Author: coe_psp

Government agencies are often stereotyped as inefficient, inaccessible and unresponsive, while its employees are overpaid yet mediocre, and less accountable compared to their counterparts in the private sector. The Philippine Government, with President Rodrigo Duterte at the helm, has been highlighting the need to breakaway from these stereotypes. In his message on the National Budget for 2017, President Duterte emphasized strengthening the accountability for results in implementing development programs to ensure its effective delivery of services to the Filipino people. The Results-Based Performance Management System, or RBPMS, is a unified system for monitoring, evaluating, and reporting the performance of national government agencies. It is an effort to rationalize, harmonize, and integrate the various performance management systems and activities. It also incorporates other metrics on performance excellence such as citizen satisfaction, financial stewardship, internal process efficiency, and leadership, learning and growth. The RBPMS also serves as the basis for determining entitlement for incentives of agencies and employees. The Performance-Based Incentive System which consists of the Productivity Enhancement Incentive and the Performance-Based Bonus is adopted in 2012 with the goal of recognizing commendable accomplishments of agencies and employees in the government.  PEI is granted to all public sector employees, while the PBB is a top-up bonus based on the performance of agencies and employees. For the past five years, PBIS has achieved the following:

  1. High participation of agencies

The RBPMS provides a mechanism for government agencies to track their performance in achieving their commitments. From 96 percent in 2012, the PBB participation rate has increased to 99 percent to include almost all national agencies with the exclusion of the Commission of Elections and the Congress (Senate and House of Representatives).

  1. Increased compliance to governance standards

The RBPMS framework challenges government agencies and employees to adhere to existing laws and regulations promoting fiscal transparency and process accountability. The implementation of PBB has encouraged agencies to comply with good governance conditions such as budget and procurement disclosures, liquidation of cash advances, and the Anti-Red Tape program. Meanwhile, the compliance rate on Quality Management System- ISO Certification/Operations Manual, Annual Procurement Plan, and Agency Procurement Compliance and Performance Indicators System slightly declined from 2015 to 2016.

  1. Better understanding of agency roles and mandates

Agencies participating in PBIS have developed a better understanding of their respective roles and mandates. Since the accomplishment of Major Final Outputs is one of the PBB criteria, employees have become more aware of their roles and how it impacts to the achievement of their MFOs.

  1. Improvements in the quality of performance indicators

PBIS has encouraged the shift from measuring quantity in outputs to using quality and timeliness performance indicators and targets which is a more strategic indicator of the impact of public sector services. It has also pushed the agencies to track their performance indicators and their achievements of good governance conditions and post them on their websites.

  1. Improvements in management practices

RBPMS has been a guiding tool to ensure that individual and organizational performances are aligned to the national agenda. It also promotes collaboration and teamwork within the agencies. Between September 2013 and March 2014, the World Bank conducted an evaluation on the effectiveness of the PBB. Particularly, PBB is perceived to improve management practices and promote teamwork within and among agencies. The Bank has recommended restructuring the PBB to provide greater weight to the unit’s bonus, to increase the amount of PBB, to enhance the efficiency and transparency of the PBB process and develop new ideas for the advancement of RBPMS. The implementation of the PBIS, and the RBPMS, in general, has enabled the government to build the foundations of a performance culture in the public sector. Moving forward, an improved PBIS will be implemented with a focus on President Duterte’s directive to streamline the process and make expedient transactions with the public, particularly in frontline services. Further, it will feature enhanced good governance conditions aligned with empowering citizens with access to government information; and increase the responsiveness of agencies in addressing audit recommendations from the previous year.  

Public sector middle managers during the Public Management Development Program graduation ceremony.

