Strategic Development Plan...Strategic HRD Plan addresses these issues by aligning efforts to enhance competencies of employees with established PGA development priorities, laying

StrategicHuman Resource

Development Plan

StrategicHuman Resource

Development Plan

Provincial Government of Aklan

for Road-Related Departments2014 - 2016

PR

OV I N C E O F A K

LA

N

OFFICIAL SEAL

APRIL

251956

AustralianAid

PAHRODFPHILIPPINE AUSTRALIA

HUMAN REASOURCE ANDORGANISATIONAL DEVELOPMENT

FACILITY

Republic of the Philippines

PROVINCE OF AKLAN

Kalibo, Aklan

The PROVINCIAL GOVERNMENT’S STRATEGIC HUMAN RESOURCE

DEVELOPMENT PLAN FOR ROAD-RELATED DEPARTMENTS 2014 - 2016 proposed by the PGAklan HRD Core Team

and presented to me on 22 November 2013 is hereby approved.

Hon. FLORENCIO T. MIRAFLORES Governor

Provincial Government of Aklan

Signed in the presence of:

ELLEN TOLENTINO Provincial Government Department Head

Provincial Human Resource Management Office

Republic of the Philippines

PROVINCE OF AKLAN

Kalibo, Aklan

FLORENCIO T. MIRAFLORES

Provincial Governor

November 22, 2013

M E S S A G E

The provincial government has finally produced our Provincial Government’s Strategic Human Resource Development Plan for Road-Related Departments 2014-2016 – thanks to the PHRMO Team, PGA’s HR Core Team, and Department heads and key staff who laboured over the past months under the technical assistance of the Philippines-Australia Human Resource and Organisational Development Facility (PAHRODF).

The Province of Aklan is grateful to the Australian Government whose grant through its Department of Foreign Affairs and Trade (DFAT) Australian Aid program made this possible.

This document is of utmost importance because it provides a blueprint for the development and management of our Provincial government’s Human Resources for the next three (3) years. This will increase the capacity of the Provincial Government of Aklan (PGA) workforce to deliver road services. It translates one of the established strategic goals on Human Resource Development – that is, “Develop and implement a three-year strategic HRD Plan,” into specific programs that will be implemented at the operational level.

FLORENCIO T. MIRAFLORES

Provincial Governor

Executive Summary Page | i

Executive Summary

The Provincial Government of Aklan’s (PGA) Strategic Human Resource Development

(HRD) Plan for Road-Related Departments (RRDs) serves as a blueprint for the

implementation of strategic learning and development interventions to enhance

competencies of employees and increase PGA capacity in delivering effective and efficient

road services. It is a section of the provincial government’s plan for developing its human

resources to enhance their performance in their current and future jobs.

Prior to the development of this plan, there was no HRD Plan to address competency needs

of the PGA employees; participation in learning and development activities was not guided

by a purposive Training and Development plan; there was no mechanism to monitor transfer

of learning or improvement in performance after the training; and departmental budget for

training was mainly based on estimates from prior years in the absence of a plan. The

Strategic HRD Plan addresses these issues by aligning efforts to enhance competencies of

employees with established PGA development priorities, laying out a long-term plan for

employee development activities, and ensuring that learning is applied in the workplace,

thereby optimising training investment and signalling the shift to a more strategic approach

to human resource development.

To support the change vision of “PHRMO as a strategic partner in achieving PGA's

Sustainable Local Road Management (SLRM) Reform Agenda through its leadership in

building and enhancing competencies of employees to deliver road services”,

representatives of 12 road-related departments (RRDs) that comprise the HR Core Team

underwent training and coaching to engage in a strategic planning process. This involved:

Establishing the PGA HR Strategic Directions; Assessing and Prioritising Competency Gaps;

Identifying HRD Interventions; and Planning for HRD Plan Implementation. Plans were

developed along the five key reform areas (KRAs) of Sustainable Local Road Management

(SLRM), namely: (1) Sustainable Road Maintenance, (2) Transparent and Accountable

Budget Expenditure Management, (3) Fully Functioning Internal Control and Internal Audit

Services, (4) Transparent and Effective Procurement Process, and (5) Human Resource

Management and Development. It covers a period of three years – from 2014 to 2016.

The PGA HR Strategic Directions

The Strategic HRD Plan is anchored on the PGA HR Vision of a “community of competent,

dedicated, values-oriented, progressive, and client-centered employees, delivering excellent

service.” It focuses on the strategic goal of establishing a “learning and development system

that addresses priority competency gaps.” As the plan aims to strengthen performance in

sustainable local road management, the analysis of competencies was guided by priorities of

the SLRM and the PGA road reform agenda.

Page | ii Executive Summary

Prioritised Competency Gaps and HRD Interventions

An assessment of competencies yielded the following results:

Core Competencies. These are competencies that need to be demonstrated at all

levels in the organization. The competency which has the highest self-assessed

score was environment friendliness (3.51) while the lowest was operational expertise

(3.11). The respondents rated themselves as being generally competent in the other

competencies, namely quality service, stewardship, teamwork, innovativeness,

integrity and gender-responsiveness.

Leadership Competencies. The respondents reported adequate competencies in

exemplifying integrity, demonstrating personal effectiveness, solving problems and

making decisions, delivering service excellence, partnering and networking, speaking

effectively, building commitment, directing and managing change, managing

performance, and developing people. On the other hand, gaps were indicated in

championing and applying innovation, and planning and delivering. Other

competencies that need to be developed and strengthened are managing

information, writing effectively, and thinking strategically.

Functional Competencies. In terms of competencies that are specific to particular

departments or types of job, the assessment showed gaps in the areas of:

Strategic Management. Weaknesses were noted in formulating the updating

of the Provincial Road Network Development Plan (PRNDP), Annual

Investment Plan (AIP), and Human Resource Management (HRM) Plan.

Competencies in stakeholder engagement, monitoring and evaluation, and

harmonising the planning and budgeting processes also need to be

enhanced.

Installing/Enhancing systems and processes. There is a need to build and

strengthen competencies in organising committees, implementing internal

control (IC) systems, and installing systems for monitoring and evaluation

(M&E), procurement, human resource management development (HRD), staff

performance management, recruitment, selections and promotion (RSP), and

rewards and recognition. Organisational review and redesign that is needed

to enhance organisational and staff performance can also be accomplished

upon acquisition of required competencies.

Communicating effectively. Gaps were identified in developing and delivering

presentations and orientations, facilitating discussions and coaching

sessions, writing technical reports, developing manuals, and implementing

awareness campaigns. There is also a noted weakness in communicating

persuasively to influence decision-makers.

Applying Technology. Competencies for accessing and using the Philippine

Government Electronic Procurement System (PHILGEPS),

e-Procurement System, e-Budget System, Human Resource Management

Information System (HRMIS), and Net-R9 Net-R3 with baseline correction (to

generate GIS information) need to be developed.

Project Management. Weaknesses in writing detailed project proposals,

supervising project implementation, and formulating M&E plans for projects

Executive Summary Page | iii

need to be addressed. Difficulties were also noted in undertaking preventive

maintenance and properly operating construction equipment.

Environmental Management. Gaps were identified in mainstreaming Disaster

Risk Reduction-Climate Change Adaptation (DRR-CCA) and conducting

Environmental Impact Assessment (EIA) in the design of road projects.

Financial Management. There is a need to strengthen competencies in

revenue generation and cash management. Specifically, competency gaps

include formulating policies and guidelines for revenue generation;

maximising PGA revenue-generating potential; conducting real property

assessment and updating the Statements of Fair Market Value (SFMV);

maintaining and marketing assets; formulating business plans for economic

enterprise projects; planning and strategizing to maximise the earning

potential of PGA from all sources (taxes, local enterprises, tourism and

consumer products, etc.); and analysing and maximising local tax revenue.

Improved financial performance can also be achieved if competencies for

plan-based budget preparation, utilisation and monitoring can be improved.

To address these gaps, a total of 44 interventions will be implemented for RRDs over the

next three years – 2014 to 2016.

For 2014, a total of 18 interventions will be implemented, requiring an investment amounting

to Two Million Two Hundred Twelve Thousand and Two Hundred Pesos (P 2,212,200).

Planned interventions include:

1. Annual Investment Planning

2. Business Planning

3. Cash Management and Its ICS for Collecting & Disbursing Officers

4. Developing and delivering a Training/Orientation Module on RA 9184 for BAC

Stakeholders

5. Development of Competency Models (for 3 remaining RRDs)

6. Enhancing the Procurement Process Management (RA 9184)

7. Enterprise Asset Management Planning

8. Environmental Management Planning, including orientation on Environmental

Impact Assessment (EIA)

9. Equipment Maintenance and Operation

10. Flowcharting and Risk Assessment Workshop on ICS for IA Focal Persons

11. Harmonizing the Planning and Budgeting Processes

12. Implementation of Road Safety Awareness Campaign, including development

of IEC materials

13. Installing a Strategic Performance Management System (SPMS)

14. PGA Organisational Review and Redesign

15. PGA Values Orientation

16. Strengthening Learning and Development policies, systems and processes

Page | iv Executive Summary

17. Technical Writing and Manual Development for IA Focal Persons

18. Updating of Real Property Valuation

For year 2 (2015), 18 interventions will be conducted along the five KRAs. These include:

1. Advanced Course on Internal Control System for APIAO Staff

2. Competency-based RSP System Development and Installation

3. Developing Coaching Skills (focus on internal control)

4. Developing Coaching Skills (focused on Traffic Data Collection and Recording)

5. Enhancing PGA Revenue Generation Strategies

6. Adopting Good Practices on Revenue Generation and Cash Management

7. Fraud Audit Investigation/Fact Finding

8. Mainstreaming Disaster Risk Reduction-Climate Change Adaptation

9. Monitoring and Budgeting of Learning and Development Interventions

10. Orientation on HRMIS Application

11. Planning and Conducting Orientations

12. Preparation and Evaluation of Appointments

13. Presentation and Facilitation Skills Enhancement

14. Process Documentation and Technical Writing

15. Process Documentation for BAC Secretariat

16. Project Management

17. Strengthening Stakeholder Engagement

18. Updating the Provincial Road Network Development Plan (PRNDP)

In the final year of implementation, eight activities will be implemented. These are:

1. Action Planning for the Infrastructure Committee

2. e-Budget End-User Training

3. Management Audit

4. Orientation on eProcurement

5. Orientation on PHILGEPS

6. Performance-Based Rewards and Recognition System Development

7. Presentation and Facilitation Skills Enhancement

8. Updating of the Strategic HRMD Plan

Education programs have also been proposed. Thirteen (13) courses will target 37

participants from RRDs along the following fields of study.

Executive Summary Page | v

Engineering Project Management

Information System Development

Financial Management

Local Government Taxation

Public Administration

Procurement

Monitoring and Evaluation of Training

Performance Appraisal and Rewards System

Technical Writing

HRD Plan Implementation

PHRMO and RRD-process owners will implement these interventions within 2014 using

funds that have been allocated from their department budgets. A mix of methodologies has

been considered including workplace coaching, mentoring, shadowing, field visits, learning

sessions, training, seminars, benchmarking, and workshops.

Corresponding plans for monitoring and evaluating the HRD interventions have also been

formulated. Indicators of performance at the level of participants’ reaction, learning,

application, and desired results have been defined to serve as measure of the effectiveness

of the HRD intervention.

The HRD Plan also defines specific roles and responsibilities in plan implementation among

concerned departments with the Learning and Development (L&D) Division of PHRMO to

take the lead in ensuring that planned activities are completed, including monitoring of

milestones and accomplishments. The HR Core Team will perform an active role in

supporting the newly established L&D Division in planning and executing HRD interventions.

Success in the implementation and sustainability of strategic HRD, however, depends

largely on the full support of PGA Management, investment in developing the capacity of

PHRMO in setting up learning and development systems in the PGA, and provision of

mechanisms to ensure that everyone in the organization is engaged in the change effort.

The next important step for the HR Core Team is to replicate the planning process in

developing the HRD plan for the rest of the PGA departments. This way, the PGA will be

able to fully benefit from the implementation of strategic HRD that aims to ensure that

employees build and strengthen competencies which will enable them to make substantial

contributions to the achievement of the PGA vision and strategic goals.

Page | vi Executive Summary

Table of Contents Page | vii

TABLE OF CONTENTS

Table of Contents

EXECUTIVE SUMMARY ................................................................................................................................... I

TABLE OF CONTENTS ................................................................................................................................... VII

DEFINITION OF TERMS AND ACRONYMS ......................................................................................................... 1

OBJECTIVES OF THE HRD PLAN ....................................................................................................................... 7

PROVINCIAL GOVERNMENT OF AKLAN STRATEGIC DIRECTIONS............................................................................ 13

HUMAN RESOURCE DEVELOPMENT SITUATIONER ............................................................................................. 19

HRD PRIORITIES FOR CY 2014 ...................................................................................................................... 35

ANNEX 1: LIST OF COMPLETED AND ONGOING HRD INTERVENTIONS IN SLRM KEY REFORM AREAS .................... 53

ANNEX 2: COMPETENCY MODELS, ASSESSMENT TOOLS AND ASSESSMENT DATA .............................................. 61

ANNEX 3: PROGRESS OF RRDS IN PURSUING DESIRED RESULTS IN SLRM KRAS, PRIORITISED COMPETENCY GAPS,

PROPOSED HRD INTERVENTIONS IMPLEMENTATION PLANS AND MONITORING AND EVALUATION PLAN . 69

ANNEX 4: LIST AND DEFINITION OF PRIORITISEDCOMPETENCIESIN THE SLRM KEY REFORM AREAS .................... 173

ANNEX 5: HRD IMPLEMENTATION PLAN 2014 ......................................................................................... 179

ANNEX 6: CHANGE MANAGEMENT PLAN ................................................................................................. 189

Page | viii Table of Contents

Definition of Terms and Acronyms Page | 1

DEFINITION OF TERMS

AND ACRONYMS

AIP Annual Investment Plan

AKENRO Aklan Environment and Natural Resources Office

AO Administrative Officer

APGAAO Aklan Provincial Government Association of Administrative Officers

APIAO Aklan Provincial Internal Audit Office

APP Annual Procurement Plan

BAC Bids and Awards Committee

BLGF6 Bureau of Local Government Finance for Region 6

CapDev Capacity Development

COA Commission on Audit

CSC Civil Service Commission

CY Calendar Year

DBM Department of Budget and Management

DED Detailed Engineering Design

DENR Department of Environment and Natural Resources

DILG Department of the Interior and Local Government

DOF Department of Finance

DPWH Department of Public Works and Highways

EBATAP Economic Enterprise, Budget, Treasurer and Planning

e-Budget Electronic Budget System

EEDD Economic Enterprise Development Department

EEDD CDQS Economic Enterprise Development Department Construction Development and Quarrying Service

EIA Environmental Impact Assessment

Page | 2 Definition of Terms and Acronyms

ELA Executive Legislative Agenda

EMP Environmental Management Plan

eNGAS Electronic New Government Accounting System

e-Procurement Electronic Procurement

e-SRE Electronic Statement of Receipts and Expenditure

FGD Focus Group Discussion

GAD Gender and Development

GIS Geographic Information System

GPS Global Positioning System

GPRA Government Procurement Reform Act

GSIS Government Security Insurance System

HR Human Resources

HR/OD Human Resource Organisational Development

HRD Human Resources Development

HRIS Human Resource Information System

HRMDP Human Resource Management and Development Plan

HRMIS Human Resource Management Information System

ICS Internal Control System

IEC Information and Education Campaign

INP Integrated Notice Publication

IRA Internal Revenue Allotment

IRR Implementing Rules and Regulations

KRA Key Reform Area

KSA Knowledge, Skills and Attitudes

L&D Learning and Development

LCE Local Chief Executive


LDRRMF Local Disaster Risk Reduction Management Fund

LGC Local Government Code

LGU Local Government Unit

M&E Monitoring and Evaluation

MBO Municipal Budget Officer

MIS Management Information System

IRR Implementing Rules and Regulations

MMR Maternal Mortality Ratio

MOA Memorandum of Agreement

MPS Mean Percentage Score

MTO Municipal Treasurer Officer

NEDA National Economic and Development Authority

NGO Non-Governmental Organisation

OA Organisational Assessment

OIC Officer-in-Charge

PAccO Provincial Accountant’s Office

PAHRODF Philippines-Australia Human Resource and Organisational Development Facility

PAssO Provincial Assessor’s Office

PBO Provincial Budget Office

PDC Provincial Development Council

PDF Portable Document Format

PDIP Provincial Development Investment Program

PDPFP Provincial Development and Physical Framework Plan

PEO Provincial Engineer’s Office

PFM Public Finance Management

PG Provincial Government


PGA Provincial Government of Aklan

PGADH Provincial Government Assistant Department Head

PGDH Provincial Government Department Head

PGO Provincial Governors Office

PGSO Provincial General Services Office

PHALTRA Philippine Association of Local Treasurers

PhilGEPS Philippine Government Electronic Procurement System

PhilHealth Philippine Health Insurance Corporation

PHRMO Provincial Human Resources Management Office

PLGU Provincial Local Government Unit

PMDS Performance Management Development System

PPA Programs, Projects, Activities

PPDO Provincial Planning and Development Office

PPMC Provincial Project Monitoring Committee

PPMP Project Procurement Management Plan

PRMF Provincial Roads Management Facility

PRNDP Provincial Road Network Development Plan

PRNDS Provincial Road Network Development Strategy

PRSPMR Provincial Road Sector Planning and Management Review

PTO Provincial Treasurer’s Office

QGIS Quantum Geographical Information System

RA Republic Act

REAP Re-Entry Action Plan

RevGen Revenue Generation

ROE Return on Expectation

ROI Return on Investment


RP Resource Person

RPT Real Property Tax

RRD Road-Related Department

RROW Road Right of Way

RSP Recruitment, Selection, and Promotion

SAAOB Statement of Appropriations, Allotments, and Obligations

SAP Sustainability Action Plan

SFMP Strategic Financial Management Plan

SLRF Special Local Road Fund

SLRM Strategic Local Road Management

SMV Schedule of Market Values

SP Sangguniang Panlalawigan

SPMS Strategic Performance Management System

SSI Staff and Skills Inventory

SUG Seriousness, Urgency, and Growth potential

T&D Training and Development

TA Technical Assistance

TO Table of Organisation

TWG Technical Working Group


Objectives of the HRD Plan Page | 7

OBJECTIVES OF THE HRD PLAN

The Human Resource Development (HRD) Plan for Road-Related Departments

(RRDs) provides a blueprint for the implementation of strategic learning and

development interventions to increase the capacity of the Provincial Government of

Aklan (PGA) workforce to deliver road

services.1 It translates one of the

established strategic goals on Human

Resource Development – that is, “Develop

and implement a three-year strategic HRD

Plan,” into specific programs that will be

implemented at the operational level.

Although focused primarily on HRD, the

Plan supports the achievement of strategic

goals in other HR areas by building

competencies needed to successfully

develop and/or install HRM systems and

processes such as recruitment, selection,

and promotion (RSP); strategic

performance management system (SPMS);

learning and development (L&D); and

Rewards and Incentives. Hence,

achievement of HR goals that are aligned

with the PGA vision for its human resources will likewise be facilitated.

The approval of this Plan documents PGA’s commitment to developing people and

its operationalisation through a strategic approach. The expressed support of the

Local Chief Executive (LCE) and Sangguniang Panlalawigan (SP) ensures access to

critical resources, financial or otherwise for its implementation.

General Objective

The Human Resource Development (HRD) Plan for Road-Related Departments

(RRDs) 2013 – 2016 aims to ensure that planning and implementation of learning and

development interventions for road-related departments and offices respond to

competencies required to enable employees to contribute to the achievement of the

Sustainable Local Road Management (SLRM) agenda of the province.

1 Provincial Road Management Facility (PRMF), PRMF Results Chain

PGA Strategic HRD Goal:

A LEARNING AND DEVELOPMENT SYSTEM THAT ADDRESSES PRIORITY COMPETENCY GAPS

Strategies:

1. Develop a learning and development system, including policies, structure and processes

2. Develop and implement a three-year strategic HRD Plan

3. Create and capacitate the HRD Core Team and pool of trainers

4. Conduct learning needs assessment of employees

5. Design and implement appropriate HRD interventions

Page | 8 Objectives of the HRD Plan

Specific Objectives

Specifically, the Plan aims to realize the following objectives:

To pin down priority competency development needs of the PGA to

bridge performance gaps in SLRM Key Reform Areas (KRAs);

To identify appropriate learning and development interventions and

targeted participants;

To indicate support requirements for plan implementation and

corresponding sources of these resources;

To establish tools and methods for monitoring and evaluating the

effectiveness of interventions in achieving set objectives and desired

outcomes; and

To identify steps that will be taken to effectively manage changes that

will be introduced in implementing the plan.

Scope of the Plan Page | 9

KRA 1: Sustainable Road Maintenance

PEO

PPDO

AKENRO

KRA 2:

Transparent &

Accountable

Budget

Expenditure

Management

PTO

PBO

EEDD

PASSO

PACCO

KRA 3: Fully Functioning Internal Control

and Internal Audit Services

APIAO

PGO

KRA 4: Transparent and

Effective Procurement

Process

PGSO

KRA 5: Human Resource Management and

Development

PHRMO

SCOPE OF THE PLAN

The Human Resource Development Plan was developed to support the

implementation of the SLRM reform agenda. As such, it focuses on the 12 road-

related departments of the Provincial Government of Aklan that include the following:

The Plan covers a period of three years – from 2014 to 2016. Its target users include:

Provincial Human Resource Management Office (PHRMO) that is primarily

responsible for implementing, monitoring, evaluating, and updating the Plan;

Administrative Officers (AOs) of the different RRDs who perform HRD functions

within their respective departments;

Provincial Planning and Development Office (PPDO) that consolidates,

monitors, and evaluates all plans of the provincial government;

Provincial Budget Office (PBO) responsible for ensuring that budget

disbursements are aligned with established HRD priorities of the provincial

government; and

Local Chief Executive who sets directions through the Executive Legislative

Agenda (ELA) as overall HR Manager of the LGU.

Page | 10 Methodology

METHODOLOGY

The Plan was developed by the PGA HR Core Team composed of selected staff of the

12 road-related departments. A competency-based approach was used to ensure that

identified learning and development interventions are aligned with priorities of the road

reform agenda, and respond to actual competency gaps. The participative and

iterative process that was adopted in formulating the document involved key

stakeholders in HRD at the organisational and department levels.

The following phases were undertaken to produce the components of the Plan.

Establishing the PGA HR Strategic Directions. A strategic planning

exercise was conducted involving the management of RRDs and

members of the HR Core Team to clarify and validate organisational

anchors – the PGA vision and philosophy for human resources. HR

goals and strategies for 2014–2016 were also formulated based on an

assessment of the strengths and weaknesses of the current HR systems

in the provincial government.

Assessing and Prioritising Competency Gaps. An analysis of the

performance of the RRDs vis-à-vis the objectives and desired outcomes

of the Sustainable Local Road Management (SLRM) reform agenda

generated data on competency gaps that need to be addressed to

improve performance in areas of deficiencies. These gaps were

prioritised based on their seriousness, urgency, and growth potential.

Identifying HRD Interventions. Appropriate learning and development

interventions to address competency gaps were identified. Learning

objectives and desired outcomes were formulated. Positions and offices

of target participants were also specified. Required resources were

estimated and sources of funds for implementing planned interventions

were indicated.

Planning for HRD Plan Implementation. Supporting plans that will

facilitate the successful implementation of the strategic HRD approach

were drawn up. The Change Management Plan that was developed

outlines strategies and action steps in managing the transition,

communicating organisational changes, and anticipating risks related to

the shift to strategic management of HRD in the PGA.

In all these activities, planners ensured internal consistency. Vertical alignment

focuses on the line of sight from the overarching PGA HR strategic directions to its

translation to HRD priorities at the departmental level. On the other hand, horizontal

alignment established how HRD complements other human resource management

systems, particularly by enhancing/building competencies needed in their development

and installation.

Limitations of the Plan Page | 11

LIMITATIONS OF THE PLAN

Despite the diligence of the planners, some conditions and challenges posed

limitations on the validity and comprehensiveness of this document. These were the

following:

Coverage

The strategic HRD planning activity was conducted in support of the Provincial Road

Management Facility (PRMF) project being implemented in the Provincial Government

of Aklan. As such, it focused on the learning and development requirements of the

12 road-related departments that are being capacitated by the intervention.

Therefore, the Plan did not capture competency gaps and HRD requirements of other

departments in the provincial government.

Therefore, this plan needs to be expanded to other departments to cover the entire

PGA HRD Plan for 2013-2016. The Learning and Development Division of PHRMO will

take the lead in the annual updating activity.

Comprehensiveness

Planning was based on an analysis of information that was available and accessible to

the HR Core Team. Performance and competency gap assessment relied largely on

anecdotal data, including job holders’ and supervisors’ observations and feedback.

Validation sessions with Department Heads, Assistant Department Heads and

supervisors were conducted to check the soundness of data.

There is limited documentation of performance discrepancies. Monitoring and

evaluation (M&E) reports mainly consolidate accomplishments reported by

PGA departments but do not present information about underperformance

against set objective and indicators.

Competency models that are needed to develop tools that would assess

individual competencies are still being developed and were not yet available at

the time of planning. Hence, gap analysis was confined to assessment of

performance at the department level which served as basis for identifying

competency gaps of RRDs that need to be addressed by appropriate HRD

interventions.

Although planners are confident about the validity of the data presented in this Plan, it

can be refined further by incorporating more comprehensive data to validate identified

competency gaps and corresponding learning and development needs.

Moreover, the 2008-2013 Provincial Development Physical Framework Plan (PDPFP)

was used to guide the development of the plan. Hence, corresponding updates would

have to be incorporated upon the development of the PDPFP for the next planning

cycle.

Page | 12 Limitations of the Plan

Provincial Government of Aklan Strategic Directions Page | 13

PGA VISION

“A progressive province where its empowered citizens live amidst a well-anchored vibrant economy where agro-eco tourism developments are globally competitive, gender-responsive, environment-friendly, equitable, self-sufficient, and sustainable.”

PROVINCIAL GOVERNMENT OF AKLAN

STRATEGIC DIRECTIONS

Responsiveness is key to the successful planning of learning and development

interventions that significantly contribute to the achievement of overall strategic goals

of the organisation. The HRD Plan for the PGA Road- Related Departments (RRDs)

seeks to address critical competency gaps by aligning its priorities with that of the

Provincial Government and its road reform agenda.

THE PG AKLAN STRATEGIC DIRECTIONS

The Provincial Development and Physical Framework Plan (PDPFP) 2008 – 2013 of the Province of Aklan defines the vision for the province and defines one of the its elements as “having competent and professional personnel” – considered as a critical ingredient to a progressive and decent local leadership and governance. This underscores human resource development as one of the priorities of the provincial government.

Human Resource Strategic Directions

In June 2013, then PGA Governor Carlito S.

Marquez approved the PGA Human Resource

(HR) Strategic Directions, thereby reiterating

the value of human resources as the most

important resource of the provincial government. Current governor, Florencio T.

Miraflores affirmed these directions when presented to him in August 2013.

The PGA vision statement articulates the desired

state of its workforce by 2016 and describes how

its employees would by then be “competent,

dedicated, values-oriented, progressive and

client-centered.”It guides the development of

human resource management and development

(HRMD) systems, policies, plans and programs

that are geared towards achieving this desired

state and supporting employee performance in

pursuing strategic organisational goals.

PGA HR VISION

The Provincial Government of Aklan’s human resources are a community of competent, dedicated, values-oriented, progressive, and client-centered employees, delivering excellent service.

Page | 14 Provincial Government of Aklan Strategic Directions

The strong focus on human resource development is further reiterated in the HR

Philosophy that states that:

“The Provincial Government of Aklan believes in empowering and

nurturing its human resources to optimise their potentials and realise their

aspirations to provide excellent service.”

The provision of purposive and sustained developmental opportunities to enhance

competencies and leadership skills is identified as one of the manifestations of this

guiding principle.

Corresponding long-term goals and strategies were formulated for the priority

HR systems of:

Rewards, recognition and benefits;

Performance management;

Human resource development;

Recruitment, selection and promotion; and

Employee discipline.

In the area of Human Resource Development (HRD), the strategic goal for

2014 – 2016 is:

“A learning and development system that addresses priority competency gaps”

Towards this end, the strategies that will be implemented are:

Develop a learning and development system, including policies,

structure, and processes;

Develop and implement a three-year strategic HRD Plan;

Create and capacitate the HRD Core Team and pool of trainers;

Conduct learning needs assessment of employees; and

Design and implement appropriate HRD interventions.

Development Objectives and Strategies Page | 15

PGA MISSION

Preservation and enrichment of culture

Promotion of health and safety

Enhancement of the right of the people to a balanced ecology

Encouragement and support to the development of appropriate and self-

reliant, scientific and technological capabilities

Improvement of public morals

Enhancement of economic prosperity and social justice

Promotion of full employment among the residents

Maintenance of peace and order

Preservation of the comfort and convenience of the Aklanons

DEVELOPMENT OBJECTIVES AND STRATEGIES

PGA’s purpose is expressed in its mission statement that specifies the focus of its

work in local development to realise the vision of the provincial government.

This mission has been translated into action

through the PGA PDPFP 2008 – 2013 that

established the province’s key development

issues, goals, objectives and targets based

on an analysis of the existing conditions in

the province. Three major objectives and

corresponding strategies were formulated to

address priority issues and problems. The

Executive and Legislative Agenda (ELA)

2010 – 2013 affirmed these priorities.

To reduce poverty incidence,

the provincial government is

focused on increasing the

yields and quality of major agri-

aqua commodities; promoting

environmental protection,

enhancement and conservation

of natural resources; reducing

disaster risk in hazardous areas; increasing livelihood opportunities; and

improving infrastructure support facilities.

To increase life expectancy equal to or better than the national level

by promoting public health and safety; reducing mortality due to

communicable and chronic diseases; and lowering maternal mortality

ratio (MMR) and infant mortality rate (IMR) to meet Millennium

Development Goals (MDG) target in the municipalities of Banga, Batan,

Balete, Kalibo, and Makato.

To achieve or exceed the national standard of performance of

learners, the strategies are to improve school facilities, materials, and

teacher-student ratio; improve nutritional status of school children; and

enhance teachers’ capabilities.

To meet the challenges of achieving these objectives, the PGA’s development efforts

focus on the twin thrusts of agricultural modernization and tourism. Increased revenue

from agricultural products and tourist arrivals could significantly strengthen the

provincial government’s capacity to improve its infrastructure and implement programs

that will provide for the basic needs and uplift the quality of life of its constituents.

Page | 16 Road Reform Agenda

PRNDP VISION

Well-maintained provincial roads, safe and accessible by all.

PRNDP MISSION

To enhance local road network to support the sustainability of economic and social gains achieved through vibrant tourism-related activities, indigenous industries, agro-fisheries production.

ROAD REFORM AGENDA

The Province of Aklan recognises the importance of developing and maintaining a

provincial road network in boosting the development of the province and producing

important social benefits. Poor road network constrains mobility, significantly raises

vehicle operating costs, increases accident rates and their associated human and

property costs, and aggravates isolation, poverty, poor health, and illiteracy in rural

communities.2 The fair condition of almost 60% of provincial roads, which are

infrastructure support in the realisation of PGA's strategic directions, should be

sustained by improving road planning and maintenance capacities and competencies.

Provincial Road Network Development Strategy (PRNDS)

The PGA Provincial Road Network Strategy (PRNDS) defines strategic directions for

the development and management of the province’s road network. It lays the

groundwork for the formulation of a more detailed Provincial Road Network

Development Plan (PRNDP) that supports the development strategy contained in the

PDPFP 2008 – 2013. With assistance from the Provincial Road Management Facility

(PRMF) of the Australian Aid, the Provincial Government of Aklan crafted, for the first

time, its PRNDS and PRNDP for 2013-2017.

The PRNDP is a five-year plan that responds to the concerns of the PDPFP’s

Transportation, Access and Circulation Sector and outlines the overall directions and

specific investments of the province in road network development. It presents a vision

of the desired state of the province’s provincial road network and establishes the

strategic purpose of the Plan. These are:

It also identifies road-related programs, projects, and activities (PPAs) that will be

implemented with funding support from internal and external sources. The PPAs are

organised into two major components: Road Management and Provincial Capacity

Development. Specific capacity areas are identified under each component as follows:

2 PGA Office of the Provincial Engineer, Aklan Road Reform Agenda (PowerPoint Presentation), 2013

Road Reform Agenda Page | 17

Road Management

• Road Planning

• Road Design

• Road Construction and Rehabilitation

• Road Maintenance

• Road Administration

Provincial Capacity Development

• Budget and Expenditure Management

• Internal Control and Internal Audit

• Human Resource Management and Development

• Procurement

• Other areas: • Information System

• Environmental Management

• Gender Equity and Social Inclusion

• Public Engagement

The PRNDP examined performance and capacity gaps along the identified capacity

areas. It is noteworthy that Human Resource Management and Development (HRMD)

is considered as an area that can cater to the capacity development needs of both

components. As expressed in the PRNDS 2013 – 2017one of the strategies of the

PLGU is to maintain a complement of competent workforce for the sustainable road

development and management.3

Reform Areas on Sustainable Local Road Management (SLRM)

The SLRM is a priority program of the LGU supported by the Australian Department of

Foreign Affairs and Trade in cooperation with the Department of the Interior and Local

Government (DILG) through the Provincial Road Management Facility (PRMF). Along

this, a number of interventions have been provided to strengthen the capacity of LGU

on the SLRM.

The SLRM covers two (2) components:

Consistent with targeted capacity areas of PRNDP, interventions are being conducted

in the following key reform areas:

3Provincial Road Management Facility (PRMF), Provincial Road Network Development Strategy (PRNDS) 2012 – 2016, 2012

• Intended outcome: Partner provinces have the institutional capacity and systems to develop and implement road sector plans.

Component 1: Capacity Building for Road Sector

Planning and Management

• Intended outcome: provincial roads are rehabilitated. Component 2:

Road Network Rehabilitation and Maintenance

KRA 5: Increased Capacity of Workforce to Deliver Road Services

KRA 1: Sustained Road

Planning and Service Delivery

KRA 2: Transparent and

Accountable Budget and Expenditure

Management

KRA 3: Fully-functioning Internal Control Systems and

Independent Internal Audit Services

KRA 4: Transparent

Procurement Process

Page | 18 Road Reform Agenda

KRA 5 cuts across all the reform areas and seeks to build capacities not only of the

Provincial Engineering Office that takes the lead in the PLGU’s road sector, but those

of other provincial offices which provide planning, budgeting, financial management

and other technical support services for road sector planning and management.4

Hence, the HRD plan identifies and addresses competency gaps that have been

identified in offices involved in delivering the road sector reform agenda.

4PRMF Facility Design Document, 2008

Human Resource Development in PGA Page | 19

HUMAN RESOURCE DEVELOPMENT SITUATIONER

Planning was undertaken within the context of current HRD practices, supporting

policies, and completed activities of the provincial government. An assessment

gathered information on gains from previous training and development interventions,

factors that facilitated and hindered implementation of planned activities, and lessons

learned from implementation and participation in HRD initiatives. This input to

planning helped define conditions that will facilitate successful implementation of

planned interventions to build and enhance employee competencies and

organizational capacities to deliver road services.

HUMAN RESOURCE DEVELOPMENT IN PGA

The human resource management function was first established in the PGA as a

Human Resource (HR) Division under the Office of the Provincial Government. In

1995, during the term of then and now Governor Florencio T. Miraflores, the division

was elevated to a department and renamed Provincial Human Resource and

Management Office (PHRMO). It was given the responsibility of preparing

appointment papers, maintaining employee records, coordinating with the Civil Service

Commission on personnel-related matters, and performing other HR administrative

functions– a role that it has been performing to date.

The basic HRD activities of training and development are delegated to PGA

departments with Department Heads taking the task of identifying the training

programs and deciding on participants.

Currently, the HRD function in the PGA is performed as follows:

There are no set processes for determining competency gaps that need

to be closed for employees to successfully perform jobs. PGA has yet to

adopt competency-based human resource management systems and

therefore, has not yet developed competency models that guide

employee profiling and assessment of training needs. As a result, there

are many instances where participants who need training are not

selected to attend while those who are chosen attend programs that are

not aligned with their job.

PHRMO has limited capacity to effectively and efficiently design,

implement, monitor, and evaluate training and development

interventions. Although it has recently established a Training and

Development (T&D) Division within PHRMO, it is understaffed (2 staff)

and has limited experience and competency in developing customised

learning interventions and managing training providers that may be

tapped for learning activities. Most training and development activities in

PGA in the past and at present are provided by government oversight

agencies like CSC, DBM, NEDA, and professional organisations.

Page | 20 Human Resource Development in PGA

Aside from funding participation of staff in public seminars, departments

also utilise allocated training budget to conduct orientation seminars on

new issuances, policies and guidelines that are relevant to their work.

This is done by engaging experts who design and deliver the content of

the seminar.

Transfer of learning is not monitored. There is no mechanism that

ensures that desired improvements in performance after training are

clearly established and measured.

Funds are allocated for training in the annual budget of PGA

departments. However, amounts are based on estimates from prior

years and are not supported by a clear plan for implementation of

training interventions for the period covered.

This prevailing situation indicates that like all other HR functions in PGA, HRD remains

transactional – with learning and development activities largely driven by training

opportunities from oversight agencies; and selection of participants for compliance

instead of purposively closing competency gaps. However, PHRMO is now shifting to a

strategic role by creating Learning and Development Division and organising a Human

Resource Core Team to formulate and implement a purposive and strategic plan for

developing its people.

By aligning strategies for building and enhancing competencies with priorities of the

provincial government (specifically the road sector in this case), the contribution of

HRD to the achievement of PGA’s development objectives can be more clearly

established. Consequently, there is greater opportunity for PHRMO to realise its

potential to be PGA’s strategic partner in realising its vision and achieving its long-term

goals.


33%

17% 4%

10%

36%

Number of Training Activities for PGA RRDs AO 2011

KRA 1

KRA 2

KRA 3

KRA 4

KRA 5

90%

10%

Percentage of Completed and Ongoing Training Activities

for PGA RRDs AO 2011

Completed

Ongoing

Implementation of HRD Interventions

Since 2011, a total of 81 training activities

have been attended by employees of the

road-related departments of the PGA. Of

these, 27 or 33% is in the area Road

Management (KRA 1); 14 or 17% is in

Budget and Expenditure Management

(KRA 2); 3 or 4% is in Internal Control

and Audit (KRA 3); 8 or 10% is in

Procurement (KRA 4); and 30 or 36% is

in Human Resource Management and

Development (KRA 5).

Out of these interventions, 73 or 90% has

been completed while 8 or 10% is still

ongoing. These training activities cover

the period 2011 to date and include

mandatory programs conducted by

oversight and national government

agencies, public offerings of private

training providers, development programs

of PGA departments for their staff, and

comprehensive HRD interventions

provided by the Department of Foreign

Affairs and Trade-Australian Aid through

PRMF and PAHRODF.

Completed Interventions

Major learning and development activities were conducted to set the stage for the

introduction of reforms and implementation of capacity development initiatives for the

road sector. The development of the Staff and Skills Inventory (SSI) provided

information about the PGA staff complement and their competencies which served as

a basis for determining organisational development and human resource development

needs. A strategic approach to the road infrastructure development was initiated with

the formulation of the PGA Provincial Road Network Development Plan (PRNDP), a

five-year plan that outlines the overall directions and specific investments of the

province in road network development.

Learning and development activities in HRMD benefited all RRDs such as Change

Management Plan and Human Resource Development Plan formulation. Cross-cutting

concerns such as Gender and Development and Disaster Risk Reduction and

Management (DRRM) were also addressed by orienting learners on its application to

their work. Presentation and facilitation skills were also developed, resulting in higher

level of confidence among the HR Core Team members to conduct consultation

activities, even with PGA management. The province is also a recipient of Australia

Development Award scholarship grants in areas of Human Resource Management and


Development, Financial Management, Project Management, Audit Management,

Urban Planning, Sustainable Tourism Management, and Gender and Development.

Leadership development interventions conducted for RRD Heads focused on building

competencies of RRD Heads to lead change efforts. The roles and functions of PGA

top managers as catalysts for change and human resource development were clarified

during a Change Management Workshop. Following this intervention, the RRDs

developed their department’s Change Management Plan that contains change

initiatives, and strategies for managing resistance and risks, and broadening support

for change.

Other completed interventions aimed to improve the capacity of the different RRDs to

be able to effectively and efficiently discharge their functions.

Road Management. Interventions generally focused on enhancing the

competencies of trained employees in road network development

planning, core roads prioritization and selection, road safety

management, detailed engineering design, road data generation using

latest technologies (Road Inventory, Traffic Survey, Geographic

Information System –GIS, and Global Positioning System– GPS),

disaster risk reduction management, road maintenance strategy

formulation, and cost estimate preparation, among others.

Through these interventions, participants gained increased awareness of

gender-sensitivity, social inclusion, and environmental and cultural

issues that need to be considered in road network development plans.

Application of knowledge and skills gained in these interventions is

apparent among the staff of the Provincial Engineering Office (PEO),

Provincial Planning and Development Office (PPDO), and Aklan

Environment and Natural Resources Office (AKENRO) who are now

able to adopt newly-established systems and processes, mobilize

structures, develop policies, collaboratively source for funds and other

related efforts and gradually integrate these in their day-to-day

operations.

Budget and Expenditure Management. The Provincial Budget Office

(PBO) attended monthly and yearly budget conventions/conferences and

seminars organised by national and oversight agencies to improve

financial management among provincial local government units

(PLGUs), specifically on budgeting for GAD, enhancing revenue

generation, applying guidelines in administering government employee

benefits, among others. Interventions included formulation of the

Quantum Geographical Information System (QGIS) and Strategic

Financial Management Plan (SFMP).

Attendance in these activities have translated to improved efficiency on

the job in terms of proper allocation of GAD budget, establishment of

GIS and implementing the tax mapping of three (3) municipalities using

the GIS, and development of the first SFMP that enhanced the revenue

generation capacity of the province, among others.


Internal Control and Audit. Being a newly established office,

interventions conducted for the Aklan Provincial Internal Audit Office

(APIAO) focused mainly in setting up the office, establishing internal

audit systems and rolling them out to the RRDs. These include

orientation sessions on the internal control system (ICS), internal control

and internal auditing practices, and risk assessment.

After this series of interventions, APIAO was established as a PGA

department and has assisted the RRDs in designing ICSs to improve

efficiency in operations and resource utilisation. It is worth noting that

findings and recommendations drawn from APIAO’s audit report

indicated improvements in the road maintenance system of the PEO.

Procurement. Enhancing the effectiveness of the procurement process

entails interventions for the PGA Bids and Awards Committee (BAC), its

support units (Technical Working Group – TWG and Secretariat), and

external suppliers and buyers. Hence, completed learning activities

included training and benchmarking on procurement, e-BAC filing

system, PHILGEPS, among others.

As a result of these activities, BAC members and suppliers were

familiarised with the RA 9184 (The Government Procurement Reform

Act) and its Implementing Rules and Regulations (IRR), including

amendments. Bidding information have also been disseminated through

the e-BAC Filing System and accessed by prospective bidders. A

database of accredited suppliers, distributors, and contractors is also

being populated.

Human Resource Management and Development. Since the inception

of the program funded by the Australian Department of Foreign Affairs

and Trade in PGA, PHRMO has availed of various interventions that

assisted the office in establishing and performing its strategic role in

pursuing Aklan’s development agenda. Among them, the development of

SSI, installation of Human Resource Management Information System

(HRMIS) and the assistance in PHRMO’s Change Management are the

most significant ones.

SSI initiated the capacity building program on HRD by generating data

that profiled the 12 RRDs to assess gaps in knowledge, skills and

attitudes (KSAs). It also provided inputs needed in the establishment of

the HRMIS. Computerisation of manualised HR business processes

(e.g. data profiling, leave management, time and attendance) to the

HRMIS is a major step towards the desired transformation of PHRMO

from transactional to strategic HRMD.

In addition to keeping participants updated on laws, policies, and methods in achieving

local and national goals, the interaction with co-participants from other local

government units (LGUs) during programs offered by national and oversight agencies

also provided opportunities to share good practices that can be adopted to improve

their delivery of services.


On-going Interventions

As of the time of writing of this plan, there are four interventions that have yet to be

completed. These are:

Competency Modelling for PEO Technical Positions. In August

2013, a survey on job dimensions among randomly-selected PEO

personnel representing four levels (managerial, supervisory, non-

supervisory, trades and arts) was conducted. This will be used as basis

in the development of competency models for PEO technical positions.

Additionally, it will provide assessment data that will inform future

capacity development plans.

Coaching on Preparation of Detailed Engineering Design (DED).

The coaching between PRMF-Manila Office and PEO-Aklan on the DED

for the completion of the rehabilitation of Malinao-Madalag provincial

road started in July 2013 and is currently ongoing. This is in line with the

implementation of Rehabilitation and Minor Improvement (RMI) of

provincial gravel roads, a new approach being taken by PRMF in its

development assistance.

Human Resource Development Planning for RRDs. The PGA HR

Core Team is currently in the process of finalising a three-year strategic

HRD Plan for the 12 RRDs. In the process, the roles of PHRMO, its

L&D Division, and other critical internal and external stakeholders in plan

implementation are being clarified.

Competency Modelling for RRD Positions. PAHRODF is providing

technical assistance in developing competency models for identified

RRD technical positions. The next stage in Competency Modelling will

be initiated by PHRMO and will cover remaining positions in PGA. The

CSC competency models will be adopted for leadership positions.

Insights from Implementation of HRD Interventions

Lessons learned in the implementation of and participation in orientations, seminars,

training and coaching activities can best be harnessed if applied in the planning and

execution of strategic HRD interventions for the PGA.

Following are the factors identified by the HR Core Team as having affected the

smooth implementation of HRD interventions and the transfer of learning on the job:


Having identified these factors, the following insights that were generated were

considered in formulating the HRD Plan:

Top level sponsorship of the HRD plan is critical for its successful

implementation. Sustained support from both executive and legislative

offices is needed to effect change.

Donor organisations may be tapped to augment limited PGA resources

for competency and capacity development.

The participation of multi-sectoral representatives contributes to more

extensive discussions and facilitate acceptance of outputs.

Teamwork and commitment among participants are essential in

producing desired outputs of HRD interventions.

New systems could initiate change and innovations in the PLGU but can

pose challenges for learners, especially if they do not have requisite

competencies (e.g., HRMIS).

Participants should be given an opportunity to apply their learning and

competencies developed in training to the workplace. Related to this, a

process should be put in place for harnessing good practices introduced

during workshops and benchmarking and their potential application on-

the-job.

Training investment is optimised if participants are selected based on

competency needs and expected application of learning on-the-job. For

example, members of technical working group who will be involved in

actual planning need to be prepared for the task and prioritised in

training.

Facilitating Factors

• Support from PGA top management

• Support of AusAID through PRMF and HRODF

• PGA budget allocation

• Commitment and active participation of learners

• Guidance of competent external experts

• Established supporting systems (e.g., HRMIS, PHILGEPS)

• Multi-sectoral engagement and consultation

• Conducive training venue

• Engaging training methods

• Good practices that can be adopted at work (e.g., conduct of debriefing sessions)

• Accommodation of benchmarking sites

Hindering Factors

• Unsustained participation in training activities leading to inability to fully benefit from training intervention

• Conflicting schedules of some participants

• Assignment of untrained staff to produce outputs

• Multi-taking that renders application of learning challenging among participants who attend different interventions

• Understaffed offices that makes it difficult to pull out employees from work to attend training

• Absence of a pool of trainers to assist in conducting in-house training

• Learning curve transfering learning on new systems to the workplace


Absorptive capacity is another consideration in selecting participants.

Attendance in multiple concurrent HRD interventions will make it difficult

for learners to optimise the learning experience.

Training could have been maximised only if appropriate scheduling,

adequate time, conducive learning environment, sufficient training

materials and equipment, and follow-up coaching sessions are provided.

A pool of internal experts can effectively provide the technical support

needed by PHRMO L&D in planning and delivering learning

interventions.

Monitoring and evaluation of HRD interventions is a critical process in

HRD.

Assessment of Competencies

The objective of the HRD Plan is to ensure that planned learning and development interventions are aligned with the development priorities of the PGA and address competency gaps that hamper performance of jobs, thereby limiting the contribution of employees to the achievement of the PGA strategic goals.

The following section discusses gaps in the RRD’s performance against performance indicators that were established to ascertain whether desired SLRM results are being attained. Performance discrepancies were assessed to determine core, leadership, and functional competency gaps.

Competencies are defined as observable, determinable and vital knowledge, skills and

attitudes that are essential for the successful performance of a job. These are

demonstrated through key behaviours that can be improved through training and

development.


PGA Core Competencies

Competency Assessment Scale

Core Competencies

Core Competencies are competencies that need to be

demonstrated at all levels in the organisation. These to a large

extent are reflective of the core values of the organisation and

define the behaviour that is expected of all employees of the

organisation. Definitions of the core competencies can be found

in Annex 2.

A total of 112 employees from all levels of the 12 RRDs

represented and participated in the survey that was conducted

to generate the core competency profile of the PGA. This

comprises 11% of the PGA population. Of this number, 50

(45%) are male and 62 (55%) are females. In terms of position,

34 (30%) are managers, 21 (18%) are technical staff, 52 (46%)

are administrative staff, and 10 (9%) are support staff. In terms

of length of service, 20 (17%) have tenure of more than 30

years, 19 (16%) have 21 – 30 years, 18 (16%) have 11 – 20

years, 49 (43%) have 1-10 years and 9 (8%) have been with

PGA for less than 1 year.

A 4-point scale was used for

respondents to evaluate their

level of competency in the

self-assessment that was

conducted.

In general, the respondents

assessed themselves to

have adequate

competencies in all the

identified core competencies

with mean scores ranging from 3.11 to 3.51 – all within the range described as

“Demonstrates the behaviour or practices most of the time and with minimal assistance

or supervision.” The competency which has the highest self-assessed score was

environment friendliness (3.51) while the lowest was operational expertise (3.11). The

respondents rated themselves as being generally competent in the other

competencies, namely quality service, stewardship, teamwork, innovativeness,

integrity, and gender-responsiveness. The summary of assessment appears below.


.

While there are no assessed gaps in core competencies, PGA recognises the

importance of focusing on culture building to ensure that PGA core values are

embedded in all PLGU practices. A developmental intervention will be designed to

reorient the PGA staff and promote behaviours that demonstrate the PGA core

competencies.

The assessment tool that was used appears in Annex 2.

Leadership Competencies

The Leadership Competency Models set by the Civil Service Commission (CSC) were

adopted in the development of PGA leadership competency models. Standards of

leadership competency were established in a workshop attended by Department

Heads and Assistant Department Heads and are captured in competency models

developed for these positions (see Annex 2).

A total of 15 or 94% of incumbents in the RRDs participated in the survey. Of this

number, eight (53%) are male and seven (47%) are females. Five (33%) have tenure

of more than 30 years; two (13%) have 21 – 30 years; three (20%) have 11 – 20 years;

three (20%) have 1-10 years; and one (6%) have been with PGA for less than one

year. The same four-point scale used for measuring core competencies was applied in

the self-assessment that was conducted.

Comparing these self-assessments with the standards set by department heads, the

following patterns emerged:

The RRD heads reported adequate competencies in exemplifying

integrity (average of 3.6), demonstrating personal effectiveness (3.38),

solving problems and making decisions (3.27), delivering service

excellence (3.24), partnering and networking (3.12), speaking effectively

Summary of Core Competency Assessment


(3.11), building commitment (3.09), directing and managing change

(3.06), managing performance (3.05), and developing people (3.02).

In terms of gaps (rating of 2.7 – 2.99) described as “demonstrates the

behaviour or practice at certain times and with assistance or

supervision”), there is an indication of weaknesses in certain

competencies among the respondents. The lowest score is in

championing and applying innovation (2.73) and planning and delivering

(2.75). Other competencies that need to be developed and

strengthened are managing information (2.98), writing effectively (2.88),

and thinking strategically (2.85).

These findings indicate areas that need to be strengthened in the planned leadership

development program for RRD department heads and assistant department heads. To

some extent, it also validates some findings of the PGA Human Resource and

Organisational Development Plan (HR/OD) for CORE Partners for Program Year

2013-2014 that was developed by PAHRODF in 2011 that indicate competency gaps

in:

Cascading and deployment of strategic goals and directions to the

provincial government’s staff and employees; and

Results oriented performance monitoring and evaluation.

0

1

2

3

4

Summary of Leadership Assessment


Both are significant aspects of strategic thinking and planning.

However, in terms of prioritisation, PGA will focus on other departments (non-RRDs) in

the 2014 leadership interventions. Two learning activities have already been

conducted to build leadership competencies among RRD Heads and Assistant

Department Heads in 2013. Hence, to establish shared perspectives and build

organisational leadership capacity, other departments will undergo similar training

scheduled in the following year. Towards the same objective, supervisors will also be

targeted as participants in forthcoming leadership programs.

Functional Competencies

Functional competencies refer to abilities that are specific to a particular

department or type of job. These include competencies in the areas of technical

specialisation of the RRDs.

Assessment data was generated by conducting a review of accomplishments and gaps

of the RRDs vis-à-vis established performance indicators along desired SLRM results.

The results were validated with process owners and their supervisors to check the

accuracy of the anecdotal data.

Competency gaps were identified in the following areas:

Strategic Management

o Formulating and updating the Provincial Road Network

Development Plan (PRNDP)

o Updating the Annual Investment Plan (AIP)

o Conducting stakeholder consultation activities

o Sustaining civil society participation in the management of road

projects

o Developing and implementing a Monitoring and Evaluation

System

o Harmonising the planning and budgeting process

o Planning and implementing strategic Human Resource

Management

Formulating a Human Resource Management (HRM)

Plan

o Managing change (focus on system change)

Installing/Enhancing systems and processes

o Organising committees, including role clarification


o Implementing internal control (IC) processes

Analysing and designing ICS systems

Documenting and manualising IC systems

Developing flowcharts of office procedures and processes

Conducting audit risk assessment

Preparing a Risk Assessment Matrix

Conducting management, systems and fraud audit

o Developing and installing a Monitoring and Evaluation (M&E)

System

Designing M&E tools

Conducting M&E

o Managing the procurement process

Applying RA9184 in procurement

o Developing and installing a Human Resource Development

(HRD) system

Assessing training needs

Identifying appropriate HRD interventions

Selecting/targeting participants

o Developing and installing a Strategic Performance Management

System (SPMS)

o Developing and installing a system for recruitment, selection, and

promotion (RSP)

Creating positions

Developing competency models

Developing competency-based job descriptions

Designing competency assessment tools and processes

Reviewing appointment papers

Documenting RSP processes

Developing an RSP Manual


o Reviewing and redesigning the organisational structure

o Developing and installing a Rewards and Recognition System

Communicating effectively

o Developing and delivering presentations

o Presenting road project proposals to decision-makers

and securing their approval (including influencing of decision-

makers and other stakeholders)

Influencing decisions

o Developing orientation modules

o Conducting orientations

o Facilitating discussions and coaching sessions

o Writing technical reports (including reports and meeting

documentation)

o Developing manuals

o Implementing a Road Safety Awareness Campaign (including

development of IEC materials)

Applying Technology

o Applying Net-R9 Net-R3 with baseline correction to generate GIS

information

o Accessing and updating the Philippine Government Electronic

Procurement System (PHILGEPS)

o Operating an e-Procurement System

o Operating the e-Budget System

o Using the Human Resource Management Information System

(HRMIS) application

Project Management

o Conceptualising and writing detailed project proposals

o Supervising project implementation

Coaching surveyors on how to collect and record traffic

data

Supervising the collection and recording of traffic data


o Formulating M&E Plans for projects

(as part of Project Proposal Preparation Monitoring and

evaluating road projects (including development of M&E tools)

o Undertaking preventive maintenance and properly operating

construction equipment

Environmental Management

o Mainstreaming Disaster Risk Reduction-Climate Change

Adaptation (DRR-CCA) in the design of road projects

o Conducting Environmental Impact Assessment (EIA)

Financial Management

o Formulating policies and guidelines for revenue generation

o Enhancing efficiency of revenue collection and cash

management

Maximising PGA revenue-generating potential

Conducting real property assessment and updating the

Statements of Fair Market Value (SFMV)

Maintaining and marketing assets

Formulating business plans for economic enterprise

projects

Planning and strategising to maximise the earning

potential of PGA from all sources (taxes, local

enterprises, tourism and consumer products, etc.)

