METRO KIDAPAWAN WATER DISTRICT (MKWD)metrokidapawanwd.gov.ph/wp-content/uploads/2012/03/HRMS.pdf · DBM Circulars, LWUA and other regulatory bodies. COMMERCIAL SERVICES DEPARTMENT

METRO KIDAPAWAN WATER DISTRICT

(MKWD)

TABLE OF CONTENTS

CONTENTS PAGESPRELIMINARY PAGES

ANNEX A: ORGANIZATIONAL PROFILE 1 – 10

TEMPLATE A: Organizational Strategies and HR Requirements 11 – 59

TEMPLATE B1: HR Inventory 60 – 74

TEMPLATE B2: HR Profile 75 – 77

TEMPLATE C1: HR Competencies Requirements 78 – 118

TEMPLATE C2: HR Competency Mapping 119 – 166

TEMPLATE D: Competency Gap Analysis 167 – 170

TEMPLATE E: People Issues 171

TEMPLATE F: HR Systems Check 172 – 174

TEMPLATE G: Employee Health and Wellness Assessment 175 – 176

TEMPLATE H: Prioritized Gaps and Interventions 177 – 196

TEMPLATE I: Monitoring and Evaluation 197 - 203

COMMUNICATION PLAN 204

ANNEX B: ORGANIZATIONAL STRATEGIC ROAD MAP 205 – 210

ANNEX C: JOB ANALYSIS 211 – 213

ANNEX D: SUPERVISOR’S OBSERVATION CHECKLIST 214 – 216

ANNEX E: COMPETENCIES INVENTORY 217 – 222

ANNEX F: CAREER PATHING 223 – 272

ANNEX G: SUCCESSION PLANNING 273 – 365

ANNEX H: PRE-RETIREMENT PLANNING 366 – 368

APPENDICES

ANNEX AMKWD ORGANIZATIONAL PROFILE

ANNEX BMKWD STRATEGIC ROAD MAP

ANNEX CJOB ANALYSIS

ANNEX DMKWD SUPERVISORS’CHECKLIST

ANNEX EMKWD COMPETENCIES INVENTORY

ANNEX FMKWD CAREER PATHING

ANNEX GMKWD SUCCESSION PLANNING

ANNEX HMKWD PRE-RETIREMENT PLANNING

ANNEX A: ORGANIZATIONAL PROFILE 1

ANNEX A ORGANIZATIONAL PROFILE

METRO KIDAPAWAN WATER DISTRICT (MKWD) is a government-owned and controlled corporation based in Barangay Lanao, Kidapawan City, Province of Cotabato. It was established on December 14, 1976. The MKWD is currently serving the water supply concession needs of Kidapawan City and its neighboring municipalities, namely, Makilala, Magpet and Matalam.

The MKWD has recently been classified as a Category B Water District by the Department of Budget and Management (DBM), implying that it has at least 10,000 and more active service connections.

VISION MKWD envisions to bean economically viable public utility firm whose index of success is customer satisfaction in the provision of adequate, safe potable and affordable water for its service areas of Kidapawan City, Makilala, Magpet and Matalam.

MISSION MKWD is committed to service development and self-reliance in the provision of cost effective services as well as environmentally-sensitive management of water resources

VALUES STATEMENT MKWD aims to protect, preserve and sustain its water resources and shall always adhere to sound practices in the management of the natural environment and watershed recharge areas.

CORPORATE STRATEGIC OBJECTIVES 1. OPTIMUM ORGANIZATIONAL MANAGEMENT AND CORPORATE SOCIAL

RESPONSIBILITY.The MKWD shall continue to strengthen organizational management and internal and external communications, as well as enhance its corporate social responsibility

2. CUSTOMER SERVICE SATISFACTION.The MKWD shall ensure courteous, efficient and reliable customer service to its consumers

3. SUSTAINABILITY AND INNOVATION.The MKWD shall adopt the latest technological advancements and alternative resources to ensure sustainable water supply to its service areas

4. FINANCIAL STABILITY AND VIABILITY.The MKWD shall ensure sound financial planning to maximize fiscal and fiduciary capabilities


5. HUMAN RESOURCES DEVELOPMENT. The MKWD shall continuously enhance its corporate human resources management and development structures and its mechanisms to strengthen service culture

6. OPERATIONAL RELIABILITY.The MKWD shall render reliable and high quality service to its customers


ORGANIZATIONAL STRUCTURE The MKWD, as a government-owned and controlled corporation has the following structure:

1. The Board of Directors (BOD) composed of five individuals appointed by the local chief executive, and serving under a set term of office of six years

2. The General Manager (GM) as the head of the organization

3. The Assistant General Manager for Operations (AGMO) has one major department under its auspices: the Engineering and Operations Department.

3.1. The Engineering and Operations Department has four divisions:

a. Water Resources Division

b. Planning and Design Division

c. Construction Division

d. Maintenance Division

4. The Assistant General Manager for Administration and Finance (AGMAF) has three major departments under its auspices: Administrative and Human Resource Department; Finance Services Department, and the Commercial Services Department.

4.1 The Administrative and Human Resource Department has two divisions:

a.Administrative and Human Resource Division

b.General Services Division

4.2 The Finance Services Department has two divisions:

a. Accounting and Budget Division

b. Cash Management Division

4.3 The Commercial Services Department has two divisions:

a. Customer Accounts Division

b. Customer Services Division

The re-categorized organizational structure and functional chart of the Metro Kidapawan Water District are graphically presented in Figures 1 and 2A to 2C.


FIGURE 1. CATEGORY B ORGANIZATIONAL STRUCTURE

BOARD OF DIRECTORS

GENERAL MANAGER

ASST. GENERAL MANAGER -

ADMINISTRATION & FINANCE

ADMINISTRATIVE & HUMAN RESOURCE

DEPARTMENT

ADMINISTRATIVE & HUMAN RESOURCES

DIVISION

GENERAL SERVICES DIVISION

FINANCE DEPARTMENT

ACCOUNTING & BUDGET DIVISION

CASH MANAGEMENT

DIVISION

CUSTOMER SERVICES

DEPARTMENT

CUSTOMER ACCOUNTS DIVISION

CUSTOMER SERVICES DIVISION

ASST. GENERAL MANAGER -

OPERATIONS

ENGINEERING & OPERATIONS DEPARTMENT

WATER RESOURCES DIVISION

PLANNING & DESIGN DIVISION

CONSTRUCTION DIVISION

MAINTENANCE DIVISION


FIGURE 2A. MKWD ORGANIZATIONAL FUNCTIONAL CHART

OFFICE OF THE BOARD OF DIRECTORSPolicymaking body of the Water District

OFFICE OF THE GENERAL MANAGERRuns the day-to-day operations of the Water District; Has the authority to

appoint all personnel of the Water District

OFFICE OF THE AGM FOR ADMINISTRATIVE AND FINANCE

Assists the General Manager in running the day-to-day operations of the Water District

concerning Administrative and Finance

ADMINISTRATIVE AND HUMAN RESOURCES

DEPARTMENTResponsible for the HR Management,

Records Management, Procurement Processes and

Maintenance of Property, Plant and

Equipment

FINANCE DEPARTMENT

Responsible for the Management,

Supervision and Planning of Finance

Services in accordance with rules

and regulations of COA, LWUA, CSC, DBM, Office and Other Governing

Bodies

COMMERCIAL SERVICES

DEPARTMENTResponsible for the Management and Supervision of the

Commercial Services Department;

Responsible for Revenue Generation

and Collection Efficiency

OFFICE OF THE AGM FOR OPERATIONS

Assists the General Manager in running the day-to-day operations

of the Water District concerning the technical aspect of the operations

ENGINEERING AND OPERATIONS DEPARTMENT

Responsible for the Formulation of Water District Development Plans through System

Technical Planning and Assessment;

Implement Feasible Construction Projects

including Service Line Activities and

Watershed Management;

Maintenance of Main, Distribution and

Service Lines, Water Meters, Valves and

Other System Appurtenances,

including Management of

Water Supply and Pressure Distribution,

Water Quality Standards through its

Intakes, Treatment Plant and

Impounding Structures


FIGURE 2B. MKWD DEPARTMENTAL FUNCTIONAL CHART – ADMINISTRATIVE AND FINANCE

OFFICE OF THE ASSISTANT GENERAL MANAGER FOR ADMINISTRATIVE AND FINANCE

ADMINISTRATIVE AND HUMAN RESOURCE

DEPARTMENT

ADMINISTRATIVE AND

HUMAN RESOURCE DIVISION

Implements HR

Management and

Personnel Development Programs,

Records Managemen

t and Procurement Activities

in accordance with CSC Laws and

Rules, DBM Rules and

Regulations, and RA 9184


Ensures Maintenance

and Safeguarding of MKWD's

Property, Plant and

Equipment as well as

Procurement and Supplies Management

to ensure availability of supplies at all

times; Also Responsible

for the Cleanliness, Orderliness and Security of Office and Workforce

FINANCE DEPARTMENT

ACCOUNTING AND BUDGET

DIVISIONIt is the nerve

center for information

regarding financial

transactions reported through

an accuarate, updated and reconciled

financial reports including

preparation and monitoring of

budget that will serve as

management's guide in future

decision making; It is also

responsible for the preparation

of both disbursement and journal

vouchers with approved

requests or statements which are in accordance

with generally accepted

accounting principles

CASH MANAGE-

MENT DIVISION

It is responsible for the

collection of funds from all

sources; safekeeping of

fund to depository

banks and is responsible for the preparation

of cash or check

disbursement with approved schedules for

payment which are in

accrodance with approved

COB, COA Rules and

Regulations, CSC, Latest GAA, Board Resolutions,

DBM Circulars, LWUA and

other regulatory

bodies

COMMERCIAL SERVICES

DEPARTMENT

CUSTOMER ACCOUNTS DIVISIONResponsible

for performing

meter reading, billing,

tending and reconciliation

of accounts receivables; Responsible

for the maintenance of accurate

and updated records on customer

acccounts, master file,

billing adjustments,

discounts, bad debts and

dropping from the rolls; Responsible

for the maintenance of electronic gadgets, IT equipment,

software and other

paraphernalia


It is considered as the focal division for customer

servicing and customer

relations, as well as collects data on customer-

related request and complaints,

and address such with the support of the department or

division concerned that are both under

the offices of the AGM for

Operations and the AGM for Admin and

Finance; It is responsible for

the desired collection efficiency

through pursuit of accounts activities,

investigation and other

related activities reinforcing customer

satisfaction and revenue

generation


FIGURE 2C. MKWD DEPARTMENTAL FUNCTIONAL CHART – ENGINEERING AND OPERATIONS

OFFICE OF THE ASSISTANT GENERAL MANAGER FOR OPERATION

ENGINEERING AND OPERATIONS DEPARTMENT

PLANNING AND DESIGN

DIVISION

Prepares Program of

Works (POW) and engineering

details of proposed

projects; Designs construction

schedules; Endorses feasibility

studies; Secures Right of Way

(ROW); Design Development

Plans; Conduct system

evaluations and Supervises watershed

activities and programs


Supervises and implements construction

projects; Installs, transfers and

repairs service lines; Conducts

marketing activities and

maintains General Zoning and

Master Plan files


Ensures 24/7 water supply distribution through systematic

monitoring; Regulates impounding schedule

and discharges on reservoirs; Line flushing

through hydrants, blowoffs and end points; valve manipulation for

maintenance and control purposes; inventory of

production and its losses; management and

maintenance of water meters, laboratories (microbiological and

water meter), treatment plant, intakes/reservoir

and water quality monitoring based on minimum standard


Ensures maintenance of

pipelines, control valves, fire

hydrants and other

appurtenances; Recommends

pipeline rehabilitations; maintenance of

service lines (distribution line

section); disconnect service

lines from the main for over three months disconnected connections


EMPLOYEE INVENTORY, BY OFFICE, PLANTILLA NUMBER AND SEX (As of January 1, 2015)

EMPLOYEE INVENTORY, BY OFFICE, PLANTILLA NUMBER AND SEX (As of January 1, 2015)

OFFICE PLANTILLA NO.

