GGAC Cluster Plan Matrix As of Nov16

Good Governance and Anti-Corruption
Cluster Plan, 2012-2016
LEGEND
From the Philippine Development Plan
From the President's Budget Message
From National Government Agency

submissions
Legislative Action
Included in the Open Government

Partnership Action Plan
Information Technology related project
These icons indicate the source documents of particular programs in the

National Action Plan and/or a special attribute.
Good Governance and Anti-Corruption Cluster Plan [DRAFT]
as of 16 November 2011
FYs 2012-2016
TRANSPARENCY
Responsible Annual Budgetary Requirements

Key Programs/ Projects Activities Programs/ Project Description/ Objective Annual Measurable Targets (2012-2016)
Agency/ies (2012-2016)
DISCLOSURE OF OFFICIAL ACTS

1 Mandatory disclosure of budget Lead: DBM with The Government has embedded provisions in the 2011 National Budget - its first January to June 2012
information in the website of national Cluster on Good financial blueprint-that mandate the publication of major information on budgets, All 22 Departments will have posted their approved budgets,
Governance & Anti- finance and performance indicators in the websites of national departments and fund utilization status, awarded bids and APPs on their
departments and agencies corruption as agencies. websites
oversight. All
departments to
comply Of 22 departments: January to March 2012
- 6 have posted their approved budgets (DBM, DoH, DILG, DND, DPWH, DoTC) Index developed to measure agency compliance
- 3 have posted their fund utilization status (DBM, DILG, DSWD)
- 13 have posted their awarded bids (DBM, DepEd, DENR, DoF, DFA, DOH, DILG,
DOLE, DND, DPWH, DSWD, DOTC, NEDA)
- 10 have posted their Annual Procurement Plans (APPs) (DBM, DoH, DILG, DOLE,
DND, DPWH, DSWD, DoTC, NEDA, PCOO)
1a Online public disclosure of all ongoing DPWH This will be an activity for all offices concerned to be carried out on an on-going basis
infrastructure projects via DPWH to ensure up-to-date information on all infrastructure projects are available on the
website to encourage public monitoring DPWH website.
and feedback
2 Full disclosure of local budget and DILG The DILG has required in August 2010 all Local Government Units (LGUs) to 2012 - 2016 (Annual Target) 2012 - P 4.4 M
finances, and bids and public offerings post in local bulletin boards, newspapers and websites information on their 100% of provinces, cities, municipalities and barangays 2013 - P 5 M
including implementation of projects utilization of funds and implementation of projects. . It is In line with the first monitored on policy compliance 2014 - P 5.4 M
SONA of the President, where he directed all government agencies and entities 2015 - P 5.8 M
to bring an end to luxurious spending and misappropriation of public funds and 100% of provinces, cities, municipalities and barangays 2016 - P 6.4 M
complied with the policy
to expunge mendacious and erroneous projects, and adhere to the zero-based
approach budgetary principle As of August 26 2011, 70 provinces, 130 cities
and 1,305 municipalities have complied with this policy
[DRAFT] NOT FOR FOR DISSEMINATION OR CITATION

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3 Expand and enhance the Philippine DBM PhilGEPS is a central electronic portal for transparent, efficient and competitive By December 2012, these features will be online:
Government Electronic Procurement through PhilGEPS government procurement where there is an electronic bulletin board of bid notices and • Expanded Supplier Registry
System (PhilGEPS) awards. Likewise, there is also an electronic catalogue of common goods in • Electronic Payment/Charges and Fees
Procurement Service, Subscriber Registry, and Materials Project Information. • Electronic Bid Submission
In the interest of greater transparency, the services afforded by this web portal will be January to December 2012
extended to an e-bidding system where bids and proposals of qualified bidders will be Install new featuresof PhilGEPS: online bid submission,
posted together with the solicitations, and an e-payment service which requires the CSO monitoring module, electronic fee payment, module for
posting of the winning bidder on the PhilGEPS site as a prerequisite to the release of posting of agency APPs
funds upon the completion of the transaction or project.
The online posting of the bid solicitations, actual bids, winning bids, and contracts
awarded follow the Transparency Policy that the current Administration strongly
upholds.
The PhilGEPS, which started in 2000, currently features an electronic bulletin board
for posting of notices and awards; supplier registry, automatic bid matching and virtual
store of common supplies of PS
4 Electronic Transparency and DBM eTAILS is a management information system that digitizes and reduces human Phase I was launched last June 20, 2011
Accountability Initiative for Lump-sum intervention in the processing and release of lump sum funds. It helps accurately keep
Funds (e-TAILS) Project (to be track of information on such releases: how much, for what project, in what location, to January to December 2012
integrated into GIFMIS) which implementing agency, and in the case of the Priority Development Assistance Complete eTAILS Phase I to cover School Building Fund and
Fund (PDAF)- endorsed by which legislator. IRA; and complete Phase II accountability modules, inluding
a module for citizen reportage.
eTAILS then supports the timely disclosure of lump sum fund release information on
the DBM website (www.dbm.gov.ph/pdaf.php): all available for the public to inspect.
Phase I - the module for PDAF has been rolled-out. Those for other lump sum funds
(such as IRA of local government units and the School Building Fund) are now under
development.
Phase II - currently being designed, is envisioned to strengthen accountability in the

use of such funds; will enable agencies to electronically submit reports - together with
photos, videos and other supporting files - on projects under lump sum funds. These
will be uploaded online for the public to inspect. Phase II will allow citizens themselves
to file their own reports on these projects and hold public officials to account.