Analysing and maximising local tax revenue

o Plan-based budget preparation, utilisation and monitoring

Annex 3 of this document presents a detailed assessment of current status of RRDs

along results objectives of the SLRM KRAs. It outlines accomplishments and

performance discrepancies that provided basis for identifying gaps in competencies

that need to be addressed to facilitate achievement of desired results. Job performers

are identified to aid the identification of target participants in competency-building

interventions.


HRD Priorities for CY 2014 Page | 35

HRD PRIORITIES FOR CY 2014

Identified competency gaps for RRDs were drawn from performance discrepancies against SLRM desired results and hence provide a relatively comprehensive view of the problem. As indicated in the limitations of the plan, it should be noted though that most of the data collected are based on validated anecdotal data. Hence, it would be ideal to confirm the assessment findings upon collection of performance reports in the future.

The plan covers interventions for the timeframe of the Strategic HRD Plan that is 2014 – 2016. Proposed interventions are identified for each of the years that are covered. However, only planned learning activities for Year 1 (2014) are more thoroughly discussed. This is based on the premise that the plan will be reviewed and updated on an annual basis to ensure that it continues to be responsive to competency gaps that need to be addressed to support achievement of PGA priorities. Moreover, corresponding budget estimates prepared at the time of planning would derive more realistic figures that would approximate the cost of goods and services at the time of implementation.

PRIORITY COMPETENCY GAPS

The primary consideration in planning for HRD interventions is the limited resources

(funds, human resources, logistics, time, etc.) that are allocated for these programs.

Hence, the list of identified competency gaps were subjected to a prioritisation process

to provide basis for decisions on which gaps: (i) must be addressed immediately; (ii)

can be responded to at a later time within the timeframe of the strategic plan; and (iii)

can be considered in the next planning period. The following criteria were applied.

Seriousness: Current negative effects of the competency gap on road-

related service targets, costs, clients and overall PLGU performance

Urgency: Availability of time to address the gap before action becomes

irrelevant

Growth potential: Possibility of the problem escalating if not immediately

addressed

Key Reform Area 1: Sustainable Road Management

Applying the three criteria, project management emerged to be a priority concern for

KRA 1. While the analysis indicated problems in the project management system,

there is also an acknowledgement that lack of competency in installing the necessary

processes, policies, and tools that will ensure effectiveness and efficiency in managing

the delivery of road projects contributes to performance discrepancies.

Competency gaps that need to be prioritized include those related toformulating an

Environmental Management Plan (EMP) that incorporates Environmental Impact

Assessment (EIA); updating the Annual Investment Plan; undertaking preventive

maintenance and properly operating construction equipment; supervising road

Page | 36 HRD Priorities for CY 2014

projects; developing and installing a project monitoring and evaluation (M&E) system;

and Implementing a Road Safety Awareness Campaign (including development of IEC

materials).

Although also a priority, the need to enhance ability to apply Net-R9 and Net-R3 will

already be addressed in 2013 through an intervention of the Provincial Road

Management Facility (PRMF) of the Australian Aid and was no longer considered in

this plan.

Key Reform Area 2: Transparent and Accountable Budget and Expenditure

Management System

The HRD priorities of KRA 2 are focused on enhancing the revenue generation

(including real property valuation) performance of the provincial government, improving

the maintenance of its revenue generating assets, and harmonising the PGA planning

and budgeting processes. The enhanced capacity on local revenue generation is

deemed critical to increase local income that will fuel plans, programs, and activities

(PPAs) of the province and ensure that plans relative to the realisation of the strategic

directions are adequately funded. Likewise, the harmonization of planning and

budgeting process would ensure that PPAs are consistently prioritised, properly

budgeted and accordingly utilised in the different PGA plans.

In this regard, business planning and enterprise development are high in the HRD

agenda for KRA 2. The lack of competence to develop business plans and properly

manage and maintain revenue-generating assets among EEDD employees reduces

the opportunity to realise income potential. Enhancing competency to increase tax

collection was also considered as a priority, specifically relative to real property

valuation.

Another important concern is the budget utilisation. Low utilisation means that needed

services are not effectively provided to the PGA clients. The problem was traced to

annual budgeting that is not plan based.

Key Reform Area 3: Fully-Functioning Internal Control System

To fulfil APIAO’s mandate and carry out its objectives, the office needs to be able to

assist other departments in setting up their internal control system. Despite being a

newly established department in the PGA, the office has already conducted training

activities on basic auditing and internal control with the RRDs.

However, challenges in supporting other departments stem from limited coaching

competency among the APIAO personnel and their counterparts (focal persons) in the

departments. These targeted trainees also need to strengthen their skills in writing

manuals on cash management and internal control systems and processes. The

objective is to complement coaching with provision of reference manuals that PGA

departments can use in installing internal controls.

HRD Priorities for CY 2014 Page | 37

Key Reform Area 4: Transparent and Local Government Procurement

Processes

Procurement at PGA is primarily the responsibility of the Bids and Awards Committee

and its stakeholders such as its technical working group and secretariat. Hence,

priority HRD interventions will address weaknesses in applying the Government

Procurement Law (RA 9184) in PGA procurement process, and in conducting the

necessary orientation about the law to stakeholders (other departments, NGOs,

suppliers, service providers, etc.).

Key Reform Area 5: Human Resource Development and Management

The priorities of HRMD reflect its desire to shift to a more strategic role to better address the needs of PGA. They are focused on building competencies that are needed to develop and install more effective and efficient systems for managing people and developing the organisation. The prioritised gaps include: installing learning and development systems; reviewing and redesigning the organisational structure; developing competency models; and developing, installing and implementing a strategic performance management system.

Human resource management and development planning, along with leadership development, were also identified as critical competencies that need to be addressed. However, PHRODF interventions have been implemented in 2013 to respond to these gaps; hence, identified leadership competencies gaps (refer to assessment report on page 21) was given less priority for RRDs. A Human Resource Development Planning intervention that produced this document has enhanced competencies that can also be applied in other planning activities.

The list and definition of prioritised competencies in the SLRM Key reform areas

appear in Annex 3.

Page | 38 Proposed Competency-Based HRD Interventions

PROPOSED COMPETENCY-BASED

HRD INTERVENTIONS

The identified competency gaps provided basis for the identification of learning and

development interventions that would equip prospective participants with needed

knowledge, attitudes and skills. Some interventions focused on areas already covered

by learning activities in previous years have also been included to build competencies

among a new set of targeted participants.

The interventions have been organised for implementation in the next three years

covered by the strategic HRD plan according to prioritisation of the competencies.

The implementation plan that appears in Annex 3 outlines the following:

Desired outcomes. Performance indicators that were formulated to

determine whether the result statements of SLRM Key Reform Areas

(KRAs) are being achieved.

Outputs. Key deliverables that demonstrate competencies have been

developed during learning activities of the HRD intervention.

Learning Objectives. Behaviours that will be demonstrated by learners

at the end of the intervention.

Target Learners. Number of participants and the offices and positions

from where they will be selected.

Planned Schedule. Implementation schedules within 2014.

Support requirements. Financial, human and logistic resources needed

to implement the interventions, including demonstrations of executive

support.

Source of Funds. Internal and external sources of funds for the delivery

of planned interventions.

The planned interventions will be delivered through workplace coaching, mentoring,

shadowing, field visits, learning sessions, training, seminars, and workshops. In a

number of learning activities, training and seminars provide the basic concepts,

principles and guidelines that will be applied during coaching. Some benchmarking

activities have also been included to learn about good practices of similar

organisations and apply them in the workplace. Education programs, in the form of

scholarships, have also been proposed. Expected outputs will be produced by

participants to indicate whether competencies have been acquired.

Implementation Schedule Page | 39

IMPLEMENTATION SCHEDULE

The following section presents the different interventions that have been identified to

respond to established competency gaps in the 12 RRDs in relation to the

implementation of the Sustainable Local Road Management (SLRM) reform agenda.

A total of 44 interventions will be implemented for RRDs over the next three years –

2014 to 2016, as indicated in the implementation schedule below.

CY 2014

Priority interventions are scheduled for implementation on the first year of the plan,

including 18 interventions.

TITLE OF INTERVENTION MODE OF INTERVENTION NO. OF TARGETED

PARTICIPANTS

Annual Investment Planning Planning Workshop

(2 days)

Coaching

(5 days)

20

Environmental Management Planning,

including orientation on Environmental

Impact Assessment (EIA)

Planning Workshop

(3 days)

Coaching

(2 days)

25

Implementation of Road Safety

Awareness Campaign, including

development of IEC materials

Training/Workshop

(2 days)

Coaching

(5 days)

25

Equipment Maintenance and

Operation

Workshop

(3 days)

Coaching/On-the-job

training

(as needed)

25

Updating of Real Property Valuation Workshop (3 days)

Coaching (2 days)

15

Business Planning Planning Workshop

(3 days)

Coaching (5 days)

18

Harmonizing the Planning and

Budgeting Processes

Workshop

(2 days)

36

Enterprise Asset Management

Planning

Planning Workshop

(2 days)

28

Cash Management and Its ICS for

Collecting & Disbursing Officers

Training/Workshop

(3 days)

Coaching (3 days)

12

Page | 40 Implementation Schedule


PARTICIPANTS

Technical Writing and Manual

Development for IA Focal Persons

Training/Workshop

(3 days)

Coaching (6 days)

16

Flowcharting and Risk Assessment

Workshop on ICS for IA Focal

Persons

Training/Workshop

(3 days)

Coaching (3 days)

12

Enhancing the Procurement Process

Management (RA 9184)

Training (3 days)

Benchmarking

20

Developing and delivering a

Training/Orientation Module on RA

9184 for BAC Stakeholders

Training/Workshop

(3 days)

Coaching (2 days)

8

Strengthening Learning and

Development policies, systems and

processes

Training/Workshop

(16 days)

Coaching (50 days)

16

PGA Organisational Review and

Redesign

Training/Workshop

(5 days)

Coaching (32 days)

16

Development of Competency Models

(for 4 remaining RRDs)

Training (6 days)

Workshop (24 days)

16

PGA Values Orientation Seminar (3 days) 16

Installing a Strategic Performance

Management System (SPMS)

Training/Workshop

(5 days)

Coaching (15 days)

16

Legend: KRA 1 KRA 2 KRA 3 KRA 4 KRA 5 All KRAs

CY 2015

For year 2, 18 interventions will be conducted along the five KRAs.


PARTICIPANTS

Planning and Conducting Orientations Learning Sessions

(3 1-hour brown-bag

sessions)

Shadowing

Coaching

(5 days)

28

Mainstreaming Disaster Risk

Reduction-Climate Change

Adaptation

Training/Workshop

(5 days including Mapping)

Coaching (2 days)

20



PARTICIPANTS

Developing Coaching Skills

(focused on Traffic Data Collection

and Recording)

Training/Workshop (2

days)Field Visit

Shadowing

Mentoring

30

Updating the Provincial Road Network

Development Plan (PRNDP)

Planning Workshop (3 days)

Coaching (30 days)

25

Strengthening Stakeholder

Engagement

Training/Workshop (3 days)

Sharing sessions

(regular 1-hour sessions)

25

Project Management that will cover:

Project Proposal Preparation

Project Supervision

Monitoring and Evaluation


Field Visit

Coaching

(30 days)

25

Enhancing PGA Revenue Generation Strategies

Updating the Revenue Generation Plan (including formulation of policies and implementation guidelines)

Developing PGA Annual Revenue Generation Action Plans (ARGAPs)

Planning Workshop

(5 days)

15

Adopting Good Practices on Revenue

Generation and Cash Management

Benchmarking visit (5 days)

Action Planning

30

Fraud Audit Investigation/

Fact Finding

Training (3 days) 4

Advanced Course on Internal Control

System for APIAO Staff

Training (3 days) 4

Developing Coaching Skills

(focus on internal control)

ICS Systems Analysis and Design

Mentoring

Shadowing

4

Process Documentation for BAC

Secretariat

Training (3 days) 6

Competency-based RSP System

Development and Installation

Training and Coaching

(70 days)

20

Preparation and Evaluation of

Appointments

Learning/Brown-Bag

Sessions

(3 days)

16

Process Documentation and

Technical Writing

Training/Workshop (2 days) 16

Orientation on HRMIS Application Learning /Brown-Bag

sessions (as needed)

Page | 42 Implementation Schedule


PARTICIPANTS

Presentation and Facilitation

Skills Enhancement

Training (3 days)

Coaching (5 days)

46

(APIAO and BAC)

Monitoring and Budgeting of Learning

and Development Interventions

Training (2 days)

Workshop (3 days)

20

(KRA3 and KRA5)


CY 2016

Eight learning activities have been planned for implementation in the last year of the

strategic HRD plan.


PARTICIPANTS

Action Planning for the

Infrastructure Committee

Team development

Coaching

25

eBudget End-User Training Training (3 days) 19

Management Audit Training (3 days) 4

Orientation on procurement Orientation (3 day) 20

Orientation on PHILGEPS Learning Session (1 day) 28

Performance-Based Rewards and

Recognition System Development


Coaching (5 days)

16

Updating of the Strategic HRMD Plan Planning Workshop

(3 days)

16

Presentation and Facilitation

Skills Enhancement

Training (3 days)

Coaching (3 days)

28

(KRA1 and KRA5)



Fields of study for scholarships and short courses along competency areas that need

strengthening were also identified. These include 13 courses that will target 37

participants from the RRDs.

FIELD OF STUDY PROPOSED COURSES NO. OF TARGETED

PARTICIPANTS


of Engineering Projects

Master of Engineering Project

Management

3

Information System

Development

Master in Geographic Information

Technology

3

Project Development and

Management

Master in Project Management 5

Financial Management Master in Financial Planning 5

Local Government Taxation Master in Taxation/

Master in Real Property Valuation 6

Public Administration Master in Public Administration 1

Procurement Course on procurement and Supply

Chain Technologies

2

Procurement Procurement Certification Training

Program

2

Procurement Course on Procurement and Contract

Management

2

Procurement Asset Management Fundamentals

Course

2


of Training Masters in Monitoring and Evaluation 2

Performance Appraisal and

Rewards System

Masters of Human Resource

Management 1

Technical Writing Short course on Technical Writing 3


Page | 44 Support Requirements

SUPPORT REQUIREMENTS

The strategic HRD Plan cannot be successfully implemented without resources that

can be provided from within and outside the organisation. The following section

consolidates financial, human resource, logistic, executive sponsorship, and other

support requirements for implementation of planned interventions for 2014, the first

year of plan implementation. Identification of support requirements for subsequent

years will coincide with the annual update of the strategic HRD plan.

Financial

The amount required to implement planned training and development interventions for

2014 amount to Two Million Two Hundred Twelve Thousand and Two Hundred

Pesos (P2,212,200), broken down as follows.

TITLE OF INTERVENTION COST

ESTIMATE FUND SOURCE TOTAL

(PER KRA)

KRA 1: Sustainable Road Maintenance 428,000

Annual Investment Planning 38,000 PPDO

Environmental Management Planning, including Orientation on Environmental Impact Assessment (EIA)

210,000 PRMF

Implementation of Road Safety Awareness Campaign, including development of IEC materials

80,000 PPDO

Equipment Management and Operation 100,000 PEO

KRA 2: Transparent Accountable Budget and Expenditure Management 531,000

Real Property Valuation Training 75,000 PASSO

Business Planning 80,000 EEDD

Benchmarking on Business Planning 186,000

Enterprise Asset Management 84,000 EEDD

Harmonization of the Planning and Budgeting Processes

106,000 PPDO/ Other possible

sources

KRA 3: Fully Functioning Internal Control and Internal Audit Services 340,900

Cash Management and Its ICS for Collecting & Disbursing Officers

120,400 PGBS

Technical Writing and Manual Development for the RRDs

105,000 PRMF

Flowcharting and Risk Assessment Workshop on ICS

115,500 APIAO

KRA 4: Transparent and Effective Procurement Processes 382,300

Enhancing the Procurement Process Management (RA 9184)

299,500 PRMF/PGSO

Developing and Delivering a Training/Orientation Module on RA 9184 for BAC Stakeholders

82,800 PGSO

Support Requirements Page | 45

TITLE OF INTERVENTION COST

ESTIMATE FUND SOURCE TOTAL

(PER KRA)

Human Resource Management and Development 530,000

Strengthening Learning and Development Policies, Systems and Processes

48,000

PHRMO (Counterpart)

PAHRODF

Organisational Review and Redesign 220,000 PHRMO

Development of Competency Models (for 4 remaining RRDs)

146,000 PHRMO

Installing a Strategic Performance Management System (SPMS)

58,000 PHRMO

PGA Values Orientation 58,000 PHRMO


Training budget is embedded in the Maintenance and Other Operating Expenses (MOOE) of all PGA departments. However, allocation for training activities that cut across other departments (e.g. CSC training, values orientation, etc.) is proposed to be centralised in PHRMO starting 2014.

To implement some interventions, external funding support will be provided by the Department of Foreign Affairs and Trade–Australian Aid through its PRMF and PAHRODF Facilities. DOF funds will also be tapped for implementing 2014 interventions.

Human Resource

The strategic HRD Plan implementation will be led by the Learning and Development

(L&D) Division of the PHRMO. The L&D Division will be supported by an expanded HR

Core team composed of personnel who will be assigned to perform HR functions in all

departments. A pool of trainers from different departments will also be established to

serve as resource persons in the design and delivery of training activities.

Logistic

Equipment, supplies, venue, meals, transportation, communication, and

accommodation requirements in implementing training and development interventions

are also identified. Access to these resources is critical to successfully implement HRD

interventions as planned.

Executive Sponsorship

Engagement of the new LCE and Sangguniang Panlalawigan as HRD champions is

vital in the implementation of the plan. Visible and active support may be demonstrated

through approval of financial and other resource requirements, acknowledgement of

planned HRD interventions as a priority, and their presence in important HRD

activities.

Page | 46 Responsibilities In Plan Implementation

RESPONSIBILITIES IN PLAN IMPLEMENTATION

Critical to the success of plan implementation is the active and committed involvement

of all concerned offices in performing their roles.

Provincial Human Resource Management Office

The PHRMO through its Learning and Development (L&D) Division leads the implementation of HRD Plan including monitoring of milestones and accomplishments.

The primary responsibility and accountability for HRD lies with the Learning and Development Division. As such, it will ensure that all planned activities are properly executed and monitored including application of learning in the workplace.

PGA Leaders

The Governor and Sangguniang Panlalawigan, as champions of HRD, will provide the needed executive sponsorship of all planned learning and development activities. They will ensure that HRD initiatives are fully supported by all members of the PLGU.

The Department Head, Assistant Department Head and Supervisors identify learning needs of their subordinates and encourage them to participate in appropriate training interventions. They will also ensure that trainees are well-selected and have the opportunity to transfer learning on the job. They will also be responsible for monitoring and evaluating if desired results of training are achieved.

Provincial Budget Office (PBO)

PBO is responsible for ensuring that budget allocation and obligation are aligned with established HRD priorities.

Provincial Planning and Development Office (PPDO)

PPDO will ensure that HRD is mainstreamed in all the planning and budgeting processes in the PGA and its results are captured in M&E reporting.

HR Core Team

The HR Core Team will assist the PHRMO in the formulation and execution of the HRD Plan. They will also be involved in identifying training needs and conducting training interventions.

Other HR Support Groups

A Trainers’ Pool will provide technical expertise in the design and conduct of training activities.

The Aklan Provincial Government Association of Administrative Officers (APGAAO),

whose members perform HRMD functions within PGA departments, will assist their

respective department heads in monitoring transfer of learning in the workplace.

Monitoring and Evaluating the HRD Plan Page | 47

MONITORING AND EVALUATING THE HRD PLAN

Purpose of the M&E Plan

Monitoring and Evaluation (M&E) involves tracking the progress and assessing the

results of HRD interventions. Specifically, M&E has the following purposes:

Ensure that planned results are delivered;

Determine the effectiveness of HRD programs in addressing identified

competency gaps;

Analyse and demonstrate the value of HRD in achieving organisational

goals; and

Generate and use lessons learned to improve HRD programs and

support systems.

A Monitoring and Evaluation Plan has been formulated covering the planned HRD

interventions for 2014 (Year 1). It will guide the conduct of activities to track and

assess HRD interventions and the overall HRD Plan execution. The M&E Plans for

interventions in succeeding years will be developed at the beginning of each year.

Focus of the M&E Plan

The M&E Plan focuses on key elements of the HRD Plan. In particular, each HRD

intervention in the plan is measured at four levels5:

Level 1: Learners’ Reaction or the extent to which learners find the

learning environment conducive to their learning

Level 2: Learning or the extent to which learners acquire the required

competencies through the intervention

Level 3: Application or the extent to which learners apply acquired

competencies in the workplace, contributing to the achievement of

desired outcomes

Level 4: Desired Outcomes or the extent to which organisational results

are achieved

In addition, M&E takes account of aspects of HRD Plan implementation, including:

learners (number, position and office they belong), planned schedule, and financial

requirements. It also specifies the M&E methods and tools to be used, the sources of

data, schedule and persons responsible for ensuring that M&E activities are

conducted.

The HRD M&E Plan for Year 1 interventions is found in Annex 3.

5Adapted from the Kirkpatrick’s Four Levels of Evaluation in Evaluating Training Programs, 3

rd Edition by Donald L. Kirkpatrick

and James D. Kirkpatrick, 2005.

Page | 48 Monitoring and Evaluating the HRD Plan

Users of the M&E Plan

Considering that the PHRMO is the primary owner of the HRD Plan, it is also the

primary user of HRD M&E Plan. It is accountable for ensuring that:

M&E activities, including data-gathering, analysis, reporting, and

communications, are done in a timely manner and in accordance with

the M&E plan.

Employees who have been identified as responsible for M&E are

properly oriented, meaningfully involved in the development of the M&E

plan, and fulfill their responsibilities set forth in the plan.

The HRD M&E Plan is regularly reviewed and updated as necessary.

Other users of the M&E Plan include the HR Core Team, APGAAO and the

Department Heads (managers and supervisors). They participate in formulating the

plan and ensure support for the implementation of M&E activities in their respective

departments.

Reporting and Communicating M&E Results

M&E findings will be documented in an M&E Report that provides an account of the

actual results of HRD intervention vis-à-vis the plan, an analysis of the factors that

facilitated and hindered implementation, and recommendations on next steps. The

table below shows the key audiences of the M&E report and some of the decisions

they may make based on the report.

Audiences Decisions

PHRMO Make adjustments to HRD interventions to ensure learning objectives and expected results are met

Take action to sustain the gains from the interventions

Address difficulties in implementation so that objectives are met

Recommend enabling policies to support HRD

Plan for future interventions

HR Core Team Assist the PHRMO in all of the above, particularly in implementing them in

own department

Department Heads Provide support needed to further reinforce learning, particularly in the workplace

Recommend enabling policies to support HRD

Plan for future interventions

LCE Provide strategic direction to HRD

Provide support needed to further reinforce learning

Determine and enact policies to support HRD

Sangguniang Panlalawigan

Determine and enact policies to support HRD

Approve budget allocation for HRD interventions

Change Management Plan Page | 49

CHANGE MANAGEMENT PLAN

The Change Management Plan aims to facilitate the transition from the present state to

the desired state of HRD. Specifically, it assists the process owner, in this case the

Learning and Development Division of the PHRMO, in ensuring that:

The vision for change is communicated to and supported by its

stakeholders;

Change efforts are guided by a clear plan of action to introduce,

implement, and sustain the change within the organisation;

Systems, tools, and processes enable the organisation to adopt to the

change;

Factors that can hamper the smooth transition are anticipated and

properly addressed;

Feedback is generated and used to improve affected processes.

PHRMO aspires to be a “strategic partner in achieving PGA's development agenda

through its leadership in building and enhancing competencies of employees to deliver

services.” This vision translates to:

Mechanisms in place for planning, implementing, monitoring and

evaluating, and sustaining learning and development programs;

HRD activities being guided by a strategic HRD Plan that identifies

appropriate learning and development interventions responsive to

priority HRD needs;

HRD planning that is mainstreamed in the annual planning and

budgeting process with budget centralised in PHRMO for activities that

cut across all departments;

Targeted and needs-based selection of participants to learning and

development programs;

PHRMO leading the implementation of the HRD Plan through a

functional L&D Division;

Department Heads who take more responsibility in identifying the

training needs of their respective employees and in evaluating the

effectiveness of the learning activities;

HR Core Team assisting the PHRMO L&D Division in planning and

implementing the HRD Plan;

An established pool of trainers coming from different departments

assisting PHRMO in designing and conducting training as technical

experts;

Page | 50 Change Management Plan

Regular monitoring and evaluation of HRD Plan to determine value for

money and provide input to annual planning.6

Towards this end, a Change Management Plan was developed to enable PHRMO to transition to this new strategic role. The Change Management Plan has three components: the Change Action Plan, Risk Management Plan and Communication Plan.

Action Plan

The Change Action Plan outlines activities, timelines, responsibility areas, and support

requirements for managing the change process. It was developed after an analysis of

the change environment and seeks to address issues that may arise during the

transition period. Planned actions focused on securing buy-in for the change, setting

up support systems, and promoting a climate that is conducive for change.

Institutionalisation will also ensure that the organisation is able to build on the gains

from both the content and process of change and provide lessons for smooth

implementation of future change efforts.

The Action Plan can be found in Annex 6.

Risk Management Plan

Risk Management Planning involves identifying potential problems that can seriously

threaten a proposed course of action. It provides preventive actions that will eliminate

the likely causes of each anticipated risk, and also defines contingent actions to

minimise the serious effects of potential problems. The plan identifies the persons who

will carry out preventive and contingent actions to increase the likelihood of success in

carrying out the HRD plan.

Basically, the identified risks revolve around three major areas: 1) Getting support for

the change to a more strategic HR; 2) Institutionalising the required systems and

employee capabilities that will enable PHRMO to assume this more strategic partner

role; and 3) Sustaining any gains achieved in this transformation.

As the Risk Management Plan indicates, the HR Core team intends to get full support

from PGA Management to secure buy-in and fully engage the entire PLGU in this

change effort. Furthermore, it plans to invest in building internal capabilities of PHRMO

staff who will be tasked to set up learning and development systems. Finally, it

provides mechanisms to ensure that everyone in the organisation is informed of the

progress of the change effort and that any success is celebrated.

The Risk Management Plan appears in Annex 6 of this document.

6PHRMO Change Plan, 2013

Change Management Plan Page | 51

Communication Plan

Apart from the priority HRD interventions for calendar years 2014-2016, the PGA

Strategic HRD plan outlines the systematic as well as procedural changes in

identifying and conducting PGA’s learning and development program. In particular, the

plan identifies the need for: a) setting and aligning learning and development

interventions with PGA’s strategic directions; b) engaging critical stakeholders in the

development and implementation of the plan; c) developing competency-based

learning and development interventions; and d) monitoring the progress and evaluating

the results of the program.

Integral to the development and implementation of the plan is the inclusion of a

comprehensive communication plan that will enable the PHRMO and the HR Core

Team to generate buy-in and participation from its critical stakeholders.

The HR Core Team has developed several key messages that will address the

informational and motivational needs of the different stakeholders about the HRD plan.

Critical information about training and other learning and development interventions

will be produced and disseminated through different communication strategies and

media. The PHRMO will maximise the use of existing channels such as the weekly flag

ceremonies and APGAAO meetings as opportunities to educate internal stakeholders

of training opportunities and other learning and development activities throughout the

year. The PGA website and its social media presence will also contain information

about the HRD interventions.

To ensure active participation from external and internal stakeholders, the PHRMO

and the HR Core Team will develop communication collaterals such as flyers and

presentation materials that will include information on the importance and benefits of

participating in learning and development activities. Feedback mechanisms as well as

continuous updates will be provided to employees, department heads, and the LCE in

the course of the implementation of the HRD plan. Finally, multipartite meetings as well

as presentations will be conducted with oversight agencies and other partner

institutions to relay PGA’s commitment to the development and professionalisation of

its public servants.

Annex 6 contains the specific elements, contents, and activities of the strategic HRD

communication plan.

Page | 52 Change Management Plan

Annex 1: List of Completed and Ongoing HRD Intervention Page | 53

ANNEX 1:

LIST OF COMPLETED AND ONGOING HRD

INTERVENTIONS IN SLRM KEY REFORM AREAS

Page | 54 Annex 1: List of Completed and Ongoing HRD Intervention

List of Completed and On-Going HRD Interventions

in SLRM Key Reform Areas

TITLE OF HRD INTERVENTION INCLUSIVE DATES OF

IMPLEMENTATION GAINS

PRNDP Development Activities:

Coaching on the preparation of the PRNDP

PRNDP Workshop

PRNDP Spatial Development Session

PRNDP Formulation Session and Core Road

Prioritization

PRNDP Writeshop

PRNDP Session on Follow Through

Writeshop

May 16-18, 2012

Jun 20-22, 2012

Jun 27-29, 2012

Jul 30-Aug 3, 2012

Aug 28-31, 2012

Sept 3-5, 2012

Gained stakeholders participation in road

prioritization

Formulated the very first PRNDP draft

Updated the PRNDP's multi-year investment

program and enhancement of the Monitoring

and Evaluation framework

Enhanced awareness of different possible

spatial development strategies to be adopted

by the Province for identified growth corridors

Workshop on Workplace Development

Objectives (WDO)

Apr 03, 2012 Drafted WDO for each of the field of study

identified for scholarship support

Writeshop Session on PRNDS Apr 12-14,2012 Technical knowledge in writing multi-year

plans

Training and Orientation on GIS Apr 16-20, 2012 Knowledge and skills in putting road inventory

data in GIS software

SSI Database Workshop Apr 18, 2012 Revised and Final encoded Personal Data

Sheet (PDS)

Government Procurement Reform Act

(GPRA) Refresher Training

Apr 18-19, 2013 Knowledge on the updates and amendments

of the RA 9184 or Government Procurement

Reform Act

Training and Orientation on Global Positioning

System (GPS)

Apr 21-26, 2012 Knowledge and skills in using GPS equipment

in conducting road inventory

Regional Congress of Human Resource

Management Practitioners

Aug 14-16, 2013 Best HR Practices, Competency-Based HR

System, GSIS Good Governance Updates,

and Localization of the Magna Carta of

Women and Gender and Development

Mainstreaming

Provincial Road Network Development

Planning (PRNDP) TWG Meeting

Aug 15, 2012 Updates of PRNDP development status

Orientation on Annual Maintenance Work Plan

(AMWP)

Aug 23-25, 2012 Knowledge and skills in the identification of

maintenance works for specific road sections

and the formulation of maintenance work

plans

Coaching on GPS Report (Processing and

Map Generation of Road Condition and

Inventory Survey Using GPS and GIS)

Aug 28-31, 2012 Learned how to generate maps out of road

inventory data incorporated in GIS

Enhancement of the Competencies of BAC,

BAC-TWG and BAC Secretariat and the 12

Related Provincial Road Management Facility

Offices on the Procurement Process

Aug 29-31, 2013 Knowledge on the standard procedure of

Procurement Process




Coaching on Road Inventory Survey

(Base Correction and Data Processing)

Aug 6-15, 2012 Learned how to correct the Total Station to be

used for the road inventory

Provincial Level Road Safety Workshop Aug 7-9, 2012

Road Safety PPA Development Aug 7-9, 2012 Formulation of plans, programs and activities

for road safety

PGA Contractors’ Forum Dec 12, 2012 Accreditation of contractors, suppliers,

distributors, and submission of contractors

confidential application statement for

registration

Increased Awareness of e-BAC Filing System

Hands-On Training on e-BAC Filing System

with for BAC, BAC-TWG and BAC Secretariat

Dec 27-28, 2012 Conversion of all bid documents of all

infrastructure procurement projects into

portable documents format (PDF) and their

uploading into the system

Encoding of pertinent information/data relative

to contractor's accreditation

Orientation on the Skills Inventory for Aklan Feb 17, 2012 Identification of SSI-TWG, KRA and PGA

competencies (Core, Knowledge, Skills, and

Attitude - KSA)

Philippine Government Electronic

Procurement System (PHILGEPS) Training for

Buyers

Feb 26-27, 2013 Knowledge and skills in awarding contracts,

posting of notice to proceed, and invitation to

bid

Installation, Orientation, and Training on

HRMIS

Jan 16-18, 2013 HRMIS Installation and Applications

Roads and Bridges Infrastructure Vulnerability

Audit

Jan 19-20, 2012 Capacitated PLGU key personnel on auditing

and conducting assessment on the

vulnerability of infrastructures on

environmental hazards

Orientation Workshop on PRNDS Workshop

on Provincial Road Network Development

Strategy

Jan 28–Feb 1, 2013 Various stakeholders became aware of the

importance of conducting PRNDS

Provincial Road Safety Workshop Jul 02 – Apr 4, 2012 Gained new knowledge/insights on road

safety signs

Coaching on Traffic Survey & Traffic Data

Processing

Jul 11-12, 2012 Trained camineros on recording traffic data

Road Condition Survey and Traffic Survey of

Provincial Team

Jul 20-Aug 4, 2012 Identification of defects of every road section

for proper road maintenance

Briefing to Suppliers on BAC Requirements Jul 26, 2013 Enhanced awareness of participating

contractors, suppliers, distributors, and

manufacturers about Provincial BAC

requirements for eligibility and bidding




Registration in the PHILGEPS for Integrated

Notice Publication (INP) Interface

Jun 10-11, 2013 Integrated Notice Publication (INP) Interface

from PHILGEPS access to Aklan's Website

Coaching on Development of IA Charter and

Operations manual

Jun 19-21, 2012 Crafted an IA Operations Manual, which

serves as a guide to all APIAO operations

RRD Heads Role Clarification Jun 25, 2013

Sep 18, 2013

Understanding of top managers on their HR

roles

Agreement on their role in human resource

development planning

Commitment to support specific HRD

interventions for their department’s funds

Detailed Engineering Design (DED) Refresher

Course

Jun 25-30, 2012 Familiarised DED team with comprehensive

survey details, road designs that meets

standard and criteria, are cost reliable and

safe, and apply civil 3D to improve present

system of implementation

Leadership Development for RRDs Jun 3-6, 2013 The workshop empowers and enhanced

competencies of the participants in

implementing change plan through

application of newly learned practices and

tools

Road Safety Workshop Jun 4-8, 2012 Knowledge in the identification of road safety

hazards, identification of provincial

roads/activities to be installed with road safety

devices

Training and Workshop on Risk Assessment

and Internal Audit Process

Mar 11-15, 2013 Learned the basic concepts of internal

auditing and identified possible risks and

internal controls to mitigate them

Workshop on Risk Assessment, Internal

Controls and Internal Audit Practices

Mar 11-15, 2013

May 25-26, 2013

United 12 road-related offices who assessed

the system risks and corroborated in

information management, audit reporting,

decision-making, and solutions formulation

Audit reports are updated and management of

risks/problems have been planned

Availed Scholarships on Internal Audit and

Control

Seminar-Workshop on formulating the Agency

HR Plan and Strategic Performance

Management system

Mar 12-15, 2013 Increased awareness of LGU key players in

the formulation of their respective Agency

Strategic HR plan and the installation of

SPMS

Workshop on Traffic Survey Mar 13-14, 2012 Knowledge and skills in conducting traffic

survey




Multi-stakeholder Consultation Mar 20, 2012 Engaged various and diverse stakeholders in

road network development plans and

strategies

Development of the PGA Staff Skills Inventory

(SSI)

Mar 5-29,2012 Refined SSI Tool and survey form

Collected and analysed survey results

Completed Staff profile (in tables and

narratives) per Department, consolidated

skills inventory results, and Staff Profile

Analysis, graphed KSA

Capacitated administrative personnel in

conducting SSI

Appreciated value of the SSI particularly

among RRDs

Target incentive amount received

SSI useful as basis for updating HR records

HR Core Team Teambuilding Workshop Mar 5-6, 2013 Strengthened relationships and improved

collaboration among team members

Workshop on Provincial Road Network

Development Strategy (PRNDS)

Mar 5-7, 2012 Involved widely diverse stakeholders in

identifying road development strategies

Executive Forum on "Understanding the

Organization's Internal Control System”

Seminar Workshop on Internal Control and

Internal Auditing Principles and Practices

Mar 7-8, 2012

May 23-25, 2012

Established Aklan Provincial Internal Audit

Office (APIAO), which later became a

Department tasked to develop Strategic Plan,

Annual Audit Plan and its Operations

Course Counselling of the Australian Aid

Scholars

Mar 8-9, 2012 Re-Entry Action Plans (REAPs) of Australian

Aid scholars that would ensure transfer of

learning from studies to the workplace upon

completion of their course

Coaching on NetR9 Base Station (Hands-on

Training on Road Inventory Using GPS &

Coaching on RBIS Data Structure)

May 14-18, 2012 Knowledge and skills on how to use Total

Station in conducting road inventory

Orientation on Workforce Profiling and

Capacity Development

May 15-18, 2012 Increased awareness of key aspects of the

Capacity Development Component of the

PRMF and the Framework that underpins it,

processes in the CD Guidelines through which

the CD Component and Framework are made

operational

Human Resource Development Planning for

the PGA Road Related Departments (RRDs)

May 21 – Oct 18, 2013

(ongoing)

Formulated PGA HR Strategic Directions

Developed strategic 3-year human resource

development plan (including monitoring and

evaluation plan and change management

plan) for the PGS RRDs aligned with PGA

priorities and the SLRM agenda

Capacitated HRD Core Team in making

presentations, facilitation, prioritization of

competency gaps, technical writing and

assessment of RRD performance against




desired results

Development of the Information Systems

Strategic Plan (ISSP)

Orientation, Workshop and Finalization of

ISSP

May 21-23 and 30, 2012

June 11, 14 and 30,

2012

Drafted and finalized the Information Systems

Strategic Plan (ISSP) of PGA

Information System Strategic Planning (ISSP)

Training

May 22-23, 2012 Clarified ISSP requirements per office,

developed annual ISP programs, projects and

activities, ISSP implementation mechanism

Sharing of Experiences with LGU Lanao del

Norte and Davao del Norte

May 2-3, 2013 Shared practices, captured lessons from the

HR Coaching experience, and identified

possible applications in respective LGU

workplace of the critical learning gained

Basic Internal Control concepts, and Internal

Auditing Principles and Practices

May 23-25, 2012 Risk Assessment for PHRMO

Presentation and Facilitation Skills Workshop May 27-29, 2013 Enhancement of presentation and facilitation

skills, boosting of confidence in delivering

presentations and facilitating meetings and

discussions

Road Maintenance Strategy Workshop May 28-31, 2013 Identification of road maintenance strategies

relevant to all road sections of the province

Learned the EMK Method on cost estimation

Benchmarking Activity in the Provincial

Government of Misamis Oriental on e-BAC

Filing System

Nov 21-23, 2012 Application of the BAC e-Filing system

developed by the PLGU MIS Office as shared

by the Provincial Government of Misamis

Oriental

Province-Wide Conduct of

Mainstreaming/Integration of Disaster Risk

Reduction/Climate Change Adaptation

(DDR/CCA) in the Local Planning and

Decision Making Processes

Nov 27-28, 2012 Increased participant's awareness in climate

disasters and how to use the advancement in

technology to reduce possible risks

Navigation of GPS and incorporation of

gathered data for planning and decision-

making for disaster risk reduction

Change Management Workshop Nov 27-29, 2012 Developed Change Management Plan and

clarified roles in its implementation

HROD Planning Workshop Nov 28-29, 2011 Proposed Human Resource Organizational

Development Plan; Fields of study for

Australian Aid Scholarship Grant were

identified




HRMIS Assessment Workshop Oct 16-18, 2012 HRMIS Usage, Project Management

Application, PLGU HRMIS requirement

needs, HRMIS team

Learning Session on Competency Modelling Oct 24-25, 2012 Competency Modelling

Australia Development Awards(Scholarships) Ongoing Knowledgeable scholars to implement needed

PPAs in the different SLRM areas

8 Graduated

3 Graduating

Monthly and Yearly Budgeting updates,

seminar/ conference

Ongoing Latest budget Updates, circulars and Memos

from DBM/ Benchmarking with other

provinces.

Gender and Development (GAD)-related

training activities

On-going Proper budget allocation for GAD related

PPAs

Updated Aklan GAD Code

Designation of GAD focal person in each PGA

department

Philippine Association of Local Treasurers

(PHALTRA) National Conventions

Ongoing Annually Benchmarking with other Provinces for their

best practices

Basic Incident Command System Sept. 25-27,2012 Knowledgeable PBO staff to handle basic ICS

Change Management Planning for RRD

Heads

Nov. 27 to 29, 2012 Capacitated RRD heads embracing change

Electronic Statement of Receipts and

Expenditure (eSRE)

Upon revision and

updates on the system

Systematic monitoring of PLGU's income and

expenditures

Less time preparation of report

Accuracy of report produced by the system

Quantum GIS Training May 21 to 25, 2012 Establishment of GIS system

Implemented tax mapping of 3 sections of

Barangays Balabag, Boracay, Malay, Aklan

using GPS and GIS systems

Capacitated personnel in using open source

system

Seminar on Appointment Preparation May 29 to 31, 2013 Capacitated administrative employees in

preparing appointment papers




Strategic Financial Management Plan July 9, 2011 to April 4,

2013

SFMP indorsed by the LCE

Capacitated EEDD, Budget, Accounting,

Treasurer and Assessor (EBATA) team in

financial management planning and

forecasting

Enhanced consciousness among PGA

executives about the need to engage in the

planning process to assess the existing

systems/practices and explore other

possibilities in improving revenue generation

particularly in the EEDD units

Realization of the importance and the need of

strategic planning in the province

Strategic HR Plan Development March 12 to 15, 2013 Roll out of Strategic HR Plan required by CSC

Legend: KRA 1 KRA 2 KRA 3 KRA 4 KRA 5 Al

Annex 2: Competency Models, Assessment Tools and Assessment Data Page | 61

ANNEX 2:

COMPETENCY MODELS, ASSESSMENT TOOLS

AND ASSESSMENT DATA

• Core Competencies

• Leadership Competencies

Page | 62 Annex 2: Competency Models, Assessment Tools and Assessment Data

PGA CORE COMPETENCY ASSESSMENT SUMMARY DATA

Competency TOTAL AVERAGE

A. QUALITY SERVICE 3.39

1. Proactively seeks information about client needs and ways to improve delivery of

services. 3.25

2. Attends to clients in an enthusiastic and friendly manner. 3.59

3. Responds and acts on clients’ request efficiently. 3.37

4. Welcomes and addresses feedback to improve the quality of service. 3.33

5. Deals with clients with respect even under pressure. 3.42

B. STEWARDSHIP 3.29

1. Maintains government assets (equipment, machines, building, etc.) operational and in

good condition. 3.42

2. Ensures value for money in procuring goods and services. 3.19

3. Uses government properties strictly for official purposes. 3.47

4. Reports damaged or lost assets for proper action (repair, disposal, documentation,

etc.)

3.27

5. Turns over unserviceable equipment to GSO for proper disposal. 3.11

C. TEAMWORK 3.41

1. Contributes helpful ideas and information during group discussions. 3.31

2. Listens to others and respects their perspectives on issues. 3.50

3. Supports decisions and agreements made by the group. 3.48

4. Takes responsibility for own assignments and performs role in the team. 3.41

5. Affirms other members’ commitment and accomplishment. 3.33

D. OPERATIONAL EXPERTISE 3.11

1. Ensures that own outputs are of best quality. 3.28

2. Plans and implements ways to improve own performance. 3.16

3. Monitors and evaluates own performance. 3.10

4. Keeps abreast of latest developments in the field of specialization. 3.01

5. Seeks and attends training and development opportunities. 3.00

E. INNOVATIVENESS 3.20

1. Explores better ways of performing own job. 3.34

2. Persistently seeks alternative solutions to problems despite obstacles. 3.25



3. Thinks out of the box and discovers new approaches in performing tasks. 3.09

4. Maximizes all available resources in accomplishing deliverables, including those that

are currently inaccessible.

3.14

5. Adopts and implements new approaches as needed to respond to changes in

requirements of the job.

3.17

F. INTEGRITY 3.36

1. Familiarizes self with the moral and ethical standards of public service. 3.37

2. Acts and decides on the basis of these standards. 3.31

3. Reports violations of moral and ethical standards. 2.95

4. Maintains a modest lifestyle. 3.46

5. Refuses to accept bribes, expensive gifts and other forms of corruption. 3.71

G. GENDER-RESPONSIVENESS 3.44

1. Accommodates all clients regardless of gender, ethnicity, and economic status. 3.66

2. Prioritises physically challenged, pregnant and elderly clients when rendering service. 3.64

3. Supports and participates in gender and development programs of the province. 3.18

4. Respects ideas and views that are different from own perspectives. 3.45

5. Seeks information from others who have different backgrounds and interests. 3.29

H. ENVIRONMENT-FRIENDLINESS 3.51

1. Segregates and recycles office and housekeeping supplies. 3.34

2. Conserves water, electricity and other energy sources. 3.59

3. Disposes waste properly. 3.59

4. Strictly observes “No Smoking Policy” in the workplace. 3.76

5. Supports and participates in environmental programs and advocacies. 3.25


PGA LEADERSHIP COMPETENCY ASSESSMENT DATA


Competency

1 Exemplifying Integrity 3.60

Key

Behaviours 1. Inspires others to act at the highest level of honesty and integrity. 3.80

2. Inspires public appreciation for, confidence, and a trust in the necessary work of

government both through personal example and Agency policies, procedures, products, and

services that deserve such appreciation, confidence and trust.

3.67

3. Demonstrates public service as a higher calling and an honourable profession, both

through personal example as well as through the principles that visibly guide the

organization one leads.

3.70

4. Establishes procedures and policies that support an organizational moral compass –

teaching the principles of integrity and honesty, setting clear and explicit standards of

behaviour, and ensuring aggressive and visible commitment to observing these standards.

3.40

5. Provides accurate, current and understandable information to policy-makers and

citizens, exposing implications of choice in an unbiased fashion. 3.50

Competency

2 Delivering Service Excellence 3.24

Key

Behaviours

1. Anticipates and identifies what stakeholders need and value based on knowledge

of the PGA Road Map, strategies and scorecard; customer satisfaction survey; latest

industry practices and trends; and an in-depth understanding of the parameters and

condition of customer service satisfaction.

3.00

2. Provides correct, adequate and prompt information to customers as may be

necessary. 3.30

3. Anticipates stakeholders' needs and responds immediately. 3.33

4. Proactively comes up with solutions to manage stakeholders' expectations. 3.40

5. Initiates improvements in service delivery based on stakeholder feed back. 3.50

6. Influence changes in system, practices or policies to attend to a customer's unusual

or outside-of-scope needs, cognizant that the requirement does not impact the bureaucracy

or organization processes adversely.

3.00

Competency

3 Solving Problems and Making Decisions 3.27

Key

Behaviours

1. Creates or offers alternatives or out right decision to a choice dilemma based on

the broad strokes of the musts-wants criteria and cognizant of the trends, patterns

and related factors in the choice and its effects to individuals or groups as well as

existing policies or practices of the organization.

3.10

2. Seeks information from other sources who are not directly involved or who are not

routinely consulted for their perspective but may be useful to the study of the deviation. 3.40



3. Offers several alternatives to solve the problem, providing an analytical framework

for weighing the pros and cons of proposed solutions. 3.20

Competency

4 Demonstrating Personal Effectiveness 3.38

Key

Behaviours 1. Performs and completes given tasks, considering and addressing their potential

impact organization-wide and across the bureaucracy. 3.10

2. Acts as a role model for balance work, personal and family life. 3.40

3. Creates a culture that fosters high standards of values and ethics. 3.44

4. Instils mutual trust and confidence with/among groups and individuals. 3.40

5. Asks for and uses feedback to improve performance. Seeks and acquires new work

methods, ideas, and information that will improve efficiency and effectiveness on the job. 3.60

Competency

5 Managing Information 2.98

Key

Behaviours 1. Fosters the development of appropriate information assets and discipline in spite of

gaps in tools or technology to effectively manage and capitalize on information. 2.90

2. Identifies, develops, and articulates information management strategies and ensures

that these are embedded within key organizational processes. 3.00

3. Ensures information management activities are coordinated across the organization. 3.00

4. Drives value and constantly reviews the impact of information management

strategies and policies into the organization and the public sector, in general. 3.00

Competency

6 Championing and Applying Innovation 2.73

Key

Behaviours 1. Builds on others' ideas to come up with original and new alternatives to put in place

solutions that are beyond standard approaches to work/ service delivery. 2.70

2. Identifies accurately when and where changes may be applied based on trends and

patterns. 2.80

3. Develops creative approaches or unique solutions to improve practices, systems, or

services including the reduction and management of risks. 2.60

Competency

7 Writing Effectively 2.88

Key

Behaviours 1. Knows and uses appropriate content, clarity, logic, and presentation of written

communications. 3.20

2. Recognizes the legal and regulatory requirements in written communications, and

tailors written work for the intended purpose and audience. 3.00

3. Drafts Resolutions, Pleadings, Training Designs, Terminal Reports, and Speeches in

compliance with agreed or prescribed communication standards. 2.50



4. Utilizes variety of visual elements such as graphs, charts, and illustrations to

enhance understanding of the written content. 2.80

Competency

8 Speaking Effectively 3.11

Key

Behaviours 1. States complex technical concepts in an understandable manner and uses

appropriate supporting materials. 3.00

2. Advocates Strategy Map regularly and effectively; and operationalizes broad

objectives into accessible and understandable language to help people Identify their

contribution in the organization.

2.70

3. Promotes an open line and on-going communication to address issues and align

efforts to organizational goals. 3.30

4. Cascades strategy map of the Agency and builds support and buy-in. 2.70

5. Presents to the Local Chief Executive (LCE) programs, projects, and issues relative

to their areas of responsibility for decision/ resolution. 3.20

6. Presents budget to Sangguniang Panlalawigan (SP) during Budget Hearings. 3.50

7. Responds appropriately, accurately, and with composure to challenging questions or

comments. 3.30

8. Focuses communication to relay information, build motivation and call for action. 3.30

Competency

9 Planning and Delivering 2.75

Key

Behaviours 1. Charts and sells key priorities and goals to stakeholders with the intent of prioritizing,

sequencing and scheduling goals based on cascaded strategies. 2.60

2. Creates strategic alliances to ensure that goals and plans are aligned and relevant to

the interests of other groups and their respective organizational strategy. 2.80

3. Distinguishes between tactical and operational goals and strategies, redirecting or

balancing resources so that the bigger or more relevant plans take priority in execution

without necessarily forsaking other plans.

2.70

4. Formulates policies, objectives, and structures and securing partners, resources, and

talent for the effective and efficient implementation of projects within the Provincial

Government.

2.90

5. Validates appropriateness of projects, seeking their alignment to each other and to

the overall strategic imperative of Provincial Government. 2.90

6. Acts as project consultant by providing technical advice on project implementation. 2.50



Competency

10 Thinking Strategically 2.85

Key

Behaviours 1. Explains and communicates the alignment of the Office targets and strategies with

the PGA’s short and long-term goals and objectives based on the PGA Strategy Map/ Road

Map/Scorecard.

2.80

2. Motivates Office personnel to work together to accomplish/achieve common goals

within the Office and/ or reward outstanding contributors. 3.40

3. Calculates and manages risks in the implementation of Office Scorecard based on

emerging and future trends. 2.40

4. Champions and consistently communicates Office plans and programs within the

Provincial Government and/or the entire civil service. 2.80

Competency

11 Building Commitment 3.09

Key

Behaviours

1. Uses innovative ways to create conditions for shared working across levels and

functions. 3.10

2. Sets mechanisms in place to identify possible future challenges to effective team

working and proactively removing those obstacles. 2.90

3. Encourages sharing of experience, knowledge, best practices, and facilitates synergies

across functions. 3.40

4. Build teams that capitalize on differences in expertise and encourage them to share

expertise and bring synergies. 3.00

Competency

12 Developing People 3.02

Key

Behaviours

1. Leads in the development of policies, processes and/or mechanisms for identifying

talent, managing and developing them, and preparing them for new or future assignments or

responsibilities.

3.10

2. Uses creative ways of developing and inspiring talents such as Job Enrichment and

Job Enlargement in order for them to become more effective in their jobs or capable of

taking on bigger and more significant challenges and roles.

2.80

3. Empowers talents to come up with their own solutions to performance or

competency problems, and provides them opportunities to exercise, share and apply newly

learned skills.

3.20

Competency

13 Partnering and Networking 3.12

Key

Behaviours

1. Identifies opportunities for collaboration by building productive and supportive

relationships with partners/network to maintain existing relationships and establish new

ones.

2.90

2. Listens to the contributions of partners, irrespective of difference of opinion, and

recognizes areas of common interest to plan and carry out joint initiatives. 3.30



3. Establishes trust by participating fully on joint initiatives and assuming responsibility

on commitments. 3.20

4. Facilitates dialogue regarding common concerns and opinions; makes decisions

through consensus; and proposes potential actions. 3.20

5. Sets up regular meetings in order to gather and respond to feedback on what is

working, what needs are unmet and how to resolve specific problems. 3.00

Competency

14 Managing Performance 3.05

Key

Behaviours

1. Provides clear directions about performance expectations within offices by

establishing clear linkages between office goals and imperatives with the strategic direction

of the Provincial Government.

3.10

2. Assesses the capability and readiness of the office and its individual members in

supporting or fulfilling its goal/s relative to the strategic direction of the Provincial

Government.

3.00

3. Implements or seeks recommendations on how to augment skill, structural or system

gaps of the office in view of its contribution to the strategic direction of the Provincial

Government.

2.90

4. Spots potential changes, updates or enhancement to the current performance

management policies and guidelines and actively engages in discussions with appropriate

individuals or groups to effect recommendations.

3.20

Competency

15 Directing and Managing Change 3.06

Key

Behaviours 1. Updates one's self with relevant policies and issues that impacts on the change

management plan of the Department and makes adjustments accordingly. 3.22

2. Communicates the Provincial Government’s change initiatives within one's

Department and motivates staff by projecting personal enthusiasm and confidence that the

change effort will succeed.

