-regional and Mindanao-wide programs, and projects including Official Development Assistance (ODA) projects;

Facilitates the formulation, updating, and monitoring of the Mindanao Investment Program (MIP) in coordination with other offices within the Authority;

Conducts appraisal, review, and evaluation of the documents and formulates comments and recommendations as inputs (for Mindanao) to the various Country Assistance Strategy/Country Program Strategy formulation, updating and assessment of country/donor partners;

Assists in negotiations with donor representatives and stakeholders as well as track project development;

Directs budget design for new projects in close coordination with the Budget Officer;

Conducts baseline and benchmark surveys for the purpose of project development;

Develops regional profiles for potential donor support and investments;

Performs all research, stakeholders analysis and other work required to develop project proposals, concept papers and feasibility studies;

Coordinates and run project development meetings and events, as required, to include meetings related to consultation exercise with partners;

Participates in the brainstorming of project team for the formulation of concept paper and proposal development;

Coordinates and network with planning units of other agencies at the national, regional, provincial,

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and municipal level, as well as with the private sector partners (in cases of PPPs);

Coordinates with partner agencies and LGUs in the facilitation of specific initiatives related to Public-Private Partnerships;

Identifies developmental needs of Mindanao stakeholders in coordination with appropriate agencies;

Facilitates the conduct of feasibility studies and approval of Mindanao-wide, interregional and Mindanao-wide impact programmes and projects in coordination with partner agencies and institutions;

Conducts technical briefings for the Authority’s clients and other requesting entities;

Adheres to and comply with the division and the Authority’s policies and procedures; and

Renders special tasks/assignments as maybe assigned by superiors.

POSITION TITLE Economic Development Specialist II

SALARY GRADE 16

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 1 year of relevant experience

TRAINING 4 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Gathers, processes and analyzes relevant data and maintain technical databases of the Unit in close coordination with the Knowledge Management Division for linking and integration. Conducts complete staff work of related issues and concerns of the division;

Assists the Project Officers in the performance of their functions and in handling the concerns related to peace, governance, and social sectors;

Prepares and packages presentation materials, information folders and kits, and briefing materials;

Assists the concerned staff in the organization of meetings, forums, conferences, and related activities of the Unit;

Prepares highlights of various meetings supported and/or organized by the Unit;

Assists with documentation of best practices including writing/editing short articles, press

releases and other materials relevant to programs and projects managed by the Authority;

and

Performs other office-related functions as may be assigned by the superiors.

POSITION TITLE Economic Development Specialist II

SALARY GRADE 16

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 1 year of relevant experience

TRAINING 4 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

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Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Gathers, processes and analyzes relevant data and maintain technical databases of the Unit in close coordination with the Knowledge Management Division for linking and integration. Conducts complete staff work of related issues and concerns of the division;

Assists the Project Officers in the performance of their functions and in handling the concerns related to economy, environment and infrastructure sectors;

Prepares and packages presentation materials, information folders and kits, and briefing materials;

Assists the concerned staff in the organization of meetings, forums, conferences, and related activities of the Unit;

Prepares highlights of various meetings supported and/or organized by the Unit;

Assists with documentation of best practices including writing/editing short articles, press

releases and other materials relevant to programs and projects managed by the Authority;

and

Performs other office-related functions as may be assigned by the superiors.

POSITION TITLE Development Management Officer I

SALARY GRADE 11

EDUCATION Bachelor’s Degree

EXPERIENCE None Required

TRAINING None Required

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Provides administrative and technical support to the division in terms of document processing, development activities organizing, coordination activities, databanking, distribution of division documents and instructions, preparation of various correspondence, updating of directories, assists in the updating of the matrix of donors’ thrusts, basic budgeting and accounting of division’s programmed and unprogrammed activities and attends to the overall administrative requirements of the division; and

Performs other office-related functions as may be assigned by the superiors.

POLICY ADVOCACY DIVISION

The Policy Advocacy Division coordinates the formulation of multi-sectoral policy agenda identified as critical for Mindanao’s peace and development. It aims to establish a comprehensive Mindanao picture of policy requirements emanating from the island’s various stakeholders. It assists various institutions, planners, and lawmakers in coming up with viable policy recommendations as basis for legislative proposals that are deemed to have strategic value for accelerating development in Mindanao. In support of this goal, the Division, in partnership with its client-partners, advocates these policy recommendations for adoption through providing technical support to various lobby groups in Mindanao like the Mindanao Lawmakers Association (MLA), Kusog Mindanaw and Mindanao Studies Consortium Foundation, Inc. (MSCFI) as well as industry groups.

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POSITION TITLE Development Management Officer V

SALARY GRADE 24

EDUCATION Masteral Degree

EXPERIENCE 4 years in position/s involving management and supervision

TRAINING 24 hours of training in management and supervision

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as the head of the Policy Advocacy Division;

Directly supervises the Division operations and personnel performance in line with the mandate of and directives from the management of the Authority. He/she also ensures the effective and efficient performance of Division functions;

Leads in the planning of the Division at the operational level;

Prepares and submits the Division’s annual work plan, accomplishment reports and budget proposals for integration and approval;

Oversees the implementation, and monitoring of the Division’s annual work plan;

Assists in ensuring the establishment of linkages/partnerships with partner agencies, industry groups, LGUs, research and advocacy institutions, other relevant groups to facilitate policy formulation and advocacy for Mindanao;

Reviews all technical and administrative documents and recommends for approval to the immediate supervisor; and

Performs other office-related functions as may be assigned by the Office head from time to time.

POSITION TITLE Development Management Officer IV

SALARY GRADE 22

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 3 years of relevant experience

TRAINING 16 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as the Assistant Division Head;

Performs special technical functions and provide expertise on the following specific areas: development research, policy research and policy advocacy;

Reviews the content of and provides technical inputs to all outputs (i.e. position papers, policy briefs, activity design, concept papers, , etc.) of the Division;

Provides recommendations to immediate supervisor pertaining to the technical aspects of the function and processes of the division;

Assists the division head in the preparation of annual work plan, accomplishment reports,

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budget proposals and other technical requirements;

Initiates and conducts regular knowledge sharing sessions with the technical staff within the division;

Supervises and represents the division in all official functions in the absence of the Division Head; and,

Performs other division-related functions as may be assigned by the Division Head from time to time.

POSITION TITLE Senior Economic Development Specialist (Econ)

SALARY GRADE 19

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 2 years of relevant experience

TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Performs technical functions related to the formulation, development, updating and review of the Mindanao Economic Policy Agenda;

Coordinates various economic policy concerns and initiatives with concerned agencies, industries, and other groups to facilitate the improvement of key economic subsectors (e.g., trade, investments, labor and employment, agriculture, fisheries and forestry, economic accounts, etc.) towards contributing to peace and development in Mindanao;

Analyzes and interprets relevant data using basic and advanced research methodologies and statistical tools to generate information useful for deepening of analysis for subsequent policy identification and formulation;

Conducts policy research and formulates policy and technical papers relevant to the formulation of well-informed policy recommendations to decision-makers;

Prepares policy advocacy plan;

Organizes round table discussions, policy fora and briefings with various research and advocacy institutions for the evaluation and promotion of policy recommendations emanating from the office’ policy researches;

Liaises with various agencies, industry groups, donors, research and advocacy institutions and other partners in relation to policy advocacy;

Develops content for the various presentation materials of the Authority regarding Mindanao economic policy studies and related work to be presented to the Authority’s stakeholders and development partners;

Provides technical assistance and advisory services to partners in the areas of research and policy advocacy;

Performs secretariat functions to the Mindanao Lawmakers Association (MLA);

Provides technical assistance to the Chair on the Authority’s membership to the Tourism Infrastructure and Enterprise Zone Authority (TIEZA) Board and the NEDA Board, particularly in the conduct of economic policy studies and review of policies and policy papers; and

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Performs other office-related functions as may be assigned by superiors from time to time.

POSITION TITLE Senior Economic Development Specialist (Social)

SALARY GRADE 19

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 2 years of relevant experience

TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Performs technical functions related to the formulation, development, updating and review of the Mindanao Social Policy Agenda;

Coordinates various economic policy concerns and initiatives with concerned agencies, industries, and other groups to facilitate the improvement of key social subsectors (e.g., health, education) towards contributing to peace and development in Mindanao;

Analyzes and interprets relevant data using basic and advanced research methodologies and statistical tools to generate information useful for deepening of analysis for subsequent policy identification and formulation;

Conducts policy research and formulates policy and technical papers relevant to the formulation of well-informed policy recommendations to decision-makers;

Prepares policy advocacy plan;

Organizes round table discussions, policy fora and briefings with various research and advocacy institutions for the evaluation and promotion of policy recommendations emanating from the office’ policy researches;

Liaises with various agencies, industry groups, donors, research and advocacy institutions and other partners in relation to policy advocacy;

Develops content for the various presentation materials of the Authority regarding Mindanao social policy studies and related work to be presented to the Authority’s stakeholders and development partners;

Provides technical assistance and advisory services to partners in the areas of research and policy advocacy;

Performs secretariat functions to the Mindanao Lawmakers Association (MLA);

Provides technical assistance to the Chair on the Authority’s membership to the NEDA Board particularly in the conduct of social policy studies and review of policies and policy papers; and

Performs other office-related functions as may be assigned by superiors from time to time.

POSITION TITLE Senior Economic Development Specialist (Peace and Governance)

SALARY GRADE 19

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 2 years of relevant experience

TRAINING 8 hours of relevant training

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ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Performs technical functions related to the formulation, development, updating and review of the Mindanao Policy Agenda for Peace and Governance;

Coordinates various economic policy concerns and initiatives with concerned agencies, industries, and other groups to facilitate the improvement of key subsectors in peace and governance;

Analyzes and interprets relevant data using basic and advanced research methodologies and statistical tools to generate information useful for deepening of analysis for subsequent policy identification and formulation;

Conducts policy research and formulates policy and technical papers relevant to the formulation of well-informed policy recommendations to decision-makers;

Prepares policy advocacy plan;

Organizes round table discussions, policy fora and briefings with various research and advocacy institutions for the evaluation and promotion of policy recommendations emanating from the office’ policy researches;

Liaises with various agencies, industry groups, donors, research and advocacy institutions and other partners in relation to policy advocacy;

Develops content for the various presentation materials of the Authority regarding Mindanao peace and governance policy studies and related work to be presented to the Authority’s stakeholders and development partners;

Provides technical assistance and advisory services to partners in the areas of research and policy advocacy;

Performs secretariat functions to the Mindanao Lawmakers Association (MLA);

Provides technical assistance to the Chair on the Authority’s membership to the NEDA Board particularly in the conduct of policy studies related to peace and governance and review of policies and policy papers; and,

Performs other office-related functions as may be assigned by superiors from time to time.

POSITION TITLE Senior Economic Development Specialist (Infrastructure)

SALARY GRADE 19

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 2 years of relevant experience

TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Performs technical functions related to the formulation, development, updating and review of the Mindanao Infrastructure and ICT Policy Agenda;

Coordinates various economic policy concerns and initiatives with concerned agencies,

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industries, and other groups to facilitate the improvement of key sectors related to infrastructure and ICT towards contributing to peace and development in Mindanao;

Analyzes and interprets relevant data using basic and advanced research methodologies and statistical tools to generate information useful for deepening of analysis for subsequent policy identification and formulation;

Conducts policy research and formulates policy and technical papers relevant to the formulation of well-informed policy recommendations to decision-makers;

Prepares policy advocacy plan;

Organizes round table discussions, policy fora and briefings with various research and advocacy institutions for the evaluation and promotion of policy recommendations emanating from the office’ policy researches;

Liaises with various agencies, industry groups, donors, research and advocacy institutions and other partners in relation to policy advocacy;

Develops content for the various presentation materials of the Authority regarding Mindanao infrastructure and ICT policy studies and related work to be presented to the Authority’s stakeholders and development partners;

Provides technical assistance and advisory services to partners in the areas of research and policy advocacy;

Performs secretariat functions to the Mindanao Lawmakers Association (MLA);

Provides technical assistance to the Chair on MinDA’s membership to the Tourism Infrastructure and Enterprise Zone Authority (TIEZA) Board and the NEDA Board, particularly in the conduct of infrastructure and ICT policy studies and review of policies and policy papers; and,

Performs other office-related functions as may be assigned by superiors from time to time.

POSITION TITLE Senior Economic Development Specialist (Environment)

SALARY GRADE 19

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 2 years of relevant experience

TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Performs technical functions related to the formulation, development, updating and review of the Mindanao Environmental Policy Agenda;

Coordinates various economic policy concerns and initiatives with concerned agencies, industries, and other groups to facilitate the improvement and preservation of the environment towards contributing to peace and development in Mindanao;

Analyzes and interprets relevant data using basic and advanced research methodologies and statistical tools to generate information useful for deepening of analysis for subsequent policy identification and formulation;

Conducts policy research and formulates policy and technical papers relevant to the formulation of well-informed policy recommendations to decision-makers;

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Prepares policy advocacy plan;

Organizes round table discussions, policy fora and briefings with various research and advocacy institutions for the evaluation and promotion of policy recommendations emanating from the office’ policy researches;

Liaises with various agencies, industry groups, donors, research and advocacy institutions and other partners in relation to policy advocacy;

Develops content for the various presentation materials of MinDA regarding Mindanao environmental policy studies and related work to be presented to the Authority’s stakeholders and development partners;

Provides technical assistance and advisory services to partners in the areas of research and policy advocacy;

Performs secretariat functions to the Mindanao Lawmakers Association (MLA);

Provides technical assistance to the Chair on the Authority’s membership to the Tourism Infrastructure and Enterprise Zone Authority (TIEZA) Board and the NEDA Board, particularly in the conduct of environmental policy studies and review of policies and policy papers; and,

Performs other office-related functions as may be assigned by superiors from time to time.

POSITION TITLE Economic Development Specialist II (Policy Advocacy)

SALARY GRADE 16

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 1 year of relevant experience

TRAINING 4 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Conducts complete staff work (CSW) on key issues and concerns on the various sectors such as peace and security, economy, environment, social, governance, infrastructure, ICT, among others in relation to the development and policy research, and advocacy function of the Division;

Assists the Senior Economic Development Specialists and Development Management Officer IV in the performance of their functions;

Documents meetings, workshops and other activities of the Division and prepares post meeting documents such as minutes of the meeting and matters arising and letters;

Maintains and updates the Division’s technical database such as, but not limited to socio-economic and development statistics, policy and legal documents, and ODA projects;

Prepares and packages presentation materials, information folders and kits, and briefing materials and related materials;

Renders assistance in the organization of meetings, forums, conferences, and related activities of the Division, as well as other office-wide activities of the Authority.; and

Performs other office-related functions as may be assigned by superiors from time to time.

POSITION TITLE Development Management Officer I

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SALARY GRADE 11

EDUCATION Bachelor’s Degree

EXPERIENCE None Required

TRAINING None Required

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Provides administrative and technical support to the division in terms of document processing, development activities organizing, coordination activities, databanking, distribution of division documents and instructions, preparation of various correspondence, updating of directories, basic budgeting and accounting of division’s programmed and unprogrammed activities and attends to the overall administrative requirements of the division;

Reports to DMO V; and

Performs other office-related functions as may be assigned by superiors from time to time.

KNOWLEDGE MANAGEMENT DIVISION

The Knowledge Management Division provides strategic services in the development and management of knowledge-based systems that are geared towards enhancing service delivery, and promote organizational learning and productivity. Its functions include:

1. Leads in managing the organization’s Knowledge Management Strategic Framework, Plans and Programs, and information systems aimed to facilitate data acquisition, generation and the effective use of information;

2. Acts as the lead repository of Mindanao-related Knowledge Products and serve as the clearinghouse of the organization-generated information;

3. Establishes access and linkages with relevant national government, multilateral, bilateral and international bodies

and agencies on Mindanao-oriented spatial-based information systems;

4. Coordinates with other government agencies and establish linkages with other KM-related institutions on the effective use of KM for Mindanao’s development;

5. Advocates the use of relevant Information and Communications Technology (ie. Social Media) in the delivery and

access of information vital to Mindanao’s development including strengthening the organization’s online presence

POSITION TITLE Information Technology Officer III

SALARY GRADE 24

EDUCATION Masteral Degree

EXPERIENCE 4 years of relevant experience

TRAINING 24 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

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Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as the Head of the Division;

Provides directions and guidance in the delivery of outputs particularly in ensuring functional knowledge management systems for the organization;

Supervises the formulation and updating of the KM plan and programs including the budgeting and allocating of resources to ensure the KM plans’ efficient implementation;

Monitors and ensures the implementation of KM work program as planned to attain the organizational KM goals and objectives;

Provides primary technical input in the development and management of organization’s IT policy;

Provides guidance and support in the development and management of sector databases to be utilized by the Authority’s partners, stakeholders and various departments in the organization;

Acts as the IT administrator overseeing management of the organization’s IT resources;

Formulates and implement relevant information systems to enhance delivery and processing of information;

Reviews all technical and administrative documents and recommends for approval by the immediate supervisor;

Supervises and evaluates the over-all performance of the division staff ensuring that deadlines are met and quality output is delivered;

Mentors, coaches and guides the division staff in the performance of their duties and functions; and,

Performs other office-related functions as may be assigned from time-to-time

KM Planning and Information Support Unit General Functions:

Primary responsible for the development of KM plans and programs as well as the acquisition of data/knowledge that are relevant for management decision-making function;

Provide strategic direction and support to management in data/information/knowledge acquisition, retention and use of knowledge banks for Mindanao’s development.

Spearheads and monitors the various data-banking activities of the organization.

Provides technical assistance to various agencies and organizations in the promotion and advocacy efforts for the development of Mindanao’s Information and Communications Technology (ICT) and Knowledge Management sectors

Conducts regular knowledge sharing sessions on data-banking/KM techniques in the organization.

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Lead in the execution of the New Media strategies of the office and content updating.

Lead in managing the Official Presence of the office in Social Networking Sites (SNS) like Facebook, Twitter, YouTube, among others.

Handle Library services of the organization and caters to information requirements of its partners/clients.

Provide support in the development of in-house production of Mindanao knowledge products.

Oversee the content management of the Authority’s website portal and other information systems accessible from the internet.

Markets and promotes Mindanao-related resources and information, in close-coordination with the Communication and Media Affairs Services.

Establish linkage with other Mindanao-related research centers.

Conduct regular knowledge sharing on the responsible use of various social networking tools in the organization.

POSITION TITLE Information Technology Officer II

SALARY GRADE 22

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 3 years of relevant experience

TRAINING 16 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as Unit Head;

Supervises the development and implementation of an organization-wide Content Management Strategy for the regular acquisition and updating of data from various information sources;

Consolidates and analyzes reports as technical inputs for planning, developmental monitoring and evaluation and policy recommendations;

Provide assistance in overseeing and ensuring implementation and accomplishments of the department goals;

Assist in the development of division work plan as well as the quarterly and annual accomplishment reports of the division;

Assist in the development and management of the IT policies;

Provides technical guidance and oversight in updating the various databases;

Assists in the identification and planning of KM systems for organizational efficiency and productivity;

Acts as technology evangelist in the promotion of new innovations to improve the organization’s business processes;

Participates in KM strategic planning and development for MinDA;

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Conducts regular knowledge sharing sessions with technical staff within the division;

Undertakes data-banking with the assigned sectors;

In the absence of the division head, supervises the division, as well as represents the division in all its official functions; and,

Lead coordinator on Monitoring and Evaluation activities relevant to Knowledge Management.

POSITION TITLE Information Systems Analyst III (Knowledge Management)

SALARY GRADE 19

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 2 years of relevant experience

TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as lead coordinator on data gathering activities with various external information sources to update the organization’s sector databases;

Conducts nominal analysis and interpretation of sector data using accepted methods and tools to generate information useful to other department and/or offices;

Conducts Complete Staff Work (CSW) of related issues and concerns of the division;

Develops and manages standard database templates for various sector databases;

Develops content for various presentation materials of the Authority in relation to Development Statistics, Mindanao Updates, and others;

Manages the standard presentation slides per sector from various offices within the Authority;

Coordinates with other officers in consolidating and disseminating socio-economic reports;

Participates in KM strategic planning and development for the Authority;

Conducts regular knowledge sharing sessions with technical staff within the organization;

Undertakes data-banking with the assigned sectors; and

Performs other office-related functions as may be assigned by office from time-to-time.

POSITION TITLE Information Systems Analyst III (Web Master and Information Services)

SALARY GRADE 19

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 2 years of relevant experience

TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

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Formulates, manages, and implements the social-Media strategies and services of the organization;

Sets-up and maintains the social media account for the organization keeping in mind only restricted officers are allowed access to its management;

Ensures that social media policy is understood by the organization’s personnel and that any violation of this social media policy could subject them to administrative or disciplinary sanctions;

Supervises the team that develops and manages the Official Presence of the office in Social Networking Sites (SNS) like Facebook, Twitter, YouTube, among others;

Maintains a list of all social networking application domain names in use, the names of all employee administrators of these accounts, as well as, the associated user identifications and passwords currently active within their respective offices in the organization;

Renders front-line services to walk-in clients and other information requests received by the organization;

Acts as the administrator and content manager of the various social networking sites establish for the Authority;

Reviews and updates organization's IT policies;

Conducts KM analysis of the various info systems to ensure retention, usability and availability of information;

Researches, evaluates and recommends social-media sites and technologies that can be tapped by the Authority for information dissemination;

Coordinates with other Mindanao-based online social network groups for content sharing;

Participates in KM strategic planning and development for the Authority;

Participates in Mindanao ICT development;

Undertakes data-banking with the assigned sector;

Conducts regular knowledge sharing sessions with technical staff within the organization;

Conducts nominal analysis and interpretation of sector data using accepted methods and tools to generate information useful to other department and/or offices;

Develops content for various presentation materials of the Authority in relation to Development Statistics, Mindanao Updates, and others; and

Performs other office-related functions as may be assigned by office the from time-to-time

POSITION TITLE Information Systems Analyst III (Development Statistics)

SALARY GRADE 19

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 2 years of relevant experience

TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

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DETAILED DUTIES AND RESPONSIBILITIES

Undertakes statistical and trend analysis of consolidated data based on current statistical and mathematical methods for analyzing indicators;

Prepares reports on Mindanao-wide sectoral and industry performance based on the analysis made on various indicators;

Develops and conducts surveys, if necessary to generate primary data to validate sector-specific performance;

Conducts Complete Staff Work on related issues and concerns of the division;

Performs other office-related functions as may be assigned by the office from time-to-time;

Coordinates with other officers in consolidating and disseminating socio-economic reports;

Participates in KM strategic planning and development for the Authority;

Conducts regular knowledge sharing sessions with technical staff within the organization;

Undertakes data-banking with the assigned sectors; and

Performs other office-related functions as may be assigned by office the from time-to-time

POSITION TITLE Information Systems Researcher III (Information Dissemination and Library Resources)

SALARY GRADE 17

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 1 year of relevant experience

TRAINING 4 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Manages the Mindanao resource library of the organization;

Acts as the assistant web-administrator of the organization (MinDA web portal);

Formulates systems and procedures for the resource library;

Reviews and updates organization's IT policies;

Renders front-line services to walk-in clients and other information requests received by the organization;

Conducts KM analysis of the various info systems to ensure retention, usability and availability of information;

Researches, evaluates and recommends resource library management tools innovations;

Conducts data conversion of library resources;

Coordinates with other Mindanao-based research centers on resource sharing;

Participates in KM strategic planning and development for the Authority;

Participates in Mindanao ICT development;

Undertakes data-banking with the assigned sector;

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Conducts nominal analysis and interpretation of sector data using accepted methods and tools to generate information useful to other department and/or offices;

Develops content for various presentation materials of the Authority in relation to Development Statistics, Mindanao Updates, etc; and

Performs other office-related functions as may be assigned by the office from time to time.

POSITION TITLE Administrative Officer III (Records Officer II) (Records Management and Archival)

SALARY GRADE 14

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 1 year of relevant experience

TRAINING 4 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Lead in managing organizational records and archiving;

Set plans and programs in the proper management and disposal of official documents, records, and others;

Conducts data conversion of library and other printed information resources;

Reviews and updates the organizations IT policies;

Conducts KM analysis of the various info systems to ensure retention, usability and availability of information;

Participates in KM strategic planning and development for the Authority;

Undertakes data-banking with the assigned sector;

Conducts nominal analysis and interpretation of sector data using accepted methods and tools to generate information useful to other department and/or offices;

Develops content for various presentation materials of the Authority in relation to Development Statistics, Mindanao Updates, and others; and

Performs other office-related functions as may be assigned by the office from time-to-time.

POSITION TITLE Administrative Officer II

SALARY GRADE 11

EDUCATION Bachelor’s degree

EXPERIENCE None Required

TRAINING None Required

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Provides administrative support to the Knowledge Management Services Group.

Responsible for the following: document processing, coordinating activities and schedules, distribution of division documents and instructions, preparation of various correspondence,

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and overall coordination with the various offices within the Authority that has reference to these tasks; and

Performs other office-related functions as may be assigned by the office from time-to-time.

IT and GIS Systems Development and Resource Management Unit Its functions include:

Primarily responsible in translating various data sets into spatial reports/formats of the organization that would be relevant in carrying out its mandate particularly those for planning and decision-making;

Conducts review and technical analysis of various spatial and non-spatial data/information generated from various units and agencies and its impact or effect on Mindanao policies, development initiatives and directions;

Provides GIS and spatial data/information support and assistance to other MinDA-units and offices and other relevant agencies and stakeholders;

Conducts GIS field surveys for mapping support on the various M and E activities of the organization;

Prepares, produces and manages the safekeeping, retrieval, updating and printing of the various base and situationer maps of Mindanao, Palawan and BIMP-EAGA;

Establish mechanism in advocating the use of spatial systems for Mindanao’s sustainable development;

Conduct regular GIS knowledge sharing sessions within the organization;

Responsible for conceptualization and/or development of software systems that would enhance staff productivity and efficiency in line with organizational objectives;

Translate plans/programs of Knowledge Management office into workable/tangible IT mechanisms and processes to increase efficiency and productivity;

Manage and maintain the various IT resources to ensure a functional computer network in the organization;

Administer various online/web resources of the Authority (ie. Website, social networking sites, Short-messaging-services, etc) and intranet/KM systems;

Perform help desk and trouble shooting to address staff office productivity requirements; and

Conduct regular ICT knowledge sharing sessions in the organization.

POSITION TITLE Information Technology Officer II (Geographic Information Systems Specialist)

SALARY GRADE 22

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 3 years of relevant experience

TRAINING 16 hours of relevant training

ELIGIBILITY Career Service (Professional)

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Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as Unit Head;

Acts as the Spatial-based Information System lead of organization;

Sets-up the Geographic Information System (GIS) of the Authority and maintains the various spatial-related databases including maps and atlases on Mindanao that can be utilize in planning and decision-making;

Acts as the GIS champion of the organization and team leader of the GIS ad-hoc team;

Leads in management of GIS servers and resources;

Conducts and prepares analysis of the various info systems to ensure retention, usability and availability of information;

Recommends GIS-related policies for the organization;

Contributes to the design of database templates to ensure easy integration with spatial tools;

Conducts GIS ground surveys for project monitoring and evaluation;

Conducts various trainings to the organization on GIS;

Researches, evaluates and recommends software tools and innovations that can increase office productivity and efficiency;

Conducts map digitizing for new resources and other related activities;

Reviews and updates the organization's IT policies;

Conducts regular knowledge sharing sessions with technical staff within the organization;

Undertakes data-banking with the assigned sector;

Participates in KM strategic planning and development for the Authority;

Conducts nominal analysis and interpretation of sector data using accepted methods and tools to generate information useful to other department and/or offices;

Develops content for various presentation materials of the Authority in relation to Development Statistics, Mindanao Updates, etc.; and

Performs other office-related functions as may be assigned by the office from time-to-time.

POSITION TITLE Information Technology Officer I (Software Development)

SALARY GRADE 19

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 2 years of relevant experience

TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

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Acts as the software and systems development lead of the organization;

Prepares and submit systems development, maintenance, and IT procurement work-plan;

Prepares and submits accomplishment report and budget proposals for various ICT projects;

Conducts KM analysis of the various info systems to ensure retention, usability and availability of information;

Conducts systems analysis, database and software programming to address systems and software application requirements of the organization (including AMOs);

Researches, evaluates and recommends software tools and innovations that can increase office productivity and efficiency;

Lead coordinator on activities that require external IT services;

Reviews and update the organization's IT policies;

Manages the Authority’s web portal and intranet portal;

Participates in KM strategic planning and development for the Authority;

Participates in Mindanao ICT development;

Conducts regular knowledge sharing sessions with technical staff within the organization;

Undertakes data-banking with the assigned sector;

Conducts nominal analysis and interpretation of sector data using accepted methods and tools to generate information useful to other department and/or offices;

Develops content for various presentation materials of the Authority in relation to Development Statistics, Mindanao Updates, etc.; and

Performs other office-related functions as may be assigned by the office from time-to-time.

