PHILIPPINE DEVELOPMENT PLAN 2017-2022

1 Citizen-centered, Clean and Efficient Delivery of Public

2 Goods and Services
3
4 Introduction
5 The chapter aims to build responsive and transparent public sector service delivery
6 mechanisms by strengthening institutions, engaging and empowering citizens, providing an
7 enabling environment to improve access to public goods and services, and developing
8 adaptive capacity to anticipate risks from natural hazards and climate change.
9
10 Good governance is the cornerstone of the abovementioned strategies. It involves all
11 levels of government and its constituents. It has 8 major characteristics (see Figure
12 1): 1
13 • Participatory and consensus-oriented. Participation of the civil society and
14 freedom of expression are essential. As different interests will naturally occur
15 in society, governments must reach a broad consensus on what is in the best
16 interest of the whole community and how this can be achieved.
17 • Effective and efficient. Processes and institutions produce results that
18 respond to the needs of society with judicious use of resources.
19 • Follows the rule of law. This requires fair legal frameworks, enforced
20 impartially. a
21 • Accountable, transparent and responsive. Accountability deals with taking
22 responsibility for decisions made. These must be made available to
23 stakeholders to ensure transparency. Moreover, these must be responsive to
24 the needs of society.
25 • Equitable and inclusive. All members, particularly the most vulnerable, must feel
26 they have opportunities to improve their well-being.
27
28 Figure 1. Elements of Good Governance (Modified from UNESCAP, 2005)
29
Using this framework, the next
30
sections will discuss the assessment
31
of the governance sector, its
32
challenges and future directions. The
33
assessment is based on the PDP
34
2011-2016, including indicators from
35
global indices and national indicators.
36
The challenges are issues faced by
37
38 the sector and the likely scenario in the current administration.
39
40 Derived from these tools, the strategic framework for PDP 2017-2022 is presented
41 next, containing the sector outcomes and strategies. The results matrix contains the
42 outcome and strategic indicators. An enabling policy support environment is
43 necessary to achieve these outcomes. As such, the chapter ends with the priority
44 legislative agenda.
45

a
This is discussed further in Chapter 6: Swift and fair administration of justice.

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 PHILIPPINE DEVELOPMENT PLAN 2017-2022

46 Assessment and Challenges

47 The path to inclusive growth has been cleared of major governance obstacles; there should
48 be no turning back.
49
50 The previous PDP focused on increasing transparency, citizen’s participation and
51 accountability. As the following section will show, significant achievements in the local and
52 international setting have been done but much needs to be followed through in the current
53 administration. In general, former administrations were able to create platforms for
54 participatory governance but were not able to actively engage and inform the general public
55 to use these platforms. Foundations for linking planning, budgeting, performance and
56 accountability systems were also established; the challenge is now strengthening and
57 sustaining these systems. The current administration is pushing for good governance
58 through participatory, consensus-oriented, effective, efficient, responsive,
59 accountable, transparent, equitable and inclusive processes (see Annex 1 for a
60 summary matrix).
61
62 Global Indicators
63
64 Table 1. Philippines’ Performance b in the Worldwide Governance Indicators (WGI) 2 vs.
65 Selected ASEAN Counterparts, 2010-2015
Voice and Government Control of
Accountability Effectiveness Corruption
Country
2010 2013 2015 2010 2013 2015 2010 2013 2015
Indonesia 47.87 49.30 52.22 47.37 47.39 46.15 25.24 30.81 38.46
Malaysia 33.65 38.50 36.45 82.78 79.15 76.92 62.86 68.25 65.87
Philippines 48.34 47.89 51.72 55.50 59.24 57.69 22.38 43.13 41.83
Singapore 40.76 52.58 42.86 100.00 99.53 100.00 98.57 96.68 97.12
Thailand 32.23 33.80 23.65 62.20 62.09 65.87 48.57 49.29 43.75
Vietnam 8.53 11.74 10.84 45.93 46.45 55.29 31.43 36.49 39.42
66 Source: World Bank
67
68 Increased WGI rankings boost the Philippines’ governance standing among the ASEAN
69 (Table 1). As of 2015, the Philippines met (and even exceeded) the End of Plan (EOP) target
70 for Voice and Accountability (≥50), and did not reach the targets for other core indicators
71 under governance. Compared to past percentile rankings however, it rose steadily over the
72 past six years, indicating effectiveness of governance reforms. The country’s efforts in Voice
73 and Accountability resulted in a higher ranking than Singapore (43%), Thailand (24%) and
74 Malaysia (36%). Government effectiveness (58%) is slightly better than Vietnam’s (55%)
75 and Indonesia’s (47%). However, control of corruption is still an issue as the country (42%)
76 is bested by Thailand (44%) and Malaysia (66%).
77
78 The Philippines also achieved increased rankings in other governance indices (Figure 2).
79 Over time, the country’s Corruption Perceptions Index (CPI) improved except in 2015, due to
80 the Priority Development Assistance Fund (PDAF) scam. Even so, the business and
81 economic climate of the country steadily rose, with the favorable results for the indices on
82 Economic Freedom (EFI), Global Competitiveness (GCI) and Ease of Doing Business
83 (EoDB). In fact, Economic Freedom reached its peak in 2016 (62%), the highest ever since
84 the Index’s first ranking in 2008. Stable macroeconomic environment, favorable market size

b
The closer to 100%, the better the percentile rank

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 PHILIPPINE DEVELOPMENT PLAN 2017-2022

85 and increased business sophistication drove the steady increase of the country’s ranking in
86 GCI. Meanwhile, ease of trading across borders and ease of getting electricity promoted the
87 country’s rankings in the EoDB Index. 3
88
89 Philippine initiatives on citizen engagement and empowerment are awarded globally. As
90 a founding member, the Philippines has two starred commitments in the Open Government
91 Partnership (OGP) - a feat, considering that only 5 percent of the assessed OGP commitments
92 globally have been starred by the Independent Reporting Mechanism. 4 To date, OGP member
93 countries are currently implementing more than 3,000 good and participatory governance
94 programs. Initiatives under the Philippine OGP Plan that have been internationally
95 recognized include the Bottom-Up Budgeting (BUB) which was cited in 2015 by the Global
96 Initaitive for Fiscal Transparency as one of the five best practices in fiscal transparency
97 around the world. 5 The Citizen Participatory Audit was also awarded the OGP Bright Spots
98 Award during the OGP Global Summit in London, United Kingdom in 2013. The Seal of
99 Good Local Governance (SGLG) also ranked 12th out of 30 entries in the Open Government
100 Awards in 2015. The Philippine Extractive Industries Transparency Initiative (PH-EITI) was
101 also given the EITI International Chair Award in Lima, Peru in 2016.
102
103 The country also achieved 64/100 for the Open Budget Index (OBI), surpassing its target of
104 60/100. This makes the Philippines the best among the Association of South East Asian
105 Nations (ASEAN), the 2nd in Asia, and the 21st in the world in terms of publishing national
106 budget documents during the budget process. 6 By 2022, the country aims to increase this
107 score further to 71/100. This will be done through the regular publication of the required
108 Budget documents with multi-year estimates of expenditures and discussions on economic
109 forecasts and revenue policies and ensuring timely passage and publication of the General
110 Appropriations Act, and associated Fiscal Statistics.
111
112 The 2016 International Electoral Awards hailed the Commission on Elections (COMELEC)
113 as the Electoral Commission of the Year, 7 “based on its track record that demonstrates efforts
114 on fostering a community of good citizens among election practitioners, best practice,
115 evidence-based research and policy in the field of elections.” 8 The commission also won the
116 Election Management Award, which recognizes its efforts for surpassing “country specific
117 challenges to guarantee a secure, transparent and smooth running of elections.” Aside from
118 these major awards, COMELEC also won two minor awards: the Accessibility Award (for
119 inclusive elections) and the Minority Participation Award (for strengthening minorities’
120 rights). 9
121
122 In addition, in November 30, 2013, COA received the Bright Spot Award for its Citizen
123 Participatory Audit from the Open Government Partnership during its First Summit in
124 London, United Kingdom
125
126 The country’s improvements in service delivery also gained international recognition.
127 The country, through the Development Academy of the Philippines (DAP), was designated as
128 the APO Center of Excellence (COE) on Public Sector Productivity. The accreditation
129 recognizes the country’s initiatives related to innovation and productivity in the public
130 sector. 10 Part of the country’s efforts to improve productivity is the shift to a smart and
131 automated government. As a result, the Philippines increased its ranking in the United
132 Nation’s E-Government Development Index 11 from the 95th spot in 2014 to the 71st in 2016. 12
133