More Filipinos are demanding for a government that exemplifies competence, integrity and commitment in public service with every public servant leader expected to embody these utmost attributes. In the objective of producing a cadre of knowledgeable and skillful development executives, the Development Academy of the Philippines implemented the Career Executive Service Development Program (CESDP) from 1974 to 1992.  In 2012, it was revived and renamed as Public Management Development Program. Like its precursor, the goal of the PMDP is to foster careerism in government and promote stability in the bureaucracy by producing a corps of development-oriented, competent, dedicated and honest government senior executives and middle managers. The program specifically aims to:

  1. develop a keen appreciation of the vital role government executives play in the overall development process;
  2. produce competent government leaders committed to the welfare of their constituents and the country’s progress;
  3. foster a spirit of kinship, mutual support and harmony among government leaders working for the common goal of a good life for all;
  4. deepen the bench of successors to the incumbent government office executives to ensure smooth transition in case of promotions or vacancies; and
  5. enhance the image of the Philippine government as an institution imbued with professionalism, integrity, and honesty.

The PMDP is the Philippine government’s response to the need for a corps of ethical, committed and development-oriented officials in the bureaucracy who will drive performance in the agencies and push the agenda for change and sustained progress. It is included in the Philippine Development Plan for 2017 to 2022, primarily contributing to Sub-sector Outcome 5: Civil Service Strengthened, particularly under the strategy of developing and investing in human resources. In honing high-potential and high-performing government officers into transformative leaders and strategic managers similar to an intensive MBA for the public sector, the program involves intensive residential training, experiential learning in their sensing journeys, and implementation of Re-Entry Plans and Capstone Papers.

As of March 31, 2017, the PMDP has produced 610 graduates, many of whom have been promoted to higher positions. It has also benefitted 135 government offices that are now implementing relevant and innovative projects to better serve the public. These results support the establishment of a more competent and committed pool of public servants delivering efficient and value-driven government service to uplift the lives of the Filipino people.

For two years, the Philippines 99th ranking in the Ease of Doing Business Survey remain unchanged. In the “starting a business” criterion, however, the country further slipped from 164th in 2016 to 171st in 2017. Red tape remains a pervasive issue despite continuous reforms in the government. In applying for business permits and licenses, an applicant is bound to encounter complicated and lengthy procedures, and incur high costs. To ease the burden to applicants, a Business Permits and License System (BPLS) Working group was created in 2010 to streamline the BPLS process. It is composed of the Department of Interior and Local Government (DILG) – the overall coordinator for the implementation of the Nationwide BPLS streamlining for local government units; Department of Trade and Industry (DTI) – agency to provide policy directions in the implementation of the revised BPLS standards nationwide; and, Department of Information and Communication Technology (DICT) – agency to provide capacity/training programs for the implementation and selection of LGUs for e-BPLS/automation projects. The group has since issued two joint memorandum circulars (JMC 2010 and JMC 2016) revising the standards in processing business permits and license systems (BPLS) in all cities and municipalities in the Philippines. Shown on the chart is the overview of the revised BPLS standards. In compliance to JMC 2010, 1,017 out of 1,389 LGUs can currently process new business applications in less than 10 minutes to 2 days while 1,139 out 1,389 can process the renewal of business permits in less than 10 minutes to 1 day. In JMC 2016, LGUs are also encouraged to issue other permits such as sanitary permits, environmental, and agricultural clearances together with the business or Mayor’s permits. They are also directed to employ queuing mechanisms to better manage the applications as well as to provide priority to senior citizens, pregnant women, and persons with disabilities. To support the revised BPLS standards, complementary reforms are being implemented such as streamlining the process of securing Fire Safety Inspection Certificates, establishing Business One-Stop-Shop (BOSS) facilities, and establishing an LGU-based joint inspection team. JMC 2016 also recommends LGUs to automate and computerize business transactions with the help of DICT to further streamline the delivery of frontline services. The automation allows the retrieval of previously submitted information to minimize required forms or fields; consolidation and retrieval of negative lists/positive findings for one-time verification; assessment of business tax, charges and fees; printing of tax order of payment; and, printing of business permit and other permits and clearances. To date, 577 out of 1,389 LGUs have automated their BPLS processes. In the long term, the BPLS working group is hoping to make the entire registration process online. This will significantly improve the speed and efficiency of rendering services and will make it possible for LGUs to process business registration in one day. It will also eliminate corruption, as it will reduce face-to-face interaction. These reforms are aimed to provide the public with quality services with least inconvenience and expense and ultimately, to improve the Philippines’ competitiveness and attractiveness to investors.  