POSITION TITLE Information Technology Officer I (Software Quality Assurance and IT Asset Management)

SALARY GRADE 19

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 2 years of relevant experience

TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as the Software and System Quality Assurance and IT Asset Management Lead of the organization;

Prepares and submit systems development, maintenance, and IT procurement work-plan;

Prepares and submits accomplishment report and budget proposals for various ICT projects;

Conducts KM analysis of the various info systems to ensure retention, usability and availability of information;

Acts as software systems tester on custom software applications to ensure quality and operability;

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Researches, evaluates and recommends software tools and innovations that can increase office productivity and efficiency;

Manages the organization's system server and workstations;

Reviews and update the organization's IT policies;

Manages the Authority’s web portal and intranet portal;

Manages organization’s system servers;

Participates in KM strategic planning and development for the Authority;

Participates in Mindanao ICT development;

Conducts regular knowledge sharing sessions with technical staff within the organization;

Undertakes data-banking with the assigned sector;

Conducts nominal analysis and interpretation of sector data using accepted methods and tools to generate information useful to other department and/or offices;

Develops content for various presentation materials of the Authority in relation to Development Statistics, Mindanao Updates, etc.; and

Performs other office-related functions as may be assigned by the office from time-to-time.

POSITION TITLE Information Systems Researcher III (GIS Database Encoder and Map Digitization)

SALARY GRADE 17

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 1 year of relevant experience

TRAINING 4 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Contributes to the design of database template to ensure easy integration with spatial tools;

Conducts map digitizing for new resources and other related activities.

Reviews and Update the organizations IT policies;

Conducts KM analysis of the various info systems to ensure retention, usability and availability of information;

Conducts various trainings to the organization on GIS;

Participates in KM strategic planning and development for the Authority;

Performs GIS ground surveys for project monitoring and evaluation;

Undertakes data-banking with the assigned sector;

Conducts nominal analysis and interpretation of sector data using accepted methods and tools to generate information useful to other department and/or offices;

Develops content for various presentation materials of the Authority in relation to Development Statistics, Mindanao Updates, etc; and

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Performs other office-related functions as may be assigned by the office hear from time-to-time.

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POSITION TITLE Development Management Officer I

SALARY GRADE 11

EDUCATION Bachelor’s degree

EXPERIENCE None Required

TRAINING None Required

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 2

DETAILED DUTIES AND RESPONSIBILITIES

Conducts data conversion of library resources;

Assists in the upkeep and management of resource library;

Reviews and updates the organizations IT policies;

Conducts KM analysis of the various info systems to ensure retention, usability and availability of information;

Participates in KM strategic planning and development for the Authority;

Undertakes data-banking with the assigned sector;

Conducts nominal analysis and interpretation of sector data using accepted methods and tools to generate information useful to other department and/or offices;

Develops content for various presentation materials of the Authority in relation to Development Statistics, Mindanao Updates, etc.; and

Performs other office-related functions as may be assigned by the office from time-to-time.

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INVESTMENT PROMOTION DIVISION

POSITION TITLE Development Management Officer V

SALARY GRADE 24

EDUCATION Masteral Degree

EXPERIENCE 4 years in position/s involving management and supervision

TRAINING 24 hours of training in management and supervision

ELIGIBILITY Career Service (Professional) Second Level Eligibility

NUMBER OF POSITION 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as the head of the Division;

Directly supervises the operations of Division and personnel performance in line with the mandated tasks and directives from the Authority;

Leads in the conduct of tactical planning of the Division at the operational level;

Takes the lead in the formulation of investment strategies that would encourage/entice local and international investors to locate in Mindanao and Palawan (as part of the BIMP-EAGA);

Takes the lead in the preparation and consolidation of the Division’s annual work and financial plan, as well as action plan of the division for submission to the Head of Office;

Oversees the implementation, monitoring and reporting of the Division’s annual work plan;

Takes the lead in the preparation and consolidation of and submits the Division’s annual accomplishment reports to the Head of Office;

Represents the office in inter-agency and/or technical working group meetings relative to the implementation of Mindanao-wide programs and projects;

Reviews all technical and administrative documents prepared by the technical staff of the division and submits the same for approval by the immediate supervisor;

Supervises and evaluates the over-all performance of the division staff ensuring that deadlines are met and quality output is delivered;

Identifies and recommends appropriate capacity building program that would ensure efficient delivery of services from the division.

Mentors, coaches and guides the division staff in the performance of their duties and functions; and

Performs other office-related functions as may be assigned by the Head of Office from time to time;

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POSITION TITLE Development Management Officer IV

SALARY GRADE 22

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 3 years of relevant experience

TRAINING 16 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

NUMBER OF POSITION 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as Assistant Division Head;

Undertakes specific tasks/functions as directed by the division head that which would maximize his/her technical expertise on investment promotions;

Consolidates and analyzes (sectoral/division) reports as technical inputs for planning, developmental monitoring and evaluation, as well as policy recommendations related to investment generation;

Provides recommendations to immediate supervisor pertaining to the technical functions of the division, as may be assigned by the division head from time to time;

Assists the division head in the consolidation of the division’s of annual work plan, accomplishment reports, budget proposals and other technical requirements;

Assists the division head in the implementation of investment promotion strategies that would facilitate investments from current and prospective investors of Mindanao.

Consolidates and/or facilitates the integration of outcomes and/or impact assessment findings of the division staff relevant to processed data, as well as progress of project implementation of their respective industry/sector;

In the absence of the division head, supervises the division, as well as represents the division in all its official functions; and

Performs other division-related functions as may be assigned by the division head from time to time.

POSITION TITLE Senior Economic Development Specialist

SALARY GRADE 19

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 2 years of relevant experience

TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

NUMBER OF POSITION 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as the lead in the establishment of an investment knowledge base and compilation of a Mindanao trade and investment targets and opportunities which include a portfolio of specific investment projects and trade opportunities.

Develops and updates investment guide containing necessary information/data, statistics, incentive packages and business contacts for identified strategic investment areas in Mindanao;

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Facilitates the conduct of various investment activities (i.e. trade, tourism and investment missions, investment and business conferences, business matching sessions, round-table discussions, etc.);

Coordinates with various mechanisms (e.g. industry associations, local chambers, TWGs), partner agencies and other relevant offices to resolve implementation bottlenecks for the completion of programs and projects as planned;

Prepares the individual targets and accomplishments as inputs to the Division’s annual work and financial plans, and accomplishment reports;

Provides sound recommendations and referrals to assist prospective client-partners locate/establish its investments in Mindanao;

Formulates regular updates and/or status reports of projects, programs and activities of his/her assigned sector/industry and submits the same to the immediate supervisor;

Prepares various materials/info collaterals as a means to promote Mindanao as a viable area for investment and for dissemination to include presentation materials, information folders and kits, and briefing materials;

Provides good story materials for media/press releases relevant to his/her assigned sector/industry; and

Participates in the capacity building activities that are required for the position.

Performs other office-related functions as may be assigned by the office head from time to time.

POSITION TITLE Development Management Officer III

SALARY GRADE 18

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 1 year of relevant experience

TRAINING 4 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

NUMBER OF POSITION 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as the lead person in investment relations and in providing investor assistance services. The Center is expected to provide all the needed information required by the investors, as well as assist them in linking with appropriate agencies. As such, the center should be equipped with highly trained staff, updated information materials, and modernized equipment.

Provides assistance in the conduct of various investment activities (i.e. trade, tourism and investment missions, investment and business conferences, business matching sessions, round-table discussions, etc.);

Assists in the coordination with various mechanisms, partner agencies and other relevant offices to resolve implementation bottlenecks for the completion of priority programs and projects;

Gathers and processes relevant data for assigned sector in the database;

Establish appropriate linkages with various investment centers, business support organizations and other related agencies that facilitate investments on-the-ground. The

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said linkage should also be extended to development partners, which have access to potential foreign markets.

Prepares the individual targets and accomplishments as inputs to the Division’s annual work and financial plans, and accomplishment reports;

Provides sound recommendations and referrals to assist prospective client-partners locate/establish its investments in Mindanao;

Formulates regular updates and/or status reports of projects, programs and activities of his/her assigned sector/industry and submits the same to the immediate supervisor;

Provides good story materials for media/press releases relevant to his/her assigned sector/industry;

Prepare and package presentation materials, information folders and kits, and briefing materials;

Participates in the capacity building activities required of the position and technical assignments; and

Performs other office-related functions as may be assigned by the office head from time to time.

POSITION TITLE Development Management Officer II

SALARY GRADE 15

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 1 year of relevant experience

TRAINING 4 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

NUMBER OF POSITION 1

DETAILED DUTIES AND RESPONSIBILITIES

Primary responsible in investment monitoring and investment leads tracking. The said monitoring shall be done to determine the progress of the investment initiatives to undertake the necessary measures to improve implementation.

Conducts complete staff work of related issues and concerns of the division;

Assists concerned staff in organization of meetings, forums, conferences, and related activities of the division;

Performs technical functions in support to the division;

Performs technical and coordination work with various mechanisms (e.g. industry associations, chambers of commerce, TWGs), partner agencies and other relevant offices to facilitate proper implementation of priority programs and projects for Mindanao;

Gathers and processes relevant data for assigned sector in the database;

Provides good story materials for media/press releases relevant to his/her assigned sector/industry;

Prepare and package presentation materials, information folders and kits, and briefing materials;

Participates in the capacity building activities required of the position and technical

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assignments; and

Performs other office-related functions as may be assigned by the office head from time to time.

POSITION TITLE Development Management Officer I

SALARY GRADE 11

EDUCATION Bachelor’s Degree

EXPERIENCE None Required

TRAINING None Required

ELIGIBILITY Career Service (Professional) Second Level Eligibility

NUMBER OF POSITION 1

DETAILED DUTIES AND RESPONSIBILITIES

Provides administrative and technical support to the division in terms of the following:

o Document processing;

o Development activities organizing;

o Coordination activities;

o Inputs to databank;

o Distribution of division documents and relaying instructions of the division head;

o Preparation of various correspondence;

o Updating of directories;

o Assist in the preparation of investment kits from ready materials to be given to prospective investors,

o Assist during regular division meetings and division related events particularly its administrative requirements,

o Consolidates business-related calendar of activities in Mindanao to be used by the division,

o Assists in the basic budgeting and accounting of division’s programmed and un-programmed activities; and

o Attends to the over-all administrative requirements of the division (i.e. preparation of travel documents, arrangement of food and venue of meeting venue, registration, etc.).

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INTERNATIONAL RELATIONS DIVISION

POSITION TITLE Development Management Officer V

SALARY GRADE 24

EDUCATION Masteral Degree

EXPERIENCE 4 years in position/s involving management and supervision

TRAINING 24 hours of training in management and supervision

ELIGIBILITY Career Service (Professional) Second Level Eligibility

NUMBER OF POSITION 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as the head of the Division;

Directly supervises the operations of Division and personnel performance in line with the mandated tasks and directives from the Authority;

Leads in the conduct of tactical planning of the Division at the operational level;

Takes the lead in the preparation and consolidation of the Division’s annual work and financial plan, as well as action plan of the division for submission to the immediate supervisor;

Oversees the implementation, monitoring and reporting of the Division’s annual work plan;

Takes the lead in the preparation and consolidation of and submits the Division’s annual accomplishment reports to the immediate supervisor;

Represents the office in inter-agency and/or technical working group meetings relative to the implementation of Mindanao and BIMP-EAGA-wide programs and projects;

Reviews all technical and administrative documents prepared by the technical staff of the division and submits the same for approval by the immediate supervisor;

Supervises and evaluates the over-all performance of the division staff ensuring that deadlines are met and quality output is delivered;

Mentors, coaches and guides the division staff in the performance of their duties and functions; and

Performs other office-related functions as may be assigned by the Office and/or division head from time to time.

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POSITION TITLE Development Management Officer IV

SALARY GRADE 22

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 3 years of relevant experience

TRAINING 16 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

NUMBER OF POSITION 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as Assistant Division Head;

Undertakes specific tasks/functions as directed by the division head that which would maximize his/her technical expertise on international relations;

Consolidates and analyzes (sectoral/division) reports as technical inputs for planning, developmental monitoring and evaluation;

Provides recommendations to immediate supervisor pertaining to the technical functions of the division;

Assists the division head in the preparation of annual work plan, accomplishment reports, budget proposals and other technical requirements;

Consolidates and/or facilitates the integration of outcomes and/or impact assessment findings of the division staff relevant to processed data, as well as progress of project implementation of their respective industry/sector;

In the absence of the division head, supervises the division, as well as represents the division in all its official functions; and

Performs other division-related functions as may be assigned by the division head from time to time.

POSITION TITLE Senior Economic Development Specialist

SALARY GRADE 19

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 2 years of relevant experience

TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

NUMBER OF POSITION 3

DETAILED DUTIES AND RESPONSIBILITIES

Undertakes secretariat functions to various BIMP-EAGA initiatives and activities, specifically as follows:

o Prepares technical inputs for the Philippine-EAGA lead agencies, (i.e agency’s BIMP-EAGA sectoral action plans, project concepts/proposals, activity designs, policy papers, discussion points of the Philippine Head of Delegation, meeting agenda and program, among others);

o Monitors and keeps track of progress and status of priority EAGA-related programs and projects of the agency he/she is assigned;

o Prepares and provides regular updates on status of EAGA-related project

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implementation of his/her assigned industry/sector to the division head;

o Coordinates with relevant agencies in both regional and local levels, including private sector individuals, groups and organizations concerning the effective implementation of EAGA-related programs and projects;

o Assists in advocating policy agenda supportive of trade, tourism and investment facilitation between Mindanao/Palawan and EAGA countries;

o Coordinates Philippine participation to various EAGA and other international activities and events (i.e. BIMP-EAGA Summits, SOM/MMs, Cluster/Working group meetings, trade and tourism expos, business conferences, workshops, seminars, round-table discussions, etc.);

Prepares the sectoral targets and accomplishments as inputs to the Division’s annual work and financial plans and accomplishment reports;

Facilitates the conduct of dialogues, consultations and group discussions among stakeholders to address Mindanao-wide policy and project implementation issues;

Maintains regular coordination with regional and sub-regional offices, trade/commercial and tourism attaches as means of apprising international market opportunities, accessing support funds and other technical assistance;

Liaises with the foreign affairs office, particularly on international protocols and agreements that require concurrence from the Philippine government;

Formulates regular updates and/or status reports of projects, programs and activities of his/her assigned sector/industry and submits the same to the immediate supervisor;

Conducts outcome evaluation on project and program implementation of their respective sector/industry assignments and submit findings to immediate supervisor for integration;

Provides good story materials for media/press releases relevant to his/her assigned sector/industry;

Assists in the building and development of partnerships with various advocacy institutions in championing advocacies that are consistent and supportive of office thrusts for Mindanao; and

Performs other office-related functions as may be assigned by the office head from time to time.

POSITION TITLE Development Management Officer II

SALARY GRADE 16

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 1 year of relevant experience

TRAINING 4 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

NUMBER OF POSITION 2

DETAILED DUTIES AND RESPONSIBILITIES

Gathers, processes, and stores relevant data;

Conducts complete staff work of related issues and concerns of the division;

Maintains and updates the division’s technical database related to BIMP-EAGA and other investment areas in Mindanao and Palawan;

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Prepares and packages presentation materials, information folders and kits, and briefing materials;

Assists the concerned staff in the organization of meetings, forums, conferences, and related activities of the division;

Performs technical functions in support to the division;

Performs technical and coordination work with various mechanisms (e.g. P-EAGA support staff/TWGs, industry associations, local chambers, etc.), partner agencies and other relevant offices to facilitate proper implementation of priority programs and projects for Mindanao;

Maintains and updates database of ongoing Mindanao-wide, inter-regional and region specific with Mindanao wide impact programs/projects; and

Performs other office-related functions as may be assigned by the office head from time to time.

POSITION TITLE Development Management Officer I

SALARY GRADE 11

EDUCATION Bachelor’s Degree

EXPERIENCE None Required

TRAINING None Required

ELIGIBILITY Career Service (Professional) Second Level Eligibility

NUMBER OF POSITION 1

DETAILED DUTIES AND RESPONSIBILITIES

Provides administrative and technical support to the division in terms of the following:

o Document processing, o Development activities organizing, o Coordination activities, o Inputs to databank, o Distribution of division documents and relaying instructions of the division head, o Preparation of various correspondence, o Updating of directories, o Assists in the basic budgeting and accounting of division’s programmed and un-

programmed activities, and

Attends to the over-all administrative requirements of the division (i.e. preparation of travel documents, arrangement of food and venue of meeting venue, registration, etc.)

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OFFICE FOR FINANCE AND ADMINISTRATIVE SERVICES

POSITION TITLE Chief Administrative Officer

SALARY GRADE 24

EDUCATION Masteral Degree or CPA Professional License

EXPERIENCE 4 years in position/s involving management and supervision

TRAINING 24 hours of training in management and supervision

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND 3RESPONSIBILITIES

Acts as the head of the Finance Division;

Directly supervises the operations of Division and personnel performance in line with the mandated tasks and directives from the Authority;

Leads in the planning of the Division at the operational level;

Ensures the effective and efficient performance of Division functions;

Prepares and submits the Division’s annual work plan, accomplishment reports and budget proposals to the Director IV of OFAS for integration and approval;

Oversees the implementation, monitoring and reporting of the Division’s annual work plan;

Establishes linkages and or partnership within the agency and other development partners;

Ensures coordination of efforts among units within the Division;

Reviews all technical and administrative documents and recommends for approval to the immediate supervisors;

Reports directly to the Director IV of OFAS; and

Performs other office-related functions as may be assigned by Immediate Supervisor from time to time.

POSITION TITLE Supervising Administrative Officer

SALARY GRADE 22

EDUCATION Bachelor’s degree in Commerce/Business Administration major in Accounting

EXPERIENCE 3 years of relevant experience

TRAINING 16 hours of relevant training

ELIGIBILITY RA 1080

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as the second-level supervisor of the Division Head

Reports directly to the Division Head and act as the Assistant Division Head;

Advises the Chief Administrative Officer on the matters concerning system improvement, issues and concerns resolution, internal control systems and the like;

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Attends meeting in behalf of the immediate supervisor as may be required;

Performs supervisory functions over the Budget and Accounting Units;

Directs work schedules and assignments of employees under his/her supervision;

Ensures prompt, reliable and accurate output of the respective deliverables of the Units under his/her supervision;

Exercises sound judgment and initiative within his or her level of authority over the internal unit affairs concerning budget, cash and accounting;

Ensures that the office’s financial and budget system are in conformity with the government prescribed accounting, budgeting and auditing internal control system;

Monitors implementation of Division Work Plan and institute remedial actions within his/her level of authority on some issues and problems encountered by different units under his/her supervision;

Oversees the proper implementation of e-Budget and e-NGAS and coordinates with the COA Team on software updates and upgrades;

Prepares presentation materials, communication letters, inter office memo, proposal and the like;

Performs regular performance appraisal activities with the unit staff (Budget and Accounting Units); and

Performs other office-related functions as may be assigned by Supervisors from time to time.

Accounting Unit

POSITION TITLE Accountant III

SALARY GRADE 19

EDUCATION Bachelor’s degree in Commerce/Business Administration major in Accounting/ RA 1080 (CPA License)

EXPERIENCE 2 years of relevant experience

TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as the Chief Accountant of the office;

Acts as the designated Tax Withholding Agent of the Office;

Advises and assists the Chief Administrative Officer in areas of financial system;

Prepares accurate, timely and reliable financial statements including notes to FS (all funds) on a monthly basis generated from the e-NGAS;

Monitors status of major financial accounts (e.g. unliquidated cash advances) and reports in writing to the Chief Administrative Officer for appropriate action;

Carries out the procedural accounting requirements of the special local and foreign funded

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projects based on the agreed financial management system stated in the Memorandum of Agreement, Funding Deed Agreement or Grant Agreement with funding institutions;

Signs the Box A of the Disbursement Voucher (for check preparation) certifying the completeness of the supporting documents of the DV;

Prepares BIR reports of the Agency(Monthly/Quarterly and Yearend Tax Reports)

Prepares regular Cash Utilization Program Report for guidance to Management;

Facilitates the movement of overdue and outstanding accounts like receivables from employees, disallowances, collectibles due to overpayment, and other similar transactions;

Facilitate issuance of e-Payslip and other related e-reports to employees on a regular basis;

Records and maintains GSIS, HDMF and other related loans/contributions subsidiary ledger accounts of employees

Supervises the Accounting Unit staff in their respective duties and responsibilities;

Facilitates the prompt completion of unit deliverables;

Attends meetings related to new government rules and regulations on accounting, taxation, auditing systems and procedures;

Attends inter-office meetings, if necessary;

Coordinates with client partners (COA, BIR, among others) on matters and issues affecting the accounting and tax withholding functions of the office;

Provides analysis of financial transactions for the information and use of Management;

Spearheads the verification and reconciliation of general ledger accounts vis-à-vis subsidiary ledger accounts to ensure accurate and reliable financial statements and reports;

Drafts management response for audit observation memorandum issued by the COA concerning accounting related transactions;

Trains and provides technical advice to next level personnel within the unit, if necessary;

Acts as Data Administrator of e-NGAS with predefined access rights;

Reviews, approves and disapproves Journal Entry Vouchers (JEV) encoded in the e-NGAS by his/her Unit Staff;

Encodes transactions (disbursements and special transactions like depreciation, liquidation of cash advance, among others) in the e-NGAS for approval by the Supervising Administrative Officer,

Maintains Donor Agency-prescribed financial management system for their grant utilization;

Manages and harmonizes from time to time work assignments of the unit staff under his/her supervision;

Prepares regular work plan for the Accounting Unit in close coordination with the unit staff;

Conducts performance appraisal activities for the unit staff;

Prepares unit accomplishment reports in close coordination with the unit staff;

Prepares presentation materials, communications (letters/memo/proposal/reports and the like); and

Performs other office-related functions as may be assigned by immediate Supervisors from

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time to time.

POSITION TITLE Administrative Officer I (Cashier I)

SALARY GRADE 10

EDUCATION Bachelor’s Degree

EXPERIENCE 2 years of relevant experience

TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Maintains control mechanism to safeguard cash, check and accountable forms in accordance with the government rules and regulations;

Prepares and updates the following books for all funds:

o Cash Disbursement Book o Check Disbursement Book o Cash Receipts Book

Prepares the following weekly reports: o Cash Report o List of Unreleased checks o List of excess cash from cash advances o List of Unliquidated Cash Advances from Petty Cash Fund

Records incoming/outgoing disbursement vouchers – all funds;

Prepares checks and encode to LBP-programmed Advise of Checks Issued and Cancelled (ACIC) for regular Modified Disbursement Scheme (MDS) accounts (Trust fund with commercial checks not required to be encoded in the ACIC). Prints ACIC for review and signature by the Unit Head;

Indexes claims to supplier/employee’s index payment card;

Submits ACIC to servicing bank-LBP;

Informs suppliers and claimants on the availability of their checks;

Releases checks to claimants;

Marks “PAID” the disbursement vouchers (DV) and attachments before submitting to Accounting Unit;

Remits payment of monthly employees premium and loan amortizations to GSIS, HDMF and PHIC;

Prepares monthly report of lapsed NCA;

Prepares and files the following monthly reports by fund for regular submission to COA:

o Report of Checks Issued o Report of Disbursements o Report of Collection and Deposits o Subsidiary Ledger of Collections o Report of Accountability for Accountable Forms o Report of Cancelled Checks

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Facilitates release of employees payroll through ATM or prepares pay envelops, if necessary;

Acts as Petty Cash Fund Custodian and prepares regular replenishment reports and other required reports for final liquidation at year end;

Acts as Collecting Officer. Issues OR for collections, prepare collection reports for BTr, deposit collections and encode transactions to e-NGAS program;

Follow-up liquidation of the cash advances of employees granted from Petty Cash Fund;

Follow-up posting of Notice of Cash Allocation (NCA) to servicing bank-LBP;

Monitors Fidelity Bond renewal of officers and enroll new staff for bond, if applicable;

Facilitates various special bank transactions (e.g. telegraphic transfer and encashment of checks as Disbursing Officer);

Prepares presentation materials, communication letters (memo/letter/proposal and the like); and

Performs other office-related functions as may be assigned by Supervisors from time to time.

POSITION TITLE Administrative Aide IV (Accounting Clerk II)

SALARY GRADE 6

EDUCATION Completion of two years studies in college

EXPERIENCE 1 year of relevant experience

TRAINING 4 hours of relevant training

ELIGIBILITY Career Service (Sub-professional) First Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Records incoming Obligation Request (ObR) and its attachments forwarded by the Budget Unit;

Conducts document review and initially checks mathematical correctness and ensure completeness of supporting documents/coordinate with concerned staff or unit for completion of the necessary supporting documents;

Prepares Disbursement Voucher (DV) including tax withholding certificates for all types of transactions (payroll, office operational expenses and capital expenditures) for all types of funds;

Indexes DV to Index of Payment Card and logs the same;

Submits DV with supporting documents to the Chief Accountant;

Prepares General Payroll for the Office in close coordination with the Chief Accountant on the matters concerning GSIS and HDMF employee’s loans subsidiary records and other allowable deductions (personal insurance);

Receives monthly bank statements from servicing bank/s and prepares bank reconciliations statements for all funds;

Prepares Payroll Credit System (PACS) payroll reports and other needed electronic reports

Assists in the encoding of paid DV to e-NGAS program;

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Logs incoming Liquidation Reports of cash advances (all funds);

Prepares monthly remittance reports for GSIS, PHIC, HDMF and BIR;

Segregates and files paid DVs and Liquidation Reports;

Prepares communication (letters/transmittal memo/proposal); and

Performs other office-related functions as may be assigned by Supervisors from time to time.

Budget Unit

POSITION TITLE Administrative Officer V (Budget Officer III)

SALARY GRADE 18

EDUCATION Bachelor’s degree relevant to the job

EXPERIENCE 2 years of relevant experience

TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Functions as the Unit Head A. Budget Preparation

Attends yearly DBM-sponsored Budget Forum;

In close coordination with the Planning Officer, prepares and consolidates Agency Budget Proposal by Program, Project and Activity (PPA), by allotment class and object of expenditures per Budget Call guidelines issued by DBM;

Prepares the required Budget Briefing Folio for DBM, Congress and Senate;

Prepares special budgetary reports required by DBM, OP, Congress and Senate (e.g. detailed information on local and foreign travel, EME); and

Revises Agency Budget Proposal to conform to DBM-issued budget ceiling or National Expenditure Program level budget.

B. Budget Execution

Ensures strict compliance of the office to the DBM Budget Circular No. 501 dated 31 January 2007 or the Omnibus Circular on the Submission of Budget Execution Documents and Accountability Reports;

Prepares the following Budget Execution Documents (BED) in close coordination with the Office Planning Officer:

o Physical and Financial Plan o Monthly Cash Program

Identifies obligations vis-à-vis approved Work and Financial Plan and records/posts to different Registries (RAO) by Fund, by PPA and by Allotment Class; and

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Signs ObR and forwards it with attachments to the Next Certifying Official (Box A of ObR).

C. Budget Accountability

Prepares monthly Statement of Allotment, Obligations and Balances by Fund, PPA and allotment class (DBM and COA prescribed format);

Prepares Quarterly Financial Reports by Fund, PPA and allotment class for submission to DBM and COA;

Prepares Quarterly Physical Report of Operations for submission to DBM and COA;

Prepares budget-related reports as required in the circular guidelines being issued by DBM from time to time;

Prepares regular budget analysis and budget utilization reports for Management information;

D. Coordination

Prepares request letter to DBM for the release of allotment, Notice of Cash Allocation, realignment of allotment, release of special budget (Congressional Initiative) and authority to use savings for special purpose, whenever applicable;

Ensures complete attachments to the various budgetary requests cited in the first bullet above;

Prepares Unit’s Work Plan and Accomplishment Report;

Prepares presentation materials, communication documents (memo / letter / proposal and the like) whenever applicable;

Conducts initial performance appraisal activities to Administrative Aide IV (Budgeting Aide); and

Performs non-budget tasks that the Division Head may assign from time to time (e.g. office-wide big event, all-staff administrative support).

