Documentos de Académico
Documentos de Profesional
Documentos de Cultura
April Z. Luzon
PhD Public Administration
Introduction
Coverage
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Universities and Colleges (SUCs), Government-Owned and Controlled
Corporations (GOCCs), Local Water Districts (LWDs) and Local Government Units
(LGUs).
Eligibility Criteria
Each agency must satisfy the following conditions to be eligible for the grant of
PBB:
a. Good Governance Conditions: Satisfy 100% of the Good Governance
Conditions set by the AO25 Inter-Agency Task Force (IATF);
b. Physical Targets of Agencies: Achieve each one of the Physical
Targets, Support to Operations (STO) and General Administration and
Support Services (GASS)
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Act (RA No. 9184) for transactions from November 16, 2018 to January
31, 2019.
c. Maintain/Update the Citizens’s or Service Charter or its equivalent
reflecting the agency’s enhanced service standards for all its frontline
services to citizens, businesses, and government agencies, consistent
with the objectives of the Anti-Red Tape Act of 2007 (RA No. 9485), and
the President’s directive to reduce processing time of all public
transactions with government, and ensure accessible and convenient
delivery of services to the public, as reiterated in CSC Memorandum No,
14 s. 2016
Performance Targets
With respect to the Physical Targets, the AO 25 IATF sets the following
requirements to strengthen the performance of departments and agencies in
efficiently providing public services.
The certification must be valid until the last day of the year or a later
date, and must be posted in the agency TS page not later than the last
day of the year.
b. GASS Targets. The common GASS tragets shall include the following:
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1.b. Disbursement BUR which is measured by the ratio of total
disbursements (cash and non-cash, excluding Personnel
Services) to total obligations for MOOE and Capital Outlay for the
yeae, net of goods and services obligated by December 31 but
accounts payable and not yet due and demandable on the said
date.
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Employees (RA 6713), and CSC Resolutions Nos. 1300455 and
1500088. Each SUC shall have a SALN Review and Compliance
Committee to implement the provisions on reviewing and
complying with SALN requirements to determine whether said
statements have been submitted on time, are complete, and in
proper form.
Eligibility of Individuals
The following shall be the bases for the eligibility of individuals in the
unit/department:
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3. Officials and employees who transferred from government agencies that
are non-participating in the implementation of the PBB, shall be rated by
the agency where he/she served the longest; official/employee shall be
eligible for the grant of PBB on a pro-rate basis corresponding to the
actual length of service to the participating implementing agency.
The following are valid reasons for an employee who may not meet
the nine-month actual service requirement to be considered for PBB
on a pro-rata basis:
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8. Officials who failed to liquidate all cash advances received for the year
within the reglementary period, as prescribed in COA Circular 2009-002
dated May 18, 2009, shall not be entitled to PBB.
10. Officials and employees responsible for the implementation of the prior
years’ audit recommendations, QMS certifications, or posting and
dissemination of the department/agency system of ranking performance
of delivery units, shall not be entitled to the PBB of the current year, if
the agency fails to comply with the conditions.
Considering the 2018 PBB Guidelines and as set forth that PBB is in the
institutionalization phase, Department/Agencies/SUCs and their corresponding
offices/delivery units that meet the criteria and conditions of PBB shall be eligible
to the grant. Bureaus, offices, or delivery units eligible to the PBB shall be forced
ranked according to the following categories:
The identification of the delivery unit will depend on the type of government
entity, with due consideration to its mandate, organizational level and scope of
operations, as follows:
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Only personnel belonging to the eligible delivery units are qualified for the
PBB. To heighten transparency among delivery units and employees,
departments/agencies shall cascade to their employees the agency
guidelines/mechanics in ranking delivery units.