Do public sector employees work less than their private sector counterparts? A simple Google search of “government employee meme” results to hundreds of memes portraying public sector employees as mediocre, lazy, and incompetent. While a lot are exaggerations, these memes reflect how the public perceives civil servants. Government agencies, particularly those that provide frontline services, are deemed inefficient and disorganized. They are also seen as resistant to new technologies and methodologies that can increase their productivity.

Source: reddit.com
There is a preconception that the problem lies with the “government employee” but with careful examination, the root of the problem is really the system under which the government work is done. Working for the public sector is perceived to be quite a sacrifice. Employees get less in terms of compensation and benefits compared to their counterparts in the private sector. At the same time, the organization itself is very bureaucratic and slow to evolve. Meanwhile, the private sector offers more benefits. It is also seen as “cutting edge” and “innovative”. Because of these, many potential employees veer away and choose to work in the private sector. While the private sector has its own share of incompetence and corrupt behavior, it has more self-corrective measures compared to the public sector. For example, a corrupt employee eventually loses the job, or a wasteful company is usually driven out by competition. Civil Service codes and worker unions make it almost impossible to fire poor and bad performers in a government office. This impacts the entire public sector and undermines the respect of the public to government employees. Another issue that is believed to contribute to this perception is that because government employees do not share in the profits made by the organization, they do not feel motivated enough to perform well.  Government employees are also compelled to do significant amount of administrative tasks, thus reducing their time to actually do their work. Not all public employees are bad. In fact, many are doing the best in their jobs despite all the challenges in public sector.  To keep the employees satisfied and thus more productive at work, there should be active and effective leadership, effective two-way communications, setting of clear goals and objectives, elimination of bureaucracy, and creation of teamwork. It is also important to keep the employees happy and it could be done through positive motivation and frequent recognition of employee achievement.    

DBM Director Gerald Janda and DOLE ASec Amuerfina Reyes give direct answers during the Open Forum.

Last November 17, 2017, the Development Academy of the Philippines thru the Center of Excellence on Public Sector Productivity conducted the 5th installment of the eight KARTILYA Sessions comprising this year’s ‘Productivity Series.’ The theme of the Session was “Performance Management and Productivity.” There were two speakers in the event: Dir. Gerald Janda of the Department of Budget and Management who discussed “Performance-Based Management and Incentive Systems (PMIS) in the Philippines” and Assistant Secretary Amuerfina Reyes of the Department of Labor and Employment who presented the “Implementation of the Results- Based Performance Management System (RBPMS) in DOLE.”

Towards A More Responsive Government. Director Janda stressed the point that Administrative Order 25 series 2011 otherwise known as ‘Results-Based Performance Management System’ and the Executive Order No. 80 series 2012 also known as ‘Performance- Based Incentive System’ were laws passed to restore the confidence of the Filipino people in the capacity of the public servants to make people’s lives better, safer, and healthier. It aims to mobilize a more responsive government, streamline government operations, and enforce a more transparent bureaucracy. This Program resulted to integration and harmonization of performance assessments of oversight agencies, transparency of agency performance, improvement in quality of performance measurements and management, and increased compliance to governance standards and statutory requirements for accountability and transparency. One big challenge faced by the government according to Dir. Janda is how to show meaningful results to the citizens proving in effect that what the government is doing is for the benefit of the Filipino people. Assistant Secretary Reyes shared the implementation efforts of DOLE relative to performance management. She highlighted performance monitoring and coaching to inspire co-workers in the department. She pointed out that it is in looking for instances where we can be of help to other people that will guide them to achieve more. He zeroed in on the idea that RBPMS implementation is not about the incentive or the money involved but it is all about our performance and how our clients perceive our performance. ASec. Reyes gave much emphasis on better government performance and accountability.

Dir. Janda clarifies some concepts on Performance-Based Management and Incentive Systems in the country.