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134 Figure 2. Philippines’ Percentile Rank in the Selected Governance Indices c for Years
135 2010 to 2016 d
75%
65%
55%
45%
35%
25%
15%
2010 2011 2012 2013 2014 2015 2016

CPI GCI EoDB EFI

136
137 Sources: 2010-2016 reports from Transparency International’s CPI 13; World Economic Forum’s GCI 14; World
138 Bank’s EoDB Index 15; Heritage International’s EFI 16
139
140 National Indicators
141
142 a) On participatory and consensus-oriented governance
143 Platforms for participatory governance have been established but the general public are
144 not yet deeply involved. As part of the BUB approach to local planning and budgeting, 98
145 percent of cities and municipalities formulated their respective local poverty reduction action
146 plans (LPRAPs), surpassing their compliance target of 95 percent and implementing 55,480
147 projects. 17 As a result of the KALAHI CIDSS program, 602 municipalities have increased
148 membership of people’s organizations (POs) and civil society organizations (CSOs) in local
149 development councils and special bodies, resulting in completion of 7,021 community
150 projects for DSWD.
151
152 Moreover, the Commission on Audit (COA) launched the Citizen Participatory Audit (CPA)
153 Program in November 26, 2012, opening public audit processes to citizens and CSOs to
154 improve effectiveness and efficiency in the use of public resources. 18 This program became
155 part of the Philippines’ commitment to the Open Government Partnership until 2017. After
156 three years of building experiences, COA’s next steps are to institutionalize, sustain and
157 mainstream the CPA where currently capacity building activities for barangay health stations
158 have taken off.
159
160 High participation in the elections is a sign of vibrant civic engagement, which was observed
161 in the most recent national elections (May 2016) at a record-high voter turnout rate of 81
162 percent and transmission rate of 96 percent. 19, 20
163
164 Citizen participation is further enhanced with the institutionalization of the human rights
165 based approach (HRBA) in the development planning process. The rights-based approach to
166 development emphasizes accountability, empowerment, participation and non-discrimination.
167
168 Platforms for citizen’s participation have been made available but the general public are not
169 actively engaged to avail these. Two reasons come to mind: ignorance and apathy, 21 which
170 are both borne of misinformation or lack of proper information. On the other hand, civil

c
The closer to 100%, the better the percentile rank
d
2016 data for Corruption Perceptions Index will be available by January 2017.

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 PHILIPPINE DEVELOPMENT PLAN 2017-2022

171 society must be strengthened in terms of shared responsibility and accountability. Mistakes of
172 the past must also inform future decisions in handling the role of CSOs in national
173 development.
174
175 In line with this, the current administration elevates participatory governance beyond
176 availability of platforms for engagement to direct engagement with the people. EO 9 creates
177 the Office of Participatory Governance (OPG) and the Strategic Action Response (STAR)
178 Office under the Office of the Cabinet Secretary. 22 The OPG shall "promote active
179 citizenship, inclusiveness, transparency, and accountability in governance.” 23 The STAR
180 office is mandated to ensure government agencies respond quickly to public concerns and
181 complaints. This office will supervise the 8888 Citizen’s Complaint Hotline, the Presidential
182 Complaint Center (formerly the Presidential Action Center), and the Quick Response
183 Center. 24
184
185 b) On accountable, transparent and responsive governance
186 Government data will continue to be made available to the public. Government data such
187 as budgets, statistics, plans and other relevant documents can be accessed using the Open
188 Data portal (www.data.gov.ph). Government entities have also increased their online
189 presence (through creation of websites): 86% for NGAs, 93% for GOCCs, 73% for
190 provinces, 74% for cities, 58% for municipalities, and 85% for SUCs. e
191
192 Provinces, cities and municipalities (PCMs) garnered 76 percent full compliance to the Full
193 Disclosure Policy (FDP), exceeding the target of 75 percent. Further, all national government
194 agencies (NGAs), government-owned and controlled corporations (GOCCs) and local
195 government units (LGUs) are now registered in the Philippine Government Electronic
196 Procurement System (PhilGEPS) and by the end of 2015, 87% of NGAs and GOCCs were
197 publishing in the PhilGEPS their invitations to bid and contracts awarded as required by the
198 Procurement Law (RA No. 9184).
199
200 With respect to the Transparency Seal, the compliance of NGAs, GOCCs and State
201 Universities and Colleges (SUCs) in posting budget and program information is very high
202 (98% in 2015 vs. 87% in 2012). Moreover, 99% of NGAs and GOCCs were posting and
203 updating their Citizens Charters in conspicuous places. In terms of transparency in the
204 infrastructure sector, the General Appropriations Act (GAA) requires all agencies of
205 government to post relevant information of their infrastructure projects within 30 days from
206 entering into contract. Submission of Statement of Assets, Liabilities and Net Worth (SALN)
207 also reached 96 percent. The Report on Ageing of Cash Advance also increased from 91
208 percent in 2012 to 98 percent in 2015.
209
210 Although several data portals are available for public consumption, the challenge lies in using
211 government data for actionable initiatives. The public are not equipped on understanding
212 these data as well. Moreover, the quality of the data being shared must be scrutinized as these
213 are instrumental in the development of programs.
214
215 Recently, EO 2 was issued, which operationalizes freedom of information (FOI) in the
216 Executive Branch. The PCOO completed a model FOI Manual and directed NGAs and
217 GOCCs to produce their own FOI manuals. There is also an on-going roll-out of e-FOI
218 program, starting with the website (www.foi.gov.ph) which serves as an online platform for

e
Data as of November 2016. Source: National ICT Governance Service, Department of ICT, 2016

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219 17 pilot agencies and providing an alternative avenue for Filipinos to file their requests for
220 information.
221
222 Measures to improve public service delivery and accountability have been enhanced;
223 the next step is to tighten these measures. LGUs garnered 74 percent compliance with the
224 set of public financial management (PFM) standards, in the 1st quarter of 2016, passing the
225 EOP target of 65 percent. Incentive-based initiatives, such as the SGLG and the Performance
226 Challenge Fund (PCF), met its target of measuring performance of LGUs nationwide. LGUs
227 conferred with the Seal were provided with the PCF, which helped implement anti-poverty
228 projects in their communities.
229
230 Through the Citizens’ Satisfaction Index System (CSIS), citizens’ feedback on the kind and
231 quality of service rendered by their city and municipal governments were also gathered in
232 163 LGUs, besting the target of 153 LGUs. Almost all (99%) NGAs and GOCCs have
233 Citizen’s Charters. Moreover, the Contact Center ng Bayan (CCB) has grown steadily,
234 reaching 63,281 reported complaints in 2015 (only 2,685 in 2010). With the conversion of the
235 CCB into the Presidential Hotline No. 8888, calls are expected to increase as information on
236 the hotline and advocacy for transparency and accountability is intensified.
237
238 The Philippine government has been persistent on the fight against graft and corruption.
239 Several measures were established, and among these was the establishment of the Inter
240 Agency Anti-Corruption Coordinating Council (IAAGCC). This voluntary alliance of
241 government agencies involves the OP, OMB, COA, CSC, DOJ, NBI, DBM, and DOF.
242 IAAGCC is engaged in enforcing integrity and public accountability to fight against graft and
243 corruption. Among its objectives is to institutionalize transparent, accountable and
244 participatory governance. Anti-corruption initiatives intensified in the bureaucracy with the
245 instalment of a new Ombudsman and Chief Justice, and filing of plunder cases vs a former
246 president and former officials of the PCSO for the alleged misuse of funds. 25 The
247 Governance Commission for Government Owned or Controlled Corporations (GCG) was
248 created in 2012 to ensure that GOCCs are managed in a transparent, responsible, and
249 accountable manner.
250
251 The Office of the Ombudsman’s (OMB) 2013 corruption survey reports that only 1 of 20
252 families has been solicited for bribe, a figure lower than 2010’s survey result. 26 The latest
253 Social Weather Station’s (SWS) survey show that perception of corruption in the sector
254 increased from 2012 (43%) to 2016 (63%); however, the 2012 figure is the lowest since
255 Estrada’s regime. 27
256
257 Challenges the sector face include tightening performance management and accountability
258 measures in government. The current administration supports the full implementation of the
259 Anti-Red Tape Act (ARTA) of 2007 or R.A. 9485. 28 Rules and control mechanisms
260 necessary to ensure effective and efficient use of public resources must be made adequate to
261 avoid discretion and mitigate, if not, prevent corruption. The accountability measures in
262 procurement, audit, budgeting, as well as laws on anti-corruption need to be fully enforced.
263
264 Implementing PFM reforms including linking and harmonizing planning and budgeting, cash
265 management, accounting and auditing in government remain as continuing challenges. New
266 imperatives in planning and budgeting must be approached such as applying enterprise risk
267 management for financial and operational risks (a requirement for ISO 9001:2015) and