E. Budgeting of Special Funds (Local and Foreign/ODA Funds)

Attends orientation meeting or familiarizes the special budgetary arrangements stated in the MOA, Grant Document or Funding Agreement Deed with the Local and Foreign/ODA funding institutions;

Complies with special budgetary requirements (e.g. project status reports, fund utilization reports and the like) of the Local and Foreign/ODA funding institutions;

Participates in the inter-office meetings with technical staff related to the implementation status of the foreign or locally assisted projects being manage by the office

F. Performs other office-related functions as may be assigned by Supervisors from time to time

POSITION TITLE Administrative Aide IV (Budgeting Aide)

SALARY GRADE 04

EDUCATION Completion of two years studies in college or High School graduate with relevant vocational/trade course

EXPERIENCE 2 years of relevant experience

TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Subprofessional) First Level Eligibility

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Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Functions as assistant of the Budget Officer

Assist the Budget Officer in the processing of budgetary data (both manual or e-Budget system) needed in generating DBM and other related reports;

Records incoming documents (purchase order, purchase request, job orders, statement of accounts, charge invoices, billing statement and other claims);

Prepares Obligation Request (ObR) and assigns number to ObR;

Indexes ObR before submitting to the Budget Officer III for review and signature;

Facilitates approval of ObR with the authorized official to sign Box A of the said budget form;

Encodes fully accomplished ObR to e-Budget or manual system;

Releases immediately the signed ObR with attachments to Accounting Unit for Disbursement Voucher (DV) preparation;

Files original copy of ObR for submission to COA together with updated Registry of Allotment, Obligations and Balances (RAO) on a monthly basis;

Prints Budget reports for review of the Budget Officer; and,

Performs other office-related functions as may be assigned by Supervisors from time to time.

ADMINISTRATIVE DIVISION BUSINESS PROCESS FLOW

This division shall provide administration, procurement and property management, human resource management and development and other support services to the Authority.

Division Chief to process request and decide if it has to be assigned to a team member or will be personally handled by him|her.

Division chief to assign task or request to a designated team member

Division team member to handle and complete assigned task. Team member to submit completed task to Division Chief

Division chief to review completed assignment and endorse to requesting party.

Division chief to review submitted assignment and endorse to requesting party.

Division Chief to process document/request and decide if it has to be assigned to a team member or will be personally handled by him/her.

Division chief to assign task or request to a designated team member

Division team member to handle and complete assigned task. Team member to submit completed task to Supervising Administrative Officer (SAO)

Division chief to handle task/ request

Division chief to review completed assignment and endorse to OFAS Director for approval

Supervising Administrative Officer to review submitted assignment and endorse to Division Chief for final review/approval

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POSITION TITLE Chief Administrative Officer

SALARY GRADE 24

EDUCATION Masteral Degree

EXPERIENCE 4 years in position/s involving management and supervision

TRAINING 24 hours of training in management and supervision

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Responsible for planning, coordinating and directing a combination of procurement and property management functions, Human Resource Management and Development as well as other administrative services.

Acts as head of the Division and as such,

directly supervises the operations of Division and personnel performance in line with the mandated tasks and directives from the Authority;

Leads in the planning of the Division at the operational level;

Ensures the effective and efficient performance of Division functions;

Prepares and submits the Division’s annual work plan, accomplishment reports and budget proposals to the Director IV for integration and approval;

Oversees the implementation, monitoring and reporting of the Division’s annual work plan;

Supervise the implementation of the approved Annual Procurement Plan;

Leads the formulation and implementation of policies, systems and procedures in the maintenance and disposition of assets, procurement, utilization and storage of supplies, materials and equipment in accordance with government prescribed standards;

Reviews and assesses appropriateness and effectiveness of policies, systems and procedures in all areas of procurement and property management and recommend revisions and/or adjustments to improve the efficiency and effectiveness of the unit’s policies and processes;

Ensure of the establishment of a practical organization of files, records and archives;

Ensures coordination of efforts among units within the Division;

Establishes linkages and/or partnership with suppliers, contractors, service providers;

Ensures updating of directory of accredited and pre-qualified suppliers, contractors, service providers;

Ensure establishment of the Disaster Risk and Prevention Management Team

Reports to the Director IV.

Performs other office-related functions as may be assigned from time to time.

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POSITION TITLE Supervising Administrative Officer

SALARY GRADE 22

EDUCATION Bachelor’s Degree

EXPERIENCE 3 years of relevant experience

TRAINING 16 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Acts as the Assistant Division Head and the Officer-in Charge of the Division in the absence of

the Division Chief; Assists the Division Head in overseeing and ensuring the implementation and

accomplishment of the division’s targets on e-Procurement/Asset Management, Human Resource Management and Development and General Services;

Assists the Division Head in the implementation of the Annual Procurement Plan for the office;

Assists the Division Head in the planning of the Division at the operational level; Performs supervisory functions over the units within the division; Directs work schedules and assignments of employees under his/her supervision; Assists in reviewing and assessing appropriateness and effectiveness of policies, systems and

procedures in all areas of procurement and property management and recommend revisions and/or adjustments to improve the efficiency and effectiveness of the unit’s policies and processes;

Ensures establishment and maintenance of a complete and comprehensive database for all assets of the Authority;

Provides recommendations to the Division Head pertaining to the functions and processes of the division;

Establishes linkages and/or partnership with suppliers, contractors, service providers; Facilitate preparation of contract of services for Janitorial, Security Services, etc.; Reviews documents and reports and recommends for approval of the Division Head; Assist in ensuring the establishment of a practical organization of files, records and archives; Ensures prompt submission of required reports to concerned agencies; Prepares correspondence and other technical requirements of the division; Supervises and represents the division in all official functions in the absence of the Division

Head; Facilitate for the establishment of the Disaster Risk Management and Prevention Plan; Reports to the Chief Administrative Officer; and Performs other office-related functions as may be assigned by Supervisors from time to time.

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Procurement and Property Management Unit

POSITION TITLE Administrative Officer I (Supply Officer I)

SALARY GRADE 10

EDUCATION Bachelor’s Degree

EXPERIENCE 2 years of relevant experience

TRAINING 8 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Number of Position 1

DETAILED DUTIES AND RESPONSIBILITIES

Supervises the smooth implementation of the Unit’s Functions:

Provides recommendations to the Division Head thru the Supervising AO pertaining to all areas of procurement and property management;

Acts as custodian of all assets of the Authority and maintains auditable data base/records of these assets;

In coordination with the BAC/TWG, consolidates the PPMP to establish the Annual Procurement Plan (APP) for the ensuing year;

Procures, stores and distribute supplies, materials and equipment;

Prepares corresponding procurement documents e.g. Purchase Order, Job Order, Abstract of Bids/Canvasses and bidding documents;

Conducts regular in-house inventory of all assets of the Authority and prepares inventory reports annually;

Recommends and prepares property disposal plan in accordance with prescribed government rules and regulations in coordination with the Property Inspector and the Accountant;

Prepares necessary documents for the periodic conduct of bidding process;

Prepares periodic report of purchases of goods and services for submission to the Bureau of Internal Revenue;

Submits to the resident auditor Contracts, Purchase Orders and Bidding Contracts within five (5) days from the execution of the contract;

Prepares monthly report of supplies and materials issued to the Finance Division;

Prepares periodic report of purchases for submission to COA;

Ensures availability at the required time of quality of goods and services critical for the Authority’s operation;

Facilitates repair and maintenance of office properties (i.e. office equipment, vehicles, furniture and fixtures);

Reviews thoroughly documents pertaining to procurement processes, supplies receipts, reports, inventory and disposal among others to ensure compliance to prescribed government rules and regulations;

In coordination with the BAC/TWG, prepares amended APP in case of procured goods and services not included in the original Procurement Plan ;

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Validates specifications of items purchased against information/specifications in the procurement documents;

Serves as Secretariat to the Bids and Awards Committee and compiles all documents relative to the bidding process;

Furnish the Finance Division of the bidding documents and related supporting documents necessary in the settlement of accounts payable;

Prepares correspondence and other technical requirements of the division;

Establishes linkages and/or partnership with suppliers, contractors, service providers; and,

Performs other office-related functions as may be assigned by Supervisors from time to time.

DRIVERS POOL

POSITION TITLE Administrative Aide IV (Driver II)

SALARY GRADE 4

EDUCATION Elementary school graduate

EXPERIENCE None required

TRAINING None required

ELIGIBILITY Driver’s License (MC 11, s. 96-Cat. II)

Number of Position 4

DETAILED DUTIES AND RESPONSIBILITIES

Transports with care personnel and official guests to and from the venue of meetings and other official functions/trips;

Checks the condition of assigned vehicle regularly and reports any malfunction to the Chief or Supervisor for proper action;

Promptly performs minor electrical and mechanical repairs on the vehicle as needed

Keep tracks and process at the appropriate time the renewal of insurance and LTO registration of assigned vehicle/s;

Maintains proper use and custody of the vehicle at all times according to prescribed government rules and regulations;

Immediately refers the vehicle for major repairs and maintenance services if and when necessary;

Prepares and file trip tickets;

Prepares and submits monthly reports on fuel and oil consumption, and distance traveled;

Delivers/picks up mail and other official documents to and from concerned agencies;

Prepares requisition documents for fuel, spare parts, and other servicing needs;Transports and assists in loading and unloading of office machine and equipment, office supplies, and materials, etc.;

Reports directly to the Head of the Procurement, Property and General Services Division;

Performs other office-related functions as may be assigned by Supervisors from time to time.

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POSITION TITLE ADMINISTRATIVE OFFICER III (RECORDS OFFICER II)

SALARY GRADE 14

EDUCATION Bachelor’s Degree

EXPERIENCE 1 year relevant experience

TRAINING 4 hours of relevant training

ELIGIBILITY Career Service (Professional) Second Level Eligibility

Lead in managing organizational records and archiving;

Establish File Plan and Program in the proper management of records of the MEDCo and MinDA;

Coordinates with the Division Chiefs of various offices in the preparation of Records Inventory and Appraisal;

Recommends files for disposal vis-à-vis prescribed retention period;

Apply prescribed Tools of Analysis in the managing of files:

a) Classification;

b) Retention Schedule;

c) Correspondence; and,

d) Vital Records

Establish Vital Records Protection Plan and handle its implementation;

Establish Disaster Recovery Plan specifically in the planning, conservation treatments and procedures and handle its implementation;

Establish Disaster Preparedness Plan and handle its implementation;

Establish linkage with the Office of the Records Management and Archives Office;

Establish linkage/coordination with the Office of the Knowledge Management and the Office of the Records Management and Archives Office towards the conversion of “hard” files and eventual establishment and management of e-files to save on costs of bodega cost;

Performs other office-related functions as may be assigned by the supervisors from time-to-time.

Performs other tasks assigned from time to time by the supervisors.

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Human Resource Management and Development Division

POSITION TITLE Administrative Officer II

SALARY GRADE 11

OFFICE/DIVISION ASSIGNMENT

Administrative Division-Human Resource Management and Development Unit

DETAILED DUTIES AND RESPONSIBILITIES

Assists in ensuring the implementation and accomplishment of the Unit’s targets;

Maintains database of applicants, administers examinations and assists in the conduct of interviews for MinDA applicants;

Maintains a systematic file of leave cards for each employee where leave credits, absence, tardiness and undertime are indicated and prepare related reports such as Report of Leave Without Pay and Statement of Leave Credits of employees, among others;

Receives and systematically files memorandum for overtime and its corresponding accomplishment report;

Computes and maintains database of overtime credits and record compensatory time-off of employees;

Administers/processes commutation of vacation and or sick leave benefits of employees upon request;

Administers/processes commutation of terminal leave benefits for a resigning, retiring employee upon submission of required documents;

Administers/processes commutation of maternity leave benefits of women employees;

Prepares regular reports required by CSC, COA & DBM;

Assists the Unit Head in the preparation/issuance of appointments and/or contracts and ensures completeness of required attachments;

Maintains a database of employee’s performance evaluation results.

Prepares memoranda on tardiness and/or undertime of employees;

Acts as Liaison Officer to GSIS, HDMF, PHIC and other Health Insurance Providers of the Authority and shall:

Disseminate accurate information about new or revised policies, rules and regulations of GSIS, HDMF and Health Insurance Providers;

Ensure that the documents required in filing of claims and membership and data record updating are complete prior to submission to concerned agencies;

Ensures maintenance of orderly and systematic filing system of documents pertaining to employee concerns such as File 201, IPAS and other related documents;

Assists in establishing and maintaining HR information storage and filing systems in

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accordance with organization procedures;

Takes charge in the recording and filing of all HR-related documents;

Records all outgoing documents in the database;

Prepares communication (transmittal letters, memorandum, etc.) as may be required and facilitates the sending out of the same;

Prepares the Procurement Monitoring Report (PMR) and other procurement and

budget proposal-related documents of the Administrative Division;

Assists the Unit Head in the preparation of the Unit’s Annual Work and Financial Plan (AWFP) and Project Procurement Management Plan (PPMP);

Prepare and/or complete administrative forms needed by the HRMD Unit and/or the Administrative Division in accordance with office policies and procedures;

Takes charge of the administrative arrangements as needed during official functions undertaken by the HRMD Unit and/or the Administrative Division.

Document meetings, workshops and other activities of the unit and/or the division and prepares post-meeting requirements such as minutes of the meeting, matters arising, etc. as needed;

Ensures that Job Order Contracts/Consultancy Contracts are submitted to the Commission on Audit within the prescribed period of submission;

Assist the Unit Head in facilitating requirements for acceptance and deployment of On-the-Job Trainees in MinDA;

Provides necessary technical and administrative support to the Unit Head in all undertakings of the HR Unit; and

Performs other office-related functions that may be assigned by Supervisors from time to time.

2.4 Code of Ethics

Public service is a public trust, thus, to ensure that every citizen can have complete confidence on the integrity of MinDA, each MinDA employee shall respect and adhere to the principles of ethical service as promulgated in Republic Act 6713 otherwise known as the Code of Conduct and Ethical Standards for Government Officials and Employees.

2.5 Decorum in Offices

To promote professionalism, commitment to service and observance of ethical standards and behavior required of an empowered employee and to maintain a healthy and well-spirited workforce, MinDA has institutionalized the following personnel systems and mechanisms:

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Grievance Machinery (GM). The GM is a system established to determine and find the best way to address

specific cause/s or cases of a grievance which had been expressed verbally or in writing and which, in the aggrieved employee’s opinion, has been ignored or dropped without due consideration. Cases and issues being handled by the GM include: (1) Non – implementations of policies, practices and procedures on economic and financial issues and other terms and conditions fixed by law; (2) Non – implementation of politics , practices and producers which affect you from recruitment to promotion, detail, transfer, retirement, termination, lay- offs, and other related issues; (3) Physical working conditions; (4) Interpersonal relationship and linkages; (5) Protest on appointments; and, (6) All other matters giving rise to your dissatisfaction.

Committee on Decorum and Investigation - The Committee shall have the following functions: (1) Receive

complaints of sexual harassment; (2) Investigate sexual harassment complaints in accordance with the prescribed procedure; (3) Submit a report of its findings with the corresponding recommendation to the disciplining authority for decision; and, (4) Lead in the conduct of discussions about sexual harassment within the office to increase understanding and prevent incident of sexual harassment. The Committee shall be composed of at least one (1) representative each from the management, the accredited union, if any, the second level employees, and from the first level employees, duly selected by the unit concerned. The complaint may be filed with the disciplining authority of the agency or with the CODI. Upon receipt of the complaint by the disciplining authority, the same shall be transmitted to the CODI. A preliminary investigation shall be conducted by the CODI. The CODI shall examine all documents submitted by the complainant and the person complained of, as well as documents readily available from other sources. The parties may submit affidavits and counter-affidavits. All proceedings before the CODI shall be held under strict confidentiality. Upon receipt of the counter-affidavit or comment under oath, the CODI may recommend whether a prima facie case exists to warrant the issuance of a formal charge.

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2.6 Standards of Customer/Client Service

MINDANAO DEVELOPMENT AUTHORITY

SERVICE CHARTER

No.

(A)

Customer Activity

(B)

Step-by-Step Procedure

(C)

Office/Person Responsible/Lo

cation (D)

Duration

(E)

Documentary Requirements

(F)

Amount of Fees

(G)

1 Data Request Step 1: Step 2: Step 3: Step 4: Step 5:

Client to submit letter of request to the Guard-on-Duty Letter of request forwarded to the Records Section for recording in the Document Tracking System (DTS) DTS-recorded document forwarded to the Office of the Executive Director (OED) for instruction/routing to KMD Assigned Knowledge Management Division (KMD) staff to prepare requested data and submit to Supervisor/s for endorsement/approval Assigned KMD staff to facilitate dispatch of data to requesting client

Guard-on Duty

Records Officer

OED

KMD

KMD

5 days (in case of simple data request) 10 days (in case of complex data)

Letter of request addressed to the MinDA Chairperson indicating specific data or information on Mindanao or other relevant information if available from the agency

None

2 Library Services

Borrowing of Books

Step 1: Step 2: Step 3:

Staff to personally request needed books/materials from the Librarian Librarian to fill out the corresponding Borrower’s Card (BC) of the concerned staff Librarian to release books/materials to

Concerned Staff

MinDA Library/Libraria

n

Librarian

10 minutes Personal Request Filled out Borrower’s Card

None

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Step 4:

borrower; borrower to sign on the acknowledgment portion of the BC Librarian to encode BC information in the Electronic Monitoring System

Librarian

3 Project Assistance

Step 1: Step 2: Step 3: Step 4: Step 5:

Client to submit letter of request to the Guard-on-Duty Letter of request forwarded to the Records Section for recording in the Document Tracking System (DTS) DTS-recorded document forwarded to the Office of the Executive Director (OED) for instruction/routing to Project Development Division (PDD) Assigned PDD staff to undertake appropriate action, i.e. desk review, endorsement, CSW, technical assistance, relative to the request and submit report and/or required output to Supervisor/s for endorsement/approval Assigned PDD staff to facilitate release of approved report and/or required output to requesting client

Guard-on Duty

Records Officer

OED

PDD

PDD

5 days (project desk review & endorsement) 10 days (Complete Staff Work (CSW) and Endorsement) 5 days (Technical Assistance on project development/packaging)

Letter addressed to MinDA Chairperson indicating the needed assistance for a certain project, contact person and contact number. Full Project Profile – Printed (2 copies) and Electronic (CD-Copy)

None

4 Technical Assistance

Step 1: Step 2: Step 3:

Client to submit letter of request to the Guard-on-Duty Letter request forwarded to the Records Section for recording in the Document Tracking

Guard-on-Duty

Records Officer

OED

10 days (CSW, Coordination Meeting, and Technical Assistance)

Letter addressed to MinDA Chairperson indicating the needed assistance, specific time and date, contact

None

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Step 4: Step 5:

System (DTS) DTS-recorded document forwarded to the Office of the Executive Director (OED) for instruction/routing to concerned division/staff Assigned staff to undertake appropriate action, i.e. desk review, endorsement, CSW, technical assistance, relative to the request and submit report and/or required output to Supervisor/s for endorsement/approval

Planning and Research Division:

Formulation and/or

integration of development frameworks and sectoral

plans for Mindanao

Policy Formulation

Division: Policy research and formulation;

policy advocacy

Project Development

Division: Identifying, developing, packaging of

project proposals; resource

generation for priority projects & programs for

Mindanao

Investment Promotion Division:

Investment promotion

activities and marketing

efforts

International Relations

Division: BIMP-EAGA concerns

and other international

economic cooperation

person and number.

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Assigned staff to facilitate release of approved report and/or required output to client

Public

Relations Division –

Development, implementation, monitoring & evaluation of

various communication

and outreach strategies

Area

Management Offices

(Western Mindanao,

Northeastern Mindanao, Northern

Mindanao, South-Central Mindanao) – Regional or

area-specific concerns

5 Invitation as Resource Person

Step 1: Step 2: Step 3: Step 4:

Client to submit letter of request to the Guard-on-Duty Letter request forwarded to the Records Section for recording in the Document Tracking System (DTS) DTS-recorded document forwarded to the Office of the Executive Director (OED) for instruction/routing to concerned division/staff If invitation is accepted, assigned division/staff to undertake appropriate action, i.e. acknowledgment of invitation, coordination with client, preparation

Guard-on-Duty

Records Officer

OED

Same as Item # 4

5 days Request letter addressed to the MinDA Chairperson or Executive Director indicating name of activity, date of activity and venue. Copy of Program of Activities

None

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of presentation materials and/or speeches and submit to Supervisor/s for review/approval; if not accepted, assigned staff to facilitate sending out of regrets

6 Coordination Meeting

Step 1: Step 2: Step 3: Step 4: Step 5:

Client to submit letter of request to the Guard-on-Duty Letter request forwarded to the Records Section for recording in the Document Tracking System (DTS) DTS-recorded document forwarded to the Office of the Executive Director (OED) for instruction/routing to concerned division/staff Concerned division/staff to coordinate with client on the requirements for the activity Concerned division/staff to facilitate preparation of documents and other requirements for the activity

Guard-on-Duty

Records Officer

OED

Same as Item # 4

5 days Request letter addressed to the MinDA Chairperson or Executive Director indicating name of activity, date of activity and venue. Copy of Program of Activities

None

7 Capability Training on a Particular Topic/Program

Step 1: Step 2: Step 3: Step 4: Step 5:

Client to submit letter of request to the Guard-on-Duty Letter request forwarded to the Records Section for recording in the Document Tracking System (DTS) DTS-recorded document forwarded to the Office of the Executive Director (OED) for instruction/routing to concerned division/staff Concerned division/staff to coordinate with client on the requirements for the training

Guard-on-Duty

Records Officer

OED

Same as Item # 4

5 days Request Letter addresses to MinDA Chairperson or Executive Director

None

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Concerned division/staff to facilitate preparation of requirements, i.e. presentation materials, training module, and other related documents

8 Investment Facilitation/Matching

Step 1: Step 2: Step 3: Step 4: Step 5:

Client to submit letter of request to the Guard-on-Duty Letter of request forwarded to the Records Section for recording in the Document Tracking System (DTS) DTS-recorded document forwarded to the Office of the Executive Director (OED) for instruction/routing to Investment Promotions Division (IPD) Assigned staff to undertake appropriate action, i.e. coordination with client and prospective investors, CSW, endorsement, technical assistance, relative to the request and submit report and/or required output to Supervisor/s for endorsement/approval Assigned staff to facilitate release of approved report and/or required output to client

Guard-on-Duty

Records Officer

OED

IPD

IPD

2-5 days for simple facilitation 2 weeks or more for complex transactions

Letter addressed to MinDA Chairperson indicating the business interest or investment project requesting for the agency’s intervention or assistance

None

9 Request for Certificate of Employment from Resigned Employees

Step 1: Step 2:

Client to submit letter of request to the Guard-on-Duty or make request via Email, Facebook message or Telephone call Letter of request forwarded to the Records Section for recording in the

Guard-on-Duty Email:

info@minda.gov.ph

Tel. No. (082) 221-1345 Facebook: Mindanao

Development Authority

3 days Request thru email, phone call or Facebook message Formal letter of request

None

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Step 3: Step 4: Step 5:

Document Tracking System (DTS); For telephone call, Guard-on-Duty to forward call to the HR Unit DTS-recorded document forwarded to the Office of the Executive Director (OED) for instruction/routing to Office for Finance and Administrative Services OFAS (OFAS)-Human Resource Management and Development Unit (HRMD Unit) Assigned HR staff to prepare Certificate of Employment (COE) and submit to Supervisor/s for endorsement/approval Assigned staff to facilitate release of approved COE to client

Records Officer/

HR Personnel

OED

HRMD Unit

HRMD Unit

10 Request for Clearance of Retired/Resigned/Separated Employees

Step 1: Step 2: Step 3: Step 4: Step 5:

Client to submit letter of request to the Guard-on-Duty Letter of request forwarded to the Records Section for recording in the Document Tracking System (DTS) DTS-recorded document forwarded to the Office of the Executive Director (OED) for instruction/routing to OFAS/HRMD Unit Assigned HR staff to facilitate issuance of Clearance Assigned staff to facilitate release of duly-accomplished Clearance to client

Guard-on-Duty

Records Officer

OED

HRMD Unit

HRMD Unit

Within 15 days upon request

Formal letter of request

None

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11 Certificate of Appearance of government personnel attending meetings within MinDA Office

Step 1: Step 2:

Concerned division/staff organizing the meeting to facilitate issuance of Certificate of Appearance to be signed by the OFAS Director Concerned division/staff to facilitate release of duly-signed Clearance to client

Concerned Division

Within 15 minutes

Personal Request

None

12 Request for Procurement-related information

Step 1: Step 2: Step 3: Step 4: Step 5:

Client to submit letter of request to the Guard-on-Duty Letter of request forwarded to the Records Section for recording in the Document Tracking System (DTS) DTS-recorded document forwarded to the Office of the Executive Director (OED) for instruction/routing to MinDA Bids and Awards Committee (BAC)/BAC Secretariat BAC Secretariat to undertake appropriate action on the request and submit output to BAC for approval BAC Secretariat to facilitate release of requested information to client

Guard-on-Duty

Records Officer

OED

BAC and BAC Secretariat

BAC Secretariat

Within the day upon receipt

Formal letter of request

None

13 Request for Adjustment of wage increase due to DOLE Wage Orders

Step 1: Step 2: Step 3:

Client to submit letter of request to the Guard-on-Duty Letter of request forwarded to the Records Section for recording in the Document Tracking System (DTS) DTS-recorded document forwarded to the Office

Guard-on-Duty

Records Officer

OED

Administrative

Within 5 days upon request

Formal letter of request

None

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Step 4: Step 5:

of the Executive Director (OED) for instruction/routing to Administrative Division Administrative Division forwards letter to Procurement Unit for verification of latest Wage Order then forwards to Finance Unit as reference in the validation of increased billing by the service provider. Procurement Officer to acknowledge receipt of client’s request and inform client of the actions taken relative to the request

Division/Procurement Unit and Finance Division

Procurement Officer

14 Performance Evaluation of Security and Janitorial Services

Step 1: Step 2: Step 3: Step 4: Step 5:

Client to submit letter of request to the Guard-on-Duty Letter of request forwarded to the Records Section for recording in the Document Tracking System (DTS) DTS-recorded document forwarded to the Office of the Executive Director (OED) for instruction/routing to Administrative Division Assigned staff to undertake appropriate action on the request and submit output to Supervisor/s for endorsement/approval Assigned staff to facilitate release of Performance Evaluation Report to client

Guard-on-Duty

Records Officer

OED

Administrative Division

Administrative Division

Within 15 days upon request

Formal letter of request

None

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Section 3: Human Resource Policies

3.1 Recruitment Procedures

The MinDA recruitment and selection process is governed by the MinDA Merit Selection and Promotion Plan (MSPP). The MSPP provides policies and procedures which will ensure fairness, uniformity and consistency in the selection and promotion of the most qualified candidates to the different positions in MinDA

THE MinDA HIRING AND SELECTION PROCESS

Processes References

Step 1: Publication of vacancy for ten (10) calendar days

RA 7041 (Publication Law)

CSC MC No. 3, s. 2001 (Amendment to Publication Requirement)

Step 2: Pre-assessment of Applicants Pre-assessment of applicants shall be done by the HRMD Unit in accordance with the CSC Qualification Standards, organizational needs and priorities, and other requirements as prescribed in the MinDA MSPP.

CSC MC No. 12, s. 2003 (Revised Policies on QS)

CSC MC No. 13, s. 2011 (Policies for Executive/Managerial Positions

MinDA MSPP

Step 3: Conduct of Written Examination for Short-listed Applicants For technical positions, examination outputs shall be assessed/checked by the Screening Committee composed of personnel holding supervisory positions, i.e. DMO IV, ITO II and designated supervisors of all divisions within MinDA. For Finance and Administrative positions, examination outputs shall be assessed/checked by the CAO-Finance Division and SAO-Administrative Division, respectively. (adopted from MinDA) Passing rate is 75%. Those who passed will proceed to the PSB interview.

MinDA MSPP

Step 4: PSB Interview. Applicants will be interviewed by the MinDA Personnel Selection Board. Applicants who pass this phase shall be recommended by the PSB for final interview by the Chairperson.

MinDA MSPP

Step 5. Final interview with the Chairperson. At least top 3 applicants (per vacancy) who passed the PSB interview shall be recommended for the Chairperson’s interview. The PSB report to the Chairperson should already include the summary report of the scores and

MinDA MSPP

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ratings earned by the candidates in different assessment activities as well as the background information report and other relevant information.