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5 Increase NGA and LGU compliance Governance Citizen's Charters, required by the ARTA (RA 9485) are bulletin boards and published By end of 2012, 100% of departments have CSC
with Citizen's Charters Cluster and CSC manuals that detail service standards and procedures - including time and fees, as posted a Citizen's Charter. Existing Citizen's 2012:
necessary - of each agency. Of 2,266 national government agencies (including Charters to be improved in consultation with 320, 280 - Operational Expenses
regional offices), 71% have promulgated a Citizen's Charter. CSOs. 330, 000 - Information Materials
The Good Governance and Anti-Corruption Cluster will work together with the Civil National Targets 2013:
Service Commission in ensurnig greater compliance with the Citizens' Charter Spot check of national government agencies' frontline 481, 990 - Operational Expenses
requirement for National Government Agencies. services
2012 - 10% of agencies with Citizens' 2014:
Charter visited by CSC 642, 130 - Operational Expenses
Production of Materials
2013 - 15% of agencies with Citizen's 2015:
Charter visited by CSC 803, 055 - Operational Expenses
2014 - 20% of agencies with Citizen's
Charter visited by CSC 2016:
2015 - 25% of agencies with Citizen's 803, 055 - Operational Expenses
Charter visited by CSC
2016 - 25% of agencies with Citizen's Total: 3,380, 510
Charter visited by CSC
5a Monitor ARTA Compliance of LGUs DILG and CSC On the other hand, the Department of Interior and Local Government will work with DILG Targets DILG
CSC to ensure the compliance of LGUs with the citizens' charter and other Anti-Red - 100% of provinces, cities and municipalities monitored on MOOE
Tape Act mandates. policy compliance 2012 - P 4.5 M
- 100% of provinces, cities and municipalities complied with 2013 - P 5 M
the policy 2014 - P 5.4 M
2015 - P 6 M
2016 - P 6.5 M

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5b Preparation of Barangay Citizen's DILG DILG will also facilitate preparation of Citizen's Charter in barangays, nationwide in 2012 MOOE:
Charter accordance to the Anti-Red Tape Act. Initially, IEC materials will be prepared and 39,486 copies of Model Barangay Citizen's Charter 2012 - P 2.2 M
disseminated for barangays. Monitoring of barangays on the preparation and distributed to the barangays 2013 - P
enforcement of the Barangay Citizen's Charter will, likewise, be conducted. 2012 - 2016 (Annual Target) 0.275 M
100% of brgys. with Citizen's Charter (except ARMM) 2014 - P 0.3 M
100% of brgys. are enforcing their BCCs (except ARMM) 2015 - P 0.325 M
2016 - P 0.35 M
6 Ensure an open and transparent search OP A credible multisectoral committee should be engaged in the nomination and
process in the selection of appointees in appointment of members of constitutional commissions, regulatory bodies,
constitutional commissions, regulatory independent commissions and other oversight bodies. The criteria for the
bodies and other independent bodies selection, the candidates and their qualifications and those endorsing them,
should be made public. The feedback of the public should also be considered.
(Chapter 7, Philippine Development Plan 2011-2016)
PUBLIC ACCESS TO INFORMATION

1 Create a wiki.gov.ph: Single Portal for Cluster on Good The proposed Single Portal for Government Information (in PDP) is a central January to December 2012 (Matrix)
Government Information Governance Sub- government website where citizens can access government information as well as Establishment of a Single Portal for Government Information
Cluster on IT provide feedback and reports on government performance. Currently, there is no
single source of information. The schedule of implementation is still being worked out by a
Sub-TWG on Digitization

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2 Public Access to Information Initiative Lead: GGAC In fulfillment of its Social Contract with the Filipino People, the Aquino 1. Review of existing policies and practices that impact TBD. Source: agency regular
Cluster Administration will move towards giving citizens greater and freer access to on citizen’s access to official information: budgets, specific
official information in a timely, relevant and meaningful manner, subject to a. Improving agency implementation of existing program/project budgets (e.g. for
On FOI, Lead: certain limitations such as national security, foreign diplomacy and privacy transparency policies and standards digitization projects),
PCDSPO and concerns. It will work with civil society organizations and other stakeholders in b. Review of policies and practices that countervail free development donor grants, etc.
FOI Working broadening the scope of access to information through all possible means, as access to information
Group, with well as in improving the compliance of government agencies to existing c. Review and measurement of levels of transparency
OP/PLLO information access and disclosure standards. across government using internationally-accepted
indices and metrics
2. Setting-up of systems and enabling mechanisms for

citizen’s access to official information:
a. Digitization of data and documents
b. Establishing accountabilities within government for
public access to information (agency chief information
officers, access to information processes under
agencies’ Citizen’s Charters, etc.)
c. Forming a multi-stakeholder mechanism in monitoring
and auditing government compliance with access to
information standards.
3. Establishment of a comprehensive policy for Public

Access to Information:
a. Executive-wide policy on access to information
b. Freedom of Information Legislation

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FYs 2012-2016
ACCOUNTABILITY

Anti-Corruption (PREVENTIVE MEASURES)