3.22

3. Obtains and provides resources to implement change initiatives and works to make

others feel ownership of the change. 3.22

4. Demonstrates insight on possible changes across functions as a result of thinking

and analysis of current policies, practices and/or processes that need improvement or need

to be established.

2.78

5. Creates enthusiasm for change, stimulating people or groups and encouraging them

to look at the benefits, opportunities and possibilities that can be realized in light of the

change.

3.22

6. Sets up systems, processes and policies for sustaining change, developing change

agents and motivating people to accept and implement similar practices. 2.67

Annex 3: Progress of RRDs in Pursuing Desired in SLRM KRAs, Prioritised Competency Gaps,

Proposed HRD Interventions Implementation Plans and Monitoring and Evaluation Plan Page | 69

ANNEX 3:

PROGRESS OF RRDS IN PURSUING

DESIRED RESULTS IN SLRM KRAS,

PRIORITISED COMPETENCY GAPS, PROPOSED

HRD INTERVENTIONS IMPLEMENTATION PLANS

AND MONITORING AND EVALUATION PLAN

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ad an

d brid

ge as

set m

anag

emen

t sy

stem

Road

proje

ct pr

opos

als de

velop

ed us

ing se

lectio

n and

prio

ritisa

tion p

roce

sses

takin

g into

acco

unt s

ocial

, eco

nomi

c and

en

viron

men

tal fa

ctors

to en

sure

susta

inabil

ity

Stre

ngthe

ned i

ntegr

ation

and m

anag

emen

t of

envir

onm

ental

cons

idera

tions

in pr

ovinc

ial ro

ads p

lannin

g, de

sign,

cons

tructi

on

and m

ainte

nanc

e Pu

blic p

artic

ipatio

n in t

he se

lectio

n, de

sign,

imple

menta

tion a

nd m

ainten

ance

of ro

ads

Annu

al bu

dgets

for r

oad r

ehab

ilitati

on an

d main

tenan

ce a

ppro

priat

ed b

ased

on t

he P

RNDP

prior

ities

Prov

incial

Dev

elopm

ent C

ounc

il (P

DC) p

rovid

es ov

ersig

ht for

road

secto

r plan

ning a

nd m

anag

emen

t A

road

safet

y plan

and r

oad s

afety

awar

enes

s cam

paign

is de

velop

ed a

nd im

plem

ented

A

monit

oring

and

evalu

ation

syste

m re

ports

on th

e per

form

ance

of ro

ad re

habil

itatio

n and

main

tenan

ce a

ctivit

ies to

supp

ort

inves

tmen

t plan

ning,

susta

inabil

ity an

d con

tinuo

us im

prov

emen

t

SL

RM K

RA S

TATU

S an

d CO

MPET

ENCY

GAP

S SL

RM K

ey R

esul

t St

atem

ents

Pe

rform

ance

In

dica

tors

Cu

rrent

Sta

tus

Com

pete

ncy G

aps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t 11

00

Prov

incial

Roa

d Ne

twor

k De

velop

ment

Plan

(PRN

DP)

annu

ally

revie

wed a

nd

upda

ted us

ing

Geog

raph

ical

Infor

matio

n Sy

stems

(GIS

)

Annu

ally

upda

ted

Prov

incial

Roa

d Ne

twor

k De

velop

ment

Plan

(PRN

DP)

Estab

lishe

d stru

cture

for

plann

ing:

-- Pr

oject

Mana

geme

nt Te

am

(for P

RMF)

--

Tech

nical

Wor

king G

roup

(p

er K

RA)

Train

ing an

d coa

ching

on

PRND

P for

mulat

ion co

nduc

ted

for T

WG

Upda

ted P

RNDP

appr

oved

by

the go

vern

or an

d Pro

vincia

l De

velop

ment

Coun

cil (P

DC)

Delay

in fin

alisa

tion o

f the

PRN

DP

Upda

ted P

RNDP

ne

eds t

o be f

ully

appr

oved

by

Sang

gunia

ng

Panla

lawiga

n (SP

)

No of

ficial

ly-de

signa

ted

PRND

P co

re te

am

resp

onsib

le for

pla

nning

Ins

uffici

ent p

erso

nnel

in the

PMT

and T

WG

Inade

quate

co

mpete

ncy o

f som

e TW

G me

mber

s to

deve

lop th

e PRN

DP

Incon

sisten

t plan

ning

appr

oach

es ta

ken b

y dif

feren

t coa

ches

Pa

rticipa

tion o

f som

e TW

G me

mber

s in

plann

ing pr

oces

s not

susta

ined u

ntil e

nd of

PR

NDP

write

shop

Pl

an no

t yet

subm

itted

to SP

beca

use o

f dela

y in

comp

leting

draft

Form

ulatin

g and

up

datin

g the

Pr

ovinc

ial R

oad

Netw

ork

Deve

lopme

nt Pl

an

(PRN

DP)

Targ

eting

/Sele

cting

pa

rticipa

nts to

HRD

Int

erve

ntion

s

23

PEO,

AK

ENRO

, PP

DO

Maint

enan

ce E

ngr.,

AP

E, P

E, E

MS-I,

CD

A-I, P

rovin

cial

ENRO

, Plan

ning

Offic

ers,

PPDC

, All

KRA1

AO/

AO

Desig

nate

Perm

anen

t

GIS

infor

matio

n us

ed to

upda

te the

PRN

DP

Inven

tory o

f roa

d con

dition

and

geoh

azar

d map

s use

d in t

he

PRND

P ge

nera

ted by

GIS

Erro

rs in

captu

ring

topog

raph

ic da

ta in

the G

IS

Unfam

iliarity

with

new

techn

ology

(Net-

R9

and N

et R3

with

Ba

selin

e cor

recti

on)

Insuff

icien

t per

sonn

el to

mana

ge th

e GIS

Apply

ing N

et-R9

Ne

t-R3 w

ith

Base

line C

orre

ction

in

captu

ring

topog

raph

ic da

ta in

the G

IS

30

PEO

Plan

ning

Engin

eers/

Offic

ers,

Surve

y Tea

m, IT

An

alyst

Perm

anen

t

KR

A 1

: Sus

tain

able

Roa

d M

anag

emen

t

Pag

e | 7

3

SLRM

Key

Res

ult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Gap

s Pr

iorit

y Sc

ore*

Jo

b Pe

rform

ers

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t 12

00

Road

cond

ition

surve

ys an

d tra

ffic su

rveys

co

nduc

ted,

store

d and

an

alyse

d usin

g a

road

and b

ridge

as

set

mana

geme

nt sy

stem

Road

and

bridg

e ass

et ma

nage

ment

syste

m us

ed as

ba

sis fo

r roa

d pla

nning

, bu

dgeti

ng an

d im

pleme

ntatio

n

Comp

lete d

ata st

ored

in th

e Ro

ad an

d Brid

ges I

nform

ation

Sy

stem

(RBI

S)

Curre

nt sy

stem

is us

ed on

ly for

data

colle

ction

and s

torag

e; the

re is

a ne

ed to

ex

pand

usag

e to

gene

rate

repo

rts to

aid

decis

ion-m

aking

.

Insuff

icien

t wor

kforce

; Av

ailab

le pe

rsonn

el ca

nnot

focus

on

upda

ting R

BIS

since

the

y hav

e othe

r reg

ular

functi

ons t

o per

form

None

Traff

ic an

d roa

d co

nditio

n su

rvey

incor

pora

ted

into t

he br

idge

asse

t ma

nage

ment

syste

m

Traff

ic Su

rvey d

ata up

dated

an

d rep

orted

in E

xcel

form

Inacc

urate

raw

data

gene

rated

in tr

affic

surve

ys de

lays

cons

olida

tion b

ecau

se

of the

need

to co

rrect

discre

panc

ies.

Lack

of co

mpete

ncy o

f su

rveyo

rs in

co

nduc

ting t

raffic

su

rveys

So

me m

ainten

ance

pe

rsonn

el ar

e not

able

to eff

ectiv

ely su

pervi

se

surve

yors

durin

g data

ga

therin

g acti

vities

. So

me m

ainten

ance

pe

rsonn

el ar

e not

able

to co

nduc

t pro

per

orien

tation

of ca

pataz

an

d cam

inero

s on

traffic

data

colle

ction

an

d rec

ordin

g.

Coac

hing s

urve

yors

on ho

w to

colle

ct an

d rec

ord t

raffic

da

ta

Supe

rvisin

g the

co

llecti

on an

d re

cord

ing of

traff

ic da

ta Pl

annin

g and

Co

nduc

ting

Orien

tation

s

28 30 28

PEO

PEO

PEO,

AK

ENRO

, PP

DO

Plan

ning a

nd

Maint

enan

ce

Engin

eers,

IT

Analy

st

DH, A

DH, D

iv.

Head

s, Ma

inten

ance

En

ginee

rs

Maint

enan

ce

Engin

eers,

Ass

t. PE,

PE

, EMS

-I, S

ci.

Rese

arch

Spe

cialis

t II,

CDA-

I, Pro

vincia

l. EN

RO, P

rojec

t Co

ordin

ators,

Di

vision

Hea

ds,

PPDC

Perm

anen

t

Perm

anen

t

Perm

anen

t

1300

Ro

ad pr

oject

prop

osals

de

velop

ed us

ing

selec

tion a

nd

prior

itisati

on

proc

esse

s tak

ing

into a

ccou

nt so

cial, e

cono

mic

and

envir

onme

ntal

factor

s to e

nsur

e

Road

proje

ct pr

opos

als

gene

rated

by

RRDs

with

PP

DO le

ading

the

proc

ess

Syste

m for

prop

osal

deve

lopme

nt cle

arly

estab

lishe

d: --

PPDO

for e

xtern

ally-f

unde

d pr

ojects

--

Resp

ectiv

e dep

artm

ents

for

inter

nally

-fund

ed

pro

jects

Some

depa

rtmen

ts ar

e not

able

to ge

nera

te qu

ality

proje

ct pr

opos

als th

at se

rve as

supp

ortin

g do

cume

nts of

the

Annu

al Inv

estm

ent

Plan

(AIP

).

A sig

nifica

nt nu

mber

of

perso

nnel

are n

ot co

mpete

nt in

prep

aring

de

tailed

proje

ct pr

opos

als

(Tra

ining

on D

etaile

d Pr

oject

Prop

osal

Prep

arati

on no

t ide

ntifie

d as a

prior

ity

and r

emain

s un

budg

eted)

.

Conc

eptua

lising

and

writin

g deta

iled

proje

ct pr

opos

als

30

PEO,

AK

ENRO

, PP

DO

Maint

enan

ce

Engin

eers,

APE

, PE,

EM

S-I, S

ci.

Rese

arch

Spe

cialis

t II,

CDA-

I, Pro

vincia

l. EN

RO, S

pecia

l Pr

oject

Divis

ion,

Divis

ion H

eads

, PP

DC

Perm

anen

t

SLRM

Key

Res

ult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Gap

s Pr

iorit

y Sc

ore*

Jo

b Pe

rform

ers

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t su

staina

bility

. Se

lectio

n and

pr

ioritis

ation

cri

teria

appli

ed

cons

iders

socia

l, ec

onom

ic an

d en

viron

menta

l fac

tors

PRND

P es

tablis

hes s

electi

on

and p

rioriti

satio

n crite

ria

cons

iderin

g cur

rent

road

pr

ioritie

s; ad

opted

by th

e PLG

U De

velop

ment

of Mu

lti-Ye

ar

Road

Main

tenan

ce In

vestm

ent

Plan

that

serve

s as b

asis

of pr

opos

al re

view

and a

ppro

val

None

No

ne

None

1400

St

reng

thene

d int

egra

tion a

nd

mana

geme

nt of

envir

onme

ntal

cons

idera

tions

in

prov

incial

road

s pla

nning

, de

sign,

cons

tructi

on an

d ma

inten

ance

.

All P

LGU

road

pr

ojects

co

nside

r en

viron

menta

l ris

ks id

entifi

ed

in envir

onme

ntal

impa

ct as

sess

ment

(EIA

)

Envir

onme

ntal M

anag

emen

t Pl

an (E

MP) o

f Liba

cao-

Ganz

on

Road

(inclu

ding f

rame

work

and

guide

lines

) alre

ady d

rafte

d AK

ENRO

depa

rtmen

t hea

d tra

ined o

n EIA

Only

1 out

of 71

road

se

ction

s has

EMP

; No

EMP

for o

ther

prov

incial

road

se

ction

s (EM

P is

prep

ared

for s

electe

d pr

ojects

only,

such

as

major

road

reha

b and

im

prov

emen

t).

Not a

ll roa

d pro

jects

guide

d by s

tanda

rds

set b

y the

Phil

ippine

En

viron

menta

l Impa

ct St

ateme

nt Sy

stem

(PEI

SS).

Road

proje

cts do

not

have

an

Envir

onme

ntal Im

pact

Asse

ssme

nt (E

IA).

PLGU

staff

lack

co

mpete

ncy i

n EMP

de

velop

ment

(prio

r tec

hnica

l ass

istan

ce

did no

t pro

vide

techn

ology

tran

sfer)

Lack

of fu

nds f

or

deve

lopme

nt of

EMP

throu

gh te

chnic

al as

sistan

ce

AKEN

RO st

aff do

not

have

the c

ompe

tency

to

cond

uct E

IA.

Form

ulatin

g an

Envir

onme

ntal

Mana

geme

nt Pl

an

(EMP

) tha

t inc

orpo

rates

Di

saste

r Risk

Re

ducti

on-C

limate

Ch

ange

Ada

ptatio

n (D

RR-C

CA) a

nd

Envir

onme

ntal

Impa

ct As

sess

ment

(EIA

)

30

PEO,

AK

ENRO

, PP

DO

Maint

enan

ce

Engin

eers,

Ass

t. PE,

PE

, Pro

vincia

l. EN

RO, P

lannin

g Of

ficer

s, PP

DC

Perm

anen

t

KR

A 1

: Sus

tain

able

Roa

d M

anag

emen

t

Pag

e | 7

5

SLRM

Key

Res

ult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Gap

s Pr

iorit

y Sc

ore*

Jo

b Pe

rform

ers

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t Up

dated

Re

gistry

of

envir

onme

ntally

se

nsitiv

e are

as,

quar

ry sit

es

and n

atura

l ha

zard

s guid

e the

de

velop

ment

of the

PRN

DP

PRND

P gu

ided b

y reg

istry

of Ge

ohaz

ard M

aps

Upda

ted re

gistry

of

envir

onme

ntally

sens

itive a

reas

-

Pro

vince

of A

klan

Geoh

azar

d Map

(floo

d and

ra

in-ind

uced

land

slide

) -

Haz

ard A

sses

smen

t from

PD

PFP

Upda

ted re

gistry

of qu

arry

sites

-

Upd

ated r

egist

ry of

appr

oved

mini

ng pe

rmits

, loc

ation

, app

rove

d volu

me

and a

rea o

f loca

tion o

f qu

arryi

ng si

tes (e

xcel

forma

t) -

Upd

ated M

ining

Ten

emen

t Ma

p of P

GA-is

sued

perm

it

Regis

try da

ta ar

e not

cons

olida

ted in

AK

ENRO

.

Data

being

man

aged

by

othe

r offic

es:

- D

ata on

natur

al ha

zard

:

typho

on w

ith

PAGA

SA;

vo

lcanic

ac

tivity

and

tsuna

mi w

ith

PHILV

OCS;

an

d

lands

lides

and

floor

with

MGB

-

Reg

istry

of mi

ning

perm

its w

ith

Econ

omic

Enter

prise

De

velop

ment

Depa

rtmen

t (E

EDD)

/ Mine

s an

d G

eosc

ience

s De

velop

ment

Se

rvice

s Sec

tion

(MGD

S)

None

SLRM

Key

Res

ult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Gap

s Pr

iorit

y Sc

ore*

Jo

b Pe

rform

ers

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t 15

00

Publi

c pa

rticipa

tion i

n the

selec

tion,

desig

n, im

pleme

ntatio

n an

d ma

inten

ance

of

road

s

Targ

et

stake

holde

rs co

nsult

ed in

all

phas

es of

pr

oject

imple

menta

tion

Cond

ucted

mult

i-sec

toral

(aca

deme

, reli

gious

grou

p, NG

Os, tr

ansp

ort g

roup

s, etc

.) co

nsult

ation

, and

plan

ning a

nd

valid

ation

wor

ksho

ps fo

r PR

NDS

and P

RNDP

Co

ordin

ation

with

loca

l offic

ials

in pla

nning

road

proje

cts on

ma

tters

relat

ed to

contr

actin

g (e

xtent

of co

ntrac

ting,

budg

et,

etc.)

Inabil

ity to

susta

in civ

il so

ciety

partic

ipatio

n an

d link

ages

in th

e de

sign,

imple

menta

tion a

nd

maint

enan

ce of

road

pr

ojects

Co

nduc

t of

cons

ultati

on ac

tivitie

s no

t sus

taine

d.

No fu

nds a

vaila

ble to

su

ppor

t par

ticipa

tion o

f CS

O re

pres

entat

ives

Low

appr

eciat

ion of

the

value

of an

d ina

dequ

ate

comp

etenc

y in

stake

holde

r co

nsult

ation

Cond

uctin

g sta

keho

lder

cons

ultati

on

activ

ities

Susta

ining

civil

so

ciety

partic

ipatio

n in

the m

anag

emen

t of

road

proje

cts

22

PEO,

AK

ENRO

, PP

DO

Maint

enan

ce

Engin

eers,

Ass

t. PE,

PE

, EMS

-I, S

ci.

Rese

arch

Spe

cialis

t II,

CDA-

I, Pro

vincia

l. EN

RO, P

rojec

t Co

ordin

ators,

Di

vision

Hea

ds,

PPDC

Perm

anen

t

1600

An

nual

budg

ets

for ro

ad

reha

bilita

tion

and

maint

enan

ce

appr

opria

ted

base

d on t

he

PRND

P pr

ioritie

s.

Ann

ual

Inves

tmen

t Pl

an (A

IP)

includ

es

proje

cts

prop

osed

in th

e PR

NDP

inves

tmen

t pr

ogra

m

Appr

oved

AIP

inclu

des

prop

osed

PRN

DP in

vestm

ent

prog

ram

Not a

ll pro

pose

d PR

NDP

proje

cts ar

e fun

ded i

n the

AIP

. Lo

w co

nfide

nce i

n the

pr

epar

ation

of

depa

rtmen

t AIP

am

ong a

ssign

ed

perso

nnel

Limite

d res

ource

s for

ro

ad pr

ojects

. Ina

dequ

ate

comp

etenc

y in A

IP

prep

arati

on

Abilit

y to p

rese

nt an

d jus

tify pl

anne

d roa

d pr

ojects

need

to be

str

ength

ened

Upda

ting t

he A

nnua

l Inv

estm

ent P

lan

(AIP

) (a

lso id

entifi

ed in

KR

A 2)

Pr

esen

ting r

oad

proje

ct pr

opos

als to

de

cision

-mak

ers

and s

ecur

ing th

eir

appr

oval

(inclu

ding

influe

ncing

of

decis

ion-m

aker

s and

oth

er st

akeh

older

s)

30 28

PEO,

AK

ENRO

, PP

DO

Maint

enan

ce

Engin

eers,

Ass

t. PE,

PE

, EMS

-I, S

ci.

Rese

arch

Spe

cialis

t II,

CDA-

I, Pro

vincia

l. EN

RO, P

rojec

t Co

ordin

ators,

Di

vision

Hea

ds,

PPDC

Perm

anen

t

Appr

oved

an

nual

appr

opria

tion

for ro

ad

reha

bilita

tion

and

maint

enan

ce

Fund

s app

ropr

iated

for r

oad

reha

bilita

tion a

nd m

ainten

ance

in

AIP

None

No

ne

None

KR

A 1

: Sus

tain

able

Roa

d M

anag

emen

t

Pag

e | 7

7

SLRM

Key

Res

ult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Gap

s Pr

iorit

y Sc

ore*

Jo

b Pe

rform

ers

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t Ad

equa

te bu

dget

for

repa

ir and

ma

inten

ance

of

cons

tructi

on

and h

eavy

eq

uipme

nt

Prov

ision

of pe

tty ca

sh fo

r re

pair o

f equ

ipmen

t Co

st-eff

icien

t and

timely

im

pleme

ntatio

n of r

oad

maint

enan

ce an

d reh

abilit

ation

Insuff

icien

t bud

get to

co

ver c

ostly

eq

uipme

nt re

pair a

nd

maint

enan

ce

High

price

of sp

are

parts

Ina

dequ

ate pr

even

tive

maint

enan

ce

Drive

rs an

d equ

ipmen

t op

erato

rs ar

e not

profi

cient

in op

erati

ng

many

type

s of

equip

ment.

Prop

erly

oper

ating

co

nstru

ction

eq

uipme

nt Un

derta

king

prev

entiv

e ma

inten

ance

30

PEO

Mech

anics

, Driv

er

and E

quipm

ent

Oper

ators

Per

mane

nt

1700

Pr

ovinc

ial

Deve

lopme

nt Co

uncil

(PDC

) pr

ovide

s ov

ersig

ht for

ro

ad se

ctor

plann

ing an

d ma

nage

ment.

Infra

struc

ture

Comm

ittee f

ully

oper

ation

al in

prov

iding

ov

ersig

ht for

ro

ad se

ctor

plann

ing an

d ma

nage

ment

- C

ondu

cts

regu

lar

meeti

ngs

- E

stabli

shes

an

d pe

rform

s cle

ar ro

le vis

-à-vi

s the

PD

C

Infra

struc

ture C

ommi

ttee

rece

ntly c

onsti

tuted

Co

mmitte

e mee

tings

ar

e not

regu

larly

cond

ucted

. Ro

le an

d fun

ction

s of

the In

frastr

uctur

e Co

mmitte

e is n

ot ye

t cle

arly

defin

ed.

Inabil

ity to

effec

tively

or

ganis

e com

mitte

e wo

rk

Orga

nising

co

mmitte

es,

includ

ing ro

le cla

rifica

tion

20

PPDO

Ma

inten

ance

En

ginee

rs, A

sst. P

E,

PE, E

MS-I,

Sci.

Re

sear

ch S

pecia

list

II, CD

A-I, P

rovin

cial.

ENRO

, Pro

ject

Coor

dinato

rs,

Divis

ion H

eads

, PP

DC

Perm

anen

t

1800

A

road

safet

y pla

n and

road

sa

fety

awar

enes

s ca

mpaig

n is

deve

loped

and

imple

mente

d.

Road

safet

y aw

aren

ess

strate

gy

incor

pora

ted in

ap

prov

ed

PRND

P

Prov

ision

for I

EC as

one o

f the

prop

osed

PPA

s in P

RNDP

Ins

tallat

ion of

road

safet

y sig

nage

as pa

rt the

road

safet

y pla

n

None

NA

No

ne

SLRM

Key

Res

ult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Gap

s Pr

iorit

y Sc

ore*

Jo

b Pe

rform

ers

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t Fo

rmula

tion

and

imple

menta

tion

of se

para

te Ro

ad S

afety

Plan

that

includ

es th

e ro

ad sa

fety

awar

enes

s ca

mpaig

n

Draft

Roa

d Safe

ty Ac

tion P

lan

serve

s as b

asis

for

deve

lopme

nt of

IEC

and

prop

osal

for cr

eatio

n of R

oad

Safet

y Cou

ncil

Effor

ts to

finali

se th

e Ro

ad S

afety

Plan

and

estab

lish t

he R

oad

Safet

y Cou

ncil h

ave

not b

een s

ustai

ned.

IEC

mater

ials o

n roa

d sa

fety a

ware

ness

ha

ve no

t yet

been

de

velop

ed.

Uncle

ar ac

coun

tabilit

y for

road

safet

y ac

tivitie

s Ne

w go

vern

or ha

s not

been

fully

orien

ted

abou

t the n

ew ro

ad

safet

y awa

rene

ss

initia

tive.

IE

C as

a PR

NDP

prog

ram

has n

ot ye

t be

en ap

prov

ed by

the

SP.

Limite

d com

peten

cy fo

r de

sign a

nd

imple

menta

tion o

f inf

orma

tion a

nd

awar

enes

s cam

paign

s

Imple

menti

ng a

Ro

ad S

afety

Awar

enes

s Ca

mpaig

n (in

cludin

g de

velop

ment

of IE

C ma

terial

s)

18

PEO,

AK

ENRO

, PP

DO

Maint

enan

ce

Engin

eers,

Ass

t. PE,

PE

, EMS

-I, S

ci.

Rese

arch

Spe

cialis

t II,

CDA-

I, Pro

vincia

l. EN

RO, P

rojec

t Co

ordin

ators,

Di

vision

Hea

ds,

PPDC

Per

mane

nt

1900

A

monit

oring

an

d eva

luatio

n sy

stem

repo

rts

on th

e pe

rform

ance

of

road

re

habil

itatio

n an

d ma

inten

ance

ac

tivitie

s to

M&E

syste

m ap

plies

DPW

H sta

ndar

ds an

d DI

LG

guide

lines

in

asse

ssing

pr

oper

ly de

signe

d and

en

ginee

red

road

s

100%

of ro

ads c

ompli

ant w

ith

DPW

H sta

ndar

ds an

d DILG

gu

idelin

es

No es

tablis

hed a

nd

docu

mente

d M&E

sy

stem,

inclu

ding

proc

esse

s and

tools

Co

mplia

nce w

ith D

ILG

guide

lines

not

monit

ored

Inade

quate

co

mpete

ncy i

n M&E

Deve

loping

and

instal

ling a

Mo

nitor

ing an

d Ev

aluati

on(M

&E)

Syste

m

30

PEO,

PP

DO,

AKEN

RO

Maint

enan

ce

Engin

eers,

Divi

sion

Head

s, AD

H, D

H

Perm

anen

t

KR

A 1

: Sus

tain

able

Roa

d M

anag

emen

t

Pag

e | 7

9

SLRM

Key

Res

ult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Gap

s Pr

iorit

y Sc

ore*

Jo

b Pe

rform

ers

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t su

ppor

t inv

estm

ent

plann

ing,

susta

inabil

ity

and c

ontin

uous

im

prov

emen

t

Monit

oring

and

evalu

ation

sy

stem

on ro

ad

reha

bilita

tion

and

maint

enan

ce is

su

staine

d for

co

ntinu

ous

impr

ovem

ent

beyo

nd P

RMF.

Cond

uct o

f reg

ular M

&E vi

sits

and s

pot c

heck

and m

onito

ring

of pr

oject

imple

menta

tion

- M

onthl

y Pro

gres

s Rep

ort

- M

onthl

y Mee

tings

Co

nduc

t of L

GU In

frastr

uctur

e Vu

lnera

bility

Aud

it on B

anga

-Lib

acao

, Mali

nao-

Mada

lag an

d Lib

acao

-Gan

zon p

rovin

cial

road

s

No es

tablis

hed a

nd

docu

mente

d M&E

sy

stem,

inclu

ding

proc

esse

s and

tools

No

regu

lar m

onito

ring

and e

valua

tion o

f bu

dget

expe

nditu

re of

ro

ad pr

ojects

Pr

oject

plans

and

perfo

rman

ce

indica

tors a

s bas

is for

M&

E ar

e not

clear

ly es

tablis

hed.

(Pro

ject

prop

osals

do no

t sp

ecify

detai

ls su

ch as

sp

ecific

targ

ets,

locati

ons,

bene

ficiar

y, etc

.).

Inade

quate

co

mpete

ncy i

n de

velop

ing an

M&E

Sy

stem

Wea

k M&E

comp

onen

t in

proje

ct pr

opos

als.

Deve

loping

and

instal

ling a

proje

ct Mo

nitor

ing an

d Ev

aluati

on (M

&E)

Syste

m Fo

rmula

ting M

&E

Plan

s for

Pro

jects

(as p

art o

f Pro

ject

Prop

osal

Prep

arati

on

30 30

PEO,

AK

ENRO

, PP

DO

PE

O,

AKEN

RO,

PPDO

Maint

enan

ce

Engin

eers,

Ass

t. PE,

PE

, Pro

vincia

l. EN

RO, P

rojec

t Ev

aluati

on O

fficer

s an

d Stat

istici

an-

PPDO

, PPD

C

Maint

enan

ce

Engin

eers,

Ass

t. PE,

PE

, EMS

-I, S

ci.

Rese

arch

Spe

cialis

t II,

CDA-

I, Pro

vincia

l. EN

RO, S

pecia

l Pr

oject

Divis

ion, D

iv.

Head

s, PP

DC

Perm

anen

t

Perm

anen

t

Estab

lishe

d Pr

ovinc

ial

Proje

ct Mo

nitor

ing an

d Ev

aluati

on

Team

/s

Estab

lishe

d Akla

n Pro

vincia

l Mo

nitor

ing E

valua

tion

Comm

ittee (

APME

C) to

mon

itor

and e

valua

te PR

NDP

Crea

tion o

f Pro

ject

Mana

geme

nt Of

fice (

PMO)

to

supe

rvise

the i

mplem

entat

ion of

ro

ad pr

ojects

to en

sure

co

mplia

nce w

ith na

tiona

l sta

ndar

ds

Exec

utive

Ord

er is

sued

crea

ting

the P

rovin

cial P

rojec

t Mo

nitor

ing an

d Eva

luatio

n Co

mmitte

e with

secti

on fo

r En

viron

ment

Servi

ces

Uncle

ar ac

coun

tabilit

y for

spea

rhea

ding

Monit

oring

and

Evalu

ation

activ

ities

amon

g APM

EC

memb

ers

Low

read

iness

and

inade

quate

co

mpete

ncy o

f APM

EC

memb

ers t

o full

y im

pleme

nt M&

E fun

ction

s with

in the

PL

GU

Cond

uctin

g Mo

nitor

ing an

d Ev

aluati

on (M

&E)

includ

ing

deve

lopme

nt of

Mo

nitor

ing an

d Ev

aluati

on T

ools

30

PPD

O AP

MEC

Memb

ers

Perm

anen

t

Prio

ritisi

ng C

ompe

tenc

y Gap

s Co

mpe

tenc

y Gap

s Se

rious

ness

Sc

ore

Urge

ncy

Scor

e Gr

owth

Pot

entia

l Sc

ore

Tota

l

Form

ulatin

g an

Envir

onme

ntal M

anag

emen

t Pl

an (E

MP) t

hat in

corp

orate

s En

viron

menta

l Impa

ct As

sess

ment

(EIA

)

Low

awar

enes

s of e

nviro

nmen

tal im

pact

of ro

ad pr

ojects

crea

tes im

pres

sion t

hat th

is is

not a

serio

us co

ncer

n. Mo

reov

er,

envir

onme

ntal ri

sks a

re no

t con

sider

ed in

pla

nning

and i

mplem

entat

ion of

road

pr

ojects

.

10

PGA

able

to im

pleme

nt ro

ad pr

ojects

wi

thout

an E

MP; h

owev

er, E

MP

formu

lation

is a

must

in ev

ery r

oad p

rojec

t im

pleme

ntatio

n as p

rovid

ed fo

r as o

ne of

the

cond

ition i

n the

issu

ed E

CC.

10

Conti

nued

imple

menta

tion o

f roa

d pro

jects

witho

ut EM

P ex

pose

s the

prov

ince t

o po

tentia

l dan

ger p

osed

by cl

imate

chan

ge

and f

urthe

r deg

rada

tion o

f the

envir

onme

nt

10

30

Upda

ting t

he A

nnua

l Inv

estm

ent P

lan (A

IP)

Some

road

proje

cts ar

e not

imple

mente

d be

caus

e the

y are

not b

udge

ted in

the

appr

oved

Ann

ual In

vestm

ent P

lan.

10

Shou

ld be

imple

mente

d in t

he fir

st qu

arter

of

CY 20

14/be

fore b

udge

t pre

para

tion a

nd

subm

ission

in A

ugus

t 201

4

10

Loca

l Plan

ning-

Budg

eting

Cale

ndar

of th

e PG

A wi

ll not

be sy

nchr

onize

d. Pr

iority

road

proje

cts w

ill no

t be f

unde

d an

d imp

lemen

ted.

10

30

Unde

rtakin

g pre

venti

ve

maint

enan

ce an

d pro

perly

op

erati

ng co

nstru

ction

eq

uipme

nt

Low

emph

asis

on pr

even

tive m

ainten

ance

an

d imp

rope

r ope

ratio

n of e

quipm

ent r

esult

in

high c

ost o

f rep

air

10

Need

to im

media

tely e

nhan

ce ca

pacit

y for

pr

even

tive m

ainten

ance

to pr

olong

servi

ce

life of

equip

ment

and l

esse

n rep

air co

sts

Shou

ld be

imple

mente

d by 1

st Qu

arter

of

CY 20

14 to

prev

ent d

elay i

n roa

d ma

inten

ance

10

Equip

ment

dama

ge w

ill wo

rsen a

nd

requ

ire pu

rchas

e of e

xpen

sive s

pare

parts

or

even

its re

place

ment

Delay

in ro

ad m

ainten

ance

oper

ation

s will

resu

lt to a

dditio

nal e

xpen

ditur

es

10

30

Supe

rvisin

g roa

d pro

jects

Ineffe

ctive

supe

rvisio

n of c

apata

z and

ca

mine

ros d

uring

data

gathe

ring a

ctivit

ies

resu

lts in

erro

neou

s data

colle

cted;

Costl

y be

caus

e of r

epea

ted w

ork.

10

Shou

ld be

imple

mente

d on t

he 1s

t qua

rter

of CY

2014

to en

sure

corre

ct da

ta inp

ut to

plann

ing

10

Capa

taz an

d cam

inero

s will

conti

nue t

o co

nduc

t traff

ic su

rveys

using

the s

ame

proc

ess a

nd ge

nera

te ina

ccur

ate da

ta.

Quali

ty of

plann

ing w

ill be

adve

rsely

affec

ted.

10

30

Deve

loping

and i

nstal

ling a

pr

oject

monit

oring

and

evalu

ation

(M&E

) sys

tem

COA

findin

gs ab

out in

effici

encie

s in p

rojec

t im

pleme

ntatio

n suc

h as s

lippa

ges,

corre

ctive

wor

ks, e

tc.

10

Comp

lianc

e to C

OA re

gulat

ions

impe

rativ

e. N

eeds

to be

imple

mente

d on

the 1s

t qua

rter

of 20

14

10

Ther

e will

be di

fficult

y in m

easu

ring t

he

bene

fits an

d imp

acts

of the

proje

ct Ine

fficien

cies w

ill no

t be c

orre

cted a

nd

cost

of im

pleme

ntatio

n may

esca

late.

10

30

Imple

menti

ng a

Roa

d Safe

ty Aw

aren

ess C

ampa

ign

(inclu

ding d

evelo

pmen

t of

IEC

mater

ials)

Aklan

is a

touris

m de

stina

tion a

nd ne

eds t

o ac

hieve

zero

road

accid

ents.

The

de

velop

ment

and d

issem

inatio

n of IE

C ma

terial

s is c

onsid

ered

a cri

tical

contr

ibutin

g fac

tor in

achie

ving t

his ta

rget.

10

Altho

ugh m

ost o

f rep

orted

road

accid

ents

are n

ot du

e to i

neffe

ctive

set u

p of r

oad

safet

y sign

age,

it is d

eeme

d imp

ortan

t to

be ab

le to

launc

h the

awar

enes

s ca

mpaig

n. P

lans h

ave b

een d

evelo

ped

and j

ust n

eeds

to be

imple

mente

d.

9 Ak

lan m

ay no

t be a

ble to

mee

t int

erna

tiona

l stan

dard

s in r

oad s

afety

meas

ures

whic

h is c

ritica

l for a

tour

ism

desti

natio

n.

10

29

KR

A 1

: Sus

tain

able

Roa

d M

anag

emen

t

Pag

e | 8

1

Com

pete

ncy G

aps

Serio

usne

ss

Scor

e Ur

genc

y Sc

ore

Grow

th P

oten

tial

Scor

e To

tal

Plan

ning a

nd C

ondu

cting

Or

ientat

ions

Inacc

urate

surve

y data

due t

o imp

rope

r or

ientat

ion of

surve

yors

resu

lts in

repe

ated

work

and i

ncre

ased

cost

10

Shou

ld be

imple

mente

d on t

he 1s

t qua

rter

of CY

2014

to en

sure

cor

rect

data

input

to pla

nning

9 Su

rveyo

rs wi

ll con

tinue

to co

nduc

t traff

ic su

rveys

using

the s

ame p

roce

ss an

d ge

nera

te ina

ccur

ate da

ta. Q

uality

of

plann

ing w

ill be

adve

rsely

affec

ted.

9 28

Mains

tream

ing D

isaste

r Risk

Re

ducti

on-C

limate

Cha

nge

Adap

tation

(DRR

-CCA

) in th

e de

sign o

f roa

d pro

jects

Rece

nt ex

perie

nce i

n disa

sters

in the

pr

ovinc

e ind

icates

that

some

road

s wer

e co

nstru

cted i

n haz

ard-

pron

e are

as. C

ostly

be

caus

e roa

ds be

come

unse

rvice

able.

10

Need

s to b

e add

ress

ed to

ensu

re th

at ro

ads a

re no

t con

struc

ted in

haza

rd-p

rone

ar

eas i

n the

futur

e

9 Co

st in

terms

of m

oney

and p

otenti

al da

mage

to liv

es an

d pro

perty

, if

unad

dres

sed.

9 28

Coac

hing s

urve

yors

on ho

w to

colle

ct an

d rec

ord t

raffic

da

ta

Supe

rvisin

g the

colle

ction

an

d rec

ordin

g of tr

affic

data

Inacc

urate

raw

data

gene

rated

in tr

affic

surve

ys de

lays c

onso

lidati

on be

caus

e of

the ne

ed to

corre

ct dis

crepa

ncies

. Tra

ffic

surve

ys w

ill ha

ve to

be re

peate

d, wh

ich is

mo

re ex

pens

ive.

9 Sh

ould

be im

pleme

nted o

n the

1st q

uarte

r of

CY 20

14; n

eede

d to e

nsur

e cor

rect

data

that is

inpu

t to pl

annin

g

9 Mo

re tim

e, eff

ort a

nd m

oney

will

be

waste

d; ro

ad de

velop

ment

plann

ing w

ill co

ntinu

e to b

e dela

yed

9 27

Pres

entin

g roa

d pro

ject

prop

osals

to de

cision

-mak

ers

and s

ecur

ing th

eir ap

prov

al (in

cludin

g infl

uenc

ing of

de

cision

-mak

ers a

nd ot

her

stake

holde

rs)

Not a

ll pro

pose

d PRN

DP pr

ojects

are

funde

d in t

he A

IP be

caus

e pro

pone

nts ar

e no

t able

to pr

esen

t and

justi

fy pla

nned

ro

ad pr

ojects

to de

cision

s mak

ers.

10

Altho

ugh m

ost p

riority

road

proje

cts ar

e fun

ded,

this g

ap ne

eds t

o be a

ddre

ssed

to

ensu

re th

at all

are a

dequ

ately

funde

d.

8 Pl

annin

g wou

ld co

ntinu

e to b

e adv

erse

ly aff

ected

if pr

iority

proje

cts co

uld no

t be

prop

erly

justifi

ed an

d sup

porte

d by

decis

ion m

aker

s.

9 27

Conc

eptua

lising

and w

riting

de

tailed

proje

ct pr

opos

als

Depa

rtmen

ts ar

e not

able

to pr

epar

e qu

ality

proje

ct pr

opos

al. H

owev

er, th

ey ar

e ab

le to

get fu

nding

desp

ite th

is qu

ality

of pr

opos

als.

5 Ho

weve

r, the

re is

dema

nd fo

r bett

er

proje

ct pr

opos

als in

orde

r to b

e fun

ded i

n the

next

budg

et cy

cle.

(For

2nd ye

ar im

pleme

ntatio

n)

10

Conti

nued

inab

ility t

o res

pond

to th

e de

mand

for q

uality

prop

osals

may

resu

lt in

lost fu

nding

supp

ort

10

25

Cond

uctin

g stak

ehold

er

cons

ultati

on ac

tivitie

s Su

staini

ng ci

vil so

ciety

partic

ipatio

n in t

he

mana

geme

nt of

road

proje

cts

Cons

ultati

ons w

ith C

SOs a

nd ot

her

stake

holde

rs ar

e imp

ortan

t to pr

omote

their

ow

nersh

ip an

d inv

olvem

ent in

plan

ning,

cons

tructi

on an

d main

tenan

ce of

road

pr

ojects

. Diffi

cultie

s in g

etting

supp

ort fo

r pr

ojects

(e.g.

, pur

chas

e of r

oad r

ight o

f wa

y, ste

ward

ship

of ro

ad as

sets,

etc.)

de

lay su

cces

sful im

pleme

ntatio

n of

proje

cts.

8 No

w be

ing do

ne al

thoug

h on a

limite

d ba

sis. S

till ab

le to

maint

ain ro

ad pr

ojects

. 6

CSOs

will

not d

emon

strate

conc

ern f

or

road

s tha

t hav

e bee

n con

struc

ted. Q

uality

of

road

s will

deter

iorate

-- po

tentia

lly hi

gh

cost

of re

pairs

.

10

24

Com

pete

ncy G

aps

Serio

usne

ss

Scor

e Ur

genc

y Sc

ore

Grow

th P

oten

tial

Scor

e To

tal

Form

ulatin

g and

upda

ting t

he

Prov

incial

Roa

d Netw

ork

Deve

lopme

nt Pl

an (P

RNDP

)

Unfam

iliarity

of a

few T

WG

memb

ers w

ho

were

invo

lved i

n the

deve

lopme

nt of

the

PRND

P de

layed

the f

inalis

ation

of th

e Plan

Mo

st of

peop

le tap

ped t

o dev

elop t

he pl

an

have

not b

een t

raine

d and

have

diffic

ulty i

n up

datin

g the

PRN

DP.

9 Al

most

all T

WG

memb

ers h

ave b

een

traine

d in P

RNDP

. P

GA is

still

able

to im

pleme

nt ro

ad

proje

cts w

ithou

t the P

RNDP

.

5 Ro

ad de

velop

ment

plann

ing w

ill co

ntinu

e to

be de

layed

and m

ay re

sult i

n poo

rly

prior

itised

road

proje

cts.

9 23

Orga

nising

comm

ittees

, inc

luding

role

clarifi

catio

n Inf

rastr

uctur

e Com

mitte

e of th

e PDC

does

no

t mee

t reg

ularly

. As a

resu

lt, it i

s not

able

to eff

ectiv

ely re

view

and p

rioriti

se

infra

struc

ture p

rojec

ts.

7 Th

is is

a man

dated

func

tion t

hat is

not

being

cond

ucted

. How

ever

, func

tion i

s be

ing as

sume

d by t

he Lo

cal F

inanc

e Co

mmitte

e.

Shou

ld be

imple

mente

d prio

r to C

Y 20

14.

6 Inf

rastr

uctur

e Com

mitte

e will

conti

nue n

ot to

be fu

lly fu

nctio

nal a

nd un

able

to pe

rform

its

over

sight

role.

How

ever

, PGA

has

other

comm

ittees

prior

itising

proje

cts.

7 20

KR

A 1

: Sus

tain

able

Roa

d M

anag

emen

t

Pag

e | 8

3

HRD

PLAN

IMPL

EMEN

TATI

ON M

ATRI

X (C

alend

ar Y

ear 2

014)

Desir

ed

Outc

ome/s

Ou

tput

s to

be

Prod

uced

Le

arni

ng

Objec

tives

Pr

opos

ed H

RD

Inte

rven

tion

Targ

et L

earn

ers

Plan

ned

Sche

dule

Supp

ort R

equi

rem

ents

Source of Funds

Number

Office/s

Position/s

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Financial

Human Resource

Logistic

Executive Sponsorsh

ip

Other

Annu

al Inv

estm

ent P

lan

(AIP

) inclu

des

proje

cts

prop

osed

in th

e PR

NDP

inves

tmen

t pr

ogra

m

Depa

rtmen

t An

nual

Inves

tmen

t Plan

(A

IP)

Partic

ipants

ab

le to

deve

lop

Annu

al Inv

estm

ent

Plan

s (AI

P) th

at ar

e alig

ned w

ith

prior

ities s

et by

the

PDP

FP an

d PD

IP.

Annu

al Inv

estm

ent

Plan

ning

- P

lannin

g W

orks

hop

(2 da

ys)

- C

oach

ing

(5 da

ys)

20

PEO,

AK

ENRO

, PP

DO

Maint

enan

ce E

ngr.,

AP

E, P

E,

EMS-

I, CD

A-I,

Prov

incial

. EN

RO,

Plan

ning

Offic

ers,

PPDC

, All

KRA1

AO

/AO

Desig

nate

P38,0

00

Reso

urce

Sp

eake

r Do

cume

ntor

Se

cretar

iat

Mater

ials

and

supp

lies

Boar

d an

d Lo

dging

Me

als

Train

ing

venu

e

Trav

el Or

der

appr

ove

by th

eir

resp

ectiv

e dep

t. he

ad

Memo

rand

um

Orde

r

Lapto

p an

d pr

oject

or

PPDO

All ro

ad pr

ojects

co

nside

r en

viron

menta

l ris

ks id

entifi

ed

in envir

onme

ntal

asse

ssme

nt (E

IA) a

nd

comp

ly wi

th the

Ph

ilippin

e En

viron

menta

l Im

pact

State

ment

Syste

m (P

EISS

)

Envir

onme

ntal

Mana

geme

nt Pl

ans

Partic

ipants

are

able

to:

- p

repa

re a

draft

EMP

-

disc

uss t

he

appli

catio

n of

the

Envir

onme

ntal

Impa

ct As

sess

ment

(EIA

) in ro

ad

proje

cts

Envir

onme

nt Ma

nage

ment

Plan

ning,

includ

ing

orien

tation

on

Envir

onme

ntal

Impa

ct As

sess

ment

(EIA

) -

Plan

ning

Wor

ksho

p (3

days

) -

Coa

ching

(2

days

)

25

PEO,

AK

ENRO

, PP

DO

Maint

enan

ce

Engin

eers,

AP

E, P

E,

Prov

incial

. EN

RO,

Plan

ning

Offic

ers,

PPDC

P210

,000

Reso

urce

Sp

eake

r Do

cume

ntor

Se

cretar

iat

Mater

ials

and

supp

lies

Boar

d an

d Lo

dging

Me

als

Train

ing

venu

e

Trav

el Or

der

appr

ove

by th

eir

resp

ectiv

e dep

t. he

ad

Memo

rand

um

Orde

r

Lapto

p an

d pr

oject

or

PRMF

Desir

ed

Outc

ome/s

Ou

tput

s to

be

Prod

uced

Le

arni

ng

Objec

tives

Pr

opos

ed H

RD

Inte

rven

tion

Targ

et L

earn

ers

Plan

ned

Sche

dule

Supp

ort R

equi

rem

ents

Source of Funds

Number

Office/s

Position/s


Financial

Human Resource

Logistic

Executive Sponsorsh

ip

Other

Form

ulatio

n and

im

pleme

ntatio

n of

sepa

rate

Road

Safe

ty Pl

an th

at inc

ludes

the

road

safet

y aw

aren

ess

camp

aign

Actio

n Plan

for

Imple

menta

tion

of Ro

ad S

afety

Camp

aign

Road

Safe

ty IE

C Ma

terial

s

Partic

ipants

are

able

to:

- fo

rmula

te eff

ectiv

e str

ategie

s an

d plan

of

actio

n for

co

nduc

ting a

ro

ad sa

fety

camp

aign;

and

- d

evelo

p IEC

ma

terial

s on

road

safet

y

Imple

menta

tion

of Ro

ad S

afety

Awar

enes

s Ca

mpaig

n, inc

luding

de

velop

ment

of IE

C ma

terial

s -

Tra

ining

/ W

orks

hop

(2 da

ys)

- C

oach

ing

(5 da

ys)

25

PEO,

AK

ENRO

, PP

DO

Maint

enan

ce

Engin

eers,

AP

E, P

E,

EMS-

I, Sci.

Re

sear

ch

Spec

ialist

II,

CDA-

I, Pr

ovinc

ial.

ENRO

, Pr

oject

Coor

dinato

rs, D

ivisio

n He

ads,

PPDC

P80,0

00

Re

sour

ce

Spea

ker

Docu

ment

or

Secre

taria

t

Mater

ials

and

supp

lies

Boar

d an

d Lo

dging

Me

als

Train

ing

venu

e

Trav

el Or

der

appr

ove

by th

eir

resp

ectiv

e dep

t. he

ad

Memo

rand

um

Orde

r

Lapto

p an

d pr

oject

or

PPDO

Adeq

uate

budg

et thr

ough

re

duce

d ex

pend

iture

for

repa

ir and

ma

inten

ance

of

cons

tructi

on

and h

eavy

eq

uipme

nt

Well

main

taine

d eq

uipme

nt Pa

rticipa

nts ar

e ab

le to:

-

disc

uss a

nd

demo

nstra

te pr

oper

op

erati

on of

eq

uipme

nt -

app

ly sta

ndar

d op

erati

ng

proc

edur

es

(SOP

s) in

maint

aining

eq

uipme

nt

Equip

ment

Maint

enan

ce

and O

pera

tion

--Tra

ining

/ W

orks

hop

(3 da

ys)

-- C

oach

ing/

On-th

e-job

tra

ining

(a

s nee

ded)

25

PEO

Mech

anic,

dr

ivers

and

equip

ment

oper

ators

P100

,000

Reso

urce

Sp

eake

r Do

cume

ntor

Se

cretar

iat

Mater

ials

and

supp

lies

Boar

d an

d Lo

dging

Me

als

Train

ing

venu

e

Trav

el Or

der

appr

ove

by th

eir

resp

ectiv

e dep

t. he

ad

Memo

rand

um

Orde

r

Lapto

p an

d pr

oject

or

PEO

KR

A 1

: Sus

tain

able

Roa

d M

anag

emen

t

Pag

e | 8

5

COST

EST

IMAT

E FO

R HR

D IN

TERV

ENTI

ONS

(Cale

ndar

Yea

r 201

4)

Prop

osed

HRD

In

terv

entio

ns

No. of Participants

Duration

Prof

essio

nal S

ervic

es F

ees (

PSF)

Ou

t-of-P

ocke

t Cos

ts (O

PC)

TOTA

L (ro

unde

d off

)

Pre-Implementation

Implementation

Post-Implementation

Sub-Total

Supplies and Materials

Printing and Reproduction

Venue and Accommodation

Transportation

Communication

Miscellaneous/ Contingency

Sub-Total

Annu

al Inv

estm

ent

Plan

ning

-- Pl

annin

g Wor

ksho

p (2

days

) --

Coac

hing (

5 day

s)

20

7

5,000

.00

5,0

00.00

1,0

00.00

2,0

00.00

25

,000.0

0 1,0

00.00

1,0

00.00

3,0

00.00

33

,000.0

0 38

,000.0

0

Envir

onme

ntal

Mana

geme

nt Pl

annin

g --P

lannin

g Wor

ksho

p (3

days

) --

Coac

hing (

2 day

s)

25

5 15

,000.0

0 78

,000.0

0

93,00

0.00

7,500

.00

1,500

.00

80,00

0.00

15,00

0.00

1,000

.00

10,50

0.00

115,5

00.00

21

0,000

.00

Imple

menta

tion o

f Roa

d Sa

fety A

ware

ness

Ca

mpaig

n --T

raini

ng/W

orks

hop

(2 da

ys)

-- Co

achin

g (5 d

ays)

25

7

10

,000.0

0

12

,000.0

0

22,00

0.00

9,000

.00

2,500

.00

35,00

0.00

5,000

.00

1,000

.00

5,250

.00

57,75

0.00

80,00

0.00

Equip

ment

Maint

enan

ce an

d Op

erati

on

--Tra

ining

/Wor

ksho

p (3

days

) --

Coac

hing/o

n-the

-job

traini

ng (a

s nee

ded)

25

3 5,0

00.00

36

,000.0

0

41,00

0.00

7,500

.00

2,000

.00

42,25

0.00

2,000

.00

500.0

0 5,4

25.00

59

,675.0

0 10

0,000

.00

T O

T A

L S

95

22

30,00

0.00

131,0

00.00

0.0

0 16

1,000

.00

25,00

0.00

8,000

.00

182,2

50.00

23

,000.0

0 3,5

00.00

24

,175.0

0 26

5,925

.00

428,0

00.00

SC

HOLA

RSHI

P IM

PLEM

ENTA

TION

MAT

RIX

(Cale

ndar

Yea

r 201

4)

Field

s of S

tudy

Pr

opos

ed C

ours

es

Targ

et P

artic

ipan

ts

Plan

ned

Sche

dule

Num

ber

Offic

e/s

Posit

ion/

s Te

rm 1

(201

5)

Term

2 (2

015)

Monit

oring

and E

valua

tion o

f En

ginee

ring P

rojec

ts En

ginee

ring P

rojec

t Mon

itorin

g and

Eva

luatio

n inc

luding

deve

lopme

nt of

Monit

oring

and E

valua

tion

Tools

3 PE

O, A

KENR

O, P

PDO

Engin

eer I

I, Pro

ject S

uper

visor

, EM

S-I, P

lannin

g Offic

er

x

Infor

matio

n Sys

tem D

evelo

pmen

t Ge

ogra

phic

Infor

matio

n Tec

hnolo

gy

3 PE

O, A

KENR

O, P

PDO

IT O

fficer

, IT A

nalys

t, EMS

-I x

Proje

ct De

velop

ment

and

Mana

geme

nt Pr

oject

Prop

osal

Prep

arati

on an

d Pr

oject

Supe

rvisio

n and

Man

agem

ent

5 PP

DO,P

EO, A

KENR

O Pr

oject

Deve

lopme

nt Of

ficer

, Pl

annin

g Offic

er, P

lannin

g En

ginee

r, EM

S-I, S

cienc

e Re

sear

ch S

pecia

list II

x

KR

A 1

: Sus

tain

able

Roa

d M

anag

emen

t

Pag

e | 8

7

MONI

TORI

NG A

ND E

VALU

ATIO

N PL

AN

Inter

venti

on T

itle

Annu

al Inv

estm

ent P

lannin

g

Plan

ned S

ched

ule

April

2014

Targ

et Le

arne

rs (O

ffice/P

ositio

ns)

PEO,

AKE

NRO,

PPD

O/

Maint

enan

ce E

ngr.,

APE

, PE,

EMS

-I, C

DA-I,

Pro

vincia

l. ENR

O, P

lannin

g Offic

ers,

PPDC

, All K

RA1 A

O/AO

Des

ignate

Numb

er of

Par

ticipa

nts

20

Finan

cial R

equir

emen

t P

38,00

0.00

Sour

ce of

Fun

ds

PPDO

Leve

ls of

Eva

luat

ion

Indi

cato

rs

Meth

ods/

Tool

s Da

ta S

ourc

es

Sche

dule

Pers

on/s

Resp

onsib

le (W

hat w

ill yo

u m

easu

re?)

Leve

l 4: D

esire

d Outc

ome

Annu

al bu

dgets

for r

oad r

ehab

ilitati

on an

d ma

inten

ance

appr

opria

ted ba

sed o

n the

PR

NDP

prior

ities

Docu

ments

Rev

iew

PRND

P M&

E an

d Ac

comp

lishm

ent R

epor

ts 1 y

ear a

fter p

lan im

pleme

ntatio

n Pr

oces

s Own

er: P

PDO

Leve

l 3: A

pplic

ation

Pa

rticipa

nts de

velop

Ann

ual In

vestm

ent

Plan

(AIP

) tha

t is al

igned

with

prior

ities

set b

y the

PDP

FP an

d PDI

P.