FILLED-UP

VACANT PERMANENT TOTAL

MALE FEMALE 1 BOARD OF

DIRECTORS 1 1 - - 1 1

2 GENERAL MANAGER 13 8 5 3 5 8 3 ASST. GEN.

MANAGER - ADMIN & FINANCE

3 3 - 1 2 3

4 ADMIN & HUMAN RESOURCE DEPARTMENT

2 1 1 1 - 1

5 ADMIN & HR SERVICES DIVISION.

9 4 5 2 2 4

6 GEN. SERVICES DIVISION

15 12 3 11 2 12

7 FINANCE SERVICES DEPARTMENT

3 3 -- 1 2 3

8 ACCOUNTING. & BUDGET DIVISION

10 4 6 - 4 4

9 CASH MANAGEMENT DIVISION

9 1 8 1 2

10 COMMERCIAL SERVICES DEPARMENT

3 2 1 - 2 3

11 CUSTOMER ACCOUNTS DIVISION

20 18 2 11 7 18

12 CUSTOMER SERVICES DIVISION

8 4 4 2 2 4

13 ASST. GEN. MANAGER - OPERATIONS

2 2 - 2 - 2

14 ENGINEERING & OPERATIONS DEPARTMENT

2 1 1 - 1 1

15 WATER RESOURCES DIVISION

49 20 29 18 2 20

16 PLANNING & DESIGN DIVISION

12 10 2 9 1 10

17 CONSTRUCTION DIVISION

12 11 1 10 1 11

18 MAINTENANCE DIVISION

20 18 2 18 - 18

TOTAL PLANTILLA 193 113 77 80 33 113


INVENTORY OF UNFILLED PLANTILLA AND NEW POSITIONS, AS OF JANUARY 1, 2015

INVENTORY OF VACANT PLANTILLA AND NEW POSITIONS, AS OF JANUARY 1, 2015

Item Code Position Title Salary

Grade Step Authorized

Salary OFFICE OF THE GENERAL MANAGER

2015-001 Supervising Internal Control Officer* SG-20 1 438,804.00 2015-002 Senior Corporate Planning Specialist* SG-19 1 406,308.00 2015-003 Senior Information Officer* SG-18 1 376,212.00 2015-004 Supervising Data Encoder-Controller* SG-13 1 257,232.00 2015-005 Utility Worker B* SG-01 1 108,000.00

OFFICE OF THE ASSISTANT GENERAL MANAGER FOR HUMAN RESOURCE AND FINANCE

ADMINISTRATIVE AND HUMAN RESOURCE DEPARTMENT ADMINISTRATIVE AND HR DIVISION

2015-006 Division Manager B* SG-23 1 552,768.00 2015-007 Supervising Industrial Relations Management

Officer A* SG-20 1 438,804.00

2015-008 Administrative Services Chief B* SG-19 1 406,308.00 2015-009 Clerk Processor D* SG-03 1 124,812.00

GENERAL SERVICES DIVISION 2015-010 General Services Chief B* SG-19 1 406,308.00 2015-011 Driver Mechanic B* SG-07 1 166,680.00 2015-012 Storekeeper D* SG-04 1 134,172.00 2009-043 Clerk Processor D** SG-03 1 124,812.00 FINANCE SERVICES DEPARTMENT

ACCOUNTING AND BUDGET DIVISION 2009-031 Division Manager B** SG-23 1 552,768.00 2015-013 Senior Financial Planning Specialist* SG-20 1 438,804.00 2015-014 Senior Financial Planning Specialist* SG-20 1 438,804.00 2009-034 Corporate Accountant** SG-15 1 298,644.00 2009-036 Accounting Processor A** SG-08 1 179,172.00 2009-039 Corporate Budget Assistant** SG-08 1 179,172.00

CASH MANAGEMENT DIVISION 2015-015 Division Manager B* SG-23 1 552,768.00 2015-016 Supervising Cashier* SG-19 1 406,308.00 2015-017 Cashier D* SG-10 1 207,060.00 2015-018 Collection Assistant* SG-06 1 155,052.00 2015-019 Collection Assistant* SG-06 1 155,052.00 2015-020 Collection Assistant* SG-06 1 155,052.00 2015-021 Collection Assistant* SG-06 1 155,052.00 COMMERCIAL SERVICES DEPARTMENT 2009-064 Driver** SG-04 1 134,172.00

CUSTOMER ACCOUNTS DIVISION 2015-022 Supervising Customer Services Officer A* SG-20 1 438,804.00 2015-023 Utilities Service Assistant E* SG-04 1 134,172.00

CUSTOMER SERVICES DIVISION 2015-024 Supervising Customer Services Officer A* SG-20 1 438,804.00 2015-025 Supervising Customer Services Officer A* SG-20 1 438,804.00 2015-026 Customer Service Assistant E* SG-04 1 134,172.00


Item Code Position Title Salary Grade

Step Authorized Salary

OFFICE OF THE ASSISTANT GENERAL MANAGER FOR OPERATION ENGINEERING AND OPERATIONS DEPARTMENT 2015-027 Clerk Processor D* SG-03 1 124,812.00

WATER RESOURCES DIVISION 2015-028 Supervising Water Utilities Management Officer* SG-20 1 438,804.00 2015-029 Supervising Water Utilities Management Officer* SG-20 1 438,804.00 2015-030 Medical Technologist III* SG-18 1 376,212.00 2015-031 Watershed Management Specialist* SG-17 1 348,336.00 2015-032 Senior Water Maintenance Man A* SG-12 1 239,280.00 2015-033 Supervising Instrument Technician* SG-12 1 239,280.00 2015-034 Water Maintenance Man A* SG-08 1 179,172.00 2015-035 Instrument Technician A* SG-08 1 179,172.00 2015-036 Driver* SG-04 1 134,172.00 2015-037 Utility Worker B* SG-01 1 108,000.00 2015-038 Utility Worker B* SG-01 1 108,000.00 2015-039 Utility Worker B* SG-01 1 108,000.00 2015-040 Utility Worker B* SG-01 1 108,000.00 2015-041 Utility Worker B* SG-01 1 108,000.00 2015-042 Utility Worker B* SG-01 1 108,000.00 2015-043 Utility Worker B* SG-01 1 108,000.00 2015-044 Utility Worker B* SG-01 1 108,000.00 2015-045 Utility Worker B* SG-01 1 108,000.00 2015-046 Utility Worker B* SG-01 1 108,000.00 2015-047 Utility Worker B* SG-01 1 108,000.00 2015-048 Utility Worker B* SG-01 1 108,000.00 2015-049 Utility Worker B* SG-01 1 108,000.00 2015-050 Utility Worker B* SG-01 1 108,000.00 2015-051 Utility Worker B* SG-01 1 108,000.00 2015-052 Utility Worker B* SG-01 1 108,000.00 2015-053 Utility Worker B* SG-01 1 108,000.00 2015-054 Utility Worker B* SG-01 1 108,000.00 2015-055 Utility Worker B* SG-01 1 108,000.00 2015-056 Utility Worker B* SG-01 1 108,000.00

PLANNING AND DESIGN DIVISION 2009-073 Division Manager B** SG-23 1 552,768.00 2015-057 Project Management Officer B* SG-20 1 438,804.00 2009-074 Senior Engineer A** SG-16 1 322,536.00 2015-058 Driver* SG-04 1 134,172.00

CONSTRUCTION DIVISION 2015-059 Project Management Officer B* SG-20 1 438,804.00

MAINTENANCE DIVISION 2015-060 Project Management Officer B* SG-20 1 438,804.00 2009-119 Water Maintenance Man A** SG-08 1 179,172.00 2009-128 Water Maintenance Man A** SG-08 1 179,172.00 2015-061 Driver* SG-04 1 134,172.00 2009-122 Utility Worker B** SG-01 1 108,000.00 2009-130 Utility Worker B** SG-01 1 108,000.00

* NEW POSITIONS (2015) ** VACANT PLANTILLA (2009)

ANNEX H: PRE-RETIREMENT PLANNING 366

ANNEX H PRE-RETIREMENT PLANNING

Planning and preparing for retirement is one of the most important things an employee will do. The decisions made and actions taken in the months and years before an employee’s retirement are some of the most profound choices an individual can make. For employees in the civil service, mandatory retirement age is at 65. However, those who have reached the age of 60 and had served for at least 15 years may become eligible for retirement.

MKWD employees become eligible for retirement when they reach the age of 60. However, those opting for early retirement have to comply with tenure of service requirements of the CSC. As of 2015, one employee is set to retire based on the retirement eligible age of 60, and based on the personnel records, about 11 employees are eligible for retirement within the timeframe of the plan: three (3) in 2016; one (1) in 2017; four (4) in 2018, and three (3) in 2019.

Thus, the AHRD-HR has adopted the present civil service system of the CSC in the processing, approval and payment of retirement claims, as well as facilitating the expeditious compliance of pre-retirement procedures so that retiring officials and employees shall receive their retirement benefits without delay.

LEGAL BASES 1. Rule VIII of the Omnibus Rules Implementing Book V of Executive Order 292:

“SECTION 1. Every official and employee of the government is an asset or resource to be valued, developed and utilized in the delivery of basic services to the public. Hence, the development and retention of a highly competent and professional workforce in the public service shall be the main concern of every department or agency.

x xx

“SECTION 7. In establishing a continuing program for the development of personnel, each department or agency or local government shall:

x xx

(b)Design, implement and evaluate-in-service training and development programs solely or in coordination with the Commission and/or other government agencies and institutions. Such programs shall include the following:

x xx

Pre-retirement Program – refers to courses which are intended to familiarize would-be retirees on the government retirement plans and benefits as well as available business opportunities or other productive options/pursuits.


x xx”

2. PRIOR Program (Memorandum Circular No. 23 s. 1993), enjoins agencies to adopt the Pre-Retirement Innovations and Options for Results or PRIOR as the pre-retirement program for government officials/employees. Said MC also states that all officials and employees planning to retire shall have undertaken a Pre-Retirement Course 1-2 years prior to their retirement.

3. SALAMAT-MABUHAY Program (Memorandum Circular No. 07, s. 1998) enjoins all heads of departments and agencies to adopt the “SALAMAT-MABUHAY” Program in honor of or in recognition of the contributions of retiring officials and employees in their respective agencies.

PRE-RETIREMENT AND RETIREMENT PROGRAM 2015-2019

1. Pre-Retirement Education Program

Core topics covered include the following: overview of the purpose and goals of retirement planning; explanation of retirement system benefits and options; GSIS Retirement and Pension information; financial planning; health care insurance and/or benefits

2. Pre-Retirement Counseling

Pre-retirement counseling is the counseling services made available to an employee to get him or her acquainted with the requirements needs for a comfortable retirement. It is also aimed at helping workers to plan for their retirement when still working. Pre-retirement counseling is the provision of “comprehensive guidance and information concerning the social, emotional, financial and other aspects of retirement.” The essence of preretirement counseling is therefore to make an employee aware of his tomorrow. The fears associated with retirement may not be there if adequate planning is done with the aid of guidance counselors. To many people, a mention of the word retirement is associated with negative feelings. Only a few view it positively, and look forward to it with zeal and enthusiasm.

3. Salamat-Mabuhay Testimonial Program

Every retiree shall be tendered a testimonial program on his last day of service, usually on his/her 65th birthday. The IRMO shall facilitate the conduct of a program in honor of the retiree, whereby the firm, colleagues, friends and relatives of the retiree extol the virtues of and express their gratitude to the honoree. The firm shall likewise award the retiree with a plaque and token of appreciation for service rendered to the firm. Likewise, a cash gift and/or accrued monetary benefits shall be given to the retiree.