1 Implement the National Guidelines on DBM The DBM, in partnership with the Office of the President - Internal Audit By end of 2012, learning-by-doing Internal Control System 2012-2013: (20 months):
Internal Control Systems (NGICS) Office (OP-IAO), has developed and issued the NGICS, through DBM (ICS) and Internal Audit (IA) trainings have been conducted
Circular Letter No. 2008-8 dated October 23, 2008, with assistance from
the Partnership for Economic Governance Reforms (PEGR), an Australian
for the personnel of Internal Audit Service (IAS)/ Internal P8,610,000 - Technical Assistance
Agency for International Development (AusAID) Facility. Audit Unit (IAU)/ Management Division (MD)/ Management of the World Bank to the DBM and
Unit (MU) Head and key staff of priority departments (DBM, DENR
The NGICS cointains the fundamental principles, policies and general DENR, DOLE, DSWD and DOT).
standards that can guide agencies in developing, implementing and Note: Contingent upon grant funds
monitiring their respective ICS for better governance.
In addition, capacity-building trainings on PGIAM have from the donor agency/ies
The DBM, together with OP-IAO has rolled-out the NGICS in the been conducted starting for the IAS/IAU/MD/MU head and concerned
Department of Education, and the Department of Public Works and Higways key staff of departments/ agencies/ GOCCs concerned.
on a whole of department basis, and in the Department of Finance,
Department of Health and the Department of Justice on a limited basis. Finally by the end of 2016, all departments/ agencies/
Relatedly, a Philippine Government Internal Audit Manual (PGIAM) was
GOCCs concerned have adopted the NGICS and PGIAM.
formulated and issued by the DBM, together with OP-IAO, thru DBM CL.
No. 2011-05 dated 19 May 2011 to complement the NGICS.
The PGIAM primarily aims to assist the agencies in establishing the internal
audit function in government. It will also guide internal auditors in their
review
of their agencies' compliance with laws and policies and performance
against
agreed-upon measures, targets and objectives.
The NGICS and the PGIAM are currently being rolled-out in the DBM,
Departments of Environment and Natural Resources, Labor and
Employment, and Social Welfare and Development.
Note: Programs under the

Transparency and Citizen
Engagement Pillar also contribute to
preventing corruption

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Anti-Corruption (PUNITIVE MEASURES)

1 Speedy Resolution of Corruption DOJ Objectives: At least 85% disposition rate for corruption cases Part of regular operating budget
Cases, with Special Cases of Grand • Expeditious resolution of all corruption cases as part of the
Corruption Zero Backlog Policy to be implemented for all cases, as among
the components of the DOJ Good Governance Index
• Immediate resolution of high-profile and large scale
corruption cases
This involves policies and procedures for expeditious

resolution of corruption cases especially those which are high
profile and large scale in nature.
1a Review of rules of procedure on DOJ Objectives: Internal Department policies developed and implemented Part of regular operating budget
administrative/civil/criminal actions on • Review of anti-corruption laws, policies and procedures
corruption-related cases • Development and implementation of Improved / rationalized Policy recommendations developed and submitted
policies and procedures in coordination with other agencies
concerned
This will be in the context of rationalizing and codifying the

rules of procedure on preliminary investigation

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2 Strengthen Revenue Integrity DOF Objective: May 25, 2011 to May 24, 2016
Protection Service (RIPS) To support the DoF's initiatives to detect and deter corruption
within its revenue agencies. • Acquisition and customization of an
information management system
Under this activity DOF will fund the acquisition and
customization of a case management software, a related data The following are targets for the period 2012-2016:
depository system, and training to strengthen the ability of RIPS
to support deterrence, detection and punishment of • Increase in number of personnel invesigated from 110 to
malfeasance within the revenue agencies. 330
• Increase number of personnel charged from 67 to 250
• Decrease time to complete investigation from 120 days

to 60 days
3 Pursue enactment of the DOJ/PLLO Objectives: Enactment and implementation of the said laws by 2012 For later determination (subject to
Whistleblower Protection Law and • Enhancement / fine tuning of the bill provisions of the law)
strengthen the current law on the • Immediate passage of the law
Witness Protection Program
The enactment of the Whistleblower's Bill and the proposed
amendments to the Witness Protection, Security and Benefit
Act, which are geared towards encouraging the participation of
potential whistleblowers and witnesses, could result, not just in
higher conviction rates, but also in the eradication of the
prevailing culture of fear, silence and impunity that has
prevented the vindication of wrongs, stalled the delivery of
justice, and caused the deterioration of the Rule of Law.

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Performance Management (Improving Public Resource Management)

1 Institutionalize the Medium-Term DBM Annual Updating and Formulation of Forward Estimates (FEs) (MTEF Annual Updating and Formulation of FEs (MTEF component):
Expenditure Framework (MTEF), component):
Zero-Based Budgeting (ZBB) As a component of the MTEF, the future costs of all on-going Issuance of Guidelines for the Updating/ Formuation of FEs as a
approach, Organizational programs and projects of the government should be projected/ component of MTEF
Performance Indicator Framework estimated by DBM in coordination with the departments/ agencies’ 2012-2016
planning and budgeting officers; on the assumption that the current - Issued guidelines on FEs formulation/ updating FEs annually
(OPIF) thrusts of government policies shall be maintained. FEs are updated/ - Indicative budget ceilings by department/ agency issued under
formulated annually for a three-year rolling period. the National Budget Call
Objectives: Development of FEs Automated System

The objective of the FEs updating/ formulation process is to promote 2014-2016:
policy and multi-year approach to budgeting by determining the - Full development and implementation of FEs automated
magnitude of the annual future cost of on-going budgetary programs system
and projects which will be set aside to ensure their continuous
funding. The updated/ formulated FEs become the basis of the Development of Medium-Term Expenditure Program for selected
annual indicative budget ceilings of departments/ agencies/ OEOs Departments/ Agencies
2014-2016
Zero-Based Budgeting (ZBB) Approach:
The ZBB Approach is one of the pillars of the public expenditure (ZBB) Approach:
management reform efforts of the DBM which rests on the periodic Conduct of selected ZBB studies based on the priority areas of
evaluation/ review of major programs to avoid automatic program the Aquino administration
carry-over and
“incrementalism” in department budgets. This reform is intended to January to December 2012
be mainstreamed as a regular activity for all programs and projects • 10 Departments have fully-developed results- based budgeting
in the medium-term. system with clearly-defined agency outputs and performance
indicators that are linked to the Philippine Development Plan,
Objectives: The underlying objectives in the conduct of the ZBB are particularly the five (5) priority areas of the Aquino Social
as Contract
follows: • By end of June, 2012, at least seven (7) additional programs
would have been subjected to ZBB.
1. To establish the continued relevance of program objectives given
the 2012-2014: Final Report of studies and Policy Actions resulting
current developments/ directions; from the study results
2. To assess whether the program objectives/ outcomes are being
achieved; 2015-2016: Final Report of studies and Policy Actions resulting
3. To ascertain alternative or more effective and efficient ways of from
achieving the objectives; and ultimately the study results
4. To guide decision makers on whether the resources for the
program/
project should continue at its present level, or be increased,
reduced or
discontinued