Step 6. Issuance of Appointments to selected personnel Individual appointments shall be issued to selected personnel and shall be submitted to the CSC Field Office within thirty days from the date of their issuance. The HRMD Unit shall disseminate information on all appointments issued through the following: posting at the bulletin board and intranet portal and announcement during GSM. External applicants shall be notified of the results through any of the following: letter notification or email notification Note: Filling up of vacant positions shall be made after ten (10) calendar days from date of publication

(Please see flowchart on the following page)

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Submission of appointments to the CSC

for validation/approval

NO

Announcement of appointments issued

Issuance of Appointment

NO

Notify the applicant

Passed?

YES

NO

Notify the applicant

Final Interview with the Chairperson

Interview Applicant

(PSB)

Notify the applicant

Passed?

Passed?

YES

Publication of Vacancy

Short-listing of applicants

Conduct of Written Examination for Short-

listed Applicants

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Pre-employment Requirements

An appointed official or employee shall comply with the CSC-prescribed documentary requirements for appointment as enumerated in the attached checklist herein referred to as “Annex __”

3.1.2 Probationary Period

The probationary period refers to the actual service following the issuance of a permanent appointment wherein the appointee undergoes a thorough character investigation and assessment of capability to perform the duties of the position enumerated in the Position Description Form (PDF). It shall be for six (6) months reckoned from the date of assumption to duty. The permanent status of the new appointees shall continue after the completion of the probationary period provided that:

a) the average rating they obtained in the last two (2) performance rating periods is at least very satisfactory and the appointing authority has approved the continuity of the permanent appointment based on the recommendation of the immediate supervisor (rater); or

b) no notice of termination of service is issued by the appointing authority during the probationary period or within ten (10) days after its completion due to unsatisfactory conduct or want of capacity.

3.2 Promotion

Promotion. Promotion and other personnel actions shall be governed by the CSC-approved MinDA Merit Selection and

Promotion Plan. Specific guidelines for promotion includes but not limited to the following:

1. Applicants with pending administrative cases shall not be disqualified from applying for promotion during the pendency of the case. In case there is already executory judgment against the applicant, the applicant may be promoted only after serving the imposed penalty.

2. Newly promoted employees can apply for the next higher position only after performing the duties and responsibilities of their present positions and shall have been rated for at least Very Satisfactory for two (2) rating periods in his/her present position;

3. No employee shall be considered for promotion unless his/her performance ratings for the last two (2) consecutive rating periods in his/her current position are at least very satisfactory;

4. Applicants who are on scholarship, study grant, training (either local or foreign) on bar or board review and completion of master’s degree, on approved leave of absence (maternity leave, prolonged sick or vacation leave), may also file their applications and undergo assessment should they be found qualified. They shall use the performance rating of the last two (2) rating periods before the grant of leave of absence.

5. The Potential shall take into account employee’s readiness to perform duties and assume the responsibilities of the position to be filled and other higher positions. An applicant’s potential may be assessed in practically all assessment strategies that may be adopted.

Promotions and Transfers

As a government employee, one of your goals should be to do the best job you can for the citizens of the country. It is also your obligation to grow and change with the job. Employment in government has much to offer you in your efforts to meet and fulfill these responsibilities. Your employment with the government is what you make of it. You must do your best in your present job, and in doing so, you should look ahead and prepare yourself for opportunities to advance. However, you must keep in mind that

179

consideration for a promotion is a privilege that is earned through meeting minimum qualifications and demonstrating your abilities and potential for performance at a higher level. Positive self-development and participation in training opportunities can aid in making yourself a more attractive candidate for promotion. The HRMD Unit provides information to applicants regarding employment and promotional opportunities. Employees who wish to apply for announced positions should submit an updated application to the HRMD Unit during the announced open period. Announcements on opening and closing dates for applying are posted on a regular basis at the Authority’s website and in conspicuous place in the office premises. You may desire a lateral transfer or lateral reclassification to increase your career opportunities or as a career path change. Any transfer is at the discretion of management, with the approval of the Appointing Authority, and may be granted subject to staffing needs or requirements. Your supervisor or HRMD Unit can advise you about the procedure to follow in applying for a transfer. The Appointing Authority may transfer any employee from a position in one work unit to a position in the same classification in another work unit. For more information, contact our HRMD Unit.

3.3 Resignation

Resignation and Termination. An employee resigning from the Authority must submit a notice in writing to the hiring authority through the immediate supervisor, Office Director and Executive Director, at least 15 days before the effective date. Absence without a leave authorized by the immediate supervisor, or failure to report for work or failure to return from an approved leave without notifying the supervisor for a period of 30 consecutive working days will be considered a resignation without notice (refer to CSC rules)1. Such resignation will result in immediate termination, and will render the employee ineligible for rehire by the Authority.

3.3.1 Exit Interview

An exit interview is an essential part of the cycle of service for both employees and the organization as it eases transition from service into the next stage of life, recognizes the employee’s worth and contribution in the organization, gives the organization the opportunity to improve its programs and services, offers valuable insights that can shed light on problem areas and identifies consistent trends, patterns and themes that could cause fast employee turnover. An Exit Employee Form, available at the HRMD Unit, shall also be filled up and signed by resigning employees.

3.4 Retirement

A retirement is the state of separating from a job or career whether under optional or compulsory retirement schemes and may include a retirement benefit package.

3.4.1 Pre-retirement Orientation

A pre-retirement orientation is conducted to enlighten the retiree on specific benefits and be provided with information on programs that would help him/her have a happy, progressive, productive and meaningful retirement.

1 CSC MC

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3.4.2 Retirement Documentary Requirements

The retirement documentary requirements prescribed by the GSIS for the processing of retirement benefit claims basically includes the following:

1. Letter of intent to retire duly accepted by the head of the agency 2. Office Clearance 3. Declaration of Pendency/Non-Pendency of Case 4. GSIS Retirement Application Forms 5. Agency Endorsement

3.4.3 Pasasalamat Program

It is a fitting ceremony held on or before the actual retirement date to recognize and celebrate the retiree’s dedication to his/her work as public servant.

3.5 Attendance and Tardiness 0

3.5.1 Attendance

Working/Office Hours. Normal office hours are 8:00am to 5:00pm, Monday through Friday. Rule XVII, Section 5 of the Omnibus Rules Implementing Book V of the Executive Order No. 292 and other Pertinent Civil Service Laws provides that, “Officers and employees of all departments and agencies except those covered by special laws shall render not less than eight hours of work a day for five days a week, exclusive of time for lunch. As a general rule, such hours shall be from eight o’clock in the morning to twelve o’clock noon and from one o’clock to 5 o’clock in the afternoon on all days except Saturdays, Sundays and Holidays.” Fifteen minute-breaks are provided at 10:00 A.M. and 3:00 P.M. daily.

Further, Section 6 provides that, “Flexible working hours may be allowed subject to the discretion of the head of department or agency. In no case shall the weekly working hours be reduced in the event the department or agency adopts a flexi-time schedule in reporting for work.”

For the Authority, the following sliding flexi-time schedules shall be adopted and implemented:

8:00am to 5:00pm – 8:15am to 5:15pm

8:15am to 5:15pm – 8:30am to 5:30pm

8:30am to 5:30pm – 8:45am to 5:45 pm

The Office Directors, however, shall observe the 9:00 a.m. to 6:00 p.m. core working hours. Furthermore, employees who provide frontline services such as the Office Secretary, Cashier, among others as may be determined by management shall observe the 8:00 a.m. to 5:00 p.m. core working hours.

At the start of the year, officers and employees are allowed to choose their work hours preference from the given flexi-time schedules for the entire year which is reported to the Civil Service Commission, annually. The flexi-time schedule is observed from Tuesdays to Fridays of each week. On Mondays, officials and employees are required to report at 8:00 in the morning for the conduct of the flag raising ceremony pursuant to Republic Act No. 8491.

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All personnel of the Authority are entitled to a 15-minute coffee break in the morning between 10:00 and 10:30 and another 15-minute coffee break in the afternoon between 3:00 and 3:30. The allotted time should be strictly observed to ensure that there shall always be personnel present in the offices/divisions.2 During Ramadan, all Muslim employees shall observe office hours from 7:30 in the morning to 3:30 in the afternoon without lunch and coffee breaks, as provided for in Section 3 of Presidential Decree No. 3223. However, this shall not apply to those who are not fasting. The work schedules may be adjusted provided that the concerned employee shall officially request/inform the Head of the Agency through his/her Office Director and Division Chief of such adjustment. The concerned employee is still required to render not less than eight (8) hours of work a day or 40 hours a week during the observance of the Ramadan.

Recording of Work Hours Rendered

Biometric Timekeeper. All personnel shall log in and out of the office using the biometric timekeeper installed at the office entrance. At the end of the month, the HRMD Unit will provide all staff a copy of the system-generated report or the Daily Time Record (DTR) which shall serve as the official record of the official hours rendered in the performance of the employees official functions. The DTR for the current month shall be submitted to the HRMD Unit within the first week of the succeeding month, complete with attachments like travel document, pass slip, leave of absence and other pertinent documents as may be required to establish proof of attendance. The completed DTR will be the basis for payroll preparation4, recording of leave credits and updating of related personnel records. Failure to submit DTR within the prescribed period may be a ground for withholding of salary and other emoluments. Security Guard Logbook. As a back-up to the record via biometric, the guard on duty maintains the time in – time out of employees through recording in the logbook. Absences. When you are going to be absent for any reason, you must notify your supervisor as soon as possible by speaking to her/him personally. Email or text message will allow you to inform your supervisor at any time, day or evening. However, a follow-up call must be made to speak directly to your supervisor.

Your job is important and we must make arrangements to handle your work load so we can continue to serve our clients and staff. Therefore, it is important to contact your supervisor personally. Upon return to work, permanent and temporary employees are required to complete a “Leave of Absence” form available at the HRMD Unit. Resignation and Termination. An employee resigning from the Authority must submit a notice in writing to the hiring authority thru the immediate supervisor, Office Director and Executive Director, at least 15 days before the effective date. Absence without a leave authorized by the immediate supervisor, or failure to report for work or failure to return from an approved leave without notifying the supervisor for a period of 30 consecutive working days will be considered a resignation without notice (refer to CSC rules)5. Such resignation will result in immediate termination, and will render the employee ineligible for rehire by the Authority. An Exit Employee Form, available at the HRMD Unit, shall also be filled up and signed by resigning employees.

2 MinDA Memorandum dated ___ April 2015 3 PD No. 322 4 COA Circular 5 CSC MC

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3.5.2 Tardiness

Tardiness. The CSC Law and Rules under Memorandum Circular No. 23, s. 19986 states that any employee shall be considered habitually tardy if he/she incurs tardiness, regardless of the number of minutes on the following instances:

Ten (10) times a month for at least two (2) months in a semester; or

Ten (10) times a month for at least two (2) consecutive months during the year

The sanctions provided by the law on this offense are as follows:

1st Offense - reprimand 2nd Offense - suspension for one (1) day to thirty (30) days 3rd Offense - dismissal

Undertime. Pursuant to CSC Law and Rules under Memorandum Circular No. 16, s. 20107, MinDA adopts and implements the following guidelines on undertime:

1. Any officer or employee who incurs undertime, regardless of minutes/hours, ten (10) times a month for at least two months in a semester shall be liable for Simple Misconduct and/or Conduct Prejudicial to the Best interest of the Service, as the case may be; and,

2. Any Officer or employee who incurs undertime, regardless of the number of minutes/hours, ten (10) times a month

for at least two (2) consecutive months during the year shall be liable for Simple Misconduct and/or Conduct Prejudicial to the Best Interest of the Service, as the case may be.

The sanctions provided by the law on this offense are as follows:

Simple Misconduct

1st offense – Suspension (1mo. 1 day to six months)

2nd offense - Dismissal

Conduct prejudicial to the best interest of the service

1st offense – Suspension (6mos. 1 day to 1 year)

2nd offense – Dismissal Half Day Absence. Pursuant to CSC Law and Rules under Memorandum Circular No. 17, s. 20108, MinDA adopts and implements the following guidelines on half day absence:

Any officer or employee who is absent in the morning is considered to be tardy and is subject to the provision on

Habitual Tardiness. Any officer or employee who is absent in the afternoon is considered to have incurred undertime, subject to the

provisions on undertime. 3.5.3 Pass Slip 3.5.4 Personnel Attendance Form

Use of Pass Slip and Personnel Attendance Form

6 CSC MC No. 23 s. 1998 7 CSC MC No. 16 s 2010 8 CSC MC No. 17 s 2010

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Pass Slip (PS). All personnel must secure a pass slip before going out of the office during regular working hours for official or personal purpose. A pass slip must be duly signed by the Division Chief/Supervisor or the OIC of the office in the absence of the immediate supervisors and must be presented to the guard before leaving the office. Corresponding minutes or hours spent for personal pass slips shall be deducted from the vacation leave credits of the concerned employee.

Personnel Attendance Form (PAF). The use of this form is allowed only when the employee fails to log in or log out of the office due to malfunction of the biometric device or during instances where the employee is within the office but attending a meeting or official function. When the employee is scheduled to attend an early meeting which requires him/her to proceed directly to the venue, he/she shall secure a duly-approved PAF the day before the scheduled meeting. The use of PAF for the reason “forgot to log in or log out” is discouraged at all times.

3.5.5 Attendance Monitoring Report.

The HRMD Unit is closely monitoring the punctuality and attendance of the employees. Monthly report is being generated as basis for rewards and sanctions.

3.6 Leave of Absence/Type of Leaves Leaves. In accordance with Rule XVI of the Omnibus Rules of the Civil Service Commission9 and other pertinent laws, regulations on Leave of Absence are hereby adopted: “Vacation and Sick Leave. All personnel, whether permanent or temporary, who render work during the prescribed office hours shall, after six (6) months of continuous, faithful and satisfactory service, be entitled to 15 days vacation and 15 days sick leave with full pay, exclusive of Saturdays, Sunday and public holidays, without limitation as to the number of days vacation and sick leave that they may accumulate. Vacation and sick leave shall be cumulative and any part thereof which may not be taken within the calendar year in which earned may be carried over the succeeding years. However, a five-day mandatory or forced leave10 each year is enforced by CSC to each employee otherwise this will be forfeited in a given year.

1. Vacation Leave refers to leave of absence granted to officials and employees for personal reasons, the approval of which is contingent upon the necessities of the service.

Conditions:

All officials and employees shall be required to go on vacation leave for a minimum of five (5) working days annually which need not be successive (forced leave). The mandatory annual 5-day vacation leave shall be forfeited if not taken during the year. However, in cases where the scheduled leave has been cancelled in the exigency of the service by the head of agency, the scheduled leave not enjoyed shall no longer be deducted from the total accumulated vacation leave.

Application for vacation leave of absence for one full day or more shall be submitted on the prescribed form for action by the authorized officials of the agency five (5) days in advance, whenever possible, from the effective date of such leave. Grant is discretionary on the part of the agency head. However, no limit of accumulation of earned vacation leaves.

2. Sick Leave refers to leave of absence granted only on account of sickness or disability on the part of the employee

concerned or any member of his immediate family.

Conditions:

Sick leave in excess of five (5) days shall be accompanied by a medical certificate.

Approval is mandatory if proof of sickness or disability is attached to the application.

Application should be filed immediately upon employee’s return from sick leave, however, notice of absence must be sent to the immediate supervisor and/or agency head.

9 CSC Omnibus Rules on Leaves 10 Mandatory or forced leave

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Maybe filed in advance if employee will undergo medical examination or operation or advised to rest in view of health reasons.

If duration does not exceed five (5) days, the agency head may determine whether granting sick leave is proper under the circumstances. In case of doubt, a medical certificate may be required.

No limit on accumulation.

Unreasonable delay in the action thereof without justifiable reasons shall be a ground for appropriate action against the official concerned.

3. Five (5) Days Forced/Mandatory Leave (FL)

Employees with ten (10) days or more vacation leave shall be required to go on vacation leave whether continuous or intermittent for a minimum of five (5) working days annually.

Forced leave shall be forfeited if not taken during the year. However, if the Secretary cancelled the scheduled leave in the exigency of the service, the same shall no longer be deducted from the total accumulated vacation leave.

Those with accumulated vacation leave of less than ten (10) days shall have the option to go on forced leave or not. However, officials and employees with accumulated vacation leave of fifteen (15) days who availed of monetization for ten (10) days resulting in five (5) days vacation leave, shall still be required to go on forced leave.

4. Rehabilitation Leave. CSC-DBM Joint Circular No. 1, s.200611 provides that officials and employees may be entitled

to the Rehabilitation Privilege for a maximum period of six (6) months for wounds and /or injuries sustained while in the performance of official duties. The duration, frequency and terms of availing of the privilege shall be based on the recommendation of medical authority. Hence, availing of the privilege may be for less than 6 months, or may be on a half-time basis or an intermittent schedule as determined by medical authorities provided that the cumulative total period of availing of the privilege will not exceed six (6) months. Conditions:

RL will not be charged against SL or VL

Those on such RL do not earn leave credits

Entitled to regular benefits except RATA

Reimbursement of first aid expenses but not to exceed Php5,000 and subject to availability of funds

Must be filed within one week from the time of accident

Written concurrence of a government physician shall be obtained

5. Maternity Leave. Women who have rendered an aggregate of two (2) or more years of service shall, in addition to the vacation and sick leave, be entitled to maternity leave of 60 days with full pay. For those who have rendered less than two (2) years of government service at the time of the enjoyment of maternity leave, the computation of their maternity leave pay shall be proportionate to their length of service.

Pregnancy: Period between conception to delivery or birth of a child. Miscarriage is within the period of pregnancy Other provisions on the granting of maternity leave:

Maternity Leave cannot be deferred but it should be availed of either before or after the actual period of delivery in continuous and uninterrupted manner.

Shall be granted at every instance of pregnancy irrespective of its frequency.

May be granted if delivery occurs not more than 15 days after termination as her right thereto has already accrued

Can be availed of despite of pendency of an administrative case

Can be availed of even on an extended leave without pay

11 CSC-DBM Joint Circular No. 1, s.2006

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Availee may be allowed to report back to duty before the expiration of the ML provided she presents a medical certificate that she if physically and mentally fit to assume the duties of her position.

6. Paternity Leave. Republic Act No. 818712 grants paternity leave of seven (7) days with full pay to all married male

employees in the private and public sectors for the first four (4) deliveries of the legitimate spouse with whom he is cohabiting. It is non-cumulative and strictly non-convertible to cash. May be enjoyed in a continuous or intermittent manner immediately before, during and after child birth or miscarriage

7. Special Privilege Leave13. All officials and employees may avail of a maximum of three (3) days special leave

privileges annually over and above the vacation, sick, maternity and paternity leaves to mark personal milestones and/or attend to filial and domestic responsibilities.

8. RA 9710 s. 201014 and CSC MC 25 s. 201015. Leave for female employees with women’s diseases supported by a

medical certificate that she needs to go on leave. It is granted for a maximum of two (2) months, provided she has rendered at least six (6) months aggregate service in any or various government agencies for the last twelve (12) months prior to undergoing surgery for gynecological disorder. The special leave may be availed for every instance of gynecological disorder requiring surgery

Gynecological Disorder – refers to disorders that would require surgical procedures such as, but not limited to dilatation and curettage and those involving female reproductive organs such as the vagina, cervix, uterus, fallopian tubes, ovaries, breast, adnexa and pelvic floor, as certified by a competent physician.

9. Solo Parent. Republic Act No. 8972 or the Solo Parents Welfare Act of 200016 grants parental leave of not more than seven (7) working days every year to any solo parent employee who has rendered service of at least one (1) year.

10. Republic Act No. 9262 or the Anti-Violence Against Women and Their Children Act of 200417 grants a ten-day paid

leave of absence to any woman employee in the government service regardless of employment status, who is a victim of violence as defined under Section 3 of the Act or any woman employee whose child is a victim of violence as defined therein and whose age is below eighteen (18) or above eighteen (18) but unable to take care of himself/herself.

11. Compensatory Time-Off (CTO) refers to the number of hours or days an employee is excused from reporting for

work with full pay and benefits. It is a non-monetary benefit provided to an employee in lieu of overtime pay (CSC-DBM Joint Circular No. 02-04)18. Compensatory Overtime Credit (COC) refers to the accrued number of hours an employee earns as a result of services rendered beyond regular working hours, and/or those rendered on Saturdays, Sundays, Holidays or scheduled days off without the benefit of overtime pay.

Each employee may accrue not more than forty (40) hours of COCs in a month. In no instance, however, shall the unexpended balance exceed one hundred twenty hours (120) hours.

The COCs should be used as time-off within the year these are earned. The unutilized COC should not be carried over in the ensuing year, hence, are non-cumulative.

The COCs cannot be used to offset undertime/s or tardiness incurred by the employee during regular working days.

The COCs earned cannot be converted to cash, hence, are non-commutative.

The COCs will not be added to the regular leave credits of the employee. Hence, it is not part of the accumulated leave credits that is paid out to the employee.

In cases of resignation, retirement, or separation from the service, the unutilized COCs are deemed forfeited.

12 Republic Act No. 8187 13 SPL 14 RA 9710 - 15 MC 25 s 2010 - 16 Republic Act No. 8972 17 RA 9262 18 CSC Circular on CTO

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In case of detail, secondment or transfer to another agency, the COCs earned in one agency cannot be transferred to another agency, nor could the employee receive the monetary equivalent thereof.

In case of promotion, except when promoted to a position not qualified to receive overtime pay under previous issuances, the employee will retain his or her accrued COC.

An employee who has earned COC shall be granted a Certificate of COC Earned duly approved and signed by the Head of Office. The certificate indicates the number of hours of earned COC by the employee in a month. The certificate would be issued at the end of each month.

The CTO may be availed of in blocks of four (4) or eight (8) hours. Agencies adopting alternative work schedules should make parallel adjustments in the availment blocks, tantamount to either a half or full day leave from work.

The employee may use the CTO continuously up to a maximum of five (5) consecutive days per single availment, or on staggered basis within the year.

The employee must first obtain approval from the head of the agency/authorized official regarding the schedule of availment of CTO. The management shall accommodate, to the extent practicable, all applications for availment of CTO at the time requested by the employee. In the exigency of the service, however, the schedule may be recalled and subsequently rescheduled by the Head of the Office/authorized official within the year.

12. Terminal Leave19

Applied for by those who intends to severe his connection with his/her employer

Filing requires employee’s resignation, retirement or separation from service

Application shall be sent to agency head for approval 13. Maternity/Paternity Leave for Adoptive Parents (CSC Resolution No. 020515, RA 8552)20. This is granted to provide

an opportunity for the child and adoptive parents to develop a bonding similar to that between biological child and his/her parents.

Conditions:

Provided the child is still below seven (7) years old

Availee must have rendered at least one year of government service, whether continuous or broken

Not convertible to cash unless specifically agreed upon previously

It may be availed of on staggered or continuous basis subject to approval of head of agency

Application must be submitted at least one week prior to availment except on emergency cases

It will be forfeited if not availed of within the calendar year

Application must be supported by the following: (1) solo parent ID issued by City/Municipal Social Welfare and Development Office; (2) birth certificate of child or children; (3) other requirements such as medical certificate

Approval is mandatory provided it is in order

Non-approval without justifiable reasons shall ground for appropriate action against the official concerned

14. Study Leave (MC 21 s. 2004)21. Granted to help employees prepare for bar, board examinations or complete their master’s degree and to develop a mass of competent and efficient employees that will redound to the improvement in the delivery of public services.

Conditions:

Maximum period: six months for bar/board examinations, 2.5 years for master’s degree and three (3) years for doctoral degree

Requirements: (1) A graduate of Bachelor’s degree

19 Terminal Leave 20 RA 8552 21 MC 21 s 2004

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15. Special Emergency Leave – 5-day leave granted to those employees directly affected by natural calamities and disasters.

Elections – Day Allowance for Voting22 - Any person entitled to vote in an election (i.e. local and national) will be granted paid leave from work on the day of the election.

3.7 Employees Salaries and Benefits

Payroll Information

1. Pay Days. Salaries are paid thru the employees LBP account on a bi-monthly basis, every 15th and 30th day of the

month. If payday falls on a Saturday or a Holiday, the payday shall be the preceding workday. 2. E-payroll system. Direct deposit information is available in the e-payroll slip that will be sent thru your respective

MinDA email account.

Deductions

Some deductions from your pay are mandatory, while others are voluntary. Mandatory deductions include government income tax (withholding) and PHIC, GSIS, HMDF contributions. The amount of income tax withheld from your gross earnings depends upon your salary and how many dependents you are entitled to claim each year. Voluntary deductions requiring your authorization include your health, dental, accident and life insurance premiums, loans from GSIS and HMDF. The amount of other deductions depends upon the commitment you wish to make or the mandated minimum monthly amortization. 1. Mandatory Deductions – The Finance Division shall be responsible for the mandatory deductions from the payroll of all

officials and employees. The mandatory deductions include but not limited to the following:

a. Income tax b. GSIS employee share c. PHIC employee share d. HMDF employee share e. Employees loans from GSIS and HMDF

2. Other Deductions – This may be considered on a case-to-case basis as may be approved by management and as allowed

by government oversight agencies.

3.8 Performance Review and Evaluation

Performance Review and Evaluation is the third phase where office and individual performances are assessed on a bi – annual (twice a year) basis based on the set Outcomes, Strategic Actions, Major Final Outputs, PAPs, Performance Indicators

22 Day allowance for voting during elections

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and Targets as reflected in the Office Performance Commitment and Review and Individual Performance Commitment and Review forms.

The last phase is Performance Rewarding and Development Planning. This phase aims to recognize and reward exemplary performance at the end of the performance period and it also provides an opportunity for dialogue between the individual and the supervisor regarding necessary developmental interventions that will help improve performance.

At the core of the MINDA SPMS is Coaching. It involves continuing dialogue and feedback between supervisor and employee, wherein they become partners in drawing up and executing plans, bridging gaps, assessing accomplishments and ultimately improving performance.

Guidelines:

1. The Performance Review is an objective review of your performance based upon previously agreed-to-standards for your job.

2. The Performance Review deals only with job related information. 3. Notes are kept by your supervisor on a continuing basis during each review period relating to both deficiencies and

accomplishments.

Evaluation of Employees: The agency's management reviews employees in two general areas; performance of major duties and responsibilities and contributing factors (i.e. behavioral aspect). Inspection of the Performance Review form will help in understanding the two (2) areas. Job functions are specific to a given position in the agency; contributing factors are applicable to all positions in the agency. Performance evaluation shall be done semi-annually. However, if there is a need for a shorter or longer period, the minimum appraisal period is at least ninety (90) calendar days or three (3) months while the maximum is no longer than one (1) calendar year.

Method of Review:

You are notified prior to a scheduled Performance Review to provide an opportunity for candid exchange about the particular job and all it entails, and also on other aspects of your situation that may also have an effect on performance and potential progress in the salary scale or agency hierarchy. You are provided a copy of the Performance Review Form and asked to complete it. A meeting between you, your Division Chief and/or the Office Director is held to allow all parties to critique the documentation of the review. At this time, all of you will try and reach an agreement as to the conclusions of the review and any future actions that have to be taken. If training is decided upon, its character and schedule is established; if performance improvement is the outcome, the needed remedial action is determined. If advancement is planned, its schedule and direction is established. You may be advised that performance is acceptable and no other action is required. At the conclusion of the final meeting or any brief adjournment of it, all parties "sign off" on the final Performance Review Form. If you do not agree with the evaluation, you will still be asked to sign the form acknowledging that you received it. You may, however, write a rebuttal covering any areas of disagreement.

Follow-Up:

Both management and you must follow through to ensure that what was planned and agreed to for the future in the review actually is achieved within the appropriate timeframe. If some reason for modification of the plan should arise,

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such as changes in business conditions, an agreement as to how to accommodate the conditions, etc., continues throughout the interim period to the next formal Performance Review.

Performance Rating Guidelines. Below is the description or definition of each performance category based on MInDA’s

SPMS.

Performance Category Definition

Quantity The number of the targets set.

Quality/Effectiveness The extent to which actual performance compares with targeted performance. The degree to which objectives are achieved and the extent to which targeted problems are solved.

Efficiency/Timeliness The extent to which time or resources is used for the intended task or purpose. Measures whether targets are accomplished with a minimum amount or quantity of waste, expense, or unnecessary effort. Measures whether the deliverable was done on time based on the requirements of the law and/or clients/stakeholders. Time-related performance indicators evaluate such things as project completion deadlines, time management skills and other time-sensitive expectation

There shall be five-point rating scale (1-5), 5 being the highest and 1 is the lowest.