CANDIDATES FOR RETIREMENT ELIGIBILITY AT AGE 60

Department/ Division

Job Class Title Position Description

Supervisor Retirement Eligibility

Date

Reason why this is considered a key/

critical position MAINTENANCE DIVISION

Water Maintenance Foreman

Water Maintenance Foreman (SG-14)

Head, Maintenance

Division

2015 Specialized leadership; Performs key task; geographic


Division Manager B

Division Manager (SG-22)

Head, Commercial

Services Department

2016

Specialized leadership; performs key task; may affect organizational structure


Water Maintenance Head

Water Maintenance Head (SG-16)

Head, Maintenance

Division



Senior Water Maintenance Man A

Senior Water Maintenance Man A (SG-12)

Head, Maintenance

Division


CUSTOMER SERVICING DIVISION

Utility Service Assistant C

Utility Service Assistant C (SG-08)

Head, Customer Servicing Division

2017 Performs key task

ADMINISTRATION & GENERAL SERVICES DIVISION

Division Manager B


Head, Administration

& Finance Services

Department

2018 Specialized leadership; performs key task; may affect organizational structure

OFFICE OF THE GENERAL MANAGER

Senior Internal Control Officer

Senior Internal Control Officer (SG-16)

General Manager


ACCOUNTING & BUDGET DIVISION

Corporate Budget Specialist

Corporate Budget Specialist (SG-16)

Head, Accounting &

Budget Division



Customer Service Assistant B

Customer Service Assistant (SG-10)

Head, Customer Accounts Division




Senior Water Maintenance Man (SG-12)

Head, Maintenance

Division



Water Resource Facilities Technician

Water Resource Facilities Technician (SG-11)

Head, Water Resources Division


CUSTOMER SERVICE DIVISION

Customer Service Assistant E


Head, Customer

Service Division


ANNEX B: ORGANIZATIONAL STRATEGIC ROADMAP 205

ANNEX B ORGANIZATIONAL STRATEGIC ROAD MAP

HUMAN RESOURCES DEVELOPMENT. The MKWD shall continuously enhance its corporate human resources management and development structures and its mechanisms to strengthen service culture STRATEGIES HR INTERVENTION

INTERNAL / EXTERNAL OUTPUT INDICATORS RESPONSIBILITY

ACCOUNTABILITY FUND SOURCE TIMEFRAME

2015 2016 2017 2018 2019

Employ a succession planning strategy that will identify and develop employees to prepare them for leadership positions in the future

• Training Needs Analysis of potential candidates to fill up new positions and/or vacancies

• Clear Job Descriptions vis-à-vis departmental/division functions

• Shortlisted potential candidates

• Clear job descriptions and/or functions

AHRD-HR CORPORATE FUNDS

Create a project management program that provides training, coaching and mentoring to project managers to ensure the successful execution of capital projects

• Train project managers/ potential project managers on industry trends and market analysis

Expertise of project managers harnessed

OGM AHRD EOD FSD

CORPORATE FUNDS

Implement and train all employees on the principles of continuous improvement

• Mentoring and Coaching • Regular conduct of job

analysis • SPMS and IPCR

• Efficiency and capacity of employee enhanced

• Job weaknesses identified and addressed

• Accurate performance ratings

AHRD CORPORATE FUNDS

Craft a cross exposure program for employees to introduce them to other areas of the LWD and develop their management and leadership skills

• Inter-divisional/departmental cross-training of employees with similar job groupings

• Interactive project management processes

• Deeper understanding of the various functions of the LWD acquired

• Hands-on skills training enhanced

AHRD FSD CSD EOD

CORPORATE FUNDS


OPTIMUM ORGANIZATIONAL MANAGEMENT AND CORPORATE SOCIAL RESPONSIBILITY. The MKWD shall continue to strengthen organizational management and internal and external communications, as well as enhance its corporate social responsibility

STRATEGIES HR INTERVENTION INTERNAL / EXTERNAL

OUTPUT INDICATORS RESPONSIBILITY ACCOUNTABILITY

FUND SOURCE TIMEFRAME 2015 2016 2017 2018 2019

Employ innovative systems and technologies to improve efficiencies throughout the Local Water District

• Organizational management trainings: TQM, Six Sigma, 5S

• MIS/GIS systems and other relevant software applications knowledge upgrade

• Global industry competitiveness assured

• Up-to-date technological applications ensured

OGM AHRD FSD CSD EOD

CORPORATE FUNDS

Employ a marketing strategy to educate customers on current and future projects

• Upgrade capabilities of key management personnel, i.e., corporate planning and financial planning officers

• Industry-savvy corporate personnel

OGM AHRD FSD

CORPORATE FUNDS

Employ an internal communication strategy to improve the dissemination of information between the diverse areas of the Local Water District

• Harness information technology skills of corporate communicators

• Open communication channels

OGM AHRD

CORPORATE FUNDS

Improve the dynamics of the LWD’s organizational processes

• Regular departmental and organizational planning sessions

• Team-building activities

• Deeper involvement of personnel in corporate processes

• Work environment conducive to maximum performance

All departments All divisions

CORPORATE FUNDS


FINANCIAL STABILITY AND VIABILITY.The MKWD shall ensure sound financial planning to maximize fiscal and fiduciary capabilities




Enhance cost-efficiency and cost- effectiveness in all administrative and organizational processes

• Updates on Internal audit and/or control procedures;

• Property and Supply management

Cost-efficient and cost-effective administrative and organizational processes ensured

AHRD FSD

CORPORATE FUNDS

Evaluate and implement different strategies to prioritize future projects as the needs of the LWD change

• Regular review and assessment of operations and up-to-date programs and projects assessment/evaluations

• Adoption of industry best practices

• High impact programs and projects implemented

• Best practices replicated

EOD CORPORATE FUNDS

Develop new revenue sources • Explore other investment options

Increased business portfolio guaranteed

FSD CORPORATE FUNDS

Enhance capital planning efforts through the implementation of capital budgeting methodologies to ensure projects are completed on time and on budget

• Frequent brainstorming/ management meetings;

• Training upgrades on Process Engineering

Cost-effective, cost-efficient and timely completion of programs and projects guaranteed

OGM AHRD FSD EOD

CORPORATE FUNDS


CUSTOMER SERVICE SATISFACTION.The MKWD shall ensure courteous, efficient and reliable customer service to its consumers




Improve the customer service experience for our customers

• Quick Response Time for maintenance/repair or installation

• Physical fitness and health condition of field employees regularly monitored and assured

• Outsourcing of maintenance services

• Frequent promotional gimmicks

• Customer Satisfaction guaranteed

• Occupational Safety measures observed

• On-time maintenance services guaranteed

AHRD CSD

CORPORATE FUNDS

Improve the aesthetics of the LWD’s facilities and utilities, and streamline process to serve customers more efficiently

• Strict implementation of Citizens Charter/ARTA;

• Accurate billing

Seamless customer service guaranteed

AHRD CSD

CORPORATE FUNDS


SUSTAINABILITY AND INNOVATION. The MKWD shall adopt the latest technological advancements and alternative resources to ensure sustainable water supply to its service areas STRATEGIES HR INTERVENTION

INTERNAL / EXTERNAL OUTPUT INDICATORS RESPONSIBILITY

ACCOUNTABILITY FUND SOURCE TIMEFRAME

2015 2016 2017 2018 2019

Plan and implement alternative water resource projects to augment current water supplies and ensure a drought proof water supply

• Construction of overhead water storage tanks and valving systems in key locations within service areas

• Upgrade well water operations

EOD

Proactively monitor changes in water quality regulation to ensure providing the highest quality service to customers

• Hiring of Medical Technologist to regularly conduct water quality

• Regular conduct of groundwater assessment

AHRD EOD

Plan and secure additional water resources

• Develop partnerships with public or private entities re: water utility expansion or alternative resources

• Partnerships with BAWASA and rendering of technical assistance

OGM EOD


OPERATIONAL RELIABILITY. The MKWD shall render reliable and high quality service to its customers




Employ operational excellence program to reduce operational costs and energy utilization

• Work out ISO compliance • Adoption of green

technology

ISO-compliant and environment-friendly operations guaranteed

EOD

Improve rehabilitation of current infrastructure to ensure a reliable and resilient system

• Constant monitoring and inspection of water recharge points and sources, pipelines and water mains in service areas

• Replacement of small distribution lines

• Work out increase in water extraction rights from LWUA and NWRB

Water quality and supply assured

EOD

ANNEX C: JOB ANALYSIS 211

ANNEX C JOB ANALYSIS

Employees who participated in the job analysis survey came from two departments: the Administrative and Human Resources Department (AHRD), and the Engineering and Operations Department (EOD). Respondents from the AHRD were supervisory and assisting staff while those from the EOD were 1st level supervisory and non-supervisory personnel, as well as 2nd

ADMINISTRATIVE AND HUMAN RESOURCES DEPARTMENT

level supervisory and non-supervisory personnel.

Among AHRD employees, respondents were from the Administrative Section, the HR Section, and the Supply Section of the General Services Division.

In the HR Section, core functions performed by the respondent (2nd

In the Admin Section, duties cited by the respondent (1

level Supervisory) involve maintenance of official reports, records and communications. As such 40% of the duties and responsibilities involved recording and safekeeping of official documents and forms from the different departments and divisions of the MKWD, including documents from working committees and external communications; 30% involve recording, updating and safekeeping employees’ leave ledger records; 25% involved inventory, recommendation and control of releasing of documents, as well as preparing regular weekly and monthly reports; and, 5% involved attending to all office and organizational activities.Special/Intervening assignments cited include membership and being an officer in MKWD-based organizations and/or committees. Employee-respondent cited proficiency in terms of knowledge, skills and attitudes/behavior required for the job. Additional training on Records Management Upgrade and HR systems applications was likewise desired. Deterrents to job performance cited include random interruption from phone calls, walk-in visits, supervisor’s demands; as well as uncomfortable work environment, particularly citing “glare” or “silaw” as an occupational hazard. The respondent likewise expressed the desire to have a higher position in the division, and indicated the need for more job-related trainings, seminars and experience to be able to meet the requisites for promotion.

st

In the Supply Section of the General Services Division, core functions indicated include receiving and releasing of goods; recording and posting; and, reportorial functions. Weight allocation for duties performed are as follows: 30% for receipt/release of maintenance materials; 40% for posting all receiving reports; and, 30% monthly supply

level non-supervisory) 40% receiving all office supplies and materials; 40% release of office supplies to all requisitioners; and, 40% conduct of physical count and inventory of all office supplies. In terms of competency, respondent indicated competency in clerical work and being computer-literate. Deterrent to job performance cited include poor/lack of communication or guidelines for appropriate work behaviors; and, work not appreciated.


report. Special/intervening assignments cited include membership in MKWD-based organization. In terms of competency levels, respondent indicated competent knowledge on storekeeping and debit/credit and being computer-literate. Respondent likewise indicated the desire for more training on Accounting applications. Deterrent to job performance cited was uncomfortable work environment. Respondent also expressed desire to pursue a masteral degree and attain eligibility.

ENGINEERING AND OPERATIONS DEPARTMENT Among EOD personnel, respondents were 1st Level and 2nd

In the Design Unit of the Planning and Design Division, supervisory-respondent indicated having the following weight allocation for duties and responsibilities performed, to wit: 40% - providing design consideration for construction, maintenance and production-related activities; 30% - evaluating and analyzing water supply system; 20% - heading the conduct of pre-construction project implementation and rights-of-way permit; and, 10% - documentation and records management. Special/intervening assignments cited include membership to committee on occupational safety and health standards and performing tasks as field safety officer for all MKWD operations. Respondent likewise indicated desire to undergo further training for field safety officers. Job deterrent cited was random interruptions from phone calls, walk-in visits, supervisor’s demands. The respondent indicated the desire to be a division manager, and has identified the need for more work-related trainings leading to promotion.

Level Supervisory and Non-Supervisory employees from the Planning and Design Division, and the Operations and Maintenance Division.

On the other hand, the non-supervisory respondent of the Design Unitindicated having the following weight allocation for duties and responsibilities performed, to wit: 60% -performing technical work for proposed projects; 30% - conduct of field work; and, 10% - records management. Special/intervening assignment cited was being an officer in the employees’ association. The respondent indicated the need to undergo training on civil engineering works and management skills training. Respondent also aspires to be a section head and indicated the need for leadership training to meet requisites for promotion.