Some Take Aways.  This Session gave us two insights to learn: first, effecting change in the performance management means enhancement of the performance management system such as but not limited to integration of HR systems, clarification of Secretariat roles, setting of dates for performance management activities, amendment in the rating scale to indicate higher performance standards, and inclusion of new awards and incentives. These changes hopefully would be translated to acceleration indeed of public sector performance and productivity. In the long run, this would contribute to enhancing our government’s competitiveness; and second, the performance of our duty as part of our public service is our moral obligation and social responsibility to the Filipino public. It is not equated automatically to monetary and non-monetary awards. Meritorious performance would mean performing above what is expected of us leading to innovation and further development. This makes us more competitive.

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DAP Senior Vice President for Programs Magdalena Mendoza (left) and UP assistant professor Dr. Tina Clemente listen to reactors during the Kartilya session on “Measuring Public Sector Productivity.”

University of the Philippines assistant professor Dr. Tina Clemente and Development Academy of the Philippines Senior Vice President for Programs Magdalena Mendoza encouraged government offices to measure productivity in order to track their performance, and also to discover opportunities for improvement as well as document their best practices. Clemente and Mendoza served as the resource persons during the DAP’s fourth Kartilya Session (Productivity Series) entitled “Measuring Public Sector Productivity” which was held on November 10, 2017 in Pasig City.

Role of public sector productivity. “How the public sector operates actually affects the competitiveness of a country as a whole,” emphasized Mendoza as she debunked the compartmentalized measurement of productivity between the private and public sectors. The public sector, according to the DAP SVP, has two responsibilities when it comes to productivity enhancement – to improve its own productivity, and then enable all other organizations, both from the government and the private sector, to enhance theirs. Clemente supported this holistic perspective on productivity by citing examples from the World Economic Forum’s survey on Ease of Doing Business.  She stated that the top three problems in doing business in the Philippines are 1) inefficient government bureaucracy, 2) inadequate supply of infrastructure, and 3) corruption. This she said is an illustration that public sector productivity should not be treated in a vacuum, but rather seen as an aspect that is related to all socio-economic fields in the country.

Measuring productivity. Clemente presented the technical terminologies in productivity measurement such as inputs, outputs, outcomes, ratio indicators and total factor productivity (TFP).  She stressed that the most important point in her talk is about TFP, which is the part of growth that cannot be accounted for by inputs. This includes less tangible indicators such as existing systems and services. Mendoza discussed a case study that measured the productivity of the Bureau of Internal Revenue from year 2000 to 2012 using the Atkinson Review methodology, which may also be applied to other government agencies. Though measuring public sector productivity is a difficult exercise due to poor data availability and comparability, there are important reasons to pursue the task. DAP President and Chief Executive Officer Elba S. Cruz pointed out in her opening remarks that the measurement of public sector productivity boils down to public accountability. She said that since the expenditure of government comes from the people’s taxes, “taxpayers are naturally interested in how the government uses the proceeds from their tax payments.”

Dr. Carlos listens attentively to ASec Myrna Chua as the latter shares the plans and targets of the Department of Budget and Management on rightsizing the bureaucracy.

On October 27, 2017, the Center of Excellence on Public Sector Productivity in partnership with the Office of Institutional Partnerships conducted a KARTILYA Session titled, “Rightsizing the Government and its Impact on Productivity.” The resource speaker was a renowned political scientist in the country – Dr. Clarita Carlos of the University of the Philippines – Diliman. This is the effort of the Development Academy of the Philippines to provide an avenue where government agencies, the academe, and other sectors are gathered to discuss relevant issues and concerns affecting national development and productivity such as rightsizing.

The Main Point. Anchoring on the pending legislation: namely, House Bill 5707 and Senate Bill 1395, Dr. Carlos asserted that bureaucratic reform has to be pursued and implemented by the government in the entire bureaucracy by either streamlining or re-engineering government agencies along three areas: structural reform, process and procedures, and human resources. But such a step for Dr. Carlos has to be based on a national strategy framework since such bureaucracy cannot happen as a stand-alone but has to serve as a handmaiden of that strategy.