Rating Numerical

Adjectival

Description

5 Outstanding Performance represents an extraordinary level of achievement and commitment in terms of quality and time, technical skills and knowledge, ingenuity, creativity and initiative. Employees at this performance level should have demonstrated exceptional job mastery in all major areas of responsibility. Employee achievement and contributions to the organization are of marked excellence.

4 Very satisfactory Performance exceeded expectations. All goals, objectives and targets were achieved above the established standards.

3 Satisfactory Performance met expectations in terms of quality of work, efficiency and timeliness. The most critical annual goals were met.

2 Unsatisfactory Performance failed to meet expectations, and/or one or more of the most critical goals were not met.

1 Poor Performance was consistently below expectations, and/or reasonable progress toward critical goal was not made. Significant improvement is needed in one or more important areas.

Rating scale for specific set of measures shall be determined by the respective office/organizational units subject to the approval of the Head of Agency thru the Performance Management Team. In the event that a staff is transferred to another office within the rating period, the former and current supervisors will both involve in the rating.

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Probationary Period

Every employee must successfully complete an initial probationary period of at least six (6) months. This initial probationary period is the first part of the employment process and is customary employment practice.

During your probationary period, your supervisor will help you become familiar with your duties and responsibilities. Your attitude toward your work, your efficiency, and the quality of your work and willingness to accept responsibility will be observed. The probationary period will enable your supervisor to determine your ability to do your job. It also lets you decide whether you wish to continue in the service of the Authority.

The probationary period is no less than six (6) months. After successful completion of the probationary period, you become a permanent employee in the Authority. However, a supervisor may recommend the termination of an employee on probation if it is determined the employee is unable or unwilling to perform the requirements of the job. Moreover, if at any time during the probationary period it is determined that an employee’s conduct does not merit further observation, the supervisor may recommend termination. There is no appeal of a termination during the probationary period.

Purposes of Performance Ratings

1. Performance ratings shall be used as basis for promotion, training and scholarship grants and other personnel actions.

Employees with Outstanding and Very Satisfactory performance ratings shall be considered for the above-mentioned personnel actions and other related matters.

2. Security of tenure of those holding permanent appointments is not absolute but is based on performance. Employees

who exhibited “unsatisfactory” or “poor” performance during the first half of the rating period shall be provided appropriate developmental interventions by the Office Director and Supervisor (Division/Unit Head), in coordination with the HRMD Unit, to address competency-related performance gaps. If after advice and provision of developmental intervention, the employee still obtains two (2) consecutive “Unsatisfactory” ratings or one (1) “poor” performance rating for the immediately succeeding rating period, he/she may be dropped from the rolls. A written notice/advice from the Office Director at least three (3) months before the end of the rating period is required.

3. The PMT shall validate the outstanding performance ratings and may recommend concerned employees for

performance-based awards. Grant of performance-based incentives shall be based on the final ratings of employees as approved by the MinDA Chairperson.

4. Officials and employees who shall be on official travel, approved leave of absence or training or scholarship programs

and who have already met the required minimum rating period of 90 days shall submit the performance commitment and rating report before they leave the office. For purposes of performance-based benefits, employees who are on official travel, scholarship or training within the rating period shall use their performance ratings obtained in the immediately preceding period.

5. Employees who are on detail or secondment to another office shall be rated in their present or actual office, copy

furnished their mother office. The ratings of those who were detailed or seconded to another office during the rating period shall be consolidated in the office, either the mother (plantilla) office or present office where the employees have spent majority of their time during the rating period.

3.10 Awards and Recognition

3.10.1 PRAISE

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Program on Awards and Incentives for Service Excellence. In line with the Revised Policies on Employee Suggestions and Incentive Awards System (ESIAS) provided under CSC Resolution No. 01011223 and CSC MC No. 01 S. 200124, the Mindanao Development Authority (MinDA) adopts the Program on Awards and Incentives for Service Excellence (PRAISE) to be referred to as MinDA PRAISE. Program on Awards and Incentive for Service Excellence (PRAISE) Committee - The MinDA PRAISE Committee shall be responsible for the development, administration, monitoring and evaluation of the awards and incentives system of the agency. The head of agency or authorized representative shall be responsible in overseeing the System’s operations and the Human Resource Management Unit shall serve as the System’s Secretariat.

3.11 Offense and Sanction

Standard of Conduct. Below are the major categories of offenses in the government service, based on existing laws.

OFFENSES NATURE OF OFFENSES JURISDICTION

Graft and Corruption Criminal

Administrative

Sandiganbayan

PAGC

Ombudsman

Dishonesty

Falsification of Documents

Misconduct

Conduct Prejudicial to the Best Interest of the Service

Administrative Ombudsman

CSC

Concerned Agency

Violations of the Code of Conduct

Administrative Ombudsman

CSC

Violations of Anti-Red Tape Act

Criminal

Administrative

Ombudsman

CSC

Sexual Harassment

It is the policy of the Authority to maintain a work environment free of unlawful discrimination for all employees. Sexual harassment is unacceptable conduct which violates this policy. Sexual harassment encompasses a wide range of unwanted, sexually directed behavior and has been defined in the following manner: Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitute sexual harassment when:

a. submission to such conduct is made, either explicitly or implicitly, a term or condition of an individual's employment;

b. submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting such individual; or

23 CSC Resolution: Program on Awards and Incentives for Service Excellence (PRAISE) Revised Policies on Employee Suggestions and Incentive Awards System

(ESIAS), 10 January 2001 24 CSC Memorandum Circular on PRAISE

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c. such conduct has the purpose or effect of unreasonable interference with an individual's work performance or creates an intimidating, hostile or offensive working environment.

Sexual harassment applies to the conduct of a supervisor toward a subordinate or vice versa, an employee toward another employee, a non-employee toward an employee, or an employee toward an applicant for employment or an employee toward a client. Sexual harassment can apply to conduct in and outside the workplace. Employees who wish to register a complaint may do so through the Human Resources Unit.

Discipline and Dismissal

Supervisors are responsible for maintaining the proper job performance level, conduct and discipline of the employees under their supervision. When corrective action is necessary, the supervisor should administer disciplinary action at the step appropriate to the infraction, conduct or performance, as determined by the supervisor. There are several degrees of severity of offenses which require different disciplinary measure. It is preferred that disciplinary action should be taken only after a conference between the supervisor and the employee, and with the advice of the Head of HR Unit. The usual disciplinary sequence would be based on RRACS procedures:

a. Reprimand thru Verbal warning, during a conference, followed by; b. Reprimand thru Written warning, presented to the employee at a second conference, with a copy to the employee's

personnel file, followed by; c. Suspension from work without pay (number of days is contingent on violations as cited in the RRACS, followed by; d. Dismissal or dropping from the rolls.

Suspension or dismissal may result at the first step in the disciplinary procedure for more serious offenses, as determined by the proper authorities with due notices and upon the recommendation of the supervisor. Disciplinary action, including termination of employment, may result from any one of the following circumstances that prove to be detrimental to the operation of the Authority.

3.12 Personnel Mechanisms

3.12.1 Personnel and Selection Board

Personnel Selection Board (PSB). The PSB is responsible for the selection process of applicants to fill-up vacant positions whether through promotions, lateral transfers or original appointments. 3.12.2 Gender and Development Committee Gender and Development (GAD) Committee - The Committee shall assume the following functions in accordance with Rule IV, Section 8 (c) (7) and Section 9 of the "IRR for Sections 2, 3 and 4 of the Republic Act No. 7192" approved under NEDA Board Resolution No. 35, Series of 1992:

1. Formulate policies on Gender mainstreaming In projects/programs development planning; 2. Advise the MinDA management on matters concerning gender issues; 3. Promote partnership on gender and development with donors/foreign lending institutions and NGOs to provide

support through grants on capability building, operational tools and technical assistance; 4. Coordinate and liaise with other government agencies in the implementation of Gender-related programs/projects;

and, 5. Develop monitoring and evaluation indicators on implementation and compliance on gender-related policies.

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Committee on Decorum and Investigation

4. Committee on Decorum and Investigation - The Committee shall have the following functions: (1) Receive complaints of sexual harassment; (2) Investigate sexual harassment complaints in accordance with the prescribed procedure; (3) Submit a report of its findings with the corresponding recommendation to the disciplining authority for decision; and, (4) Lead in the conduct of discussions about sexual harassment within the office to increase understanding and prevent incident of sexual harassment. The Committee shall be composed of at least one (1) representative each from the management, the accredited union, if nay, the second level employees, and from the first level employees, duly selected by the unit concerned.

5. The complaint may be filed with the disciplining authority of the agency or with the CODI. Upon receipt of the complaint by the disciplining authority, the same shall be transmitted to the CODI. A preliminary investigation shall be conducted by the CODI. The CODI shall examine all documents submitted by the complainant and the person complained of, as well as documents readily available from other sources. The parties may submit affidavits and counter-affidavits. All proceedings before the CODI shall be held under strict confidentiality. Upon receipt of the counter-affidavit or comment under oath, the CODI may recommend whether a prima facie case exists to warrant the issuance of a formal charge.

3.12.4 Committee on Grievance

Grievance Machinery (GM). The GM is a system established to determine and find the best way to address specific cause/s or cases of a grievance which had been expressed verbally or in writing and which, in the aggrieved employee’s opinion, has been ignored or dropped without due consideration. Cases and issues being handled by the GM include: (1) Non – implementations of policies, practices and procedures on economic and financial issues and other terms and conditions fixed by law; (2) Non – implementation of politics , practices and producers which affect you from recruitment to promotion, detail, transfer, retirement, termination, lay- offs, and other related issues; (3) Physical working conditions; (4) Interpersonal relationship and linkages; (5) Protest on appointments; and, (6) All other matters giving rise to your dissatisfaction.

3.12.5 Wellness and Sports Committee

Health and Wellness Committee.

This Committee shall be responsible for ensuring work balance thru the holding of sports and wellness activities every Friday afternoon. A sports festival and other associated activities shall also be held at least once a year. The budget shall be taken from the cultural and sports allocation in the general appropriations act.

3.12.6 Employees Cooperative

Employees Cooperative – It is a membership organization set up to market the labor and skills of its members through owning a business. It is owned by the members. Each member has one voting share. Its profits are allocated among the members on the basis of how much labor they put into the co-op. In co-ops, financial ownership is separated from share ownership, and each member has an internal account which holds his/her financial interest in the co-op. Employees will work for a period before becoming eligible to become voting members and owners. Members pay a membership fee, which may be smaller or larger depending on the capitalization needs of the cooperative. In return for the payment of the membership fee, the member receives a voting share. Future employees will also have the opportunity to become members and owners after a probationary period. Members receive the Articles of Incorporation and the Bylaws of the cooperative. The basic procedures for the co-op are laid down in the articles of incorporation and bylaws. Members elect the board of directors on a

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one-person, one-vote basis. There’s an annual membership meeting for all co-op members, and regular and special meetings may be called.

4.8 Library Services

Rules and Regulation in Borrowing and Returning Library Materials 1. Borrowing Library materials 1.1. For MinDA Staff Staff should fill-up the Borrower’s and the book cards. Staff is allowed to borrow books for home use. If books/documents

have an electronic copy, the staff can directly download/save it. 1.2. For Walk-in/Outside Clients Client should present any valid ID and fill-up the Monitoring Library User’s form. Client is not allowed to borrow books for

home use, for photocopy only. If books/documents have an electronic copy, the client can directly download/save it. 2. Returning Library materials

2.1. For MinDA Staff Upon returning the book, Librarian will check the condition of the book and clear the Borrower’s and Book cards.

2.2. For Walk-in/Outside Clients Upon returning the book, Librarian will check the condition of the book, clear the Monitoring Library User’s form and

return the ID to the client. 3. Fines/Penalties

3.1 For lost book acquired through purchase, staff should replace it with the same title, author & copyright date.

3.2 For lost book acquired through gifts/donations, staff should replace any title but with related topic.

Section 5: Records Management

Legal Framework (NAP Law)

RA 9470 PRIMER

SCOPE, INTERPRETATION AND OBJECTIVES

1. What is Republic Act 9470? Republic Act 9470. Otherwise known as the “ National Archives of the Philippines Act of 2007”, is an Act to strengthen the system management and administration of archival records, establishing for the purpose of the National Archives of the Philippines, and for other purposes.

2. What is the constitutional state policy which was the main basis of this Act? The pursuit, conservation and promotion of the Filipino cultural heritage and resources including the documentary records of Filipino culture, history and governance.

3. What is the National Archives of the Philippines? The National Archives of the Philippines (NAP) is a national government agency attached to the National Commission and the Arts, responsible for the implementation of the objectives and provisions of the Republic Act 9470. It is also the official repository of public records and archives where they are preserved, conserved and made available to the public.

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4. What are the purposes of this Act? - Strengthen the existing system of management of public records and administration of government archives - Mandate government accountability to ensure that full and accurate records of the affairs of the national and

local government units are maintained and preserved - Enhance public confidence in the integrity of public recordkeeping and management - Ensure accessibility of public records relevant to the promotion and preservation of Philippine cultural heritage - Support the safekeeping of private records with archival value

5. Who are covered by this Act? All heads, officials and employees of all branches of government, whether national or local, constitutional offices, government-owned and/or controlled corporations, government financial institutions, state/local universities and colleges, Philippine embassies, consulates and other Philippine offices abroad.

6. What records are covered under this Act? All public records and public archives including private collections.

7. What are “Public Records”? “Public Records” refers to records or classes of records, in any form, in whole or in part, created or received by a government agency in the conduct of its affairs, and have been retained by that government agency or its successors as evidence or because of the information contained therein.

8. What are “Public Archives”? “Public Archives” refers to public records that are under the custody and control of the NAP Executive Director.

9. What are “Private Collections”? “Private Collections” refers to an artificial accumulation of materials by private individual or institution.

10. What programs and activities of government offices are covered under this Act? Records Management and Archives Administration

11. What is records management? Records management refers to the managerial activities involved with respect to records creation, records maintenance and use, transmission, retention and records disposition in order to achieve adequate and proper documentation of policies and transactions of government for its efficient, effective and economical operation.

12. What is Archives Administration? Archives Administration refers to the professional management of an archival institution through the application of archival principles and techniques.

13. What is a Records and Archives Management Program? A Records and Archives Management Program is a planned, coordinated set of policies, procedures and activities needed to manage records and administer archives in the various government agencies including local government units.

14. Why should government offices and LGUs develop their own Records and Archives Management Program? - It contributes to the smooth operation of the agency’s programs by making the information needed for decision making and operations readily available - It helps deliver services in a consistent and equitable manner - It facilitates effective performance throughout the agency - It allows quicker retrieval of documents from file - It improves office efficiency and productivity - It provides continuity in the event of a disaster

15. What are the key recordkeeping requirements of this Act that all government offices and LGUs should comply with? - Create and maintain in accessible form full and accurate records of the affairs until disposition authorized

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- Prohibits the disposition of public records and protected records except with the authority of the NAP Executive Director, unless another Act requires disposal of public records or protected records.

MANAGEMENT OF PUBLIC RECORDS

16. What are the specific recordkeeping requirements of this Act that all government offices and LGUs should comply with? - Establishment of Archives and Records Office/ Unit - Conduct of Inventory of Public Records - Establishment of Records Disposition Schedules - Authorized Disposition of Public Records - Transfer of Public Records - Inclusion in the System of Registration and Accreditation

17. What shall be the functions of the Archives and Records Office? The Archives and Records Office shall plan, formulate and implement a records management and archival administration program for the efficient creation, utilization, maintenance, retention, storage, preservation, conservation and disposal of public records including the adoption of security measures and vital records protection program for the agency.

18. Who shall be in-charge of the Archives and Records Office? Each government agency shall appoint qualified Records Officers and Archivists in coordination with the Department of Budget and Management and the National Archives of the Philippines.

19. What is records inventory? It refers to a descriptive listing of the record holdings by record series indication its specific location, inclusive dates and volume in cubic meters; conduct of related activities to locate, identify, describe, count, and measure all records in the office and storage areas including all loose and bound papers, microforms, optical disks, and magnetic tapes and disks.

20. What is a Records Disposition Schedule? Records Disposition Schedule (RDS) refers to a listing of record series by organization showing, for each records series by organization showing, for each records series the period of time it is to remain in the office area, in the storage area, and its preservation or destruction.

21. Why should government agencies and LGUs develop RDS? - To ensure the adequate, proper, effective and economical management of public records - To serve as the basis in implementing the following agency disposition actions:

a. Preservation and conservation of permanent and archival records b. Retention of records which have not yet passed the prescribed retention periods c. Transfer of records to agency storage area or NAP Record Centers d. Transfer of archival records to the Archives Collection and Access Division of th national Archives of the

Philippines/ Regional Archives e. Disposal of valueless records upon written authority/approval from the Executive Director of the National

Archives of the Philippines

22. What is an Agency Records Disposition Schedule? An Agency Records Disposition Schedule governs the disposition of all records of a particular government office.

23. What is a General Records Disposition Schedule? A General Records Disposition Schedule prescribes the disposition of public records common to all government offices.

24. What are the records disposition actions that need authority from NAP? The NAP through its Executive Director shall authorize in writing the following:

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- Transferring control of the public records to another government office - Transferring control of the public records to the NAP Executive Director - Destroying the public records; or selling the public records

25. What is transfer of public records? Transfer of public records refers to the systematic movement of records out of high cost office space and equipment to less expensive storage area or NAP Records Center.

26. What are the provisions on transfer of public records? Heads of government offices shall cause the transfer of the following public records from their control and custody to the National Archives of the Philippines: - Archival materials or collections which are more than thirty (30) years old and which the owning government

office can no longer maintain and preserve - Non-current public records which are adjudged by the NAP Executive Director to be permanent and with

enduring value - Public records of abolished or defunct government offices unless otherwise provided by law that a government

agency shall take over the responsibilities for those public records - Non-current public records of a government office that has thirty (30) years or more retention periods.

27. What is Records Disposal?

Records Disposal is removing valueless records from existing agency files or storage areas and getting rid of them by selling by landfill, by shredding or by any other way of destroying them.

28. What is the governing rule on the disposal of public records? No government department, bureau, agency and instrumentality shall dispose of, destroy or authorize the disposal or destruction of any public records, which are in the custody or under its control except with the prior written authority of the Executive Director of the National Archives of the Philippines.

29. How will a government agency/office dispose of their records? The government office shall request for authority to dispose records to the National Archives of the Philippines until such time it was appraised and evaluated by Records Management Analyst and approved by the Executive Director. The NAP Executive Director will notify the concerned office regarding the prompt and proper disposal records.

30. What are the recordkeeping requirements of this Act? - Establishment of Agency Storage Areas - NAP Approval of Repositories - Protected Records of Local Governments - Preservation and Conservation of Records

31. What is an agency storage area?

It refers to a repository managed and operated by each government office concerned. They shall be responsible for the maintenance and preservation of public records under the custody and control of each government office.

32. What is an approved repository? It refers to appropriate archives such as a museum, a library, another archive or a local government repository which the NAP Executive Director approved as repository.

33. What are protected records? Protected records refers to local government records containing data that are important from economic, social, political, legal, national security, scientific, cultural, technological, or other aspects, which are indispensable for the research of historical past, for becoming acquainted with and understanding it, and/or for the continuous fulfillment of public duties and the realization of citizens’ rights, which are not or only partially available from other sources.

34. How does local government records become protected records?

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The NAP Executive Director, by notice in the Official Gazette made after consultation with the local government concerned, declare that a local government record is a protected record.

35. What is the duty of every Local Government Unit in handling protected records? - It is the duty of the local government unit to provide adequate protection and preservation of protected record

it holds, in accordance with the applicable standard or instruction issued by the NAP Executive Director. - The LGU shall not dispose of protected records unless it has:

a. Notified in writing the NAP Executive Director of its intention to dispose of the protected records; b. Identified the protected records concerned; and c. Specified how it intends to dispose the protected records

36. Can the LGU transfer the protected records to the custody of NAP?

Yes. The LGU can transfer the protected records subject to the conditions agreed by the Head of an LGU and NAP Executive Director.

37. What is preservation? Preservation refers to the process of managing resources to ensure the protection of historical and cultural materials. It encompasses a host of policies, procedures, and processes that together sustain access and mitigate further deterioration to the materials.

38. What is conservation? Conservation refers to the physical treatment of collection materials.

39. What are the mandatory recordkeeping practices that prescribe and monitor compliance with this Act? - Publication of Standards - Inspection of Recordkeeping Practices - Annual Report on Recordkeeping Practices - Records Management Audit

40. What are the standards? Standards refers to the circulars and orders issued by the NAP Executive Director pursuant to the provisions of RA 9470.

41. When does a standard become effective? All standards issued by the NAP Executive Director become effective ninety (90) days after publication in the Official gazette or in a newspaper of general circulation.

42. What recordkeeping practices are covered by inspection? The system and procedure of maintaining, including the storage or condition, of such public records that are under the possession, custody or control of that office.

43. What public records are exempted from inspection? - Those that carry security classification - Those that are restricted by other legislation

44. What reports are required under this Act?

- Agency heads, upon notice by the NAP Executive Director, shall submit reports on: a. Specified aspects of its recordkeeping practices b. Public records that it controls

- NAP report on the state of recordkeeping within government offices

45. To whom shall the report be submitted? - The head of agency shall submit report to the NAP Executive Director - The NAP Executive Director shall make an annual report to the President - The said report shall be furnished to the Congress

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46. What is Records Management Audit?

Records Management Audit is the periodic inspection of the records holdings of government offices, whether national or local, in which all heads of government offices have the duty to grant access to all its records for audit purposes.

47. When will it be conducted? It will be conducted after five (5) years from the effectivity of this Act and every five (5) years thereafter.

ADMINISTRATION OF PUBLIC ARCHIVES

48. What is archives? Archives refer to: - The non-current records of an organization or institution, which by their nature and characteristic have enduring

archival value, that have been selected for permanent preservation; - The place (building/room/storage area) where archival materials are kept and preserved; and - An organization (or part of an organization) whose main function is to select, collect and preserve archival

records and make such record available for public use

49. What are the primary objectives of an archival program? - To identify and to select records for permanent preservation - To ensure their accessibility through finding aids and providing reference services - To arrange and to classify every record holdings

50. What records are considered permanent? Permanent records are those with enduring value and classified in the Records Disposition schedule that have been selected for permanent preservation.

51. What other records shall be deposited to the National Archives of the Philippines? - Complete copies of as-built drawings and specifications including architectural and engineering plans for all

buildings and other public works that are built on state property, including alteration thereof. - A copy of original deeds of all government-owned properties. - A copy of annual reports, publications, rules and regulations of all government offices.

52. What are the classifications of public records in terms of determining its access status?

- Open Access Records - Restricted Access Records

53. How does Open Access Records differ from Restricted Access Records? Open Access Records refers to public records that have been in existence for at least thirty (30) years or have been transferred under the custody and control of the NAP Executive Director and local government archives that are no longer in use, or have been in existence for at least thirty (30) years while Restricted Access Records refers to records which access have been restricted because there exists a legal impediment and/or standard or advice issued by the NAP Executive Director.

54. What are the grounds in determining access status? In classifying the access status of public records, the head of the controlling government office shall consider existing rules and regulation on classified records, necessity, relevance and the legal impediments affecting the official transaction of the office.

55. Can Open Access Records be changed to Restricted Access Records and vice versa? Yes, a public records subject to a restriction becomes an open access records on the withdrawal of the restriction on public access to a public records shall be noted in the public access registry.

56. What is Public Access Registry?

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It refers to public access register containing prohibition and restriction on the unauthorized disclosure and access of information in any public records.

57. What should comprise the system of registration and accreditation? - The mechanism for updating public archives of recent methods - Techniques and procedures in records management - Annual reportorial requirements of their archival holdings

OFFENSES AND PENALTIES

58. When does a person commit an offense under RA 9470? A person who commits any of the following shall be deemed to have committed an offense under RA 9470: - A person who willfully or negligently damages a public record - A person who disposes of or destroys a public record in violation to the provisions of RA 9470 - A person who contravenes or fails to comply with any provision of RA 9470 or any regulations made under said

Act

59. What are the penal provisions for any violation committed under RA 9470? - Any public officer committing any of the unlawful acts or omissions mandated under this Act shall be punished

by: a. Fine of not less than Five Hundred Thousand Pesos (Php 500,000) but not exceeding One Million Pesos (Php

1,000,000.00) b. Imprisonment for not less than five (5) years but not more than fifteen (15) years c. Both fine and imprisonment d. Perpetual disqualification from public office e. Forfeiture, in favour of the government, of his/her salary and other lawful income

- Any violation of RA 9470 proven in a proper administrative proceeding will be sufficient cause for removal or dismissal from public office

- Any person who is convicted of an offense under RA 9470 may be prohibited by order of the court from having access to the National Archives of the Philippines.

- No public officer is allowed to resign or retire pending an investigation, criminal or administrative, or pending a prosecution against him/her

- Any public officer against whom any criminal prosecution under a valid information under this Act or under the relevant provisions of the Revised Penal Code is pending in court will be suspended from office

FINAL PROVISIONS AND EFFECTIVITY

60. Which laws are affected or repealed by this Act? - Executive Order No. 290 series of 1958 - Applicable provisions of Executive Order No. 80 series of 1999 - Any other law, presidential decree, or issuance, executive order, letter of instruction, administrative order,

proclamation, rule or regulation and/or parts thereof contrary or inconsistent with the provisions of this Act.

61. When was the effectivity date of Republic Act 9470? The Act took effect fifteen (15) days after its publication in Business Mirror and Malaya on May 28, 2007.

62. When was the Republic Act 9470 approved. It was approved on May 21, 2007.

Disposal Program

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Disposal

SEC. 18. Disposal of Public Records. - No government department, bureau, agency and instrumentality shall dispose of, destroy or authorize the disposal or destruction of any public records, which are in the custody or under its control except with the prior written authority of the executive director. SEC. 19. Authority for the Disposition of Public Records. - (a) The executive director shall authorize in writing the disposition of a public record other than those referred hereunder: (1) Transferring control of the public record to another government office; (2) Transferring control of the public record to the executive director; (3) Destroying the public record; or (4) Selling the public record. (b) Before authorizing a disposition of a public record under subsection (a), the head of a government office shall give the executive director at least thirty (30) days notice prior to: (1) The intention to transfer control of the public record, with a general list and description of the public record concerned; (2) The intention to dispose of the public record, with a general list and description of the public record concerned; and (3) The place where additional information may be obtained on the public record concerned and the person to whom any comments may be sent.

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Procurement and Property Management Unit

Major Function of Procurement and Property Management Unit:

1. Procures supplies and materials in a cost efficient and effective manner in accordance with Republic Act 9184,

otherwise known as the Government Procurement Reform Act.

a. In coordination with BAC/ BAC TWG, consolidated the PPMP to establish the Annual Procurement Plan

(APP) for the ensuing year;

b. Prepares corresponding procurement document such as Purchase Order, Job Order, Abstract of

Bids/Canvass and bidding documents;

c. Prepares Agency Procurement Request (APR) for all items to be procures from the Department of

Budget and Management – Procurement Service (DBM-PS);

d. Prepare necessary documents for the periodic conduct of bidding process;

e. In coordination with the BAC/ BAC TWG, prepares amended APP in case of procured goods and services

not included in the original Procurement Plan;

f. Serves as Secretariat to the Bids and Awards Committee and compiles all documents relative to the

bidding process;

g. Accepts deliveries of supplies, materials and equipment based on APR, Purchase Order, Contract,

Donated Equipment and request for the conduct of inspection by designated MinDA Property

Inspectors;

h. Procure supplies, materials and Equipment;

i. Issues and distributes available supplies, materials and equipment to requesting Officers and

employees;

j. Facilitate repair and maintenance of office properties;

k. Act as custodian of all assets of the Authority and maintains auditable database/records of these

assets;

2. Implement Effective Internal Control

a. Prepare and maintain Inventory Custodian Slip, Report of Supplies and Materials Issued, Stock Cards for

supplies and materials and Property Card for all property, plant and equipment;

b. Prepare and update Acknowledgement Receipt of Equipment (ARE) for all PPE;

c. Conduct physical inventory of all assets of the Authority and prepare inventory reports annually;

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d. Recommend and prepare property disposal plan in accordance with prescribed government rules and

regulations in coordination with the Property Inspector and the accountant;

e. Prepare periodic report of purchases for submission to COA;

f. Review documents pertaining to procurement processes, supplies receipts, reports, inventory and

disposal among others;

g. Validates specifications of items purchased against information/specifications in the procurement

documents;

h. Signs clearance from property accountability of all officials and employees of the Authority;

i. Issue Gate passes for all Properties to be brought outside of the Authority premises for official use.