Meanwhile, the 2nd

In the Operations and Maintenance Division, respondents did not indicate weight allocations for duties and responsibilities performed. However, a 2

level (non-supervisory) employee-respondent from the Planning Unit indicated the following weight allocation for duties and responsibilities performed, to wit: 45% - performing technical work activities for proposed projects; 25% - conducting field work; and, 10% - project records management. Special/intervening assignments performed include evaluation of non 24 hours supply or low pressure, as well as membership to occupational safety and health standard committee. Respondent also indicated the need to undergo more training on civil engineering, and management and skills enhancement trainings. Moreover, respondent aspires to be a division manager and has expressed the need for more training and experience on management.

nd level supervisory


respondent indicated job deterrents as follows: uncertainty on job duties and expectations; required to do more work than can reasonably be expected in a given time, period, and, new system/technology in the workplace.

Meanwhile, the non-supervisory 1st

level employee-respondents did not as well indicate weight allocations for duties and responsibilities performed but cited special/intervening assignments such as assisting in other units in water facilities and water supply maintenance and repair. They also indicated the need to undergo training on water supply and sanitation, as well as preventive maintenance on water distribution systems. They likewise indicated the desire to be promoted to a higher position and the need to upgrade their current competencies to be promoted.

ANNEX D: SUPERVISOR’S OBSERVATION CHECKLIST 214

ANNEX D – SUPERVISOR’S OBSERVATION CHECKLIST

OFFICE: COMMERCIAL SERVICES DEPARTMENT NUMBER OF RESPONDENTS: 10

PARTICULARS FREQUENCY ABSENTEEISM AND TARDINESS NEVER SELDOM OFTEN ALWAYS TOTAL Q1. Repeated absences, particularly if they follow a pattern Q2. Frequent unscheduled short-term absences (with or without medical explanation) 9 1 -- -- 10 Q3. Lateness at work; especially on Monday mornings; and/or returning from lunch 7 2 1 -- 10 Q4. Requesting to leave at work early for various reasons “ON-THE-JOB” ABSENTEEISM Q5. Continued absences from post more than job requires – “goofing off” 9 1 -- -- 10 Q6. Long coffee and lunch breaks 10 -- -- -- 10 Q7. Repeated undealt-with physical illness on the job (e.g., always suffering from headaches but do not drink medicines or consult doctor)

7 3 -- -- 10

Q8. Spends excessive amount of time on the telephone 10 -- -- -- 10 Q9. Leaving work area more than necessary (e.g., frequent trips to water fountain and bathroom)

10 -- -- -- 10

LOW MORALE Q10. Lack of enthusiasm to work 9 1 -- -- 10 Q11. Increasing number of errors in work 7 3 -- -- 10 Q12. Body language signals resignation, weakness, boredom, and disinterest 8 2 -- -- 10 Q13. Frequent complaints from customers and colleagues 9 1 -- -- 10 LACK OF CAPACITY Q14. Work requires greater effort 9 1 -- -- 10 Q15. Jobs take more time 7 2 -- -- 10 Q16. Making bad decisions or using poor judgement 9 1 -- -- 10 Q17. Errors in written communication 7 2 -- -- 10 JOB INEFFICIENCY Q18. Missed deadlines 8 2 -- -- 10 Q19. Unreliable, cannot be depended on 8 2 -- -- 10 Q20. Difficulty following instructions 10 -- -- -- 10 Q21. Complaints from customers 8 2 -- -- 10 STRESSED (FEELING PRESSURED) Q22. Physical symptoms, such as headache, upset stomach, change in appetite, exhaustion, heart attack, etc.

7 3 -- -- 10

Q23. Feeling worried, irritated, unable to cope and make decisions, being less creative, nail biting, excessive smoking and/or use of alcohol

7 3 -- -- 10

Q24. Inability to sustain concentration, difficulty in thinking clearly and forgetfulness 7 3 -- -- 10 Q25. Lower job satisfaction, communication breakdown and focus on unproductive tasks 7 3 -- -- 10 Q26. Rapid emotional shifts; argumentative and confrontational 6 4 -- -- 10 BURNOUT (TOTALLY DEPLETED OF ENERGY) Q27. Loss of interest in and commitment to work 8 2 -- -- 10 Q28. Loss of confidence and diminished self-esteem 9 1 -- -- 10 Q29. Avoid clients/colleagues or limiting involvement/participation in group/teamwork 10 -- -- -- 10 Q30. Loss of quality in the performance of the job, often work harder, but accomplish less 9 1 -- -- 10 Q31. Feeling extremely tired and exhausted most mornings and become more fatigued, tired, or worn out by the end of the day

8 2 -- -- 10

UNDERLOAD AND BOREDOM IN THE JOB Q32. Switches over to work-related topics as soon as the boss or colleagues are around (“as if doing something”)

9 1 -- -- 10

Q33. May come early in the morning and leave the workplace late pretending to work long hours

9 1 -- -- 10

Q34. The work is postponed to longer periods of time (procrastinating) 10 -- -- -- 10 Q35. Files are taken home without being worked on 10 -- -- -- 10 Q36. Make noise with the working material to appear to be busy 8 2 -- -- 10 POOR EMPLOYEE RELATIONSHIP Q37. Blames others for problems 9 1 -- -- 10 Q38. Actively criticize the Agency and its policies 8 2 -- -- 10 Q39. Complaint from co-workers, supervisors, other staff 9 1 -- -- 10 Q40. Lying and exaggerating 9 1 -- -- 10 Q41. Unreasonable resentments 9 1 -- -- 10 RESISTANCE TO CHANGE Q42. Grumbling and complaint in airing discomfort 7 3 -- -- 10 Q43. Passive refusal and covert action 8 2 -- -- 10 Q44. No follow-through to agreed upon next steps 7 3 -- -- 10 Q45. Lack of leadership or direction or initiative 8 2 -- -- 10 OTHER ISSUES:



OFFICE: ADMINISTRATIVE AND HUMAN RESOURCES DEPARTMENT NUMBER OF RESPONDENTS: 8

PARTICULARS FREQUENCY ABSENTEEISM AND TARDINESS NEVER SELDOM OFTEN ALWAYS TOTAL Q1. Repeated absences, particularly if they follow a pattern 5 3 -- -- 8 Q2. Frequent unscheduled short-term absences (with or without medical explanation) 5 3 -- -- 8 Q3. Lateness at work; especially on Monday mornings; and/or returning from lunch 5 3 -- -- 8 Q4. Requesting to leave at work early for various reasons 5 3 -- -- 8 “ON-THE-JOB” ABSENTEEISM Q5. Continued absences from post more than job requires – “goofing off” 6 2 -- -- 8 Q6. Long coffee and lunch breaks 6 2 -- -- 8 Q7. Repeated undealt-with physical illness on the job (e.g., always suffering from headaches but do not drink medicines or consult doctor)

7 1 -- -- 8

Q8. Spends excessive amount of time on the telephone 8 -- -- -- 8 Q9. Leaving work area more than necessary (e.g., frequent trips to water fountain and bathroom)

3 5 -- -- 8

LOW MORALE Q10. Lack of enthusiasm to work 5 3 -- -- 8 Q11. Increasing number of errors in work 3 5 -- -- 8 Q12. Body language signals resignation, weakness, boredom, and disinterest 2 6 -- -- 8 Q13. Frequent complaints from customers and colleagues 3 5 -- -- 8 LACK OF CAPACITY Q14. Work requires greater effort 2 5 1 -- 8 Q15. Jobs take more time 2 5 1 -- 8 Q16. Making bad decisions or using poor judgement 2 6 -- -- 8 Q17. Errors in written communication 1 7 -- -- 8 JOB INEFFICIENCY Q18. Missed deadlines 3 5 -- -- 8 Q19. Unreliable, cannot be depended on 3 5 -- -- 8 Q20. Difficulty following instructions 3 5 -- -- 8 Q21. Complaints from customers 5 3 -- -- 8 STRESSED (FEELING PRESSURED) Q22. Physical symptoms, such as headache, upset stomach, change in appetite, exhaustion, heart attack, etc.

4 4 -- -- 8


5 3 -- -- 8

Q24. Inability to sustain concentration, difficulty in thinking clearly and forgetfulness 3 5 -- -- 8 Q25. Lower job satisfaction, communication breakdown and focus on unproductive tasks 4 4 -- -- 8 Q26. Rapid emotional shifts; argumentative and confrontational 5 3 -- -- 8 BURNOUT (TOTALLY DEPLETED OF ENERGY) Q27. Loss of interest in and commitment to work 6 2 -- -- 8 Q28. Loss of confidence and diminished self-esteem 5 3 -- -- 8 Q29. Avoid clients/colleagues or limiting involvement/participation in group/teamwork 5 3 -- -- 8 Q30. Loss of quality in the performance of the job, often work harder, but accomplish less 5 3 -- -- 8 Q31. Feeling extremely tired and exhausted most mornings and become more fatigued, tired, or worn out by the end of the day

5 3 -- -- 8


4 2 -- -- 6


4 2 -- -- 6

Q34. The work is postponed to longer periods of time (procrastinating) 4 2 -- -- 6 Q35. Files are taken home without being worked on 6 -- -- -- 6 Q36. Make noise with the working material to appear to be busy 5 1 -- -- 6 POOR EMPLOYEE RELATIONSHIP Q37. Blames others for problems 5 1 -- -- 6 Q38. Actively criticize the Agency and its policies 6 -- -- -- 6 Q39. Complaint from co-workers, supervisors, other staff 2 4 -- -- 6 Q40. Lying and exaggerating 5 1 -- -- 6 Q41. Unreasonable resentments 6 -- -- -- 6 RESISTANCE TO CHANGE Q42. Grumbling and complaint in airing discomfort 5 1 -- -- 6 Q43. Passive refusal and covert action 6 -- -- -- 6 Q44. No follow-through to agreed upon next steps 4 2 -- -- 6 Q45. Lack of leadership or direction or initiative 1 5 -- -- 6 OTHER ISSUES:



OFFICE: OPERATIONS AND MAINTENANCE DEPARTMENT NUMBER OF RESPONDENTS: 4

PARTICULARS FREQUENCY ABSENTEEISM AND TARDINESS NEVER SELDOM OFTEN ALWAYS TOTAL Q1. Repeated absences, particularly if they follow a pattern 2 2 -- -- 4 Q2. Frequent unscheduled short-term absences (with or without medical explanation) 2 2 -- -- 4 Q3. Lateness at work; especially on Monday mornings; and/or returning from lunch 2 2 -- -- 4 Q4. Requesting to leave at work early for various reasons 2 2 -- -- 4 “ON-THE-JOB” ABSENTEEISM Q5. Continued absences from post more than job requires – “goofing off” 2 2 -- -- 4 Q6. Long coffee and lunch breaks 3 1 -- -- 4 Q7. Repeated undealt-with physical illness on the job (e.g., always suffering from headaches but do not drink medicines or consult doctor)

2 2 -- -- 4

Q8. Spends excessive amount of time on the telephone 3 1 -- -- 4 Q9. Leaving work area more than necessary (e.g., frequent trips to water fountain and bathroom)

3 1 -- -- 4

LOW MORALE Q10. Lack of enthusiasm to work 1 3 -- -- 4 Q11. Increasing number of errors in work -- 4 -- -- 4 Q12. Body language signals resignation, weakness, boredom, and disinterest 1 3 -- -- 4 Q13. Frequent complaints from customers and colleagues 2 2 -- -- 4 LACK OF CAPACITY Q14. Work requires greater effort -- 3 1 -- 4 Q15. Jobs take more time 1 2 1 -- 4 Q16. Making bad decisions or using poor judgement -- 4 -- -- 4 Q17. Errors in written communication -- 4 -- -- 4 JOB INEFFICIENCY Q18. Missed deadlines -- 4 -- -- 4 Q19. Unreliable, cannot be depended on -- 4 -- -- 4 Q20. Difficulty following instructions -- 4 -- -- 4 Q21. Complaints from customers 2 2 -- -- 4 STRESSED (FEELING PRESSURED) Q22. Physical symptoms, such as headache, upset stomach, change in appetite, exhaustion, heart attack, etc.