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268 mainstreaming green growth in the planning process (focused on disaster risk management
269 and climate change).
270
271 Currently, the Department of Budget and Management (DBM) is studying the cost of the
272 medium-term PDP for consistency with the medium-term Fiscal Plan for 2017-2022
273 approved by the Development Budget Coordination Committee. This means that DBM,
274 NEDA, and other concerned agencies should collaborate better through systems like the
275 Three-year Rolling Infrastructure Program to ensure that the initiatives under the next PDP
276 will be better prepared and prioritized and guide the national budget. Also, the use of key
277 performance indicators identified by the agencies for the PDP and in their budgets must be
278 considered for consistency and proper accountability. The Program Expenditure
279 Classification (PREXC) Approach to take effect in FY 2018 is a development which can
280 enhance transparency and accountability and support performance management, from
281 planning, budgeting, monitoring and evaluation, up to the sharing and synchronization of
282 portfolio, program, and even project management throughout the bureaucracy.
283
284 c) On efficient and effective governance
285 Improving efficiency and competence of public service is underway; increasing
286 absorptive capacity and access to information technology are priorities. Geared towards
287 producing development-oriented, competent, dedicated and honest government executives,
288 the Public Management Development Program, capacitated 654 senior executives and middle
289 managers, exceeding its target of 513. Competency based training programs such as the
290 Public Financial Management (PFM) Certificate Program, the HRM PRIME and GPPB
291 procurement training courses which aim to upgrade key management competencies in the
292 bureaucracy have become regular venues for capacity building
293
294 Since the institutionalization of the Government Quality Management Program, certification
295 to ISO 9001 Certified Quality Management Systems increased (which includes certification
296 for DBM, DOLE, BSP, to name a few). Prioritizing frontline services, offices with ISO 9001
297 Certified Quality Management Systems have also surpassed its target of 498, reaching 589.
298 Currently, efforts are being made to transition ISO 9001 from the 2008 to the 2015 standard.
299
300 Through the launching and implementation of the Performance-Based Incentive System
301 (PBIS) in 2012 via AO 25 and EO 80, the Performance-Based Incentive System (PBIS) was
302 launched and implemented in 2012, which was instrumental in upgrading the performance of
303 the bureaucracy since it promoted merit, teamwork, and management control. The PBIS
304 resulted in getting the bureaucracy to follow basic governance principles, accomplished MFO
305 targets as reflected in their budget, and comply with President's priority programs. To date,
306 the bureaucracy has achieved an overall compliance rate of 96% (from 88% in 2012) to the
307 basic governance conditions namely: conferment of the Transparency Seal, registration with
308 the PhilGEPS, drafting of Citizen’s Charter, submission of SALN and submission of the
309 Report on Ageing of Cash advance. f With respect to performance management systems, the
310 Strategic Performance Management System (SPMS) for individuals in the bureaucracy
311 already reached 2,321 or 229 short of its 2,550 target for 2016.
312
313 The CSC has expanded its coverage from 50 frontline agencies in 2010 to 1,109 agencies in
314 the Report Card Survey (RCS), which is a critical component of the Anti-Red Tape Act

f
As discussed in a previous section.

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315 (ARTA). 29 Passing rates have improved from 78% to 93% in 2016. Seal of Excellence
316 Awards have also helped agencies to further improve their frontline services to satisfy clients.
317
318 Directions in the current administration point to ease of government transactions such as a)
319 reducing requirements and processing time; b) removing redundant requirements of all
320 applications; c) implementing compliance with one department/agency as sufficient for all; d)
321 enforcing issuance of permits and licenses within five days; and e) reducing the number of
322 signatories for permits. 30, 31 Passport validity will also be lengthened from the current 5-year
323 period to 10 years while driver’s license will be extended from the 3 to 5 years. 32
324
325 Given these, the challenge now is ensuring that delivery of services especially those related to
326 social and infrastructure sectors are effective and efficient by increasing capacity, introducing
327 risk governance, improving professionalism and streamlining processes. The large
328 underspending of agencies and GOCCs (around P300 Billion or 13% in 2014 and 12.8% in
329 2015) can be cited as proof of agency inefficiencies in the delivery of services which can be
330 attributed to weaknesses in agency planning, procurement and program execution.
331
332 However, it must also be considered that while resources are provided to collect data
333 necessary for decision-making, interoperability remains an issue. Gaps in the ICT
334 environment for financial control and accountability also need to be addressed. An automated
335 Budget and Treasury Management System linking budget execution to the Treasury Single
336 Account to streamline the release, accounting and reporting of funds need to be pushed. In
337 the near term, the goal is to complete an Integrated Financial Management System in
338 government that is linked with other systems such as the payroll, PhilGEPS, and the Budget
339 Preparation Management System.
340
341 PDP Targets
342 To gauge the performance on the strategies formulated, a results matrix (RM) has
343 been prepared separately. The core indicators are global governance indices such as
344 the WGI, EoDB, EFI, CPI and OBI. Table 2 shows the RM at the level of sub-sector
345 outcomes.
346
347 Table 2. PDP Targets on Citizen-Centered, Clean, and Efficient Delivery of Public
348 Goods and Services
Baseline Annual Plan Targets Means of Agency Assumptions
Indicators
2017 2018 2019 2020 2021 2022
g
(2016) Verification Responsible and Risks
Sector Outcome: Citizen-centered, innovative, clean, efficient, effective and inclusive delivery of public Assumptions:
goods and services • Reforms that
National No existing Development of a Pilot testing of Fully Agency NEDA, PSA address
governance national national governance the developed func- reports weaknesses in
index governance index national tional the bureaucracy
developed index governance national
are
index govern-
(selected ance
implemented
NGAs, LGUs) index and sustained.
Sub-Sector Outcome 1: Citizenry fully engaged and empowered • Government
Percentile 52% ≥60 ≥60 World All agencies agencies are
ranking in Bank's WGI willing to
the WGI – report harmonize their
Voice and systems.
Accountability • There are

g
Data for WGI is as of 2015, as 2016 rankings will be available by October 2017.

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Baseline Annual Plan Targets Means of Agency Assumptions

Indicators
2017 2018 2019 2020 2021 2022
g
(2016) Verification Responsible and Risks
improved sufficient funds
OBI score 64/100 64 64 67 67 71 71 OBI Report DBM, DOF, to support
maintained COA complementing
Sub-Sector Outcome 2: Corruption reduced system, and
Percentile 42% ≥50 ≥50 World All agencies competent staff
ranking in Bank's WGI to operate it.
the WGI – report • Necessary
Control of reforms in
Corruption harmonizing the
improved planning and
≥50 ≥50
h
Percentile 43% Transparency All agencies budget
ranking in International’s processes are
CPI CPI Report implemented
improved and sustained.
Sub-Sector Outcome 3: Seamless service delivery achieved • The
Percentile 58% ≥60 ≥60 World All agencies government,
ranking in Bank's WGI CSOs, general
the WGI – report public and the
Government private sector
Effectiveness are willing to
improved work together to
Percentile 53% ≥60 ≥60 World All agencies achieve
ranking in Bank's WGI development
the WGI – report goals.
Regulatory
Quality Risks:
improved • Reforms are not
Percentile 48% ≥50 ≥50 World All agencies implemented, or
ranking in Bank’s do not achieve
the EoDB Doing the desired
Index Business impact.
improved report • Change in the
Percentile 59% ≥60 ≥60 World All agencies form of
ranking in Economic government is
the GCI Forum’s implemented.
improved Global • The general
Competitive- public is not
ness Report interested to
Percentile 62% ≥65 ≥65 Heritage All agencies participate in
ranking in Foundation’s national
EFI Index of development.
improved Economic
Freedom
report
Sub-sector Outcome 4: Public system reforms enhanced
Percentile 58% ≥60 ≥60 World All agencies
ranking in Bank's WGI
the WGI – report
Government
Effectiveness
improved
349
350 Strategic Framework

h
Data for CPI is as of 2015, as 2016 rankings will be available by January 2017.