3. Provides technical assistance pertaining to property and supply management.

a. Provide recommendations to Division Head through the Supervising Administrative Officer pertaining

to all areas of procurement and property management;

b. Conduct regular briefing on updates regarding laws, rules, regulations and processes on procurement

and property management.

GOVERNMENT PROCUREMENT

Mindanao Development Authority (MinDA) adheres to Republic Act 9184 in its procurement processes. The

Authority ensures Transparency, competitiveness, system of accountability and public monitoring of the procurement and

the implementation of awarded contracts in accordance with the provisions of RA 9184.

It covers all fully domestically-funded procurement activities

Procurement Planning

All procurement shall be within the approved budget of the Authority. During budget proposal preparation, the

end user units consisting of Divisions within the Authority are mandated to submit their proposed projects for the

ensuing year. All Divisions shall submit their Project Procurement Management Plan (PPMP)to the Budget Office for

evaluation.These shall be included in the Authority’s budget proposal to be approved by the Chairperson.

Upon approval of the Budget by the Chairperson, the budget unit shall furnish a copy of the Authority’s Budget

Proposal as well as the corresponding PPMPs to the BAC Secretariat and/or Procurement Unit for review and

consolidation into Proposed Annual Procurement Plan (APP).

As soon as the General Appropriations Act becomes final, the end-user and/or Divisions shall revise and adjust

the PPMP to reflect the budgetary allocation for their respective PAPs. The revised PPMP shall be submitted to the BAC

through its Secretariat for the finalization of the modes of procurement under the proposed APP. It shall be then be

approved by the Chairperson.

Updating of the PPMP and consolidated APP shall be undertaken every 6 months or as directed by the

Chairperson or the Office of the Executive Director. Updating of the PPMP shall be the responsibility of the end users or

divisions of the Authority, while consolidation of the updated PPMP shall be lodged to the BAC Secretariat, subject for

approval by the Chairperson.

No procurement shall be undertaken unless it is in accordance with the approved APP of the Authority.

Project Procurement Management Plan (PPMP)

A guide document in the procurement and contract implementation process which also serve as reference in

procurement monitoring. It is a tool allowing MinDA the flexibility to optimize the utilization of scarce resources. It

minimizes the practice of doing short-cuts and is prepared by the concerned Divisions of MinDA. The PPMP shall include:

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a.) Information on whether PAPs will be contracted out, implemented by administration in accordance with the

guidelines issued by the GPPB, or consigned25;

b.) The type and objective of contract to be employed;

c.) The extent/size of contract scopes/packages;

d.) The procurement methods to be adopted, and indicating if the procurement tasks are to be outsourced as

provided in Section 53.6 of the Implementing Rules and Regulations of the Republic Act 9184;

e.) The time schedule for each procurement activity and for the contract implementation; and

f.) The estimated budget for the general components of the contract.

The PPMP shall then be submitted by the end-user to the Budget Unit. The Budget Unit shall evaluate each

Division’s submitted PPMP, and, if warranted, include it in MinDA’s Budget Proposal for approval of the Chairperson.

After the Budget Proposal has been approved by the Chairperson and/or other oversight bodies, the Budget Unit

shall furnish a copy of the Budget Proposal together with the corresponding PPMPs of the Divisions to the BAC Secretariat for

its review and consolidation into the proposed APP.

As soon as the GAA becomes final, the end-user/Division shall revise and adjust the PPMP to reflect the budgetary

allocation for their respective PAPs. The revised PPMPs shall be submitted to the BAC, through its Secretariat, for the

finalization of the mode of procurement under the proposed APP. The APP shall then be approved by the Chairperson or the

designated second-ranking official.

Updating of the PPMPs and the consolidated APP shall be undertaken every six (6) months or as maybe required by

the Chairperson through an issuance of Office Order or Memorandum to the Directors, one (1) month before its

implementation.

The Approved Budget for the Contract (ABC) as reflected in the APP or PPMP shall be at all times consistent with the

appropriations for the project authorized in the GAA, continuing and automatic appropriations as the case may be.

Annual Procurement Plan (APP)

It is a document that consolidated the various PPMPs submitted by the End-Users/Divisions. It reflects the entirety

of the procurement activities that will be undertaken within the calendar year, which shall be approved by the Chairperson.

The APP is prepared by the Bid and Awards Committee (BAC) through the BAC Secretariat. The BAC shall take into

consideration the following factors:

1. One year planning perspective

2. Emergency or Contingency Fund

3. Schedule of Activities

a. Preparation of PPMP and APP

25Consignment refers to an arrangement where the following requisites are present: (a) delivery of goods by their owner (consignor),

without sale, to a government agency (consignee); (b) Consignee must try to sell the goods and remit the price of the sold goods to the consignor; (c) consignee accepts without any liability except for failure to reasonably protect them from damage; (d) no disbursement of government funds is involved; and € at terms not disadvantageous to the Government of the Philippines

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Philippine Government Electronic Procurement System (PHILGEPS)

The PHILPEPS serve as the primary and definitive source of information on all government procurement. Its

features are as follows:

Electronic bulletin board

Electronic Registry

Electronic Catalogue

Virtual Store

Electronic Payment

Electronic Bid Submission

Section 8.5.1 of RA 9184 require suppliers, contractors, consultants to register with PhilGEPS. It does not qualify

based on threshold. Registration with PhilGEPS is absolute, and must be complied with regardless of the cost of

procurement.

The Procurement Unit shall use the PhilGEPS as registry of suppliers. However, in case a specific supplier is not

yet registered, the Procurement Unit may require the following requirements which will be submitted to

PhilGEPS for registration:

1. Certified copy of Business Permit

2. Certified copy of DTI, SEC Certificate, CDA, whichever is applicable

3. Certified copy of Articles of Incorporation (if applicable)

4. Certified copy of BIR Registration Certificate

5. Filled-up MinDA Registry of Suppliers Form

To promote transparency, the Bid and Awards Committee through the BAC Secretariat and or Procurement unit

shall publish all procurement above Php50,000.00 within at least seven (7) calendar days, including the notice of

award and proceed.

Modes of Procurement

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b. Competitive Bidding – all procurement shall be done through competitive bidding, except as provided in

Rule XVI of the Implementing Rules and Regulations of RA 9184.

i. Form and Contents of Bidding Documents

Preparation of Bidding document – The bidding document shall be prepared by MinDA following

the standard form and manual prescribed by the GPPB. The bidding document shall include the

following:

a. Approved Budget for the Contract;

b. Invitation to bid/Request for Expression of Interest;

c. Eligibility Requirements;

d. Instruction to bidders, including scope of bid, documents comprising the bid, criteria for

eligibility, bid evaluation methodology/criteria in accordance with the Act, and post-

qualification, as well as the date, time and place of the pre-bid conference (where applicable),

submission of bids and opening of bids;

e. Terms of Reference (TOR), for consulting services;

f. Scope of work, where applicable;

g. Plans/Drawings and Technical Specifications;

h. Form of Bid, Price Form, and List of Goods or Bill of Quantities;

i. Delivery Time or Completion Schedule;

j. Form, Amount, and Validity Period of Bid Security;

k. Form, Amount and Validity of Performance Security and Warranty; and

l. Form of Contract and General and Special Conditions of Contract.

The specifications and other terms in the Bidding Documents shall reflect minimum requirements

of specifications required to meet the needs of the procuring entity in clear and unambiguous

terms.

To provide prospective bidders ample time to examine the Bidding Documents and to prepare

their respective bids, the concerned BAC shall make the Bidding Documents for the contract to be

bid available for the following period:

a. Procurement of goods – from the time the Invitation to Bid is first advertised until the

deadline for the submission and receipt of bids.

b. Procurement of Consulting Services – from the time the request for expression of interest is

first advertised until the deadline for the eligibility check, and the bidding documents, form

the determination of the short list until the deadline for the submission and receipt of bids.

Bidders shall be asked to pay for the Bidding Documents for an amount which is in accordance with

the standard rates which shall correspond to the Approved Budget for the Contract.

An electronic copy of the Bidding document shall be posted at MinDA website and at PhiGEPS

website from the time that the Invitation to Bid/Request for Expression of Interest is advertised.

Prospective Bidders may download the Bidding Document from any of the said websites; provided

that, bidders shall pay the fee for the Bidding documents upon submission of their bids.

Reference to Brand Names – Specifications for the Procurement of goods shall be based on

relevant characteristics and/or performance requirements. Reference to brand names shall not be

allowed.

Access to Information – In all stages of the preparation of the Bidding Documents, MinDA shall

ensure equal access of information. Prior to the official release to prospective bidders, no aspect

of the Bidding Documents shall be divulged or released to any prospective Bidders or person

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having direct or indirect interest in the project to be procured, or to any party, except those

officially authorized in the handling of the documents.

ii. Invitation to Bid

Pre-procurement Conference – Each Procurement undertaken under public bidding, the BAC,

through its Secretariat, shall call for a pre-procurement conference. The Pre-procurement

conference shall be attended by the BAC, the Secretariat, the unit officials or end-users. During

this conference, the participants, led by the BAC, shall:

a. Confirm the description and scope of the contract, the ABC, the contract duration.

b. Ensure that the procurement is in accordance with the project and annual procurement plans;

c. Determine the readiness of the procurement at hand, including, among the aspects, as

follows:

Availability of appropriations and programmed budget for the contract

Completeness of the Bidding Documents and their adherence to relevant general

procurement guidelines;

Completion of the detailed engineering according to the prescribed standards in the

case of infrastructure projects; and

Confirmation of the availability of ROW and the ownership of affected properties

d. Review, modify and agree on the criteria for eligibility screening, evaluation and post-

qualification;

e. Review and adopt the procurement schedule, including deadlines and timeframes, for the

different activities; and

f. Reiterate and emphasize the importance of confidentiality, in accordance with Section 19 of

the IRR of RA9184, and the applicable sanctions and penalties, as well as agree on measures to

ensure compliance with the foregoing.

Advertising and Contents of the Invitation to Bid/Request for Expression of Interest

The Invitation to Bid/Request for Expression of Interest shall be:

1. For ABC of Two Million (P2,000,000.00) and above for goods and One Million

(P1,000,000.00) and above for consulting services - Advertised at least once in one (1)

newspaper of general nationwide circulation which has been regularly published for

atleast two (2) years before the date of issue of the advertisement;

2. Posted continuously in the PhilGEPS website, MinDA website for seven (7) calendar days

starting on date of advertisement; and

3. Posted at the BAC Bulletin Board of MinDA for seven (7) Calendar days

Pre-bid Conference – The pre-bid conference shall be conducted for all procurement of MinDA

under Public Bidding.

The pre-bid conference shall be held at least twelve (12) calendar days before the deadline for the

submission and receipt of bids. The pre-bid conference shall discuss, among others, the eligibility

requirement and the technical and financial components of the contract to bid. Attendance of the

bidders shall not be mandatory. However, only those who have purchased the Bidding documents

shall be allowed to participate in the pre-bid conference and raise or submit written queries ot

clarifications.

The minutes of the pre-bid conference shall be recorded and made available to all participants not

later that three (3) calendar days after the pre-bid conference. Any statement made at the pre-bid

conference shall not modify the terms of the Bidding Documents, unless such statement is

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specifically identified in writing as an amendment thereto and issued as a Supplemental/Bid

Bulletin.

Supplemental Bid Bulletin – Requests for clarification(s) on any part of the Bidding Document or

for an interpretation must be in writing and submitted to the BAC at least ten (10) calendar days

before the deadline set for the submission and receipt of bids. The BAC shall respond to the said

request by issuing a Supplemental/Bid Bulletin, duly signed by the Chairman, to be made available

to all those who have properly secured the Bidding Documents, at least seven (7) calendar days

before the deadline for the submission and receipt of bids.

Supplemental/Bid Bulletin may be issued by the BAC for purposes of clarifying and modifying any

provision of the Bidding Document at least seven (7) calendar days before the deadline for the

submission and receipt of bids. Any modification to the Bidding Documents shall be identified as

an amendment.

Supplemental/Bid Bulleting issued by the BAC shall be posted on the PhilGEPS and the MINDA

website. It shall be the responsibility of all those who have properly secured the Bidding

Documents to inquire and secure Supplemental/Bid Bulletin must be informed and allowed to

modify or withdraw their bids in accordance with Section 26.1 of IRR of RA9184.

iii. Submission and Receipt of Bids – Bidders shall submit their bods through their duly authorized

representative using the forms specified in the Bidding Documents on two (2) separate sealed bid

envelopes, and which shall be submitted simultaneously. The first shall contain the technical

component of the bid, including the eligibility requirements under Section23.1 of the IRR of

RA9184, and the second shall contain the financial component of the bid.

Bids shall be received by the BAC on the date, time and place specified in the Invitation to Bid.

Bids, including eligibility requirements submitted after the deadline shall not be accepted.

Opening of the Bids –The BAC Secretariat shall stamped the received Bids and dropped in the Bid

Box which is sealed and shall only be opened at the time indicated in the Invitation to Bid. The BAC

shall open the bids immediately after the deadline for the submission and receipt of Bids. The

Time, date and place of the opening of bids shall be specified in the Bidding Document. The

Bidders or their duly authorized representatives may attend the opening of bids.

iv. Contract Award, Implementation and Termination

Contract Award – The BAC shall recommend to the Chairperson the award of contract to the

bidder with the lowest calculated responsive Bid/Highest Rated Responsive Bid or Single

Calculated/Rated Responsive Bid after the post qualification process has been completed.

To facilitate the approval of the award, the BAC shall submit the following supporting documents

to the Chairperson:

a) Resolution of the BAC recommending Award;

b) Abstract of Bids;

c) Duly approved program of work or delivery schedule, and cost estimates;

d) Document issued by appropriate entity authorizing MinDA to incur obligations for a specified

amount; and

e) Other pertinent documents required by existing laws, rules and regulations and/or procuring

entity concerned

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Contract signing – The winning bidder shall post the required Performance Security and inter into

a contract with MinDA within ten (10) calendar days from receipt by the winning bidder of the

Notice of Award.

MinDA shall enter into a contract with the winning bidder within the same ten (10) day period

provided that all the documentary requirements are complied with.

Notice to Proceed – Minda shall issue the Notice to Proceed together with a copy of the approved

contract to the successful bidder within three (3) calendar days from the date of approval of the

contract by the Chairperson

A copy of the Notice to Proceed and the approved contract shall be posted by the BAC Secretariat

in the PhilGEPS and the website within fifteen (15) calendar days from the issuance of the Notice

to Proceed.

Alternative Mode of Procurement

Direct Contracting - or single source procurement is a method of procurement of goods that does not require elaborate

Bidding Documents. The Supplier is simply asked to submit a price quotation or a pro-forma invoice together with the

conditions of sale. The offer may be accepted immediately or after some negotiations. Direct contracting may be

resorted by MinDA under any of the following conditions:

a) Procurement of goods of proprietary nature which can be obtained only from the proprietary source, i.e. when

patents, trade secrets, and copyrights prohibit others from manufacturing the same item;

b) When the procurement of critical components from a specific supplier is a condition precedent to hold a

contractor to guarantee its project performance, in accordance with the provisions of its contract; or

c) Those sold by an exclusive dealer or manufacturer which does not have sub-dealers selling at lower prices and

for which no suitable substitute can be obtained at more advantageous terms to the Government.

Repeat Order – when provided for in the APP, is a method of procurement of goods from the previous winning bidder,

whenever there is a need to replenish goods procured under a contract previously awarded through Competitive

Bidding. Repeat Orders shall likewise be subject to the following conditions:

a) Unit prices of the repeat order must be the same as or lower than those in the original contract, provided that

such prices are still the most advantageous to the government after price verification;

b) The repeat order will not result in splitting of contracts, requisitions, or purchase order, as provided for in

Section 54.1 of the IRR of RA9184;

c) Excepts in cases duly approved by the GPPB, the repeat order shall be availed of only within six (6) months from

the contract effectivity date stated in the Notice to Proceed arising from the original contract; and

d) The repeat order shall not exceed twenty-five percent (25%) of the quantity of each item in the original

contract.

Shopping - is a method of procurement of goods whereby the procuring entity simply requests for the submission of

price quotations for readily available off-the-shelf goods or ordinary/regular equipment to be procured directly from

suppliers of known qualifications. This method of procurement shall be employed in any of the following:

a) When there is an unforeseen contingency requiring immediate purchase. Provided, however, that the amount

shall not exceed P100,000.00.

b) Procurement of ordinary or regular office supplies26 and equipment not available in the Procurement Service

involving an amount not exceeding P500,000.00. At least three (3) quotations from bona fide suppliers shall be

obtained.

26 Ordinary or regular supplies shall be understood to include those supplies, commodities, or materials which, depending on

MinDA’s mandate and nature of operations, are necessary transaction of its official businesses, and consumed in the day-to-

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Negotiated Procurement – is a method of procurement of goods, infrastructure projects and consulting services,

whereby the procuring entity directly negotiates a contract with a technically, legally and financially capable supplier,

contractor or consultant in any of the following cases:

a) Two Failed Biddings – Where there has been failure of public bidding for the second time, as provided in Section

35 of RA 9184.

b) Emergency Cases – In case of imminent danger to life or property during a state of calamity, or when time is of

the essence rising from natural or man-made calamities or other causes where immediate action is necessary to

prevent damage to or loss of public utilities.

c) Take-Over Contracts – Take-over of contracts which have been rescinded or terminated for causes provided for

in the contract and existing laws, where immediate action is necessary to prevent damage to or loss of life of

property, or to restore vital public services, infrastructure facilities and other public utilities.

d) Adjacent and contiguous – Where the contract is adjacent or contiguous to an on-going Infrastructure Project or

Consulting Service where the consultants have unique experience and expertise to deliver the required service:

Provided, however, that (a) the original contract is the result of a competitive bidding; (b) the subject contract

to be negotiated has similar or related scopes of work; (c) it is within the contracting capacity of the

contractor/consultant; (d) the contractor/consultant uses the same prices or lower unit prices as in the original

contract less mobilization cost; (e) the amount involved does not exceed the amount of the ongoing project;

and (f) the contractor/consultant has no negative slippage/delay: Provided further, that negotiations for the

procurement are commenced before the expiry of the original contract.

e) Agency to Agency- Procurement of infrastructure projects, consulting services and goods from another agency

of the GOP, such as the PS-DBM, which is tasked with a centralized procurement of Common-Use supplies for

the government of the Philippines in accordance with Letters of Instruction No. 755 and Executive Order No.

359 series of 1989.

For purposes of this sub-section, the term agency shall exclude GOCCs incorporated under Batas Pambansa Blg.

68, otherwise known as the “Corporation Code of the Philippines”.

f) Procurement Agent – In order to hasten project implementation, MinDA may not have the proficiency or

capability to undertake a particular procurement, as determined by the Chairperson, may request other GOP

agencies to undertake such procurement for them, or at their option, recruit and hire consultants or

procurement agents to assist them directly and/or train their staff in the management of the procurement

function. The GPPB shall issue guidelines to implement this provision.

g) Highly Technical Consultants – In case of individual consultants hired to do work that is (i) highly technical or

proprietary; or (ii) primarily confidential or policy determining, where trust and confidence are the primary

consideration for the hiring of the consultant: Provided, however, that the term of the individual consultants

shall at the most, be on six month basis, renewable at the option of the Chairperson, but in no case shall exceed

the term of the latter.

h) Small Value Procurement – Where the procurement does not fall under Shopping in Section 52 of this IRR and

the amount involved does not exceed P500,000.00.

i) Lease of Real Property – Lease of privately owned real property and venue for official use, subject to guidelines

issued by the GPPB.

j) NGO Participation – when an appropriation law or ordinance earmarks an amount to be specially contracted out

to Non-Government Organizations (NGOs), MinDA may enter into a Memorandum of Agreement with an NGO,

subject to guidelines issued by the GPPB.

day operations of MinDA. However, office supplies shall not include services such as repair and maintenance of equipment

and furniture, as well as trucking, hauling, janitorial, security and related or analogous services

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Terms and conditions for the use of Alternative methods

1. Splitting of government contracts is not allowed. Splitting means division or breaking up of GOP contracts into

smaller quantities and amounts, or dividing contract implementation into artificial phases or sub-contracts for the

purpose of evading or circumventing the requirements of law and the IRR of RA 9184, especially the necessity of

public bidding and the requirements for the alternative methods of procurement.

2. For alternative methods of procurement, advertisement and posting as prescribed in RA 9184 may be dispensed

with: Provided, however, that the BAC through its Secretariat, shall post the invitation or request for submission of

price quotations for Shopping under Sections 52.1 (b) and Negotiated Procurement under Sections 53.1 (two failed

biddings), 53.9 (Small Value Procurement); and 53.11 (NGO Participation) in the PhilGEPS website, the website of

MinDA and at any conspicuous place reserved for this purpose in the premises of MinDA for a period of seven (7)

calendar days.

3. In all instances of alternative methods of procurement, the BAC, through the Secretariat, shall post, for information

purposes, the notice of award in the PhilGEPS website, MinDA website and at any conspicuous place reserved for

this purpose in the premises of MinDA.

4. Performance and warranty securities, as prescribed in Sections 39 and 62 of RA 9184 shall be submitted for

contracts acquired through alternative methods of procurement, except shopping under Section 52 and Negotiated

Procurement under Sections 53.2 (emergency cases), 53.9 (Small Value Procurement), and 53.10 (Lease of Property).

v. Procurement of Telecommunications and internet service providers

Water and Electricity Services – Shall be done through direct contracting. However, this shall not

apply to the purchase of bottled water.

Telecommunications (Landline and Cellular Phones)

a) Existing Line – Contractual agreements previously entered into with telecommunication

companies shall be respected. At the end of each year, however, MinDA shall assess the

quality of service provided by its telecommunication service provider. Cost charged shall be

compared against other service provider in the area. If results of the assessment continue to

favour the existing provider, MinDA shall renew its services. If it does not, MinDA shall

undergo Public Bidding for said services. Repeat Order may be resorted if additional lines are

needed during the year. For this purpose, the requirement under Section 51 of RA 9184 that

the repeat order may be availed within six (6) months from the effectivity period arising form

the original contract may be dispensed with.

Internet Service Providers (ISP)

a) Existing – Contractual agreements previously entered into with ISPs shall be respected. At the

end of each year, MinDA shall assess the quality of service provided by its ISP. Cost Charged

and the range of services shall be compared against other service provider in the area. If the

result of the assessment continue to favour the existing ISP, then its services shall be renewed.

If it does not, MinDA shall bid the said services under Public Bidding.

II. Contract Implementation Guidelines

Under no circumstances shall a supplier proceed to commence work under any amendment to order unless the

same has been approved by Chairperson or his/her duly authorized representative. As an exception to the rule,

the Director/Head concerned may authorize the immediate start of work under any amendment to order in the

event of emergencies to avoid detriment to public service, or damage to life and/or property or when time is of

the essence: Provided, however, that the same is valid only on items up to the point where the cumulative

increase in the contract cost which has not yet been fully approved by the Chairperson or his/her duly

authorized representative does not exceed five percent (5%) of the original contract cost: Provided, further,

that the corresponding amendment to order shall immediately be prepared and submitted for approval to the

Chairperson or his/her duly authorized representative.

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For an amendment to order involving a cumulative amount exceeding five percent (5%) of the original contract

price, no work thereon shall be commences unless the same has been approved by the Chairperson or his/her

duly authorized representative: Provided, that the said cumulative amount does not exceed ten percent (10%)

of the original contract price

Advance Payment

In accordance with Presidential Decree 1445, advance payment shall be made only after prior approval of the

President, and shall not exceed fifteen percent (15%) of the contract amount, unless otherwise directed by the

president; except for the following:

Single advance payment not to exceed fifty percent (50%) of the contract amount shall be allowed for contracts

entered into by MinDA for the following services where requirement of down payment is a standards industry

practice:

Hotel and restaurant services;

Use of conference/seminar and exhibit areas; and

Lease of space

Purchase Request

It refers to an official request from the End-user/division using COA standard form for purchasing all types of goods

and services. It shall contain a full detailed description and specification of goods and services, unit of

measurement, quantity and estimated cost.

End-users shall facilitate signature and approval in accordance with the issued Office Order AD-2014-03-041. The

approved Purchase Request shall then be submitted to the Procurement Service for recording, numbering and

review of APP per fund basis.

As a standard Operating Procedure, approved Purchase Requests with more that P50,000.00 shall be published at

the PhilGEPS website by the BAC Secretariat for 7 calendar days. Purchase Requests with an ABC of P500,000.00 and

above shall be considered under Public Bidding and shall be approved by the Chairperson.

Request for Quotations

The Procurement Unit shall prepare Request for Quotations based on the approved Purchase Requests submitted by

the End-User/Division for procurement under Shopping B, Small Value Procurement and Lease of Property. The

Request for Quotation shall be signed and approved by the Director of Finance and Administrative Division.

Request for Quotations shall be dispatch a day after approval, and shall be returned by the Suppliers within Four (4)

days from receipt or before the specified closing date and time as indicated in the form.

Delivery, Inspection and Acceptance

Delivery

Delivery of supplies, materials and equipment must be made by the supplier/manufacturer/contractor in

accordance with the specifications, terms and conditions provided in the signed Contract/Purchase Order

(PO).

Deliveries of supplies must be made by the supplier/Manufacturer/Contractor within the stipulated period

and at the place/s indicated in the purchase order or contract. In all cases, delivery shall be made within

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office hours and during working days. Failure to make delivery within the prescribed period, the

supplier/manufacturer/contractor shall be liable for penalty in the form of liquidated damages specified in

the Contract/Purchase Order. For each day of delay in the delivery, a liquidated damages shall be in the

amount of 1/10 of one (1%) percent of the total value of the contract or if the contract has been partially

filled within the stipulated period, the total value of unfilled portion thereof or make an open market

purchase of the supplies that the contractor/supplier failed to deliver and charge to the supplier the excess

in the price if any either deduct the value of the penalty imposed from any money due or may become due,

or from the bonds filed by the supplier, if there are any.

The supplier/contractor/manufacturer may, in meritorious and justifiable cause, request for extension of

time to of time to deliver. The request shall be made before the expiration of the contract period.

Extension of time may be granted in case of force majeure, fortuitous event, or if the reason beyond the

control of the contractor, or the delay is attributable to purchaser or any similar circumstance.

All supplies shall be adequately contained, packed, crated, cased, bundled, wrapped or sealed to prevent

damage, spoilage and loss. They must be properly labelled and marked in accordance with the minimum

labelling requirement of RA 7391 otherwise known as “Consumer Act of the Philippines”. Responsibility in

case of damage, spoilage or loss shall be governed by the existing laws on the matter unless the purchase

order or contract provides otherwise. Deliveries shall be made within seven (7) calendar days upon receipt

of the order unless otherwise provided in the Purchase Order or Contract.

All items delivered shall be received by the Supply Officer/Designated Property Custodian as the case may

be. Receiving and signing on the Delivery Receipt (DR) and temporary recording of the deliveries shall be

subjected to inspection by the designated MinDA Property Inspector Team.

Delivered goods which are rejected due to non-conformity with the specifications or due to other justifiable

reasons shall be withdrawn by the supplier within ten (10) days after the date of receipt of the said notice

or of the rejected goods. A storage charge of 5% of the value of the rejected goods per month to

commence ten(10) days after the date of receipt of the said notice shall be collected from the supplier.

Unclaimed rejected goods for one(1) year will be dispensed off by MinDA in the most advantageous manner

to defray storage costs.

The supplier/contractor shall notify the supply officer before making the delivery.

Inspection

Inspection is the process of examining and testing the procures supplies, materials, equipment and services

including raw materials and components to determine their conformity with the contract requirement

including all applicable drawings, specification and purchase description.

The inspection of items shall be done by the Inspectorate Team, whose members shall be determined and

designated by the Chairperson of MinDA through the issuance of Office Order.

Inspection shall be done in accordance with the standards and specification stipulated in the Purchase

Order.

The Inspectorate Team and the Supply Officer/Designated Property Custodian shall prepare and sign the

Inspection and Acceptance Report (IAR).

Techniques for inspection

o Inspection by item – Individual item is checked in conformity with the requirement stated in the

specifications. This method of inspection is applicable to goods, but not limited to deliveries of

equipment and fixed assets.

o Inspection by sampling – sampling is a process of obtaining information about a group of data

having similar purpose or function, usually ten percent (10%) of the total delivery.