Things to Remember. Dr. Carlos continued to argue that bureaucratic reform has to be underpinned by a philosophy of good life. The streamlining and re-engineering efforts are made to regulate the entire institution in order to promote the common good; in effect providing good (or better) services to the people. She underscored that together with political commitment, our leaders should also have the political courage to do bureaucratic reform.

Some Rejoinders. Assistant Secretary Myrna Chua of the Department of Budget and Management shared that they are asking the Congress to grant authority to the President of the Philippines to right-size all departments and agencies under the Executive Branch and those created by laws. Dr. Carlos suggested that the best way to fast track rightsizing is for the President to create a Presidential Commission that is apart from the bureaucracy to do the reform. Ms. Angelica Ramirez of the Department of the Interior and Local Government commented that one best way to reform is through international standardization, which according to Dr. Carlos is where the ASEAN is actually going i.e. ISO Certification. The forum revolved on possible ways to realize the reform implying that participating agencies do recognize the need for rightsizing the government.

Participating Agencies. There were 88 participants coming from the following agencies: the Civil Service Commission, Department of Education, Ateneo de Manila University, City Council of Manila, Presidential Commission on Good Government, City of Malabon University, Department of Science and Technology, San Sebastian College, Polytechnic University of the Philippines, Development Academy of the Philippines, Department of the Interior and Local Government, and Department of Budget and Management. _ “Rightsizing the Government and its Impact on Productivity” is the third installment of the eight KARTILYA Sessions dubbed as ‘The Productivity Series.’

The Philippines, through the Development Academy of the Philippines (DAP) and the Asian Productivity Organization (APO), successfully hosted the International Conference on Public Sector Productivity (ICPSP) on October 10-12 at the DAP Conference Center in Tagaytay City. DAP President and Chief Executive Officer Elba S. Cruz opened the conference with the current state of productivity in the public sector. “For the public sector, the journey has been far more complex because of constraints that include limited knowledge or access to updated technology as well as the reluctance to modify or replace long-standing systems and processes,” Cruz said. The ICPSP provided an excellent venue to discuss among public sector professionals the challenges hindering public sector productivity, as well as to come up with ways to resolve them.  Office of the President Deputy Executive Secretary and keynote speaker Alberto A. Bernardo was optimistic and took pride in the ICPSP.  He said, “The hosting of this conference highlights greater accountability to our public sector agencies to be more agile and responsive in bringing results and achieving outcomes for the benefit of our citizens.”  

ICPSP 2017.
About the conference With the theme “Transforming the Public Sector in the Age of Innovation,” the conference stimulated a collective effort to transform the public sector through innovations in productivity improvement and to achieve national goals and societal outcomes. The event also served as an opportunity to exchange knowledge and inspire transformations in the public sector with regard to emerging trends, technologies, methodologies, and innovations merged with new policies to impact productivity. Experts from the United States, South Korea, Hong Kong, Russia, Malaysia, India, Japan, Canada, Australia and the Philippines shared knowledge and insights on these areas: 1) next-generation governance, 2) productivity and performance management for the government of the future, 3) public sector leadership for the future, 4) whole-of-government approach, and 5) people management for modern public sector organizations. The conference gathered more than 600 public sector professionals from national government agencies, local government units, APO member countries, the DAP’s Public Management Development Program alumni, the academe, state universities and colleges, and other institutions.

About the DAP: The DAP is a government-owned and controlled corporation founded by Leonides Virata and Onofre Corpuz on June 23, 1973.  Today, the DAP is known as a government think tank and training institution.  The DAP, being the National Productivity Organization of the Philippines, serves as the APO Secretariat and the implementing institution of the APO’s Center of Excellence on Public Sector Productivity, a distinction the country earned in 2015.

 

From Left to Right: Magdalena L. Mendoza (DAP Senior Vice President), Dr. Santhi Kanoktanaporn (APO Secretary-General), Atty. Dr. Elba S. Cruz (DAP President), Hon. Jose Maria Sarte Salceda (Representative, 2nd District of Albay Province), and Dr. Aldwin Sanchez (DAPGS Dean). Hon. Salceda delivers his presentation on Increasing Productivity through Quality Education.