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351 The results framework (Figure 3) shows the link between the sector outcome and the
352 societal goal for the PDP 2017-2022. The pillar of “Malasakit” or enhancing the social
353 fabric contributes to building a solid foundation of for a high trust society. The sub-
354 sector outcomes on good governance focuses on empowering and engaging the
355 citizenry, reducing corruption, achieving seamless service delivery, enhancing
356 administrative governance and strengthening the civil service. These ensure that the
357 sector outcome is attained, i.e. there is citizen-centered, innovative, clean, efficient,
358 effective and inclusive delivery of public goods and services.
359
360 Figure 3. Results framework on Citizen-Centered, Clean and Efficient Delivery of
361 Public Goods and Services
Goals Enhancing the social fabric of public institutions

Sector Outcome Citizen-centered, innovative, clean, efficient, effective and inclusive delivery of
public goods and services

Sub-Sector Citizenry
fully Corruption
Seamless
service
Administrative
governance Civil service
Outcomes engaged and
empowered
reduced delivery
achieved
enhanced Stengthened

362
363
364 The strategic framework (Figure 4) revolves on citizen-centered, innovative, clean, efficient,
365 effective and inclusive delivery of public goods and services. To achieve the intended sector
366 outcome, the government must cultivate an environment where the citizens and civil society
367 organizations can step up their level of engagement in governance. Anti-corruption initiatives
368 should also be improved to increase accountability and public confidence in public
369 institutions. The public are also entitled to basic government services; hence, seamless
370 service delivery must be achieved. Administrative governance must also be enhanced to
371 address deep-rooted issues in the bureaucracy. Finally, the civil service must be strengthened
372 to enable civil servants in providing effective and responsive services.
373
374 Figure 4. Strategic Framework on Citizen-Centered, Clean, and Efficient Delivery of
375 Public Goods and Services

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 PHILIPPINE DEVELOPMENT PLAN 2017-2022

Sector Outcome Citizen-centered, innovative, clean, efficient, effective and inclusive

delivery of public goods and services

1. Citizenry 4.
Sub-Sector fully engaged 2. Corruption 3. Seamless
service delivery
Administrative 5. Civil service
Outcomes and
empowered
reduced
achieved
governance
enhanced strengthened

Strategies A. Promote A. Strengthen A. Implement whole-

of-government A. Rightsize
A. Promote
shared public
participatory deterrence the service
mechanisms approach in delivery
governance of key services bureaucracy values

B. Promote B. Strengthen
B. Ensure B. Regulatory RBPM, PFM B. Improve
public access public
reforms and HRM systems
to information awareness on
anti-corruption implemented accountability and processes

C.
Institutionalize C. Implement C. Develop
C. Implement C. Harness law-making
response and prevention productivity of the and invest in
feedback and electoral human
measures public sector reforms
mechanisms resource
376
377
378 Priority Strategies
379
380 Sub-Sector Outcome 1. Citizenry fully engaged and empowered
381 Understanding the value of citizen engagement as partners for change and in pursuing
382 reforms, the current administration puts premium on openness and citizen engagement as an
383 integral part of government.
384
385 A. Promote participatory governance
386 As the current administration highlights participatory governance as one of the key strategies
387 in the pursuit of its change and reform agenda, the government will implement new programs
388 that will further increase citizen engagement in all aspects of governance. Participatory
389 governance empowers citizens. To accomplish this, the following will be implemented:
390 a) Broadening participation of the general public in national development, by
391 encouraging the citizens to actively engage in the process. This means that citizens
392 must be able to submit complaints on lapses in government and proactively negotiate
393 with the government for delegated power of services/programs that would be
394 beneficial to their communities. Volunteerism shall be a core modality in harnessing
395 citizen engagement to increase public participation in government affairs, promote a
396 consultative process in policy and decision-making, and enhance public accountability
397 in managing development programs and activities. The national and local
398 governments, and the civil society shall work closely and open platforms for inclusive
399 volunteering to enable ordinary citizens and the marginalized to take active role in
400 information sharing, public resource management, conflict resolution, among others,
401 aimed at strengthening these democratic institutions for nation building. Programs
402 such as the MASA MASID and Kilusang Pagbabago should be pursued and made to
403 reach the remotest of barangays nationwide to provide vehicles for people to
404 participate in both peace and order (anti-illegal drugs and corruption campaigns) and
405 in the development of their communities and empowerment of themselves, including
406 the poor and marginalized.

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407 b) Promoting shared responsibility and accountability with civil society in achieving
408 development goals, or moving the engagement of CSOs, non-government
409 organizations (NGOs), and POs from planning, budgeting and monitoring to firmer
410 involvement and commitments to accomplish development goals.
411 c) Sustaining the country’s engagement to and implementing of the Open Government
412 Partnership initiative at the local and international level, with the aim to develop the
413 next PH-OGP Action Plans that are in line with the agenda of the current
414 administration.
415 d) Implementing policies that support expanding engagement initiatives of all sectors.
416
417 B. Ensure public access to information
418 Opening up timely, comprehensive, and relevant government information and updates to the
419 public ensures that citizens are able to make informed decisions, collaborate and engage with
420 public officials in enhancing public policies. If greater openness is pursued, the outcome can
421 only be a government that is responsive and targeted to the needs of the citizens. The
422 following initiatives will be pursued:
423 a) Implementing the EO on FOI in the bureaucracy, which mandates all agencies under
424 the Executive branch to create their FOI manuals, detailing for the public the contact
425 information, process, forms, and cost of requesting information.
426 b) Facilitating the passage of the FOI Bill and other FOI measures, as the current EO is
427 only applicable to offices/agencies under the Executive branch. For the public to gain
428 access to all relevant government data, the FOI Bill must be enacted into a law.
429 c) Sustain existing transparency initiatives, which are essentially compliance to good
430 governance conditions of the PBIS such as the Full Disclosure Policy, Transparency
431 Seal, PhilGEPS posting, Citizen’s Charters, SALN submission, and Report on Ageing
432 of Cash Advance submission. Continuing Open Data initiatives are also included in
433 this strategy (such as the Open Data Portal), which will be revised according to the
434 PH-OGP Action Plan.
435 d) Provide ICT infrastructure for Internet accessibility, which include free wifi access to
436 all public places and eCenters for communities with minimal or no access to
437 information and government services (Tech4ED Centers).
438
439 C. Institutionalize response and feedback mechanisms
440 There is a need to strengthen existing response and feedback mechanisms such as the
441 Citizen’s Hotline (8888). Moreover, it is necessary to ensure that response and feedback are
442 systematically processed and tracked for monitoring and evaluation. Soliciting citizens’
443 feedback through existing mechanisms will be continued, such as the ARTA-RCS (conducted
444 by CSC) and the CSIS (conducted by DILG). Supporting policies will also be pursued to
445 provide legal basis for this strategy.
446
447 Sub-Sector Outcome 2. Corruption reduced
448 Corruption reduces efficiency and increases inequality, costing to more than 5% of global
449 GDP with over $1 trillion paid in bribes each year. 33 Efforts to address this are supportive of
450 SDG target (Goal 16) on substantially reducing corruption and bribery in all their forms and
451 the country’s commitment to the United Nations Convention Against Corruption. The fight
452 against corruption will be relentless and sustained. The strategies to reduce corruption
453 include:
454
455 A. Strengthen deterrence mechanisms