-- 4 -- -- 4


-- 4 -- -- 4

Q24. Inability to sustain concentration, difficulty in thinking clearly and forgetfulness -- 4 -- -- 4 Q25. Lower job satisfaction, communication breakdown and focus on unproductive tasks -- 3 1 -- 4 Q26. Rapid emotional shifts; argumentative and confrontational -- 4 -- -- 4 BURNOUT (TOTALLY DEPLETED OF ENERGY) Q27. Loss of interest in and commitment to work -- 4 -- -- 4 Q28. Loss of confidence and diminished self-esteem -- 4 -- -- 4 Q29. Avoid clients/colleagues or limiting involvement/participation in group/teamwork -- 4 -- -- 4 Q30. Loss of quality in the performance of the job, often work harder, but accomplish less -- 4 -- -- 4 Q31. Feeling extremely tired and exhausted most mornings and become more fatigued, tired, or worn out by the end of the day

-- 4 -- -- 4


-- 4 -- -- 4


3 1 -- -- 4

Q34. The work is postponed to longer periods of time (procrastinating) 3 1 -- -- 4 Q35. Files are taken home without being worked on 2 2 -- -- 4 Q36. Make noise with the working material to appear to be busy 3 1 -- -- 4 POOR EMPLOYEE RELATIONSHIP Q37. Blames others for problems 3 1 -- -- 4 Q38. Actively criticize the Agency and its policies 3 1 -- -- 4 Q39. Complaint from co-workers, supervisors, other staff 3 1 -- -- 4 Q40. Lying and exaggerating 3 1 -- -- 4 Q41. Unreasonable resentments 3 1 -- -- 4 RESISTANCE TO CHANGE Q42. Grumbling and complaint in airing discomfort 3 1 -- -- 4 Q43. Passive refusal and covert action 3 1 -- -- 4 Q44. No follow-through to agreed upon next steps 3 1 -- -- 4 Q45. Lack of leadership or direction or initiative -- 4 -- -- 4 OTHER ISSUES:

ANNEX E: COMPETENCIES INVENTORY 217

ANNEX E COMPETENCIES ANALYSIS

INVENTORY OF COMPETENCIES The IRMO had conducted a survey of competencies of each department to

determine levels of proficiency to be able to outline trainings required to enhance or address gaps in organizational, behavioral, supervisorial/managerial and technical competencies. There were four sets of competencies that were surveyed/measured, namely: Organizational/Core competencies; behavioral competencies; technical competencies; and, supervisorial/managerial competencies.

Organizational/Core competencies consisted of the following indicators: Integrity; Results Orientation; Customer Orientation; Performance Stability; and Organizational Understanding of the Firm.

Behavioral competencies consisted of the following: Interpersonal Effectiveness; Attention to Details; Self Confidence; Personal Credibility; Ability to Learn; Cost Consciousness; Stress Management; Initiative; Adaptability; Networking Skills; and, Teamwork.

Supervisorial / Managerial competencies consisted of the following indicators: Leadership; Managing Change; Directing; Coaching; Delegating; Decision Making; Planning and Coordination; Records Management; Supervision Over Field Personnel; Project Supervision and Monitoring; and, Strategic Management.

Technical competencies, on the other hand, consisted of the technical skills and abilities as performed by each department and/or division.

The following are the set of indicators adopted and used as basis for evaluating gaps in the organizational capacities:

ORGANIZATIONAL/CORE

Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities.

Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time.

Customer Orientation – able to take effort to discover and meet needs of internal and external clients.

Performance Stability – able to consistently meet the day-to-day demands of the job.

Organizational Understanding of the Firm – able to define and discuss the organization’s history, vision, mission, strategic goals, functions organizational structure,


key players, leadership, major policies and guidelines to be able to operate effectively within the organization

BEHAVIORAL

Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status.

Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small.

Decisiveness – able to make difficult decisions in a timely manner.

Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition.

Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy.

Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results.

Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost.

Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation.

Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action..

Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities.

Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources.

Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.

SUPERVISORIAL/MANAGERIAL

Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment.


Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state.

Directing – ability to set and provide overall direction in the office; communicates management directives in the office.

Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills.

Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth.

Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken.

Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results.

Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents.

Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output.

Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments.

Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.

SUMMARY OF ORGANIZATIONAL / CORE, BEHAVIORAL, SUPERVISORY / MANAGERIAL COMPETENCIES AND PROFICIENCY LEVELS

Organizational / Core Competencies.In terms of Organizational Understanding of the Local Water District, employees of all departments and divisions have an integral understanding of the MKWD’s vision, mission, organizational functions, policies and directions. All departments are aware of maintaining Integrity in conducting internal and external service activities.

However, most divisions with clerical functions, particularly those in Administrative Services, Finance Services, and Commercial Services, expressed challenges in terms of Records Management and/or Archival processes, Database Management, Accounting and


Audit systems, as well as technical writing and business correspondence skills. In terms of levels of proficiency, 1st Level personnel with clerical functions indicated their competence levels as Competent, and would like to upgrade such skills to Proficient. Among 2nd

In terms of Customer Service applications, both 1

Level employees, most rated their competence levels as Proficient.

st Level and 2nd

Among Engineering and Operation departmental divisions, those with supervisorial functions have rated their performance levels as Proficient. Those performing technical functions have likewise rated their performance as Proficient. However, in terms of Organizational/core competencies, most 1

Level employees rated their competence levels as Proficient. However, competence levels are foreseen to improve with the upgrading of software applications and streamlining of guidelines.

st

Behavioral Competencies. In terms of behavioral competencies, most employees, regardless of department, level and position, indicated their desire to improve their job performance by improving their individual behaviors and attitudes towards their work. Majority of the employees expressed their willingness to undertake capability-building measures that would redound to better job performance. Areas that need to be boosted include Stress Management, Initiative, Adaptability, Networking Skills, and Teamwork. In these aspects, levels of proficiency range from Competent to Proficient.

Level employees rated their competence level as Competent.

Supervisorial/Managerial Competencies. In terms of supervisorial/managerial competencies, all division heads indicated their competence levels as Expert in the aspects of Leadership, Managing Change, Directing, Coaching, Delegating, Decision Making, Planning and Coordination, Records Management, Supervision over Field Personnel, Project Supervision and Monitoring, and Strategic Management. On the other hand, majority of section/division heads indicated levels of competence as Proficient.

SUMMARY OF TECHNICAL COMPETENCIES AND PROFICIENCY LEVELS The MKWD’s organizational structure allows for horizontal movement between

personnel in divisions under the four major departments, namely Administration and Human Resources Department, Finance Services Department, Commercial Services Department, and the Engineering and Operations Department. As such, personnel are expected to possess a general knowledge on the various aspects, functions and requirements of its departmental operations. Proficiency levels likewise vary, depending on the depth and breadth of the job requirement.

Personnel from Administration and HR Department are expected to have a working knowledge on the following areas:

ADMINISTRATIVE MANAGEMENT AND GENERAL SERVICES. Technical proficiencies include: Customer Service Skills; Effective Records Management; Procurement, Materials Inspection and Acceptance; Property and Inventory Management; Safety Planning and Emergency Preparedness; Water Supply Materials


Selection & Quality Assurance; Information and Records Management; Knowledge of the Government Procurement Processes (RA 9184 and its Revised IRR).

Levels of proficiency range from Competent (for first level non-supervisory staff) to Proficient (for second level employees) to Expert (for supervisorial/managerial positions).

GENERAL MANAGEMENT. Technical proficiencies include: Corporate Planning; Crisis and Stress Management; Basic and Advanced Supervisory Development; Water Supply Management and Water District Management.


HUMAN RESOURCES MANAGEMENT AND DEVELOPMENT.Technical proficiencies include: Recruitment and Selection; Performance Management; Employees’ Welfare and Benefits; Training and Development; and Records Management. Technical competence was rated as Proficient.

However, the HR division needs to undertake the following: Training on updated Qualifications Standards; Training on Rules on Promotion; HR forecasting; Seminar-Workshop on Appointments and Other Personnel Actions; Seminar-Workshop for Personnel Selection Board Members; Seminar-Workshop on Appointments; Training on Performance Appraisal Management and Systems; Skills in Facilitating Performance Planning; Skills in Managing Performance Review; Ability to evaluate “star performers” for rewards and “non-performers” for appropriate disciplinary action; Training on how to conduct HR Audit; Training on basic principles, laws, policies on Employees Welfare and Benefits; and, Knowledge on Record Management Systems.

Personnel from Finance Services and Commercial Services Departments are expected to have a working knowledge on the following:

COMMERCIAL PRACTICES MANAGEMENT. Technical proficiencies include: Commercial Practices Systems; Marketing and Public Relations; Water Rates/Cash Flow Projection; Water Tariff Determination with Cash Flow Projection.


FINANCIAL MANAGEMENT. Technical proficiencies include: Basic Accounting for Non- Accountants; Financial Management for Water Utilities; Auditing for Tellers, Collectors and Cashiers; Water Utility Budgeting; Water Utility Operations Auditing.


Meanwhile, personnel from Engineering and Operations Department are expected to have a working knowledge on the following areas:


ENGINEERING AND CONSTRUCTION. Technical proficiencies include: Groundwater Data Management; Computerized Groundwater Data Banking and Monitoring; Water Supply Feasibility Studies; Water Supply System Construction Management

Levels of proficiency range from Competent (for first level non-supervisory staff) to ProficientandExpert (for supervisorial/managerial positions).

OPERATION AND MAINTENANCE. Technical proficiencies include: Water Supply System Operation and Maintenance; Pumps and Electrical Control; Water Maintenance Plumbing Techniques; Water Meter Repair and Maintenance; Water Quality Management; Water Treatment Technologies; Water Resources Facilities Operation; Well Drilling, Rehabilitation and Maintenance; Understanding Water Quality and Complying with Philippine National Standards for Drinking Water; Evaluation of Unsolicited Concession-Type Proposals for Water Supply Projects; Health, Hygiene and Water Conservation Education.

Levels of proficiency range from Competent (for first level non-supervisory staff) to ProficientandExpert (for supervisorial/managerial positions).

ANNEX F: CAREER PATHING 225

ANNEX F: CAREER PATHING AND COMPETENCY DEVELOPMENT PROGRAM

ADMINISTRATIVE AND HUMAN RESOURCES DEPARTMENT - HR MANAGEMENT SECTION LEVEL AND POSITIONS

REQUIRED COMPETENCIES

REQUIRED PROFICIENCY LEVEL

ACTUAL PROFICIENCY LEVEL

HR STRATEGIES

SECOND LEVEL Industrial Relations Management Officer A (SG-15) NEW POSITION: Supervising Industrial Relations Management Officer A (SG-20)

ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm– able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization

PROFICIENT PROFICIENT • Advanced Civil Service training courses

• Attending work-related conference: Updated Qualifications Standards; Rules on Promotion; HR forecasting; Seminar-Workshop on Appointments & Other Personnel Actions; Seminar-Workshop for Personnel Selection Board Members; Seminar-Workshop on Appointments; Preparation & Other Personnel Actions; Training on performance appraisal management and systems; Skills in facilitating performance planning; Skills in managing performance review; Ability to evaluate “star performers” for rewards and “non-performers” for appropriate disciplinary action; Training on how to conduct HR Audit; Training on basic principles, laws, policies on employees welfare and benefits; Knowledge on record management systems

BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily

PROFICIENT PROFICIENT


called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.