Docu

ments

Rev

iew

Inter

view

of the

partic

ipants

An

nual

Inves

tmen

t Plan

s Pa

rticipa

nts

PDPF

P PD

IP

3 mon

ths af

ter th

e inte

rventi

on

Proc

ess O

wner

: PPD

O M&

E Te

am of

Le

arnin

g and

Dev

elopm

ent D

ivisio

n

Leve

l 2: L

earn

ing

Partic

ipants

are a

ble to

: -

defin

e prio

rities

of th

e pro

vincia

l go

vern

ment;

-

trans

late t

hese

into

depa

rtmen

tal

prior

ities;

and

- de

velop

a de

partm

ental

AIP

align

ed

with

set p

rioriti

es

Docu

ments

Rev

iew

Plan

ning O

utputs

Du

ring t

he in

terve

ntion

Fa

cilita

tor/T

raini

ng T

eam

Leve

l 1: L

earn

ers’

Reac

tion

Achie

veme

nt of

inter

venti

on ob

jectiv

es

Favo

urab

le fee

dbac

k on e

ffecti

vene

ss of

lea

rning

envir

onme

nt

Post

Inter

venti

on E

valua

tion

Shee

ts Pa

rticipa

nts

At th

e end

of th

e inte

rventi

on

Train

ing T

eam

Inter

venti

on T

itle

Deve

lopme

nt of

EMP,

inclu

ding o

rienta

tion o

n Env

ironm

ental

Impa

ct As

sess

ment

(EIA

)

Plan

ned S

ched

ule

April

2014

Targ

et Le

arne

rs (O

ffice/P

ositio

ns)

PEO,

AKE

NRO,

PPD

O/

Maint

enan

ce E

ngine

ers,

APE,

PE,

Pro

vincia

l. ENR

O, P

lannin

g Offic

ers,

PPDC

Numb

er of

Par

ticipa

nts

25

Finan

cial R

equir

emen

t P

210,0

00.00

Sour

ce of

Fun

ds

PRM

F

Leve

ls of

Eva

luat

ion

Indi

cato

rs

Meth

ods/

Tool

s Da

ta S

ourc

es

Sche

dule

Pers

on/s

Resp

onsib

le (W

hat w

ill yo

u m

easu

re?)

Leve

l 4: D

esire

d Outc

ome

All ro

ad pr

ojects

cons

ider e

nviro

nmen

tal

risks

iden

tified

in en

viron

menta

l as

sess

ment

(EIA

) and

comp

ly wi

th the

Ph

ilippin

e Env

ironm

ental

Impa

ct St

ateme

nt Sy

stem

(PEI

SS).

Docu

ments

Rev

iew

Envir

onme

ntal M

anag

emen

t Pl

ans f

or ro

ad pr

ojects

1 y

ear a

fter t

he in

terve

ntion

Pr

oces

s Own

er: A

KENR

O

Leve

l 3: A

pplic

ation

Pa

rticipa

nts de

velop

Env

ironm

ental

Ma

nage

ment

Plan

s (EM

Ps) f

or th

e dif

feren

t pro

vincia

l road

proje

cts.

Docu

ments

Rev

iew

Inter

view

of the

partic

ipants

En

viron

menta

l Man

agem

ent

Plan

s Pa

rticipa

nts

3 mon

ths af

ter th

e inte

rventi

on

Proc

ess O

wner

: AKE

NRO

M&E

Team

of

Lear

ning a

nd D

evelo

pmen

t Divi

sion

Leve

l 2: L

earn

ing

Partic

ipants

are a

ble to

: -

prep

are a

draft

EMP

-

discu

ss th

e app

licati

on of

the

Envir

onme

ntal Im

pact

Asse

ssme

nt (E

IA) in

road

proje

cts

Docu

ments

Rev

iew

Plan

ning O

utputs

Du

ring t

he in

terve

ntion

Fa

cilita

tor/T

raini

ng T

eam

Leve

l 1: L

earn

ers’

Reac

tion

Achie

veme

nt of

inter

venti

on ob

jectiv

es

Favo

urab

le fee

dbac

k on e

ffecti

vene

ss of

lea

rning

envir

onme

nt

Post

Inter

venti

on E

valua

tion

Shee

ts Pa

rticipa

nts

At th

e end

of in

terve

ntion

Tr

aining

Tea

m

KR

A 1

: Sus

tain

able

Roa

d M

anag

emen

t

Pag

e | 8

9

Inter

venti

on T

itle

Imple

menta

tion o

f Roa

d Safe

ty Aw

aren

ess C

ampa

ign, in

cludin

g dev

elopm

ent o

f IEC

mater

ials

Plan

ned S

ched

ule

July

2014

Targ

et Le

arne

rs (O

ffice/P

ositio

ns)

PEO,

AKE

NRO,

PPD

O/

Maint

enan

ce E

ngine

ers,

APE,

PE,

EMS

-I, S

ci. R

esea

rch S

pecia

list II

, CDA

-I, P

rovin

cial. E

NRO,

Pro

ject C

oord

inator

s, Di

vision

Hea

ds, P

PDC

Numb

er of

Par

ticipa

nts

25

Finan

cial R

equir

emen

t P

80,00

0.00

Sour

ce of

Fun

ds

PPD

O

Leve

ls of

Eva

luat

ion

Indi

cato

rs

Meth

ods/

Tool

s Da

ta S

ourc

es

Sche

dule

Pers

on/s

Resp

onsib

le (W

hat w

ill yo

u m

easu

re?)

Leve

l 4: D

esire

d Outc

ome

Form

ulatio

n and

imple

menta

tion o

f se

para

te Ro

ad S

afety

Plan

that

includ

es

the ro

ad sa

fety a

ware

ness

camp

aign

Surve

y/Que

stion

naire

Pa

rticipa

nts in

the a

ctual

IEC

Camp

aign/S

takeh

older

s, Ac

comp

lishm

ent r

epor

ts, A

nalys

is of

surve

ys an

d que

stion

naire

s

6 mon

ths af

ter th

e tra

ining

Pr

oces

s Own

er: P

EO

Leve

l 3: A

pplic

ation

Pa

rticipa

nts:

- co

nduc

t Roa

d Safe

ty Aw

aren

ess

Camp

aign;

and

- dis

semi

nate

Road

Safe

ty Aw

aren

ess

IEC

mater

ials

to sta

keho

lders

Docu

ments

Rev

iew

Inter

view

of su

pervi

sors

Inter

view

of pa

rticipa

nts

Actio

n Plan

for I

mplem

entat

ion of

Ro

ad S

afety

Camp

aign

Road

Safe

ty IE

C Ma

terial

s Ca

mpaig

n doc

umen

tation

Su

pervi

sors

and P

artic

ipants

3 mon

ths af

ter th

e tra

ining

Pr

oces

s Own

er: P

EO

M&E

Team

of

Lear

ning a

nd D

evelo

pmen

t Divi

sion

Leve

l 2: L

earn

ing

Partic

ipants

are a

ble to

: -

form

ulate

effec

tive s

trateg

ies an

d plan

of

actio

n for

cond

uctin

g a ro

ad sa

fety

camp

aign

- d

evelo

p IEC

mate

rials

on ro

ad sa

fety

Docu

ments

Rev

iew

Pre-

Test

and P

ost-T

est

Draft

Acti

on P

lan fo

r Im

pleme

ntatio

n of R

oad S

afety

Camp

aign

Draft

IEC

Mater

ials

Test

resu

lts

Durin

g the

train

ing

Facil

itator

/Tra

ining

Tea

m

Leve

l 1: L

earn

ers’

Reac

tion

Achie

veme

nt of

traini

ng ob

jectiv

es

Favo

urab

le fee

dbac

k on e

ffecti

vene

ss of

lea

rning

envir

onme

nt

Post

Train

ing E

valua

tion

Shee

ts Pa

rticipa

nts

At th

e end

of tr

aining

Tr

aining

Tea

m

Inter

venti

on T

itle

Equip

ment

Mana

geme

nt an

d Ope

ratio

n

Plan

ned S

ched

ule

Augu

st 20

14

Targ

et Le

arne

rs (O

ffice/P

ositio

ns)

PEO/

Me

chan

ic, dr

ivers

and e

quipm

ent o

pera

tors

Numb

er of

Par

ticipa

nts

25

Finan

cial R

equir

emen

t P

100,0

00.00

Sour

ce of

Fun

ds

PEO

Leve

ls of

Eva

luat

ion

Indi

cato

rs

Meth

ods/

Tool

s Da

ta S

ourc

es

Sche

dule

Pers

on/s

Resp

onsib

le (W

hat w

ill yo

u m

easu

re?)

Leve

l 4: D

esire

d Outc

ome

Adeq

uate

budg

et thr

ough

redu

ced

expe

nditu

re fo

r rep

air an

d main

tenan

ce of

co

nstru

ction

and h

eavy

equip

ment

Docu

ments

Rev

iew

Maint

enan

ce D

ivisio

n Hea

d Ex

pend

iture

Rep

ort

Job O

rder

s

6 mon

ths af

ter th

e tra

ining

Pr

oces

s Own

er: P

EO

Leve

l 3: A

pplic

ation

Pa

rticipa

nts:

- op

erate

diffe

rent

kinds

of eq

uipme

nt pr

oper

ly;

- re

gular

ly ch

eck t

he co

nditio

n of e

quipm

ent;

- im

pleme

nt pr

even

tive m

easu

res t

o kee

p the

equip

ment

oper

ation

al

Inter

view

of su

pervi

sors

Beha

viour

obse

rvatio

n Int

ervie

w of

partic

ipants

Supe

rviso

rs an

d Par

ticipa

nts

Maint

enan

ce C

heck

list

Obse

rvatio

n Rep

ort

3 mon

ths af

ter th

e tra

ining

Pr

oces

s Own

er: P

EO

M&E

Team

of

Lear

ning a

nd D

evelo

pmen

t Divi

sion

Leve

l 2: L

earn

ing

Partic

ipants

are a

ble to

: -

disc

uss a

nd de

mons

trate

prop

er op

erati

on

of eq

uipme

nt -

apply

stan

dard

oper

ating

proc

edur

es

(SOP

s) in

maint

aining

equip

ment

Pre-

Test

and P

ost-T

est

Skills

obse

rvatio

n in

learn

ing/si

mulat

ion

exer

cises

Obse

rvatio

n she

ets of

facil

itator

s Te

st re

sults

Du

ring t

he T

raini

ng

Facil

itator

/Tra

ining

Tea

m

Leve

l 1: L

earn

ers’

Reac

tion

Achie

veme

nt of

traini

ng ob

jectiv

es

Favo

urab

le fee

dbac

k on e

ffecti

vene

ss of

lea

rning

envir

onme

nt

Post

Train

ing E

valua

tion

Shee

ts Pa

rticipa

nts

At th

e end

of tr

aining

Tr

aining

Tea

m

KR

A 2

: Tra

nspa

rent

and

Acc

ount

able

Bud

get a

nd E

xpen

ditu

re M

anag

emen

t Sys

tem

for t

he R

oad

Sect

or

Pa

ge |

91

Key

Ref

orm

Are

a 2

T

rans

pare

nt a

nd A

ccou

ntab

le B

udge

t and

Exp

endi

ture

M

anag

emen

t Sys

tem

for

the

Roa

d Se

ctor

KRA

RESU

LTS

CHAI

N

SLRM

Key

Ref

orm

Are

a 2

TRAN

SPAR

ENT

AND

ACCO

UNTA

BLE

BUDG

ET A

ND E

XPEN

DITU

RE M

ANAG

EMEN

T SY

STEM

FOR

THE

RO

AD S

ECTO

R

Impa

ct

Inc

reas

ed ec

onom

ic ac

tivity

and i

mpro

ved a

cces

s to p

ublic

infra

struc

ture a

nd se

rvice

s in t

he S

outhe

rn P

hilipp

ines

Outc

ome

20

Prov

inces

have

stre

ngthe

ned i

nstitu

tiona

l cap

acity

and s

ystem

s to d

evelo

p and

imple

ment

road

secto

r plan

s in s

uppo

rt of

broa

d-ba

sed s

ustai

nable

socia

l and

econ

omic

deve

lopme

nt

Refo

rm O

bjec

tive

200

More

effec

tive a

nd ef

ficien

t sys

tems f

or pl

annin

g, ge

nera

ting a

nd m

anag

ing fu

nds f

or ro

ad n

etwor

k reh

abilit

ation

and

maint

enan

ce

PG O

utpu

t 20

00

Tran

spar

ent a

nd A

ccou

ntable

Bud

get a

nd E

xpen

ditur

e Man

agem

ent S

ystem

for t

he ro

ad se

ctor

Resu

lt St

atem

ents

21

00

22

00

2300

2400

25

00

The P

rovin

cial G

over

nmen

t dev

elops

, upd

ates,

imple

ments

and m

onito

rs a S

trateg

ic Fin

ancia

l Man

agem

ent P

lan to

guide

re

venu

e enh

ance

men

t, ex

pend

iture

plan

ning a

nd an

ti-cor

rupti

on st

rateg

ies.

Multi-

year

expe

nditu

re pl

ans a

re lin

ked t

o ann

ual b

udge

t pro

cess

es an

d inv

olve p

ublic

partic

ipatio

n. El

ectro

nic ac

coun

ting a

nd fin

ancia

l man

agem

ent s

ystem

s (El

ectro

nic N

ew G

over

nmen

t Acc

ounti

ng S

ystem

, Stat

emen

t of

Rece

ipts a

nd E

xpen

ditur

es, e

-Bud

get s

ystem

s) ar

e ope

ratin

g, ma

intain

ed an

d rep

ortin

g to r

equir

ed st

anda

rds.

Tax r

even

ue as

sess

ment

and c

ollec

tion s

ystem

s are

effic

ient a

nd ef

fectiv

ely us

ed to

impr

ove l

ocal

reve

nue.

Incre

ases

in lo

cal re

venu

es ar

e use

d for

road

reha

bilita

tion a

nd m

ainten

ance

.

KR

A 2

: Tra

nspa

rent

and

Acc

ount

able

Bud

get a

nd E

xpen

ditu

re M

anag

emen

t Sys

tem

for t

he R

oad

Sect

or

Pa

ge |

93

SLRM

KRA

STA

TUS

and

COMP

ETEN

CY G

APS

SLRM

Key

Res

ult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Ga

ps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Ga

ps

Offic

e/s

Posit

ion/

s St

atus

of

Empl

oym

ent

2100

Th

e Pro

vincia

l Go

vern

ment

deve

lops,

upda

tes,

imple

ments

and

monit

ors a

Stra

tegic

Finan

cial

Mana

geme

nt Pl

an

to gu

ide re

venu

e en

hanc

emen

t, ex

pend

iture

pla

nning

and a

nti-

corru

ption

str

ategie

s.

Appr

oved

SFM

P tha

t ens

ures

tra

nspa

renc

y on

finan

cial

trans

actio

ns,

enha

nced

re

venu

e, pr

oper

all

ocati

on of

bu

dget,

impr

oved

re

venu

e for

ecas

t an

d exp

endit

ure

perfo

rman

ce of

the

prov

ince.

SFMP

has b

een d

rafte

d and

su

bmitte

d for

re-e

ndor

seme

nt of

the ne

w LC

E, an

d app

rova

l of

the S

angg

unian

g Pa

nlalaw

igan.

Reve

nue f

orec

ast fo

r 201

4 is

impr

oved

acco

rding

to pl

an.

Delay

in th

e app

rova

l of th

e SF

MP.

SFMP

was

craft

ed by

limite

d nu

mber

of P

TO, P

BO,

PACC

O an

d EED

D sta

ff. Ri

sk of

losin

g the

co

mpete

ncy u

pon r

etire

ment

of the

incu

mben

ts.

Tran

sition

to ne

w PL

GU le

ader

ship

None

EBAT

AP te

am

imple

ments

and

monit

ors p

rogr

ess

of the

SFM

P.

SFMP

is on

its in

itial y

ear o

f im

pleme

ntatio

n (20

13) b

ased

on

the sc

hedu

le an

d acc

ompli

shed

the

follo

wing

targ

ets

- C

reati

on of

Rev

enue

Tas

k Fo

rce

- T

he co

nduc

t of P

ublic

aucti

on

ever

y end

of th

e yea

r -

Mor

e tha

n 100

% co

llecti

on

effici

ency

base

d on S

FMP

targe

t coll

ectio

n par

ticula

rly in

Pr

oper

ty tra

nsfer

tax w

here

in tar

geted

amou

nt is

9M

wher

eas c

ollec

tion r

eflec

ts 32

M as

of Ju

ne 20

13.

- T

arge

t num

ber o

f Tou

rist

arriv

al for

2013

of 2M

has

alrea

dy ex

ceed

ed th

e Jun

e 20

13 to

2.1 M

tour

ist ar

rivals

. -

BAC

mem

bers

benc

hmar

k in

Negr

os O

ccide

ntal th

e co

nsign

ment

purch

ase

Some

plan

s are

not y

et im

pleme

nted.

Whe

n im

pleme

nted,

they a

re no

t be

ing m

onito

red.

PGA

is no

t able

to m

onito

r an

d acc

ount

incom

e fro

m sp

ecial

proje

cts of

EED

D (e

.g., L

amba

klad)

.

Plan

not y

et ap

prov

ed by

SP

No cl

ear f

uncti

ons

of M

& E

Team

(E

BATA

P) fo

r SF

MP.

None

EB

ATAP

Al

l unit

head

s & A

sst.

Unit h

eads

(1

6)

Perm

anen

t

SLRM

Key

Res

ult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Ga

ps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Ga

ps

Offic

e/s

Posit

ion/

s St

atus

of

Empl

oym

ent

syste

m as

part

of str

ategie

s on

expe

nditu

re m

anag

emen

t em

bodie

d in S

FMP.

-

PTO

colle

cts on

ly fro

m ful

ly au

thoriz

ed an

d pre

-iden

tified

re

venu

e sou

rces.

- F

ormu

lation

of B

usine

ss

Plan

s of e

ach E

cono

mic

Enter

prise

embo

died i

n the

SF

MP.

- A

ware

ness

of A

ll EED

D un

its

of the

Loca

l Bud

get C

ircula

r 10

0-A

from

DBM.

-

Bud

get a

lloca

tion f

or pr

iority

pr

ogra

ms an

d pro

jects

contr

ibuted

to lo

wer p

over

ty inc

idenc

e fro

m 38

.4 in

2009

to

21.0

in 20

12.

- H

igh P

erfor

manc

e on

reso

urce

alloc

ation

and

utiliz

ation

(bas

ed on

the S

tate

of the

Loca

l Gov

erna

nce

repo

rt 20

04-2

013)

. -

Pro

vincia

l mon

itorin

g tea

m ha

s bee

n org

anize

d and

co

mpete

nt in

M&E.

KR

A 2

: Tra

nspa

rent

and

Acc

ount

able

Bud

get a

nd E

xpen

ditu

re M

anag

emen

t Sys

tem

for t

he R

oad

Sect

or

Pa

ge |

95

SLRM

Key

Res

ult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Ga

ps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Ga

ps

Offic

e/s

Posit

ion/

s St

atus

of

Empl

oym

ent

2200

Mu

lti-ye

ar

expe

nditu

re pl

ans

are l

inked

to an

nual

budg

et pr

oces

ses

and i

nvolv

e pub

lic

partic

ipatio

n.

Appr

oved

mult

i-ye

ar pl

ans

(PDP

FP, P

DIP

and A

IP) in

ac

cord

ance

to

DBM-

NEDA

-DI

LG-D

OF

stand

ards

whe

rein

inputs

comi

ng

from

differ

ent

secto

rs of

socie

ty we

re co

nside

red.

Appr

oved

PDP

FP, P

DIP

(2

008-

2013

) and

AIP

So

me un

plann

ed P

PAs w

ere

imple

mente

d alth

ough

not

budg

eted.

COA

repo

rts on

the

weak

ness

es in

plan

ning

PPAs

AI

P Pr

epar

ation

is no

t str

ategic

ally d

one.

Most

depa

rtmen

ts ha

ve lim

ited

know

ledge

in pr

ioritiz

ation

of

PPAs

acco

rding

to st

rateg

ic dir

ectio

ns of

the P

rovin

ce.

PDPF

P- P

DIP-

AIP

are n

ot ha

rmon

ized f

or 20

08-2

013.

Prev

ailing

pr

ioritie

s of L

CE

Lack

of

comp

etenc

y in

harm

onisi

ng th

e bu

dgeti

ng pr

oces

s

Harm

onizi

ng

the P

lannin

g an

d Bu

dgeti

ng

Proc

esse

s

30

8 EED

D un

its

28 R

egula

r off

ices

Posit

ion ta

sked

with

pr

epar

ing bu

dget

prop

osal

of ea

ch

office

Perm

anen

t

Appr

oved

Ann

ual

Budg

et ac

cord

ing

to pla

ns of

the

prov

ince.

Annu

al /S

upple

menta

l Bud

get

Appr

oved

by S

P Bu

dget

alloc

ation

is no

t plan

ba

sed.

Appr

opria

tion f

rom

2006

- 20

12 ar

e not

100%

utiliz

ed

partic

ularly

LDRR

MF an

d the

ca

pital

outla

y acc

ounts

. Di

fficult

y in m

easu

ring t

he

perfo

rman

ce of

all o

ffices

Delay

in

prep

arati

on of

AIP

as

per B

udge

t Ca

lenda

r Of

fices

conc

erne

d ar

e not

awar

e of

their t

arge

ts an

d pe

rform

ance

. Re

spon

sibilit

ies of

mo

nitor

ing te

am

not c

lear.

SLRM

Key

Res

ult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Ga

ps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Ga

ps

Offic

e/s

Posit

ion/

s St

atus

of

Empl

oym

ent

2300

El

ectro

nic

acco

untin

g and

fin

ancia

l ma

nage

ment

syste

ms (E

lectro

nic

New

Gove

rnme

nt Ac

coun

ting S

ystem

, St

ateme

nt of

Rece

ipts a

nd

Expe

nditu

res,

e-Bu

dget

syste

ms)

are o

pera

ting,

maint

ained

and

repo

rting t

o re

quire

d stan

dard

s.

Oper

ation

alize

d ele

ctron

ic fin

ancia

l sy

stems

eNGA

S an

d eSR

E ar

e op

erati

onal

Non-

oper

ation

al eB

udge

t sy

stem

eBud

get is

held

in ab

eyan

ce un

til the

up

dated

eNGA

S ve

rsion

2 is

instal

led an

d the

Me

mora

ndum

fro

m CO

A to

imple

ment

the

syste

m.

If imp

lemen

ted,

user

s wou

ld no

t ha

ve th

e co

mpete

ncy t

o op

erate

the

syste

m.

Oper

ating

the

e-Bu

dget

syste

m

18

PACC

O PT

O PB

O

Admi

n Offic

ers a

nd

Admi

n Aide

s’ Pe

rman

ent

Accu

rate

and

timely

finan

cial

repo

rts to

ov

ersig

ht ag

encie

s by u

sing

(e-N

GAS

and

eSRE

) elec

tronic

fin

ancia

l sys

tems

Accu

rate

and t

imely

finan

cial

repo

rts ar

e sub

mitte

d to

over

sight

agen

cies b

y usin

g e-

NGAS

and e

SRE.

Ac

cura

te an

d tim

ely fin

ancia

l re

port

(SAA

OB) is

subm

itted t

o CO

A, LC

E an

d all d

epar

tmen

ts ma

nuall

y gen

erate

d.

Occa

siona

l diffi

cultie

s in

gene

ratio

n of e

NGAS

and

eSRE

repo

rts

Cann

ot be

integ

rated

to ot

her

syste

ms in

the P

GA, s

ervin

g the

COA

, Acc

ounti

ng an

d Tr

easu

rers

office

s only

eN

GAS

not c

ustom

ized t

o ad

dres

s the

need

s of th

e ac

coun

ting o

ffice

Some

repo

rts ne

eds m

anua

l en

codin

g on e

xcel

and

impo

rted t

o soft

ware

.

Netw

ork a

nd

syste

m fai

lure

Risk

of

comp

romi

sing t

he

secu

rity of

the

syste

m

eNGA

S sy

stem

is de

signe

d only

for

COA

use a

nd

cann

ot be

cu

stomi

sed.

None

KR

A 2

: Tra

nspa

rent

and

Acc

ount

able

Bud

get a

nd E

xpen

ditu

re M

anag

emen

t Sys

tem

for t

he R

oad

Sect

or

Pa

ge |

97

SLRM

Key

Res

ult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Ga

ps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Ga

ps

Offic

e/s

Posit

ion/

s St

atus

of

Empl

oym

ent

2400

Ta

x rev

enue

as

sess

ment

and

colle

ction

syste

ms

are e

fficien

t and

eff

ectiv

ely us

ed to

im

prov

e loc

al re

venu

e.

Incre

ase i

n tax

co

llecti

on fr

om al

l loc

al so

urce

s

Incre

ase i

n Tax

reve

nue

colle

ction

of in

2012

partic

ularly

in

prop

erty

trans

fer ta

x of m

ore

than 2

00%

Pr

esen

ce of

Ann

ual R

even

ue

Gene

ratio

n Plan

to en

sure

su

staine

d inc

reas

e in r

even

ue

Colle

ction

is no

t max

imize

d du

e to i

nacc

urac

y in

identi

ficati

on of

poten

tial

taxpa

yers.

Po

tentia

l reve

nue o

n Rea

l Pr

oper

ty Ta

x not

reali

zed.

No

t all p

otenti

al so

urce

s of

incom

e tax

es ar

e ide

ntifie

d.

Non-

imple

menta

tion o

f El

ectro

nic

Tran

sacti

on of

Re

al Pr

oper

ty As

sess

ment

and

colle

ction

Sys

tem

Lack

of up

dated

Sc

hedu

le of

Fair

Marke

t Valu

e (S

FMV)

and

inabil

ity to

im

pleme

nt the

Ge

nera

l Rev

ision

of

Real

Prop

erty

Asse

ssme

nt La

ck of

me

chan

isms a

nd

comp

etenc

y to

study

and i

denti

fy loc

al inc

ome

sour

ce.

Analy

sing a

nd

maxim

ising

loc

al tax

re

venu

e Co

nduc

ting

real

prop

erty

asse

ssme

nt an

d upd

ating

the

SFM

V

27 30

PTO

SP

PASS

O EE

DD

SP

All U

nit/di

vision

he

ads

Perm

anen

t

Decre

ase i

n Int

erna

l Rev

enue

Al

lotme

nt (IR

A)

depe

nden

cy of

the

Prov

ince a

nd

Incre

ase i

n loc

al re

venu

e coll

ectio

n by

imple

menti

ng

an ef

ficien

t and

eff

ectiv

e coll

ectio

n sy

stem

Mass

ive ta

x map

ping c

ondu

cted

IRA

depe

nden

cy of

the P

GA

decre

ased

from

80%

in C

Y 20

06 to

53%

in C

Y 20

12 (b

ased

on

the r

ecen

t BLG

Fs

Comp

arati

ve F

inanc

ial

Perfo

rman

ce R

epor

t)

Loca

l reve

nue c

ollec

tion w

as

not m

axim

ised f

or th

e pas

t ye

ars (

2006

-201

1)

Upda

ted P

rovin

cial R

even

ue

Code

was

only

imple

mente

d Ja

nuar

y 201

2. Ot

her r

even

ue ge

nera

ting

sour

ces w

ere n

ot inc

luded

in

the R

even

ue C

ode o

f Akla

n su

ch as

renta

ls of

some

fac

ilities

owne

d by t

he

prov

ince a

nd ot

her p

ermi

t &

licen

ces f

ees (

strea

mers)

.

Lack

of co

mpete

nt pe

rsonn

el to

colle

ct tax

es in

the

field

Inade

quate

pe

rsonn

el for

tax

colle

ction

Ab

senc

e of G

IS

data

for us

e in t

ax

mapp

ing

Some

reve

nue

gene

ratin

g

Plan

ning a

nd

strate

gising

to

maxim

ise th

e ea

rning

po

tentia

l of

PGA

from

all

sour

ces

(taxe

s, loc

al en

terpr

ises,

touris

m an

d co

nsum

er

prod

ucts,

etc.)

Ma

intain

ing

29 30

PTO

Field

Perso

nnel

(Lan

d Tax

Di

v, Re

venu

e Gen

. Di

v, Ca

sh D

iv,

Admi

n)

Pe

rman

ent

SLRM

Key

Res

ult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Ga

ps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Ga

ps

Offic

e/s

Posit

ion/

s St

atus

of

Empl

oym

ent

Exist

ing re

venu

e gen

erati

ng

asse

ts ar

e not

prop

erly

mana

ged (

EEDD

Tou

rism)

. Ot

her a

gri-e

co-to

urism

re

venu

e gen

erati

ng

oppo

rtunit

ies of

the p

rovin

ce

were

not id

entifi

ed an

d pu

rsued

(e.g.

, tour

pack

ages

to

other

tour

ist sp

ots in

the

prov

ince,

no un

iquely

Ak

lanon

prod

ucts

for

pasa

lubon

g, loc

al pr

oduc

ts ar

e sub

stand

ard)

.

sour

ces w

ere l

eft

out d

uring

the

craftin

g of th

e fina

l re

venu

e cod

e. La

ck of

tra

ined/c

ompe

tent

emplo

yees

who

ca

n plan

and

imple

ment

strate

gies t

o ma

ximise

the

earn

ing po

tentia

l of

PGA

- P

GA as

sets

not

maint

ained

and

marke

ted.

- P

rope

r en

viron

ment

and o

ppor

tunity

sc

annin

g in

identi

fying

re

venu

e ge

nera

tion

oppo

rtunit

ies

and a

ctivit

ies is

no

t con

ducte

d. -

Bus

iness

plan

s no

t form

ulated

. -

EED

D em

ploye

es do

no

t hav

e en

trepr

eneu

rial

orien

tation

. -

Imple

menta

tion

of str

ategie

s for

pr

omoti

ng an

d up

grad

ing

stand

ards

of

and m

arke

ting

asse

ts Fo

rmula

ting

busin

ess

plans

, inc

luding

en

viron

menta

l sc

annin

g

30

KR

A 2

: Tra

nspa

rent

and

Acc

ount

able

Bud

get a

nd E

xpen

ditu

re M

anag

emen

t Sys

tem

for t

he R

oad

Sect

or

Pa

ge |

99

SLRM

Key

Res

ult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Ga

ps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Ga

ps

Offic

e/s

Posit

ion/

s St

atus

of

Empl

oym

ent

local

prod

ucts

not s

ustai

ned

Effec

tive

formu

lation

and

strict

im

pleme

ntatio

n of

the an

nual

Reve

nue

Gene

ratio

n Acti

on

Plan

Annu

al Re

venu

e Gen

erati

on

Actio

n Plan

(ARG

AP) p

artia

lly

imple

mente

d PT

O ha

s iss

ued r

even

ue

polic

ies fo

r all

depa

rtmen

ts/off

ices t

o ob

serve

/comp

ly as

per r

even

ue

gene

ratin

g fac

ility/a

sset.

Seve

ral p

lans i

n the

ARG

AP

were

not im

pleme

nted.

Lack

of re

venu

e gen

erati

on

polic

y per

facil

ity

Lack

of re

venu

e gen

erati

on

IRR

Lack

of ag

reem

ent

betw

een t

he LC

E an

d big

tax pa

yers

Inade

quate

pe

rsonn

el inv

olve

in pr

epar

ation

of

ARGA

P La

ck of

co

mpete

ncy t

o de

velop

a re

venu

e ge

nera

tion p

lan

Enha

ncing

/ up

datin

g re

venu

e ge

nera

tion

plans

De

velop

ing

corre

spon

ding

reve

nue

gene

ratio

n po

licies

and

guide

lines

29

PTO

emplo

yees

Al

l Dep

ts/

Offic

es

10 P

TO em

ploye

e Al

l Adm

in Of

ficer

s

Perm

anen

t

2500

Inc

reas

es in

loca

l re

venu

es ar

e use

d for

road

re

habil

itatio

n and

ma

inten

ance

.

Incre

ased

budg

et all

ocati

on fo

r roa

d re

habil

itatio

n and

ma

inten

ance

and

other

deve

lopme

nt pr

ojects

Incre

ase i

n app

ropr

iation

for

road

reha

bilita

tion a

nd

maint

enan

ce fo

r 201

3 by 5

4%

(P 26

, 273

,505 i

n 201

2 to P

40

,362,8

55.00

in 20

13) s

ource

d fro

m the

gene

ral fu

nd of

the

prov

ince (

MOOE

& C

apita

l Ou

tlay o

f PEO

, 20%

DF, 5

%

LDRR

MF&

1% P

rotec

tion o

f Ch

ildre

n)

Addit

ional

incre

ase i

n allo

catio

n int

ende

d for

the p

urch

ase o

f eq

uipme

nt, ac

quisi

tion o

f roa

d rig

ht of

way (

RROW

) at

Mada

lag fo

r roa

d reh

ab &

main

t. an

d ren

ovati

on of

mate

rials

& qu

ality

contr

ol bu

ilding

of P

EO

in the

total

amou

nt of

5.8 M

so

urce

d fro

m the

unex

pend

ed

balan

ces o

f 20%

Dev

't. Pr

ojects

co

mplet

ed (2

007-

2012

)

Alloc

ation

for r

oad

maint

enan

ce fo

r 201

3 is s

till

insuff

icien

t to co

ver t

he 30

co

re ro

ads t

o be m

aintai

ned.

Limite

d Fun

d so

urcin

g De

creas

e in

subs

idy fr

om th

e fun

ding a

genc

y (A

usAI

D)

None

Prio

ritisi

ng C

ompe

tenc

y Gap

s Co

mpe

tenc

y Gap

s Se

rious

ness

Sc

ore

Urge

ncy

Scor

e Gr

owth

Pot

entia

l Sc

ore

Tota

l

Cond

uctin

g rea

l pro

perty

asse

ssme

nt an

d upd

ating

the S

FMV

Real

prop

erty

tax co

llecti

on is

not m

axim

ised

beca

use S

tatem

ents

of Fa

ir Mar

ket V

alue (

SFMV

) ar

e not

upda

ted.

10

Subm

ission

of U

pdate

d SFM

V of

RPT

to SP

for

the G

en R

ev on

2014

10

Co

ntinu

ed fa

ilure

to re

alize

poten

tial

incom

e fro

m tax

es

10

30

Maint

aining

and m

arke

ting a

ssets

Earn

ing po

tentia

l of e

xistin

g inv

estm

ents

and

asse

ts of

the P

LGU

are n

ot ma

ximize

d; tra

nslat

es

to los

t inco

me fo

r the

prov

ince.

10

Asse

ts co

ntinu

e to d

epre

ciate

over

time.

Must

be ad

dres

sed i

n yea

r 1.

10

All a

ssets

will

be le

ft unp

rodu

ctive

and

may d

eterio

rate

more

. 10

30

Form

ulatin

g bus

iness

plan

s EE

DD ha

s to c

ome u

p with

busin

ess p

lans t

o ad

dres

s the

loss

es in

curre

d for

the p

ast y

ears.

Th

e nee

d to i

denti

fy po

tentia

l inco

me so

urce

of th

e pr

ovinc

e, inc

orpo

rate

some

stra

tegies

, inno

vatio

ns

and s

et tar

gets

to inc

reas

e rev

enue

.

10

Must

be ad

dres

sed i

n Yea

r 1 du

e to t

he

poss

ibility

of ab

olitio

n of E

EDD

units

acco

rding

to

DBM

circu

lar 10

0-A

10

More

loss

es w

ill be

incu

rred b

y the

pr

ovinc

e. Su

bsidy

relia

nce f

rom

the ge

nera

l fund

10

30

Harm

onizi

ng th

e Plan

ning a

nd

Budg

eting

Pro

cess

es

Exist

ing C

OA re

ports

on th

e wea

knes

ses o

f the

plann

ing an

d imp

lemen

tation

of so

me P

PAs

Ineffic

ient u

tilisa

tion o

f app

ropr

iation

10

Affec

ts the

comp

lianc

e to r

equir

emen

ts of

the

over

sight

agen

cies a

nd sh

ould

be ad

dres

sed t

he

earlie

st po

ssibl

e. (2

014)

10

Lost

oppo

rtunit

y to i

mpro

ve th

e qua

lity of

pu

blic s

ervic

e in g

ener

al an

d the

pe

rform

ance

of th

e LGU

in pa

rticula

r

10

30

Plan

ning a

nd st

rateg

ising

to m

axim

ise

the ea

rning

poten

tial o

f PGA

from

all

sour

ces (

taxes

, loca

l ente

rpris

es,

touris

m an

d con

sume

r pro

ducts

, etc.

) De

velop

ing co

rresp

ondin

g rev

enue

ge

nera

tion p

olicie

s and

guide

lines

Loca

l reve

nue i

s not

maxim

ised d

espit

e high

op

portu

nity (

e.g., h

igh to

urist

arriv

als, e

tc.).

Lack

of re

venu

e gen

erati

on po

licy a

nd

imple

menta

tion g

uideli

nes h

ampe

rs ful

l im

pleme

ntatio

n of th

e Ann

ual R

even

ue G

ener

ation

Ac

tion P

lan (A

RGAP

)

9 Th

ere i

s an e

xistin

g Rev

enue

Gen

erati

on P

lan

but it

need

s to b

e upd

ated a

nd su

bmitte

d an

nuall

y as r

equir

ed by

DOF

.

10

Conti

nued

or ev

en in

creas

ed de

pend

ence

in

IRA

10

29

Analy

sing a

nd m

axim

ising

loca

l tax

reve

nue

Tax c

ollec

tion i

s not

maxim

ized b

ecau

se no

t all

poten

tial s

ource

s of in

come

taxe

s are

iden

tified

(in

accu

rate

listin

g of p

otenti

al tax

paye

rs,

unup

dated

asse

ssme

nt of

real

prop

erty,

amon

g oth

ers).

9 Ge

nera

l Rev

ision

of R

eal P

rope

rty A

sses

smen

t lon

g ove

rdue

but is

still

appli

cable

as ba

sis fo

r tax

colle

ction

8 Co

ntinu

ed or

even

incre

ased

depe

nden

ce

in IR

A 10

27

Oper

ating

the e

-Bud

get s

ystem

De

spite

the n

on-o

pera

tiona

l e-B

udge

t sys

tem,

accu

rate

and t

imely

budg

et re

ports

are g

ener

ated

manu

ally.

5 Op

erati

onali

satio

n of e

Budg

et is

pend

ing su

bject

to up

date

of eN

GAS

versi

on2 a

nd is

suan

ce of

the

Mem

oran

dum

from

COA

to im

pleme

nt the

sy

stem

– both

not w

ithin

the co

ntrol

of PG

A.

5 Pr

oces

s for

acco

untin

g and

finan

cial

mana

geme

nt wi

ll con

tinue

to be

less

eff

icien

t.

8 18

KR

A 2

: Tra

nspa

rent

and

Acc

ount

able

Bud

get a

nd E

xpen

ditu

re M

anag

emen

t Sys

tem

for t

he R

oad

Sect

or

Pa

ge |

101

HRD

PLAN

IMPL

EMEN

TATI

ON M

ATRI

X (C

alend

ar Y

ear 2

014)

De

sired

Ou

tcom

e/s

Outp

uts t

o be

Pro

duce

d Le

arni

ng

Objec

tives

Pr

opos

ed H

RD

Inte

rven

tion

Targ

et L

earn

ers

Plan

ned

Sche

dule

Supp

ort R

equi

rem

ents

Sour

ce o

f Fu

nds

Number

Office/s

Position/s


Financial

Human Resource

Logistic

Executive Sponsors

hip

Other

Incre

ase i

n loc

al re

venu

e co

llecti

on by

im

pleme

ntin

g an e

fficien

t an

d effe

ctive

co

llecti

on

syste

m of

Real

Prop

erty

Ta

x

Upda

ted

SFMV

of R

PT

Partic

ipants

are

able

to :

- e

xplai

n and

ap

ply th

e pr

oces

s for

up

datin

g the

SF

MV of

Rea

l Pr

oper

ty Ta

x -

pre

pare

a sa

mple

comp

utatio

n of

real

prop

erty

appr

aisal

and

asse

ssme

nt

Upda

ting o

f Rea

l Pr

oper

ty Va

luatio

n --

Wor

ksho

p (3

days

) --

Coac

hing

(2 da

ys)

15

PASS

O Al

l PA

SSO

emplo

yee

s inv

olve

in re

al pr

oper

ty va

luatio

n

P75,0

00

Reso

urce

sp

eake

r Do

cume

ntor.

Se

cretar

iat

Supp

lies

Venu

e Fo

od

Memo

ran

dum

Orde

r

PA

SSO

– GF

(T

raini

ng)

EEDD

im

pleme

nts

and m

onito

rs pr

ogre

ss of

the

ec

onom

ic en

terpr

ise

deve

lopme

nt pr

ogra

ms of

the

SFM

P to

gene

rate

reve

nue f

or

the pr

ovinc

e

Comp

rehe

nsi

ve bu

sines

s pla

n tha

t re

flects

ma

rketin

g, tec

hnica

l, ma

nage

ment

& Fin

ancia

l Pl

an fo

r Ec

onom

ic En

terpr

ise

Deve

lopme

nt De

partm

ent

CDQS

of th

e pr

ovinc

e.

Partic

ipants

are

able

to:

-

cond

uct a

n int

erna

l and

ex

terna

l an

alysis

of th

e PG

A en

viron

ment

-

deve

lop a

draft

St

rateg

ic an

d Co

mpre

hens

ive B

usine

ss

plan o

f eac

h EE

DD un

it ;

-

integ

rate

Busin

ess P

lannin

g --

Plan

ning

Wor

ksho

p (3

days

) --

Coac

hing

(5 da

ys)

-- Be

nchm

arkin

g (2

days

)

18

EEDD

, EB

ATA

RRDs

PGDH

s,

Unit

Head

, S

ectio

n he

ads,

SA

Os,

Admi

n. Of

ficer

s, Ad

min.

Asst.

, &

Admi

n. Ai

des

P266

,000

Train

ing:

P80,0

00

Benc

hmar

king:

P186

,000

Reso

urce

sp

eake

r Do

cume

ntor

Secre

tariat

Train

ing

kit &

tra

ining

ma

terial

s &

supp

lies

Venu

e Me

als

Memo

ran

dum

Orde

r

GF

/EED

D- t

raini

ng

Desir

ed

Outc

ome/s

Ou

tput

s to

be P

rodu

ced

Lear

ning

Ob

jectiv

es

Prop

osed

HRD

In

terv

entio

n

Targ

et L

earn

ers

Plan

ned

Sche

dule

Supp

ort R

equi

rem

ents

Sour

ce o

f Fu

nds

Number

Office/s

Position/s


Financial

Human Resource

Logistic

Executive Sponsors

hip

Other

Benc

hmar

king

Repo

rt,

includ

ing lis

t of

best

prac

tices

of

other

LGUs

in

busin

ess

plann

ing an

d its

appli

catio

n to

PGA

marke

ting,

techn

ical,

mana

geme

nt an

d fina

ncial

ele

ments

into

the pl

an; a

nd

-

deve

lop ac

tion

plan f

or

valid

ation

, im

pleme

ntatio

n, mo

nitor

ing

and e

valua

tion

of the

plan

Appr

oved

An

nual

Budg

et ac

cord

ing to

pla

ns of

the

prov

ince.

Appr

oved

An

nual

Budg

et pr

epar

ed

cons

isten

t wi

th the

Ap

prov

ed

Annu

al Inv

estm

ent

Plan

whe

rein

prior

ities o

f the

long

term

pla

ns of

the

prov

ince a

re

cons

idere

d.

At th

e end

of th

e int

erve

ntion

the

partic

ipants

will

be

able

to pr

ioritiz

e PP

As ac

cord

ing to

St

rateg

ic ob

jectiv

e of

the pr

ovinc

e, Pr

epar

e AIP

of th

eir

own o

ffice a

nd

prep

are a

nnua

l tar

get o

utput

and

subm

it bud

get

prop

osals

for

cons

idera

tion o

f LF

C.

Harm

onize

d Pl

annin

g and

Bu

dgeti

ng

-- W

orks

hop

(2 da

ys)

36

EEDD

Un

it, RR

Ds

Head

s an

d staf

f re

spon

sibl

e for

pr

epar

ing

budg

et pr

opos

al of

each

off

ice

P106

,000

Reso

urce

sp

eake

r Do

cume

ntor.

Se

cretar

iat

Supp

lies

Venu

e Fo

od

Memo

ran

dum

Orde

r

PP

DO/

Othe

r po

ssibl

e so

urce

s

KR

A 2

: Tra

nspa

rent

and

Acc

ount

able

Bud

get a

nd E

xpen

ditu

re M

anag

emen

t Sys

tem

for t

he R

oad

Sect

or

Pa

ge |

103

Desir

ed

Outc

ome/s

Ou

tput

s to

be P

rodu

ced

Lear

ning

Ob

jectiv

es

Prop

osed

HRD

In

terv

entio

n

Targ

et L

earn

ers

Plan

ned

Sche

dule

Supp

ort R

equi

rem

ents

Sour

ce o

f Fu

nds

Number

Office/s

Position/s


Financial

Human Resource

Logistic

Executive Sponsors

hip

Other

EBAT

AP

team

imple

ments

an

d mon

itors

prog

ress

of

the S

FMP

to ge

nera

te re

venu

e for

the

prov

ince.

Enter

prise

As

set

Mana

geme

nt Pl

an in

clusiv

e of

the

follow

ing:

1. Lis

t of

exist

ing

facilit

ies of

the

prov

ince

2. Asse

ssme

nt of

curre

nt co

nditio

n of

the fa

cilitie

s 3.

Year

ly ma

inten

ance

co

st of

each

fac

ility

4. As

signe

d pe

rsonn

el/co

mmitte

e to

look i

nto th

e ma

inten

ance

of

facilit

ies

5. Bu

dget

prop

osal

inten

ded f

or

maint

enan

ce

subm

itted t

o De

partm

ent.

/unit h

ead

Partic

ipants

are

able

to ap

ply th

e dif

feren

t con

cepts

an

d prin

ciples

of

enter

prise

asse

t ma

nage

ment

in:

- o

rgan

ising

PGA

as

sets

(Phy

sical

and

Infra

struc

ture)

for

oper

ation

al an

d fina

ncial

tra

cking

e.g.

sche

dule

of as

sess

ed

value

/cond

ition,

year

ly ma

inten

ance

co

st an

d ass

ign

acco

untab

le pe

rsonn

el for

the

maint

enan

ce

task;

- d

raftin

g an

enter

prise

asse

t ma

nage

ment

plan;

and

- d

evelo

ping a

n ac

tion p

lan fo

r the

valid

ation

of

the en

terpr

ise

asse

t ma

nage

ment

plan

Train

ing on

En

terpr

ise A

sset

Mana

geme

nt --

Plan

ning

Wor

ksho

p (3

days

) --

Coac

hing

(2 da

ys)

28

All

RRDs

PG

DHs,

Un

it He

ad,

Sec

tion

head

s,

SAOs

, Ad

min.

Offic

ers,

Admi

n. As

st., &

Ad

min.

Aide

s El

ect'l

& Ci

vil E

ngr.

Arch

itect

Cons

t.Mai

nt.Ge

n. Fo

rema

n

P84,0

00

Reso

urce

Sp

eake

r (D

TI)

Docu

mento

r Secre

tariat

Ot

her

stake

holde

rs

Supp

lies

Venu

e Fo

od

Memo

ran

dum

Orde

r

GF

/EED

D- t

raini

ng

SC

HOLA

RSHI

P IM

PLEM

ENTA

TION

MAT

RIX

(Cale

ndar

Yea

r 201

4)

Field

s of S

tudy

Pr

opos

ed C

ours

es

Targ

et P

artic

ipan

ts

Plan

ned

Sche

dule

Num

ber

Offic

e/s

Posit

ion/

s Te

rm 1

(201

5)

Term

2 (2

015)

Finan

cial M

anag

emen

t St

rateg

ic Fin

ancia

l Man

agem

ent

Plan

ning

5

1. PT

O 2.

PBO

3. PA

CCO

4. EE

DD

5. PA

SSO

Admi

n. Of

ficer

s 3

2

Loca

l Gov

ernm

ent T

axati

on

Loca

l Gov

ernm

ent T

axati

on

(inclu

ding R

eal P

rope

rty V

aluati

on)

6

1. PA

SSO

2. PA

CCO

3. SP

4.

PBO

5. PT

O 6.

PASS

O

Admi

n. Of

ficer

s 3

3

KR

A 2

: Tra

nspa

rent

and

Acc

ount

able

Bud

get a

nd E

xpen

ditu

re M

anag

emen

t Sys

tem

for t

he R

oad

Sect

or

Pa

ge |

105

COST

EST

IMAT

E FO

R HR

D IN

TERV

ENTI

ONS

(Cale

ndar

Yea

r 201

4)

Prop

osed

HRD

In

terv

entio

ns

No. of Participants

Duration

Prof

essio

nal S

ervic

es F

ees (

PSF)

Ou

t-of-P

ocke

t Cos

ts (O

PC)

TOTA

L

Pre-Implementat

ion

Implementation

Post-Implementat

ion

Sub-Total

Supplies and

Materials

Printing and Reproductio

n

Venue and Accommoda

tion

Transportation

Communication

Miscellaneous/

Contingency

Sub-Total

(roun

ded

off)

Real

Prop

erty

Valua

tion T

raini

ng

15

5

24,00

0.00

24

,000.0

0 2,0

00.00

4,0

00.00

40

,000.0

0 1,0

00.00

,00

0.00

3,000

.00

50,00

0.00

75,00

0.00

Busin

ess P

lannin

g (T

raini

ng/

Wor

ksho

p)

18

8 2,7

00.00

20

,000.0

0 5,4

00.00

28

,100.0

0 3,6

00.00

4,7

00.00

37

,060.0

0 1,0

00.00

50

0.00

4,686

.00

51,54

6.00

80,00

0.00

Busin

ess P

lannin

g (B

ench

marki

ng)

2

2,0

00.00

57,60

0.00

108,0

00.00

1,0

00.00

16

,860.0

0 18

5,460

.00

186,0

00.00

Harm

oniza

tion o

f Pl

annin

g and

Bu

dgeti

ng P

roce

sses

36

2

24

,000.0

0

24,00

0.00

10,80

0.00

5,600

.00

54,84

0.00

2,000

.00

1,000

.00

7,424

.00

81,66

4.00

106,0

00.00

Enter

prise

Ass

et Ma

nage

ment

28

5

18,00

0.00

18

,000.0

0 5,6

00.00

6,2

00.00

43

,320.0

0 3,0

00.00

1,0

00.00

5,9

12.00

65

,032.0

0 84

,000.0

0

TOTA

LS

97

22

2,700

.00

86,00

0.00

5,400

.00

94,10

0.00

24,00

0.00

20,50

0.00

232,8

20.00

11

5,000

.00

3,500

.00

37,88

2.00

433,7

02.00

53

1,000

.00

MONI

TORI

NG A

ND E

VALU

ATIO

N PL

AN

Inter

venti

on T

itle

Upda

ting o

f Rea

l Pro

perty

Valu

ation

Plan

ned S

ched

ule

Janu

ary 2

014

Targ

et Le

arne

rs (O

ffice/P

ositio

ns)

PASS

O/

All P

ASSO

emplo

yees

invo

lve in

real

prop

erty

valua

tion

Numb

er of

Par

ticipa

nts

15

Finan

cial R

equir

emen

t P

75,00

0

Sour

ce of

Fun

ds

PAS

SO –

GF (T

raini

ng)

Leve

ls of

Eva

luat

ion

Indi

cato

rs

Meth

ods/

Tool

s Da

ta S

ourc

es

Sche

dule

Pers

on/s

Resp

onsib

le (W

hat w

ill yo

u m

easu

re?)

Leve

l 4: D

esire

d Outc

ome

Incre

ase i

n loc

al re

venu

e coll

ectio

n by

imple

menti

ng an

effic

ient a

nd ef

fectiv

e co

llecti

on sy

stem

of Re

al Pr

oper

ty Ta

x

Docu

ments

Rev

iew

Colle

ction

Rep

orts

of RP

T Ev

ery q

uarte

r/yea

r Pr

oces

s Own

er: P

ASSO

Leve

l 3: A

pplic

ation

Pa

rticipa

nts up

date

the S

FMV

of Re

al Pr

oper

ty Ta

x of th

e who

le pr

ovinc

e D

ocum

ents

Revie

w Int

ervie

w of

Supe

rviso

rs Int

ervie

w of

Partic

ipants

Upda

ted S

FMV

of RP

T for

Akla

n Su

pervi

sors

and P

artic

ipants

3 m

onths

after

inter

venti

on

Proc

ess O

wner

: PAS

SO

M an

d E T

eam

of

Lear

ning &

Dev

elopm

ent D

ivisio

n

Leve

l 2: L

earn

ing

Partic

ipants

are a

ble to

: -

exp

lain a

nd ap

ply th

e pro

cess

for

upda

ting t

he S

FMV

of Re

al Pr

oper

ty Ta

x -

pre

pare

a sa

mple

comp

utatio

n of r

eal

prop

erty

appr

aisal

and a

sses

smen

t

Docu

ments

Rev

iew

Skill

Obse

rvatio

n Ex

ercis

es

Durin

g inte

rventi

on

Facil

itatin

g/Tra

ining

Tea

m

Leve

l 1: L

earn

ers’

Reac

tion

Achie

veme

nt of

inter

venti

on ob

jectiv

e Fa

vour

able

feedb

ack o

n lea

rning

en

viron

ment

Post

Inter

venti

on E

valua

tion

Shee

t Pa

rticipa

nts

At th

e end

of th

e inte

rventi

on

Train

ing te

am

KR

A 2

: Tra

nspa

rent

and

Acc

ount

able

Bud

get a

nd E

xpen

ditu

re M

anag

emen

t Sys

tem

for t

he R

oad

Sect

or

Pa

ge |

107

Inter

venti

on T

itle

Busin

ess P

lannin

g

Plan

ned S

ched

ule

March

2014

(plan

ning w

orks

hop)

; May

2014

(ben

chma

rking

)

Targ

et Le

arne

rs (O

ffice/P

ositio

ns)

EEDD

, EBA

TA R

RDs/

Unit H

eads

, Sec

tion h

eads

, SAO

s, Ad

min.

Offic

ers,

Admi

n. As

st., &

Adm

in. A

ides

Numb

er of

Par

ticipa

nts

18

Finan

cial R

equir

emen

t Tr

aining

: P80

,000

Benc

hmar

king:

P186

,000

Sour

ce of

Fun

ds

Gen

eral

Fund

/EED

D-Tr

aining

Leve

ls of

Eva

luat

ion

Indi

cato

rs

Meth

ods/

Tool

s Da

ta S

ourc

es

Sche

dule

Pers

on/s

Resp

onsib

le (W

hat w

ill yo

u m

easu

re?)