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carry-over and
“incrementalism” in department budgets. This reform is intended to January to December 2012
be mainstreamed as a regular activity for all programs and projects • 10 Departments have fully-developed results- based budgeting
in the medium-term. system with clearly-defined agency outputs and performance
indicators that are linked to the Philippine Development Plan,
Objectives: The underlying objectives in the conduct of the ZBB are particularly the five (5) priority areas of the Aquino Social
as Contract
follows: • By end of June, 2012, at least seven (7) additional programs
would have been subjected to ZBB.
Responsible 1. To establish the continued relevance of program objectives given Annual Budgetary Requirements
Agency/ies the 2012-2014: Final Report of studies and Policy Actions resulting (2012-2016)
current developments/ directions; from the study results
2. To assess whether the program objectives/ outcomes are being
achieved; 2015-2016: Final Report of studies and Policy Actions resulting
3. To ascertain alternative or more effective and efficient ways of from
achieving the objectives; and ultimately the study results
4. To guide decision makers on whether the resources for the
program/
project should continue at its present level, or be increased,
reduced or
discontinued
Organizational Performance Indicator Framework: OPIF:

OPIF is a results-based budgeting system being mainstreamed by 2012-2014:
DBM into the budget process. It is a framework adopted to enhance • Conduct continuing review of Major Final Outputs (MFOs) and
transparency and accountability in the budget process and to help Performance Indicators (PIs) and Programs, Activities and
ensure that goods and services are delivered at reasonable cost and Projects (PAPs) of Departments/Agencies
quality. Since 2000, OPIF has been contributing to the Public • Continued publication of an improved Book of Outputs for
Expenditure Management (PEM) objectives to ensure that submission to Congress based on reviewed MFOs
government resources are spent on the right things and goods and
services are provided at reasonable costs while attaining desired 2016:
results and outcomes. It supports the Medium-Term Expenditure • Establish link between OPIF and Strategic Performance
Framework (MTEF) as the government's mechanism to link policy, Management System (SPMS) for
planning and budgeting. performance and compensation purposes
OPIF has already been rolled-out in all departments in 2007 but it

needs to be fully integrated into the budgeting and planning
processes of all departments and agencies. Ten departments (DA,
DAR, DENR, DSWD, DOT, DPWH, DBM, DoF, DoH, DepEd) had
been selected for this OPIF integration process.

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2 Embed Accountability in Local DILG DILG launched the LGU Performance Challenge Fund program MOOE:
Governance through the in 2010 as an effort to institutionalize transparency, 2012-2016 (Annual Target) 2012 - P 753.7 M
implementation and expansion of the accountability, participation and performance in LGUs. Under All provinces, cities and municipalities assessed on the 2013 - P 1 B
Seal of Good Housekeeping and the this program, LGUs that exhibited strong performance in key Seal of Good Housekeeping (SGH) (annual) 2014 - P 1 B
Performance Challenge Fund Grant areas of governance 2015 - P 1 B
2016 - P
earned a Seal of Good Housekeeping and a chance to avail of Continuing increase in the no. of provinces, cities and 1B
additional budgetary support from the Fund. municipalities that passed the SGH (annual)
As of 2011, about 50% of 4th - 6th class municipalities and 4th -

5th class cities (688 and 28, respectively) have complied with
requirements of DILG for the Seal of Good Housekeeping.
2012
689 LGUs that passed the Seal of Good Housekeeping
have accessed the PCF subsidy
2013
2014
2015
2016
1,020 LGUs that passed the Seal of Good Housekeeping

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3 Implement the Government Integrated PFM Committee GIFMIS will provide reliable, automated, and accurate information to 2011 - 2012 - completion and implementation of Track 1
Financial Management Information (DBM, DOF/BTr support better fiscal planning, operational budgeting, cash 2011 - 2015 - completion of Track II
System (GIFMIS) and COA) programming and management, timely financial reports and effective 2016 - GIFMIS full implementation
enforcement of financial accountability rules and procedures
January to August 2012
In September 2011, PSBAIII issued EO 55 instructing the Public
Financial Management (PFM) Reform Committee (COA, DBM, DoF)
By August 2012, Complete GIFMIS Track 1 as a single
to develop the GIFMIS. platform of COA, DBM and DOF-BTr.
Track I - development of a web-based GIFMIS Version 1, which aims By 2016

at meeting the government's immediate need for a functioning Full GIFMIS for use by all agencies after 5 years
GIFMIS with minimum changes in or slightest re-engineering of PFM
business processes and possible reassignment of roles and
responsibilities over financial transactions. In the main, this track will
cover the development and/or enhancement and implementation of
integrated web-based applications based on existing web-based and
client-server systems for budget preparation, execution, accounting,
reporting and monitoring that were developed and/or implemented by
the three oversight agencies - Commission on Audit (COA),
Department of Budget and Management (DBM), Department
of Finance/ Bureau of the Treasury (DOF/BTr) - and some
implementing
agencies. Track 1 is estimated to be completed in eight (8) months.
The creation of the Project Management Office (PMO) will assist the
PFM Committee in the implementation and management
of the PFM Reforms Program.
Track II - development of GIFMIS Version 2, which aims at

supporting fundamental reforms of PFM business processes,
reassignment of roles and responsibilities over financial transaction
processing, oversight and
reporting, and corresponding organizational structural changes.
Under Track II, the pre-requisites or core elements of an integrated

FMIS shall be put in place such as the Treasury Single Account
(TSA), unified Chart of Accounts, budget classification structures,
performance standards, organizational arrangements, and
reengineered business/ functional processes. Consistent with the
timeframe in the PFM Reforms roadmap, this track shall be done in
five (5) years, from 2011 to 2015, and by 2016, GIFMIS Version II
shall be fully operational.