• Membership and participation in

professional organizations • Coaching or consulting others • Leadership development

programs • Courses from external courses:

Gender and Development (GAD) Planning and Budgeting;

Organizational Management Development;

Public Service Ethics and Accountability;

Public Sector Unionism and Principled Negotiations;

Values Orientation Workshop;

Participatory Gender Audit

TECHNICAL/PROFESSIONAL 201 Updating – able to modify, refine, reconcile actual functions against the existing Job Description of the position Personnel Appraisal – ability to conduct regular evaluation for employees’ performance NSTP/OJT interfacing – capability to lead group discussion with regards to National Service Training Program / On-the-Job Training work assignments Training Information Dissemination – ability to express ideas and information to convey official / employees for their actual attendance in various training programs. Leave Administration Course Briefing – able to facilitate, articulate, express, define, and discuss the whole features of “Leave Administration Course for Effectiveness” Payroll and Voucher Preparation – able to efficiently and effectively prepare, present and submit employee’s payroll and voucher according to standards Updating Casual Employees records – able to manage casual employees’ data, track, present and feedback related information. Salamat-Mabuhay Program – able to manage preparation, conduct and post conduct of Salamat at Mabuhay program for retirees Orientation / Briefing of New Employees – able to manage preparation, conduct and post conduct of orientation and briefing for new employees Formulation of HRMD Plan – able to do the planning processes, identification and programming of HR systems and subsystems, customize and HRD and HRM design for the Agency and implement the same Training Needs Assessment – able to design TNA tools, administer, consolidate and analyze needs assessment results, recommends appropriate interventions. Designing Training Programs – ability to formulate training objectives and develop a need-based training design for specific trainees Managing / Facilitating Training Programs – employs the Adult Learning Principles and Processes in facilitating and managing training sessions, utilizing various training methodologies. Design and Conduct of Training Evaluation – able to formulate and administer a training evaluation tool for content and training processes as based



on a specific training design and present results and analysis for appropriate action SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.

EXPERT PROFICIENT



ADMINISTRATIVE AND HUMAN RESOURCES DEPARTMENT – ADMINISTRATIVE & GENERAL SERVICES DIVISIONS

LEVEL AND POSITIONS




HR STRATEGIES

FIRST LEVEL

ADMIN AND HR DIVISION

(1) Procurement Asst. A (SG-09) (1) Procurement Asst. B (SG-08)


(1) Electronic Communications Operator C (SG-06) (1) Clerk Processor D (SG-03) (2) Industrial Security Guard (SG-03) (2) Utility Worker A (SG-03) (4) Utility Worker B (SG-01)

ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization

PROFICIENT PROFICIENT • On-the-job training/cross training: Data Information Management; Records Management

ADMIN MANAGEMENT & GEN. SERVICES

Effective Records Management

Procurement, Materials Inspection and Acceptance

Property and Inventory Management

Safety Planning and Emergency Preparedness

Water Supply Materials Selection & Quality Assurance

Basics of Information and Records Management

Government Procurement (RA 9184 and its Revised IRR)

• Participation in projects

implementation • Civil Service training courses • Computer-based training • Working with a mentor • Self-study or reading assignments

BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.

COMPETENT COMPETENT

TECHNICAL/PROFESSIONAL Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS

PROFICIENT COMPETENT


NEW POSITIONS: AHRD Clerk Processor D (SG-03) GSD Driver Mechanic B (SG-07) Storekeeper D (SG-04)

Office programs especially Word and Excel and relevant software applications Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.

SECOND LEVEL

ADMIN AND HR DIVISION

Administrative Services Officer A (SG-16) Records Officer B (SG-14)


Property Supply Officer A (SG-14)


PROFICIENT PROFICIENT • Participation in projects implementation

• Participation on teams, task forces, or committees

• Civil Service training courses • Advanced Course work from

external providers:









• Attending work-related conference • Membership and participation in

BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and



NEW POSITIONS: AHRD Administrative Services Chief (SG-19) GSD General Services Chief B (SG-19)

maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.

professional organizations • Coaching/mentoring or consulting

others • Leadership development programs • Self-study or reading assignments

TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.


SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office.



Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.

EXECUTIVE / MANAGERIAL Division Manager B (NEW)


EXPERT -- • Civil Service training courses • Advanced Course work from

external providers • Attending work-related conference:

FINANCIAL MANAGEMENT

Accounting For Non- Accountants

Financial Management for Water Utilities

Tellers, Collectors and Cashiers

Water Utility Budgeting

Water Utility Operations Auditing


BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of

PROFICIENT --


opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.








• Membership and participation in professional organizations

• Coaching/mentoring or consulting others

• Leadership development programs TECHNICAL/PROFESSIONAL

Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.

PROFICIENT --

SUPERVISORIAL/MANAGERIAL EXPERT --


Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.



FINANCE SERVICES DEPARTMENT– ACCOUNTING AND BUDGET DIVISION

LEVEL AND POSITIONS




HR STRATEGIES

FIRST LEVEL Senior Accounting Processor A (SG-12) Accounting Processor A (SG-08) Accounting Processor B (SG-06) Corporate Budget Assistant (SG-08) Liaison Aide (SG-04)


PROFICIENT PROFICIENT • Enhanced training/cross training: Data Information Management; Records Management; RA 9184 and its IRR

• Participation in projects implementation

• Civil Service training courses • Computer-based training • Working with a mentor • Self-study or reading assignments


Accounting and Audit Systems

Accounting and Audit Software Applications







COMPETENT COMPETENT

TECHNICAL/PROFESSIONAL


Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software applications Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.

PROFICIENT COMPETENT ADMIN MANAGEMENT & GEN. SERVICES








SECOND LEVEL Corporate Budget Specialist B (SG-16) Corporate Accountant (SG-15) NEW POSITIONS: (2) Senior Financial Planning Specialist (SG-20)




• Advanced Civil Service training courses

• Advanced Course work from external providers:








BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices



and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.


professional organizations • Working with a mentor • Coaching or consulting others • Leadership development programs • Self-study or reading assignments

TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software appications Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.


SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired



state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.

EXECUTIVE / MANAGERIAL RECATEGORIZED FROM C TO B Division Manager B


EXPERT EXPERT • Civil Service training courses • Course work from external

providers • Attending work-related conference:


professional organizations • Coaching or consulting others • Leadership development programs

BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the



areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities. TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement



for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.

EXPERT EXPERT



FINANCE SERVICES DEPARTMENT – CASH MANAGEMENT DIVISION

LEVEL AND POSITIONS




HR STRATEGIES

FIRST LEVEL Cashiering Assistant (SG-08) NEW POSITIONS: Cashier D (SG-10) (4) Collection Assistant (SG-06)


PROFICIENT COMPETENT • On-the-job training/cross training: Data Information Management; Records Management; RA 9184 and its IRR


• Civil Service training courses • Computer-based training • Working with a mentor • Self-study or reading assignments










COMPETENT COMPETENT

TECHNICAL/PROFESSIONAL PROFICIENT COMPETENT


Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.

SECOND LEVEL Cashier A (SG-16) NEW POSITION: Supervising Cashier (SG-19)


























professional organizations • Working with a mentor • Coaching or consulting others • Leadership development programs • Self-study or reading assignments

TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.






EXECUTIVE / MANAGERIAL Division Manager B (SG-23) (NEW)


EXPERT -- • Advanced Civil Service training courses

• Course work from external providers

• Attending work-related conference:


• Coaching or consulting others • Leadership development programs

BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small.

PROFICIENT --


Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities. TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the

PROFICIENT --


procurement, conduct and periodic inventory. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.

EXPERT --



COMMERCIAL SERVICES DEPARTMENT – CUSTOMER ACCOUNTS AND SERVICING DIVISIONS

LEVEL AND POSITIONS




HR STRATEGIES

FIRST LEVEL


(9) Customer Service Assistant B (SG-10) (2) Customer Service Assistant E (SG-04) (2) Utilities Service Assistant C (SG-08) (2) Utilities Service Assistant E (SG-04)


Customer Service Assistant A (SG-12) (2) Customer Service Assistant A (SG-10)


EXPERT PROFICIENT • Enhanced training/cross training: COMMERCIAL PRACTICES MANAGEMENT

Commercial Practices Systems

Marketing and Public Relations

Water Rates/Cash Flow Projection (Seminar-Workshop)

Water Tariff Determination with Cash Flow Projection








EXPERT PROFICIENT

TECHNICAL/PROFESSIONAL COMPETENT COMPETENT


NEW POSITIONS: CAD Utilities Service Assistant E (SG-04) CAS Customer Service Assistant E (SG-04)

Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.


implementation • Civil Service training courses • Computer-based training • Working with a mentor • Self-study or reading

assignments

SECOND LEVEL


Customer Service Officer A (SG-20) NEW POSITIONS: CUSTOMER ACCOUNTS DIVISION Supervising Customer Services Officer A (SG-20) CUSTOMER SERVICES DIVISION (2) Supervising Customer Services Officer A (SG-20)






COMMERCIAL PRACTICES MANAGEMENT


Marketing and Public Relations


Water Tariff Determination with Cash Flow

BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy.



Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.

Projection







• Attending work-related

conference • Membership and participation in

professional organizations • Working with a mentor • Coaching or consulting others • Leadership development

programs • Self-study or reading

assignments

TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software applications Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.


SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment.



Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.

EXECUTIVE/ MANAGERIAL RECATEGORIZED FROM C TO B Division Manager B (SG-23) – Customer Accounts Division Manager B (SG-23) – Customer Servicing


EXPERT EXPERT • Advanced Civil Service training courses

• Advanced Course work from external providers


COMMERCIAL PRACTICES MANAGEMENT


Marketing and Public Relations BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status.



Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.


Water Tariff Determination with Cash Flow Projection









programs

TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents



Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.

EXPERT PROFICIENT



ENGINEERING AND OPERATIONS DEPARTMENT– WATER RESOURCES DIVISION

LEVEL AND POSITIONS




HR STRATEGIES

FIRST LEVEL Senior Laboratory Technician (SG-12) Water Resources Facilities Technician (SG-11) (2) Senior Water Resources Facilities Operator A (SG-10) (6) Water Resources Facilities Operator A (SG-08) Forest Assistant B (SG-08) Instrument Technician A (SG-08) Laboratory Technician A (SG-08) (2) Water Resources Facilities Operator C (SG-04) (2) Industrial Security Guard (SG-03)


PROFICIENT PROFICIENT • Advanced training/cross training:

Water Supply System Operation and Maintenance

Pumps and Electrical Control

Water Maintenance Course (Plumbing Techniques)

Water Meter Repair and Maintenance Course

Water Quality Management

Water Treatment Technologies

Well Drilling, Rehabilitation and Maintenance


• Civil Service training courses • Software/Computer-based

training • Working with a mentor • Self-study or reading

assignments



TECHNICAL/PROFESSIONAL PROFICIENT PROFICIENT


NEW POSITIONS: Senior Water Maintenance Man A (SG-12) Supervising Instrument Technician (SG-12) Instrument Technician A (SG-08) Water Maintenance Man A (SG-08) Driver (SG-04) (20) Utility Worker B (SG-01)

Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.

SECOND LEVEL (2) Water Utilities Management Officer A (SG-16) NEW POSITIONS: (2) Supervising Water Utilities Management Officer (SG-20) Medical Technologist III (SG-18) Watershed Management Specialist (SG-17)




• Civil Service training courses • Advanced Course work from

external providers:

Reduction of Non-Revenue Water





Water Resources Facilities Operators' Course



Understanding Water Quality and Complying with





Philippine National Standards for Drinking Water



professional organizations • Working with a mentor • Coaching or consulting others • Leadership development


assignments TECHNICAL/PROFESSIONAL

Data Gathering – Able to generate and validate data from primary and secondary sources. Coordination – Able to identify results needed actions and resource requirements and works with others to attain the required resources to achieve results Workshop facilitation – able to lead group discussion using group process skills so that tasks, relationships and individual needs and issues are addressed Presentation skills – Able to present an articulate to different audiences proposed plans, projects, monitoring reports, etc. Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Data Consolidation – ability to gather data from field and present this to decision makers Spatial Analysis – Able to identify needs, issues, concerns, determined thru their spatial relationships Monitoring and Evaluation – Able to create monitoring and evaluation plans and tools, takes action to monitor or regulate processes tasks or activities; keeps track of delegated assignment to measure efficiency and effectiveness of works and activities, outcomes and impact of benefit Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose..