a. MFO Indicators
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To better understand the output indicators, below are formula for setting
targets based on baseline data:
OUTPUT INDICATORS
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For State Numerator: Number of Numerator: Target
Colleges and graduate students enrolled
number of graduate
Professional in CHED-identified or RDC
students enrolled in
Institute: identified priority graduate
CHED-identified and
Percentage of programs (first semester of
RDC identified priority
graduate AY 2017-2018)
graduate programs
students enrolled (first semester of AY
in CHED-Denominator: Number 2019-2020)
identified or
graduate students enrolled
RDC-identified in all graduate programs Denominator: Target
priority programs(First Sem of AY 2017- number graduate
2018) students enrolled in all
graduate programs
(First Sem of AY 2019-
2020)
2. Percentage of Numerator: Number of Numerator: Number of
accredited accredited graduate accredited graduate
graduate programs valid as of Dec. programs valid as of
programs 31, 2017 Dec. 31, 2020
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For State Numerator: Number of Numerator: Number of
Colleges and research outputs research outputs
Professional presented from research presented in FY 2018
Institute: outputs completed in FY fromf research outputs
Percentage of 2015, 2016 and 2017 completed in FY 2018,
research outputs 2019, 2020
presented in Denominator: Sum of
national, research outputs Denominator: Sum of
regional, and completed in FY 2015, actual research outputs
international 2016, 2017 completed in FY 2018,
forums within 2019, 2020
the year
EXTENSION 1. Number of 2017 accomplishment Target for FY 2020
PROGRAM trainees
weighted by the
length of training
2. Number of 2017 accomplishment Target for FY 2020
extension
programs
organized and
supported
consistent with
the SUC's
mandated and
priority programs
3. Percentage of Numerator: Number of Numerator: Number of
beneficiaries who beneficiaries who rated the beneficiaries who rated
rate the training training course(s) and as the training course(s)
course/s as satisfactory or higher and as satisfactory or
satisfactory or (SY 2017). higher (SY 2020)
higher in terms of
quality and Denominator: Total Denominator: Total
relevance number of beneficiaries number of beneficiaries
(SY 2017) (SY 2020)
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OUTCOME INDICATORS
PROGRAM OUTCOME
Baseline Data Target for FY 2018
NAME INDICATORS
HIGHER Percentage of Numerator: Total number Numerator: Total
EDUCATION first-time licensure of passers among the first- number of passers
PROGRAM exam takers that time takers in all board among the first-time
pass the licensure programs for FY 2017 takers in all board
exams programs for FY 2020
Denominator: Total
number of first-time Denominator: Total
licensure exam takers in number of first-time
all board programs for FY licensure exam takers
2017 in all board programs
for FY 2020
Percentage of Numerator: Number of Numerator: Number of
graduates (2 graduates employed as of graduates employed
years prior) that FY 2017 out of the as of FY 2020 out of
are employed graduates in FY 2015 (i.e. the graduates in FY
Graduates of March, 2018 (i.e. Graduates of
Summer and October March, Summer and
2017) October 2018)
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scientific
research, policy
research, social
science research)
or
c) producing
technologies for
13ommercializatio
n or livelihood
improvement or
d) whose
research work
resulted in an
extension
program
RESEARCH Number of Sum of research outputs Sum of research
PROGRAM research outputs utilized by industry or by outputs utilized by
in the last three other beneficiaries in FY industry or by other
years utilized by 2015, 2016 and 2017 beneficiaries in FY
the industry or by 2018, 2019 and 2020
other
beneficiaries
EXTENSION 1. Number of 2017 Accomplishment Target for 2020
PROGRAM active
partnerships with
LGUs, industries,
NGOs, NGAs,
SMEs, and other
stakeholders as a
result of extension
activities.
If you have a small amount of data you can prepare it by hand. Otherwise, you will
probably want to enter the results into a computer to make them easier to
summarize and analyze.
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DEFINITION CHARACTERISTICS
NOTE: It's important to carefully evaluate the historical data you're considering
using as your target baseline. Look at how the data for a particular period and see
whether there has been an abrupt change in performance. If there has been,
investigate the reasons for the change. If there were unusual circumstances during
that period (such as a recession), the figure may not be a good reference point
and you may want to consider using data from a different period to inform your
target.
Remember, you want to have a delicate balance between challenging and realistic.
A stretch target is intended to "raise the bar" enough to inspire your people. But it
also must be set at a level at which your direct reports have the skills, knowledge,
and company resources required to meet the target.
"Stretch" targets usually requires significant effort to achieve. Ask yourself how
much of a stretch will motivate without causing people to become overwhelmed or
demoralized.
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Example:
STUDENT LEARNING
ENROLMENT TARGET
OUTCOME TARGET
Timeline: Be clear about how long you need to achieve your target. Will you need
to set intermediary targets?
Example:
Scenario: Enrollment in your program has increased an average of 2% over the
past three years
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Consultation: Cascading targets would be easy if consultation was previously
sought with units and employees.
NAME OF SUC:
Delivery Unit:
_______________________________
QUARTERLY ACCOMPLISHMENTS
For the Quarter Ending ___________________
PHYSICAL
NAME OF Total ACCOMPLISHMENT (%) FINANCIAL
PROJECT Proje Contract ACCOMPLISH REMA
Contractor VARIAN
ct Amt. MENT (% of RKS
As per Project CE
Location Cost Actual Disbursement)
GANTT Chart = (g)
minus (h)
(a) (b) (c) (e) (g) (h) (i) (j)
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b. Budget Utilization Rate and Reforms of Public Procurement
Despite the strong commitment to competition under the GPRA and its
IRR’s, restrictions still remain on access to the procurement market for overseas
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firms. Apart from a few exceptions, for a business to be eligible to bid for the supply
of goods and to provide consultancy services, 60 percent of the ownership must
be in the hands of Philippine nationals, with a further requirement that the actual
delivery of consultancy service be undertaken by a Philippine national(s). In
tenders for infrastructure projects, it is mandated that, in most cases, 75 percent
of the ownership of the company belongs to Philippine nationals (GOP, 2009;
GPPB, 2009b: 43-45; GPPB, 2009c: 31-33; GPPB, 2009d: 34-35; GPPB, 2009e:
16).