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4 Implement and integrate the Government GMIS: DBM in The government is pursuing the development of a government-wide payroll 1st Batch by March 2012
Manpower Information System (GMIS) cooperation with and personnel management system to enable effective and efficient Last Batch by December 2012
and the National Payroll System (NPS) CSC, GSIS, BIR, management of payroll and other allied functions. Although the respective
etc. government agencies will still manage their personnel payroll, they will A National Payroll System, that is linked to the
utilize a single and integrated system. The NPS will interface with
NPS: DOF- BTr Government Manpower System (GMIS), will be
government accredited banks for the deposit instructions. The NPS will also
and DBM interface with statutory and oversight agencies such as but not limited to developed and piloted. Such system will enhance
GSIS, Philhealth, BIR, CSC, COA, DBM and BTr to facilitate work and data efficiencies in payroll management and
flow more efficiently. remittances of employee deductions for social
insurance, etc.
The system would allow for direct payment to all employees. It would
enable timely transactions on payroll as it will be linked to the Government 2014
Manpower Information System (GMIS) and to other manpower and plantilla PBSAIII issued EO 31 instructing DBM to establish a
related systems. This would elimiate the existence of retired or resigned comprehensive database on government manpower (GMIS)
employees in the system, as the list of personnel and plantilla will be within 3 years
updated real time.
The new system will also address the perennial problem of non-remittance
of contributions to the GSIS. The problem would be solved with the NPS's
integration with the systems of the government-servicing banks, which
would
then send bank instructions to the proper institutions such as GSIS,
PAGIBIG, BIR, PhilHealth, etc.
The NPS will also eventually become integrated with the Government
Integrated Financial Management System (GIFMIS), since payroll
functions would be a module of GIFMIS.

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5 Implement the Cashless Purchase Card DBM, COA, DND- Government employees authorized to make small-value and high- CPC will be implemented 1st to 2nd Quarter 2012
(CPC) AFP volume purchases for their respective agencies are assigned a
Purchase Card which they can use, in lieu of cash, to pay for office January to June 2012
supplies and other identified items. Each Card has customized Pilot Procurement Cards system (in DBM, COA, AFP) to
restrictions as to the nature of items that it is allowed to purchase, minimize often-abused cash advances
and as to how much , and from which particular suppliers/vendors
transactions may be made.
The Purchase Card is linked to the Cashless Procurement Card

System which is an online program that collates data from the
transactions made on every Card and generates a comprehensive
and customized report accessible to authorized government agency
personnel in charge of accounting, reporting, or auditing, from the
convenience of a web browser.
The ability to make purchases without the use of cash, and the real-
time updating and collation of transaction data allow for an efficient
system of purchasing goods for government, with less room for
clerical errors, anomalies, and reporting dat that is not current.
6 Update and publish Philippine political DENR/ NAMRIA Objectives: 2012: 299 municipalities with an estimated area
bounderies through cadastral survey or of 5,204,281 has.
geo-spatial mapping • To determine and set on the ground the exact boundaries of each
LGU/lot owners for purposes of land registration wherein proper 2013: 309 municipalities with an estimated area
taxes will be determined and collected and the exact boundaries of of 5,860,851 has.
each LGU for the determination of Internal Revenue Allotment (IRA)
Targets for 2014-2016 are yet to be finalized
• Improving Cadastral Survey through the use of advanced mapping
technology and blacklisting delinquent survey firms towards more
accurate information on real property and LGU boundaries to help
accelerate development;
• Computerizing land records for greater transparency and a more

stable Torrens system and property regime to encourage more
business locators and foreign investments
• Cadastral Survey shall refer to the survey made to determine the

metes and bounds of all parcel within an entire municipality or city for
land registration and other purposes.

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7 Implement a Registry System for Basic Lead: DBM, Objectives: 2012: 2011: P 605,000
Sectors in Agriculture (Farmers and Cluster with Good - To facilitate the planning, program design, delivery, monitory and No. of provinces: 54
Fisherfolk) Governance and impact assessment of agriculture support services, as well as No. of farmers to be interviewed: 3,500,159 2012: P1,844,000
Anti-Corruption improve the response time and responsiveness of emergency 2013:
Sub-Cluster on IT assistance to farmers and farms No. of provinces: 24
- To establish profile of farmers and their farms to ensure that
services will be delivered to the intended beneficiaries
No. of farmers to be interviewed: 1,815,695 2013: P 7,000
Implementing: - To reduce leakages
DA, NSO, DAR, 2012: (1st Quarter) - Questionnaire and surveying
CSOs The proposed National Farmers' Registry System (NFRS) is (2nd to 4th Quarters) - Farmers' Registry
designed to identify and register all farmers and farms nationwide to System Development
facilitate the planning and execution of support programs to farmers.
This will be anchored on the following pillars: Prioritization of provinces surveyed is based on poverty
incidence and vulnerability to natural calamities.
- information about farm parcels (size, location as per
title), and
- information on owners, farmers, tillers/tenants,
leasers, other (as in titles, tax declaration, others, and
current land use
NFRS will serve as information platform which will assist DA to focus

interventions where it is most needed and where its resources will
have greater multiplier effects.
8 Implement a Tax Administration BIR Objective: Sustainability of the Core Integrated