Leve

l 4: D

esire

d Outc

ome

EEDD

imple

ments

and m

onito

rs pr

ogre

ss of

the

econ

omic

enter

prise

deve

lopme

nt pr

ogra

ms of

the

SFMP

to ge

nera

te re

venu

e for

the p

rovin

ce

Docu

ments

revie

w Fin

ancia

l Rep

orts

Month

ly/qu

arter

ly Pr

oces

s Own

er: E

EDD

Leve

l 3: A

pplic

ation

Pa

rticipa

nts us

e the

plan

to gu

ide re

venu

e ge

nera

ting p

rogr

ams a

nd ac

tivitie

s of E

EDD

units

Pa

rticipa

nts us

e the

actio

n plan

to gu

ide va

lidati

on

activ

ities o

f the s

trateg

ic bu

sines

s plan

Inter

view

with

Supe

rviso

r Do

cume

nts R

eview

He

ad of

EED

D Ap

prov

ed S

trateg

ic an

d Co

mpre

hens

ive B

usine

ss P

lan

Acco

mplis

hmen

t Rep

orts

After

2 mo

nths

Proc

ess O

wner

: EED

D M

and E

Tea

m of

Le

arnin

g & D

evt D

ivisio

n

Leve

l 2: L

earn

ing

Partic

ipants

are a

ble to

: -

co

nduc

t an i

ntern

al an

d exte

rnal

analy

sis of

the

PGA

envir

onme

nt -

de

velop

a dr

aft S

trateg

ic an

d Com

preh

ensiv

e Bu

sines

s plan

of ea

ch E

EDD

unit ;

-

int

egra

te ma

rketin

g, tec

hnica

l, man

agem

ent

and f

inanc

ial el

emen

ts int

o the

plan

; and

-

de

velop

actio

n plan

for v

alida

tion,

imple

menta

tion,

monit

oring

and e

valua

tion o

f the

plan

Asse

ssme

nt of

Inter

venti

on O

utputs

Dr

aft E

EDD

busin

ess p

lan

Imple

menta

tion,

Monit

oring

and

Evalu

ation

Plan

s Ac

tion p

lan fo

r vali

datio

n Do

cume

ntatio

n (Mi

nutes

, Pho

tos

& Sc

hedu

le of

Activ

ities)

Benc

hmar

king R

epor

t

Durin

g the

inter

venti

on

Facil

itatin

g/Tra

ining

team

Leve

l 1: L

earn

ers’

Reac

tion

Achie

veme

nt of

inter

venti

on ob

jectiv

e Fa

vour

able

feedb

ack o

n lea

rning

envir

onme

nt Po

st Int

erve

ntion

Ev

aluati

on S

heet

Partic

ipants

At

the e

nd of

the

inter

venti

on

Train

ing te

am

Inter

venti

on T

itle

Harm

onisi

ng th

e Plan

ning a

nd B

udge

ting P

roce

sses

Plan

ned S

ched

ule

May 2

014

Targ

et Le

arne

rs (O

ffice/P

ositio

ns)

EEDD

Unit

, RRD

s/ He

ads a

nd st

aff re

spon

sible

in pr

epar

ing bu

dget

prop

osal

of ea

ch of

fice

Numb

er of

Par

ticipa

nts

36

Finan

cial R

equir

emen

t P1

06,00

0

Sour

ce of

Fun

ds

PPD

O an

d othe

r pos

sible

fund s

ource

s

Leve

ls of

Eva

luat

ion

Indi

cato

rs

Meth

ods/

Tool

s Da

ta S

ourc

es

Sche

dule

Pers

on/s

Resp

onsib

le (W

hat w

ill yo

u m

easu

re?)

Leve

l 4: D

esire

d Outc

ome

Appr

oved

Ann

ual B

udge

t that

were

sub

mitte

d on

time a

nd co

ntain

PPAs

that

are a

ligne

d wi

th the

stra

tegic

direc

tions

of th

e pro

vince

Docu

ments

revie

w Ap

prov

ed A

IP

Annu

ally

Proc

ess O

wner

: PBO

Leve

l 3: A

pplic

ation

Pa

rticipa

nts to

prior

itize P

PAs a

ccor

ding t

o St

rateg

ic ob

jectiv

e of th

e pro

vince

, Pre

pare

AI

P of

their o

wn of

fice a

nd pr

epar

e ann

ual

targe

t outp

ut an

d sub

mit b

udge

t pro

posa

ls for

co

nside

ratio

n of L

FC

Inter

view

with

Supe

rviso

rs Do

cume

nts R

eview

Su

pervi

sors

Appr

oved

Ann

ual B

udge

t pr

epar

ed co

nsist

ent w

ith th

e Ap

prov

ed A

nnua

l Inve

stmen

t Pl

an w

here

in pr

ioritie

s of th

e lon

g ter

m pla

ns of

the p

rovin

ce

are c

onsid

ered

After

2 mo

nths

Proc

ess O

wner

: PBO

M

and E

Tea

m of

the

Lear

ning &

Dev

t Divi

sion

Leve

l 2: L

earn

ing

Partic

ipants

are a

ble to

: - d

raft a

n AIP

for t

heir r

espe

ctive

offic

es

acco

rding

to th

e prio

rities

of th

e pro

vince

- d

raft a

nnua

l targ

et ou

tput a

nd su

bmit b

udge

t pr

opos

als fo

r con

sider

ation

of LF

C

Skills

obse

rvatio

n Do

cume

nts R

eview

Dr

aft P

PA's,

AIP

and a

nnua

l tar

get fr

om th

e par

ticipa

nts

Docu

menta

tion (

Minu

tes,

Photo

s & S

ched

ule of

Acti

vities

) Be

nchm

arkin

g Rep

ort

Durin

g the

inter

venti

on

Facil

itatin

g/Tra

ining

team

Leve

l 1: L

earn

ers’

Reac

tion

Achie

veme

nt of

inter

venti

on ob

jectiv

e Fa

vour

able

feedb

ack o

n lea

rning

envir

onme

nt Po

st Int

erve

ntion

Eva

luatio

n Sh

eet

Partic

ipants

At

the e

nd of

the i

nterve

ntion

Tr

aining

team

KR

A 2

: Tra

nspa

rent

and

Acc

ount

able

Bud

get a

nd E

xpen

ditu

re M

anag

emen

t Sys

tem

for t

he R

oad

Sect

or

Pa

ge |

109

Inter

venti

on T

itle

Enter

prise

Ass

et Ma

nage

ment

Plan

ning

Plan

ned S

ched

ule

June

2014

Targ

et Le

arne

rs (O

ffice/P

ositio

ns)

All R

RDs/

PGDH

s, Un

it Hea

d, Se

ction

head

s, SA

Os, A

dmin.

Offic

ers,

Admi

n. As

st., &

Adm

in. A

ides,

Elec

t'l &

Civil

Eng

r., A

rchite

ct, C

onst.

Main

t. Gen

. For

eman

Numb

er of

Par

ticipa

nts

28

Finan

cial R

equir

emen

t P

84,00

0

Sour

ce of

Fun

ds

GF/

EED

D- tr

aining

Leve

ls of

Eva

luat

ion

Indi

cato

rs

Meth

ods/

Tool

s Da

ta S

ourc

es

Freq

uenc

y Pe

rson

/s Re

spon

sible

(Wha

t will

you

mea

sure

?)

Leve

l 4: D

esire

d Outc

ome

EBAT

AP te

am im

pleme

nts an

d mon

itors

prog

ress

of th

e En

terpr

ise A

sset

Mana

geme

nt Pl

an of

the S

FMP

to ge

nera

te re

venu

e for

the p

rovin

ce.

Docu

ments

Rev

iew

Finan

cial R

epor

ts An

nuall

y Pr

oces

s Own

er: P

GSO

Leve

l 3: A

pplic

ation

Pa

rticipa

nts us

e the

valid

ated e

nterp

rise a

sset

mana

geme

nt pla

n to m

anag

e and

main

tain P

GA as

sets.

Int

ervie

w wi

th Su

pervi

sors

Docu

ments

Rev

iew

Appr

oved

Ente

rpris

e Ass

et Ma

nage

ment

Plan

Af

ter 6

month

s Pr

oces

s Own

er: P

GSO

M

and E

Tea

m of

Lear

ning &

Dev

elopm

ent

Divis

ion

Leve

l 2: L

earn

ing

Partic

ipants

are a

ble to

apply

the d

iffere

nt co

ncep

ts an

d pr

incipl

es of

enter

prise

asse

t man

agem

ent in

: -

org

anisi

ng P

GA as

sets

(Phy

sical

and I

nfras

tructu

re) f

or

oper

ation

al an

d fina

ncial

trac

king e

.g. sc

hedu

le of

asse

ssed

value

/cond

ition,

year

ly ma

inten

ance

cost

and

assig

n acc

ounta

ble pe

rsonn

el for

the m

ainten

ance

task

; -

dra

fting a

n ente

rpris

e ass

et ma

nage

ment

plan;

and

- d

evelo

ping a

n acti

on pl

an fo

r the

valid

ation

of th

e en

terpr

ise as

set m

anag

emen

t plan

Pre-

and p

ost-

Test

Revie

w of

Inter

venti

on

Outpu

ts

Draft

Inve

ntory

of PG

A as

sets

Enter

prise

Ass

et Ma

nage

ment

Plan

Qu

estio

nnair

e

Durin

g the

inter

venti

on

Facil

itatin

g/Tra

ining

team

Leve

l 1: L

earn

ers’

Reac

tion

Achie

veme

nt of

inter

venti

on ob

jectiv

e Fa

vour

able

feedb

ack o

n lea

rning

envir

onme

nt Po

st Int

erve

ntion

Eva

luatio

n Sh

eet

Partic

ipants

At

the e

nd of

the

inter

venti

on

Train

ing te

am

Key

Ref

orm

Are

a 3

Fully

-Fun

ctio

ning

Inte

rnal

Con

trol

Sys

tem

, Inc

ludi

ng

an In

depe

nden

t Int

erna

l Aud

it fo

r th

e R

oad

Sect

or

KR

A 3

: Ful

ly-F

unct

ioni

ng In

tern

al C

ontro

l Sys

tem

, Inc

ludi

ng a

n In

depe

nden

t Int

erna

l Aud

it fo

r the

Roa

d Se

ctor

Pag

e | 1

11

KR

A RE

SULT

S CH

AIN

SLRM

Key

Ref

orm

Are

a 3

FULL

Y-FU

NCTI

ONIN

G IN

TERN

AL C

ONTR

OL S

YSTE

M, IN

CLUD

ING

AN IN

DEPE

NDEN

T IN

TERN

AL

AUDI

T FO

R TH

E RO

AD S

ECTO

R

Impa

ct

Inc

reas

ed ec

onom

ic ac

tivity

and i

mpro

ved a

cces

s to p

ublic

infra

struc

ture a

nd se

rvice

s in t

he S

outhe

rn P

hilipp

ines

Outc

ome

20

Prov

inces

have

stre

ngthe

ned i

nstitu

tiona

l cap

acity

and s

ystem

s to d

evelo

p and

imple

ment

road

secto

r plan

s in s

uppo

rt of

broa

d-ba

sed s

ustai

nable

socia

l and

econ

omic

deve

lopme

nt

Refo

rm O

bjec

tive

300

Fully

func

tionin

g inte

rnal

contr

ol sy

stems

and i

ntern

al au

dit se

rvice

s for

road

servi

ces d

elive

ry

PG O

utpu

t 30

00

Fully

Fun

ction

al Int

erna

l Con

trol S

ystem

s

Resu

lt St

atem

ents

31

00

32

00

33

00

An in

terna

l aud

it ser

vice o

ffice i

s full

y ope

ratio

nal a

nd a

dequ

ately

funde

d to c

arry

out it

s man

date

acco

rding

to na

tiona

l go

vern

men

t guid

eline

s. Int

erna

l con

trol s

ystem

s are

used

to im

prov

e the

effic

iency

, effe

ctive

ness

and a

ccou

ntabil

ity of

road

secto

r plan

ning a

nd

mana

geme

nt.

All o

ffices

relat

ed to

road

secto

r plan

ning a

nd m

anag

emen

t car

ry ou

t risk

asse

ssme

nts re

gular

ly.

SLRM

KRA

STA

TUS

and

COMP

ETEN

CY G

APS

SLRM

Key

Re

form

Ar

eas

Resu

lt St

atem

ents

Pe

rform

ance

In

dica

tors

Curre

nt S

tatu

s

Com

pete

ncy G

aps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t

3 - F

ully-

Func

tionin

g Int

erna

l Co

ntrol

Syste

m,

includ

ing an

ind

epen

dent

Inter

nal A

udit

for th

e roa

d se

ctor

3100

An

inter

nal

audit

servi

ce

office

is fu

lly

oper

ation

al an

d ad

equa

tely

funde

d to c

arry

out it

s ma

ndate

ac

cord

ing to

na

tiona

l go

vern

ment

guide

lines

.

APIA

O is

fully

oper

ation

al wi

th co

mpete

nt pe

rsonn

el an

d ade

quate

bu

dget.

The e

stabli

shme

nt of

APIA

O wa

s for

mally

ap

prov

ed by

the S

P in

2012

. Th

e offic

e is m

anne

d by

4 per

mane

nt sta

ff and

1 co

nsult

ant-la

wyer

and 1

co

ntrac

tual fo

r adm

in.

APIA

O ha

s co

nsoli

dated

the

follow

ing:

a) F

lowch

arts

of the

12

RRDs

b)

Risk

Man

agem

ent

Matric

es of

8 RR

Ds

APIA

O un

able

to co

ordin

ate w

ith ot

her

depa

rtmen

ts on

de

velop

ing th

eir IC

S inc

luding

iden

tifying

foc

al pe

rsons

AP

IAO

has n

ot ye

t co

nsoli

dated

the I

CS

of the

12 R

RDs.

APIA

O un

able

to or

ient a

nd co

ach t

he

12 R

RDs a

nd ot

her

depa

rtmen

ts in

deve

loping

their

ICS

Limite

d com

peten

cy in

pr

epar

ing au

dit re

ports

an

d man

uals

Unab

le to

cond

uct

coac

hing o

n flo

wcha

rting,

risk

asse

ssme

nt an

d othe

r au

dit pr

oces

ses t

o oth

er de

partm

ents

Lack

s add

itiona

l per

sonn

el to

perfo

rm ta

sks

APIA

O sta

ff lac

k the

co

mpete

ncy i

n dev

elopin

g IC

S.

Foca

l per

sons

in so

me R

RD

depa

rtmen

ts do

not

cons

isten

tly at

tend t

o se

ssion

s. AP

IAO

staff l

ack c

ompe

tency

in

techn

ical w

riting

and

prep

aring

man

uals.

AP

IAO

staff l

ack c

oach

ing,

pres

entat

ion an

d fac

ilitati

on

skills

to as

sist in

Risk

Ma

nage

ment

Matric

es an

d flo

wcha

rts

APIA

O sta

ff do n

ot ha

ve

adva

nced

tech

nical

(aud

it an

d inte

rnal

contr

ol)

comp

etenc

ies to

prov

ide

assis

tance

to ot

her u

nits

Cond

uctin

g coa

ching

on

flowc

hartin

g, ris

k as

sess

ment

and o

ther

audit

proc

esse

s An

alysin

g and

de

signin

g ICS

sy

stems

Do

cume

nting

and

manu

alisin

g IC

syste

ms

Prep

aring

and

deliv

ering

pr

esen

tation

s and

fac

ilitati

ng co

achin

g se

ssion

s Ta

rgeti

ng/se

lectin

g pa

rticipa

nts to

HRD

pr

ogra

ms

27 27 29 28

APIA

O

Man

ager

ial, A

dmin.

St

aff,

Supp

ort

Staff

Per

mane

nt

KR

A 3

: Ful

ly-F

unct

ioni

ng In

tern

al C

ontro

l Sys

tem

, Inc

ludi

ng a

n In

depe

nden

t Int

erna

l Aud

it fo

r the

Roa

d Se

ctor

Pag

e | 1

13

SLRM

Key

Re

form

Ar

eas

Resu

lt St

atem

ents

Pe

rform

ance

In

dica

tors

Curre

nt S

tatu

s

Com

pete

ncy G

aps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t

APIA

O co

nduc

ts an

nual

Inter

nal A

udit

of RR

Ds in

: a)

Ope

ratio

ns/

Mana

geme

nt Co

mplia

nce

b) I

nform

ation

Sy

stems

c)

Frau

d/ Fo

rens

ic

For

the y

ear 2

013,

there

is an

enac

tmen

t of

SP R

esolu

tion a

dopti

ng

and a

ppro

ving t

he

Annu

al Ri

sk-B

ased

Int

erna

l Aud

it Plan

of

the A

klan P

rovin

cial

Inter

nal A

udit O

ffice

(API

AO).

AP

IAO

was a

ble to

co

nduc

t OPE

RATI

ONS

and C

OMPL

IANC

E au

dit on

: Roa

d Ma

inten

ance

Sys

tem

durin

g the

2nd a

nd 3r

d qu

arter

of C

Y 20

13

follow

ing th

e pre

scrib

ed

Inter

nal A

udit P

roce

ss.

On

ly tw

o typ

es of

audit

we

re co

nduc

ted; o

ther

types

of au

dit su

ch as

ma

nage

ment

audit

, sy

stems

audit

, and

fra

ud au

dit w

ere n

ot ye

t eng

aged

.

Inade

quate

comp

etenc

ies on

ma

nage

ment

audit

, sys

tems

audit

and f

raud

audit

Ina

dequ

ate pe

rsonn

el to

perfo

rm th

e aud

iting f

uncti

on

Cond

uctin

g --

Mana

geme

nt Au

dit

-- Inv

estig

ation

/ Fa

ct-fin

ding

-- Fr

aud A

udit

Writi

ng an

d co

mmun

icatin

g Int

erna

l Aud

it Rep

orts

Analy

sing a

nd

desig

ning I

CS

syste

ms

23 28 27

APIA

O

Man

ager

ial, A

dmin.

St

aff,

Supp

ort

Staff

Per

mane

nt

SLRM

Key

Re

form

Ar

eas

Resu

lt St

atem

ents

Pe

rform

ance

In

dica

tors

Curre

nt S

tatu

s

Com

pete

ncy G

aps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t

Estab

lishe

d a po

ol of

IA F

ocal

Perso

ns in

all

PGA

depa

rtmen

ts

Ther

e is a

list o

f new

ide

ntifie

d foc

al pe

rsons

wh

o will

unde

rgo

orien

tation

/ re

orien

tation

on B

asic

ICS.

12

RRD

Foc

al pe

rsons

ha

ve be

en or

iented

on

Basic

Inter

nal C

ontro

l Sy

stem

and h

ow to

de

velop

an IC

S.

APIA

O Fo

cal P

erso

ns

of RR

Ds ha

ve

contr

ibuted

to th

e for

mulat

ion of

Ann

ual

Risk

-bas

ed In

terna

l Au

dit P

lan.

Ther

e is n

o de

signa

ted IA

Foc

al Pe

rson i

n eac

h de

partm

ent.

Foca

l per

sons

of al

l off

ices h

ave n

ot or

iented

their

re

pres

ented

offic

es on

Ba

sic In

terna

l Con

trol

Syste

m.

APAI

O Fo

cal P

erso

ns

of oth

er de

partm

ents

have

not y

et co

ntribu

ted to

the

formu

lation

of A

nnua

l Ri

sk-b

ased

Inter

nal

Audit

Plan

.

Unfam

iliarity

with

the B

ICS

conc

ept a

nd its

sign

ifican

ce

Foca

l per

sons

of so

me R

RDs

do no

t con

sisten

tly at

tend

serie

s of s

essio

ns; F

ocal

perso

ns in

some

RRD

s nee

d to

be re

-iden

tified

and

orien

ted.

Ther

e are

no de

signa

ted

Foca

l Per

sons

in ot

her

depa

rtmen

ts

Deve

loping

basic

Int

erna

l Con

trol

Syste

ms

Prep

aring

and

cond

uctin

g orie

ntatio

n ac

tivitie

s Ta

rgeti

ng/S

electi

ng

Partic

ipants

to H

RD

Inter

venti

ons

26 28

12

RRDs

D

esign

ated f

ocal

perso

ns

Per

mane

nt

3200

Int

erna

l con

trol

syste

ms ar

e us

ed to

im

prov

e the

eff

icien

cy,

effec

tiven

ess

and

acco

untab

ility

of ro

ad se

ctor

plann

ing an

d ma

nage

ment.

Estab

lishe

d Inte

rnal

contr

ol sy

stems

(IC

S) an

d pr

oced

ures

are

imple

mente

d in a

ll RR

Ds.

Ther

e is a

n esta

blish

ed

Inter

nal C

ontro

l Sys

tem

conta

ined i

n the

Op

erati

ons M

anua

l and

Ch

arter

. Ei

ght (

8) de

partm

ents

(PPD

O, P

EO, P

HRMO

, PG

SO, P

BO, P

TO,

PACC

O, A

PIAO

) hav

e do

cume

nted t

heir

proc

esse

s.

Of th

e 12 R

RDs t

hat

have

been

coac

hed o

n flo

w ch

artin

g, fou

r RR

Ds ha

ve no

t do

cume

nted t

heir

proc

ess f

low of

op

erati

ons.

Four

(4) o

ther R

RDs

have

yet to

deve

lop

their o

wn In

terna

l Co

ntrol

Syste

m.

Desig

nated

foca

l per

sons

of

other

depa

rtmen

ts ne

ed to

be

identi

fied a

nd ca

pacit

ated o

n int

erna

l con

trol.

Lax i

n imp

lemen

tation

of

sanc

tions

Deve

loping

basic

Int

erna

l Con

trol

Syste

ms

Analy

sing a

nd

desig

ning I

CS

syste

ms

Deve

loping

flowc

harts

an

d Risk

Ass

essm

ent

Matric

es

26 26 26

12

RRDs

De

signa

ted

focal

perso

ns

Perm

anen

t

KR

A 3

: Ful

ly-F

unct

ioni

ng In

tern

al C

ontro

l Sys

tem

, Inc

ludi

ng a

n In

depe

nden

t Int

erna

l Aud

it fo

r the

Roa

d Se

ctor

Pag

e | 1

15

SLRM

Key

Re

form

Ar

eas

Resu

lt St

atem

ents

Pe

rform

ance

In

dica

tors

Curre

nt S

tatu

s

Com

pete

ncy G

aps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t

Do

cume

nted f

low of

op

erati

ons o

r pr

oces

ses o

f the

front-

line s

ervic

es of

all

RRD

s are

eff

icien

t and

eff

ectiv

e.

COA

findin

gs in

dicate

mi

nimal

weak

ness

es of

IC

S in

the P

LGU.

COA

findin

gs in

some

de

partm

ents

indica

te lac

k of in

terna

l con

trol.

Incon

sisten

t par

ticipa

tion o

f so

me fo

cal p

erso

ns in

tra

ining

activ

ities

Lack

of co

mpete

ncies

in

deve

loping

oper

ation

s ma

nuals

So

me A

ccou

ntable

Offic

ers

(Coll

ectin

g and

Disb

ursin

g)

do no

t hav

e ade

quate

co

mpete

ncies

in C

ash

Mana

geme

nt

Some

foca

l per

sons

de

signa

ted to

atten

d tra

ining

ar

e not

familia

r with

all

oper

ation

s of th

e dep

artm

ent.

Manu

alisin

g pr

oces

ses a

nd

proc

edur

es

Imple

menti

ng In

terna

l Co

ntrol

proc

esse

s in

Cash

Man

agem

ent

29 30

12

RRDs

D

esign

ated f

ocal

perso

ns

Per

mane

nt

3300

Al

l offic

es

relat

ed to

road

se

ctor p

lannin

g an

d ma

nage

ment

carry

out r

isk

asse

ssme

nts

regu

larly.

All R

RDs h

ave

deve

loped

their

Risk

As

sess

ment

Matric

es an

d up

dated

their

RAM

ev

ery s

ix mo

nths.

Coac

hing o

n flo

wcha

rting o

f offic

e pr

oced

ures

and

proc

esse

s wer

e alre

ady

done

for t

he 12

RRD

s 8 R

RD's

deve

loped

the

ir Risk

Ass

essm

ent

Matric

es.

4 RRD

's an

d othe

r de

partm

ents

have

not

yet d

evelo

ped t

heir

Risk

Ass

essm

ent

Matric

es.

Desig

nated

foca

l per

sons

of

other

depa

rtmen

ts do

not

poss

ess a

dequ

ate

comp

etenc

y in R

isk

Asse

ssme

nt.

Cond

uctin

g Aud

it Risk

As

sess

ment

26

4 RRD

s an

d oth

er

depa

rtmen

ts

Desig

nated

foc

al pe

rsons

Perm

anen

t

IA F

ocal

Perso

ns

facilit

ate up

datin

g of

Risk

Ass

essm

ent

Matric

es.

7 Foc

al Pe

rsons

have

fac

ilitate

d Risk

As

sess

ment

discu

ssion

s and

up

dated

the R

AM.

The F

ocal

Perso

ns of

4 R

RD's

and o

ther

depa

rtmen

ts ha

ve no

t be

en ab

le to

do R

isk

Asse

ssme

nts.

Foca

l Per

sons

lack

facil

itatio

n sk

ills.

Foca

l per

sons

who

atten

ded

the tr

aining

cond

ucted

on

prep

aring

risk m

anag

emen

t ma

trices

have

alre

ady b

een

repla

ced.

Facil

itatin

g coa

ching

se

ssion

s Ta

rgeti

ng/S

electi

ng

Partic

ipants

to H

RD

Inter

venti

ons

28

12

RRDs

D

esign

ated f

ocal

perso

ns

Per

mane

nt

PRIO

RITI

SING

COM

PETE

NCY

GAPS

Co

mpe

tenc

y Gap

s Se

rious

ness

Sc

ore

Urge

ncy

Scor

e Gr

owth

Pot

entia

l Sc

ore

Tota

l

Imple

menti

ng In

terna

l Con

trol p

roce

sses

in

Cash

Man

agem

ent

Colle

cted f

ees n

ot de

posit

ed in

tact d

aily a

nd

cash

adva

nces

not fu

lly liq

uidate

d lea

d to

ineffic

ient fi

nanc

ial m

anag

emen

t and

re

portin

g.

10

Need

ed to

addr

ess C

OA fin

dings

10

Ex

posu

re to

theft

and l

oss i

s high

. 10

30

Docu

menti

ng an

d man

ualis

ing IC

syste

ms

Delay

in m

anua

lisati

on th

at wi

ll guid

e the

RR

Ds in

cond

uctin

g inte

rnal

contr

ol.

9 Ne

eded

to cl

arify

unit i

ntern

al co

ntrol

proc

esse

s 10

La

ck of

man

uals

to se

rve to

guide

int

erna

l con

trol c

ould

resu

lt in

inacc

urac

ies in

repo

rts an

d COA

fin

dings

.

10

29

Writi

ng an

d com

munic

ating

Inter

nal A

udit

Repo

rts

Diffic

ulty i

n the

deve

lopme

nt of

audit

repo

rts

leads

to no

n-co

mplia

nce w

ith IC

S re

quire

ments

.

9 Re

port

findin

gs ca

nnot

be ac

ted on

right

away

9

Tran

spar

ency

and i

ntegr

ity co

uld be

co

mpro

mise

d with

poor

repo

rting.

10

28

Prep

aring

and d

elive

ring p

rese

ntatio

ns

(inclu

ding o

rienta

tion a

ctivit

ies) a

nd fa

cilita

ting

coac

hing s

essio

ns

The r

equir

ed ris

k ass

essm

ent m

atrice

s and

int

erna

l con

trol fl

owch

arts

have

not b

een

comp

leted

.

9 Sh

ould

be im

pleme

nted b

y yea

r 1 fo

r mo

re ef

fectiv

e tra

nsfer

of le

arnin

g re I

CS

conc

epts

9 IA

man

date

and o

bjecti

ves w

ill no

t be

met.

Integ

rity of

the P

GA in

terna

l con

trol

syste

m wi

ll be c

ompr

omise

d.

10

28

Cond

uctin

g coa

ching

on flo

wcha

rting,

risk

asse

ssme

nt an

d othe

r aud

it pro

cess

es

APIA

O pe

rsonn

el ar

e not

able

to gu

ide th

e all

RRD

s in t

he de

velop

ment

and

docu

menta

tion o

f their

ICS.

8 Cl

oser

supe

rvisio

n is n

eede

d to m

ake

sure

that

outpu

ts ar

e acc

urate

. 9

ICS

syste

m wi

ll not

be fu

lly in

stalle

d. 10

27

Flowc

hartin

g and

Risk

Ass

essm

ent M

atrix

on

ICS

Diffic

ulty i

n the

deve

lopme

nt of

ICS

in so

me

RRDs

8

Delay

in su

bmiss

ion of

repo

rts

8 IC

S sy

stem

will n

ot be

fully

insta

lled.

10

26

Analy

sing a

nd de

signin

g ICS

syste

ms

APIA

O is

unab

le to

orien

t and

coac

h the

12

RRDs

and o

ther d

epar

tmen

ts in

deve

loping

the

ir ICS

.

8 De

lay in

subm

ission

of re

ports

8

ICS

syste

m wi

ll not

be fu

lly in

stalle

d. 10

26

Cond

uctin

g man

agem

ent a

udit,

inves

tigati

on/fa

ct-fin

ding,

and f

raud

audit

Fu

ll aud

it is n

ot ac

comp

lishe

d with

the

cond

uct o

f only

oper

ation

s and

comp

lianc

e au

dit.

8 Ca

n be d

elaye

d to Y

ear 3

in th

e ab

senc

e of a

dditio

nal p

erso

nnel

to co

nduc

t othe

r typ

es of

audit

5 IC

S sy

stem

will n

ot be

fully

insta

lled.

10

23

KR

A 3

: Ful

ly-F

unct

ioni

ng In

tern

al C

ontro

l Sys

tem

, Inc

ludi

ng a

n In

depe

nden

t Int

erna

l Aud

it fo

r the

Roa

d Se

ctor

Pag

e | 1

17

HRD

PLAN

IMPL

EMEN

TATI

ON M

ATRI

X (C

alen

dar Y

ear 2

014)

Desir

ed

Outc

ome/s

Ou

tput

s to

be

Prod

uced

Le

arni

ng

Objec

tives

Prop

osed

HR

D In

terv

entio

n

Targ

et L

earn

ers

Plan

ned

Sche

dule

Su

ppor

t Req

uire

men

ts

Sour

ce o

f Fu

nds

Number

Office/s

Position/s


Financial

Human Resource

Logistic

Executive Sponsors

hip

Other

Docu

mente

d flo

w of

oper

ation

s or

proc

esse

s for

ma

nage

ment

of ca

sh

adva

nces

an

d co

llecti

on of

fee

s of th

e fro

nt-lin

e se

rvice

s of

all R

RDs a

re

effici

ent a

nd

effec

tive

Upda

ted

hand

book

for

on C

ash

Mana

geme

nt Sy

stem

for

disbu

rsing

off

icers

Partic

ipants

are

able

to:

- d

iscus

s the

ro

les an

d re

spon

sibilit

ies

of dis

bursi

ng

and c

ollec

ting

office

rs -

exp

lain t

he

basic

conc

epts

on ca

sh

mana

geme

nt an

d inte

rnal

contr

ol sy

stem

- d

evelo

p gu

idelin

es fo

r ca

sh

mana

geme

nt pr

oces

ses (

e.g.

colle

ction

and

depo

sit of

fees

, liq

uidati

on of

ca

sh ad

vanc

es)

in the

ir re

spec

tive

depa

rtmen

ts

Cash

Ma

nage

ment

and I

ts IC

S

12

12

RRDs

PG

A-de

signa

ted co

llecti

ng

and

disbu

rsing

off

icers

12

0,400

Re

sour

ce

Perso

ns,

Secre

tariat

, Do

cume

ntor

RP V

ehicl

e, La

ptop,

LCD

Proje

ctor,

Micro

phon

e, S

peak

ers,

Train

ing

Kit,

Supp

lies

and

Mater

ials,

Venu

e, Fo

ods,

Memo

to

partic

ipants

ad

dres

sed

to De

pt.

Head

s

Invita

tion

Lette

r to

Reso

urce

Sp

eake

r, Me

mo to

pa

rticipa

nts,

Trav

el Or

der,

Comm

unica

tion

Lette

r

Mu

n. De

v't.

Fund

Of

fice -

De

pt. O

f Fin

ance

Desir

ed

Outc

ome/s

Ou

tput

s to

be

Prod

uced

Le

arni

ng

Objec

tives

Prop

osed

HR

D In

terv

entio

n

Targ

et L

earn

ers

Plan

ned

Sche

dule

Su

ppor

t Req

uire

men

ts

Sour

ce o

f Fu

nds

Number

Office/s

Position/s


Financial

Human Resource

Logistic

Executive Sponsors

hip

Other

APIA

O is

fully

oper

ation

al wi

th sy

stems

an

d pr

oces

ses

for in

terna

l co

ntrol

docu

mente

d in

manu

als

Relia

ble an

d frie

ndly-

user

ma

nual

as a

refer

ence

/ me

ans o

f ve

rifica

tion

Partic

ipants

are

able

to:

- d

escri

be th

e fis

cal

resp

onsib

ility

and

comp

onen

ts of

inter

nal c

ontro

l in

PGA

and

differ

ent R

RDs

- d

ocum

ent th

e int

erna

l con

trol

syste

m ele

ments

such

as

roles

and

resp

onsib

ilities

, au

thoriti

es an

d pr

oced

ures

in

each

of th

e RR

Ds

- e

xplai

n gu

idelin

es in

dr

afting

a us

er-

friend

ly int

erna

l au

dit m

anua

l

Tech

nical

Writi

ng an

d Ma

nual

Deve

lopme

nt

16

APIA

O 12

RRD

S

Mana

geri

al, A

dmin.

St

aff,

Supp

ort

Staff

, De

signa

ted F

P

10

5,000

.00

Reso

urce

Pe

rsons

, Se

cretar

iat,

Docu

mento

r

RP V

ehicl

e, La

ptop,

LCD

Proje

ctor,

Micro

phon

e, S

peak

ers,

Train

ing

Kit,

Supp

lies

and

Mater

ials,

Venu

e, Fo

ods,

Memo

to

partic

ipants

ad

dres

sed

to De

pt.

Head

s

Invita

tion

Lette

r to

Reso

urce

Sp

eake

r, Me

mo to

pa

rticipa

nts,

Trav

el Or

der,

Comm

unica

tion

Lette

r

PR

MF

KR

A 3

: Ful

ly-F

unct

ioni

ng In

tern

al C

ontro

l Sys

tem

, Inc

ludi

ng a

n In

depe

nden

t Int

erna

l Aud

it fo

r the

Roa

d Se

ctor

Pag

e | 1

19

Desir

ed

Outc

ome/s

Ou

tput

s to

be

Prod

uced

Le

arni

ng

Objec

tives

Prop

osed

HR

D In

terv

entio

n

Targ

et L

earn

ers

Plan

ned

Sche

dule

Su

ppor

t Req

uire

men

ts

Sour

ce o

f Fu

nds

Number

Office/s

Position/s


Financial

Human Resource

Logistic

Executive Sponsors

hip

Other

All R

RDs

have

de

velop

ed

their R

isk

Asse

ssme

nt Ma

trices

and

upda

ted th

eir

RAM

ever

y six

mon

ths.

Finali

zed

Flowc

harts

an

d Risk

As

sess

ment

Matric

es

Partic

ipants

are

able

to:

- e

xplai

n bas

ic co

ncep

ts an

d sig

nifica

nce o

f pr

epar

ing ris

k as

sess

ment

matric

es (R

AM)

and

flowc

hartin

g in

inter

nal a

udit

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evelo

p eff

ectiv

e ap

proa

ches

/ str

ategie

s on

deve

loping

RA

M an

d flo

wcha

rts

- d

ocum

ent th

e pr

oces

ses o

f ea

ch of

the

RRDs

Enha

ncing

de

velop

ment co

mpete

ncy o

n Flo

wcha

rting a

nd R

isk

Asse

ssme

nt W

orks

hop

on In

terna

l Co

ntrol

Syste

m

12

12

RR

Ds

AOs o

r De

signa

ted F

ocal

Perso

n

11

5,500

Re

sour

ce

Perso

ns,

Secre

tariat

, Do

cume

ntor

RP V

ehicl

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ptop,

LCD

Proje

ctor,

Micro

phon

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peak

ers,

Train

ing

Kit,

Supp

lies

and

Mater

ials,

Venu

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ods,

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to

partic

ipants

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dres

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to De

pt.

Head

s

Invita

tion

Lette

r to

Reso

urce

Sp

eake

r, Me

mo to

pa

rticipa

nts,

Trav

el Or

der,

Comm

unica

tion

Lette

r

AP

IAO

COST

EST

IMAT

E FO

R HR

D IN

TERV

ENTI

ONS

(Cal

enda

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r 201

4)

Prop

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Inte

rven

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No. of Participants

Duration (days)

Prof

essio

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ervic

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ees (

PSF)

Ou

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ocke

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ts (O

PC)

TOTA

L (ro

unde

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)

Pre-Implementation

Implementation

Post-Implementation

Sub-Total

Supplies and Materials

Printing and Reproduction

Transportation and Accommodation

Communication

Miscellaneous/ Contingency

Sub-Total

Cash

Man

agem

ent a

nd Its

IC

S for

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ectin

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12

6

30

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37

,150.0

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16,50

0.00

36,75

0.00

90,40

0.00

120,4

00.00

Tech

nical

Writi

ng an

d Ma

nual

Deve

lopme

nt fo

r the

RR

Ds

16

9

30

,000.0

0

30,00

0.00

22

,000.0

0

21,50

0.00

31,50

0.00

75,00

0.00

105,0

00.00

Flowc

hartin

g and

Risk

As

sess

ment

Wor

ksho

p on

ICS

for IA

Foc

al Pe

rson

s 12

6

30,00

0.00

30

,000.0

0

32,00

0.00

21

,500.0

0

32

,000.0

0

85

,500.0

0

11

5,500

.00

T O

T A

L S

40

21

0 90

,000.0

0 -

90,00

0.00

91,15

0.00

- 59

,500.0

0 10

0,250

.00

25

0,900

.00

340,9

00.00

KR

A 3

: Ful

ly-F

unct

ioni

ng In

tern

al C

ontro

l Sys

tem

, Inc

ludi

ng a

n In

depe

nden

t Int

erna

l Aud

it fo

r the

Roa

d Se

ctor

Pag

e | 1

21

SC

HOLA

RSHI

P IM

PLEM

ENTA

TION

MAT

RIX

(Cal

enda

r Yea

r 201

4)

Field

s of S

tudy

Pr

opos

ed C

ours

es

Targ

et P

artic

ipan

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Plan

ned

Sche

dule

Num

ber

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e/s

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ion/

s Te

rm 1

(201

5)

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2 (2

015)

Publi

c Adm

inistr

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Ma

ster in

Pub

lic A

dmini

strati

on

1 AP

IAO

IA IV

/

MONI

TORI

NG A

ND E

VALU

ATIO

N PL

AN

Inter

venti

on T

itle

Cash

Man

agem

ent a

nd It

s ICS

for C

ollec

ting

& Di

sbur

sing

Offic

ers

Dura

tion/

Da

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Janu

ary 2

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rticipa

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(Pos

itions

) Int

erna

l Aud

it Foc

al Pe

rsons

of 12

RRD

s

Numb

er of

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ticipa

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12

Budg

et P

120,4

00

Budg

et So

urce

/s Mu

n. De

v't. F

und O

ffice -

Dep

artm

ent o

f Fina

nce

Leve

ls of

Eva

luat

ion

Indi

cato

rs

Meth

ods/

Tool

s Da

ta S

ourc

es

Sche

dule

Pers

on/s

Resp

onsib

le (W

hat w

ill yo

u m

easu

re?)

Leve

l 4: D

esire

d Outc

ome

Docu

mente

d flow

of op

erati

ons o

r pro

cess

es fo

r ma

nage

ment

of ca

sh ad

vanc

es an

d coll

ectio

n of

fees o

f the f

ront-

line s

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all R

RDs a

re

effici

ent a

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fectiv

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Docu

ments

revie

w Int

ervie

w Sy

stems

Aud

it

Audit

Obs

erva

tion M

emor

andu

m (A

OM)

COA

repo

rts

Depa

rtmen

t hea

ds

Annu

ally

Proc

ess O

wner

: API

AO

Leve

l 3: A

pplic

ation

Pa

rticipa

nts ap

ply th

e guid

eline

s and

proc

esse

s in

cash

man

agem

ent

Wor

k Rev

iew

Finan

cial A

udit

Inter

views

Colle

cting

and d

isbur

sing o

fficer

s, off

icial

rece

ipts,

Cash

book

s,

Depo

sit sl

ips, F

inanc

ial re

ports

After

6 mo

nths

Proc

ess O

wner

: API

AO,

M&E

Team

of

Lear

ning a

nd D

evelo

pmen

t Div.

Leve

l 2: L

earn

ing

Partic

ipants

are a

ble to

: -

disc

uss t

he ro

les an

d res

pons

ibiliti

es of

dis

bursi

ng an

d coll

ectin

g offic

ers

- e

xplai

n the

basic

conc

epts

on ca

sh

mana

geme

nt an

d inte

rnal

contr

ol sy

stem

-

dev

elop g

uideli

nes f

or ca

sh m

anag

emen

t pr

oces

ses (

e.g. c

ollec

tion a

nd de

posit

of fe

es,

liquid

ation

of ca

sh ad

vanc

es) in

their

resp

ectiv

e de

partm

ents

Pre-

and p

ost-t

est

Revie

w of

Inter

venti

on

Outpu

ts

Upda

ted ha

ndbo

ok fo

r on C

ash

Mana

geme

nt Sy

stem

for

disbu

rsing

offic

ers

Ca

sh M

anag

emen

t Que

stion

naire

After

the i

nterve

ntion

Tr

aining

team

Leve

l 1: L

earn

ers’

Reac

tion

Achie

veme

nt of

inter

venti

on ob

jectiv

e Fa

vour

able

feedb

ack o

n lea

rning

envir

onme

nt Po

st Int

erve

ntion

Ev

aluati

on S

heet

Partic

ipants

At

the e

nd of

the i

nterve

ntion

Tr

aining

team

KR

A 3

: Ful

ly-F

unct

ioni

ng In

tern

al C

ontro

l Sys

tem

, Inc

ludi

ng a

n In

depe

nden

t Int

erna

l Aud

it fo

r the

Roa

d Se

ctor

Pag

e | 1

23

Inter

venti

on T

itle

Tech

nica

l Writ

ing

and

Manu

al De

velo

pmen

t for

Inte

rnal

Audi

t (IA

) Foc

al Pe

rson

s

Plan

ned S

ched

ule

Janu

ary 2

014

Targ

et Le

arne

rs (O

ffice/P

ositio

ns)

APIA

O an

d 12 R

RDs

Numb

er of

Par

ticipa

nts

16 pe

rsons

Finan

cial R

equir

emen

t P

105,0

00

Sour

ce of

Fun

ds

PRMF

Leve

ls of

Eva

luat

ion

Indi

cato

rs

Meth

ods/

Tool

s Da

ta S

ourc

es

Sche

dule

Pers

on/s

Resp

onsib

le (W

hat w

ill yo

u m

easu

re?)

Leve

l 4: D

esire

d Outc

ome

APIA

O is

fully

oper

ation

al wi

th sy

stems

an

d pro

cess

es fo

r inter

nal c

ontro

l do

cume

nted i

n man

uals.

Docu

ment

Revie

w Sy

stems

Aud

it De

partm

ent h

eads

Int

erna

l Aud

it Rep

orts

Annu

ally

Proc

ess O

wner

: API

AO

Leve

l 3: A

pplic

ation

Pa

rticipa

nts de

velop

accu

rate

and u

ser-

friend

ly int

erna

l aud

it man

uals

of all

RR

Ds.

Docu

ments

Rev

iew

Inter

view

with

user

s Int

erna

l Con

trol M

anua

l Fo

cal P

erso

ns

Supe

rviso

rs

After

6 mo

nths

Proc

ess O

wner

: API

AO,

M&E

Team

of

Lear

ning a

nd D

evelo

pmen

t Div.

Leve

l 2: L

earn

ing

Partic

ipants

are a

ble to

: -

des

cribe

the f

iscal

resp

onsib

ility a

nd

comp

onen

ts of

inter

nal c

ontro

l in P

GA

and d

iffere

nt RR

Ds

- d

ocum

ent th

e inte

rnal

contr

ol sy

stem

eleme

nts su

ch as

roles

and

resp

onsib

ilities

, auth

oritie

s and

pr

oced

ures

in ea

ch of

the R

RDs

- e

xplai

n guid

eline

s in d

raftin

g a us

er-

friend

ly int

erna

l aud

it man

ual

Pre-

and

Post-

Test

Inter

venti

on P

artic

ipants

Te

st Re

sults

Durin

g the

inter

venti

on

Facil

itator

and T

raini

ng te

am

Leve

l 1: L

earn

ers’

Reac

tion

Achie

veme

nt of

inter

venti

on ob

jectiv

e Fa

vour

able

feedb

ack o

n lea

rning

en

viron

ment

Post

Inter

venti

on E

valua

tion

Shee

t Pa

rticipa

nts

At th

e end

of th

e inte

rventi

on

Train

ing te

am

Inter

venti

on T

itle

Flow

char

ting

and

Risk

Ass

essm

ent W

orks

hop

on In

tern

al Co

ntro

l Sys

tem

for I

A Fo

cal P

erso

ns

Plan

ned S

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ule

May t

o Jun

e 201

4

Targ

et Le

arne

rs (O

ffice/P

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ns)

12 R

RDs

Numb

er of

Par

ticipa

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12 P

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ns

Finan

cial R

equir

emen

t P

15,50

0

Sour

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APIA

O

Leve

ls of

Eva

luat

ion

Indi

cato

rs

Meth

ods/

Tool

s Da

ta S

ourc

es

Freq

uenc

y Pe

rson

/s Re

spon

sible

(Wha

t will

you

mea

sure

?)

Leve

l 4: D

esire

d Outc

ome

All R

RDs h

ave d

evelo

ped t

heir R

isk

Asse

ssme

nt Ma

trices

and u

pdate

d the

ir RAM

ever

y six

month

s.

Mana

geme

nt Au

dit

Inter

nal A

udit r

epor

ts Ac

comp

lishm

ent R

epor

ts An

nuall

y Pr

oces

s Own

er: A

PIAO

Leve

l 3: A

pplic

ation

Pa

rticipa

nts de

velop

the f

lowch

arts

of ea

ch of

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RDs.

Wor

k sam

ple R

eview

Sy

stems

Aud

it Int

erna

l Aud

it rep

orts

Coac

hing P

lan

After

6 mo

nths

Proc

ess O

wner

: API

AO,

M&E

Team

of

Lear

ning a

nd D

evelo

pmen

t Div.

Leve

l 2: L

earn

ing

Partic

ipants

are a

ble to

: -

exp

lain b

asic

conc

epts

and

signif

icanc

e of p

repa

ring r

isk

asse

ssme

nt ma

trices

(RAM

) and

flo

wcha

rting i

n inte

rnal

audit

-

dev

elop e

ffecti

ve ap

proa

ches

/ str

ategie

s on d

evelo

ping R

AM an

d flo

wcha

rts

- d

ocum

ent th

e pro

cess

es of

each

of

the R

RDs

Pre-

and p

ost-t

est

Asse

ssme

nt of

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ts Ri

sk A

sses

smen

t Matr

ices

Flowc

harts

Int

erve

ntion

outpu

ts Qu

estio

nnair

e

Durin

g the

inter

venti

on

Facil

itator

and T

raini

ng te

am

Leve

l 1: L

earn

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Reac

tion

Achie

veme

nt of

inter

venti

on ob

jectiv

e Fa

vour

able

feedb

ack o

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rning

en

viron

ment

Post

Inter

venti

on E

valua

tion

Shee

t Pa

rticipa

nts

At th

e end

of th

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rventi

on

Train

ing te

am

KR

A 4

: Rei

nfor

cing

Loc

al G

over

nmen

t Pro

cure

men

t Pro

cess

es to

Cov

er th

e R

oad

Sect

or u

sing

Nat

iona

l Gov

ernm

ent L

aws a

nd R

egul

atio

ns

Pa

ge |

125

Key

Ref

orm

Are

a 4

Rei

nfor

cing

Loc

al G

over

nmen

t Pro

cure

men

t Pro

cess

es

to C

over

the

Roa

d Se

ctor

usi

ng N

atio

nal G

over

nmen

t L

aws a

nd R

egul

atio

ns

KR

A RE

SULT

S CH

AIN

SLRM

Key

Ref

orm

Are

a 4

REIN

FORC

ING

LOCA

L GO

VERN

MENT

PRO

CURE

MENT

PRO

CESS

ES T

O CO

VER

THE

ROAD

SEC

TOR

USIN

G NA

TION

AL G

OVER

NMEN

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WS

AND

REGU

LATI

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Impa

ct

Inc

reas

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onom

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and i

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00

Tran

spar

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rocu

rem

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00

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l pub

lic pa

rticipa

tion

The P

GA us

es an

elec

tronic

proc

urem

ent s

ystem

, ens

uring

tran

spar

ency

and g

ende

r equ

ity in

all o

f its p

rocu

reme

nt pr

oces

ses

and a

ctivit

ies

The P

GA ha

s an e

ffecti

ve re

cord

s man

agem

ent s

ystem

and d

ataba

se of

items

and c

osts

relat

ed to

good

s and

servi

ces i

n the

ro

ad se

ctor f

or a

nalys

ing te

nder

s

KR

A 4

: Rei

nfor

cing

Loc

al G

over

nmen

t Pro

cure

men

t Pro

cess

es to

Cov

er th

e R

oad

Sect

or u

sing

Nat

iona

l Gov

ernm

ent L

aws a

nd R

egul

atio

ns

Pa

ge |

127

SLRM

KRA

STA

TUS

and

COMP

ETEN

CY G

APS

SLRM

Ke

y Re

form

Ar

eas

Resu

lt St

atem

ents

Pe

rform

ance

In

dica

tors

Curre

nt S

tatu

s Co

mpe

tenc

y Ga

ps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Ga

ps

Reas

ons f

or

Gaps

Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t 4 -

Re

infor

cing

Loca

l Go

vern

ment

Proc

urem

ent

Proc

esse

s to

cove

r the

ro

ad se

ctor

using

na

tiona

l go

vern

ment

laws a

nd

regu

lation

s

4100

The B

ids

and A

ward

s Co

mmitte

e pr

ovide

s eff

ectiv

e lea

dersh

ip an

d ma

nage

ment

of all

road

re

lated

pr

ocur

emen

t ac

tivitie

s to

natio

nal

stand

ards

su

ppor

ted by

a c

apab

le Se

creta

riat

and i

nvolv

ing

mean

ingful

pu

blic

partic

ipatio

n.

BAC

meets

sta

ndar

ds se

t by

RA91

84 (t

imely

and

effici

ent p

roce

ssing

of

proc

urem

ent

requ

ireme

nts an

d pu

blic p

artic

ipatio

n)

Bidd

ing an

d Pr

ocur

emen

t acti

vities

(is

suan

ce of

Noti

ce of

Aw

ard,

Notic

e to

Proc

eed,

publi

catio

n of

biddin

g res

ults)

are

comp

leted

on sc

hedu

le an

d in a

ccor

danc

e to

set s

tanda

rds;

Im

pleme

nted

meas

ures

for t

he

accre

ditati

on of

su

pplie

rs.

Instan

ces o

f failu

re

of bid

ding d

ue to

no

inter

ested

bid

ders/

tende

rs or

inc

omple

te re

quire

d bid

ding d

ocum

ents

subm

itted a

nd po

st dis

quali

ficati

on of

bid

ders.

Bi

d ope

ning,

post-

quali

ficati

on an

d ev

aluati

on ar

e so

metim

es no

t sta

rted o

n tim

e or

postp

oned

.

Proc

essin

g of

docu

ments

are

delay

ed du

e to

incom

plete

requ

ireme

nts.

Lack

of

know

ledge

am

ong

proc

urem

ent

sta

keho

lders

abou

t the

stand

ards

set b

y RA

9184

Lack

of qu

orum

du

e to c

onflic

t of

sche

dule

with

offici

al co

mmitm

ents

No de

signa

ted

secti

on to

ov

erse

e pr

ocur

emen

t ac

tivitie

s

Mana

ging t

he

proc

urem

ent

proc

ess

30

PGSO

, PE

O,

PGO

PGSO

EE

DD

PBO

PASS

O PT

O PE

O DR

STMH

OP

A AG

RI

AQUA

BAC

BA

C TW

G BA

C Se

creta

riat

Perm

anen

t

The B

AC an

d its

TWG

and

Secr

etaria

t app

ly the

pr

ovisi

ons,

polic

ies

and s

tanda

rds

stipu

lated

in

Some

BAC

mem

bers

ar

e able

to ap

ply th

e pr

ovisi

ons o

f RA9

184.

BA

C Se

creta

riat a

ble

to pr

epar

es bi

dding

Some

mem

bers

are

unab

le to

apply

pr

ovisi

ons d

ue to

un

familia

rity w

ith

R.A.

9184

and i

ts IR

R am

endm

ents

New

memb

ers o

f the

Bids

and

Awar

ds h

ave n

ot un

derg

one

desir

ed

traini

ng/se

mina

r

Apply

ing

RA 91

84 in

pr

ocur

emen

t

27

PEO

PGSO

PT

O DR

STMH

OP

A AG

RI

BAC

TWG

Perm

anen

t

SLRM

Ke

y Re

form

Ar

eas

Resu

lt St

atem

ents

Pe

rform

ance

In

dica

tors

Curre

nt S

tatu

s Co

mpe

tenc

y Ga

ps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Ga

ps

Reas

ons f

or

Gaps

Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t RA

9184

. do

cume

nts an

d othe

r pe

rtinen

t doc

umen

ts re

lative

to

proc

urem

ent.

Some

mem

bers

of

BAC

atten

ded

proc

urem

ent

orien

tation

on R

A 91

84.

onR.

A. 91

84

AQUA

BAC

orien

ts sta

keho

lders

(NGO

's an

d othe

r de

pt., s

uppli

ers)

ab

out R

A918

4.

BAC

was a

ble to

orien

t inf

rastr

uctur

e co

ntrac

tors r

e pr

ocur

emen

t pro

cess

ba

sed o

n RA9

184.

Not a

ll BAC

me

mber

s are

able

to or

ient s

takeh

older

s ab

out th

e pr

ocur

emen

t pr

oces

s.

Unfam

iliarity

and

limite

d kno

wled

ge

of RA

9184

Lack

of

pres

entat

ion an

d fac

ilitati

on sk

ills

Lack

of m

odule

s on

RA9

184

No

t a pr

iority

task

of

BAC

memb

ers,

TWG

and

Secr

etaria

t

Apply

ing R

A 91

84 in

pr

ocur

emen

t De

velop

ing an

d de

liver

ing

orien

tation

mo

dules

24

PEO

PGSO

PT

O DR

STMH

OP

A AG

RI

AQUA

PGSO

, PE

O, P

GO

PGSO

EE

DD

PBO

PASS

O PT

O PE

O DR

STMH

OP

A AG

RI A

QUA

Perm

anen

t

KR

A 4

: Rei

nfor

cing

Loc

al G

over

nmen

t Pro

cure

men

t Pro

cess

es to

Cov

er th

e R

oad

Sect

or u

sing

Nat

iona

l Gov

ernm

ent L

aws a

nd R

egul

atio

ns

Pa

ge |

129

SLRM

Ke

y Re

form

Ar

eas

Resu

lt St

atem

ents

Pe

rform

ance

In

dica

tors

Curre

nt S

tatu

s Co

mpe

tenc

y Ga

ps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Ga

ps

Reas

ons f

or

Gaps

Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t BA

C se

creta

riat

prep

ares

pr

ocee

dings

that

captu

re al

l the

highli

ghts

of dis

cuss

ion an

d ag

reem

ents

durin

g the

proc

urem

ent

proc

ess.