As the first stage in the planning process, according to the GPRA and its
IRR’s, end-user units of a procuring entity draft a list of requested procurements
for the following financial year, including a statement of the need for each
procurement, and providing details in each case of the type and extent of the
goods, services and works to be procured, the procurement method to be adopted,
time schedules of the procurement and contract implementation, and the estimated
contract value. The list, known as the project procurement management plan, is
then submitted to the budget office of the procuring entity for its evaluation. If
approved, it is then vetted by the head of the procuring entity, following which,
subject to any amendment, it is consolidated with the plans of the other end user
units to form the annual procurement plan of the procuring entity. Once the budget
for the procuring entity has been finalized, the end- user units will be asked to
adjust their project procurement management plans in light of the funding allocated
to their programs and activities. The annual plan is then accordingly amended and
submitted to the bids and awards committee for its evaluation and approval.
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open tenders. Alternatively re-bidding was permitted without any explicit
justification or reason, so as to allow a favored company to re-submit a price or
proposals to ensure that it secured the contract (WB, 2003: 22). Making matters
worse was the fragmentation of the procurement system. The World Bank noted
in its assessment report of 2003 that there existed a “proliferation of outdated and
fragmented laws and [a] multiplicity of uncoordinated executive issuances”. It
further commented that “at times they are inconsistent with one another” and
“constitute a source of confusion” (WB, 2003: 10-11).
The GPRA has sought to address both these issues, including transparency
and standardization amongst it guiding principles. A number of measures were
stipulated to enhance transparency. One was to allow outside observers from the
Commission on Audit and civil society to attend meetings of bids and awards
committees, and be given access to all relevant documents. This is provided for in
Section 13 which states:
The private group mentioned above may include for goods, a relevant
chamber of commerce, for infrastructure projects one of the recognized
associations in the construction and engineering sector, and for consulting
services a professional association such as the Philippine Institute of Certified
Public Accountants (PICPA) and the Confederation of Filipino Consulting
Organizations (GOP, 2009). A key civil society organization that has been involved
as an observer is Procurement Watch Inc, whose task is to expose corruption and
waste in procurement (Kristina & Pimentel, 2005: 42-44).
After the award of the contract, the observers individually or jointly are
required to submit a report to both the head of the procuring entity and to the Public
Procurement Policy Board. These contain their feedback on the meetings attended
and the documents examined, pointing out any irregularities that may have been
committed. It is reasoned that with outside observers the procurement process can
be independently assessed to determine if due procedures have been followed,
the method of procurement adopted is in accordance with the conditions laid down
in the GPRA and its IRR’s, and the awards made are in favor of “the lowest
calculated responsive bid” for goods and infrastructure projects or “highest-rated
responsive bid” for consulting services (Kristina & Pimentel, 2005: 43; COP, 2003;
GOP, 2009).
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Also in the interests of transparency, the GPRA mandated the disclosure of
the approved budget for the contract in the tender notice, with the stipulation that
any bids above that would be discarded. This is intended as well to forestall
collusion resulting in awards at abnormally high prices. The ceiling is now specified
in all tender notices, though the World Bank and the Asian Development Bank
have expressed misgivings on the grounds that normal price competition may be
distorted by such disclosure (WB, 2008: 10, 28, 34-35).
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submitting a bid, and date, time and place of both the pre-bid conference, and the
submission and opening of bids. Included too are standard bid submission forms
to be completed or signed by the bidder and returned to the procuring entity,
including forms stating price offered, detailing the technical proposal, and
indicating delivery time or completion schedule (GPPB, 2009e: 1-35).. This
contrasts with the previously fragmented and opaque procedures, instructions, and
document formats which varied from one procuring entity to another (ADB &
OECD, 2006b: 4, 6-7; Global Advice Network [GAN], 2007; WB, 2008: 6, 10, 16,
51-55). Standardization has been achieved in part by aligning the procurement
rules, procedures, manual, and bidding documents with those of the World Bank
and the ADB (WB, 2008: 51-55)
In response to long standing concerns about the quality of the end product
and reliability of suppliers and contractors, measures to improve both were
incorporated into the GPRA and its IRR’s. Reliability refers to the likelihood of
suppliers and contractors finishing a project or completing it on schedule.