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i. General Procedures in conducting inspection

1. Upon receipt of the request for inspection, check the following documents as to their

completeness and authenticity.

a. Purchase Order and/or Contract

Date

PO Number

Name and Address of the Supplier

Supplier’s Acknowledgement or Receipt (date of receipt)

Specifications

Quantity

Unit/total price

Availability of funds

Approval of the HOPE or his duly authorized representative

b. Supplier’s Invoice of Delivery Receipt

Pre-numbered and not just typed stamped or handwritten

Date checked against the delivery date stated in the Purchase Order or

Contract

“RECEIVED” portion receipt and date of item delivered, acknowledged by

the supply officer/designated property custodian.

c. Other required papers necessary for the substantive inspection such as

catalogue/brochures/ government standard specifications, etc.

2. Conduct inspection and testing procedures when applicable.

3. Prepare inspection report immediately and forward to the Supply Officer/designated

property custodian for acceptance.

ii. Inspection procedures for specific items

1. Equipment/Motor Vehicle

Examine the equipment as to the physical condition: brand new, second hand,

rebuild or reconditioned. See to it that no defective or old worn out parts are

used/attached to the equipment.

Take hold of the manual, catalogue or handbook for the equipment delivered for

reference. All date/information contained therein should conform with the

delivery of the serial number, point of origin, color and the accessories or tools

that go with the equipment.

Make a physical count and inspect the unit piece-by-piece or unit-by-unit.

Random sampling is not applicable for this type of delivery because you have to

request the supplier or his representative to demonstrate the operation of the

equipment (test run) in your presence and that of the end-user. Observes the

actual performance thereof.

Get the warranty card and note down the warranty card number in the original

invoice. Check if the serial number indicated thereon is the same as that of the

delivery.

2. Furniture and Fixtures

3. Building/structures

iii. Post-Delivery Inspection

A final inspection shall be conducted by the Inspection Team prior to its Final Acceptance.

iv. Documentary Requirements for Inspection

Goods

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1. Original copy of approved Contract/Purchase Order

2. Original Invoice/Delivery Receipt

3. Performance/Quality Test Result (if applicable)

4. Other documents specified in the contract which is necessary to determine conformity

with specifications

Post repair inspection of vehicle

1. Approved Job Order/work order/contract

2. Certificate of Acceptance

3. Report of Waste Material (if applicable)

Acceptance or Rejection of Deliveries of Goods

The inspectorate Team may recommend a rejection or reduction of price when there is a shortage in

quantity, deficiency, or defectiveness in quality.

After consideration of 10% tolerable allowance based on standards, the following shall be observed by the

Inspectorate Team in the evaluation of the result of the inspection:

Supplies or property tested and found to be in accordance with the approved PO/Contract

and with the required specifications shall be accepted;

Supplies or property whose quality analysis shows a deficiency of less than ten percent

(10%) may be accepted, provided that they shall serve the purpose for which they were

purchased. The defect is minor and the contract price is reduced according to the

deficiency noted;

Supplies or property whose quantity is short by volume, weight, actual count, etc., shall

be subjected to reduction on contract price at an amount equivalent to the shortage,

provided that the said deliveries are acceptable to the agency or unit; and

Damaged items that are not disclosed or incorrectly marked as such shall be subjected to

corresponding reduction in the contract price.

Failure of the supplier to deliver the goods on time as specified in the contract/PO, the property/supply

officer shall deduct for each day of delay a liquidated damage of one tenth of one percent of the total value

of the contract price.

Acceptance of deliveries maybe made only if the supplies and materials delivered conform to the standards

and specifications stated in the contract/PO.

If the supplier failed to comply with the requirement, the property/supply officer shall submit a report to

the Chairperson or his representative for appropriate action. The Chairperson may forfeit the contractor’s

performance bond, if any, and may also institute civil actions against the contractor for breach of contract.

The Supply Officer/Designated Property Custodian shall be responsible for accepting deliveries of procured

items and shall submit a copy of the approved contract/PO within 5 days upon receipt to the Resident

Auditor.

b. Preparation of Disbursement Voucher

Preparation of the Disbursement Voucher shall be the responsibility of the Finance Division, upon

submission of the complete documents by the supply officer or end-user concerned.

i. Requirements for Payment for specific mode of procurement

1. Public Bidding

Inspection and Acceptance Report

Certificate of Acceptance

Sales Invoice/Original Invoice;

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Delivery Receipt;

Contract/Purchase Order, original and duly acknowledged by the

supplier/bidder;

Performance bond

Notice/letter of award

BAC Resolution

Abstract of Bids

Bidders bond

Notice to proceed

Bid tender of winning bidder

Bid tenders of other participants

Copy of advertisement/invitation to bid; and

Purchase Request

2. Emergency Purchase

Inspection and Acceptance Report

Certificate of Acceptance

Charges invoice or delivery receipt

Purchase Order/Contract, original and duly acknowledged by bidder/supplier

BAC Resolution to Award

Abstract of canvass

Copies of Request for Quotations

Purchase Request

Justification of the emergency purchase

3. Negotiated Purchase

Inspection and Acceptance Report

Certificate of Acceptance

Sales Invoice/Original Invoice

Delivery receipt

Purchase Order/Contract, original and duly acknowledged by bidder/supplier

Performance Bond, if applicable

Notice of Award

BAC Resolution, (If applicable)

Abstract of Bids

Bidders bond (if applicable)

Bid tender of winning bidders

Bid tender of other participants

Copy of advertisement/invitation to bid

Authority to enter into negotiable contract

Purchase Request

4. Repeat Order

Inspection and Acceptance Report

Certificate of Acceptance

Original sales invoice and delivery receipt

Contract/PO, original and duly received by the bidder/supplier

Certified true copy of previous contract/PO

Purchase Request

5. Exclusive /Sole Distributorship

Inspection and Acceptance Report

Sales Invoice and delivery receipt

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Purchase Order, original and duly acknowledged

Certificate Exclusive Distributorship

Purchase Request

Custodianship

A government official is mandated to exercise diligence in the custodianship of any government property.

Property custodianship refers to the guardianship of government property by the accountable person. This includes

the receipt, safekeeping, issuance, repair and maintenance of supplies, materials and equipment. The designated property

custodian/officer is responsible and liable for any loss, misuse, damage or deterioration of government property due to fault

or negligence in safekeeping which may be physical or constructive.

Storage/warehousing

Storage/warehousing is the scientific and economical warehousing for their best safekeeping and availability.

Best safekeeping means protecting the materials against theft, fire and deterioration but easily accessible when

needed. The method or systems include factors and procedures in the manner of undertaking due care and

maintenance of good condition of the property.

a. Factors to be considered in storage and warehousing

1. Site Location and size of storage/stock room use

Generally, selection of site location, type and size of storage or stockroom to be use, play a major

role for an effective storage and Warehousing management. It is an important factor for the

following purposes:

To be able to figure out the amount of materials that can be stored

For determination of access for efficient and proper transport of supplies and materials

For provision of large size of doorways and entrances;

For installation of proper lightings and ventilation.

2. Space layout planning for materials to be stored

For easy facilitation, space layout for materials to be stores should be properly planned.

Specifically the lay-out should contain the placement of supplies by category, type, similarity, sizes,

shapes, characteristics and to include perishability. It is important that materials be stores and

placed in its proper places to avoid accidents and wastage.

3. Types of stacking suitable for each type of property

In like manner as in space layout planning, types of stacking doe each type of materials should be

given careful planning. It may be classified into (1) Bulk Storage (2) Medium Lot Storage and (3)

small lot storage. Where possible, all stocks should start at the wall then worked forward to the

aisle.

b. Procedures in Storage Warehousing

1. Receipt of materials and equipment and other property

Supplies, materials and equipment delivered by the supplier must be accompanied by Delivery

Receipts (DRs) and/or Sales Invoice (SI), which were pre-inspected by the supply officer/designated

property custodian before the items were received.

2. Arrange of Materials

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The Storekeeper arranges the materials inside the warehouse/stockroom in accordance with the

prepared storage plan.

3. Recording of Receipts/deliveries

The Storekeeper properly posts and updates the information (receipts, issuances, and balance on

hand) taken from the IAR.

Reconciliation of entries of bin cards with stock/property cards and with physical count of stock on

hand. All should be current and updated

Issuance and Utilization

Issuance and utilization of supplies, materials and equipment are among the activities of property

custodianship. The custodianship of supplies and equipment is transferred from the Supply

Officer/designated Property Custodian and Storekeeper/warehouseman to the end-user who is responsible

and accountable for the utilization and or safekeeping. However, the utilization of supplies and property

requires an efficient and honest procurement, an adequate stock control, complete recording and proper

care of the property. Likewise, a systematic and coordinated transfer of dormant, surplus, and excess items

from one government agency to another as well as maintenance and repair of property can also promote

greater service and timely transfer/movement of property can promote greater economy in the utilization

of resources of the government. To assure such service and economy, a responsible official/employee

should be selected to perform the custodianship of property.

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Procedure in the Requisition and Issuance of Inventory Items

Requesting Personnel may prepare Purchase Request for the said items

START

Concerned Office Requesting Personnel

prepares Requisition and Issue Slip (RIS) in 2 copies and forward Approved RIS

to Supply Officer

Supply Officer review the RIS submitted and verify

availability of requested items

Supply Officer fill-up RIS Control No, Date, Quantity, Remarks and

records RIS in the logbook, updates the Stock and Property Card issues

available stock on hand

Supply Officer File the copies of RIS and fill-up Report of Supplies Issued to be submitted to Accounting Unit

on a Monthly basis

END

NO Available?

YES

Requesting Personnel Receives Supplies/Materials/Equipment,

signs the received portion of the form and ICS/ARE is applicable

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Issuance documents

Requisition and Issuance Slip (RIS)

This is used if the goods/supplies carried in stock inventory. The form contains the following

information:

Agency – Name of the Agency

Division/Office – name of requesting division/office

Responsibility Center Code – Responsibility Center Code of the requesting Office as

assigned by the COA.

RIS No./Date – RIS control number assigned by the Supply Officer and the date of

preparation. It shall be numbered in the following manner:

00 – 00 – 0000

Serial number (one series for each year)

Month

Year

SAI No. – number of the supplies availability inquiry

Requisition Stock No. – Stock number of the item being requested as provided by the

Supply Unit

Requisition Unit – unit of measurement of the stock being requisition such as ream, box,

etc.

Requisition Description – Description of the item being requisitioned

Requisition Quantity- number / quantity of the stock being requisitioned

Issuance – Quantity – number of item issued

Issuance – Remarks – additional information regarding the issuance

Purpose – brief explanation of purpose pertaining to the stock being requisitioned

Requested by – signature, name and designation of the person who requested the item

and date of request

Approved by – Signature, name and designation of the person who approved the issuance

of the item and date of approval

Issued by – Signature, name and designation of the person who issued the item and date

of issuance

Received by – signature, name and designation of the person who received the item and

date of receipt

This form shall be prepared in duplicate distributed as follows:

Original – Accounting Unit

Duplicate – Supply and Property Unit’s file

4. Purchase Request (PR)

This form is accomplished if the goods/supplies/properties are not carried in stock inventory based

on the Supplies Availability Inquiry (SAI) received from the Accounting Unit. It contains the

following:

Agency – name of the Agency

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Department / Section – name of the requesting office/section

No./Date – number assigned to the PR by the designated Supply and Property Unit and

the date the PR is prepared. It Shall be numbered as follows:

00 – 00 – 0000

Serial number (one series for each year)

Month

Year

SAI No. – number and date of the Supplies Availability Inquiry (SAI) attached to PR;

Quantity – Quantity of goods/property requested to purchase;

Unit – unit of measurement of goods/property requested to purchase;

Item Description – brief description of the supplies/goods/property ordered;

Stock No. – Stock number based on the SAI;

Unit Cost – the estimated cost per unit of the goods/property being requested;

Total Cost – Estimated total cost of the goods/property being requested;

Purpose – a brief explanation of the purpose why the goods/properties are being

requested;

Requested by – name and signature of the person requesting the purchase of the items;

Approve by – name and signature of the person approving the purchase of the items;

The PR shall be prepared in duplicate:

Original – Supply and Property Unit for their appropriate action

Duplicate – file of the requisitioning Department/Office/Division

The requisitioning Office/Division submits the approved PR to the Procurement Unit and shall

attach a copy of their approved PPMP. The Procurement unit shall process the procurement of

the said items based on the approved APP of the Agency and after completion of the process,

prepare the Purchase Order.

5. Acknowledgement Receipt of Equipment (ARE)

ARE is used for PPE accounts when issued to official and employees other than the regular

property officer. It shall be signed and fated by the designated Property Officer under “Received

from” portion and the recipient shall acknowledge by the signing the “Received by” portion. This

form is accomplished in duplicate copies by the accountable officer.

Original –submitted to the property officer

Duplicate – kept by the receiver of property

Property not covered by AREs shall be considered under the direct responsibility of the supply

officer/designated property custodian who shall be accountable to the head of the agency.

AREs shall be renewed every three (3) years. The AREs shall be filed alphabetically by the supply

officer/designated property custodian for ready reference. AREs that are not renewed after three

years shall not be considered in making physical count of equipment.

6. Inventory Custodian Slip (ICS)

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ICS is used for items “with serviceable life of more than one year but small enough to be

considered as PPE”

Original – submitted to the property officer

Duplicate – kept by the end-user

7. Invoice Receipt of Property (IRP)

Transfer of inventory supplies or property from one officer to another supply officer shall be

covered by an Invoice Receipt of Property (IRP).

Transfer of inventory supplies and PPE from the head of the department or office to the end-user

shall be covered by ICS/ARE.

Recording for the Receipt, Issuance and Utilization of Supplies, Materials and Equipment

The issuance of supplies/materials/equipment shall be properly accounted for. The recording for the

receipt, issuance of supplies, materials and equipment is performed by the Supply Officer/Designated

Property Custodian.

For control and monitoring purposes, the Property/Supply Unit shall maintain Stock and Property Cards.

b.1 Record the receipt and issuance in the Bin/Stock/Property Card

b.1.1 Record the Receipt and Issuance in the Bin Card

The Supply officer shall maintain bin cards and record the receipt and issuance of each

class of item kept in stock. He/She shall likewise monitor the status of the stock on hand at

any given time. The supply officer shall post the quantity requested immediately upon

withdrawal of the supplies/materials from the stockpile. The same record shall also be

maintained by the supply officer/designated property custodian to closely monitor the

stock position of the supplies, materials for the project. The Bin Cards shall be reconciled

with the Stock/Property Cards maintained by the Supply Officer or designated Property

Custodian.

b.1.2 Record Issuance of Supplies and Materials in the Stock Card

The Supply Officer shall maintain the stock cards for each class of article kept in stock. All

receipts and issuance of supplies and the balance on hand shall be updated. The bases of

recording the receipts and issuances shall be the DR and the RIS respectively. The stock

card serves as guide in preparing the estimated on the quantity and description of the

articles needed for the year, and in guarding against overstocking of supplies and

materials. It also facilitated physical inventory taking.

b.1.3 Record receipt and issuance of PPE in the Property Card

The Supply Officer/designated Property Custodian shall maintain the Property Card for

each class reflecting the date of acquisition, description, custody, estimated life

expectancy, disposal and other information about the PPE based on the source documents.

The basis of recording the issuance of PPE is the ARE.

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C. Preparation of the Report

The supply officer/designated property custodian or his representative prepares the RSMI

(Appendix __), which serves as a monthly abstract of supplies and materials issued as

evidenced by the RIS.

The RSMI is prepared in two (2) copies:

Original – Accounting unit to support the JEV drawn to record issuance from the stocks

Duplicate – Property/Supply Officer’s file.

At the end of the month, all RSMI shall be consolidated for the preparation of the Journal

Entry Voucher (JEV).

c. Reconciliation of Property and Accounting Records

The accounting of issuance is not complete without the property and accounting records. However, before

the property records can be reconciled with accounting records, the Property/Supply Officer shall see to it

that the existing property records are reconciled with the actual inventory count.

The supply officer may at any time conduct a test count of his stock to determine whether it tallies with the

balance per bin cards. Any discrepancy should be noted for further investigation and if necessary settle the

differences.

d. Repair and Maintenance

The repairs and maintenance program is necessary for the purpose of attaining and/or extending the

established standard economical and useful life of an equipment/property and serves as a sound basis for

scheduling its replacement.

The program shall include policies on how government property will be maintained. It should also provide a

system, to retain properties/equipment in serviceable condition or to restore them to serviceability when

they are economically repairable.

The Property Unit of MinDA shall maintain a Property/Equipment Card, which contains the history of the

equipment owned and maintained by the agency. He/She shall regularly review the records to ensure that

the needs for repairs and/or replacements are addressed immediately.

Repair of Equipment (Major or Minor)

Repair is the process or act of restoring a property/equipment to its original state or to its working

condition. Unserviceable equipment may at once be restored to its normal state of efficiency by making

repairs.

Minor or ordinary repair merely keep a building or equipment in fit condition for use without increasing its

capacity or otherwise adding to its normal value as an asset.

Fair wear and tear is the condition of equipment worn out or otherwise rendered unserviceable through

use without apparent fault.

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Major or extraordinary repair is the alteration, addition or installation, general reconditioning, overhauling

and the like, which materially increase the value or extend the useful life of the equipment or motor

vehicles.

Maintenance is actions taken to retain the equipment or in a serviceable condition or to restore it to

serviceability when it is economically repairable.

Before the equipment is subjected to repair the following procedures/actions should be considered:

Identification of Equipment to be repaired i.e. those no longer functioning well, unserviceable due

to normal wear and tear. All request for repair and/or servicing of vehicle or equipment shall be

approved by proper authorities. When the repair cost is more than thirty (30%) of its fair market

value, the property is no longer economically repairable.

Preparation of Request for Pre-Repair Inspection

o Request for Pre-Repair Inspection is used to request for repair indicating the property to

be repaired and the identified defects.

o The end-user/accountable officer signs in the requisitioner portion and submit to the

department/unit head for approval.

o The approved request is forwarded to the Supply/Property Unit in three (3) copies.

o Indicate the property to be repaired and determine whether said property is

owned/maintained by the agency by referring to its property inventory report.

o Provide the complete description of the property to be repaired through the Property

History Card/Equipment Ledger Card.

o Identify any parts to be supplied/replaced.

o Sign on the “Requested by” portion of the request.

o Forward to the Inspection Unit/team of the agency concerned for the required pre-repair

inspection activity.

Conduct of Pre-Repair Inspection

o Check the property card to ascertain government ownership of property.

o Determine necessity of repair and extend of the damage to whether cost of repair is

economical or not.

o Determine reasons for breakdown as to fair wear and tear or negligence.

o Determine if property is still covered by warranty.

o Verify correctness or conformity with the actual scope of work to be done with that as

determined by the agency mechanics, engineers or other personnel concerned

Preparation of Pre-Repair Inspection Report

After conducting the pre-repair inspection, a pre-repair inspection report is accomplished

indicating thereat the inspectors findings/observations and recommendation. A copy of this report

should be submitted to the COA Auditor within five (5) days from date of evaluation/inspection.

Preparation of Damaged/Unserviceable Parts

MinDA driver/KMD authorized technical staff shall be responsible in making the necessary

replacement, whenever said replacement parts are available. However, if the repair work is

awarded to private contractors, parts to be replaced or worn-out parts should be identified and

submitted to MinDA by the contractor as part of the waste material.

Preparation of Waste Material Report

The preparation of Waste Material Report is the responsibility of the property/supply officer

whenever there are parts to be replaced. This is submitted to the head of Administrative Division

for approval, subject for inspection by the Property Inspectors and Disposal shall be witnessed by

the Accountant.

Conduct of Post-Repair Inspection

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After the completion of the repair, the property officer prepared a Certificate of Acceptance

indicating clearly that the work or service done are in conformity with the specifications of the

contract or the identified service to be done to the property and accomplished within the specified

period of time.

The property officer then prepared a request for the post repair inspection and forwards this to

the agency inspector.

The inspector then proceeds with the post-repair inspection following these basic guidelines:

1. Determine if the scope of work specified in the job Order had been performed and

whether the replacement parts as specified and brand new.

2. Use the pre-repair inspection report as guide in conducting the post-repair inspection.

3. Check the waste material reports and verifies whether the waste material presented were

the parts taken from the property.

4. Conduct the necessary performance test to determine whether the property is

functioning well or is already in good running condition.

Preparation of Post-Repair Inspection Report

Immediately after conducting the post-repair inspection, the MinDA Inspector prepares the

post-repair inspection report indicating thereat his observations and recommendations and the

post-repair inspection report is submitted to the Supply/Property Unit for appropriate action.

e. Return of Unused Supplies and Excess Materials

Upon receipt of equipment that is no longer needed, the property clerk shall surrender to the officer or

employee concerned the corresponding original ARE. Unused supplies previously issued from stock when

no longer needed because of the completion of the work or project shall be returned to the property

officer/custodian. The latter shall acknowledge receipt thereof and plainly marked “returned to stock”.

The original RIS shall be attached to the JEV adjusting the previous credit to the stock.

Scrap materials which may still be used in the future, shall also be returned to Property Officer/Custodian

who shall acknowledge receipt thereof and plainly marked “scrap materials returned to the Property

Officer/Custodian.” The duplicate copy of the acknowledgement receipt shall be returned to the

Requisitioner concerned and the original RIS shall be attached to the JEV taking up the scrap materials at

the appraised value to be determined by the disposal committee.

Inventory Taking

Inventory Taking is an indispensable procedure for checking the integrity of property custodianship. The

physical stock-taking of equipment and supplies served as basis for preparing accounting reports. The

Accounting and the Supply/Property Units shall reconcile their records at the end of each quarter.

The Supply Officer is required to take a physical inventory of all the equipment of their respective offices at

least once a year. The inventory of supplies and materials in stock including medicines, drugs and other medical

supplies exclusively for either commissary, sale manufacture or relief purposes shall be made every six (6)

months (June 30 and December 31). The inventory of Books shall be undertaken by the designated Librarian/or

any designated officer/staff under the Knowledge Management Division.

Steps in Conducting Inventory Taking

Planning the Inventory-Taking

The Supply Officer prepared the Inventory Guidelines and sends them to the Chairperson for

approval through the Chief Administrative Officer of Administrative Division. Plan of physical

inventory and a set of written instructions shall be prepared for observance during the inventory-

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taking. To ensure efficiency and fast work, inventories must be arranged and properly labelled

with inventory tags serially pre-numbered and prepared in duplicate copies separating the top

and bottom portions of the tag.

Creation of Inventory Committee

The Inventory Committee is composed of two or more regular employees including the

property/supply officer/custodian depending upon the extent of property accountability in a

particular office.

Physical Inventory-taking

The inventory team shall take the actual count, weight or measure of the object of inventory.

The name of its inventory item, code number, location, count, weight or measurement is written

of the Inventory Summary Sheet (ISS).

Points to consider in conducting and inventory

o Withdrawal from and additions to inventory must be recorded on the count tags or sheets

during the inventory taking.

o All discrepancies between physical and book inventories must be reconciled immediately

o Proper cut-off must be determined. For the equipment, the property is labelled and

identified by the inventory committee. Inventory labels of such equipment contain,

among others the individual property number to be provided by Property Unit. To

achieve permanence and best results, these numbers are uniformly printed in indelible

ink and are pasted on prominent but secure portion of the property for easy

identification.

Preparation of Inventory Reports

Report on the Physical Count on Inventory Items

The Inventory Committee shall prepare the required semi-annual inventory report to

be certified and approved by the Chairperson. It shall be submitted to the Auditor

concerned not later than July 31 and January 31of each year for the first and second

semesters, respectively.

Report on the Physical Count of PPE

The Inventory Committee shall prepare the PPE report annually by type such as motor

vehicles, office equipment per cards and per count and shortage / overage if any. It shall

be submitted to the auditor concerned not later than January 31 of each year.

Witnessing the Inventory-Taking

The representative of the COA Auditor shall witness the physical inventory taking conducted by the

inventory committee and if possible also by the representative of the internal audit of MinDA. He/She

observe the actual process in order to assure himself of the fairness of the financial statements.

The Finance Division Representative of the MinDA concerned may review the inventory guidelines in

advance and test-clock the counting of the goods/equipment as well as summarizing the inventory sheets.

Reconciliation of Property and Accounting Records

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After the physical inventory-taking, the Inventory Committee shall reconcile the results of the

physical count with the property and accounting records.

The inventory listing of the supplies and materials inventory shall be checked against the stock

cards maintained by the Property or Supply Officer and with the supplies / ledger cards and control

accounts maintained by the Accounting Unit / Finance Division.

The Inventory listing of the PPE shall be compared with the property cards maintained by the

Accounting Office.

The total thereof shall be reconciled with the control accounts in the general ledger.

Disposition of Property held by deceased, Incapacitated, Absconding or Suspended Accountable Officers

Under Section 78, PD 1445

When an officer accountable for government funds or property dies or becomes incapacitated in

the performance of his duties, the head of office shall designate a custodian to take charge of the

funds or property until a successor have been qualified and appointed. The head of office may

appoint a committee to account the cash and take an inventory of the property for which the

officer was accountable and to determine the responsibility for any shortage therein. One copy of

the inventory and the Report of the Committee duly certified shall be filed with the Commission on

Audit (COA) but the findings of the Committee shall not be conclusive until approved by the

commission or its duly representative.

If the absconding, deceased, incapacitated or superseded officer is responsible to another who is

accountable, the tatter may himself designate the committee or take another lawful measures for

the protection of his interest.

Disposal

Disposal is the end of the life cycle of a government property. This section discusses the reason and the

modes of disposing them, the types of assets that are subject to disposal, and how they are inspected and

appraised. It should include the formula or the process for their appraisal and the documents required in their

disposal.

Despite the proliferation of various laws, rules, and regulations governing disposal of property, a considerable

quantity of unserviceable no longer needed, obsolete, forfeited/seized supplies, materials and equipment and

valueless records have grown into unmanageable and uneconomical proportion in various government

agencies. To save cost of maintaining such property, there is a need for their disposal.

Pursuant to Sec. A of EO No. 888 and COA Circular No. 89-296, the full and sole authority and responsibility

for the disposal of properties and other assets owned by the Government shall be lodged in the heads of offices.

Guidelines in Disposal Inspection

Inspection is conducted to observe the physical condition of the property to be disposed. An

ocular inspection is usually done to have a first-hand observation of the conditions of the property. Its

objective is to supplement theoretical computations of value with first hand observation of the condition of

the property.

In the conduct of inspection of the property to be disposed, the following shall be performed:

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Identify the property in accordance with its descriptions in the inventory list of directive.

Check the condition of the property and determine whether operational under repair or

irreparable.

Determine if the property is economically repairable and the most probable cost of its repairs

and current costs of spare parts.

Check for the damage/worn-out or missing parts. Carful determination of its present physical

condition shall serve as basis for its depreciation and correct evaluation / valuation.

Verify stated ratings, capacity, model, year of manufacture, serial number, chassis number,

motor number and other technical specifications and accessories if any.

Determine the correct date when the property has been acquired or its present age/number

of years the property has been actually used or operated.

See if property is obsolete or still being manufactured and if spare parts are still procurable in

the market. If property is found obsolete, appraise the property as junk.

Determine the quality or degree of maintenance, repair, restoration or upgrading made, check

logbook, if available.

Determine the extent of use, mileage, rate of depreciation and any excessive wear and tear.

Determine whether property has still market demand; or the existence of probable buyers in

the locality.

Inspect the location of the properties and the available facilities for the transportation.

See if property is sheltered or exposed to elements and theft.

Determine the parts which could be salvaged or profitably used such as engine, dynamo,

wheels, tires, axles, body/chassis, PSU, motherboard, DVD reader/writer, etc. These salvaged

parts could either be transferred to or used by other equipment or shall serve as its spare or

standby parts.

Appraisal

This is usually done to attain more realistic valuation of property under disposal based on the

actual state or condition of properties being disposed and to provide a reliable basis of ensuring that

government recovers a fair return for the disposal of the properties.

The objective in computing the appraised value of the property is to set the government’s

minimum selling price so that the government shall receive fair compensation on the items. The Disposal

Committee member, including the owning agency shall prepare their appraisal report.

Appraised Value

An estimate or opinion of the value of an adequately described property as of a specific date

transmitted in writing and supported by presentation and analysis of relevant and factual data.

Unserviceable property which can no longer be repaired or reconditioned shall be appraised at

scrap or junk value.

Unserviceable property which can still repaired or reconditioned shall be appraised at sound sale.

Principles in determining the Appraisal Value

Unserviceable property which cannot be repaired or reconditioned and property that is no

longer needed but is still functional shall be appraised at current market value. If not it shall be

appraised based on its Acquisition Cost (AC). If CMV and AC are not available, the property shall

be appraised at Sound Value.

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Antique property, works of art, and real estate are not covered under these guidelines. Antique

and works of art shall be appraised by the National Museum and Real Estate with a separate of

guidelines.