Proc

eedin

gs of

pr

ocur

emen

t acti

vities

ar

e rec

orde

d and

tra

nscri

bed b

y se

cretar

iat.

Minu

tes of

pr

ocee

dings

are n

ot ab

le to

captu

re

some

high

lights

of

discu

ssion

s and

ag

reem

ents.

Ther

e is n

o as

signe

d do

cume

ntor

Limite

d co

mpete

ncy o

n tec

hnica

l writi

ng,

spec

ificall

y pr

oces

s do

cume

ntatio

n an

d pre

para

tion

of mi

nutes

of

BAC

meeti

ngs

Docu

menti

ng

meeti

ng

proc

eedin

gs

28

PGSO

PE

O BA

C Se

creta

riat

Perm

anen

t

4200

The P

LGU

uses

an

electr

onic

proc

urem

ent

syste

m,

ensu

ring

trans

pare

ncy

and g

ende

r eq

uity i

n all

of its

pr

ocur

emen

t pr

oces

ses

and

activ

ities.

Publi

catio

n of a

ll inf

orma

tion a

nd

comm

unica

tion

relat

ive to

the

cond

uct o

f pr

ocur

emen

t pr

oced

ures

are

avail

able

throu

gh

PHILG

EPS.

PHILG

EPS

is 10

0%

upda

ted th

ereb

y fac

ilitati

ng ea

sy ac

cess

to

infor

matio

n suc

h as

summ

ary o

f all b

idding

no

tices

, title

of

proje

cts, d

ate of

pu

blica

tion a

nd cl

osing

da

te inc

luding

notic

e of

awar

ds an

d pro

ceed

s.

Syste

m an

d netw

ork

failur

e ren

ders

PHILG

EPS

offlin

e an

d ina

cces

sible

Syste

m ma

inten

ance

ac

tivitie

s at

PHILG

EPS

None

Perc

entag

e of

supp

liers/

contr

actor

s inf

orme

d of b

idding

op

portu

nities

thr

ough

PHI

LGEP

S

100%

of su

pplie

rs w

ho

subm

it bids

inclu

de

print

outs

of bid

ding

oppo

rtunit

ies fr

om

PHILG

EPS.

Not a

ll acc

redit

ed

supp

liers

are w

illing

to

acce

ss

PHILG

EPS

Lack

of in

teres

t on

the p

rojec

t Lo

w co

mpute

r lite

racy

amon

g su

pplie

rs

None

SLRM

Ke

y Re

form

Ar

eas

Resu

lt St

atem

ents

Pe

rform

ance

In

dica

tors

Curre

nt S

tatu

s Co

mpe

tenc

y Ga

ps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Ga

ps

Reas

ons f

or

Gaps

Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t

BAC

secr

etaria

t me

mber

s are

able

to ac

cess

and u

pdate

PH

ILGEP

S

BAC

secr

etaria

t can

ac

cess

and u

pdate

PH

ILGEP

S

Not a

ll mem

bers

of

BAC

secr

etaria

t can

ac

cess

PHI

LGEP

S.

Some

BAC

Se

creta

riat

memb

ers d

o not

have

the

comp

etenc

y to

acce

ss an

d up

date

PHILG

EPS

Acce

ssing

and

upda

ting

PHILG

EPS

28

PGSO

PE

O BA

C Se

creta

riat

Perm

anen

t

ePro

cure

ment

Syste

m ins

talled

and

oper

ation

alise

d

No ac

comp

lishm

ent

Staff

are n

ot ye

t re

ady f

or th

e roll

out

of eP

rocu

reme

nt sy

stem.

Staff

are

unfam

iliar a

bout

ePro

cure

ment

Syste

m.

Oper

ating

an

ePro

cure

ment

Syste

m

23

PEO

PGSO

PT

O DR

STMH

OP

A AG

RI

AQUA

BAC

TWG

BA

C Se

creta

riat

Perm

anen

t

4300

The P

LGU

has a

n eff

ectiv

e re

cord

s ma

nage

ment

syste

m an

d da

tabas

e of

items

and

All in

forma

tion a

re

poste

d in t

he B

AC

eFilin

g Sys

tem.

Infor

matio

n con

taine

d in

the eF

iling S

ystem

for

infra

struc

ture

proje

cts.

Othe

r mod

es of

pr

ocur

emen

t and

go

ods a

nd

cons

ulting

serv

ices

not y

et en

code

d in

the B

AC eF

iling

Syste

m

BAC

Secr

etaria

t ca

nnot

cope

with

the

volum

inous

bid

ding

docu

ments

.

None

KR

A 4

: Rei

nfor

cing

Loc

al G

over

nmen

t Pro

cure

men

t Pro

cess

es to

Cov

er th

e R

oad

Sect

or u

sing

Nat

iona

l Gov

ernm

ent L

aws a

nd R

egul

atio

ns

Pa

ge |

131

SLRM

Ke

y Re

form

Ar

eas

Resu

lt St

atem

ents

Pe

rform

ance

In

dica

tors

Curre

nt S

tatu

s Co

mpe

tenc

y Ga

ps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Ga

ps

Reas

ons f

or

Gaps

Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t co

sts re

lated

to

good

s and

se

rvice

s in

the ro

ad

secto

r for

an

alysin

g ten

ders

.

Func

tiona

l BAC

eF

iling S

ystem

ge

nera

tes re

ports

tha

t infor

m de

cision

s on

awar

ding o

f bids

.

Eligi

bility

docu

ments

of

winn

ing bi

dder

s can

be

acce

ssed

by B

AC in

ev

aluati

ng bi

ds

BAC

eFilin

g Sys

tem

curre

ntly b

eing u

sed

only

as re

posit

ory o

f co

mplet

ed an

d aw

arde

d ten

der

The s

ystem

cann

ot tra

ck R

esolu

tions

/ Co

mplai

nts/P

rotes

ts/

Motio

ns fo

r Re

cons

idera

tion

filed b

y sup

plier

s/ co

ntrac

tors a

nd

BAC'

s acti

on (w

ithin

pers

pecti

ve pe

riod)

.

Syste

m no

t yet

fully

deve

loped

to

includ

e tra

cking

an

d othe

r mo

dules

that

will

fully

autom

ate

proc

urem

ent

proc

ess (

e.g.,

onlin

e sub

miss

ion

of bid

s, on

line

cond

uct o

f bid

ding a

nd

paym

ent o

f bid

docu

ments

) Lim

ited p

erso

nnel

to de

velop

the

modu

les

None

BAC

secre

tariat

en

code

s and

upda

tes

the eF

iling s

ystem

.

Enco

ded i

nform

ation

on

infra

struc

ture p

rojec

ts Ot

her g

oods

and

servi

ces n

ot ye

t en

code

d

Focu

s was

main

ly on

Infra

struc

ture

beca

use i

s a pr

iority

du

e to P

RMF.

None

BAC

secre

tariat

ac

cess

es an

d ge

nera

tes re

ports

from

the

eFilin

g Sys

tem

Secre

tariat

mem

bers

are

able

to ac

cess

and

gene

rate

repo

rts fr

om th

e eF

iling S

ystem

No ga

ps

No

ne

Prio

ritisi

ng C

ompe

tenc

y Gap

s Co

mpe

tenc

y Gap

s Se

rious

ness

Sc

ore

Urge

ncy

Scor

e Gr

owth

Pot

entia

l Sc

ore

Tota

l

Mana

ging t

he pr

ocur

emen

t pr

oces

s --

Apply

ing R

A 91

84 in

pr

ocur

emen

t

The p

resc

ribe p

roce

ss is

not fo

llowe

d re

sultin

g to d

elaye

d in p

roce

ssing

of bi

d re

quire

ments

. 10

Ne

ed to

be do

ne im

media

tely

10

Failu

re of

proc

urem

ent p

roce

ss an

d ine

fficien

cy of

proc

urem

ent p

roce

ss

Integ

rity of

PG

Aklan

will

be

comp

romi

sed.

10

30

Docu

menti

ng m

eetin

g pro

ceed

ings

BAC

Secr

etaria

t can

not c

aptur

ed th

e im

porta

nt hig

hligh

ts of

the pr

ocur

emen

t pr

oces

s. 8

Need

to be

done

imme

diatel

y 10

Ine

fficien

cy pr

ocur

emen

t pro

cess

ma

y hap

pen

10

28

Deve

loping

an or

ientat

ion m

odule

Very

few

supp

liers

are a

ccre

dited

and

partic

ipate

in the

bidd

ing pr

oces

s: NG

O's a

nd ot

her e

xtern

al sta

ke ho

lders

cann

ot me

aning

fully

partic

ipate

in the

bid

ding p

roce

ss.

8 Af

ter th

e tra

ining

on ap

plica

tion o

f RA

9184

has b

een c

ondu

cted

9

No tr

ansp

aren

cy of

the p

rocu

reme

nt pr

oces

s Inc

reas

e in f

ailur

e of b

idding

De

layed

in pr

oject

imple

menta

tion

10

27

Deliv

ering

and f

acilit

ating

or

ientat

ion m

odule

s/tra

ining

BA

C , B

AC T

WG

and S

ecre

tariat

ca

nnot

cond

uct a

mea

ningfu

l or

ientat

ion/tr

aining

on R

A 91

84 .

8 Af

ter th

e dev

elopm

ent o

f RA

9184

mo

dule

8

Supp

liers

and s

takeh

older

s un

familia

r in R

A 91

84 co

ntinu

e to b

e un

able

to co

mply

with

biddin

g re

quire

ments

. Lo

ss of

oppo

rtunit

y to a

chiev

e the

be

st va

lue fo

r mon

ey in

proc

urem

ent

8 24

Oper

ating

aneP

rocu

reme

nt Sy

stem

Lack

of or

ientat

ion m

akes

it dif

ficult

to

initia

te thi

s artic

ulated

prior

ity of

PGA

. 8

After

the c

ondu

ct of

basic

or

ientat

ion on

RA

9184

has b

een

cond

ucted

7

The r

oll ou

t of e

Proc

urem

ent S

ystem

wi

ll be d

elaye

d affe

cting

effic

iency

of

proc

urem

ent p

roce

ss.

8 23

Acce

ssing

and u

pdati

ng

PHILG

EPS

Not a

ble ac

cess

and p

ost a

ppro

priat

e inf

orma

tion r

elated

to pr

ocur

emen

t re

quire

ments

of P

GA A

klan

BAC

Secr

etaria

t not

able

to us

e data

co

ntain

in PH

ILGEP

S It’s

a re

quire

ment

of GP

PB

8 No

t urg

ent. S

taff h

ave b

een

traine

d on P

HILG

EPS

4 Th

e sup

plier

s can

not p

artic

ipate

in bid

ding a

ctivit

ies

9 21

KR

A 4

: Rei

nfor

cing

Loc

al G

over

nmen

t Pro

cure

men

t Pro

cess

es to

Cov

er th

e R

oad

Sect

or u

sing

Nat

iona

l Gov

ernm

ent L

aws a

nd R

egul

atio

ns

Pa

ge |

133

HRD

PLAN

IMPL

EMEN

TATI

ON M

ATRI

X (C

alen

dar Y

ear 2

014)

Desir

ed

Outc

ome/s

Ou

tput

s to

be

Prod

uced

Le

arni

ng

Objec

tives

Prop

ose

d HR

D In

terv

entio

n

Targ

et L

earn

ers

Plan

ned

Sche

dule

Supp

ort R

equi

rem

ents

So

urce

of

Fu

nds

Number

Office/s

Position/s


Financial

Human Resource

Logistic

Executive Sponsorshi

p

Other

BAC

meets

sta

ndar

ds se

t by

RA9

184

(timely

and

effici

ent

proc

essin

g of

proc

urem

ent

requ

ireme

nts)

Chec

klist

of pr

ocur

emen

t re

quire

ment

s; A

gree

d gu

idelin

es in

pr

oces

sing

proc

urem

ent

requ

ireme

nts a

nd

mana

ging

proc

urem

ent

proc

ess

At th

e end

of th

e int

erve

ntion

the

partic

ipants

will

be

able

to dis

cuss

the

prov

ision

s, sta

ndar

ds, p

olicie

s an

d pro

cess

of R

A 91

84.

Enha

nci

ng th

e Pr

ocur

eme

nt Pr

oces

s Ma

nage

ment

(RA

9184

)

6 BAC

, 8 B

AC

TWG

and 6

Se

cret

ariat

PGO

PGSO

EE

DD

PBO

PASS

O PTO

PEO

DRST

MH

OPA

AGRI

AQ

UA

BAC

Memb

er

BAC

TWG

BAC

Secre

tari

at

299,5

00.00

Re

sour

ce

Spea

ker

Docu

mento

r Se

cretar

iat

Mater

ials a

nd

supp

lies

Boar

d and

Lo

dging

or

reso

urce

sp

eake

r Me

als fo

r pa

rticipa

nts

Tra

ining

ve

nue

Trav

el Or

der

appr

ove b

y the

ir re

spec

tive

de

pt.

head

MD

FO-

DOF/

PG

SO/

PPDO

BAC

prov

ides

effec

tive

leade

rship

and

mana

geme

nt of

all ro

ad

relat

ed

proc

urem

ent

activ

ities t

o na

tiona

l sta

ndar

ds fo

r fas

t pr

epar

ation

of

proc

urem

ent

docu

ments

Loca

lized

Mo

dule

on

RA 91

84

At th

e end

of th

e int

erve

ntion

the

partic

ipants

will

be

able

to dr

aft a

modu

le on

RA

9184

that

will b

e us

ed on

orien

ting

stake

holde

rs ab

out th

e pr

ovisi

ons,

stand

ards

, poli

cies

and p

roce

ss of

RA

9184

.

Deve

lopi

ng a

Train

ing

Modu

le on

RA

9184

for

BAC

sta

keho

lde

rs

8 BAC

TW

G PE

O PG

SO

PTO

DRST

MH

OPA

AGRI

AQ

UA

BAC

TWG

61,45

0.00

Reso

urce

Sp

eake

r Do

cume

ntor

Secre

tariat

Mater

ials a

nd

supp

lies

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d and

Lo

dging

or

reso

urce

sp

eake

r Me

als fo

r pa

rticipa

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ve

nue

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el Or

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ir re

spec

tive

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O/

PGSO

/ PP

DO

SCHO

LARS

HIP

IMPL

EMEN

TATI

ON M

ATRI

X (C

alen

dar Y

ear 2

014)

Field

s of S

tudy

Pr

opos

ed C

ours

es

Targ

et P

artic

ipan

ts

Plan

ned

Sche

dule

Num

ber

Offic

e/s

Posit

ion/

s Te

rm 1

(201

5)

Term

2 (2

015)

Proc

urem

ent

ePro

cure

ment

andS

upply

Cha

in Te

chno

logies

2

PGSO

Ad

min.

Offic

er III

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mpute

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rator

II 1

1

Asse

t Man

agem

ent

Asse

t Man

agem

en F

unda

menta

ls Co

urse

2

PGSO

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min.

Offic

er III

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mpute

r Ope

rator

II 1

1

Proc

urem

ent

Proc

urem

ent C

ertifi

catio

n Tra

ining

Pro

gram

2

PGSO

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min.

Offic

er III

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mpute

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rator

II 1

1

Proc

urem

ent

Proc

urem

ent a

nd C

ontra

ct Ma

nage

ment

2 PG

SO

Admi

n. Of

ficer

III

Comp

uter O

pera

tor II

1 1

KR

A 4

: Rei

nfor

cing

Loc

al G

over

nmen

t Pro

cure

men

t Pro

cess

es to

Cov

er th

e R

oad

Sect

or u

sing

Nat

iona

l Gov

ernm

ent L

aws a

nd R

egul

atio

ns

Pa

ge |

135

COST

EST

IMAT

E FO

R HR

D IN

TERV

ENTI

ONS

(Cal

enda

r Yea

r 201

4)

Prop

osed

HRD

Inte

rven

tions

Number of

Participants

Duration

Prof

essio

nal S

ervic

es F

ees (

PSF)

Ou

t-of-P

ocke

t Cos

ts (O

PC)

TOTA

L

Pre-Implementat

ion

Implementation

Post-Implementat

ion

Sub-Total

Supplies and

Materials


n

Venue and Accommoda

tion

Transportation

Communication

Miscellaneaous/

Contingency

Sub-Total

Enha

ncing

the P

rocu

reme

nt Pr

oces

s Man

agem

ent (

RA 91

84)

20

3

10,00

0.00

30

,000.0

0 6,0

00.00

6,0

00.00

40

,000.0

0 19

2,000

.00

1,000

.00

24,50

0.00

269,5

00.00

29

9,500

.00

Deve

loping

and D

elive

ring a

Tr

aining

/Orie

ntatio

nMod

ule on

RA

9184

for

BAC

Stak

ehold

ers

8 5

10

,000.0

0

30,00

0.00

5,000

.00

8,000

.00

24,00

0.00

10,00

0.00

1,000

.00

4,800

.00

52,80

0.00

82,80

0.00

T O

T A

L S

28

8 0

20,00

0.00

0

60,0

00.00

1

1,000

.00

14,00

0.00

64,00

0.00

202,0

00.00

2,0

00.00

29

,300.0

0 32

2,300

.00

382,3

00.00

MONI

TORI

NG A

ND E

VALU

ATIO

N PL

AN

Inter

venti

on T

itle

ENHA

NCIN

G TH

E PR

OCUR

EMEN

T PR

OCES

S (R

A 91

84)

Plan

ned S

ched

ule

FEBR

UARY

2014

Targ

et Le

arne

rs (O

ffice/P

ositio

ns)

BAC

MEM

BER,

BAC

TW

G AN

D BA

C SE

CRET

ARIA

T

Numb

er of

Par

ticipa

nts

20

Finan

cial R

equir

emen

t P2

99,50

0.00

Sour

ce of

Fun

ds

MDFO

-DOF

/PGS

O/PP

DO

Leve

ls of

Eva

luat

ion

Indi

cato

rs

Meth

ods/T

ools

Data

Sou

rces

Sc

hedu

le Pe

rson

/s Re

spon

sible

(Wha

t will

you

mea

sure

?)

Leve

l 4: D

esire

d Outc

ome

BAC

meets

stan

dard

s set

by

RA91

84 (t

imely

and e

fficien

t pr

oces

sing o

f pro

cure

ment

requ

ireme

nts)

Docu

ment

Revie

w Cl

ient F

eedb

ack

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nal a

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xtern

al Cl

ients)

BAC

Acco

mplis

hmen

t Re

ports

Int

erna

l and

Exte

rnal

Clien

ts fee

dbac

k/sur

vey f

orm

After

6 mo

nths

Proc

ess O

wner

: BAC

Leve

l 3: A

pplic

ation

Pa

rticipa

nts ar

e able

to ap

ply th

e pr

ovisi

ons,

polic

ies an

d stan

dard

s sti

pulat

ed in

RA9

184 i

n the

bidd

ing

and p

rocu

reme

nt pr

oces

ses

Inter

view

with

the D

epar

tmen

t He

ad

Docu

ment

Revie

w

PGSO

Dep

artm

ent H

ead

Minu

tes of

Mee

tings

Ch

eckli

st of

Guide

lines

Af

ter 3

month

s Pr

oces

s Own

er: B

AC

Leve

l 2: L

earn

ing

At th

e end

of th

e int

erve

ntion

the

partic

ipants

will

be ab

le to

discu

ss

the pr

ovisi

ons,

stand

ards

, poli

cies

and p

roce

ss of

RA

9184

Pr

e-po

st tes

t Te

st Re

sults

Af

ter th

e int

erve

ntion

M

and E

Tea

m of

the

Lear

ning &

Dev’t

. Divi

sion

Leve

l 1: L

earn

ers’

Reac

tion

Achie

veme

nt of

inter

venti

on

objec

tives

Fa

vour

able

feedb

ack o

n eff

ectiv

enes

s of tr

aining

envir

onme

nt

Post

inter

venti

onev

aluati

on

shee

t Pa

rticipa

nts

After

the

inter

venti

on

M an

d E T

eam

of th

e Le

arnin

g &De

v’t. D

ivisio

n

KR

A 4

: Rei

nfor

cing

Loc

al G

over

nmen

t Pro

cure

men

t Pro

cess

es to

Cov

er th

e R

oad

Sect

or u

sing

Nat

iona

l Gov

ernm

ent L

aws a

nd R

egul

atio

ns

Pa

ge |

137

Inter

venti

on T

itle

DEVE

LOPI

NG A

TRA

ININ

G/OR

IENT

ATIO

N MO

DULE

ON

RA 91

84 F

OR B

AC S

TAKE

HOLD

ERS

Plan

ned S

ched

ule

MARC

H 20

15

Targ

et Le

arne

rs (O

ffice/P

ositio

ns)

BAC

TWG

Numb

er of

Par

ticipa

nts

8 PER

SONS

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cial R

equir

emen

t P8

2,800

.00

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ce of

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ds

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PGSO

/PPD

O

Leve

ls of

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luat

ion

Indi

cato

rs

Meth

ods/

Tool

s Da

ta S

ourc

es

Sche

dule

Pers

on/s

Resp

onsib

le (W

hat w

ill yo

u m

easu

re?)

Leve

l 4: D

esire

d Outc

ome

BAC

orien

ts sta

keho

lders

(N

GOs a

nd ot

her d

ept.,

supp

liers)

ab

out R

A918

4 Do

cume

nt Re

view

BAC

Acco

mplis

hmen

t Rep

orts

After

6 mo

nths a

nd on

eyea

r Pr

oces

s Own

er: B

AC

Leve

l 3: A

pplic

ation

BAC

TWG

deve

lops m

odule

s to o

rient

inter

nal a

nd ex

terna

l stak

ehold

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f the

PGA

proc

urem

ent p

roce

ss

(e.g.

contr

actor

s, su

pplie

rs, A

os of

oth

er de

partm

ents)

Docu

ment/

Wor

k Rev

iew

Final

Loca

lized

Mod

ule

on R

A 91

84

BAC

Memb

ers a

nd

Secr

etaria

t

After

4 mo

nths

Proc

ess O

wner

: BAC

Leve

l 2: L

earn

ing

At th

e end

of th

e int

erve

ntion

the

partic

ipants

will

be ab

le to

draft

a mo

dule

on R

A 91

84 th

at wi

ll be u

sed

on or

ientin

g stak

ehold

ers a

bout

the

prov

ision

s, sta

ndar

ds, p

olicie

s and

pr

oces

s of R

A 91

84

Asse

ssme

nt of

Outpu

ts W

orks

hopO

utputs

: Dr

aft Lo

caliz

ed M

odule

on

RA 91

84

After

the

inter

venti

on

M an

d E T

eam

of

the Le

arnin

g &De

v’t. D

ivisio

n

Leve

l 1: L

earn

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Reac

tion

Achie

veme

nt of

inter

venti

onob

jectiv

es

Favo

urab

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dbac

k on e

ffecti

vene

ss

of tra

ining

envir

onme

nt

Post

inter

venti

onev

aluati

on

shee

t Pa

rticipa

nts

After

inter

venti

on

M an

d E T

eam

of

the Le

arnin

g &De

v’t. D

ivisio

n

K

ey R

efor

m A

rea

5

Form

ulat

ing

and

Impl

emen

ting

a C

ompr

ehen

sive

H

uman

Res

ourc

e D

evel

opm

ent a

nd M

anag

emen

t Pla

n fo

r th

e R

oad

Sect

or

K

RA

5:

Form

ulat

ing

and

Impl

emen

ting

a C

ompr

ehen

sive

Hum

an R

esou

rce

Dev

elop

men

t and

Man

agem

ent P

lan

for t

he R

oad

Sect

or

Pa

ge |

139

KRA

RESU

LTS

CHAI

N

SLRM

Key

Ref

orm

Are

a 5

FORM

ULAT

ING

AND

IMPL

EMEN

TING

A C

OMPR

EHEN

SIVE

HUM

AN R

ESOU

RCE

DEVE

LOPM

ENT

AND

MANA

GEME

NT P

LAN

FOR

THE

ROAD

SEC

TOR

Impa

ct

Inc

reas

ed ec

onom

ic ac

tivity

and i

mpro

ved a

cces

s to p

ublic

infra

struc

ture a

nd se

rvice

s in t

he S

outhe

rn P

hilipp

ines

Outc

ome

20

Prov

inces

have

stre

ngthe

ned i

nstitu

tiona

l cap

acity

and s

ystem

s to d

evelo

p and

imple

ment

road

secto

r plan

s in s

uppo

rt of

broa

d-ba

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ustai

nable

socia

l and

econ

omic

deve

lopme

nt

Refo

rm O

bjec

tive

500

Incre

ased

capa

city o

f PLG

Us fo

r the

man

agem

ent a

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evelo

pmen

t of h

uman

reso

urce

s

PG O

utpu

t 50

00

Incre

ased

Cap

acity

of th

e Wor

kforce

to D

elive

r Roa

d Ser

vices

Resu

lt St

atem

ents

51

00

52

00

53

00

54

00

* *

The P

GA pr

epar

es fu

nds a

nd im

plem

ents

a mult

i-yea

r HRM

D Pl

an th

at gu

ides t

he ca

pacit

y dev

elopm

ent a

nd p

erfor

man

ce of

sta

ff inv

olved

in ro

ad se

ctor p

lannin

g and

man

agem

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pleme

nts an

d main

tains

a Hu

man

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urce

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rmati

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ystem

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ppor

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sonn

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and d

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aff re

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selec

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ende

r sen

sitive

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omply

with

gove

rnme

nt re

quire

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A

monit

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and

evalu

ation

syste

m is

used

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port

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e per

form

ance

of th

e HRM

DP an

d cap

acity

deve

lopme

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ogra

m for

the

road

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plem

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f per

form

ance

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luatio

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stem

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inf

orm

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sonn

el re

ward

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ince

ntive

s W

orkfo

rce

man

agem

ent a

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ther

HR

conc

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main

strea

med

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iffere

nt le

vels

of L

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anag

emen

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Lege

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Res

ult st

atem

ents

includ

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PRS

PMR.

SLRM

KRA

STA

TUS

and

COMP

ETEN

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APS

SLRM

Key

Re

sult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

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ps

Prio

rity

Scor

e*

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Perfo

rmer

s

Acco

mpl

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Pe

rform

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Gap

s Re

ason

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Po

sitio

n/s

Stat

us o

f Em

ploy

men

t

5100

Th

e PLG

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epar

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funds

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imple

ments

a mu

lti-ye

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t guid

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pacit

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velop

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perfo

rman

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of sta

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tegic

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Pr

ogra

ms

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for R

RD's

is cu

rrentl

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lised

. No

stra

tegic

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plan

to

imple

ment

PHRM

O is

still i

n the

pr

oces

s of tr

ansit

ioning

tow

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a str

ategic

role

in HR

MD.

Proc

ess f

or co

ordin

ation

wi

th PH

RMO

on

imple

menta

tion o

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activ

ities i

s not

yet

estab

lishe

d. PH

RMO

has l

imite

d ca

pacit

y to u

nder

take

strate

gic H

RMD

functi

ons.

Stra

tegic

plann

ing

30

PHR

MO

and

11

RRDs

Dep

artm

ent H

ead a

nd

Admi

nistra

tive

Offic

ers

Per

mane

nt

K

RA

5:

Form

ulat

ing

and

Impl

emen

ting

a C

ompr

ehen

sive

Hum

an R

esou

rce

Dev

elop

men

t and

Man

agem

ent P

lan

for t

he R

oad

Sect

or

Pa

ge |

141

SLRM

Key

Re

sult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

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Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t

mana

geme

nt.

Appr

oved

and f

unde

d St

rateg

ic 3-

year

HRM

D Pl

an w

hich s

erve

s as

the bl

uepr

int of

PGA

HR

and C

D Int

erve

ntion

s

HR S

trateg

ic Di

recti

on (a

co

mpon

ent o

f the s

trateg

ic pla

n) ha

s bee

n app

rove

d by

LCE.

St

rateg

ic HR

D Pl

an fo

r RR

D's i

s cur

rentl

y bein

g fin

alise

d.

HRMD

plan

has y

et to

be

comp

leted

(still

a wo

rk in

pr

ogre

ss).C

urre

nt pla

nning

foc

used

on H

RD an

d doe

s not

includ

e HRM

. HR

D Pl

an fo

r othe

r PGA

de

partm

ents

has y

et to

be

starte

d. PL

GU de

partm

ents/

office

s are

no

t yet

read

y to i

mplem

ent a

str

ategic

HRM

D Pl

an (e

.g.,

curre

ntly p

lannin

g and

im

pleme

ntatio

n of H

RD

activ

ities a

t the d

epar

tmen

t lev

el do

ne w

ithou

t coo

rdina

tion

with

PHRM

O).

Lack

of co

mpete

ncy i

n str

ategic

HRM

plan

ning

HROD

F su

ppor

t only

for

HRD

plann

ing.

Othe

r dep

artm

ent h

eads

ar

e not

familia

r with

str

ategic

HRM

D an

d the

ir ro

le in

this f

uncti

on.

Plan

ning a

nd

imple

menti

ng

strate

gic H

RM

functi

ons

30

PHR

MO

and1

2 RR

Ds

Dep

artm

ent H

ead a

nd

Admi

nistra

tive

Offic

ers

Per

mane

nt

SLRM

Key

Re

sult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Ga

ps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t

PHRM

O for

mulat

es

and c

onso

lidate

s a

multi-

year

HRM

D Pl

an

(initia

lly fo

r 201

4 -

2016

).

HRD

Core

Tea

m tha

t will

assis

t the P

HRMO

in

draft

ing th

e Stra

tegic

HRMD

Plan

has b

een

orga

nised

On

-goin

g HRD

int

erve

ntion

to bu

ild

comp

etenc

ies of

the

PHRM

O an

d the

HRD

co

re te

am in

deve

loping

the

Stra

tegic

HRMD

Plan

PH

RMO

and t

he H

R Co

re

Team

are f

inalis

ing th

e str

ategic

HRD

plan

for

RRDs

. Cr

eatio

n of T

raini

ng an

d De

velop

ment

Divis

ion th

at wi

ll sus

tain t

he H

RMD

plann

ing pr

oces

s

PHRM

O ha

s yet

to sta

rt for

mulat

ing th

e HRM

plan

for

PGA

and H

RD pl

an fo

r othe

r de

partm

ents.

T&D

Divis

ion is

newl

y-cr

eated

and n

ot ye

t fully

fun

ction

al.

Train

ing an

d de

velop

ment

divisi

on is

no

t yet

capa

citate

d to

harm

onise

HRD

plan

s of

all de

partm

ents.

Stra

tegic

HRM

Plan

ning

30

PHR

MO

and1

2 RR

Ds

Dep

artm

ent H

ead a

nd

Admi

nistra

tive

Offic

ers

Per

mane

nt

PLGU

depa

rtmen

ts pr

epar

e, all

ocate

and

monit

or th

eir H

RMD

budg

et ba

sed o

n a

plan.

PLGU

alloc

ates b

udge

t for

traini

ng fo

r all

depa

rtmen

ts.

Utilis

ation

is no

t bas

ed on

an

appr

oved

HRM

D Pl

an

Budg

et all

ocati

on fo

r tra

ining

is

not b

ased

on a

plan

Lack

of co

mpete

ncy t

o pla

n and

man

age H

RMD

prog

rams

amon

g LGU

de

partm

ents

Prep

aring

bu

dgets

base

d on

plan

s Mo

nitor

ing

budg

et uti

lisati

on

30

PHR

MO

and1

2 RR

Ds

Dep

artm

ent H

ead a

nd

Admi

nistra

tive

Offic

ers

Per

mane

nt

K

RA

5:

Form

ulat

ing

and

Impl

emen

ting

a C

ompr

ehen

sive

Hum

an R

esou

rce

Dev

elop

men

t and

Man

agem

ent P

lan

for t

he R

oad

Sect

or

Pa

ge |

143

SLRM

Key

Re

sult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Ga

ps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t

5200

Th

e PLG

U im

pleme

nts

and m

aintai

ns

a Hum

an

Reso

urce

s Inf

orma

tion

Syste

m to

supp

ort

oper

ation

s an

d guid

e pe

rson

nel

plann

ing an

d de

velop

ment.

HRMI

S ge

nera

tes

infor

matio

n tha

t guid

e pe

rson

nel p

lannin

g an

d dev

elopm

ent.

HRMI

S ge

nera

tes

pers

onne

l pro

file w

hich

includ

e tra

ining

prog

rams

att

ende

d tha

t can

be us

ed

as re

feren

ce fo

r HRD

pla

nning

.

HRMI

S is

not y

et ful

ly de

velop

ed to

captu

re an

d pr

ovide

infor

matio

n (e.g

., pe

rform

ance

) to b

etter

guide

de

cision

mak

ing in

HR

plann

ing an

d dev

elopm

ent.

HRMI

S pe

rson

nel d

ata is

not

yet r

eview

ed an

d full

y up

dated

.

HRMI

S pe

rson

nel d

ata is

no

t yet

revie

wed a

nd fu

lly

upda

ted.

None

SLRM

Key

Re

sult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Ga

ps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t

Instal

led an

d full

y-fun

ction

al HR

MIS

with

budg

et all

ocati

on

HRMI

S ha

s 4 fu

nctio

nal

syste

ms (a

ttend

ance

, lea

ve m

anag

emen

t, pe

rson

nel re

cord

s and

on

line a

pplic

ation

of H

R pr

oces

ses e

.g. T

rave

l Or

der a

nd O

fficial

Bu

sines

s).

HRMI

S sy

stem

instal

led

and o

pera

tiona

lized

in

main

site;

Emplo

yees

in

the m

ain si

te tra

ined o

n the

use o

f HRM

IS; 1

00%

of

main

site s

taff u

sing

functi

onal

HRMI

S sy

stems

. Fin

gerp

rints

of 70

% of

off

site e

mploy

ees

regis

tered

in bi

ometr

ic ma

chine

s As

signm

ent o

f one

(1)

comp

etent

PHRM

O sta

ff wo

rking

full-t

ime i

n ad

minis

tering

the H

RMIS

, inc

luding

fron

t-end

fun

ction

s De

signa

ted H

RMIS

point

pe

rsons

in de

partm

ents

maint

aining

the H

RMIS

Tr

aining

mod

ule on

HRM

IS

Appli

catio

n dev

elope

d and

re

ady f

or im

pleme

ntatio

n

HRMI

S for

perfo

rman

ce

mana

geme

nt an

d RSP

have

ye

t to be

deve

loped

. HR

MIS

not y

et ins

talled

in

offsit

e offic

es

Train

ing of

offsi

te of

fice s

taff

on th

e HRM

IS ha

s yet

to be

co

nduc

ted.

Back

log in

upda

ting H

R re

cord

s.

Perfo

rman

ce

mana

geme

nt an

d RSP

sy

stems

have

yet to

be

enha

nced

. Bi

ometr

ic Ma

chine

s int

egra

ted in

HRM

IS

have

yet to

be pu

rcha

sed

and i

nstal

led in

offsi

te off

ices.

Inade

quate

perso

nnel

to pe

rform

the f

ront-

end

functi

ons o

f the s

ystem

, inc

luding

upda

ting o

f HR

reco

rds

Recru

itmen

t of

comp

etent

staff f

urthe

r ha

mper

ed by

lack

of

planti

lla ite

m for

IT

posit

ion in

PHR

MO.

Using

the

HRMI

S Ap

plica

tion

25

Offsi

te PG

A Of

fices

All

posit

ions

Perm

anen

t

K

RA

5:

Form

ulat

ing

and

Impl

emen

ting

a C

ompr

ehen

sive

Hum

an R

esou

rce

Dev

elop

men

t and

Man

agem

ent P

lan

for t

he R

oad

Sect

or

Pa

ge |

145

SLRM

Key

Re

sult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Ga

ps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t

5300

St

aff

recru

itmen

t, se

lectio

n and

su

cces

sion

plann

ing

proc

esse

s are

me

rit ba

sed

gend

er

sens

itive a

nd

comp

ly wi

th go

vern

ment

requ

ireme

nts.

Recru

itmen

t/Plac

emen

t of

right

peop

le in

the

right

jobs

Some

comp

etent

job or

der

emplo

yees

hire

d for

pe

rman

ent p

ositio

ns

The r

ecru

itmen

t and

selec

tion

syste

m is

not d

ocum

ented

. So

me qu

alifie

d rec

ruits

(bas

ed

on Q

S re

quire

ments

) do n

ot ha

ve ne

eded

comp

etenc

ies to

pe

rform

on th

e job

.

Minim

um R

equir

emen

ts for

posit

ions d

o not

spec

ify co

mpete

ncies

an

d qua

lifica

tions

ne

eded

to ef

fectiv

ely

perfo

rm fu

nctio

ns of

the

posit

ion.

No sy

stem

for ev

aluati

ng

comp

etenc

ies

Inade

quate

co

mpete

ncies

of H

RMO

pers

onne

l resp

onsib

le for

RS

P

Deve

loping

an

d ins

tallin

g a

Recru

itmen

t, Se

lectio

n, an

d Pr

omoti

on

(RSP

) Sys

tem

30

PHR

MO

RSP

Divis

ion

, HRM

Sc

holar

s and

se

lecte

d AO’

s

Admi

nistra

tive

Offic

er

Per

mane

nt

Instal

led C

ompe

tency

an

d Mer

it-bas

ed R

SP

syste

m -

Esta

blish

ed ge

nder

se

nsitiv

e and

mer

it-ba

sed c

riteria

and

guide

lines

-

Stre

ngthe

ned R

SP

polic

ies an

d

guide

lines

in

acco

rdan

ce w

ith

CSC

issua

nces

-

Insta

lled

Datab

ank

of Ap

plica

nts

Exist

ing R

SP pr

oces

s co

mplia

nt wi

th CS

C po

licies

and g

uideli

nes

and p

rovid

es eq

ual

oppo

rtunit

ies fo

r all

appli

cants

Some

exist

ing po

sition

s are

no

t matc

hed w

ith ac

tual

functi

ons p

erfor

med a

nd no

t ali

gned

with

the o

rgan

isatio

nal

struc

ture.

Exist

ing R

SP pr

oces

s doe

s not

evalu

ate co

mpete

ncies

of

cand

idates

to va

cant

posit

ions.

Job m

ismatc

h Un

clear

orga

nisati

onal

struc

ture

Inade

quate

comp

etenc

y to

cond

uct o

rgan

isatio

nal

revie

w an

d red

esign

PH

RMO

lacks

co

mpete

ncy t

o dev

elop

and i

mplem

ent R

SP

syste

m an

d pro

cess

.

Revie

wing

and

rede

signin

g an

orga

nisati

onal

struc

ture

De

velop

ing

and i

nstal

ling a

Re

cruitm

ent,

Selec

tion,

and

Prom

otion

(R

SP)s

ystem

Deve

loping

an

RSP

Manu

al

Ma

nagin

g ch

ange

(s

ystem

s)

30 27 27 29

PHRM

O, H

RM

Scho

lars a

nd

selec

ted A

O’s

Admi

nistra

tive

Offic

er

Perm

anen

t

SLRM

Key

Re

sult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Ga

ps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t

Fully

func

tionin

g Pr

omoti

on an

d Se

lectio

n Boa

rd (P

SB)

PSB

estab

lishe

d in t

he

PLGU

PS

B pa

rticipa

tion i

n de

liber

ation

s as p

art o

f its

functi

ons

PSB

memb

ers h

ave l

imite

d ex

ercis

e of th

eir fu

nctio

ns.

The f

uncti

ons o

f the P

SB

are u

nclea

r. PS

B me

mber

s’ pe

rcep

tion t

hat P

SB

functi

ons a

re on

ly for

co

mplia

nce.

PHRM

O pe

rson

nel w

ere

not a

ble to

revie

w the

co

mpos

ition a

nd

functi

ons o

f PSB

. Sy

stem

to gu

ide P

SB in

the

imple

menta

tion o

f the

RSP

syste

m is

not in

pla

ce.

None

PHRM

O an

d De

partm

ent H

eads

joi

ntly i

mplem

entin

g RS

P sy

stem

PHRM

O an

d dep

artm

ent

head

s able

to pe

rform

RS

P fun

ction

s und

er th

e cu

rrent

syste

m (a

pplyi

ng

CSC

QS S

tanda

rds)

Disa

ppro

ved/

invali

dated

/ re

turne

d defe

ctive

ap

point

ments

by C

SC fo

r ex

isting

and n

ew po

sition

s.

Lack

of co

mpete

ncy o

n da

ta ev

aluati

on an

d re

view

of ap

point

ment

pape

rs am

ong

depa

rtmen

ts Un

clear

proc

edur

e in

crea

tion o

f pos

itions

by

depa

rtmen

t hea

ds. C

SC

circu

lars o

n RSP

not

disse

mina

ted to

othe

r de

partm

ents.

Imple

menti

ng a

Recru

itmen

t, Se

lectio

n and

Pr

omoti

on

(RSP

) Sys

tem

Re

viewi

ng

appo

intme

nt pa

pers

Docu

menti

ng

RSP

proc

esse

s

27 27 25

PHR

MO

and

11

RRDs

Hea

d and

As

st.

Depa

rtmen

t He

ad

Perm

anen

t

K

RA

5:

Form

ulat

ing

and

Impl

emen

ting

a C

ompr

ehen

sive

Hum

an R

esou

rce

Dev

elop

men

t and

Man

agem

ent P

lan

for t

he R

oad

Sect

or

Pa

ge |

147

SLRM

Key

Re

sult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Ga

ps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t

Comp

etenc

y-ba

sed j

ob

desc

riptio

ns de

velop

ed

for al

l PLG

U po

sition

s

Posit

ion de

scrip

tion f

orms

(P

DFs)

avail

able

for al

l ex

isting

posit

ions

Job d

escr

iption

s are

not w

ell-

defin

ed in

the P

DF.

Comp

etenc

ies ar

e not

includ

ed in

the j

ob

desc

riptio

ns.

PHRM

O sta

ff doe

s not

have

abilit

y to d

evelo

p co

mpete

ncy-

base

d job

de

scrip

tions

.

Deve

loping

co

mpete

ncy-

base

d job

de

scrip

tions

Deve

loping

co

mpete

ncy

mode

ls

28 30

PHR

MO

and

11

RRDs

Adm

inistr

ativ

e Offic

er

Perm

anen

t

5400

A

monit

oring

an

d ev

aluati

on

syste

m is

used

to re

port

on th

e pe

rform

ance

of

the

HRMD

P an

d ca

pacit

y de

velop

ment

prog

ram

for

the ro

ad

secto

r.

HRMD

P ge

nera

tes

repo

rts on

the

perfo

rman

ce of

the

HRMD

P an

d cap

acity

de

velop

ment

prog

ram

of the

road

secto

r.

None

yet

Perfo

rman

ce of

HRM

D pr

ogra

ms is

not r

epor

ted.

M&E

syste

m tha

t will

gene

rate

repo

rts ha

s yet

to be

estab

lishe

d.

Non

e

HRMD

P Mo

nitor

ing

and E

valua

tion S

ystem

es

tablis

hed

None

yet

M&E

syste

m ha

s yet

to be

es

tablis

hed.

PHRM

O ha

s lim

ited

comp

etenc

y in

estab

lishin

g and

ins

tallin

g an M

&E

Syste

m.

Deve

loping

an

d ins

tallin

g a

Monit

oring

and

Evalu

ation

(M

&E)

Syste

m

26

PHR

MO

and

11

RRDs

Adm

inistr

ativ

e Offic

er

Per

mane

nt

* Th

e PLG

U im

pleme

nts

capa

city

deve

lopme

nt pr

ogra

ms fo

r sta

ff de

velop

ment

and a

staff

pe

rform

ance

ev

aluati

on

Instal

led an

d im

pleme

nted s

ystem

s: -

Rew

ards

and

Reco

gnitio

n Sys

tem

- P

erfor

manc

e Ev

aluati

on S

ystem

-

Hum

an R

esou

rce

Deve

lopme

nt Sy

stem

PMS,

HRD

, and

Rew

ards

an

d Rec

ognit

ion

prior

itised

in P

GA H

R St

rateg

ic Di

recti

ons

Admi

nistra

tive O

fficer

s (p

erfor

ming

HR

functi

ons

in the

ir res

pecti

ve

depa

rtmen

ts) or

iented

on

SPMS

by C

SC

No sy

stems

for:

- C

ompe

tency

-bas

ed

Perfo

rman

ce M

anag

emen

t -

Per

forma

nce-

base

d Re

ward

s and

Rec

ognit

ion

- C

ompe

tency

-bas

ed H

RD

PHRM

O lac

ks ca

pacit

y to

deve

lop th

ese H

RMD

syste

ms.

Deve

loping

an

d ins

tallin

g HR

MD

Syste

ms

- S

trateg

ic Pe

rform

ance

Ma

nage

ment

Syste

m

(SPM

S)

30

PHRM

O an

d 11

RR

Ds

Adm

inistr

ativ

e Offic

er

Per

mane

nt

SLRM

Key

Re

sult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Ga

ps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t

syste

m tha

t inf

orms

pe

rson

nel

rewa

rds a

nd

incen

tives

.

-

Rew

ards

and

Reco

gnitio

n

Syste

m

- H

RD S

ystem

Ma

nagin

g Ch

ange

(s

ystem

s)

24 30 29

Staff

deve

lopme

nt pr

ogra

ms ad

dres

s co

mpete

ncy g

aps

identi

fied i

n pe

rform

ance

ev

aluati

on

PGA

pers

onne

l atte

nded

tra

ining

prog

rams

pr

ovide

d by n

ation

al ov

ersig

ht ag

encie

s.

Train

ing ac

tivitie

s are

not

guide

d by T

NA.

TNA

has n

ot be

en

cond

ucted

. Pl

annin

g hu

man

reso

urce

de

velop

ment

inter

venti

ons

(inclu

ding

asse

ssing

tra

ining

need

s an

d ide

ntifyi

ng

appr

opria

te HR

D int

erve

ntion

s)

30

PHR

MO

and

11

RRDs

Adm

inistr

ativ

e Offic

er

Perm

anen

t

PHRM

O an

d PRA

ISE

effec

tively

imple

ment

Perfo

rman

ce-b

ased

Re

ward

s and

Re

cogn

ition p

rogr

ams

PRAI

SE C

ommi

ttee

crea

ted in

PGA

in 20

05

PRAI

SE C

ommi

ttee i

s not

fully

fun

ction

al -

Sala

ry in

creas

es ar

e im

pleme

nted a

cros

s-the

-bo

ard.

- R

ewar

ds ar

e not

perfo

rman

ce-b

ased

.

Rewa

rds a

nd

Reco

gnitio

n Sys

tem

that w

ill gu

ide th

e ad

minis

tratio

n of r

ewar

ds

and i

ncen

tives

need

to

be in

stalle

d.

Instal

ling a

Re

ward

s and

Re

cogn

ition

Syste

m)

24

PHR

MO

and

11

RRDs

Adm

inistr

ativ

e Offic

er

Perm

anen

t

K

RA

5:

Form

ulat

ing

and

Impl

emen

ting

a C

ompr

ehen

sive

Hum

an R

esou

rce

Dev

elop

men

t and

Man

agem

ent P

lan

for t

he R

oad

Sect

or

Pa

ge |

149

SLRM

Key

Re

sult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Ga

ps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t

* W

orkfo

rce

mana

geme

nt an

d othe

r HR

conc

erns

are

mains

tream

ed

at dif

feren

t lev

els of

LGU

mana

geme

nt.

Stra

tegic

HR fu

nctio

ns

mains

tream

ed to

de

partm

ents

-

Clea

rly de

fined

, co

mmun

icated

an

d per

forme

d HR

Roles

in th

e

depa

rtmen

ts by

he

ads a

nd A

Os

Some

HR

roles

have

been

cla

rified

and a

re be

ing

perfo

rmed

by de

partm

ent

head

s (su

ch as

att

enda

nce m

onito

ring,

reco

mmen

ding

regu

larisa

tion o

f staf

f, ad

dres

sing H

R iss

ues

withi

n the

depa

rtmen

t, etc

.) 12

RRD

Hea

ds an

d As

sistan

t Dep

t. Hea

ds

clarifi

ed th

eir R

R ro

les

throu

gh H

RD in

terve

ntion

s im

pleme

nted (

leade

rship

deve

lopme

nt, ch

ange

ma

nage

ment,

role

clarifi

catio

n)

Some

Dep

t. Hea

ds ha

ve no

t ful

ly pe

rform

ed st

rateg

ic HR

fun

ction

s. So

me H

R sy

stems

are n

ot we

ll-defi

ned a

nd no

t yet

in pla

ce (e

.g. gr

ievan

ce,

emplo

yee d

iscipl

ine) t

o eff

ectiv

ely ca

scad

e HR

functi

ons t

o the

depa

rtmen

ts.

Dept.

Hea

ds an

d Ass

t. De

pt. H

eads

have

not

been

prep

ared

to

perfo

rm st

rateg

ic HR

fun

ction

s. -

Othe

r dep

artm

ents

(26)

have

not a

ttend

ed

works

hops

to cl

arify

the

ir HR

roles

PH

RMO

does

not h

ave

the ca

pacit

y to d

evelo

p an

d cas

cade

HRM

D sy

stems

.

Deve

loping

HR

MD

Syste

ms

Pr

epar

ing an

d de

liver

ing

orien

tation

/pres

entat

ion

activ

ities

27 21

PHRM

O an

d 11

RR

Ds

Depa

rtmen

t He

ads a

nd

Admi

nistra

tive

Offic

er

Perm

anen

t

SLRM

Key

Re

sult

Stat

emen

ts

Perfo

rman

ce

Indi

cato

rs

Curre

nt S

tatu

s Co

mpe

tenc

y Ga

ps

Prio

rity

Scor

e*

Job

Perfo

rmer

s

Acco

mpl

ishm

ents

Pe

rform

ance

Gap

s Re

ason

s for

Gap

s Of

fice/s

Po

sitio

n/s

Stat

us o

f Em

ploy

men

t

HR P

olicie

s are

im

pleme

nted a

nd

follow

ed at

the

depa

rtmen

t leve

l.

Crea

tion o

f Akla

n Pr

ovinc

ial G

over

nmen

t As

socia

tion o

f Ad

minis

trativ

e Offic

ers

(APG

AAO)

that

prov

ides

venu

e for

disc

ussio

n of

HR m

atter

s and

HR

issue

s with

in the

ir re

spec

tive d

epar

tmen

ts Pr

ovisi

on of

upda

tes on

HR

polic

ies, is

suan

ces

and o

ther H

R ma

tters

du

ring d

epar

tmen

tal

meeti

ngs b

y som

e AOs

APGA

AO ha

s not

yet fu

lly

estab

lishe

d its

orga

nisati

onal

identi

ty in

PGA;

not y

et fu

lly

functi

onal.

Ca

scad

ing of

HR

infor

matio

n is

not p

erfor

med b

y som

e AO

s.

APGA

AO is

newl

y cr

eated

. La

ck of

confi

denc

e of

some

AOs

to

disse

mina

te inf

orma

tion

HR ro

les of

AOs

in so

me

depa

rtmen

ts ar

e not

clear

.

None

K

RA

5:

Form

ulat

ing

and

Impl

emen

ting

a C

ompr

ehen

sive

Hum

an R

esou

rce

Dev

elop

men

t and

Man

agem

ent P

lan

for t

he R

oad

Sect

or

Pa

ge |

151

Prio

ritisi

ng C

ompe

tenc

y Gap

s

Com

pete

ncy G

aps

Serio

usne

ss

Scor

e Ur

genc

y Sc

ore

Grow

th P

oten

tial

Scor

e To

tal

Deve

loping

and i

nstal

ling a

Stra

tegic

Perfo

rman

ce M

anag

emen

t Sys

tem

(SPM

S)

Curre

nt PM

S do

es no

t ca

pture

the a

ctual

perfo

rman

ce of

emplo

yees

an

d high

perfo

rmer

s are

not

reco

gnise

d. Pr

oduc

tivity

Ince

ntive

Bon

us

is ad

minis

tered

acro

ss-th

e-bo

ard s

ince a

ll per

forma

nce

ratin

gs ar

e VS,

even

for n

on-

perfo

rmer

s. T

here

fore,

PIB

is no

t ser

ving i

ts pu

rpos

e sinc

e pe

rson

nel e

valua

tion i

s not

perfo

rman

ce-b

ased

but fo

r co

mplia

nce o

nly.

10

Comp

lianc

e to C

SC M

C No

. 6 s.

20

12, "

requ

iring a

ll LGU

s to h

ave

an in

stalle

d SPM

S by

Janu

ary

2014

"

10

Conti

nued

ineff

icien

cy be

caus

e pe

rform

ance

is no

t mon

itore

d, ev

aluate

d and

enha

nced

--

may d

iscou

rage

and d

emor

alise

pe

rson

nel w

ho pe

rform

well

--

may p

rodu

ce co

nflict

amon

g em

ploye

es be

caus

e of p

otenti

al wo

rk ov

erloa

ding a

nd un

der

loadin

g Inc

reas

e in p

erso

nnel

cost

beca

use L

GU m

ay ha

ve to

hire

ad

dition

al an

d mor

e com

peten

t pe

rson

nel to

do th

e job

. As a

re

sult,

LGU

will h

ave d

ifficu

lty in

ac

hievin

g its

targe

ts an

d stra

tegic

goals

.

10

30

Plan

ning H

uman

Res

ource

De

velop

ment

(HRD

) Inte

rven

tions

* i

nclud

ing as

sess

ing tr

aining

need

s an

d ide

ntifyi

ng

appr

opria

te HR

D int

erve

ntion

s)

Identi

ficati

on of

train

ing

prog

rams

and p

artic

ipants

are

not n

eed-

base

d and

resu

lts in

los

t inve

stmen

t.

10

Prop

osed

for im

pleme

ntatio

n wi

thin t

his ye

ar (2

014)

PA

HROD

F ini

tiativ

es to

help

PGA

to de

velop

mer

it-bas

ed sy

stem

will

not b

e sus

taine

d if c

ompe

tency

in

this a

rea i

s not

deve

loped

.

10

Inves

tmen

t in pe

ople

will n

ot be

ful

ly op

timise

d tha

t cou

ld lea

d to

lack o

f bud

get o

r sup

port

for H

RD

prog

rams

.

10

30

Com

pete

ncy G

aps

Serio

usne

ss

Scor

e Ur

genc

y Sc

ore

Grow

th P

oten

tial

Scor

e To

tal

Deve

loping

and i

nstal

ling a

Hum

an

Reso

urce

Dev

elopm

ent (

HRD)

Sy

stem

*In

cludin

g Tar

getin

g/Sele

cting

pa

rticipa

nts to

HRD

Inter

venti

ons

Train

ing pr

ogra

ms at

tende

d by

emplo

yees

have

no re

turn

of inv

estm

ents

and

expe

ctatio

n bec

ause

lear

ning

inter

venti

ons a

re no

t re

spon

sive t

o actu

al lea

rning

an

d dev

elopm

ent n

eeds

. At

tenda

nce t

o tra

ining

pr

ogra

ms ar

e for

comp

lianc

e on

ly an

d lea

rning

is no

t ap

plied

in th

e wor

kplac

e. Ine

ffecti

ve se

lectio

n/tar

getin

g of

partic

ipants

have

led t

o no

n-co

mplet

ion of

critic

al ou

tputs

that n

eed t

o be

prod

uced

after

train

ing (e

.g.,

risk a

sses

smen

t matr

ices,

proc

ess f

lowch

arts,

plan

s, etc

.).