The Center of Excellence on Public Sector Productivity is sponsoring eight KARTILYA Sessions dubbed as ‘The Productivity Series focusing on relevant issues and concerns affecting national development and productivity. The said sessions will focus on foresight, education, leadership, rightsizing, productivity measurement, performance management, smart regulation, innovation laboratory, and knowledge management. Last October 13, 2017, the theme of the ‘Kartilya’ Session was ‘Foresight and Education in Productivity.’ This is the first installment of the said eight sessions. There were two resource speakers who graced the event: Dr. Santhi Kanoktanaporn, the Secretary-General of Asian Productivity Organization, who delivered a presentation titled, ‘Harnessing Foresight for the Public Sector’ and Cong. Jose Maria Sarte Salceda, the 2nd District Representative of the Province of Albay, who gave a talk on, ‘Increasing Productivity through Quality Education.’

Foreseeing the Future. Secretary General Kanoktanaporn stressed the point that the future does not actually exist because it is simply built by human being. But given that nature of the future, scenario planning is a must. Scenario planning, according to Kanoktanaporn, is more than forecast planning. Scenario planning is used when both uncertainty and complexity are high. It is done through three approaches: deductive, incremental, and inductive approaches. Definitely, there is a need for strengthening strategic foresight capability. For him, institutionalizing strategic foresight capacity requires a paradigm shift and at the same time a cultural shift towards creating a learning organization. He believes that countries should consider moving from traditional planning and national analysis to prospective (scenario) analysis and global perspective.

Educating the Youth. Cong. Salceda through his RA 10931 known as Universal Access to Quality Tertiary Education Act aimed to increase the participation rate among all socioeconomic classes in tertiary education. He presented and explained the provisions on free higher education in state universities and colleges, national government to pay the tuition of students enrolled in local universities and colleges, free technical-vocational education and training in post-secondary technical-vocational institutions, tertiary education subsidy for Filipino students, and student loan program for tertiary education. Given this law, it is projected that there will be 40% increase in enrolment and 30% increase in graduation in HEI’s in the next five years. But this needs greater CHED oversight in SUC’s and private HEI’s. To push to improve quality of education, there should be a pressure for international benchmarking.

The Things We Learned. The DAP Senior Vice President, Ms. Magdalena L. Mendoza, gave us three things learned in the Session: first, foresight capability is key to sustainable productivity; second, education, a critical determinant of the overall standard of living, is directly linked to productivity; and third, taking pro-active stance in harnessing productivity through education guided by strategic foresight is the call of the time. Indeed, education and foresight become our drivers for social change. Given the rate of change in our societies, it is crucial that national government agencies, the academe, and the local government units, should play positive and critical role in enriching our nation’s productivity and ensuring our social development. Hopefully, the insights we realized will inspire and excite us to push things more and go beyond our limits. ___ The Session was attended by more than 150 participants (greater than what was expected) coming from NGA’s, the Academe, LGU’s, and other sectors.

Top executives of the Mongolian Productivity Organization, one of 20 member organizations of the Asian Productivity Organization, recently paid a visit to the Development Academy of the Philippines, the implementing and focal organization of the Philippines as the APO’s Center of Excellence in Public Sector Productivity. The Mongolian executives led by Yamaaranz Erkhembayar, an APO director and Chairman of the Board of the MPO, hoped to learn from the DAP the rudiments of how the country became the COE in Public Sector Productivity, with DAP President Antonio Kalaw Jr. and the Academy’s top quality and productivity officials briefing the MPO executives. Shown in picture are (from left) Ma. Rosario Ablan, AO 25 Secretariat Program Manager; Batbileg Tsagaan, Expert and APO Liaison Officer for the MPO; Erkhembayar; Kalaw; Amarsaikhan Damdinjay, Executive Director of the MPO; Carlos Sayco Jr., DAP Senior Fellow and APO Liaison Officer for the Philippines; Magdalena Mendoza, DAP Senior Vice President for Programs; and Arnel Abanto, DAP Vice President and Productivity and Development Center Managing Director.