For imported vehicles and mechanized equipment, each component that has no available local

replacement shall be treated as junk exclusive of the other components that are available in the

domestic market.

General Procedures in Appraising the Property for Disposal

Conduct an ocular inspection of the property to be appraised to assess its physical condition.

Seek reference price information such as acquisition cost or current market price of similar

property or replacement cost for a similar new property.

Compute the appraise value following revised formula on appraisal of government properties

except real estate, antique property and works of art which takes into account the property’s

actual physical condition, the relevant reference price information, expected useful life of the

property and the changes in the value of the property caused by depreciation or changes in the

value of the exchange currency and also appreciation in the value of the property occasioned

by the reconditioning, major repair or upgrade of property.

Preliminary Documentations

The Inspection Committee of the property to be appraised shall ensure that the corresponding

forms for disposal have been properly accomplished. The forms used for disposal are the following:

Inventory and Inspection Report of Unserviceable Property

This form is used for the disposal of vehicles, equipment, furniture and inventory items. This form

should be accompanied by a certification of the property officer or custodian as to whether the missing

parts were removed for future stock or have been utilized already for repair purchases.

Waste Materials Report

This form is used in the disposal of waste materials which result from the consumption or

utilization of inventory items, and covers damaged equipment parts, empty containers, and remnants

salvaged from destroyed or damaged fixed assets. The appraiser shall likewise accomplish the checklist for

unserviceable equipment. The checklist shall indicate the individual component / part of the equipment

with their condition whether serviceable, or missing etc. The agency should device their own forms that are

most appropriate to the equipment for appraisal.

If the property to be appraised is no longer available for inspection, as in the case of lost or burned

equipment, the appraiser shall forego the ocular inspection and proceed to the succeeding appraisal step.

Depreciation for Property/Equipment

Depreciation is the systematic and gradual allocation of the depreciable amount of asset over its

useful life. Depreciation shall be computed using the Straight Line Method. It shall start on the second

month of purchase. A residual value equivalent to ten percent (10%) of the cost shall be set. Annual

depreciation is computed as follows:

Net Book Value = Asset Cost Less Estimated Residual Value

Salvage Value = Annual Depreciation

Estimated Useful life

Asset Cost – Purchased or Acquired Value of the Asset

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Estimated Salvage Value – 10%

Estimated Useful Life – Estimated number of years the asset shall be used as determined by COA

Reference Price Information in Appraisal

The appraisal shall consider the following reference price information as guide in the computation:

Basic Price Information

1. Current Market Value (CMV) or the prevailing market/advertised prices of used equipment/cars

of the same or similar models.

2. Acquisition Cost (AS) or the price at which property was acquired.

3. Replacement Cost New (RCN) is the price comparable or similar to new property of the current

year.

Contributory / Other Price Information

1. Prices from second hand re-builders or reconditioned machines, cars or equipment.

2. Current exchange rates for acquisition year and current year.

Guidelines in Observing the Government Property

Very Good (VG) (80-100%)

This term describe the property in excellent condition which is capable being used to its

specified purpose without being modified and not requiring any repair or abnormal maintenance at the

time of inspection or within the foreseeable future.

Good Condition (G) (55-75%)

This term describes a property that has been modified or repaired and is being used to its fully

specified utilization indicate that some minor repairs have to be made or that the item may have to be

used to some slightly lesser degree than its fully specified utilization in the foreseeable future.

Fair Condition (F) (35-50%)

This term describes a property which is being used to some point below its fully specified

utilization because of the effects of age and/or utilization and which require general repairs and some

replacement of minor elements/components in the foreseeable future to raise its level of utilization to

or near their original specifications.

Poor Condition (P) (15-30%)

This term is used to describe a property that can only be used at some point below its fully

specified utilization. There is no possibility to realized its full capability in the current condition without

extensive repairs or the replacement of the major elements in the near future.

Scrap Condition (S) (0-10%)

This term is used to describe a property that is no longer serviceable. It cannot be utilized to

any practical degree regardless of the extent of the repair or modification to which they may be

subjected (beyond economical repair). This condition has used up to 100 percent of its useful life.

The gap in percentage allocation is aimed t delineate the closeness of factors between

condition categories. The 4% difference in each case clearly sets the limits of percentage range.

For furniture and non-mechanized implements which have no major components but is

treated as a whole unit, condition factor shall be equal to the condition rating of the unit itself.

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Example:

Condition Rating – Very Good

Condition Factor – 0.8 to 1.0

With respect to vehicles, mechanized equipment, etc that are made up of several components, the

condition factor is the sum of condition rating x % weight of all components. See table 1 for component

rating of vehicles, airconditioning unit, and CPU. These component ratings were derived from the price of

each component in relation to the total price of the property expressed in percentages.

In case of property that is no longer available for inspection, as in the case of lost or burned

equipment for which accountability is being assessed, the condition factor shall be assumed to be 1.0

Formula in Appraising the Government Property

When property is still operational/functional or can be repaired or when Current Market Value is

Available

When Current Market Value of a comparable data is available

AV = CMV x CF1

CF2

where:

AV = Appraised Value

CMV = Current Market Value

CF1 = Condition Factor of the property being appraised

CF2 = Condition Factor of the Advertised/canvassed property

When CMV, RCN and AC are all available, CMV shall be adopted in the computation of the

Appraised Value. The CMV shall be taken from the advertised prices of used equipment of the same make

and model or similar models from newspapers, publications of associations etc of general circulation. There

should at least be two (2) advertised prices for similar properties, the lowest of which shall be considered as

CMV in the computation of the AV.

When Replacement Cost-New is available – this formula shall only apply if CMV is not

available.

a. When the Estimated Useful Life of the Equipment is available

AV = RCN x ERUL

EUL

where:

RCN = Replacement Cost =New

ERUL = Effective Remaining Useful Life

EUL = Estimated Useful Life

b. When the Estimated Useful Life is not available

AV = RCN x CF

where:

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RCN = Replacement Cost –New

CF = Condition factor of the property being appraised

When Acquisition Cost (AC) is available, the cost indicated in the ARE shall be recognized

as AC if the Purchase Order/Invoice are no longer available. However, if the ARE indicates, among

others, that the property acquired is “second hand” (not brand new), the appraiser shall consider the

additional expenses incurred, if any, for the reconditioning / rehabilitation of said property.

When Acquisition Cost is available

a. For imported Properties

AV = (AC x CFF) x CF

where:

AC = Acquisition Cost

CFF = Currency Fluctuation Factor

P/dollar exchange rate

CFF = on year of appraisal____

P/dollar exchange rate

on the year of acquisition

CF = Condition factor of the property

b. For locally manufactured properties

AV = (AC x PIF) x CF

where:

PIF = Price Index Factor

CF = Condition of the Property

PIF = Price Index on the year of appraisal

Price index on the year of acquisition

For waste materials and property which are unserviceable and can no longer be

repaired/reconditioned:

AV = Junk Value

where:

Junk Value is based on prevailing price of scrap metal or lumber, whichever is appropriate

For waste materials and property which are unserviceable and can no longer be repaired /

reconditioned – the end user shall determine the unserviceability of the property and shall be

supported with the History Card/records and Checklist of Unserviceable Vehicle.

Canvass for the current market price per unit weight and multiply by the actual weight of

the waste materials/property to get the appraised value.

Computers and their peripherals shall be appraised based on their junk value due to

obsolescence brought about by the rapid change and development in the industry.

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In Sec. VII of COA Memorandum No 88-569 the activities hereunder were performed by the auditor. However, with

the lifting of pre-audit these functions became the responsibility of the agency.

After the exposure of the property to public auction, as required under Section 79 of PD 1445, the highest bid that falls

below the government floor price of the agency shall;

Determine whether the difference is excessive. The amount of deviation of the highest bid from the

floor/reference value is considered excessive when it is greater than 10% of the floor/reference value plus

the cost of calling another public auction

Continue with the sale of the unserviceable propertied if the difference is found to be excessive. The agency

shall call for another public auction with the floor/reference value reduced by 10%.

Conduct another public auction is the second auction still fails, i.e., the highest bid is still excessively lower

than the reduced floor / reference value, then the sale may be negotiated with the highest offer.

Setting of Minimum Value

Pursuant to EO 888, Section 3(2), in case of conflict in appraisal, the Disposal Committee shall

deliberate on the appropriate appraised value that the government shall set as the minimum bid price.

If the committee cannot arrive at a consensus, the chairman shall adopt an appraised value which he

deems most advantageous to the government based on either of the following:

The highest appraised value submitted by a Committee member; or

The average of the submitted appraised value plus 10%

o The minimum value shall be set depending on how the property shall b sold, i.e by

piece, by lot or all lot

o The minimum value shall be good for six months

The final appraised value of all disposable property should consider the obsolescence, market

demand, physical condition and result of previous bidding for similar property.

General Procedures for Disposal

The Accountable Person shall return the unserviceable supplies/property to the

Property/Supply Officer/Designated Property Custodian.

The Property/Supply Officer/Designated Property Custodian shall file an application for

disposal together with the appropriate documents to the Auditor.

The Auditor shall inspect the items and determine their value and give his/her written

recommendation to the Head of Office.

The Property/Supply Officer/Designated Property Custodian shall forward the documents to

the Disposal Committee.

The Disposal Committee shall recommend to the Head of Office and to the BAC on Disposal

the mode of disposal as appropriate and deemed most advantageous to the government.

The unserviceable property may be sold at public auction to the highest bidder under the

supervision of the BAC on Disposal.

The awardee shall pay, claim and withdraw the property upon the determination of the

winning bidder. The bid bond shall be considered as partial payment and the difference

between such as payment and the offered bid price shall be paid in the form of cash or

cashier’s/manager’s check of a reputable bank. Full payment shall be made within 5 working

days from the date of the notice of award.

In addition to the purchase price, taxes, custom duties or charges in connection with the sale

shall be borne by the awardee.

Claims shall be made only by the awardee after the bid price is fully paid as evidenced by an

official receipt.

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The Property/Supply Officer/Designated Property Custodian of the owning agency shall

accomplish a tally sheet as evidence of actual delivery. Authorized agency official and the

buyer acknowledging receipt of the items shall sign the tally-out sheet.

Claims shall be made only during official government working hours. It shall be made within

the period as scheduled by the Disposal Committee but not more than 30 days after awarding.

Failure on the part of the awardee to claim the property within the stipulated period shall

have effect on the cancellation of the award/contract. The awardee shall then be charged

storage feed and other incidental fees/costs or damages, i.e., cost incurred in the conduct of

another public bidding or negotiation. If the property remains unclaimed over a prolonged

period of time, ownership of the contracted/awarded property shall automatically reverted to

the government. The government shall then have the right to dispose the property to

whatever mode of disposal deemed most advantageous to the government.

Accomplish the pertinent portions of the Inventory and Inspection Report, Report of Waste

Materials or Invoice-Receipt for Property upon disposal of the property. These reports shall

be the bases of dropping the property from the books of accounts and for taking up the

proceeds from the sale of property.

Composition of Disposal Committee (E.O 888 and 309)

Chairperson – not lower than Assistant Secretary for a Department and Assistant Director for a

Bureau

Members

o Head of Administrative Unit;

o Head of Property Unit

A secretariat and technical staff manned by the regular personnel of the office concerned shall be

formed to handle all the committee’s technical and administrative matters as well as the safekeeping and

systematic filing of disposal committee documents and records.

Modes of Disposal

2. Condemnation or destruction of Property. The condemnation or destruction of property shall be

done through pounding, breaking, shredding, throwing or any other method by which the property

is disposed beyond economic recovery. Destruction shall be made in the presence of the Disposal

Committee.

Destruction or condemnation shall be resorted to only under any of the following instances:

o When the unserviceable property has no commercial value;

o Cannot be sold (no buyers)

o Is hazardous, or is beyond economic repair;

o When there is no willing receiver; or

o When the appraised value is less that the administrative cost of sale.

3. Transfer of Property – The government property can be transferred to any government office or

agency with or without cost upon the request of the owning agency or office. The cost herein

referred to the payment based on the appraised value of the property. Upon initiative of the

owning agency or upon submission of request to the owning agency, property recommended for

disposal may be transferred to another government agency/entity.

4. Donation of Property. Government property may be donated to charitable, scientific, educational

or cultural institutions without cost subject to existing government ruled and regulations on

disposal.

5. Sale of Unserviceable Property. The sale of unserviceable property can be done though a Public

Bidding (PB) subject to existing government rules and regulations on disposal. The PB can be done

through sealed public bidding when circumstances warrant by viva voce or through Negotiated

Sale as a result/consequence of failed bidding.

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Awarding Bids

To the highest complying bidder.

When two (2) or more bidders made identical bids shall be resorted to at a price

not less than the offered bids.

Awarding of bids should be done immediately after the opening bids if

practicable.

Property/Asset Subject to Disposal

The following are subject to disposal: Unserviceable property and valueless

records/documents:

Unserviceable Property - Pursuant to Sec. 79 of PD 1445 “When government property

has become unserviceable for any cause or is no longer needed, it shall upon application

of the officer accountable therefore, be inspected by the head of the agency or his duly

authorized representative. If found to be valueless or unserviceable, it may be destroyed

or it may be sold at public auction to the highest bidder under the supervision of the

proper committee on award or similar body. In the event that public auction fails, the

property may be sold at a private sale at such prices as may be fixed by the same

committee or body concerned.

Determining Factors

Property which can no longer be repaired or reconditioned;

Property whose maintenance costs of repair is beyond the benefits and services

that will be derived from its continued use;

Unnecessary serviceable property that has been rendered due to the change in

the agency’s functioned or mandate;

Unused supplies, materials and spare parts that were procured in excess of

requirements; and

Unused supplies and materials that are dangerous to use because of long storage

or the use of it is determined to be hazardous/dangerous.

Pertinent Documents

The accountable officials shall submit to the disposal committee through their respective

heads of offices the following accomplished forms:

Inventory and Inspection Report of Unserviceable Property for semi-expandable

materials and equipment and non expandable supplies, accompanied by any of

the following:

o Individual survey report duly certified by the supply officer/property

custodian and head of office.

o List of missing spare parts duly certified by the supply officer/property

custodian and head of office.

o Stencils of chassis and engine numbers of motor vehicles and

o Current photographs in two positions.

o Waste Materials Report for expandable and consumable, materials and

supplies including spare parts, empty containers, and remnants from

destroyed or damaged fixed assets

Valueless records/documents

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Relief from Accountability

f. In case of Loss of Government Property

It is the function of the Commission on Audit (COA) to credit losses of property or act on application for relief of

accountability. Loss of property may be credited when the loss occurs while the property is in transit or is

caused by fire, theft and other casualty or force majeure.

Procedures and requirements for relief from accountability

The accountable officer shall:

1. Notify immediately the property officer/custodian and auditor about the loss of property;

2. Submit within thirty (30) days an application for relief including the following facts:

2.1 Affidavit executed by the accountable officer stating the following facts:

Property loss and its valuation;

Actual date in which the absence was first noted;

Manner of loss;

Efforts put forth to recover the same;

Provisions made to safeguard the property; and

Date when the loss was reported to the auditor and the police authorities

2.2 Joint affidavit of two (2) disinterested persons attesting to the facts and

circumstances about the loss. In case it is not possible to obtain the statement of

two disinterested persons and only one is available or none at all, such fact

should be set forth in the affidavit of the person requesting relief, giving the

reasons therefore;

2.3 Final Police report showing the actions undertaken to recover the property loss

including actions to apprehend the suspect (s) and the present status of the case;

2.4 Comments and recommendation of the head of office;

2.5 Comments and recommendations of the auditor.

2.6 Certification from Police/fire Chief/provincial Governor/Mayor or other

competent authority when destruction was brought by natural calamity and/or

insurgency;

2.7 Inspection Report on the extent of damage on the insured property;

2.8 Evidence on the immediate issuance of the notice of loss of accountable forms as

required under COA Circular No. 84-233 dated August 24, 1984; and

2.9 Copy of Acknowledge Receipt of Equipment or property lost;

Granting of denying the request for relief

Request for relief from the property accountability may be granted or denied based on the evidences

presented.

Power to grant relief from Accountability

The application for relief shall be determined based on the supporting documents and evidences

submitted to the authorized personnel. Therefore, the Accountable Officer shall immediately notify the auditor

concerned within 30 days whenever there is loss of government supplies, materials or equipment while in

transit or the loss is caused by fire, theft and other casualty or force majeure. Any officer who fails to comply

with the requirement shall not be relieved or allowed credit for any settlement of his account (Sec 73, PD 1445)

Bonding of Accountable Officer

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The accountable official shall accomplish General Form No. 57 (A) and request for application of fidelity bond to

the Bureau of Treasury (BTr) duly signed by the head of Office.

A bond is an undertaking that is sufficiently secured. A bondable officer is one whose duties permit or require

the custody of funds or property for which he is accountable. An Officer whose fidelity is insured in the Fidelity

Fund shall, from the moment he assumes office, be considered bonded to the government to the benefit whom

it may concern for the faithful performance of all duties imposed by law upon him and for the faithful

accounting for all funds and public property coming into his possession, custody or control by appropriation,

collection, transfer or otherwise, as well as for the lawful payment, disbursement and expenditures or transfer

of all such funds or public property in his custody or possession under his control as accountable or responsible.

g. Guidelines for bonding

Each accountable officer with cash bond beyond P2,000.00 shall be insured with the BTr – Fidelity

Bond Division (FBD), while those accountable officer with a cash bond of less than P2,000.00 shall

be insured in the Fidelity Bond of the COA or its authorized agency representative. The amount of

the bond shall depend on the total accountability (cash and cash items) of officer as fixed by the

head of the agency.

Bond Requirements

Appointment of designation as accountable officer

Written character references by at least three officials within the office, one of whom is

the Administrative Officer or Legal Officer, other than the official who

appointed/designated him/her

Statement of Assets and Liabilities as of the end of the preceding year

Certificate of No Pending Administrative and Criminal Case

The foregoing documents shall be submitted, together with the application for Bond to the FBD of the BTr:

When the accountability is increased, the COA shall ensure that the additional bond is applied for.

When the accountable officer ceases to be one, the FBD shall be immediately informed such

cessation.

Bondable Risks

When an official, employee or applicant is not qualified for bonding in the judgement of Regional Director

(RD) of the Bureau of Treasury, it shall be reported to the respective head of office, who shall cause the

removal or relief of the official or employee of such duties. The decision of the RD may be appealed to the

Treasurer of the Philippines whose decision shall be final.

Officials having direct or general supervision over accountable officials shall take steps to safeguard the

interest of the government.

Upon discovery of a shortage or total loss, proper steps shall be taken to proceed against the accountable

official or employee and his/her property, real, or personal on which attachment and execution shall be

levied as provided for by law.

The office, which uncovers malversation or shortage, shall notify promptly the BTr Fiscal Examiner IV and be

advised on the status of the case.

h. Procedures for Bonding

1. Report the appointment or legal accession of a person to a bondable position to the BTr FE IV of

the Province or Region where the appointee is assigned.

2. Accomplish four (4) copies of the General Form No. 57 (1) to be used in the notification and

request for application of fidelity bond, increase, reduction, cancel, or transfer of a bond.

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3. Accomplish for (4) copies of the General Form No. 58 (A) which shall be subscribed and sworn to

before any officer duly authorized by law.

4. All applications for bonding shall be accompanied by the required documents.

Bond cancellation

Accountable official/employee who is no longer accountable by reason of retirement, separation from the

service, promotion, transfer to another office or agency, suspension from office, or for any other cause, shall submit

immediately a request for bond cancellation using General Form No. 57 (A), items 14-18 only to the BTr in the region

of the said accountable official/employee

Amount of Bond

The BTr in the region shall fix and approve the bond in their respective jurisdiction in accordance with the

schedule marked as Annex A.

An official/employee who has both money and property accountabilities shall be bonded only once to cover

both accountabilities but the amount of the bond shall be in accordance with the schedule. However, the

amount of bond shall not exceed Five Million Pesos (P5,000,000.00) as stipulated in Treasury Order No. 1-

99 dated January 1, 1999.

Bond Premium

Effective January 1, 1996, all applications for bonding shall be issued immediately a bill by the BTr for the

payment of the bond premium.

The premium of a fidelity bond shall be 1.5% of the amount of bond but not less than One Hundred Fifty

Pesos (P150.00).

The premium shall be paid for one full year (equivalent to 12 months).

Cancellation of a bond during its validity shall not make the premium refundable to the office.

Bond premium shall be deposited by applicant office to the AGDB. The deposit Slip shall be accompanied by

a list of bondable officials/employees accomplished in accordance with the form herein prescribed marked

as Annex B.

The bond application shall be processed only upon the presentation of the proof of validated premium

deposit slip and list of bondable officials/employees

Approved fidelity bonds are valid for one (1) year. The bonds shall be renewed by the office by submitting

to the BTr a list of bonded officials and employees together with the following documents:

o Copy of the latest BTr transmittal letter approving original/renewed application;

o Latest copy of Statement of Assets and Liabilities; and

o Office certification that the applicant has no pending administrative and/or criminal case;

Payment of premium, which is centralized in the agency’s head office, shall be reported/declared to the BTr

where bonded official/employee is assigned.

A bond is personal and therefore not transferable

The increase in the amount of accountability may increase the amount of bond. Therefore, the appropriate

application forms shall be filed.

Overpayment of bond premium shall be credited to subsequent premium payment due.

i. Fidelity Fund

All bond premium collected by the BTr shall constitute the fidelity Fund.

The fidelity fund shall answer the defalcations, shortages and unrelieved accountability after all

possible means of recovery of the amount from the accountable official/employee have been

exhausted or his/her insolvency declared by a competent court.

The Fidelity Fund shall be available for the payment of court fees incident to civil proceedings in

the recovery of the sum lost.

The fidelity Fund shall not be used in the following instances:

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o To replace fines imposed on a bonded official/employee as a result of criminal conviction

for violation of the revised penal code or any law;

o To answer for a liability of a bonded official/employee convicted of Estafa through

falsification of public documents in the capacity as a private individual; and

o To refund the accountability of a bonded official/employee found short in his

accountability but is not removed or relieved from his/her duties.

Adjunction of claim against the fidelity fund

Any claim against the fidelity Fund together with all pieces of evidence relating thereto shall be filed to

the Bureau of Treasury. The latter shall recommend appropriate action to the Treasurer of the

Philippines. Approval of claim shall constitute a legal claim against the Fidelity Fund.

Only approved claims shall be paid from the Fidelity Fund.

Sanction

Failure to comply with the requirements and provisions of Treasury Order No. 1-95 shall subject the

responsible official/employee to criminal and/or administrative function.

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MINDANAO DEVELOPMENT AUTHORITY Project Procurement Management Plan

CY ______ End-User: Indicative Budget:

PAP Code

General Description

Unit Quantity Estimated

Budget Proposed

Mode

SCHEDULE / MILESTONE OF ACTIVITIES

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

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Process Flow

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8.2 Usage of Venues

8.2.1 Conference Room

Use of Conference Rooms and Meeting Rooms

The following steps shall be undertaken:

a. File a request with the designated employees from the Office of the Executive Director. b. Secure confirmation prior to sending invites to participants.

Please note that all requests shall be done at least five days prior to the event if internal meeting. However, if involving external partners the request must be done and confirmed prior to sending the invites.

8.4 Motor Vehicles Use

8.4.1 Transportation Request

- Request for outside trip should be made 1 or 2 days before the actual trip for proper scheduling; - Prepare 2 copies duplicate to the guard, original for FAD for easy monitoring and future reference of

the COA; - Requesting person should sign the Driver’s Trip ticket; - The Chief of the Finance and Administrative Division should see to it that the staff had been noted by

his/her their Chief of Division before assigning any vehicle.

Section 9: Signatories of Accountable Documents and Forms

Document Requesting

Staff Certifying Officials

Principal Signatory

Alternate Signatory (In the absence of the principal signatory)

Remarks

Finance Docs

1. Disbursement vouchers

a. Salaries and travel allowances

Accountant III/Acting Accountant

ED DED; MinDA OIC

b. Goods and services

Accountant III/Acting Accountant

ED

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2. Petty Cash Vouchers

Staff

Immediate supervisor of the requesting staff

Immediate supervisor of the requesting staff

3. Cash advance Requesting bonded official

Immediate supervisor of the requesting bonded official; Finance CAO; Office Director

ED DED

4. Liquidation report

Claimant Staff/Officer

Immediate supervisor of claimant

Accountant III/Acting Accountant

5. Purchase request

a. Meals -Meals charged against office's SAF

Head of Division

Finance CAO

Office Director

Office OIC

-Catered meals for internal meetings (OpCom, GSM) and MinDA initiated meetings/activities with partners amounting below P50,000

Head of Division

Finance CAO; Office Director

DED OED DMO V Activity design approved by ED to be attached.

-Meals above P50,000

Head of Division

Finance CAO; Office Director

ED DED Activity design approved by ED to be attached.

b. Vehicle rental

Head of Division

Office Director

DED OED DMO V

Justification/Certification on non-availability of vehicle from OFAS-Procurement Unit to be attached.

c. Office supplies and needed services

-Within the PPMP

Supply Officer

Admin CAO

OFAS Director

Admin CAO

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-Not within the PPMP

Head of Division

Office Director; Admin CAO; Supply Officer

ED DED

Admin CAO and SO I to ensure submission of supplemental APP to support approval of PR

6. Purchase order Head of Division

Finance CAO; Office Director; DED

ED For plane tickets, TO/IT to be attached

7. Contract for venues

Head of Division

Office Director; Finance CAO

ED Approved activity design by the ED to be attached.

8. Obligation request

Budget Officer

Office Director

Office OIC

9. Tax Remittance Advice

Accountant III/Acting Accountant

OFAS Director

OFAS OIC

10. Government Checks

Cashier OFAS Director

Finance CAO/DED/ED/Chairperson

11. Inter-agency Communication Letters (COA, DBM, LBP, BIR, Bureau of Treasury, among others

Finance CAO and staff responsible in drafting the letter

OFAS Director or Executive Director

Note: Depends on the position rank of the letter addressee (protocol on the level of authority/counterpart official)

Administrative docs

1. Letter of authorization (LOA) for hotel accommodation

Office Director; Head of Division; Office Director

DED OED DMO V Type of room and rate should be indicated in the LOA

2. Sick leave Staff

HRMO-designate; Head of Division; Office Director

DED OFAS Director

Medical certificate to be attached if five (5) working days and above.

3. Vacation leave Staff

HRMO-designate; Head of Division; Office

DED OFAS Director ED to sign for five (5) days and above.

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Director

4. Special leave Staff

HRMO-designate; Head of Division

Office Director

Office OIC

5. Compensatory time off

Staff

HRMO-designate; Head of Division

Office Director

Office OIC DED to sign if five (5) days and above

6. Travel Order

a. Domestic Staff

Office Director; Head of Division

ED DED

b. Foreign (Travel Authority)

Staff

ED; Office Director; Head of Division

Chairperson

7. Itinerary of Travel

a. Domestic Staff

Office Director; Head of Division

ED DED

b. Foreign Staff

ED; Office Director; Head of Division

Chairperson

8. Certificate of travel completed (Domestic and Foreign)

Staff Head of Division

Office Director

Office OIC

9. Memorandum for overtime service

Staff Head of Division

Office Director

Office OIC

10. Overtime accomplishment report

Staff Head of Division

Office Director

Office OIC

11. Pass slip Staff Head of Division

Office Director

Office OIC

12. Personnel Attendance Form

Staff Head of Division

Office Director

Office OIC

13. Transportation Request

Staff OFAS Director

Admin CAO

Procurement docs

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1. Request for quotations

OFAS Director

Admin CAO

2. Abstract of quotations

AO I (SO I) BAC ED

3. Notice of award

BAC; ED Secretary ED (for contracts below P500,000.00)

4. Notice to proceed

BAC; ED Secretary ED (for contracts below P500,000.00)

5. Notice to losing bidders

BAC TWG BAC Chair BAC Vice Chair

Section 10. General Support Services

Courier Services

This is a messengerial service provided by the administrative division to facilitate transport of goods or documents to MinDA partners and clients.

Photocopying

This function is handled by the Administrative Division to facilitate reproduction of official documents and records as required by the different offices/divisions within MinDA.

Printing

This includes production of MinDA Reports, IEC Materials and other official documents.

Transportation

Provision of transportation services for MinDA Officials, employees and guests during official functions.

This also includes transportation of goods and documents to MinDA partners and clients.

Janitorial Services

This includes maintenance and cleaning of the MinDA office and its facilities.

Section 11. Security Services

This service is provided to ensure protection and safety of the MinDA officials, employees and guests as

well as MinDA’s properties.

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