10

Shou

ld be

cond

ucted

with

in thi

s ye

ar (2

014)

to fo

llow

throu

gh on

PA

HROD

F int

erve

ntion

that

has

been

imple

mente

d (St

rateg

ic HR

D Pl

annin

g)

10

Lack

of im

prov

emen

t on

perfo

rman

ce w

hich w

ill re

sult t

o po

or im

age o

f the o

rgan

izatio

n and

co

ntinu

ed w

aste

of inv

estm

ent o

n tra

ining

.

10

30

Prep

aring

budg

ets ba

sed o

n plan

s Mo

nitor

ing bu

dget

utilis

ation

Big l

oss f

or th

e LGU

in te

rms

of hu

man r

esou

rce co

st an

d tim

e inv

ested

in H

RMD

inter

venti

ons

10

For y

ear 1

(201

4) im

pleme

ntatio

n. Ne

eded

to ad

dres

s was

te of

inves

tmen

t on t

raini

ng pr

ogra

ms.

Can b

e inc

orpo

rated

in th

e des

ign

of pla

nning

and s

ystem

de

velop

ment

inter

venti

ons.

10

Unpla

nned

train

ing pr

ogra

ms w

ill lea

d to c

ontin

ued p

oor

perfo

rman

ce an

d was

te of

budg

et be

caus

e par

ticipa

nts ar

e not

prop

erly

targe

ted an

d able

to ap

ply

learn

ing in

the w

orkp

lace.

10

30

Revie

wing

and r

edes

igning

an

orga

nisati

onal

struc

ture

Some

exist

ing po

sition

s tha

t ar

e not

match

ed w

ith

functi

ons

and n

ot ali

gned

with

the

orga

nizati

onal

struc

ture l

eads

to

low pe

rform

ance

(due

to

over

lappin

g of fu

nctio

ns,

10

For im

pleme

ntatio

n in 2

014.

Cr

itical

to im

prov

e the

stru

cture

an

d staf

fing b

efore

insta

lling

comp

etenc

y/mer

it-bas

ed H

R sy

stems

.

10

Jobs

, res

pons

ibiliti

es an

d de

liver

ables

of of

fices

that

are n

ot we

ll-defi

ned w

ill hin

der d

elive

ry of

quali

ty se

rvice

s and

achie

veme

nt of

orga

nisati

onal

goals

. Cos

t of

ineffic

iency

will

incre

ase.

10

30

K

RA

5:

Form

ulat

ing

and

Impl

emen

ting

a C

ompr

ehen

sive

Hum

an R

esou

rce

Dev

elop

men

t and

Man

agem

ent P

lan

for t

he R

oad

Sect

or

Pa

ge |

153

Com

pete

ncy G

aps

Serio

usne

ss

Scor

e Ur

genc

y Sc

ore

Grow

th P

oten

tial

Scor

e To

tal

unpe

rform

ed jo

bs, e

tc.) a

nd

lack o

f opp

ortun

ities f

or

profe

ssion

al ad

vanc

emen

t (e

.g., n

o nex

t-in-lin

e for

cr

itical

posit

ions)

. Hi

gh co

st of

salar

ies fo

r un

perfo

rmed

jobs

Deve

loping

comp

etenc

y mod

els

Know

ledge

, skil

ls, ab

ilities

, att

itude

s and

trait

s req

uired

to

emplo

yees

to ac

hieve

peak

job

perfo

rman

ce ar

e not

identi

fied a

nd w

ell-d

efine

d.

10

For im

pleme

ntatio

n in 2

014

Comp

etenc

y mod

els w

ill se

rve a

s fou

ndati

on fo

r the

deve

lopme

nt of

comp

etenc

y bas

ed H

R sy

stems

10

Job f

it and

high

perfo

rman

ce w

ill no

t be a

chiev

ed.

10

30

Mana

ging C

hang

e (s

ystem

s) Ch

ange

s of s

ystem

s int

rodu

ced h

inder

the

capa

city o

f PHR

MO to

tra

nsitio

n fro

m tra

nsac

tiona

l to

strate

gic ro

le in

PGA.

9 Pr

opos

ed fo

r imple

menta

tion

withi

n this

year

(201

4) as

a co

mpon

ent o

f plan

ning a

nd

syste

ms de

velop

ment

inter

venti

ons

PAHR

ODF

initia

tives

to he

lp PG

A to

deve

lop m

erit b

ased

syste

m wi

ll no

t be s

ustai

ned i

f com

peten

cy in

thi

s are

a is n

ot de

velop

ed.

10

Ineffic

iencie

s in H

R sy

stems

will

conti

nue i

f new

syste

ms w

ill no

t be

instal

led.

10

29

Deve

loping

Com

peten

cy-B

ased

Jo

b Des

cript

ions

Demo

raliz

ation

amon

g and

ov

erbu

rden

ing of

emplo

yees

du

e to m

ulti-ta

sking

Qu

ality

of se

rvice

is af

fected

by

poor

ly de

signe

d fun

ction

s pe

rform

ed by

staff

.

10

Shou

ld ide

ally b

e imp

lemen

ted

soon

est to

mitig

ate po

tentia

l risk

of

decli

ne in

perfo

rman

ce of

co

mpete

nt sta

ff W

ould

be a

comp

onen

t of th

e RSP

sy

stem

deve

lopme

nt for

im

pleme

ntatio

n in Y

ear 2

8 Co

ntinu

ed in

accu

racy

of jo

b de

scrip

tions

will

incre

ase

ineffic

iency

in pe

rform

ance

of jo

bs.

Ineffic

iency

lead

s to h

igh co

st of

servi

ces.

10

28

Com

pete

ncy G

aps

Serio

usne

ss

Scor

e Ur

genc

y Sc

ore

Grow

th P

oten

tial

Scor

e To

tal

Deve

loping

and i

nstal

ling a

Re

cruitm

ent, S

electi

on, a

nd

Prom

otion

(RSP

) Sys

tem

Deve

loping

an R

SP M

anua

l

Ther

e are

insta

nces

of

appli

cants

hire

d for

pe

rman

ent p

ositio

ns w

ho ar

e no

t suit

ed fo

r the

job.

Th

ere i

s no r

efere

nce

docu

ment

that g

uides

PH

RMO

and A

Os in

pr

oces

sing a

ppoin

tmen

ts; th

is re

sultin

g in d

isapp

rova

ls or

inv

alida

tions

by C

SC.

9 Co

mpete

ncy m

odels

need

to be

de

velop

ed fir

st be

fore d

evelo

ping

the co

mpete

ncy-b

ased

RSP

sy

stem.

Ca

n be s

ched

uled a

s a fo

llow-

throu

gh in

terve

ntion

of P

AHRO

DF

on co

mpete

ncy m

odell

ing.

8 Co

ntinu

ed re

cruit

ment

and

selec

tion o

f job m

isfits

will

trans

late

to low

leve

l of p

erfor

manc

e tha

t is

costl

y for

PGA

. De

mora

lisati

on am

ong h

igh

perfo

rming

emplo

yees

incr

ease

s ris

k of lo

sing t

hem.

Pr

actic

e of p

olitic

al ac

comm

odati

on in

hirin

g will

conti

nue.

10

27

Revie

wing

appo

intme

nt pa

pers

Disa

ppro

ved/

invali

dated

/ re

turne

d defe

ctive

ap

point

ments

by C

SC fo

r ex

isting

and n

ew po

sition

s.

Not a

good

indic

ator t

hat P

GA

can p

rope

rly ac

t on

appo

intme

nts.

9 Th

e PGA

need

s to m

aintai

n or

level

up C

SC ac

cred

itatio

n. PH

RMO

shou

ld im

prov

e its

cred

ibility

as a

leadin

g offic

e in

mana

ging a

nd de

velop

ing P

GA

huma

n res

ource

s.

9 Ine

fficien

t pro

cess

ing of

ap

point

ments

may

yield

mor

e CSC

dis

appr

oval

and r

esult

in P

GA's

loss o

f PRI

ME H

R ac

cred

itatio

n.

9 27

Stra

tegic

Plan

ning

Plan

ning a

nd im

pleme

nting

stra

tegic

HRM

Abse

nce o

f HRM

D Pl

an th

at wi

ll guid

e the

PGA

in

identi

fying

HRM

D pr

ogra

ms.

Func

tions

of P

HRMO

are

trans

actio

nal a

nd re

duce

the

office

's co

ntribu

tion t

o the

ac

hieve

ment

of ov

erall

PGA

go

als.

10

Instal

lation

of st

rateg

ic HR

MD

syste

ms is

man

dated

by C

SC

unde

r PRI

ME-H

RM. D

eadli

ne of

su

bmiss

ion of

the p

lan w

as la

st Ma

y 201

3.

Integ

ratio

n of H

RMD

Plan

in tim

e for

budg

eting

in S

eptem

ber 2

013

The t

rans

ition f

rom

trans

actio

nal to

str

ategic

role

is pa

rt of

the vi

sion o

f the

PHR

MO.

7 PH

RMO

will n

ot be

able

to su

cces

sfully

tran

sition

to a

strate

gic ro

le --

and f

ail in

ac

hievin

g its

vision

. Inv

estm

ent in

peop

le wi

ll not

be

fully

optim

ised t

hat c

ould

lead t

o lac

k of b

udge

t or s

uppo

rt for

HR

prog

rams

.

10

27

K

RA

5:

Form

ulat

ing

and

Impl

emen

ting

a C

ompr

ehen

sive

Hum

an R

esou

rce

Dev

elop

men

t and

Man

agem

ent P

lan

for t

he R

oad

Sect

or

Pa

ge |

155

Com

pete

ncy G

aps

Serio

usne

ss

Scor

e Ur

genc

y Sc

ore

Grow

th P

oten

tial

Scor

e To

tal

Howe

ver,

the H

R Co

re T

eam

has

been

train

ed in

stra

tegic

plann

ing

and t

he co

ncep

ts an

d prin

ciples

ca

n be a

pplie

d in H

RMD

plann

ing.

Deve

loping

and i

nstal

ling a

Mo

nitor

ing an

d Eva

luatio

n (M&

E)

syste

m

Lack

of da

ta on

effec

tiven

ess

of HR

MD pr

ogra

ms do

es no

t pr

ovide

oppo

rtunit

ies to

ac

hieve

desir

ed re

sults

and

impr

ove H

R se

rvice

s.

8 M

& E

was a

comp

onen

t of th

e HR

D Pl

annin

g inte

rventi

on th

at ha

s bee

n imp

lemen

ted in

2013

. Th

e con

cepts

and p

rincip

les ca

n be

appli

ed in

the d

esign

of M

&E

for ot

her H

RMD

prog

rams

.

8 HR

MD pr

ogra

ms m

ay de

terior

ate

beca

use o

f lack

of da

ta to

serv

e as

basis

for c

ontin

uous

impr

ovem

ent.

Incre

asing

cost

of de

liver

ing H

R se

rvice

s and

lack

of re

turn o

n inv

estm

ent/e

xpec

tation

s

10

26

Docu

menti

ng R

SP (a

nd ot

her

HRMD

) pro

cess

es

Most

HR sy

stems

are

undo

cume

nted w

hich c

ause

co

nfusio

n and

resu

lt to p

oor

decis

ion-m

aking

. Un

clear

proc

edur

es in

cr

eatio

n of p

ositio

ns le

ad to

dis

appr

ovals

by C

SC.

9 Th

e sys

tems n

eed t

o be

deve

loped

befor

e the

y can

be

docu

mente

d. H

ence

, inter

venti

ons

to ad

dres

s this

comp

etenc

y gap

ca

n be i

mbed

ded i

n the

desig

n of

other

inter

venti

ons.

In ad

dition

to do

cume

ntatio

n of

curre

nt HR

prac

tices

, it is

also

cr

itical

to do

cume

nt ne

w sy

stems

tha

t will

be de

velop

ed st

artin

g ye

ar 1.

7 La

ck of

docu

mente

d HR

proc

esse

s ca

n lea

d to c

ontin

ued i

neffic

iency

in

proc

essin

g of a

ppoin

tmen

ts tha

t ma

y res

ult in

mor

e CSC

dis

appr

ovals

and r

evoc

ation

of

PGA'

s PRI

ME H

R ac

credit

ation

.

9 25

Deve

loping

and i

nstal

ling a

Rew

ards

an

d Rec

ognit

ion S

ystem

Lo

w mo

rale

and s

elf-

confi

denc

e wer

e note

d am

ong h

igh pe

rform

ing

emplo

yees

who

are n

ot be

ing

reco

gnise

d.

9 Th

is HR

area

was

iden

tified

as a

prior

ity in

the P

GA H

R str

ategic

dir

ectio

ns bu

t can

only

be

succ

essfu

lly im

pleme

nted i

f ther

e is

an ef

fectiv

e sys

tem fo

r ev

aluati

ng em

ploye

e per

forma

nce.

6 Hi

gh pr

obab

ility t

hat to

p per

formi

ng

emplo

yees

will

look f

or an

other

job

wher

e the

ir pote

ntial

can b

e re

cogn

ized.

9 24

Com

pete

ncy G

aps

Serio

usne

ss

Scor

e Ur

genc

y Sc

ore

Grow

th P

oten

tial

Scor

e To

tal

Using

the H

RMIS

App

licati

on

HRMI

S ap

plica

tions

are n

ot op

timise

d to s

uppo

rt de

cision

-ma

king i

n PGA

.

8 Th

e sys

tem ha

s bee

n dev

elope

d an

d jus

t nee

ds to

be ad

opted

by al

l PG

A pe

rson

nel to

be fu

lly ut

ilised

.

7 Ma

nual

proc

esse

s will

conti

nue,

wher

e mor

e an e

fficien

t alte

rnati

ve

(com

puter

isatio

n) is

alre

ady s

et in

place

. Inve

stmen

t in H

RMIS

will

be

waste

d.

8 23

Prep

aring

and d

elive

ring

orien

tation

/pres

entat

ion ac

tivitie

s

HRMD

prog

rams

and

guide

lines

are n

ot pr

oper

ly an

d clea

rly ca

scad

ed to

othe

r de

partm

ents

adve

rsely

affec

ting p

erfor

manc

e in t

heir

imple

menta

tion.

Howe

ver,

depa

rtmen

ts (e

spec

ially

RRDs

) hav

e bee

n eng

aged

in

plann

ing pr

oces

sed a

nd ar

e be

tter a

ware

of de

velop

ments

an

d acti

vities

in H

RMD.

6 Ne

w HR

MD sy

stems

will

be

intro

duce

d in P

GA in

2014

and

need

to be

casc

aded

clea

rly to

all

depa

rtmen

ts at

all st

ages

of th

e ins

tallat

ion.

7 Ne

eded

supp

ort fo

r stra

tegic

HRMD

will

not b

e gen

erate

d fro

m PG

A em

ploye

es (e

spec

ially

other

de

partm

ents)

whe

re

comm

unica

tion i

s lim

ited.

8 21

K

RA

5:

Form

ulat

ing

and

Impl

emen

ting

a C

ompr

ehen

sive

Hum

an R

esou

rce

Dev

elop

men

t and

Man

agem

ent P

lan

for t

he R

oad

Sect

or

Pa

ge |

157

HRD

PLAN

IMPL

EMEN

TATI

ON M

ATRI

X (C

alend

ar Y

ear 2

014)

Desir

ed

Outc

ome/s

Ou

tput

s to

be P

rodu

ced

Lear

ning

Ob

jectiv

es

Prop

osed

HRD

In

terv

entio

n

Targ

et L

earn

ers

Plan

ned

Sche

dule

Supp

ort R

equi

rem

ents

Sour

ce o

f Fu

nds

Number

Office/s

Position/s


Financial

Human Resource

Logistic


Other

Staff

pe

rform

ance

ev

aluati

on

syste

m tha

t inf

orms

pe

rsonn

el re

ward

s and

inc

entiv

es fu

lly

instal

led

Stra

tegic

Perfo

rman

ce

Mana

geme

nt Sy

stem

(SPM

S)

Polic

ies,

proc

edur

es,

tools

and

guide

lines

SPMS

Man

ual

Partic

ipants

will

be ab

le to

deve

lop an

d do

cume

nt the

sy

stem

for

mana

ging

perfo

rman

ce of

PG

A em

ploye

es.

Instal

ling a

St

rateg

ic Pe

rform

ance

Ma

nage

ment

Syste

m

-- T

raini

ng/

Wor

ksho

p (5

days

) --

Coac

hing

(15 d

ays)

26

PHRM

O an

d 11

RRDs

Admi

nistr

ative

Of

ficer

s

Re

sour

ce

Perso

n Se

lected

HR

D Co

re

Team

Venu

e: AT

C Me

mora

ndu

m Iss

ued b

y LC

E

PG

A

L&D

syste

m is

fully

instal

led

and g

uides

the

imple

menta

tion o

f stra

tegic

learn

ing an

d de

velop

ment

inter

venti

on

HRD

Syste

m (

Polic

ies,

proc

edur

es

and t

ools)

HR

D Ma

nual/

Gu

idebo

ok

Desig

n of

traini

ng

modu

les

-- Tr

aining

an

d fac

ilitati

on

guide

s (for

ide

ntifie

d tra

ining

mo

dules

) --

Monit

oring

an

d ev

aluati

on

Partic

ipants

will

be ab

le to

plan,

imple

ment

and

evalu

ate

learn

ing an

d de

velop

ment

prog

rams

to

resp

ond t

o ide

ntifie

d co

mpete

ncy

gaps

of P

GA

emplo

yees

.

Stre

ngthe

ning

Lear

ning a

nd

Deve

lopme

nt Po

licies

, Sy

stems

and

Proc

esse

s --

Tra

ining

/ W

orks

hop

(16 d

ays)

-- Co

achin

g (5

0 day

s)

16

12 R

RDs

Admi

nistr

ative

Of

ficer

s

Appr

oved

Int

erve

ntion

by

PAH

RODF

48,00

0.00

(PGA

Co

unter

part)

Reso

urce

Pe

rson

Selec

ted

HRD

Core

Te

am

Venu

e: AT

C Me

mora

ndu

m Iss

ued b

y LC

E

PG

A an

d PA

HROD

F

Desir

ed

Outc

ome/s

Ou

tput

s to

be P

rodu

ced

Lear

ning

Ob

jectiv

es

Prop

osed

HRD

In

terv

entio

n

Targ

et L

earn

ers

Plan

ned

Sche

dule

Supp

ort R

equi

rem

ents

Sour

ce o

f Fu

nds

Number

Office/s

Position/s


Financial

Human Resource

Logistic


Other

tools

--

Hand

book

on

train

ing

mana

geme

nt (in

cludin

g job

aid

s like

TNA

too

ls, M

&E

instru

ments

, etc

.) Tr

aining

ne

eds

asse

ssme

nt (T

NA) o

f cor

e PR

MF-re

lated

off

ices

Asse

ssme

nt of

care

er

plann

ing an

d su

cces

sion

plann

ing/

leade

rship

deve

lopme

nt pr

oces

ses,

and

reco

mmen

ded

impr

ovem

ents

(scho

lars’

outpu

t/REA

P

PGA

Core

Va

lues

institu

tiona

lise

d

Comm

unica

tion P

oints

for

the V

alues

Or

ientat

ion

withi

n

At th

e end

of

the

inter

venti

ons,

partic

ipants

will

be ab

le to:

de

fine a

nd

PGA

Value

s Or

ientat

ion

-- S

emina

r (3

days

) --

Coa

ching

(2

days

)

16

12

RRD’

s Ad

minis

trati

ve

Offic

ers

P58

,000.0

0 PH

RMO

Venu

e: AT

C Me

mora

ndu

m Iss

ued b

y LC

E

PH

RMO

K

RA

5:

Form

ulat

ing

and

Impl

emen

ting

a C

ompr

ehen

sive

Hum

an R

esou

rce

Dev

elop

men

t and

Man

agem

ent P

lan

for t

he R

oad

Sect

or

Pa

ge |

159

Desir

ed

Outc

ome/s

Ou

tput

s to

be P

rodu

ced

Lear

ning

Ob

jectiv

es

Prop

osed

HRD

In

terv

entio

n

Targ

et L

earn

ers

Plan

ned

Sche

dule

Supp

ort R

equi

rem

ents

Sour

ce o

f Fu

nds

Number

Office/s

Position/s


Financial

Human Resource

Logistic


Other

depa

rtmen

ts de

mons

trate

beha

viour

s tha

t ar

e con

sisten

t wi

th co

re

value

s of P

GA;

and c

asca

de

the va

lues t

o the

ir res

pecti

ve

depa

rtmen

ts.

Ratio

naliz

ed

and

stand

ardiz

ed

orga

nizati

onal

struc

ture a

nd

align

ed

posit

ions

withi

n eac

h de

partm

ent

Orga

nisati

ona

l Ass

essm

ent

tools

and

guide

lines

An

alysis

of

Orga

nisati

ona

l Stru

cture

an

d Staf

fing

Leve

ls Pr

opos

ed

Orga

nisati

ona

l Stru

cture

an

d Staf

fing

Patte

rn/C

ompl

emen

t

Partic

ipants

are

able

to ex

poun

d on

conc

epts

and

proc

esse

s in

orga

nisati

onal

desig

n and

sta

ffing a

nd

demo

nstra

te be

ginnin

g skil

ls in:

a.

revie

wing

an

d ass

essin

g the

curre

nt or

ganis

ation

al str

uctur

e and

sta

ffing p

atter

n b.

deve

loping

or

ganis

ation

al as

sess

ment

tools

and

guide

lines

b.

enha

ncing

the

guide

lines

for

the c

reati

on

of ne

w po

sition

s

PGA

Orga

nisati

onal

Revie

w an

d Re

desig

n --

Tra

ining

/ W

orks

hop

(5 da

ys)

-- Co

achin

g (3

2) da

ys)

16

12

RRD’

s Ad

minis

trati

ve

Offic

ers

P 22

0,000

.00

Reso

urce

Pe

rson,

Se

lected

HR

D Co

re

Team

Venu

e: AT

C Me

mora

ndu

m Iss

ued b

y LC

E

PH

RMO

Desir

ed

Outc

ome/s

Ou

tput

s to

be P

rodu

ced

Lear

ning

Ob

jectiv

es

Prop

osed

HRD

In

terv

entio

n

Targ

et L

earn

ers

Plan

ned

Sche

dule

Supp

ort R

equi

rem

ents

Sour

ce o

f Fu

nds

Number

Office/s

Position/s


Financial

Human Resource

Logistic


Other

Co

mpila

tion o

f Co

mpete

ncy

Mode

ls of

all

rema

ining

PG

A po

sition

s no

t cov

ered

by

CSC

, PR

MF an

d PA

HROD

F int

erve

ntion

s Co

mpila

tion o

f co

mpete

ncy-

base

d job

de

scrip

tions

. Po

licies

and

guide

lines

on

upda

ting/c

han

ging o

f job

desc

riptio

n to

fit orga

nizati

onal

need

s.

At th

e end

of

the H

RD

inter

venti

on,

partic

ipants

will

be ab

le to

upda

te job

de

scrip

tions

an

d defi

ne

requ

ired

comp

etenc

ies

for te

chnic

al po

sition

s in

PGA

office

s not

cove

red b

y the

PA

HROD

F an

d PR

MF

comp

etenc

y mo

dellin

g int

erve

ntion

s.

Deve

lopme

nt of

Comp

etenc

y Mo

dels

of 4

rema

ining

RR

D's

not

cove

red b

y PR

MF an

d PA

HROD

F int

erve

ntion

s --

Tra

ining

/ W

orks

hop

(6 da

ys)

-- Co

achin

g (2

4 day

s)

16

12

RRD’

s Ad

minis

trati

ve

Offic

ers

P146

,000.0

0 HR

D Co

re

Team

and

Reso

urce

Pe

rsons

(L

SP)

Venu

e: AT

C Me

mora

ndu

m Iss

ued b

y LC

E

PH

RMO

K

RA

5:

Form

ulat

ing

and

Impl

emen

ting

a C

ompr

ehen

sive

Hum

an R

esou

rce

Dev

elop

men

t and

Man

agem

ent P

lan

for t

he R

oad

Sect

or

Pa

ge |

161

SC

HOLA

RSHI

P IM

PLEM

ENTA

TION

MAT

RIX

(Cale

ndar

Yea

r 201

4)

Field

s of S

tudy

Pr

opos

ed C

ours

es

Targ

et P

artic

ipan

ts

Plan

ned

Sche

dule

Num

ber

Offic

e/s

Posit

ion/

s Te

rm 1

(201

5)

Term

2 (2

015)

Monit

oring

and E

valua

tion

of Tr

aining

Ma

sters

in M

onito

ring a

nd E

valua

tion

2 PH

RMO,

PPD

O AO

, Plan

ning O

fficer

x

Perfo

rman

ce A

ppra

isal a

nd

Rewa

rds S

ystem

Ma

sters

of H

uman

Res

ource

Man

agem

ent

1 PH

RMO

Admi

nistra

tive O

fficer

x

Tech

nical

Writi

ng

Shor

t cou

rse on

Tec

hnica

l Writi

ng

3 PH

RMO

Admi

nistra

tive O

fficer

x

COST

EST

IMAT

E FO

R HR

D IN

TERV

ENTI

ONS

(Cale

ndar

Yea

r 201

4)

Prop

osed

HRD

In

terv

entio

ns

Number of Participants

Duration (days)

Prof

essio

nal S

ervic

es F

ees (

PSF)

Ou

t-of-P

ocke

t Cos

ts (O

PC)

TOTA

L Pre-

Implementation

Implementation

Post-Implementat

ion

Sub-Total

Supplies and

Materials


n

Venue and Accommoda

tion

Transportation

Communication

Miscellaneous/

Contingency

Sub-Total

Stre

ngthe

ning

Lear

ning a

nd

Deve

lopme

nt Po

licies

, Sys

tems

and

Proc

esse

s

16

66

Php4

8,000

.00

(PGA

Co

unter

part)

Php4

8,000

.00

(PGA

Co

unter

part)

Php4

8,000

.00

(PGA

Co

unter

part)

PGA

Orga

nisati

onal

Revie

w an

d Re

desig

n 16

37

Php6

4,500

.00

Ph

p64,5

00.00

Ph

p2,00

0.00

Php5

,000.0

0 Ph

p128

,000.0

0

Ph

p19,9

50.00

Ph

p154

,950.0

0 Ph

p220

,000.0

0

Deve

lopme

nt of

Comp

etenc

y Mo

dels

(for 3

re

maini

ng R

RDs)

16

30

Ph

p56,0

00.00

Php5

6,000

.00

Php2

,000.0

0 Ph

p5,00

0.00

Php6

2,400

.00

Php2

0,540

.00

Php8

9,940

.00

Php1

46,00

0.00

Value

s Re

-orie

ntatio

n (P

ropo

sed

deve

lopme

ntal

inter

venti

on)

16

3

Php1

9,500

.00

Ph

p19,5

00.00

Ph

p2,00

0.00

Php5

,000.0

0 Ph

p25,6

00.00

Ph

p5,21

0.00

Php3

7,810

.00

Php5

8,000

.00

Instal

ling a

Stra

tegic

Perfo

rman

ce

Mana

geme

nt Sy

stem

(SPM

S)

16

20

TOTA

L 80

15

6

Php1

20,50

0.00

Ph

p140

,000.0

0 Ph

p4,00

0.00

Php1

0,000

.00

Php2

79,00

0.00

Php3

2,100

.00

Php3

32,10

0.00

Php4

73,00

0.00

K

RA

5:

Form

ulat

ing

and

Impl

emen

ting

a C

ompr

ehen

sive

Hum

an R

esou

rce

Dev

elop

men

t and

Man

agem

ent P

lan

for t

he R

oad

Sect

or

Pa

ge |

163

MONI

TORI

NG A

ND E

VALU

ATIO

N PL

AN

Inter

venti

on T

itle

Instal

ling a

Stra

tegic

Perfo

rman

ce M

anag

emen

t Sys

tem

Plan

ned S

ched

ule

Febr

uary

2014

Targ

et Le

arne

rs (O

ffice/P

ositio

ns)

PHRM

O sta

ff and

AOs

resp

onsib

le for

admi

nister

ing th

e per

forma

nce m

anag

emen

t sys

tem

Numb

er of

Par

ticipa

nts

26

Finan

cial R

equir

emen

t

Sour

ce of

Fun

ds

PHRM

O

Leve

ls of

Eva

luat

ion

Indi

cato

rs

(Wha

t will

you

mea

sure

?)

Meth

ods/

Tool

s Da

ta S

ourc

es

Sche

dule

Pers

on/s

Resp

onsib

le

Leve

l 4: D

esire

d Outc

ome

Instal

led S

trateg

ic Pe

rform

ance

Ma

nage

ment

Syste

m (S

PMS)

that

inf

orms

perso

nnel

rewa

rds a

nd

incen

tives

Inter

view

Wor

k rev

iew

Depa

rtmen

t Hea

ds

Emplo

yees

Ac

comp

lishe

d SPM

S To

ols

a yea

r afte

r the

inter

venti

on

Proc

ess O

wner

: PHR

MO P

MS

and L

earn

ing an

d Dev

elopm

ent

Divis

ion

Leve

l 3: A

pplic

ation

Pa

rticipa

nts ap

ply le

arne

d con

cepts

an

d pro

cess

es to

deve

lop an

d do

cume

nt the

syste

m for

man

aging

pe

rform

ance

of P

GA em

ploye

es.

Stra

tegic

Perfo

rman

ce

Mana

geme

nt Sy

stem

(SPM

S) P

olicie

s, pr

oced

ures

, tools

and

guide

lines

SP

MS M

anua

l

Partic

ipants

' Outp

uts

CSC

SPMS

imple

menta

tion

guide

lines

Fe

edba

ck fr

om de

partm

ent

head

s

6 mon

ths af

ter in

terve

ntion

Pr

oces

s Own

er: P

HRMO

PMS

an

d Lea

rning

and D

evelo

pmen

t Di

vision

PGA

M&E

Comm

ittee

K

RA

5:

Form

ulat

ing

and

Impl

emen

ting

a C

ompr

ehen

sive

Hum

an R

esou

rce

Dev

elop

men

t and

Man

agem

ent P

lan

for t

he R

oad

Sect

or

Pa

ge |

165

Leve

l 2: L

earn

ing

Partic

ipants

are a

ble to

expo

und o

n co

ncep

ts an

d pro

cess

es in

stra

tegic

perfo

rman

ce m

anag

emen

t and

de

velop

basic

guide

lines

and t

ools

for:

a. es

tablis

hing e

mploy

ee pe

rform

ance

go

als;

b. mo

nitor

ing pe

rform

ance

and

prov

iding

coac

hing a

s nee

ded;

and

c. ev

aluati

ng pe

rform

ance

again

st se

t go

als

Pre a

nd P

ost T

est

Skills

obse

rvatio

n on

learn

ing ex

ercis

es

Revie

w of

work

samp

les

Facil

itator

's ob

serva

tion

shee

ts W

ork s

ample

s Te

st Re

sults

Durin

g the

inter

venti

on

Facil

itator

and T

raini

ng te

am

Leve

l 1: L

earn

ers’

Reac

tion

Attai

nmen

t of th

e lea

rning

objec

tives

Pa

rticipa

nt's s

atisfa

ction

with

the

effec

tiven

ess o

f lear

ning e

nviro

nmen

t

Post

Train

ing In

terve

ntion

Ev

aluati

on S

heets

Pa

rticipa

nts

At th

e end

of tr

aining

int

erve

ntion

Tr

aining

team

Inter

venti

on T

itle

Stre

ngthe

ning L

earn

ing an

d Dev

elopm

ent P

olicie

s, Sy

stems

and P

roce

sses

Plan

ned S

ched

ule

June

– Ju

ly 20

14; 6

6 day

s

Targ

et Le

arne

rs (O

ffice/P

ositio

ns)

PHRM

O Le

arnin

g and

Dev

elopm

ent D

ivisio

n, AO

s fro

m oth

er de

partm

ents

Numb

er of

Par

ticipa

nts

20

Finan

cial R

equir

emen

t 48

,000.0

0 (PG

A co

unter

part)

Sour

ce of

Fun

ds

PGA

and P

AHRO

DF

Leve

ls of

Eva

luat

ion

Indi

cato

rs

Meth

ods/

Tool

s Da

ta S

ourc

es

Sche

dule

Pers

on/s

Resp

onsib

le (W

hat w

ill yo

u m

easu

re?)

Leve

l 4: D

esire

d Outc

ome

L&D

syste

m is

fully

instal

led an

d guid

es

the im

pleme

ntatio

n of s

trateg

ic lea

rning

an

d dev

elopm

ent in

terve

ntion

.

Docu

ments

revie

w Int

ervie

w of

supe

rviso

rs PH

RMO

L&D

and A

Os of

RRD

s Ac

comp

lishm

ent R

epor

t De

partm

ent H

eads

After

the

full

imple

menta

tion o

f HR

D pla

n

Proc

ess O

wner

: L&D

Divi

sion h

ead

and s

taff

Leve

l 3: A

pplic

ation

Pa

rticipa

nts in

stall l

eanin

g and

deve

lop

syste

m As

ses t

raini

ng ne

eds

Desig

n tra

ining

prog

rams

Ma

nage

and f

acilit

ate le

arnin

g acti

vities

Docu

ments

revie

w Ob

serva

tion o

f lear

ning

activ

es

Inter

view

of su

pervi

sors

Inter

view

of pa

rticipa

nts

L&D

Acco

mplis

hmen

t Rep

ort o

f De

partm

ents

repr

esen

ted by

lear

ners

HRD

Plan

De

partm

ent H

eads

Pa

rticipa

nts

1 yea

r afte

r the

int

erve

ntion

Pr

oces

s Own

er: L

&D D

ivisio

n hea

d an

d staf

f, AOs

K

RA

5:

Form

ulat

ing

and

Impl

emen

ting

a C

ompr

ehen

sive

Hum

an R

esou

rce

Dev

elop

men

t and

Man

agem

ent P

lan

for t

he R

oad

Sect

or

Pa

ge |

167

Leve

l 2: L

earn

ing

Partic

ipants

will

be ab

le to

plan,

imple

ment

and e

valua

te lea

rning

and d

evelo

pmen

t pr

ogra

ms to

resp

ond t

o ide

ntifie

d co

mpete

ncy g

aps o

f PGA

emplo

yees

.

Asse

ssme

nt of

work

samp

les

(plan

s and

tools

) Ob

serva

tion o

f train

ing

deliv

ery b

y par

ticipa

nts

Evalu

ation

of tr

aining

de

liver

ed by

partic

ipants

HR

D Sy

stem

( Poli

cies,

proc

edur

es an

d too

ls)

HRD

Manu

al/Gu

idebo

ok

Desig

n of tr

aining

mod

ules

-- Tr

aining

and f

acilit

ation

gu

ides (

for id

entifi

ed tr

aining

mo

dules

) --

Monit

oring

and e

valua

tion

tools

--

Hand

book

on tr

aining

ma

nage

ment

(inclu

ding j

ob

aids l

ike T

NA to

ols, M

&E

instru

ments

, etc.

) Tr

aining

need

s ass

essm

ent

(TNA

) of c

ore P

RMF-

relat

ed

office

s As

sess

ment

of ca

reer

pla

nning

and s

ucce

ssion

pla

nning

/ lead

ersh

ip de

velop

ment

proc

esse

s, an

d re

comm

ende

d imp

rove

ments

(s

chola

rs’ ou

tput/R

EAP)

Acco

mplis

hed p

lannin

g wor

kshe

ets

Evalu

ation

repo

rts

Train

ing de

signs

and o

ther t

raini

ng

outpu

ts

Durin

g the

inter

venti

on

Train

ing F

acilit

ators

Leve

l 1: L

earn

ers’

Reac

tion

Achie

veme

nt of

learn

ing ob

jectiv

es,

partic

ipants

' sati

sfacti

on w

ith th

e lea

rning

en

viron

ment

Feed

back

form

Pa

rticipa

nts

After

the

inter

venti

on

Train

ing m

anag

emen

t

Inter

venti

on T

itle

Orga

nisati

onal

Revie

w an

d Red

esign

Plan

ned S

ched

ule

Septe

mber

- Oc

tober

2014

(Live

out)

Targ

et Le

arne

rs (O

ffice/P

ositio

ns)

PHRM

O sta

ff res

pons

ible f

or re

viewi

ng an

d red

esign

ing O

rgan

isatio

nal S

tructu

re an

d AOs

of di

ffere

nt de

partm

ents:

Numb

er of

Par

ticipa

nts

16

Finan

cial R

equir

emen

t P

220,0

00

Sour

ce of

Fun

ds

PHRM

O

Leve

ls of

Eva

luat

ion

Indi

cato

rs

(Wha

t will

you

mea

sure

?)

Meth

ods/

Tool

s Da

ta S

ourc

es

Sche

dule

Pers

on/s

Resp

onsib

le

Leve

l 4: D

esire

d Outc

ome

Instal

led C

ompe

tency

and M

erit-

base

d RSP

syste

m an

chor

ed on

a r

ation

alize

d and

stan

dard

ized

orga

nizati

onal

struc

ture a

nd

align

ed po

sition

s with

in ea

ch

depa

rtmen

t

Inter

view

Wor

k rev

iew

Depa

rtmen

t Hea

ds an

d pa

rticipa

nts

Appr

oved

Org

anisa

tiona

l St

ructu

re an

d staf

fing p

atter

n a y

ear a

fter t

he in

terve

ntion

M&

E Te

am o

f PG

A

(Dev

elopm

ent A

dmini

strati

on

Comm

ittee)

Leve

l 3: A

pplic

ation

Pa

rticipa

nts ap

ply le

arne

d co

ncep

ts an

d pro

cess

es in

: a.

deve

loping

a pr

opos

ed

orga

nisati

onal

struc

ture w

ith

staffin

g com

pleme

nt b.

formu

lating

orga

nisati

onal

asse

ssme

nt gu

idelin

es

c. cr

eatin

g new

posit

ions u

sing

appr

oved

guide

lines

Orga

nisati

onal

Asse

ssme

nt too

ls an

d guid

eline

s An

alysis

of O

rgan

isatio

nal

Stru

cture

and S

taffin

g Lev

els

Prop

osed

Org

anisa

tiona

l St

ructu

re an

d Staf

fing

Patte

rn/C

omple

ment

Guide

lines

for t

he cr

eatio

n of

new

Valid

ation

sess

ions

Outpu

t rev

iew

Partic

ipants

' Outp

uts

Guide

lines

for t

he cr

eatio

n of

new

posit

ions

Orga

nisati

onal

asse

ssme

nt gu

idelin

es

Feed

back

from

depa

rtmen

t he

ads

6 mon

ths af

ter in

terve

ntion

PG

A Re

struc

turing

Com

mitte

e

K

RA

5:

Form

ulat

ing

and

Impl

emen

ting

a C

ompr

ehen

sive

Hum

an R

esou

rce

Dev

elop

men

t and

Man

agem

ent P

lan

for t

he R

oad

Sect

or

Pa

ge |

169

Leve

l 2: L

earn

ing

Partic

ipants

are a

ble to

expo

und

on co

ncep

ts an

d pro

cess

es in

or

ganis

ation

al de

sign a

nd

staffin

g and

demo

nstra

te be

ginnin

g skil

ls in:

a.

revie

wing

and a

sses

sing t

he

curre

nt or

ganis

ation

al str

uctur

e an

d staf

fing p

atter

n b.

deve

loping

orga

nisati

onal

asse

ssme

nt too

ls an

d guid

eline

s b.

enha

ncing

the g

uideli

nes f

or

the cr

eatio

n of n

ew po

sition

s

Pre a

nd P

ost T

est

Skills

obse

rvatio

n on l

earn

ing

exer

cises

Re

view

of wo

rk sa

mples

Facil

itator

's ob

serva

tion

shee

ts W

ork s

ample

s Te

st Re

sults

Durin

g the

inter

venti

on

Facil

itator

Leve

l 1: L

earn

ers’

Reac

tion

Attai

nmen

t of th

e lea

rning

ob

jectiv

es

Partic

ipant'

s sati

sfacti

on w

ith th

e eff

ectiv

enes

s of le

arnin

g en

viron

ment

Post

Inter

venti

on E

valua

tion

Shee

ts Pa

rticipa

nts

At th

e end

of in

terve

ntion

Tr

aining

Tea

m

Inter

venti

on T

itle

Deve

lopme

nt of

Comp

etenc

y Bas

ed Jo

b Des

cripti

ons a

nd C

ompe

tency

Mod

els of

4 re

maini

ng R

RD's

not c

over

ed by

PRM

F an

d PAH

RODF

inter

venti

ons

Plan

ned S

ched

ule

Octob

er -

Nov

embe

r 201

4

Targ

et Le

arne

rs (O

ffice/P

ositio

ns)

Admi

nistra

tive O

fficer

s fro

m:

PHRM

O (R

RD)

11 R

RD

Numb

er of

Par

ticipa

nts

16

Finan

cial R

equir

emen

t P1

46,00

0.00

Sour

ce of

Fun

ds

Train

ing B

udge

t/PHR

MO

Leve

ls of

Eva

luat

ion

Indi

cato

rs

Meth

ods/

Tool

s Da

ta S

ourc

es

Freq

uenc

y Pe

rson

/s Re

spon

sible

(Wha

t will

you

mea

sure

?)

Leve

l 4: D

esire

d Outc

ome

Upda

ted co

mpete

ncy-b

ased

Job

Desc

riptio

ns an

d Com

peten

cy

Mode

ls for

tech

nical

posit

ions.

Stan

dard

ised p

olicie

s and

gu

idelin

es in

deve

loping

job

desc

riptio

ns an

d com

peten

cy

mode

ls

Docu

ments

revie

w Ap

prov

ed co

mpila

tion o

f com

peten

cy-

base

d Job

Des

cript

ion

Units

resp

onsib

le for

deve

loping

job

desc

riptio

ns (P

HRMO

RSP

and

Lear

ning a

nd D

evelo

pmen

t divi

sions

) Ad

minis

trativ

e Offic

ers o

f othe

r de

partm

ents

Chec

klist

of job

desc

riptio

n and

co

mpete

ncy m

odels

for t

echn

ical

posit

ions p

er de

partm

ent

4 mon

ths af

ter in

terve

ntion

Pr

oces

s Own

er: P

HRMO

RSP

and

Lear

ning a

nd D

evelo

pmen

t Divi

sion

Leve

l 3: A

pplic

ation

Pa

rticipa

nts de

velop

job

desc

riptio

ns an

d com

peten

cy

mode

ls ap

plying

set p

olicie

s and

gu

idelin

es.

Docu

ments

revie

w Ad

minis

trativ

e Offic

ers o

f othe

r de

partm

ents.

Co

mpila

tion o

f Com

peten

cy M

odels

of

4 rem

aining

RRD

's no

t cov

ered

by P

RMF

and P

AHRO

DF in

terve

ntion

s Co

mpila

tion o

f com

peten

cy-b

ased

job

desc

riptio

ns fo

r RRD

posit

ions.

Polic

ies an

d guid

eline

s on

2 mon

ths af

ter in

terve

ntion

(d

epen

ding o

n the

numb

er of

tec

hnica

l pos

itions

in R

RDs n

ot co

vere

d in c

urre

nt co

mpete

ncy

mode

lling p

rojec

ts of

HROD

F an

d PRM

F)

Proc

ess O

wner

: PHR

MO R

SP an

d Le

arnin

g and

Dev

elopm

ent d

ivisio

n

PGA

M&E

comm

ittee

K

RA

5:

Form

ulat

ing

and

Impl

emen

ting

a C

ompr

ehen

sive

Hum

an R

esou

rce

Dev

elop

men

t and

Man

agem

ent P

lan

for t

he R

oad

Sect

or

Pa

ge |

171

upda

ting/c

hang

ing of

job d

escr

iption

to

fit or

ganiz

ation

al ne

eds.

Job d

escr

iption

s and

comp

etenc

y mo

dels

for te

chnic

al po

sition

s per

de

partm

ent d

evelo

ped b

y AO'

s

Leve

l 2: L

earn

ing

Partic

ipants

are a

ble to

: ide

ntify

comp

etenc

ies ne

eded

for

spec

ific po

sition

s;

cond

uct ta

sk an

alysis

to

gene

rate

job de

scrip

tions

; ide

ntify

eleme

nts of

polic

ies an

d gu

idelin

es fo

r pre

parin

g co

mpete

ncy-

base

d job

de

scrip

tions

.

Revie

w of

inter

venti

on

outpu

ts Pr

e-Te

st an

d Pos

t Tes

t

Partic

ipants

Inter

venti

on ou

tputs

Durin

g the

inter

venti

on

Facil

itator

and T

raini

ng te

am

Leve

l 1: L

earn

ers’

Reac

tion

Achie

veme

nt of

inter

venti

on

objec

tives

Fa

vour

able

feedb

ack o

n eff

ectiv

enes

s of le

arnin

g en

viron

ment

Post

Inter

venti

on

Evalu

ation

She

ets

Partic

ipants

At

the e

nd of

inter

venti

on

Facil

itator

and T

raini

ng te

am

Page | 172 Annex 3: Progress of RRDs in Pursuing Desired in SLRM KRAs, Prioritised Competency Gaps,

Proposed HRD Interventions Implementation Plans and Monitoring and Evaluation Plan

Annex 4: List and Definition of Prioritised Competencies in the SLRM Key Reform Areas Page | 173

ANNEX 4:

LIST AND DEFINITION OF PRIORITISED

COMPETENCIES IN THE SLRM

KEY REFORM AREAS

Page | 174 Annex 4: List and Definition of Prioritised Competencies in the SLRM Key Reform Areas

LIST AND DEFINITION OF PRIORITISED COMPETENCIES

IN THE SLRM KEY REFORM AREAS

COMPETENCY DEFINITION

Annual Investment Planning Implementing a timely, consultative, and harmonized planning process in identifying and allocating funds for priority programs, projects, and activities aligned with PGA’s over-all strategic directions

Application of DILG Guidelines in Road Rehabilitation and Maintenance

Complying with DILG Guidelines in road rehabilitation and maintenance to ensure compliance to DPWH technical standards for provincial roads.

Application of NetR9 and R3 Accurately capturing technical provincial roads data needed for road design with the proper use of the Trimble NetR9 Global Navigation Satellite System (GNSS) Reference Receiver and Trimble NetR3 GNSS Reference Sensor

Asset Management Managing the process of operating, maintaining, upgrading, and disposing the LGU’s tangible (e.g., buildings and equipment) and intangible (e.g., intellectual property) assets to optimise utilisation and value-for-money

Audit Risk Assessment Identifying and analysing risks to the achievement of operational objectives in order to better manage audit risks

Business Planning Formulating a plan for establishing and sustaining business ventures aimed at generating local revenue for the province, including business goals, products, financial projections, and resource requirements

Cash Management Managing the process of collecting, handling, disbursing and investing cash to ensure the LGU’s financial stability and solvency

Climate Change Adaptation Planning for effects of extreme weather events on road projects to mitigate or prevent risks of damage

Coaching Facilitating the development of specific outputs or completion of tasks by providing effective guidance, giving and eliciting constructive feedback, and sustaining motivation through demonstrated support

Competency Modelling Defining the clusters of knowledge, skills, and attitudes that are needed to effectively perform functions and tasks of specific positions

Development of Competency-based Job Description

Integrating competency requirements in job descriptions to adequately define needed qualifications of position holders



Development of Environmental Management Plan (EMP)

Formulating site-specific plans for identifying, managing and monitoring potential environmental and social impacts and issues relative to provincial road projects

Disaster Risk Reduction Management

Mainstreaming disaster prevention, mitigation, preparedness, responsiveness, rehabilitation and recovery in the design and execution of road projects to anticipate and mitigate disaster risks

eBudget Application Accessing and using the government’s eBudget system in an accurate and timely manner to facilitate the release of DBM documents during budget execution

eProcurement Application Accessing and using the government’s eProcurement system to manage the bidding process in procuring goods and services

Equipment Management Formulating measures and strategies to ensure that construction/maintenance heavy and light equipment are maintained in optimal working condition to ensure safety of users and minimise repair costs

Equipment Operation Proper use of construction/maintenance heavy and light equipment guided by familiarity with its features and conditions for its operation

Facilitating Guiding groups in discussions or processes for collectively assessing needs and issues, making decisions, and developing plans towards achievement of agreed-upon goals or objectives

Flowcharting Developing a graphic representation of steps in a process for use in analysing, designing, documenting, improving, or managing the process

Harmonizing Planning and Budget Processes

Reconciling the process of formulating different PLGU plans and budgets to ensure that strategically-prioritised sectoral and departmental plans, programs and activities (PPAs) are consistently included and budgeted

HR Systems Development and Implementation

Developing, installing and implementing policies, systems and processes for managing and developing human resources to ensure high level of performance among employees

HRMIS Application Accessing the Human Resource Management and information System (HRMIS) to update employee information and conduct personnel transaction

ICS System Analysis and Design

Assessing the efficiency and effectiveness of internal control structures and designing systems to ensure that functions and activities of the PLGU contribute to achieving strategic, financial, and operational goals



Implementation of Road Safety Awareness Campaign

Conducting information, educational, and communication (IEC) activities among relevant stakeholders to raise their awareness on the importance of road safety and encourage them to comply with and promote road safety laws and policies

Internal Control Applying systems and procedures to ensure operational efficiency, safeguard organisational assets and resources, and deter errors and fraud

Local Government Taxation Applying relevant legislations on local taxation in crafting and implementing the PLGU local revenue code

M&E Systems Development and Installation

Developing and implementing a process to objectively assess if activities of a plan, program or project are producing the desired results and outcomes

Managing Change Proactively adapting to new processes and procedures that are needed to enhance organisational efficiency and productivity

Manual Development Designing and producing a documentation of processes, procedures, tools, and other reference materials that is readable and easy for users to follow

Meeting Documentation Preparing accurate and timely minutes of pre-procurement and pre-bid conferences, bidding, post-qualification, and other procurement activities

Meeting Management for the Infrastructure Committee

Organising, conducting, and evaluating meetings to ensure that all planned agenda items are discussed and documented for effective follow-up on agreed actions and responsibility centers

Module Development Designing and developing orientation materials aimed at conveying information to a specific audience (e.g., procurement process)

Organisational Review and Redesign

Assessing the effectiveness of the current organisational structure and recommending necessary changes to enhance operational efficiency

Partnership-Building Identifying opportunities for and establishing and maintaining strategic linkages and relationships with internal and external stakeholders to achieve mutual interests and goals

PHILGEPS Application Accessing and uploading recent and accurate information and communication relative to the conduct of procurement procedures through the Philippine Government Electronic Procurement System (PHILGEPS)



Plan-Based Budget Preparation, Utilisation, and Monitoring

Managing financial resources effectively by ensuring that allocation and utilisation of budget is based on planned activities

Preparation and Evaluation of Appointments

Applying established CSC criteria and guidelines in evaluating proposed appointments and preparing the necessary documentation requirements

Presentation Delivering messages and ideas during planned communication activities in a manner that is appropriate to the needs and characteristics of the targeted audience

Process Documentation Developing a written description of a series of actions/steps that are taken in transactions and processes, specifying roles, inputs, and deliverables

Procurement Process Management

Applying policies and provisions of RA 9184 in procuring of goods and services to optimize utilisation of PLGU resources

Project Management Developing feasible project proposals, and effectively implementing, monitoring, and evaluating planned activities against set timelines and performance indicators to ensure achievement of project goals and objectives

Provincial Road Network Development Planning

Formulating plans in consultation with key stakeholders for the development and maintenance of an efficient provincial roads network to strategically support the development thrust of the LGU

Real Property Valuation Applying effective methods in developing sound and reliable estimates of fair market value of real estate in the PLGU

Research and Data Evaluation Collecting and analysing relevant data to support recommendations and facilitate decision-making

Revenue Generation Planning Defining, administering, and maintaining schedules for realising revenue from sales of products and services as required by the Bureau of Local Government Finance (BLGF)

Strategic Financial Management Planning

Formulating a plan for allocating financial resources, reducing costs, and managing investments to ensure that the LGU has sufficient resources to sustain initiatives and achieve broad long-term goals

Strategic HRM Planning Formulating plans along the different human resource management systems to facilitate the engagement (optimal acquisition, utilisation, and maintenance) of human resource in accordance with Civil Service laws and rules and pursue the PLGU strategic directions and development priorities

Technical Writing Presenting complex technical concepts and ideas into reports and other written materials containing



information that is clear and easily understood by its intended readers

Traffic Data Collection and Gathering

Collecting, recording, and consolidating traffic data (volume of traffic per vehicle type per road section) needed in road design in accurate and timely manner using standard templates

Training Design and Development

Developing the design of training and development interventions to facilitate the learning process, including setting learning objectives, identifying and sequencing content, selecting learning methods, and developing training materials

Training Needs Analysis Assessing competency gaps and recommending appropriate interventions to close identified gaps


Annex 5: HRD Implementation Plan 2014 Page | 179

ANNEX 5:

HRD IMPLEMENTATION PLAN 2014

Annex

5:

HR

D I

mple

men

tati

on P

lan 2

014

P

age

| 180

Annex

5:

HR

D I

mple

men

tati

on P

lan 2

014

P

age

| 181

Annex

5:

HR

D I

mple

men

tati

on P

lan 2

014

P

age

| 182

Annex

5:

HR

D I

mple

men

tati

on P

lan 2

014

P

age

| 183

Annex

5:

HR

D I

mple

men

tati

on P

lan 2

014

P

age

| 184

Annex

5:

HR

D I

mple

men

tati

on P

lan 2

014

P

age

| 185

Annex

5:

HR

D I

mple

men

tati

on P

lan 2

014

P

age

| 186

Annex

5:

HR

D I

mple

men

tati

on P

lan 2

014

P

age

| 187

Page | 188 Annex 5: HRD Implementation Plan 2014

Annex 6: Change Management Plan Page | 189

ANNEX 6:

CHANGE MANAGEMENT PLAN

Pro

vin

cia

l G

overn

men

t o

f A

kla

n

Str

ate

gic

HR

D P

lan

nin

g

CH

AN

GE

MA

NA

GE

ME

NT

PL

AN

DE

FIN

ING

TH

E C

HA

NG

E

CH

AN

GE

VIS

ION

PH

RM

O a

s a

str

ate

gic

pa

rtn

er

in a

ch

ievin

g P

GA

's S

usta

ina

ble

Lo

ca

l R

oa

d M

an

agem

en

t (S

LR

M)

Re

form

Ag

en

da

th

rou

gh

its

le

ad

ers

hip

in

bu

ildin

g a

nd

e

nha

ncin

g c

om

pe

tencie

s o

f em

plo

ye

es to d

eliv

er

roa

d s

erv

ice

s.

Ob

jecti

ve o

f C

han

ge

To

fa

cili

tate

th

e P

GA

’s tra

nsitio

n fro

m o

ppo

rtu

nity-d

riven

to

ne

ed

s-b

ase

d a

nd

str

ate

gic

ma

na

gem

en

t o

f h

um

an

re

so

urc

e d

evelo

pm

en

t p

rog

ram

s a

nd

a

ctivitie

s fo

r its r

oa

d s

ecto

r.