Computerization Project (TACP) To increase government revenue collections and to deliver Tax System (ITS)
more effective services to taxpaying public 2012: P 852M
2013: P 912M
TACP started in 1994 as a Foreign-Assisted Project (World 2014: P 978M
2015: P1,048M
Bank loan together with local counterpart) which ended in 2016: P2,478M
1999. In 2000, it was transformed into a Locally Funded
Project to sustain critical and highly sensitve TACP operations Maintenance of e-Services
that support Tax Administration and Governance. 2012: P 38M
2013: P 34M
2014: P 36M
2015: P 45M
2016: P 39M
Continuing Tax Information and

Education Services
2012: P 23M
2013: P 20M
2014: P 22M
2015: P 29M
2016: P 26M

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9 Implement and integrate an On-line X-ray BOC OXIS aims to address the key business requirements on the 2012:
Imaging System (OXIS) access to the centralized x-ray images of containerized import • Pilot implementation at the Port of Manila and the
and export shipments captured from where the mobile x-ray Manila International Container Port 2016
equipment are situated. It involves the distribution and sharing • Access of the ports' six (6) relevant offices to the
of x-ray images and information from the port sites to local x-ray images to perform x-ray analysis
• Daily indexing and uploading of the x-ray images
concerned offices. to the Customs ICT Center
• Central access by the Commissioner,
The access to the additional (visual information will assist users concerned Deputy Commissioners and top
in their tasks relating to among others intelligence, risk officials from other ports for information
assessment, profiling, valuation, and decision-making, with the exchange
end-view of further reducing customs fraud/smuggling while 2013:
increasing revenue collection and facilitating trade. • Roll-out at the:
- Office of the Secretary of Finance
- Office of the President
- Ten (10) Other Government Agencies in the
NSW
• Daily indexing and uploading of the x-ray images
to the Customs ICT Center
2014:
• 100% system maintenance
• (Upon approval of would-be expansion of scope and the
proposed 2014 budget) Roll-out to other district ports with
x-ray facilities
• Daily indexing and uploading of the x-ray images to the
Customs ICT Center
2015-2016:

Page 17 of 30
10 Implement a Petroleum Inventory System BOC Objectives: 2012:

(PIS) - Monitor the importations of various petroleum Phase I - Priority Implementation at Subic
products initially at the Port of Subic, and then at all • Inventory Management for petroleum products
other petroleum transactions and processing ports nation- (100% tracking of quantities)
wide • Dashboard reporting (visibility, alerts,
exceptions, analytics) for concerned BOC
- Trace the receipt of these products on account of the officials
different oil companies at Coastal Subic Bay Terminal • SMS/MMS notification/confirmation
Inc. (Coastal) Phase Ib
- Track the inventories of various products at Coastal • Accurate violation
- Track the sales of product from Coastal to customers • Accurate computation and collection of
- Collect excise revenue accurately on the imports and revenue data
provide accurate refund to oil companies when the Phase Ic
product is sold to customers in the Exempted Zone • Integration with the other systems of BOC,
specifically on transaction and payments
PIS is a system to accurately and efficiently monitor the processing
movement and inventory of petroleum imports. 2012-2013:
Phase II
• Roll-out to all other petroleum transactions-
processing ports (Batangas, Cebu, Cagayan
de Oro, Davao, Clark, Port of Limay,
Subport of Mariveles)
2014-2016

Page 18 of 30
Performance Management (Establishing Results-Oriented Management)

1 Harmonize performance measurement Task Force To ensure a single approach in measuring government October to December 2011
systems in government (OES, DBM, performance - at the institutional, financial or individual level- Draft AO to create a task force to work on this
DOF, PMS, the government will design and begin cascading a harmonized will be presented to PBSAIII for approval
(as submitted by CSC) NEDA) performance measurement system from the disparate systems January to July 2012
at present. A Task Force will be constituted before end-2011to A consolidated, harmonized performance
formulate such a consolidated and harmonized performance management system designed, with the OPIF
measurement system by March 2012. Implementation of this as its core framework, in consultation with the private
system will begin in April 2012, for review by December 2012. sector.
Consultations are on-going among OP, DBM, CSC, NEDA, Implementation of the harmonized system will start after
PMS, DAP and the National Competitiveness Council (NCC) to approval of the President through an Executive Order.
harmonize diferent performance measurement systems in
government, with OPIF as the core framework.
Task Force Operationalizing Results Orientation In the Philippine January to June 2011 Funded by Interest Deferential
(OES, DBM, Development Plan 2011-2016 Fund (IDF) Grant on Capacity
(as submitted by NEDA) DOF, PMS, - Draft Chapter Results Matrices prepared Strengthening of the Philippine
NEDA) Results orientation in the PDP is being pursued through the Government for Improving and
incorporation of the Results Matrices (RM) in each of the Plan November 2011 Demonstrating Development
Chapters. As the main instrument in shifting the focus from only Effectiveness (KfW)
inputs and outputs and impacts, the RM provides an indicator - Final First Generation Results Matrices Compendium
framework to the sector and sub-sector results statements of published and distributed Printing of RMs: NEDA Proper
the Plan. It highlights the achievement of results at different Funds
levels
Results Matrices- Organizational Performance Indicator October 2011 Funded by ADB's Capacity
Framework (OPIF) Linkage Development Technical Assistance:
- Procurement of Results-based Management (RBM), Local Results-Oriented Strategic
The results statements at the Plan level (sector and sub-sector) Government Units, and ODA Portfolio Management Planning and Development
link to the Organizational Performance Indicator Framework Specialists ongoing Management for Inclusive Growth
(OPIF) of various government agencies, which provides the
results statements at the organizational and output levels. The January to June 2012
intent is to establish and make sufficient the results chain in - Preparation of workplan by the RBM Specialist
each Chapter RM so that RM sector outcomes are clearly - Implementation/ roll-out of activities (including workshops
supported by the corresponding OPIF organizational outcomes and meetings with implementing agencies) based on
and outputs. workplan