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456 All government agencies involved in anti-corruption efforts, beginning with the OMB, need
457 to reexamine their track records (whether these match public expectations) and the scale of
458 the problem of corruption. The results of such reassessments will serve as baseline data for
459 the administration to anchor its anti-corruption initiatives in collaboration with key
460 stakeholders.
461
462 The OMB will execute its Policy Thrust and 8-Point Agenda from 2011 to 2018, namely: (1)
463 disposition of high-profile cases, (2) zero backlog, (3) improved “survival” rate of fact-
464 finding, (4) enforced monitoring of referred cases, (5) improved responsiveness of public
465 assistance, (6) improved anti-corruption policy and program coordination among sectors, (7)
466 rationalization of the functional structure, and (8) enhanced transparency and credibility.
467
468 Related to this, the OMB with the Philippine Center for Investigative Journalism also
469 conducted a series of joint consultations among integrity institutions, civil society
470 organizations, and independent media to develop a National Anti-Corruption Framework.
471 This framework serves as the foundation towards the development of a five-year National
472 Anti-Corruption and Advocacy Plan which transitions from one administration to the next.
473
474 In terms of the country’s UNCAC commitments a 3rd State Conference Resolution was
475 signed in December 15, 2015 adopting the National Anti-Corruption Framework. The
476 resolution encourages relevant government agencies and concerned private sector groups and
477 civil society organizations to actively participate, engage on various consultations relative to
478 the UNCAC compliance and other anti-corruption initiatives of the government and request
479 for support the adoption of a national anti-corruption framework. The campaign commits to
480 have a common vision of: “A corruption-intolerant Philippine society; A culture of disclosure
481 in state agencies and the private sector; A non-partisan civics campaign of citizens, civil
482 servants, and oversight agencies for integrity, accountability, and good governance.”
483
484 Strict enforcement and monitoring of anticorruption laws and policies should also be
485 observed. These include the Anti-Graft and Corrupt Practices Act; the ARTA; National
486 Guidelines on Internal Control System; the Procurement law (RA 9184); mandatory
487 provisions of UNCAC; the Code of Conduct and Ethical Standards for Public Officials and
488 Employees (RA 6713); and the Anti-Money Laundering Act.
489
490 B. Promote public awareness on anti-corruption
491 Promotional or educational initiatives will be adopted to spread information and foster
492 awareness about the various programs and projects of the anti-corruption agencies and other
493 stakeholders such as various regulations against corruption and bureaucratic red tape.
494
495 The media will be used to publicize effective enforcement cases and encourage the public to
496 report corruption. Schools and organizations will also be tapped to educate students and
497 communities on anti-corruption. Corruption prevention talks, ethics development seminars
498 and the establishment of an Ethics Development Centre will be done for public servants and
499 the business sector. Project SWEAR (Special Window for Evaluation, Audit and Review of
500 Programs and Projects of the LGUs) will identify agencies that can be showcased for their
501 audit controls and systems.
502
503 The OMB has initiated the conduct of Integrity Caravans where the Office conducts
504 Youth and Multi-Sectoral Fora as well as Barangay Good Governance Seminars in
505 major cities around the Philippines to serve as effective promotional tools that

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506 communicate and engage the public and private sectors on the work of the Ombudsman and
507 its various anti-corruption programs.
508
509 C. Implement prevention measures
510 The legal and policy framework for corruption prevention should be enhanced to ensure
511 compliance with the UNCAC and other international standards. Multi-sectoral coordination
512 will be necessary in supporting moves to assess internal systems and procedures of
513 government agencies in terms of corruption vulnerabilities, legislative reforms in
514 anticorruption laws, and strengthening partnerships with various stakeholders.
515
516 There is also the need to equip the governance sectors. The development of the Integrity,
517 Transparency and Accountability Program (ITAP) by the OMB answers the need for
518 customized training modules for public officials and private individuals.
519
520 Another corruption prevention project is the enhancement of the income and asset declaration
521 system in the country by improving the effectiveness of the system of filing and analyzing
522 SALNs. The OMB with the CSC and the OP is in the process of pilot-testing the
523 implementation of an electronic based SALN system as a significant tool in detecting and
524 preventing corruption.
525
526 Two specialized programs on environmental concerns and investment matters have
527 been revitalized by the Office of the Ombudsman under the concept of a quick
528 response team. The first is the Environmental Ombudsman program, which ensures
529 the proper implementation and enforcement of environmental laws, and handles
530 complaints against public officers and employees for violations of environmental
531 laws. One related project in full swing is the Solid Waste Management Compliance
532 Program where the Office has partnered with environmental groups and civil society
533 to monitor the environmental compliance of local government units. The second one
534 is the Investment Ombudsman program, which aims to encourage local and foreign
535 investments in the country and improve global competitiveness through prompt
536 action on investor-related grievances and speedy resolution of investors’ complaints.
537 It ensures that licensure and other business regulatory mechanisms conform to a
538 speedy system that is free from delay, fraud, bribery and red tape. It provides an
539 accessible avenue for the redress of grievance in the processing of business permits,
540 licenses and other investment-related government services.
541
542 The Office of the Ombudsman is also undertaking a Blue Certification Program
543 designed to revalidate the anti-red tape standards prescribed for Business Permits
544 and Licensing Offices (BPLOs) in local government units (LGUs). The Program has
545 established a multi-level certification to compliant LGUs similar to the International
546 Standards Organization-certification for management system standards.
547
548 Sub-Sector Outcome 3. Seamless service delivery achieved
549 In fashioning out public institutions that will work towards the attainment of the outcomes,
550 the focus is seamlessness of government processes. Public institutions should be responsive
551 to the needs of the intended beneficiaries. Goods and services should be delivered in a timely
552 manner to maximize the intended benefits. Possible risks from natural hazards, climate
553 variability and extreme events should be anticipated and addressed to lessen disruption on

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554 service delivery. The process from planning to implementation should be transparent and
555 participatory.
556
557 A. Implement whole-of-government approach in delivery of key services
558 A whole-of-government approach means that government systems and processes work
559 together to provide ease of access and use by citizens. Internal protocols must not burden
560 citizens for effective and efficient delivery of public goods and services. This also means that
561 agencies, whether those in the Executive, the Legislature, Judiciary and Constitutional bodies
562 are willing to open their way of doing things to needed reforms and that in everything they
563 do, they are cognizant of the possible impact that this have on the performance of the other.
564 This will allow for a more responsive government that is quick at responding to the needs and
565 clamor of the people. To achieve this, the following initiatives will be undertaken.
566 a) Achieving interoperability of government processes, which includes converging of
567 government databases, achieving a smart and automated government and continuing
568 of ongoing initiatives such as the Inter-Agency Business Process Interoperability
569 Program. The DICT will develop a successor plan for the E-Government Master
570 Plan (2012-2016) which is the blueprint for the integration of ICTs for the
571 whole of government. Soft-launched this December 2016, the National
572 Government Portal is a one-stop-shop of online services designed to simplify
573 transactions in government, avoid crowding in offices and minimize red tape.
574 The Deduping and Matching Application was also launched, which will be used
575 in creating a streamlined citizen registry. 34 Another initiative, the Philippine
576 Government Common Platform aims to integrate and institutionalize
577 interoperability among government agencies by 2016 using a “whole of
578 government” approach to processes and technology.
579 b) Strengthening linkages and coordination of agencies. To enhance decision making,
580 facilitate implementation of programs and projects, and to avoid duplication of
581 initiatives, horizontal and vertical linkages of agencies and all levels of government
582 must be maintained.
583 c) Becoming a “One Connected Government.” This requires adoption of a public service
584 delivery model using the whole-of-government approach to make it easier for
585 citizens/transacting public to locate and access government services, complete
586 particular transactions end-to-end and eliminate the need to separately transact with
587 multiple agencies (for instance in applying for passport which involves many other
588 agencies aside from the DFA) and levels of government (for instance in applying for
589 business permits which involves various agencies at the national and local levels).
590 The service delivery model could range from simple co-location of agencies or one-
591 stop shops to integrated single-window and single-door approach. For high impact,
592 the government should identify the “basket” of basic government to citizen (G2C),
593 government to business (G2B) and government to government (G2G) services and
594 cluster the services (and concerned agencies) according to the citizen life cycle in the
595 case of G2C services or the business life cycle for G2B services, and designating the
596 point of service.
597
598 B. Implement regulatory reforms
599 Ensuring good regulatory quality removes burden to citizens and investors. The government
600 will continue these initiatives to review, simplify and modernize its regulations in order to
601 reduce regulatory burden making it easier and less costly to transact with government. The
602 following programs will be continued:

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603 a) Project Repeal. The Project Repeal, which aims to remove outdated and redundant
604 executive issuances to increase the ease of doing business, will be continued. In
605 reviewing new and existing regulations, appropriate evaluation methodologies
606 including but not limited to Regulatory Impact Analysis (RIA) for new regulations,
607 cost benefit analysis and standard cost model, must be undertaken to quantify the
608 benefits derived from these regulations.
609 b) Modernizing Government Regulations. The Modernizing Government Regulations
610 Program aims to: (1) enhance the capability of regulating agencies to develop smart
611 regulations through regular capacity building; (2) prevent regulatory failure through
612 risk-based approaches; (3) improve the effectiveness of regulations with regulatory
613 management system (RMS); and, (4) reduce the costs of administration and
614 enforcement through the combined use of regulatory and non-regulatory alternatives.
615 These will be achieved through a comprehensive approach that will examine the
616 regulatory environment affecting specific industries. The output of this examination
617 shall be used in developing the overarching National Regulatory Architecture that will
618 define eight critical elements (1) a comprehensive national regulatory policy; (2) an
619 appropriate institutional infrastructure to manage regulations; (3) a defined regulatory
620 making and review process; (4) defined regulatory framework per priority industry;
621 (5) a Quality Regulatory Management System; (6) a clear public consultation process;
622 (7) appropriate competency development programs for relevant government bodies
623 and (8) an integrated and accessible Philippine Business Regulatory Information
624 System (PBRIS).
625
626 C. Harness productivity of the public sector
627 Productivity which is about “doing the right things in the right manner at the right time and at
628 the right cost” is a means of enhancing efficiency, economy and effectiveness of the public
629 sector and restoring trust in government by giving the public its worth for the taxes or fees
630 paid for government services. An increase in the productivity of the public sector translates to
631 more and better services that can be provided to the citizens for the same level of government
632 spending. The initiatives under this strategy are:
633 a) Promoting a culture of innovation and productivity in public sector organizations.
634 This can be done, for instance, through a national 5S campaign to instill
635 consciousness on fundamental concepts of orderliness, cleanliness, elimination of
636 wastes especially waste of time and effort, and programs like the One-Innovation per
637 agency focusing on efficiency improvement and citizen-centered service delivery.
638 Lean management practices, office automation and knowledge productivity
639 improvement will be institutionalized in government agencies to realize productivity
640 gains i.e. working better and smarter with less administrative costs and delivering a
641 bigger “basket” of public services with less resources.
642 b) Enhancing and sustaining government performance in the delivery of quality services
643 by upgrading the government quality management systems to be more client-oriented
644 and citizen-oriented, managing citizen satisfaction with essential public services, and
645 driving agencies towards performance excellence to boost citizen’s trust in
646 government.
647 c) Improving adaptive capacities to minimize disruption in service from natural hazards
648 and climate extremes. Reforms are undermined when natural disasters occur;
649 therefore, LGUs must be capacitated to adapt to these incidents.
650
651 Sub-Sector Outcome 4. Administrative governance enhanced

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652 Public service ethos such as integrity and trust are significant in introducing any kind of
653 reforms. Public sector reforms that involve changes in structures, processes and procedures
654 would be ineffective unless these are accompanied by reforms in behavior, mindsets and
655 eventually values.
656
657 A. Rightsize the bureaucracy
658 From 2005 to 2013, the national government implemented a Rationalization Program which
659 aimed to focus government efforts on its vital/core functions and eliminate/reduce the
660 duplication and overlaps within departments and agencies by rationalizing their respective
661 organizationsal structure and staffing pattern.
662
663 On the other hand, the passage of a law for the implementation of a National Government
664 Righsizing Program will be pursued that will enable the government to implement massive
665 radical and transformational reform initiatives by rightsizing the operations of the different
666 Departments/Agencies of the Executive Branch and rightsizing their organization structure
667 and manpower complement. Moreover, this Program will help agencies simplify/improve
668 their respective systems and processes, as well as adopt certain management systems
669 improvement and productivity enhancement measures to reduce the processing time of
670 transactions, and eliminate/minimize redundancies/overlaps in regulatory requirements,
671 thereby, providing better and high quality services to the public.
672
673 This reform initiative is vital for the different Departments/Agencies of the National
674 Government to be given proper resources for the performance of their core
675 mandates/functions and ensure the effective, efficient and economical implementation of
676 their programs and projects. Hence, this will lead to the attainment of the desired sectoral and
677 national goals and outcomes, as well as facilitate the delivery and upgrade the quality of
678 frontline services.
679
680 B. Strengthen RBPM, PFM and accountability
681 Continuing public financial management reforms is essential in ensuring that planning,
682 budgeting, cash management, accounting and auditing become a streamlined integrated
683 system which provides the environment for transparency, accountability, efficiency and
684 outcome-orientation for government operations. These include:
685 a) Completion of a Budget and Treasury Management System and the Single Treasury
686 Account will provide this integrated systems environment, produce timely reports
687 needed for decision making and audit, and generate savings in time and funds for
688 government.
689 b) The shift to the Program Expenditure Classification-based (PREXC) agency budget
690 structure starting FY 2018 will promote the focus on outcomes and results by laying
691 out the strategies and performance indicators of major programs that an agency is
692 employing to meet its organizational outcomes. This will be complemented by the
693 results-based monitoring, evaluation and reporting system (RBMER) of the agency
694 programs and encourage departments to better organize their bureaus and agencies
695 according to function and responsibility for better accountability and service delivery.
696 In addition, the development of the Medium Term Expenditure Programs for the
697 largest departments and the Three Year Rolling Infrastructure Program will strengthen
698 strategic planning and the better preparation, programming and execution of
699 infrastructure and other investment programs and projects. .
700 c) Intensifying results-based performance management by refining performance
701 measurements, strengthening cascading and monitoring of performance targets, and

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702 evaluation of performance results of agencies to improve decision making,

703 transparency and accountability. The performance-based incentives system of
704 government will focus on the achievement of desired sectoral, societal outcomes and
705 concrete results that matter to ordinary citizens.
706
707 C. Implement law-making and electoral reforms
708 Reforms strengthen government institutions and streamline processes for a more responsive
709 service delivery. Citizen participation in the affairs of the government is important,
710 particularly in choosing their leaders through the election process. Thus, political and
711 electoral reforms (including voters’ education, orientation for newly-elected officials, and
712 reviewing electoral policies) to ensure zero disenfranchisement of the rights of suffrage will
713 be prioritized. CHR shall monitor and advocate for policy measures to ensure full and
714 meaningful participation and the inclusion of vulnerable sectors in electoral processes.
715 Similarly, priority legislative agenda (see next section) will be advocated to improve public
716 sector governance.
717
718 Sub-Sector Outcome 5. Civil service strengthened
719 Responsive governance is key to the restoration of trust in government. Reforms on public
720 administration are imperative to bring about responsive governance and in restoring trust in
721 government. In a government blemished with corruption, inefficiency, and ineffectiveness,
722 restoring trust is primordial. Poor public perception towards government is a challenge and
723 restoring people’s trust is an equally important concern. As such, a public servant is expected
724 to show professionalism, and must have the ethical foundation and probity to gain the trust of
725 the constituents. To achieve this outcome, the strategies will focus on enhancing the civil
726 service processes and values, and engaging and empowering the citizenry.
727
728 A. Promote shared public service values
729 Our focus will be on professionalism, excellence, integrity and non-discrimination in public
730 service, as well as the strengthening of public institutions. The civil servant as a lingkod-
731 bayani (servant-hero) is an ideal that needs to be realized in the course of adherence to public
732 service and norms. The servant-leader is a duty bearer and serves to fulfill the rights of the
733 citizens. To accomplish this strategy, the initiatives to be undertaken include:
734 a) Enhancement of civil service values and norms
735 b) Strengthen integrity initiative
736 c) Strict implementation and adherence to the ARTA and other anti-corruption laws
737 d) Instilling in the bureaucracy their role as "duty bearers" to ensure human dignity in
738 service delivery. The CHR shall also provide technical assistance to agencies to
739 capacitate duty bearers to implement their respective mandates on human rights. The
740 Commission shall work with the CSC to include capacity building on HRBA in the
741 value formation program for civil servants. CHR shall assist CSC and training
742 institutions in the development of learning modules, teaching aides and information
743 materials that would help the transformation of the civil servants into responsible and
744 accountable duty bearers.
745
746 B. Improve HRM systems and processes
747 By improving internal processes, the civil service is professionalized, engaged, and
748 committed, which can facilitate positive public perception of the bureaucracy. These are also
749 in alignment with SDG 16 which aims to ensure that management of government human
750 resources are responsive, inclusive, participatory, and representative decision-making at all
751 levels is met.