Cu

rre

nt

Sta

tus

De

sir

ed

Sta

tus

Ch

an

ge

Is

su

es

Ac

tio

ns

Ne

ed

ed

1.

Le

arn

ing

and

deve

lopm

en

t syste

m h

as y

et to

be

pu

t in

p

lace

.

M

ech

an

ism

s fo

r p

lan

nin

g,

imp

lem

en

tin

g, m

on

ito

rin

g a

nd

eva

lua

tin

g, a

nd

su

sta

inin

g P

GA

le

arn

ing

an

d d

eve

lopm

en

t p

rog

ram

s a

re in

pla

ce

.

In

ad

eq

ua

te c

om

pe

ten

cy to

e

sta

blis

h th

e s

yste

m

E

nha

nce

com

pe

tencie

s fo

r

HR

D s

yste

m d

eve

lopm

en

t

Annex

6:

Chan

ge

Man

agem

ent

Pla

n P

age

| 191

Cu

rre

nt

Sta

tus

De

sir

ed

Sta

tus

Ch

an

ge

Is

su

es

Ac

tio

ns

Ne

ed

ed

2.

Th

ere

is n

o in

teg

rate

d h

um

an

re

so

urc

e m

an

ag

em

en

t (H

RD

) p

lan

th

at a

dd

resses c

om

pe

tency

ne

ed

s o

f em

plo

ye

es.

o D

epa

rtm

en

ts id

en

tify

an

d

co

nd

uct/a

tte

nd

tra

inin

g

activitie

s w

ith

ou

t in

vo

lvin

g

PH

RM

O's

Le

arn

ing

and

D

eve

lop

me

nt (L

&D

) D

ivis

ion

.

P

GA

HR

D a

ctivitie

s a

re g

uid

ed

b

y a

str

ate

gic

HR

D P

lan

th

at

ide

ntifie

s a

pp

rop

ria

te le

arn

ing

a

nd

deve

lop

me

nt in

terv

en

tio

ns

tha

t a

re r

espo

nsiv

e to

th

e p

rio

rity

H

RD

nee

ds o

f th

e r

oa

d s

ecto

r.

- H

RD

Pla

nn

ing

is

ma

instr

eam

ed

in

th

e a

nn

ua

l p

lan

nin

g a

nd

bu

dge

tin

g

pro

cesse

s.

P

HR

MO

ove

rse

es th

e

imp

lem

en

tatio

n o

f tr

ain

ing

a

ctivitie

s in

clu

de

d in

th

e s

tra

teg

ic

HR

D P

lan

.

L

ack o

f p

roce

sses fo

r m

ain

str

eam

ing

HR

D P

lan

nin

g in

th

e a

nnu

al p

lan

nin

g a

nd

b

udg

etin

g p

roce

ss

P

ossib

le r

esis

tan

ce

by

de

pa

rtm

en

ts to

L&

D's

ove

rsig

ht

of le

arn

ing

activitie

s

L

ow

re

ad

ine

ss b

y L

&D

Div

isio

n

to ta

ke

on

the

ove

rsig

ht ro

le

In

stitu

tio

na

lise

th

e

ma

instr

eam

ing

of H

RD

pla

nn

ing

in

th

e P

LG

U p

lan

nin

g a

nd

b

udg

etin

g p

roce

sse

s

o E

nga

ge

de

pa

rtm

en

ts in

e

sta

blis

hin

g a

nd

im

ple

men

tin

g

the

pro

ce

sses

o C

larify

th

e r

ole

of L

&D

D

ivis

ion

an

d e

sta

blis

h th

e

pro

cess fo

r p

erf

orm

ing

th

e

role

3.

Pa

rtic

ipa

tio

n in

tra

inin

g is m

ostly

in c

om

plia

nce

to

in

vita

tio

ns fro

m

ove

rsig

ht a

ge

ncie

s th

at

imp

lem

en

t p

ub

lic o

ffe

rin

g.

S

ele

ctio

n o

f tr

ain

ing

pa

rtic

ipa

nts

is

ta

rge

ted

an

d n

eed

-base

d.

N

o c

om

pe

ten

cy in

tra

inin

g n

ee

ds

asse

ssm

en

t D

eve

lop

com

pe

tency in

tra

inin

g

ne

ed

s a

sse

ssm

en

t

4.

MO

OE

bu

dge

t fo

r tr

ain

ing

pe

r d

epa

rtm

en

t is

no

t o

ptim

ise

d.

M

OO

E b

ud

ge

t fo

r tr

ain

ing

is

op

tim

ise

d w

ith

th

e e

sta

blis

hm

en

t o

f a

ce

ntr

alis

ed

bu

dge

t m

ana

ged

in

PH

RM

O fo

r le

arn

ing

an

d

deve

lopm

en

t activitie

s th

at cu

t a

cro

ss P

GA

.

P

ossib

le r

esis

tan

ce

to

re

du

ctio

n

of d

ep

art

men

t b

ud

ge

t to

e

sta

blis

h a

ce

ntr

alis

ed

bud

ge

t

E

nga

ge

LC

E, d

ep

art

men

t h

ead

s

an

d S

P in

esta

blis

hin

g

ce

ntr

alis

ed

bu

dge

t

C

om

mun

ica

te th

e v

alu

e o

f th

is

bu

dg

etin

g s

yste

m to

op

tim

ise

in

vestm

en

ts in

le

arn

ing

an

d

deve

lopm

en

t

Cu

rre

nt

Sta

tus

De

sir

ed

Sta

tus

Ch

an

ge

Is

su

es

Ac

tio

ns

Ne

ed

ed

5.

Th

ere

is n

o p

oo

l o

f e

xp

ert

s th

at

ca

n s

erv

e a

s tra

ine

rs fo

r le

arn

ing

activitie

s.

A

po

ol o

f tr

ain

ers

com

ing

fro

m

diffe

ren

t d

ep

art

me

nts

assis

ts in

p

lan

nin

g a

nd

im

ple

me

ntin

g

tra

inin

g a

ctivitie

s.

P

ote

ntia

l co

nflic

t o

f tr

ain

ing

a

ctivitie

s w

ith

re

gu

lar

fun

ctio

ns

of m

em

be

rs o

f th

e p

oo

l o

f tr

ain

ers

O

ffic

ial in

vo

lvem

en

t o

f tr

ain

ers

’ p

oo

l in

tra

inin

g fu

nctio

n

o S

ecu

re L

CE

ap

pro

va

l

o I

nco

rpo

rate

tra

inin

g fu

nctio

ns

in p

erf

orm

ance

ta

rge

ts o

f tr

ain

ers

6.

Mo

nito

rin

g a

nd

eva

lua

tio

n o

f le

arn

ing

an

d d

eve

lopm

en

t a

ctivitie

s a

re n

ot con

ducte

d.

A

n H

RD

mo

nito

rin

g a

nd

eva

lua

tio

n s

yste

m is s

et-

up

and

m

an

ag

ed

by a

n M

&E

Te

am

in

P

HR

MO

to

en

su

re r

etu

rn o

f e

xp

ecta

tio

n/in

ve

stm

en

t in

le

arn

ing

an

d d

eve

lopm

en

t a

ctivitie

s.

L

ack o

f com

pe

ten

cy in

M&

E

D

eve

lop

com

pe

tency in

M&

E

Annex

6:

Chan

ge

Man

agem

ent

Pla

n P

age

| 193

AN

AL

YS

IS O

F E

NV

IRO

NM

EN

T F

OR

CH

AN

GE

Fa

cto

rs

Fo

rces

Dri

vin

g C

ha

ng

e

Fo

rces

Re

str

ain

ing

Ch

an

ge

A

cti

on

/s N

ee

de

d

Em

plo

ye

es

E

mp

loye

es a

re g

ive

n o

ppo

rtu

nity t

o

deve

lop

com

pe

ten

cie

s.

M

ost tr

ain

ed

em

plo

ye

es a

re n

ot

mo

nito

red

to

de

term

ine

ap

plic

atio

n o

f le

arn

ing

on

th

e jo

b.

S

om

e e

mp

loye

es r

efu

se

to

be

tra

ine

d

be

ca

use

th

ey d

o n

ot w

an

t to

ge

t o

ut o

f th

eir c

om

fort

zo

ne

or

assum

e

ad

ditio

na

l re

sp

onsib

ilitie

s.

T

rain

ed

sta

ff a

re n

ot re

ad

y to

fa

ce

th

e

ch

alle

ng

e o

f in

tro

du

cin

g le

arn

ed

n

ew

/be

tte

r w

ays o

f d

oin

g th

ing

s

be

ca

use

of p

ote

ntia

l co

nflic

t w

ith

fe

llow

em

plo

ye

es a

nd

ap

pea

rin

g lik

e a

"k

no

w-it-

all"

.

E

sta

blis

h a

n H

RD

M&

E s

yste

m w

he

re:

- P

HR

MO

co

nd

ucts

M&

E o

f P

HR

MO

-im

ple

men

ted

activitie

s

- D

epa

rtm

en

t H

ead

and

sup

erv

iso

rs

join

tly im

ple

men

t str

ict m

on

ito

rin

g

an

d e

va

lua

tio

n o

f te

ch

nic

al tr

ain

ing

im

ple

men

ted

by d

ep

art

men

ts.

In

stitu

tio

na

lise

me

ch

an

ism

s fo

r tr

an

sfe

r o

f le

arn

ing

to

th

e w

ork

pla

ce

(e

ch

o s

em

ina

rs, coa

ch

ing

, e

tc.)

.

D

iscu

ss w

ith

De

pa

rtm

en

t H

ea

ds

reg

ard

ing

pa

rtic

ipa

tio

n o

f e

mp

loye

es

to p

lan

ne

d tra

inin

g a

ctivitie

s (

inclu

din

g

the

va

lue

of a

tte

nd

ing

)

L

ink a

tte

nd

an

ce

to

tra

inin

g w

ith

th

e

pe

rfo

rma

nce

ma

nag

em

en

t syste

m

- C

larify

de

live

rab

les o

f o

ffic

e a

nd

in

div

idu

al co

ntr

ibu

tio

ns o

f em

plo

ye

es

Fa

cto

rs

Fo

rces

Dri

vin

g C

ha

ng

e

Fo

rces

Re

str

ain

ing

Ch

an

ge

A

cti

on

/s N

ee

de

d

Le

ad

ers

T

op

ma

nag

em

en

t (L

CE

an

d S

P)

su

pp

ort

tra

inin

g a

nd

deve

lopm

en

t.

D

epa

rtm

en

t h

ea

ds d

em

onstr

ate

o

pen

ness to

pla

nne

d im

pro

vem

en

ts in

H

RD

such

as s

tra

teg

ic p

lan

nin

g,

va

lida

tio

n a

ctivitie

s, e

tc.

S

om

e tra

inin

g a

nd

deve

lopm

en

t p

rog

ram

s a

re p

erc

eiv

ed

as tim

e-

co

nsum

ing

exp

en

se

no

t as a

n

investm

en

t.

T

rain

ing

is g

iven

lo

we

r p

rio

rity

ove

r re

gu

lar

fun

ctio

ns.

S

usta

in c

om

mu

nic

atio

n w

ith

LC

E a

nd

S

P o

n H

RD

in

itia

tive

s.

C

om

mun

ica

te o

r re

po

rt o

utc

om

es o

f tr

ain

ing

an

d d

eve

lopm

en

t a

ctivitie

s.

Org

an

isa

tio

n

T

he

re a

re e

sta

blis

he

d H

RD

str

ate

gic

g

oa

ls/o

bje

ctives.

C

itiz

en

s’ C

ha

rte

r e

sta

blis

he

s a

syste

m

of o

pe

ratio

n w

ith

in a

nd

am

on

g

de

pa

rtm

en

ts a

nd

pro

vid

es b

asis

fo

r id

en

tifica

tio

n o

f p

erf

orm

ance

d

iscre

pan

cie

s.

P

GA

is c

om

plia

nt

with

HR

D

req

uire

men

ts o

f ove

rsig

ht

ag

en

cie

s.

M

ajo

rity

of e

mp

loye

es a

re u

na

wa

re o

f P

GA

’s s

tra

teg

ic d

ire

ctio

ns a

nd

o

bje

ctive

s fo

r hum

an

re

sou

rce

d

eve

lopm

en

t an

d th

eir r

ole

in

su

pp

ort

ing

th

ese

.

In

sta

lled

syste

ms a

re n

ot e

ffe

ctive

ly

imp

lem

en

ted

be

ca

use

of com

pe

ten

cy

ga

ps.

P

GA

’s c

apa

city to

ad

op

t syste

m

ch

an

ge

s h

ind

ers

pe

rfo

rma

nce

of

com

pe

ten

t em

plo

ye

es.

O

rie

nta

tio

n/R

e-o

rie

nta

tio

n o

f em

plo

ye

es a

bo

ut str

ate

gic

m

an

ag

em

en

t o

f H

RD

in

PG

A a

nd

th

eir

role

in

its

im

ple

me

nta

tio

n

R

evie

w p

erf

orm

an

ce

in

im

ple

men

tin

g

syste

ms to

id

en

tify

co

mp

ete

ncy g

ap

s.

Re

so

urc

es

F

und

s a

re a

lloca

ted

fo

r le

arn

ing

an

d

deve

lopm

en

t p

rog

ram

s.

A

pp

rop

ria

te m

ate

ria

ls a

nd

fa

cili

tie

s fo

r e

xte

rna

l tr

ain

ing

activitie

s.

C

om

pe

ten

t tr

ain

ing

fa

cili

tato

rs/

co

nsu

lta

nts

P

ote

ntia

l in

tern

al e

xp

ert

s a

mon

g

Au

str

alia

n A

id s

ch

ola

rs, H

R C

ore

T

ea

m a

nd

oth

er

tra

ine

d s

taff

T

he

re is n

o c

en

tra

lise

d b

ud

ge

t fo

r le

arn

ing

an

d d

eve

lopm

en

t in

terv

en

tio

ns m

an

ag

ed

by P

HR

MO

.

T

rain

ing

in

vestm

en

t is

no

t m

axim

ise

d

be

ca

use

tra

inin

g a

ctivitie

s a

nd

p

art

icip

an

ts a

re n

ot ta

rge

ted

.

In

ad

eq

ua

te fa

cili

tie

s fo

r H

RD

activitie

s

with

in th

e P

GA

.

P

oo

l o

f tr

ain

ers

have

no

t b

ee

n

ide

ntifie

d a

nd

se

t up

.

E

sta

blis

h c

en

tra

lise

d b

ud

ge

t fo

r im

ple

men

tatio

n o

f P

GA

-wid

e H

RD

in

terv

en

tio

ns.

Id

en

tify

tra

inin

g a

ctivitie

s th

at re

sp

ond

to

com

pe

tency g

aps a

nd

lim

it

pa

rtic

ipa

nts

to

ta

rge

ted

tra

ine

es.

U

pg

rad

e e

xis

tin

g fa

cili

tie

s w

ith

in th

e

PG

A.

E

sta

blis

h a

po

ol o

f tr

ain

ers

an

d d

esig

n

ince

ntive

syste

m to

mo

tiva

te its

Annex

6:

Chan

ge

Man

agem

ent

Pla

n P

age

| 195

Fa

cto

rs

Fo

rces

Dri

vin

g C

ha

ng

e

Fo

rces

Re

str

ain

ing

Ch

an

ge

A

cti

on

/s N

ee

de

d

P

LG

U c

ann

ot a

ffo

rd p

rofe

ssio

na

l fe

es

of e

xte

rna

l co

nsu

lta

nts

.

In

ce

ntive

syste

m fo

r p

ote

ntia

l in

tern

al

exp

ert

s n

ot ye

t d

eve

lop

ed

.

mem

be

rs to

pe

rfo

rm a

dd

itio

na

l fu

nctio

ns.

S

usta

ine

d c

om

mu

nic

atio

n w

ith

LC

E,

De

pa

rtm

en

t h

ea

ds a

nd

PH

RM

O o

n

HR

D P

lan

an

d its

re

so

urc

e

req

uire

men

ts

En

vir

on

me

nt

A

cce

ss to

tra

inin

g p

rovid

ed

by C

SC

a

nd

oth

er

ove

rsig

ht a

gen

cie

s.

G

rea

ter

exp

ecta

tio

ns fo

r e

xce

llen

t a

nd

tr

an

spa

ren

t se

rvic

e d

eliv

ery

am

on

g

clie

nts

trig

ge

r th

e n

eed

to

en

ha

nce

com

pe

tencie

s.

S

ele

ctio

n o

f P

GA

as a

co

re p

art

ne

r in

stitu

tio

n o

f th

e P

AH

RO

DF

and

P

RM

F a

nd

lo

ca

l a

nd

fo

reig

n fu

nd

ing

in

stitu

tio

ns.

R

eco

gn

itio

n o

f P

GA

by a

wa

rd-g

ivin

g

org

an

isa

tio

ns c

om

pe

ls c

on

tin

uo

us

imp

rovem

en

t o

f se

rvic

es.

S

om

e in

form

atio

n a

bo

ut

tra

inin

g/s

em

ina

rs r

equ

ire

d b

y

ove

rsig

ht a

ge

ncie

s a

re n

ot p

rovid

ed

a

hea

d o

f tim

e to

aid

pla

nn

ing

.

M

ech

an

ism

s e

sta

blis

he

d to

com

ply

w

ith

re

qu

ire

men

ts fo

r re

cog

nitio

n

pro

gra

ms a

re n

ot su

sta

ine

d a

nd

in

stitu

tio

na

lise

d.

U

nde

rta

ke

pro

active

ne

two

rkin

g a

nd

p

art

ne

rsh

ip b

uild

ing

with

pro

sp

ective

su

pp

ort

in

stitu

tio

ns.

E

nco

ura

ge

clie

nts

to

pro

vid

e h

on

est

an

d tim

ely

fe

ed

ba

ck o

n e

mp

loye

e

pe

rfo

rma

nce

D

eliv

er

on

exp

ecta

tio

ns o

f do

no

r a

gen

cie

s to

susta

in/s

tre

ng

the

n

pa

rtn

ers

hip

s.

AN

AL

YS

IS O

F S

TA

KE

HO

LD

ER

S

Sta

keh

old

er/

s

Le

ve

l o

f Im

pa

ct

Le

ve

l o

f In

flu

en

ce

Po

ss

ible

Rea

cti

on

to

th

e C

han

ge

A

cti

on

/s N

ee

de

d

Em

plo

ye

es

Hig

h

Me

diu

m

U

nw

illin

gn

ess to

atte

nd

pla

nn

ed

tra

inin

g

activitie

s

C

om

mun

ica

te v

alu

e o

f tr

ain

ing

in

im

pro

vin

g jo

b

pe

rfo

rma

nce

PH

RM

O

Hig

h

Hig

h

S

upp

ort

fo

r p

lan

im

ple

me

nta

tio

n

T

ake

th

e le

ad

in

su

sta

inin

g s

tra

teg

ic

ma

nag

em

en

t o

f H

RD

LC

E

Hig

h

Hig

h

S

upp

ort

fo

r p

lan

im

ple

me

nta

tio

n

L

eve

rage

sup

po

rt to

ch

am

pio

n s

tra

teg

ic

ma

nag

em

en

t o

f H

RD

SP

M

ed

ium

H

igh

S

upp

ort

fo

r H

RD

pla

n im

ple

me

nta

tio

n s

ubje

ct

to p

resen

tatio

n o

f w

ell-

de

fin

ed

HR

D p

rio

ritie

s

an

d p

rog

ram

s

L

obb

y w

ith

lo

ca

l le

gis

lato

rs to

ge

ne

rate

sup

po

rt

an

d a

pp

rova

l o

f th

e b

ud

ge

t a

lloca

tio

n fo

r th

e

Pla

n

De

pa

rtm

en

t H

ead

s a

nd

S

up

erv

iso

rs

Hig

h

Hig

h

S

upp

ort

fo

r p

lan

im

ple

me

nta

tio

n

R

ese

rva

tio

ns a

bo

ut a

lloca

tin

g d

ep

art

me

nt

fun

ds fo

r th

e im

ple

men

tatio

n o

f p

lan

ne

d P

GA

-w

ide

le

arn

ing

an

d d

eve

lopm

en

t a

ctivitie

s

F

ully

op

tim

ise

su

ppo

rt b

y e

ng

ag

ing

th

em

as

pa

rtn

ers

in

pla

n im

ple

me

nta

tio

n, sp

ecific

ally

fo

r in

terv

en

tio

ns a

lon

g the

ir a

rea

/s o

f sp

ecia

lisa

tio

n

Fu

nd

ing

In

sti

tuti

on

s

Lo

w

Hig

h

E

xp

ecta

tio

ns a

bo

ut de

live

ry o

f p

roje

ct o

utp

uts

a

nd

im

ple

men

tatio

n o

f su

sta

ine

d c

han

ges in

th

e H

RD

syste

m a

nd

pro

ce

sses

D

ocum

en

t a

nd

rep

ort

mile

sto

ne

s a

nd

a

ccom

plis

hm

en

t o

f p

roje

ct de

live

rab

les

D

eve

lop

an

d c

om

mu

nic

ate

a S

usta

ina

bili

ty

Actio

n P

lan

(S

AP

)

Ex

tern

al C

lie

nts

H

igh

L

ow

E

xp

ecta

tio

n o

f im

pro

ve

d e

ffic

ien

cy in

se

rvic

e

de

live

ry

C

om

mun

ica

te im

pro

vem

en

ts in

th

e p

rocess a

s

a r

esu

lt o

f e

nh

anced

com

pe

ten

cie

s o

f em

plo

ye

es

E

nco

ura

ge

clie

nts

to

su

ppo

rt H

RD

pla

n

Annex

6:

Chan

ge

Man

agem

ent

Pla

n P

age

| 197

Sta

keh

old

er/

s

Le

ve

l o

f Im

pa

ct

Le

ve

l o

f In

flu

en

ce

Po

ss

ible

Rea

cti

on

to

th

e C

han

ge

A

cti

on

/s N

ee

de

d

imp

lem

en

tatio

n b

y p

rovid

ing

ho

ne

st a

nd

tim

ely

fe

ed

ba

ck

Ove

rsig

ht

Ag

en

cie

s

Me

diu

m

Hig

h

S

upp

ort

fo

r p

lan

im

ple

me

nta

tio

n

L

eve

rage

on

th

eir s

up

po

rt b

y a

ccessin

g

reso

urc

es a

nd

exp

ert

ise

th

at ca

n fa

cili

tate

HR

D

Pla

n im

ple

me

nta

tio

n

ST

RA

TE

GIS

ING

FO

R C

HA

NG

E

AC

TIO

N P

LA

N

Ac

tio

n S

tep

s

Tim

elin

e

Pe

rso

n/s

R

esp

on

sib

le

Re

so

urc

es

Req

uir

ed

S

up

po

rt N

ee

de

d

(Wh

at

an

d f

rom

wh

om

)

1.

Co

nd

uct o

rie

nta

tio

n a

bo

ut str

ate

gic

m

an

ag

em

en

t o

f H

RD

in

th

e P

GA

Com

mun

ica

te th

e v

alu

e o

f str

ate

gic

HR

D

(Wha

t’s in

it

for

the

m)

Wha

t w

ill c

ha

ng

e a

nd

its

im

plic

atio

ns fo

r th

em

Novem

be

r 2

013

HR

Co

re T

eam

P

resen

tatio

n M

ate

ria

ls

Ve

nu

e

De

pa

rtm

en

ts to

sp

onso

r sn

acks fo

r o

rie

nta

tio

n

2.

Se

cu

re b

uy-in

fo

r p

rop

osed

cha

nge

s a

nd

su

pp

ort

fo

r th

e im

ple

men

tatio

n o

f th

e c

han

ge

m

an

ag

em

en

t p

lan

LC

E

SP

De

pa

rtm

en

t H

ead

s, A

ssis

tan

t D

ep

art

me

nt

He

ad

s a

nd

Sup

erv

iso

rs

Octo

be

r 2

013

PH

RM

O L

&D

w

ith

H

R C

ore

Te

am

Pre

sen

tatio

n M

ate

ria

ls

Ve

nu

e

PG

O to

spo

nso

r sna

cks

for

orie

nta

tio

n

3.

Se

t u

p th

e L

ea

rnin

g a

nd

Deve

lopm

en

t (H

RD

) S

yste

m:

Po

licie

s a

nd

Gu

ide

line

s

Pro

ced

ure

s a

nd

To

ols

fo

r p

lan

nin

g,

imp

lem

en

tatio

n, a

nd

M&

E o

f H

RD

Ja

nu

ary

– J

un

e

20

14

PH

RM

O L

&D

A

pp

roved

fu

nd

ing

fro

m

PA

HR

OD

F fo

r a

n H

RD

in

terv

en

tio

n fo

r P

GA

Su

pp

lies a

nd

Ma

teria

ls

LC

E to

gra

nt

au

tho

risa

tio

n to

p

art

icip

ate

in

activitie

s

PH

RM

O D

epa

rtm

en

t H

ead

to

en

su

re

fle

xib

ility

of sch

ed

ule

to

Annex

6:

Chan

ge

Man

agem

ent

Pla

n P

age

| 199

Ac

tio

n S

tep

s

Tim

elin

e

Pe

rso

n/s

R

esp

on

sib

le

Re

so

urc

es

Req

uir

ed

S

up

po

rt N

ee

de

d

(Wh

at

an

d f

rom

wh

om

)

inte

rve

ntio

ns

atte

nd

to

re

qu

ire

d

ou

tpu

ts in

in

sta

llin

g

syste

ms

4.

Insta

ll su

pp

ort

ing

syste

ms fo

r im

ple

me

nta

tio

n o

f str

ate

gic

HR

D:

Exp

ansio

n o

f H

R C

ore

Te

am

Esta

blis

hm

en

t o

f a

tra

ine

rs’ p

oo

l

Ce

ntr

alis

atio

n o

f b

ud

ge

t fo

r P

GA

-wid

e

tra

inin

g a

nd

deve

lopm

en

t p

rog

ram

s

Octo

be

r 2

013

De

cem

be

r 2

013

Ju

ly 2

01

4

(prio

r to

b

udg

etin

g)

PH

RM

O L

&D

B

udg

et fo

r sn

acks

Ve

nu

e fo

r m

ee

tin

gs

Su

pp

lies a

nd

Ma

teria

ls

LC

E to

end

ors

e p

lan

ned

a

ctio

n

(exp

an

sio

n o

f co

re

team

, se

ttin

g u

p o

f tr

ain

ers

’ p

oo

l,

ce

ntr

alis

atio

n o

f H

RD

b

udg

et)

5.

Ce

leb

rate

mile

sto

ne

s a

nd

accom

plis

hm

ents

in

th

e in

tro

du

ctio

n o

f d

esire

d c

han

ges

Re

co

gn

ise

su

ccess s

torie

s

20

14

(Co

ntin

uin

g)

PH

RM

O L

&D

w

ith

H

R C

ore

Te

am

Bu

dg

et fo

r re

wa

rds

Su

pp

lies a

nd

Ma

teria

ls

De

pa

rtm

en

t H

ead

s to

sp

on

so

r re

wa

rds

6.

Su

sta

in c

om

mu

nic

atio

n a

nd

reg

ula

rly g

en

era

te

fee

dba

ck a

bo

ut o

ng

oin

g c

ha

ng

es

Octo

be

r 2

013

-

20

14

(Co

ntin

uin

g)

PH

RM

O L

&D

w

ith

H

R C

ore

Te

am

Bu

dg

et fo

r d

ata

-g

ath

erin

g a

ctivitie

s (

e.g

.,

su

rve

ys a

nd

FG

Ds)

Su

pp

lies a

nd

Ma

teria

ls

De

pa

rtm

en

t H

ead

s to

p

art

icip

ate

an

d e

ndo

rse

p

art

icip

atio

n o

f th

eir

sta

ff in

da

ta g

ath

erin

g

activitie

s

7.

Institu

tio

na

lise

th

e m

ain

str

eam

ing

of H

RD

p

lan

nin

g in

th

e P

LG

U p

lan

nin

g a

nd

bud

getin

g

pro

cesse

s

Issua

nce

of E

xe

cu

tive

Ord

er

to in

sta

ll th

e

ma

instr

eam

ing

pro

cess

Com

mun

ica

te th

e m

ain

str

eam

ed

pro

cess to

th

e P

GA

man

ag

em

en

t a

nd

pla

nn

ing

Ja

nu

ary

- J

un

e

20

14

(prio

r to

b

udg

etin

g)

PH

RM

O L

&D

w

ith

F

ina

nce

an

d

Pla

nn

ing

re

pre

se

nta

tives o

f

HR

Co

re T

eam

Bu

dg

et fo

r m

ee

tin

g

exp

enses (

me

als

)

Ve

nu

e

Su

pp

lies a

nd

Ma

teria

ls

Lo

ca

l F

ina

nce

C

om

mitte

e (

LF

C)

to

pa

rtic

ipa

te in

co

nsu

lta

tive

dis

cu

ssio

ns

an

d e

ndo

rse

a

gre

em

en

ts

LC

E to

app

rove

Ac

tio

n S

tep

s

Tim

elin

e

Pe

rso

n/s

R

esp

on

sib

le

Re

so

urc

es

Req

uir

ed

S

up

po

rt N

ee

de

d

(Wh

at

an

d f

rom

wh

om

)

pe

rson

ne

l

Orie

nt th

e P

HR

MO

an

d th

e L

ea

rnin

g a

nd

D

eve

lop

me

nt D

ivis

ion

ab

ou

t th

eir r

ole

in

th

e

ma

instr

eam

ing

pro

cess

pro

posa

l/p

lan

an

d issu

e

Exe

cu

tive

Ord

er

Monit

ori

ng a

nd E

val

uat

ing t

he

HR

D P

lan P

age

| 201

RIS

K M

AN

AG

EM

EN

T P

LA

N

Cri

tica

l Act

ion

S

tep

s P

ote

nti

al

Pro

ble

ms

S

L

ikel

y C

ause

s P

P

reve

nti

ve A

ctio

n

Wh

o

Wh

en

Co

st

Co

nti

ng

ent

Act

ion

W

ho

W

hen

C

ost

1.

Sec

ure

bu

y-in

fo

r p

rop

ose

d

chan

ges

an

d

sup

po

rt f

or

the

imp

lem

enta

tio

n

of

the

chan

ge

man

agem

ent

pla

n f

rom

PG

A

man

agem

ent

Key

mem

bers

of

PG

A

Man

agem

ent

mig

ht n

ot b

uy-in

an

d su

ppor

t the

im

plem

enta

tion

of th

e ch

ange

m

anag

emen

t pl

an

H

The

y co

nsid

er

trai

ning

and

de

velo

pmen

t as

a lo

wer

prio

rity

over

re

gula

r fu

nctio

ns a

nd

perc

eive

it a

s a

time

-co

nsum

ing

expe

nse

that

doe

s no

t pr

oduc

e ev

iden

t po

sitiv

e ch

ange

s af

ter

trai

ning

M

Com

mun

icat

e th

e va

lue

and

impo

rtan

ce o

f st

rate

gic

trai

ning

an

d de

velo

pmen

t ac

tiviti

es u

sing

in

nova

tive

com

mun

icat

ion

stra

tegi

es (

such

as

pres

enta

tions

, one

-on

-one

mee

tings

, te

stim

onia

ls/

succ

ess

stor

ies,

re

gula

r up

datin

g,

etc.

)

- P

rovi

de

evid

ence

of

impr

ovem

ent i

n pe

rfor

man

ce a

s a

resu

lt of

tr

aini

ng s

uch

as

com

plet

ed

outp

uts

and

impr

oved

pr

oces

ses

PH

RM

O

with

Cor

e T

eam

Oct

20

13

Sna

cks

c/

o D

evC

onsu

lt on

10

Oct

Act

ivel

y en

gage

a

very

influ

entia

l ch

ange

cha

mpi

on

(ally

) to

gen

erat

e su

ppor

t for

the

chan

ge

PH

RM

O

with

C

ore

Tea

m

Oct

20

13

Non

e

2.

Co

nd

uct

o

rien

tati

on

to

co

nce

rned

d

epar

tmen

ts

abo

ut

stra

teg

ic

Em

ploy

ees

of

conc

erne

d de

part

men

ts w

ho

need

to b

e or

ient

ed a

bout

H

a.

Rel

ucta

nce

to

get o

ut o

f the

ir co

mfo

rt z

one

or

assu

me

addi

tiona

l

M

a.

Gen

erat

e su

ppor

t fro

m th

e su

perv

isor

PH

RM

O

with

C

ore

Tea

m

Nov

20

13

Sna

cks

c/o

Dep

artm

ent

s

a.

Sch

edul

e an

othe

r or

ient

atio

n fo

r th

ose

who

did

no

t atte

nd

PH

RM

O

with

C

ore

Tea

m

Dec

20

13

Sna

cks

c/o

Dep

artm

ents

Cri

tica

l Act

ion

S

tep

s P

ote

nti

al

Pro

ble

ms

S

L

ikel

y C

ause

s P

P

reve

nti

ve A

ctio

n

Wh

o

Wh

en

Co

st

Co

nti

ng

ent

Act

ion

W

ho

W

hen

C

ost

man

agem

ent

of

HR

D in

th

e P

GA

st

rate

gic

HR

m

ight

re

fuse

/res

ist t

o at

tend

the

orie

ntat

ion

resp

onsi

bilit

ies

b.

Orie

ntat

ion

is

give

n lo

wer

pr

iorit

y ov

er

regu

lar

func

tions

c.

Con

flict

of

sche

dule

s w

ith

othe

r ac

tiviti

es

(late

invi

tatio

n or

to

o m

any

conc

erns

to

atte

nd to

)

M M

b.

Com

mun

icat

e th

e va

lue

and

bene

fits

of

stra

tegi

c H

RD

P

lan

c.

Sen

d in

vita

tions

ah

ead

of

sche

dule

and

co

nfirm

at

tend

ance

b.

Hav

e at

tend

ance

to

the

orie

ntat

ion

sess

ions

m

anda

ted

3.

Su

stai

n

com

mu

nic

atio

n

and

reg

ula

rly

gen

erat

e fe

edb

ack

abo

ut

on

go

ing

ch

ang

es

a.

Dep

artm

ent

Hea

ds m

ight

no

t allo

w

thei

r st

aff t

o

part

icip

ate

in

feed

back

ge

nera

tion

activ

ities

b.

Res

ista

nce

of s

taff

to

part

icip

ate

in

feed

back

ge

nera

tion

activ

ities

H M

a.

Hig

h w

ork

dem

and

of

resp

onde

nts

b.

Res

pond

ents

:

- pe

rcei

ve

feed

back

ge

nera

tion

activ

ities

as

ad

ded

wor

k

- m

ay la

ck

time

to

part

icip

ate

in

it

H H

a.

Fur

nish

sc

hedu

le o

f ac

tiviti

es to

co

ncer

ned

depa

rtm

ents

in

adva

nce

to

enab

le th

em to

m

anag

e tim

e

b.

Hol

d or

ient

atio

n

sess

ions

to

expl

ain

the

valu

e of

fe

edba

ck

activ

ities

and

ad

dres

s co

ncer

ns a

bout

no

n-ac

tion

on

feed

back

PH

RM

O

Bef

ore

each

sc

hedu

led

ac

tivity

Non

e a.

D

raw

up

a ba

ck-

up li

st a

nd in

vite

al

tern

ate

part

icip

ants

from

ot

her

conc

erne

d de

part

men

ts

b.

Res

ched

ule

activ

ities

to a

la

ter

date

for

orig

inal

ly

targ

eted

pa

rtic

ipan

ts

c.

Use

ava

ilabl

e fe

edba

ck to

ols,

w

here

ther

e ar

e di

fficu

lties

in

setti

ng u

p

PH

RM

O

Dur

ing

data

ga

ther

ing

activ

ity

Non

e

Annex

6:

Chan

ge

Man

agem

ent

Pla

n P

age

| 203

Cri

tica

l Act

ion

S

tep

s P

ote

nti

al

Pro

ble

ms

S

L

ikel

y C

ause

s P

P

reve

nti

ve A

ctio

n

Wh

o

Wh

en

Co

st

Co

nti

ng

ent

Act

ion

W

ho

W

hen

C

ost

c.

Inad

equa

te

or in

effe

ctiv

e fe

edba

ck

mec

hani

sm

to g

ener

ate

data

H

- se

e it

as

was

te o

f tim

e be

caus

e of

pa

st

expe

rienc

e w

hen

feed

back

w

as n

ot

acte

d up

on

c.

Fee

dbac

k m

echa

nism

s m

ay n

ot b

e fu

lly

deve

lope

d an

d in

stitu

tiona

lised

H

c.

Dev

elop

and

in

stitu

tiona

lise

feed

back

m

echa

nism

s

Incl

ude

mec

hani

sm

for

repo

rtin

g ac

tion

take

n on

feed

back

impr

oved

fe

edba

ck

mec

hani

sm

4.

Set

up

th

e L

earn

ing

an

d

Dev

elo

pm

ent

(HR

D)

Sys

tem

Inad

equa

te

com

pete

ncy

of

PH

RM

O

Lear

ning

and

D

evel

opm

ent

(L&

D)

Div

isio

n st

aff t

o d

evel

op

and

inst

all H

RD

sy

stem

s (in

clud

ing

form

ulat

ion

of

Pol

icie

s an

d G

uide

lines

, P

roce

dure

s an

d T

ools

for

plan

ning

, im

plem

enta

tion

and

M&

E o

f HR

D

inte

rven

tions

H

L&D

Div

isio

n st

aff

has

not y

et

unde

rgon

e tr

aini

ng

on s

ettin

g up

HR

D

syst

ems

H

Pro

vide

trai

ning

pr

ogra

ms

to b

uild

co

mpe

tenc

ies

of

L&D

sta

ff

PH

RM

O

L&D

D

ivis

ion

Bef

ore

setti

ng

up th

e sy

stem

s

App

rove

d in

terv

entio

n to

be

fund

ed

by

PA

HR

OD

F

See

k te

chni

cal

assi

stan

ce fr

om

expe

rts

(inte

rnal

or

exte

rnal

)

L&D

H

ead

and

staf

f

Upo

n ad

vise

of

PA

HR

OD

F to

in

itiat

e th

e pr

ojec

t

P50

, 00

0.00

Cri

tica

l Act

ion

S

tep

s P

ote

nti

al

Pro

ble

ms

S

L

ikel

y C

ause

s P

P

reve

nti

ve A

ctio

n

Wh

o

Wh

en

Co

st

Co

nti

ng

ent

Act

ion

W

ho

W

hen

C

ost

5.

Inst

all

sup

po

rtin

g

syst

ems

for

imp

lem

enta

tio

n

of

stra

teg

ic H

RD

Est

ablis

hm

ent

of

a tr

ain

ers’

p

oo

l

Exp

ansi

on

of

HR

Co

re T

eam

Cen

tral

isat

ion

o

f b

ud

get

fo

r P

GA

-wid

e tr

ain

ing

an

d

dev

elo

pm

ent

pro

gra

ms

a.

The

re m

ight

be

an

inad

equa

te

num

ber

of

pote

ntia

l m

embe

rs

who

will

be

part

of t

he

trai

ners

’ poo

l or

HR

D C

ore

team

b.

The

re m

ight

be

res

ista

nce

to th

e ce

ntra

lisat

ion

of tr

aini

ng

and

deve

lopm

ent

budg

ets

for

PG

A-w

ide

prog

ram

s.

H H

a.1.

Iden

tifie

d ca

ndid

ates

m

ight

feel

they

la

ck

com

pete

nce

in

trai

ning

a.2.

Can

dida

tes

lack

in

tere

st

beca

use

they

co

nsid

er b

eing

pa

rt o

f the

tr

aine

r/H

R

Cor

e te

am a

s an

add

ition

al

burd

en th

at

may

not

po

sitiv

ely

cont

ribut

e to

th

eir

perf

orm

ance

.

b. D

epar

tmen

ts

mig

ht p

erce

ive

they

are

losi

ng

cont

rol o

ver

thei

r tr

aini

ng b

udge

t

H H

H

a.1.

Con

duct

co

mpe

tenc

y bu

ildin

g in

terv

entio

ns

for

trai

ner’s

po

ol a

nd H

R

Cor

e T

eam

a.2.

In

stitu

tiona

lisat

ion

of th

e tr

aine

r’s p

ool

and

HR

Cor

e T

eam

Offi

cial

in

volv

eme

nt

Incl

usio

n in

pe

rfor

man

ce ta

rget

s

Ful

l su

ppor

t of

Dep

artm

ent

Hea

ds

b. C

ondu

ct

cons

ulta

tions

w

ith to

p m

anag

emen

t th

en c

once

rned

de

part

men

ts

PH

RM

O

L&D

w

ith C

ore

Tea

m

P

HR

MO

L&

D

with

P

BO

, P

TO

and

P

PD

O

Nov

20

13

(Cor

e T

eam

)

Dec

20

13

(Tra

iner

’s

Poo

l)

July

20

14

(prio

r to

bu

dget

ing)

To

be

dete

rmin

ed

T

o be

de

term

ined

a.1.

Is

suan

ce o

f O

ffice

Ord

er

desi

gnat

ing

mem

bers

of

Cor

e T

eam

an

d T

rain

ers

Poo

l

a.2.

Tap

Aus

tral

ian

Aid

sch

olar

s an

d A

PG

AA

O

mem

bers

ap

plyi

ng a

se

t sel

ectio

n cr

iteria

b. E

xplo

re

alte

rnat

ive

arra

ngem

ents

fo

r sh

arin

g of

tr

aini

ng b

udge

t am

ong

depa

rtm

ents

an

d P

HR

MO

LCE

PH

RM

O L

&D

w

ith

PB

O,

PT

O

and

PP

DO

Oct

20

13

(Cor

e T

eam

)

D

ec

2013

(T

rain

ers

Poo

l)

July

20

14

(prio

r to

bu

dget

ing)

Non

e

To

be

dete

rmin

ed

Annex

6:

Chan

ge

Man

agem

ent

Pla

n P

age

| 205

Cri

tica

l Act

ion

S

tep

s P

ote

nti

al

Pro

ble

ms

S

L

ikel

y C

ause

s P

P

reve

nti

ve A

ctio

n

Wh

o

Wh

en

Co

st

Co

nti

ng

ent

Act

ion

W

ho

W

hen

C

ost

6.

Inst

itu

tio

nal

ise

the

mai

nst

ream

ing

o

f H

RD

pla

nn

ing

in

th

e P

LG

U

pla

nn

ing

an

d

bu

dg

etin

g

pro

cess

es

Dep

artm

ent

Hea

ds m

ight

re

sist

/not

ado

pt

Str

ateg

ic H

RD

P

lann

ing

in th

eir

resp

ectiv

e de

part

men

ts.

H

a.

Dep

artm

ent

head

s st

ill h

ave

the

perc

eptio

n th

at H

R is

the

sole

re

spon

sibi

lity

of

PH

RM

O

b.

The

y la

ck a

n ap

prec

iatio

n of

th

eir

depa

rtm

ents

’ ro

le in

HR

D

c.

Str

ateg

ic

thin

king

and

pl

anni

ng is

not

pr

actic

ed in

the

depa

rtm

ents

H

a.

Con

duct

or

ient

atio

n se

ssio

ns w

ith

Dep

artm

ent

Hea

ds to

“se

ll”

the

bene

fits

of a

st

rate

gic

appr

oach

to

HR

D in

the

PLG

U

b.

Est

ablis

h st

rate

gic

plan

ning

as

requ

ired

proc

ess

c.

Con

duct

trai

ning

on

str

ateg

ic

thin

king

and

m

anag

emen

t

PH

RM

O

L&D

PB

O

PP

DO

Jan

- Ju

n 20

14

(prio

r to

bu

dget

ing)

P50

,000

P

roac

tivel

y co

llect

da

ta o

n le

arni

ng a

nd

deve

lopm

ent

requ

irem

ents

from

P

GA

dep

artm

ents

to

inpu

t int

o th

e H

RD

P

lan

PH

RM

O L

&D

Jan

- Ju

n 20

14

(prio

r to

bu

dget

ing)

Non

e

Lege

nd:

S

– S

erio

usne

ss

P

- P

roba

bilit

y

CO

MM

UN

ICA

TIO

N P

LA

N

Tar

get

A

ud

ien

ce

Co

mm

un

icat

ion

O

bje

ctiv

es

Key

Mes

sag

es

Co

mm

un

icat

ion

S

trat

egie

s S

end

er

Res

po

nsi

ble

U

nit

/Off

ice/

s R

eso

urc

es

Req

uir

ed

Tim

efra

me

LCE

Dep

artm

ent

Hea

ds

SP

Mem

bers

1.

Top

man

agem

ent

can

artic

ulat

e th

eir

com

mitm

ent t

o pu

rsue

str

ateg

ic

HR

D in

the

PLG

U

and

perf

orm

thei

r ro

les

in th

e ex

ecut

ion

of th

e P

GA

's S

trat

egic

H

RD

Pla

n

"Hum

an R

esou

rce

Dev

elop

men

t is

an

inve

stm

ent,

not a

n ex

pens

e"

Impl

emen

ting

the

HR

D

plan

s w

ill r

edou

nd to

be

nefit

s fo

r P

GA

and

its

diffe

rent

uni

ts.

The

re a

re c

oncr

ete

and

mea

sura

ble

outp

uts

and

outc

omes

res

ultin

g fr

om

the

lear

ning

and

de

velo

pmen

t int

erve

ntio

ns

unde

rgon

e by

the

em

ploy

ees

"You

r su

ppor

t is

crit

ical

to

succ

essf

ul H

RD

Pla

n ex

ecut

ion.

"

Top

man

agem

ent

spon

sors

hip

is a

key

fac

tor

in th

e ac

hiev

emen

t of

stra

tegi

c H

RD

goa

ls

The

LC

E, d

epar

tmen

t he

ads

and

SP

mem

bers

ar

e th

e ch

ampi

ons

of H

RD

P

lan

exec

utio

n.

The

HR

D C

ore

Tea

m

shou

ld b

e ex

pand

ed

Mee

tings

/ C

onve

rsat

ions

with

LC

E, S

P M

embe

rs,

Dep

artm

ent H

eads

For

mal

Pre

sent

atio

n to

the:

- E

xecu

tive

Com

mitt

ee

- S

angg

unia

ng

Pan

lala

wig

an

PH

RM

O

HR

Cor

e T

eam

PH

RM

O

Pre

sent

atio

n M

ater

ials

Offi

ce S

uppl

ies

and

Equ

ipm

ent

Sna

cks

durin

g m

eetin

gs

Dur

ing

HR

D

Pla

nnin

g

Whi

le

seek

ing

appr

oval

of

HR

D P

lan

Upo

n ap

prov

al o

f H

RD

Pla

n

Annex

6:

Chan

ge

Man

agem

ent

Pla

n P

age

| 207

Tar

get

A

ud

ien

ce

Co

mm

un

icat

ion

O

bje

ctiv

es

Key

Mes

sag

es

Co

mm

un

icat

ion

S

trat

egie

s S

end

er

Res

po

nsi

ble

U

nit

/Off

ice/

s R

eso

urc

es

Req

uir

ed

Tim

efra

me

PG

A

Em

ploy

ees

2.

The

PG

A

empl

oyee

s ca

n ex

plai

n P

LGU

's

stra

tegi

c H

RD

Pla

n an

d its

val

ue to

the

orga

nisa

tion

and

its

empl

oyee

s

"Com

pete

ncy

deve

lopm

ent i

s a

shar

ed r

espo

nsib

ility

of t

he

PLG

U a

nd it

s em

ploy

ees.

"

The

PG

A p

uts

prem

ium

in

deve

lopi

ng it

s hu

man

re

sour

ces

to s

uppo

rt th

e P

LGU

's s

trat

egic

di

rect

ions

Sei

ze o

ppor

tuni

ties

to

upgr

ade

com

pete

ncie

s an

d be

tter

cont

ribut

e to

the

P

GA

's m

issi

on a

nd v

isio

n

Bro

ad M

edia

- W

eekl

y F

lag

Cer

emon

y

- M

emor

anda

(f

rom

LC

E/P

HR

MO

/ D

epar

tmen

t H

eads

)

- T

elep

hone

Tre

es

Soc

ial M

edia

- P

GA

Fac

eboo

k P

age

Gro

up M

eetin

gs

- A

PG

AA

O

Mee

tings

- P

HR

MO

Wee

kly

mee

tings

- H

RD

Cor

e te

am

and

Ext

ende

d H

RD

Cor

e te

am

mee

tings

LCE

PH

RM

O

HR

Cor

e T

eam

PH

RM

O

Sna

cks

for

Mee

tings

Offi

ce S

uppl

ies

and

Equ

ipm

ent

Com

pute

r

Com

mun

icat

ion

bite

s fo

r po

stin

g in

FB

Fly

ers

Upo

n ap

prov

al o

f H

RD

Pla

n

Ove

rsig

ht

Age

ncie

s:

C

SC

D

BM

3.

Ove

rsig

ht a

genc

ies

ackn

owle

dge

the

PLG

U's

eff

orts

to

deve

lop

and

impl

emen

t a

“Let

’s w

ork

hand

in h

and

to

prof

essi

onal

ize

publ

ic

serv

ants

thr

ough

str

ateg

ic

HR

D”

The

PG

A s

hare

s th

e

Writ

ten

Com

mun

icat

ion

Mee

tings

/ C

onve

rsat

ions

with

F

ield

/ P

rovi

ncia

l

LCE

PH

RM

O

PH

RM

O

Offi

ce S

uppl

ies

and

Equ

ipm

ent

Str

ateg

ic H

RD

P

lan

Upo

n ap

prov

al o

f H

RD

Pla

n

Tar

get

A

ud

ien

ce

Co

mm

un

icat

ion

O

bje

ctiv

es

Key

Mes

sag

es

Co

mm

un

icat

ion

S

trat

egie

s S

end

er

Res

po

nsi

ble

U

nit

/Off

ice/

s R

eso

urc

es

Req

uir

ed

Tim

efra

me

C

OA

D

ILG

Str

ateg

ic H

RD

Pla

n an

d ex

pres

s co

mm

itmen

t to

supp

ort t

hese

over

sigh

t ag

enci

es' g

oal t

o de

velo

p hu

man

res

ourc

es

to im

prov

e se

rvic

e de

liver

y

The

PG

A c

ompl

ies

with

na

tiona

l pol

icie

s an

d pr

ogra

ms

Offi

cers

of O

vers

ight

A

genc

ies

Par

tner

/ F

undi

ng

Age

ncie

s:

A

ustr

alia

n A

id

P

HR

OD

F

P

RM

F

P

oten

tial

dono

rs

N

GO

s

L

earn

ing

Inst

itutio

ns

4.

Par

tner

/fun

ding

ag

enci

es

ackn

owle

dge

the

PLG

U's

eff

orts

to

purs

ue s

trat

egic

H

RD

and

exp

ress

w

illin

gnes

s to

su

ppor

t its

ex

ecut

ion

"The

PG

A s

hare

s yo

ur

orga

nisa

tions

' dev

elop

men

t go

al"

(PG

A M

issi

on)

The

PLG

U

aim

s to

dev

elop

its

agri-

indu

stria

l cap

abili

ties

to

com

plem

ent t

he b

oom

ing

eco-

tour

ism

indu

stry

, im

prov

e ed

ucat

ion,

pr

omot

e co

mm

erce

and

tr

ade,

pro

tect

the

en

viro

nmen

t, an

d br

ing

abou

t bal

ance

d pr

ogre

ss

in b

oth

the

rura

l and

urb

an

cent

ers

The

PLG

U r

ecog

nise

s th

at

its h

uman

res

ourc

es is

its

grea

test

ass

et in

brin

ging

ab

out c

hang

e.

The

PG

A n

eeds

par

tner

ag

enci

es' s

uppo

rt to

ex

ecut

e its

Str

ateg

ic H

RD

P

lan.

The

PG

A c

an a

ssur

e

Pre

sent

atio

n/

Con

vers

atio

ns w

ith

pres

ent a

nd p

oten

tial

Par

tner

or

gani

satio

ns

Mul

tipar

tite

Mee

tings

LCE

PH

RM

O

PH

RM

O

Pre

sent

atio

n

Mat

eria

ls

HR

D P

roje

ct

Pro

posa

ls

Upo

n ap

prov

al o

f H

RD

Pla

n

Annex

6:

Chan

ge

Man

agem

ent

Pla

n P

age

| 209

Tar

get

A

ud

ien

ce

Co

mm

un

icat

ion

O

bje

ctiv

es

Key

Mes

sag

es

Co

mm

un

icat

ion

S

trat

egie

s S

end

er

Res

po

nsi

ble

U

nit

/Off

ice/

s R

eso

urc

es

Req

uir

ed

Tim

efra

me

part

ner

agen

cies

val

ue

from

thei

r in

vest

men

ts.

Tar

get

part

icip

ants

in

plan

ned

trai

ning

in

terv

entio

ns

5.

Tar

get p

artic

ipan

ts

com

mit

to fu

ll pa

rtic

ipat

ion

in t

he

plan

ned

HR

D

inte

rven

tions

"Be

the

mos

t com

pete

nt

empl

oyee

that

you

can

be"

Iden

tifie

d pa

rtic

ipan

ts a

re

prov

ided

with

spe

cific

and

ap

prop

riate

trai

ning

to

deve

lop

thei

r co

mpe

tenc

ies.

"Lea

rn,

Lead

and

Suc

ceed

!"

Lear

ning

is F

UN

with

HR

D

The

HR

D p

lan

will

pro

vide

in

terv

entio

ns t

o br

ing

out

the

best

in th

e pa

rtic

ipan

ts

and

help

the

m s

ucce

ed in

th

eir

wor

k

Per

sona

l Med

ia

- M

emor

anda

- Le

tters

of

Invi

tatio

n

- E

mai

l and

fax

m

essa

ges

Gro

up a

nd T

eam

M

eetin

gs

PH

RM

O

Dep

artm

ent

head

s

PH

RM

O

Dep

artm

ent

Hea

ds

Off

ice

Sup

plie

s an

d E

quip

men

t

Mes

seng

er

Sna

cks

durin

g m

eetin

gs

Tra

inin

g P

rosp

ectu

s

Pre

sent

atio

n M

ater

ials

At t

he s

tart

of

ever

y qu

arte

r

6.

T

arge

t par

ticip

ants

pr

ovid

e fe

edba

ck

on th

e ef

fect

iven

ess

of t

he

HR

D in

terv

entio

ns

"We

wan

t to

del

iver

the

best

le

arni

ng e

xper

ienc

e fo

r yo

u"

The

Lea

rnin

g an

d D

evel

opm

ent T

eam

wan

ts

to e

nsur

e co

ntin

uous

im

prov

emen

t of P

GA

le

arni

ng in

terv

entio

ns.

Par

ticip

ants

’ fee

dbac

k is

ne

cess

ary

to a

ccom

plis

h th

is.

Per

sona

l Med

ia

- M

emor

anda

- E

mai

l and

fax

m

essa

ges

Gro

up a

nd T

eam

M

eetin

gs

PH

RM

O

PH

RM

O

Offi

ce S

uppl

ies

and

Equ

ipm

ent

Mes

seng

er

Sna

cks

durin

g m

eetin

gs

Fee

dbac

k F

orm

s

At t

he s

tart

and

en

d of

in

terv

entio

ns

Documents

Strategic Development Plan...Strategic HRD Plan addresses these issues by aligning efforts to enhance competencies of employees with established PGA development priorities, laying