With respect to quality, the main priority has been to upgrade the standard
of consultancy services for infrastructure projects. To ensure a high caliber of
technical or design proposals, either of two methods of evaluation are used in
consultancy tenders. One is called the quality-based evaluation procedure. The
consultants submit technical or design proposals and fee offer in separate
envelopes. The technical or design proposals of each submission are numerically
rated and after a ranking is done, the highest rated bid is identified. The fee offer
of that bid is then considered, and the firm in question is then asked to negotiate a
final fee which cannot exceed either the approved budget for the contract or the
fee offered (GPPB, 2009: 58- 60). The second method of evaluation is the quality-
cost evaluation procedure. Again the consultants submit two separate envelopes
for the technical or design proposal, and the fee offer. Separate numerical ratings
are given for the technical or design proposal and the fee proposal. The fee
proposal rating is calculated based on the lowest bid scoring method, so that the
maximum rating is given to the lowest bid (100 points) with the scores of the other
bids being inversely proportional to it. The overall rating of each bid is then
calculated with a weightage of 60 to 85 per cent accorded to the rating of the
technical or design proposal and a weightage of 15 to 40 per cent given to the
rating of the fee proposal (GPPB, 2009d: 58- 61; GOP, 2009).
The evaluation of the technical or design proposals must take into account
the “plan of approach and methodology” with the emphasis on “the clarity,
feasibility, innovativeness and comprehensiveness” together with “the quality of
interpretation of project problems, risks, and suggested solutions” (GOP, 2009).
Also included in the evaluation is the caliber of personnel assigned to the project
with respect to their experience, qualifications, education and training, as well as
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the overall experience of the firm and its “quality of performance” in similar and
other projects (GOP, 2009).
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The Procurement Process
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Bid” for procurement of goods and services and “Highest Rated Bid” in case of
consulting services (GPRA, 2003, GPPB, 2009, and Jones 2011)
A Notice of Award will be issued to the winning bidder who will then post a
performance security before formally entering into a contract with the procuring
agency. Notice to Proceed will then be issued within seven days from signing of
the contract (GPRA, 2003, and GPPB, 2009).
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7. The expensive database of information in PhilGEPS aids government
agencies in procurement planning and monitoring
To address, the issue on public procurement and the low budget utilization
rate, the researcher recommends the following:
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1. In order to address the weaknesses in the SUCs procurement processes, it
is highly recommended to orient and re-orient newly hired and existing
personnel on key policies and procedures.
3. Prepare written policies and procedures and ensure its wide distribution to
University personnel.
9. Supply and Property Office should track deliveries and undelivered items,
schedule a regular follow-up with suppliers, control issuances of supplies to
various units, and maintain stock cards for all supplies and materials. The
budget and planning offices shall also identify projects to be funded from
University/College income prior to the year of implementation.
10. Monitoring of the implementation of projects must be pro- active and not
passive. The manual shall also be reviewed, evaluated and updated
regularly to maintain conformance to pertinent laws, rules and regulations.
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c. Improving Public Service Delivery through Compliance to the Good
Governance Conditions
2. The Transparency Seal should be managed by the MIS unit but close
coordination with the Institutional Planning Office be established to check
compliance on the mandatory requirements set forth by the Commission.
3. Establish stronger bond with other government agencies, i.e. Civil Service
Commission for the coaching and updating of Citizens Charter, Frontline
Services, SALN submission and other requirements.
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10. Set up a Help Desk to respond to queries and comments on the targets and
accomplishments of their respective departments/units. The Help Desk may
be a facility that is embedded in the respective websites or through the
designated PBB Focal person of the agency. Set-up Complaints Mechanism
to respond to PBB-related issues and concerns raised by officials and
employees of their respective departments/units. Such may be a
incorporated in the functions of their Grievance Committee.
Conclusion
As top-up bonus, requirements have become tedious over the years since
it started in 2012. From mere 90% accomplishment of performance indicators, it
demanded 100% accomplishment on all targets and compliance to Good
Governance Conditions plus additional cost cutting requirements. Hence, to be
PBB-compliant is equivalent to hard work, dedication and commitment, and
teamwork of the employees towards the achievement of its targets.
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References:
Phillips, L., Gray, R., Malinovsky, A., Rosowsky, M. (April 2009). The Assessment
Report: Documenting Findings and Using Results to Drive Improvement. Texas
A&M University Retrieved 10/12/09 from
http://assessment.tamu.edu/wkshp_pres/AssessReport_UsingResults.pdf
PMMI Project. (August 2005). Target Setting Checklist. Retrieved October 21,
2009 from http://www.idea.gov.uk/idk/core/page.do?pageId=845670
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