Page 19 of 30
Official Development Assistance (ODA) Annual Portfolio June 2011

Review - CY 2010 ODA Porfolio Review Report submitted to
Congress on 30 June 2011
Pursuant to RA 8182 (ODA Act of 1996), NEDA, in coordination
with other overisght agencies, conducts the Annual ODA January to June 2012
Portfolio Review, with the end view of submitting a report to
Congress by 30 June of each year. The exercise will cover all - CY 2011 ODA Portfolio Review conducted (includes
ODA funded loans and grants active from 1 January to 31 of consultation meetings with implementing agencies and
the preceeding year, inclusive of projects completed within the development partners, preparation fo agency folders,
said period. drafting of 2012 report)
The review is undertaken with the objective of: (a) reporting - CY 2011 ODA Portfolio Review submitted to Congress on
results (outcomes and outputs) derived from implementing 30 June 2012
ODA programs and projects; (b) identifying key implementation-
issues/ problems and addressing cross-cutting issues that
hampered project implementation, (c) reporting in actions taken
by concnerend entities to facilitate project implementation; and,
(d) trakcing developments on recommendations made in
previous portfolio reviews.
Joint Analytic Work (JAW) June 2011 Partly funded by KfW-IDF grant
The JAW supports the principles of harmonization among the - JAW action plan integreated into the CY 2010 ODA
DPs (ADB, WB and JICA) and alignemnt with the country Portfolio Review
system on ODA portfolio assessment. It serves as a platform
for joint-in-depwht analysis and action planning on selected key 2012
implementation issues. - Mechanism to ensure availability of budget for first year of
implementation of FAPs in place
- Mechanism which would allow for the inclusion of budget

for advance procurement activities in the annual budget
proposals prepared.

Page 20 of 30
4 Local Governance Performance DILG LGPMS is a self-assessment and web-based development 2012 - 2016 (Annual Target) MOOE:
Management System management tool for provinces, cities and municipalities. It has All provinces, cities and municipalities (including ARMM) 2012 - P 7.5 M
the capacity to provide information relative to capacities and provided w/ TA on the areas of local governance 2013 - P 8 M
limitations of LGUs in the delivery of essential public services. 2014 - P 9 M
The Annual State of Local Governance Report or SLGR is 10% increase in the no. of LGUs reaching the benchmark 2015 - P 10 M
2016 - P 10.8
generated by the system, in downloadable electronic format. rating of 4 (High) on the State of Local Governance per M
Using governance indicators the SLGR provides strategic performance area
information concerning the LGUs performance along: (1)
Administrative Governance (2) Social Governance, (3) 2012 & 2015
Economic Governance, (4) Environmental Governance, and (5) 5% increase in the no. of LGUs reaching the benchmark
Valuing the Fundamentals of Good Governance. The State of rating of 3 (Fair) on the State of Development (every three
Local Development of LGUs is also generated by the system years)
every three years.
All provinces, cities and municipalities (including ARMM)
with Annual State of Local Governance Report
4a Barangay Governance Performance DILG BGPMS is a self-assessment tool for barangays that measures 2012 Programmable MOOE:
Management System the effective delivery of services and accomplishments in the 1,668 copies of BGPMS Manual printed and distributed 2012 - P 433,440
performance of their function as mandated in the 1991 Local 1,668 barangays are adopting BGPMS 2013 - P 496,720
Government Code and other related issuances. 2014 - P 561,360
2013 2015 - P
627,520
BGPMS provides a clear picture of the performance and 1,834 copies of BGPMS Manual printed and distributed
2016 - P 695,280
productivity level of barangays in the areas of Governance, 1,834 barangays are adopting BGPMS
Administration, Social Services, Economic Development and
Environmental Management (GASEE). Results of the BGPMS 2014
shalll also serve as guide for the higher local government units, 2,017 copies of BGPMS Manual printed and distributed
the national government and other service providers in the 2,017 barangays are adopting BGPMS
development of policies and program interventions to meet
barangay needs. The BGPMS also encourages the barangay 2015
to improve its performance and productivity, thus, leading to a 2,219 copies of BGPMS Manual printed and distributed
better quality of life of its residents. 2,219 barangays are adopting BGPMS
2016
2,441 copies of BGPMS Manual printed and distributed
2,441 barangays are adopting BGPMS

Page 21 of 30
Performance Management (Enhancing Frontline and Regulatory Processes)

1 Streamline business transactions with DTI /DILG Nationwide Streamlining of Business Permits and Licensing Systems 2012 MOOE:
government, particularly in relation to (BPLS) in the Philippines Program: 98 LGUs are adopting the BPLS reforms 2012 - P 2.5 M
business licenses and permits The BPLS is a joint undertaking of DTI and DILG in partnership with 2013 2013 - P 3 M
development partners and the private sector. Officially launched last 90 LGUs are adopting the BPLS reforms 2014 - P 3.3 M
August 6, 2010, the joint undertaking was able to set the following 2014 2015 - P 3.5 M
standards: 81 LGUs are adopting the BPLS reforms 2016 - P 3.7 M
• unified business application form 2015
• 5 steps 100 LGUs are adopting the BPLS reforms
• <10 days for new; <5 days for renewals 2016
• 2-5 signatories 100 LGUs are adopting the BPLS reforms
The program intends to streamline the BPLS in priority LGUs

nationwide and develop capacities of the institution to effectively
conduct the BPLS streamlining. It also aims to develop policies and
guidelines that will standardized the streamlining of business permits
and licensing systems (BPLS) in cities and municipalities in
accordance with the service standards which the national
government is setting consistent with Republic Act No. 9485,
otherwise known as the Anti-Red Tape
Act of 2007 (ARTA). Additionally, it seeks to collaborate
with private sector to support the BPLS reforms as well
as harmonize different reform initiatives by development
partners on BPLS streamlining.