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752
753 A key government-wide initiative to improve HRM practices and systems is the Program to
754 Institutionalize Meritocracy and Excellence in Human Resource Management (PRIME
755 HRM), which covers the following areas:
756 a) Improving workforce competency-based recruitment, selection, and placement
757 systems
758 b) Intensifying competency-based learning and development systems
759 c) Improving career development and succession planning
760 d) Enhancing performance management systems
761 e) Promoting care and compassion (health, wellness, occupational safety, disaster risk
762 reduction and management, welfare) for government employees
763 f) Improving competency-based rewards and recognition mechanisms
764 g) Promoting HR management best practices sharing across the bureaucracy, and
765 h) Using ICT effectively in HR management (HR analytics)
766
767 C. Develop and invest in human resource
768 Aside from improving HR processes in the previous strategy, the government must invest in
769 developing its workforce so that civil servants are capable, effective, and efficient. Sub-
770 strategies are:
771 a) Reactivating the Philippine Civil Service Academy (PD 1218) to provide leadership
772 and direction in all training activities and programs and to integrate all HR
773 development programs for all levels and ranks; (2) to pursue on a more systematic,
774 integrated and purposeful scale, the training programs of the Academy, particularly,
775 those occupying middle management and first-line positions; (3) to draw up and
776 conduct continuing training programs for various employee levels in the career
777 service; and (4) to formulate policies that shall govern scholarship programs in the
778 government, locally or abroad.
779 b) Continuing training and capability advancement of government executives and high-
780 level civil servants to maintain an efficient and talented bureaucracy that perform
781 essential government functions through a Career Executive Service Development
782 Program for government such as the Public Management Development Program, the
783 Leadership Certification for Middle Managers, the Public Financial Management
784 Competency Programs and the like, to promote innovation, teamwork, reform-
785 orientation, and outcome focus among government personnel to break the silo
786 mentality
787 c) Conducting capability and capacity building interventions for 1st and 2nd level civil
788 servants to hone competencies and unleash talents, and to be able to continuously
789 innovate, be flexible and agile.
790 d) Development of future reform leaders or leaders of change to strengthen public sector
791 capacity to transform institutions, ensure responsiveness to government priorities and
792 rebuild people’s confidence in government.
793 e) Cultivate a future oriented culture and capability to create probable scenarios for
794 better risk governance
795
796 Legislative Agenda
797 The following priority legislative agenda will be pursued: 35
798
799 Table 3. Priority Legislative Agenda (2017-2022)

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i
Legislative Agenda Description Related Bills
Citizenry fully engaged and empowered
Passage of the Freedom of Requiring government agencies to allow SB 1208;
Information Bill public review and copy of all official HB 1855
information
Institutionalization of Allowing the public to participate in decisions SB 55, 902,
citizens’ participation in the regarding the local budget 3020; HB 191,
budget process 1388, 2509,
3862
Corruption reduced
Institutional strengthening Strengthen the office of the ombudsman, SB 2425; HB
of the Office of the upgrade employee skills and augment 4731, 4898,
Ombudsman compensation and benefits, enhance fiscal 4993
autonomy
Strengthening the powers Strengthening the forfeiture powers of the SB 2347; HB
on asset forfeiture state and establishing the public assets 4732, 4734,
management corporation of the Philippines 4735, 4899,
5045
Expansion of the powers of Strengthening the institutional capacity of the SB 2485; HB
the Office of the office of the ombudsman by amending 4733, 5044
Ombudsman certain provisions of R.A. No. 6770
Seamless service delivery achieved
Amendment of the Local Amending the Local Government Code to SB 836, 880,
Government Code address the challenges in local service 1083, 1085…;
delivery HB 44, 82,
188, 257,
297… j
Passage of the E- Establish effective E-Government plans to SB 490; HB
Government Act of 2016 create more valuable and meaningful 262
services through inter-operability and
maximization of resources
Passage of the Unified Expanding EO 420 to require all GOCCs to SB 69, 95,
National Identification harmonize ID systems, and cover self- 917; HB 3425
System Act employed, the unemployed, minors and
those working abroad
Administrative governance enhanced
Passage of the Budget Incorporating the necessary ingredients of a SB 40, 1065;
Reform Act modern budget system: a) a shift from HB 3185,
obligation-basis to cash-basis, b) and from a 3989, 4023,
two-year appropriation shelf-life to 1-year, c)
sustain a results-based approach, d) the
introduction of an Office of the Comptroller
General; and e) strengthen the
Congressional power of the purse.
Passage of an Act Right- Implementation of transformational/radical SB 1162,
sizing the National improvements/shifts to streamline the 1167; HB
Government to Improve Departments/Agencies’ operations, rightsize 3781, 3838,
Public Service Delivery the organizational structure and staffing 3871, 3913
pattern and simplify systems and processes
to deliver public goods and services in the
most efficient, effective and economical

i
From the 17th Congress, unless otherwise stated
j
Around 200 bills have been field amending specific provisions of the Local Government Code.

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i
Legislative Agenda Description Related Bills
manner

Enactment of a law Implementing finance reforms in campaign HB 1695,

regulating campaign expenditures, sources of funds and 3380, 3411,
contributions management of such 4351; SB 296,
885
Passage of the Party Strengthening the political party system to SB 226; HB
Development Act develop genuine political development and 1695
democratization
Passage of a charter for Providing an effective and expanded SB 483, 727,
the Commission on Human structural and functional organization to meet 1230; HB
Rights the demands of human rights cases here and 1303, 1512,
abroad 3217, 4078
Amendment of the An act instituting “The Philippine Government HB
Commission on Audit Auditing Act of 2016”, repealing the 2482,3470 k
charter Government Auditing Code of the Philippines
or Presidential Decree No. 1445, and for
other purposes
Civil service accountability and performance management enhanced
Passage of the Civil Addressing deeply-rooted problems besetting SB 641; HB
Service Code the public service (such as graft and 4553
corruption, red tape, violations of employee
rights and organization ineffectiveness)
Creation of Human Requires the creation of a Human Resource HB 3931, 3945
Resource Management Management Office in all LGUs
Office in Local Government
Units
Enhanced Code of Amendments to Republic Act No. 6713 SB 870; HB
Conduct and Ethical “Code of Conduct and Ethical Standards for 418
Standards for Public Public Officials and Employees”
Servants of 2016
800
801 Plan Implementation
802 The strategies will be implemented by the different NGAs, GOCCs, SUCs and LGUs, which
803 will all be directed towards citizen-centered, clean and efficient delivery of public goods and
804 services to enhance the social fabric of public institutions.
805
806 The outcome citizenry fully engaged and empowered will be achieved by the efforts of the
807 Office of the Cabinet Secretary through its Office of Participatory Governance (for promoting
808 participatory governance) and Strategic Action Response Office (for institutionalizing
809 response and feedback mechanisms); the PCOO and the DICT (for ensuring public access to
810 information).
811
812 On the other hand, to improve anti-corruption initiatives, the Office of the Ombudsman and
813 the Good Governance and Anti-Corruption Cluster will work together to implement the
814 strategies.
815

k
Filed during the 16th Congress

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816 Seamless government processes will be achieved by all agencies, with DICT as enabler for
817 the development/enhancement of systems and ICT infrastructure; NEDA, DBM and OCS-OP
818 as oversight; and DAP as enabler for harnessing productivity of the public sector.
819
820 On public system reforms, DBM will spearhead rightsizing the bureaucracy and
821 strengthening PFM. Electoral reforms will be a responsibility of all agencies, with the
822 COMELEC as enabler and NEDA as oversight.
823
824 Lastly, the CSC will take responsibility for strengthening the civil service in its systems,
825 processes, and development of human resources.
826
827 To gauge performance on the above strategies, a RM has been prepared separately containing
828 worldwide indicators and indices for good governance like the WGI, EoDB, GCI, EFI, CPI
829 and OBI as well as NGA targets/indicators.
830
831 Table 4 shows the outcome indicators, annual targets and strategies from 2017 to 2022.
832

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 PHILIPPINE DEVELOPMENT PLAN 2017-2022