SUPERVISORIAL/MANAGERIAL PROFICIENT


Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.

PROFICIENT

EXECUTIVE / MANAGERIAL RECATEGORIZED FROM C TO B Division Manager B (SG-23)

ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate

EXPERT EXPERT • Civil Service training courses • Course work from external

providers • Attending work-related

conference:




effectively within the organization Water Quality Management





Understanding Water Quality and Complying with Philippine National Standards for Drinking Water



programs

BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.


TECHNICAL/PROFESSIONAL Data Gathering – Able to generate and validate data from primary and secondary sources. Technical writing / Editing skills – Able to prepare, edit reports and documents in relation to a technical topic, able to present data information and conclusions in a manner that is understandable and comprehensible even to non technical audience Analytical skills – Able to present existing situations, make comparisons, cite trends and explain their significance Statistical Skills – ability to perform the basic statistics, compute and arrange



data in an orderly manner for easy understanding.. Coordination – Able to identify results needed actions and resource requirements and works with others to attain the required resources to achieve results Workshop facilitation – able to lead group discussion using group process skills so that tasks, relationships and individual needs and issues are addressed Presentation skills – Able to present an articulate to different audiences proposed plans, projects, monitoring reports, etc. Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Data Consolidation – ability to gather data from field and present this to decision makers Spatial Analysis – Able to identify needs, issues, concerns, determined thru their spatial relationships Monitoring and Evaluation – Able to create monitoring and evaluation plans and tools, takes action to monitor or regulate processes tasks or activities; keeps track of delegated assignment to measure efficiency and effectiveness of works and activities, outcomes and impact of benefit Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken.

EXPERT PROFICIENT


Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.



ENGINEERING AND OPERATIONS DEPARTMENT–CONSTRUCTIONAND PLANNING AND DESIGNS DIVISIONS

LEVEL AND POSITIONS




HR STRATEGIES

FIRST LEVEL


(2) Senior Water Maintenance Man A (SG-12) (2) Water Maintenance Man A (SG-08) Engineering Aide B (SG-04) (2) Driver (SG-04)


Senior Draftsman (SG-11) Draftsman B (SG-06) Engineering Assistant B (SG-08) (3) Engineering Aide B (SG-04)


PROFICIENT COMPETENT • Enhanced training/cross training:

Seminar-Workshop on Groundwater Data Management

Computerized Groundwater Data Banking and Monitoring

Water Supply Feasibility Studies (Seminar-Workshop)

Water Supply System Construction Management Seminar


implementation • Civil Service training courses • Software applications training • Working with a mentor • Self-study or reading

assignments



TECHNICAL/PROFESSIONAL Data Gathering – Able to generate and validate data from primary and secondary sources. Analytical skills – Able to present existing situations, make comparisons, cite



NEW POSITION: Driver (SG-04)

trends and explain their significance Statistical Skills – ability to perform the basic statistics, compute and arrange data in an orderly manner for easy understanding.. Coordination – Able to identify results needed actions and resource requirements and works with others to attain the required resources to achieve results Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software applications Data Consolidation – ability to gather data from field and present this to decision makers Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose.

SECOND LEVEL


(2) Water Maintenance Head (SG-16) Construction Foreman (SG-15)


Senior Engineer A (SG-16) (2) Senior Engineer B (SG-15) NEW POSITIONS:


PROFICIENT COMPETENT • Advanced training • Participation in projects

implementation • Participation on teams, task

forces, or committees • Civil Service Advanced training

courses • Advanced course work from

external providers:





BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to



CONSTRUCTION DIV. Project Management Officer B (SG-20) PLANNING & DESIGN DIV. Project Management Officer B (SG-20)

get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.




professional organizations • Working with a mentor • Coaching/mentoring or consulting

others • Leadership development


assignments TECHNICAL/PROFESSIONAL

Data Gathering – Able to generate and validate data from primary and secondary sources. Technical writing / Editing skills – Able to prepare, edit reports and documents in relation to a technical topic, able to present data information and conclusions in a manner that is understandable and comprehensible even to non technical audience Analytical skills – Able to present existing situations, make comparisons, cite trends and explain their significance Statistical Skills – ability to perform the basic statistics, compute and arrange data in an orderly manner for easy understanding.. Coordination – Able to identify results needed actions and resource requirements and works with others to attain the required resources to achieve results Workshop facilitation – able to lead group discussion using group process skills so that tasks, relationships and individual needs and issues are addressed Presentation skills – Able to present an articulate to different audiences proposed plans, projects, monitoring reports, etc. Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Data Consolidation – ability to gather data from field and present this to decision makers Spatial Analysis – Able to identify needs, issues, concerns, determined thru their spatial relationships Monitoring and Evaluation – Able to create monitoring and evaluation plans and tools, takes action to monitor or regulate processes tasks or activities;

EXPERT PROFICIENT


keeps track of delegated assignment to measure efficiency and effectiveness of works and activities, outcomes and impact of benefit Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.



EXECUTIVE / MANAGERIAL RECATEGORIZED FROM C TO B: Division Manager B (SG-23) – Construction Division Division Manager B (SG-23) – Planning and Design Division




• Attending work-related conferences:







professional organizations • Coaching/mentoring or consulting

others • Leadership development

programs

BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.



TECHNICAL/PROFESSIONAL Data Gathering – Able to generate and validate data from primary and secondary sources. Technical writing / Editing skills – Able to prepare, edit reports and documents in relation to a technical topic, able to present data information and conclusions in a manner that is understandable and comprehensible even to non technical audience Analytical skills – Able to present existing situations, make comparisons, cite trends and explain their significance Statistical Skills – ability to perform the basic statistics, compute and arrange data in an orderly manner for easy understanding.. Coordination – Able to identify results needed actions and resource requirements and works with others to attain the required resources to achieve results Workshop facilitation – able to lead group discussion using group process skills so that tasks, relationships and individual needs and issues are addressed Presentation skills – Able to present an articulate to different audiences proposed plans, projects, monitoring reports, etc. Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software applications Data Consolidation – ability to gather data from field and present this to decision makers Spatial Analysis – Able to identify needs, issues, concerns, determined thru their spatial relationships Monitoring and Evaluation – Able to create monitoring and evaluation plans and tools, takes action to monitor or regulate processes tasks or activities; keeps track of delegated assignment to measure efficiency and effectiveness of works and activities, outcomes and impact of benefit Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose.

EXPERT PROFICIENT


EXPERT PROFICIENT





ENGINEERING AND OPERATIONS –MAINTENANCE DIVISION

LEVEL AND POSITIONS




HR STRATEGIES

FIRST LEVEL (3) Senior Water Maintenance Man A (SG-12) (5) Water Maintenance Man A (SG-08) (2) Driver (SG-04) Utility Worker A (SG-03) (3) Utility Worker B (SG-01) NEW POSITION: Driver (SG-04)


EXPERT PROFICIENT • Advanced training/cross training:



Water Maintenance Course (Plumbing Techniques)

Water Meter Repair and Maintenance Course






• Software/Computer-based training

• Working with a mentor • Self-study or reading

assignments


EXPERT PROFICIENT

TECHNICAL/PROFESSIONAL Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS

COMPETENT COMPETENT


Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.

SECOND LEVEL (2) Water Maintenance Head (SG-16) Water Maintenance Foreman (SG-14) NEW POSITION: Project Manager (SG-20)















BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation.



Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.

• Attending work-related conference


• Coaching/mentoring or consulting others

• Leadership development programs

• Self-study or reading assignments

TECHNICAL/PROFESSIONAL Data Gathering – Able to generate and validate data from primary and secondary sources. Coordination – Able to identify results needed actions and resource requirements and works with others to attain the required resources to achieve results Workshop facilitation – able to lead group discussion using group process skills so that tasks, relationships and individual needs and issues are addressed Presentation skills – Able to present an articulate to different audiences proposed plans, projects, monitoring reports, etc. Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software applications Data Consolidation – ability to gather data from field and present this to decision makers Spatial Analysis – Able to identify needs, issues, concerns, determined thru their spatial relationships Monitoring and Evaluation – Able to create monitoring and evaluation plans and tools, takes action to monitor or regulate processes tasks or activities; keeps track of delegated assignment to measure efficiency and effectiveness of works and activities, outcomes and impact of benefit Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose..


SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals

EXPERT PROFICIENT


(subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.

EXECUTIVE / MANAGERIAL RECATEGORIZED FROM C TO B Division Manager B (SG-23)






Water Supply System Operation and Maintenance BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of



others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.









programs

TECHNICAL/PROFESSIONAL Data Gathering – Able to generate and validate data from primary and secondary sources. Technical writing / Editing skills – Able to prepare, edit reports and documents in relation to a technical topic, able to present data information and conclusions in a manner that is understandable and comprehensible even to non technical audience Analytical skills – Able to present existing situations, make comparisons, cite trends and explain their significance Statistical Skills – ability to perform the basic statistics, compute and arrange data in an orderly manner for easy understanding.. Coordination – Able to identify results needed actions and resource requirements and works with others to attain the required resources to achieve



results Workshop facilitation – able to lead group discussion using group process skills so that tasks, relationships and individual needs and issues are addressed Presentation skills – Able to present an articulate to different audiences proposed plans, projects, monitoring reports, etc. Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software applications Data Consolidation – ability to gather data from field and present this to decision makers Spatial Analysis – Able to identify needs, issues, concerns, determined thru their spatial relationships Monitoring and Evaluation – Able to create monitoring and evaluation plans and tools, takes action to monitor or regulate processes tasks or activities; keeps track of delegated assignment to measure efficiency and effectiveness of works and activities, outcomes and impact of benefit Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results.

EXPERT EXPERT


Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.


ANNEX F CAREER PATHING AND COMPETENCY DEVELOPMENT PROGRAM

INTRODUCTION Workforce planning is a systematic process of identifying the workforce competencies required to meet the company’s strategic goals and for developing the strategies to meet these requirements. It is a methodical process that provides managers with a framework for making human resource decisions based on the organization’s mission, strategic plan, budgetary resources and a set of desired competencies. Workforce planning is a systematic process that is integrated, methodical and ongoing. It identifies the human capital required to meet organizational goals, which consists of determining the number and skills of the workers required and where and when they will be needed.

LEGAL BASES E.O. 292, Rule VIII – Career and Personnel Development

Section 1. Every official and employee of the government is an asset of resource to be valued, developed and utilized in the delivery of basic services to the public. Hence, the development and retention of a highly competent and professional workforce in the public service shall be the main concern of every department or agency. Every department or agency shall therefore establish a continuing program for career and personnel development for all agency personnel at all levels, and shall create an environment or work climate conducive to the development of personnel skills, talents and values for better public service.

Section 2. Each department or agency shall prepare a career and personnel development plan which shall be integrated into a national plan by the Commission which shall serve as the basis for all career and personnel development activities in the government. The Career and Personnel Development Plan shall include provisions on merit promotion, performance evaluation, in-service training; overseas and local scholarships and training grants; suggestions, incentive award systems, provisions for welfare, counseling, recreation and similar services; and other human resource development interventions such as on-the-job training, counseling, coaching, job rotation, secondment, job swapping and others.

Section 7. In establishing a continuing program for the development of personnel, each department or agency or local government unit shall:

a. Prepare a comprehensive annual training and development plan based on periodic assessment of organizational needs and skills/knowledge inventory of the workforce taking into consideration the various levels and categories of jobs in the agency and the


urgency of such skills, knowledge and work attitudes required to deliver effective basic services to the public.

COMPETENCIES DEVELOPMENT Competencies are the measurable or observable knowledge, skills, abilities, and

behaviors (KSABs) critical to successful job performance. Choosing the right competencies allows employers to:

• Plan how they will organize and develop their workforce.

• Determine which job classes best fit their business needs.

• Recruit and select the best employees.

• Manage and train employees effectively.