Annex 1. Summary of Assessment, Challenges, Future Directions and Strategies

Assessment Challenges Future Directions Strategies

The Philippines There is no existing A national • Create a national
achieved stable local governance governance indicator governance
increase in rankings indicator system. system will be indicator system
for global created.
governance indices
Greater opportunities CSOs must be Participatory • Promote
for citizens to strengthened on governance is direct participatory
participate in shared accountability engagement with the governance
governance were and responsibility. people. • Institutionalize
opened The general public response and
must be engaged in feedback
utilizing existing mechanisms
platforms of
governance
Government data are Utilization and quality Implementation of • Ensure public
now made more of available Freedom of access to
publicly available government data Information initiatives information
must be explored. is ongoing.
Measures to improve There is a need to Anti-corruption • Strengthen
public service improve productivity efforts are deterrence
delivery and and tighten intensified. mechanisms
accountability have performance • Promote public
been enhanced management and awareness on
accountability anti-corruption
measures in • Implement
government. prevention
measures
• Strengthen
RBPM, PFM and
accountability
• Harness
productivity of the
public sector
• Promote shared
public service
values
• Improve HRM
systems and
processes
• Develop and
invest in human
resource
Improving efficiency Ensuring that Streamlining and • Implement
and competence of delivery of services simplifying business whole-of-
public service is especially those processes is a government
underway. related to social and priority. approach in
infrastructure sectors delivery of key
are effective and services
efficient. • Regulatory
Capability and reforms

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 PHILIPPINE DEVELOPMENT PLAN 2017-2022

Assessment Challenges Future Directions Strategies

access through implemented
improved information • Harness
technology productivity of the
infrastructure and public sector
data/information- • Rightsize the
driven systems must bureaucracy
be increased. • Strengthen
RBPM, PFM and
accountability
• Implement law-
making and
electoral reforms
• Promote shared
public service
values
• Improve HRM
systems and
processes
• Develop and
invest in human
resource

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 PHILIPPINE DEVELOPMENT PLAN 2017-2022

Endnotes
1
United Nations Economic and Social Commission for Asia and the Pacific (UNESCAP), 2005. What is good
governance? Retrieved from: http://www.unescap.org/sites/default/files/good-governance.pdf
2
The WGI is a research dataset summarizing the views on the quality of governance provided by a large
number of enterprise, citizen and expert survey respondents in industrial and developing countries. These
data are gathered from a number of survey institutes, think tanks, non-governmental organizations,
international organizations, and private sector firms. The WGI is a research project of the World Bank since
1996 and covers 211 countries.
3
World Bank, 2016. Doing business 2016: Measuring regulatory quality and efficiency. Retrieved from:
http://www.doingbusiness.org/reports/global-reports/doing-business-2016
4
Malou Mangahas, 2016. Independent reporting mechanism: The Philippines progress report 2013-2015.
Retrieved from:
http://www.opengovpartnership.org/sites/default/files/Philippines%202nd%20IRM%20Report.pdf
5
Open Government Partnership (OGP). (2014). 2014 Results. https://www.opengovawards.org/2014results
6
DBM, 10 September 2015. Philippines No. 1 in budget transparency in ASEAN. Retrieved from:
http://www.dbm.gov.ph/?p=13670.
7
Comelec, December 8, 2016. COMELEC wins Electoral Commission of the Year, Excellence in Election
Management, and two more awards in London-Based International Think Tank’s 2016 International
Electoral Awards. Retrieved from: http://www.comelec.gov.ph/php-tpls-
attachments/References/Announcements/08Dec2016pr.pdf
8
Julie M. Aurelio, December 8, 2016. Comelec gets top international awards for handling May polls.
Inquirer. Retrieved from: https://globalnation.inquirer.net/150442/comelec-gets-top-international-awards-
handling-may-polls
9
Ibid.
10
Move on Philippines, August 1, 2015. PH designated as ‘Center of Excellence on Public Sector
Productivity’. Retrieved from: http://www.moveon.ph/recognition-ph-designated-as-center-of-excellence-
on-public-sector-productivity/
11
The EGDI is based on a comprehensive survey of the online presence of all 193 United Nations Member
States, which assesses national websites and how e-government policies and strategies are applied in general
and in specific sectors for delivery of essential services.
12
UN, 2016. UN E-Government Survey 2016. Retrieved from:
http://workspace.unpan.org/sites/Internet/Documents/UNPAN96407.pdf
13
The Corruption Perception Index measures the perceived level of public sector corruption in 178 countries
and territories based on 13 expert and business surveys. The score ranges from 0-100, where 0 means that a
country is perceived as highly corrupt and a 100 means that a country is perceived as very clean.
14
The Global Competitiveness Report analyzes competitiveness along 12 pillars: institutions, infrastructure,
macroeconomic environment, health and primary education, higher education and training, goods market
efficiency, labor market efficiency, financial market development, technological readiness, market size,
business sophistication and innovation.
15
The Doing Business project ranks 190 economies and selected cities at the subnational and regional level in
terms of: starting a business, dealing with construction permits, getting electricity, registering property,
getting credit, protecting minority investors, paying taxes, trading across borders, enforcing contracts and
resolving insolvency.
16
The Index evaluates countries in four broad policy areas that affect economic freedom: rule of law; limited
government; regulatory efficiency; and open markets.
17
Open Government Partnership (OGP), 2014. 2014 Results. Retrieved from:
https://www.opengovawards.org/2014results.
18
Affiliated Network for Social Accountability in East Asia and the Pacific (ANSA-EAP), 2012. Citizen
participatory audit. Retrieved from: http://www.ansa-eap.net/projects/citizen-participatory-audit/.
19
Aries Joseph Hegina, May 9,2016. Comelec: Voter turnout at 81 percent. Inquirer. Retrieved from:
http://newsinfo.inquirer.net/784634/comelec-voter-turnout-at-81-percent
20
Commission on Elections (Comelec), August 12, 2016. Comelec: Filipinos satisfied with automated polling
system. Retrieved from: http://www.comelec.gov.ph/?r=2016NLE/PressRelease/12Aug2016pr3
21
Jayeel Serrano Cornelio, February 22, 2016. Millennial apathy. Rappler.com. Retrieved from:
http://www.rappler.com/thought-leaders/123340-millennial-apathy
22
Pia Ranada, December 6, 2016. Duterte signs EO creating Office of Participatory Governance. Rappler.com.
Retrieved from: http://www.rappler.com/nation/150383-duterte-executive-order-8888-hotline-citizen-
complaint-center

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 PHILIPPINE DEVELOPMENT PLAN 2017-2022

23
Pia Ranada, December 6, 2016.
24
Nestor Corrales, December 6, 2016. 2 agencies created to boost gov’t accountability, transparency. Inquirer.
Retrieved from: http://newsinfo.inquirer.net/851291/2-agencies-created-to-boost-govt-accountability-
transparency
25
Gov.ph (n.d.). The Philippines under the Aquino Administration: Good Governance and Anti-Corruption.
Retrieved from: http://www.gov.ph/aquino-administration/good-governance-and-anti-corruption
26
Office of the Ombudsman (OMB), October 2014. 2013 National Household Survey on Experience with
Corruption in the Philippines. Retrieved from:
http://www.ombudsman.gov.ph/docs/caravan/2013OMBCorruptionSurveyReport.pdf
27
Social Weather Stations (SWS), October 12, 2016. The 2016 Surveys on Enterprises on Corruption.
Retrieved from:
http://www.sws.org.ph/downloads/publications/2016%20Survey%20of%20Ent%20on%20Corrup%20for%2
0CEBU%20roadshows%20(10-Oct).pdf
28
It is aimed at improving efficiency and preventing graft and corruption in the delivery of government services
by reducing bureaucratic red tape and increasing accountability and transparency.
29
The R.A. 9485 or the Anti-Red Tape Act of 2007 (ARTA) is a law aimed at improving efficiency and
preventing graft and corruption in the delivery of government services by reducing bureaucratic red tape and
increasing accountability and transparency
30
Gov.ph (June 30, 2016). Inaugural Address of President Rodrigo Roa Duterte. Retrieved from:
http://www.gov.ph/2016/06/30/inaugural-address-of-president-rodrigo-roa-duterte-june-30-2016
31
Gov.ph (July 25, 2016). State of the Nation Address of Rodrigo Roa Duterte, President of the Philippines, to
the Congree of the Philippines. Retrieved from: http://www.gov.ph/images/uploads/State-of-the-Nation-
Address-of-Duterte-2016.pdf
32
Ibid.
33
OECD. (2014). The rationale for fighting corruption. Retrieved from:
https://www.oecd.org/cleangovbiz/49693613.pdf
34
DICT. (December 14, 2016). DICT launches single government portal, app for citizen registry. Retrieved
from: http://i.gov.ph/dict-launches-single-government-portal-apps-for-citizen-registry/
35
Ronald U. Mendoza and Rosechin Olfindo (2016). Governance and institutions in the Philippines.

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