• Develop staff to fill future vacancies.

Competencies provide a common framework and language to integrate HR processes. They improve the way an organization selects and develops employees by providing a consistent measure against which everyone can be assessed. Individuals can take more ownership for their career development. They promote a more open and transparent culture because everyone knows the behaviors that are of prime importance to the organization. Competencies identify and encourage corporate behaviors—they focus behaviors on an organization’s vision and values. They help to ensure more effective use of resources--for example, helping to identify how training and development resources will be allocated. They support organizational change by supporting development and broadening skill sets; thereby making an organization more flexible and responsive to internal and external demands.

As such, the IRMO had conducted a survey of competencies of each department to determine levels of proficiency to be able to outline trainings required to enhance or address gaps in organizational, behavioral, supervisorial/managerial and technical competencies.

Based on the results of the competencies survey, the IRMO has crafted a competency development program to be implemented during the duration of the HRMD Plan to address gaps in competencies that are all geared towards improving organizational and personnel effectiveness.

The succeeding tables present the competencies and proficiency requirements of different offices of the Metro Kidapawan Water District that shall be catered to within the timeframe of the HR Plan.

ANNEX G: SUCCESSION PLANNING 273

ANNEX G SUCCESSION PLANNING

Succession planning is a process whereby organizations ensure that employees are recruited and/or developed to fill each key role within the organization. The objective of succession planning is to ensure that the organization (or a unit of the organization) continues to operate effectively when individuals occupying critical positions depart. A succession plan may not include all existing managerial positions and may include positions that are not supervisory or managerial but instead utilize unique, hard-to-replace competencies.

Succession planning is an on-going responsibility of any organization. Ultimate accountability for implementation and evaluation of the plan resides with departmental heads. The plan provides a systematic process that identifies internal capabilities, gaps in organizational core competencies, and strategies for meeting future staffing needs.

The succession planning process will indicate vulnerability projections for critical positions and for positions that require a highly specialized level of technical knowledge and skill. The goal of the plan is to develop individuals in the organization in competencies and skills necessary to meet the future needs of the organization.

LEGAL BASES Section I, Chapter 1, Book V, E.O. 292 – “xxx the Civil Service Commission, as the central personnel agency of the Government shall establish a career service, adopt measures to promote morale, efficiency, integrity, responsiveness, and courtesy in the civil service, strengthen the merit and rewards system, xxx”.

Advancement to higher position, particularly to a supervisorial, managerial and executive is done either through designation or promotion.

Section I, Rule VI, Rules Implementing Book V of E.O. 292 - “Promotion is the advancement of an employee from one position to another with an increase in duties and responsibilities as authorized by law, and usually accompanied by an increase in salary.” (underscoring supplied) A comparative degree of competence and qualification shall be determined in matters of promotion. Other than performance, education and training, experience and outstanding accomplishments, physical characteristics and personality traits, potential is an indispensable requisite for advancement to a higher position.

Section V, Rule VI, Rules Implementing Book V of E.O. 292 – “(e) Potential – this takes into account the employee’s capability not only to perform the duties and assume the responsibilities of the position to be filled but also those of higher and more responsible positions.” (underscoring supplied)


CSC MC No. 15, s. 1999 – “Designation – is merely an imposition of additional duties to be performed by a public official which is temporary and can be terminated anytime at the pleasure of the appointing authority.” (underscoring supplied).

EMPLOYMENT SITUATIONER There are 16plantilla positions in the 2009 plantilla that are still unfilled, some of which are considered key critical positions. On the other hand, 61 new positions have been created as part of the recategorization process of the MKWD from a Category C LWD to that of a Category B LWD. As such, vertical movements are expected within the timeframe of the Plan. Moreover, about 12 individuals will be eligible for retirement within the timeframe of the plan, allowing those next-in-line to move upward.

CANDIDATES FOR MANDATORY RETIREMENT ELIGIBILITY AT AGE 60

CANDIDATES FOR MANDATORY RETIREMENT ELIGIBILITY AT AGE 60 (2015-2019) Department/

Division Job Class Title Position

Description Supervisor Retirement

Eligibility Date

Reason why this is considered a key/

critical position MAINTENANCE DIVISION

Water Maintenance Foreman

Water Maintenance Foreman (SG-14)

Head, Maintenance

Division



Division Manager B


Head, Commercial

Services Department

2016

Specialized leadership; performs key task; may affect organizational structure


Water Maintenance Head

Water Maintenance Head (SG-16)

Head, Maintenance

Division




Senior Water Maintenance Man A (SG-12)

Head, Maintenance

Division



Utility Service Assistant C

Utility Service Assistant C (SG-08)

Head, Customer Servicing Division


ADMINISTRATION & GENERAL SERVICES DIVISION

Division Manager B


Head, Administration

& Finance Services

Department


OFFICE OF THE GENERAL MANAGER

Senior Internal Control Officer

Senior Internal Control Officer (SG-16)

General Manager


ACCOUNTING & BUDGET

Corporate Budget Specialist

Corporate Budget

Head, Accounting

2018 Specialized leadership;


DIVISION Specialist (SG-16)

&Budget Division

performs key task; may affect organizational structure


Customer Service Assistant B


Head, Customer Accounts Division




Senior Water Maintenance Man (SG-12)

Head, Maintenance

Division



Water Resource Facilities Technician

Water Resource Facilities Technician (SG-11)

Head, Water Resources Division


CUSTOMER SERVICE DIVISION

Customer Service Assistant E


Head, Customer

Service Division



INVENTORY OFUNFILLED PLANTILLA AND NEW POSITIONS, AS OF JANUARY 1, 2015

INVENTORY OF VACANT PLANTILLA AND NEW POSITIONS, AS OF JANUARY 1, 2015

Item Code Position Title Salary

Grade Step Authorized

Salary OFFICE OF THE GENERAL MANAGER

2015-001 Supervising Internal Control Officer* SG-20 1 438,804.00 2015-002 Senior Corporate Planning Specialist* SG-19 1 406,308.00 2015-003 Senior Information Officer* SG-18 1 376,212.00 2015-004 Supervising Data Encoder-Controller* SG-13 1 257,232.00 2015-005 Utility Worker B* SG-01 1 108,000.00

OFFICE OF THE ASSISTANT GENERAL MANAGER FOR HUMAN RESOURCE

AND FINANCE ADMINISTRATIVE AND HUMAN RESOURCE DEPARTMENT

ADMINISTRATIVE AND HR DIVISION 2015-006 Division Manager B* SG-23 1 552,768.00 2015-007 Supervising Industrial Relations

Management Officer A* SG-20 1 438,804.00

2015-008 Administrative Services Chief B* SG-19 1 406,308.00 2015-009 Clerk Processor D* SG-03 1 124,812.00

GENERAL SERVICES DIVISION 2015-010 General Services Chief B* SG-19 1 406,308.00 2015-011 Driver Mechanic B* SG-07 1 166,680.00 2015-012 Storekeeper D* SG-04 1 134,172.00 2009-043 Clerk Processor D** SG-03 1 124,812.00 FINANCE SERVICES DEPARTMENT

ACCOUNTING AND BUDGET DIVISION

2009-031 Division Manager B** SG-23 1 552,768.00 2015-013 Senior Financial Planning Specialist* SG-20 1 438,804.00 2015-014 Senior Financial Planning Specialist* SG-20 1 438,804.00 2009-034 Corporate Accountant** SG-15 1 298,644.00 2009-036 Accounting Processor A** SG-08 1 179,172.00 2009-039 Corporate Budget Assistant** SG-08 1 179,172.00

CASH MANAGEMENT DIVISION 2015-015 Division Manager B* SG-23 1 552,768.00 2015-016 Supervising Cashier* SG-19 1 406,308.00 2015-017 Cashier D* SG-10 1 207,060.00 2015-018 Collection Assistant* SG-06 1 155,052.00 2015-019 Collection Assistant* SG-06 1 155,052.00 2015-020 Collection Assistant* SG-06 1 155,052.00 2015-021 Collection Assistant* SG-06 1 155,052.00 COMMERCIAL SERVICES DEPARTMENT 2009-064 Driver** SG-04 1 134,172.00

CUSTOMER ACCOUNTS DIVISION 2015-022 Supervising Customer Services Officer

A* SG-20 1 438,804.00

2015-023 Utilities Service Assistant E* SG-04 1 134,172.00 CUSTOMER SERVICES DIVISION

2015-024 Supervising Customer Services Officer A*

SG-20 1 438,804.00

2015-025 Supervising Customer Services Officer A*

SG-20 1 438,804.00

2015-026 Customer Service Assistant E* SG-04 1 134,172.00


Item Code Position Title Salary Grade

Step Authorized Salary

OFFICE OF THE ASSISTANT GENERAL MANAGER FOR OPERATION ENGINEERING AND OPERATIONS DEPARTMENT 2015-027 Clerk Processor D* SG-03 1 124,812.00

WATER RESOURCES DIVISION 2015-028 Supervising Water Utilities Management

Officer* SG-20 1 438,804.00

2015-029 Supervising Water Utilities Management Officer*

SG-20 1 438,804.00

2015-030 Medical Technologist III* SG-18 1 376,212.00 2015-031 Watershed Management Specialist* SG-17 1 348,336.00 2015-032 Senior Water Maintenance Man A* SG-12 1 239,280.00 2015-033 Supervising Instrument Technician* SG-12 1 239,280.00 2015-034 Water Maintenance Man A* SG-08 1 179,172.00 2015-035 Instrument Technician A* SG-08 1 179,172.00 2015-036 Driver* SG-04 1 134,172.00 2015-037 Utility Worker B* SG-01 1 108,000.00 2015-038 Utility Worker B* SG-01 1 108,000.00 2015-039 Utility Worker B* SG-01 1 108,000.00 2015-040 Utility Worker B* SG-01 1 108,000.00 2015-041 Utility Worker B* SG-01 1 108,000.00 2015-042 Utility Worker B* SG-01 1 108,000.00 2015-043 Utility Worker B* SG-01 1 108,000.00 2015-044 Utility Worker B* SG-01 1 108,000.00 2015-045 Utility Worker B* SG-01 1 108,000.00 2015-046 Utility Worker B* SG-01 1 108,000.00 2015-047 Utility Worker B* SG-01 1 108,000.00 2015-048 Utility Worker B* SG-01 1 108,000.00 2015-049 Utility Worker B* SG-01 1 108,000.00 2015-050 Utility Worker B* SG-01 1 108,000.00 2015-051 Utility Worker B* SG-01 1 108,000.00 2015-052 Utility Worker B* SG-01 1 108,000.00 2015-053 Utility Worker B* SG-01 1 108,000.00 2015-054 Utility Worker B* SG-01 1 108,000.00 2015-055 Utility Worker B* SG-01 1 108,000.00 2015-056 Utility Worker B* SG-01 1 108,000.00

PLANNING AND DESIGN DIVISION 2009-073 Division Manager B** SG-23 1 552,768.00 2015-057 Project Management Officer B* SG-20 1 438,804.00 2009-074 Senior Engineer A** SG-16 1 322,536.00 2015-058 Driver* SG-04 1 134,172.00

CONSTRUCTION DIVISION 2015-059 Project Management Officer B* SG-20 1 438,804.00

MAINTENANCE DIVISION 2015-060 Project Management Officer B* SG-20 1 438,804.00 2009-119 Water Maintenance Man A** SG-08 1 179,172.00 2009-128 Water Maintenance Man A** SG-08 1 179,172.00 2015-061 Driver* SG-04 1 134,172.00 2009-122 Utility Worker B** SG-01 1 108,000.00 2009-130 Utility Worker B** SG-01 1 108,000.00

* NEW POSITIONS (2015) ** VACANT PLANTILLA (2009)

Documents

METRO KIDAPAWAN WATER DISTRICT (MKWD)metrokidapawanwd.gov.ph/wp-content/uploads/2012/03/HRMS.pdf · DBM Circulars, LWUA and other regulatory bodies. COMMERCIAL SERVICES DEPARTMENT