Page 22 of 30
2 Enhance and standardize the quality of Government a) Adopt the ISO 9001:2008 QMS in the delivery of priority
public service delivery to be consistent Quality government services.
with International Organization for Management
Standardization (ISO) and Quality Committee Government processes, systems, and operations shall be
Management System (QMS) (GQMC) made consistent with the ISO QMS through the continual
DTI/ DBM Co-
a. Adopt the ISO 9001:2008 QMS chairs
institutionalization of the Government Quality Management
in the delivery of priority Members: DILG, Program (GQMP) in all departments and agencies of
government services OP-IAO, DAP government, spearheaded by the GQMP. In the pursuit of this
Special/ honorary program, the ISO 9001:2008 QMS shall be adopted in the
member: CSC delivery of priority government services. (Chapter 7, Philippine
Development Plan 2011-2016)
b) Refine the Government Quality Management Systems

b. Refine the Government Quality Standards (GQMSS) to become consistent with ISO 9001:2008
Management Systems Standards QMS for the use of the different departments and agencies of
(GQMSS) to become consistent the Executive Branch.
with ISO 9001:2008 QMS for
the use of different departments
and agencies of the Executive The GQMSS consistent with ISO 9001:2008 QMS shall
Branch likewise be refined for the use of different Executive Branch
departments and agencies. QMS processes shall be installed
in certain critical government-tobusiness, government-to-
citizens, LGU-to-business, LGU-to-citizen, and government-to-
government transactions. (Chapter 7, Philippine Development
Plan 2011-2016)
c. Activate Quality Class category of DTI c) Activate Quality Class category of the PQA for the Public
the PQA for the Public Sector Sector.
The PQA for the Public Sector (mandated per RA 9013)

provides a framework for public service excellence. Global
benchmarks on public service excellence like Canada,
Singapore, and even Malaysia, succeeded in building a culture
of service excellence through the wide-scale adoption of
business excellence models such as the PQA. The PQA
Quality Class will encourage self-assessment vis-avis the PQA
performance excellence framework and promote improvement
of processes to achieve excellence in public service delivery.
This will boost the country’s competitiveness. (Chapter 7,
Philippine Development Plan 2011-2016)

Page 23 of 30
3 Pursue a national competition policy DOJ Objectives: Establishment of the DOJ Office for Competition P5 M (Annually)
through the enactment of an Anti-Trust
law and other initatitives - Establish a comprehensive anti-trust policy framework for the Enactment of a unified Anti-Trust Law
country
- Establish an Office for Competition to facilitate the development and Filing and prosecution of major anti-trust cases
enforcement of the anti-trust policy
The Department intends to file and prosecute major anti-trust cases

and aims to establish an Office for Competition to curb cartel which is
most pernicious during periods of economic crisis, including other
abusive business practices. The DOJ will also undertake a review
and assessment of existing anti-trust laws vis-á-vis international best
practices and introduce innovations/ amendments to institutie or
strengthen the appropriate state measures/ regulations that are
responsive to the recnet business/ corporate practices.
4 Promote the use of Alternate Dispute DOJ The Philippine Mediation Center was created in 2011 in keeping with To be determined 2012: 94,098,813.60
Resolution (ADR) the polilcy declared in section 1 of RA 8557 "to ensure an efficient 2013: 112,918,576.32
and credible Judiciary" in relation to Section 3 of the same law 2014: 135,502,291.58
mandating PHILJA "to perform such other functions an duties as may 2015: 162,602,749.90
be necessary in carrying out its mandate," 2016: 195,123,299.88
1. consistent with one of the objectives of the Action Program for
Judicial Refomr (APJR), particularly and decongestion of court These refer to the Annual Budget
dockets, and the enhancement of access to justice; and approved by the Supreme Court for
2. towards the efective implementation of Section 2(a), Rule 18 of the the Philippine Mediation Center
1997 Rules of Civil Procedure Office, which is charged with the
implementation of ADR
The Alternative Dispute Resolution (ADR) programs of the Supreme mechanisims and is estimated to
Court are collectively known as SC-ADR Mechanisms, which consist increase annually by 20%.
of the following:
1. Court-Annexed Mediation (CAM)

2. Judicial Dispute Resolution (JDR)
3. Appellate Court Mediation (ACM)
4. Mobile Court-Annexed Mediation (MCAM)

Page 24 of 30
FYs 2012-2016
PARTICIPATION
Participatory Governance
1 Expand CSO engagement DBM and Cabinet As prescribed in National Budget Memorandum (NBM) No. 109, the By the end of June 2012, in time for the preparations for the 2013
Cluster on Good following are the objectives of CSO engagement in DBM’s Open Budget National Budget, the Government will expand the coverage of
in the budget process Governance and process: participatory budget preparation to at least 12 departments and 6
Anti-Corruption government corporations, and enhance the process to address
1. To fulfill the Aquino Administration’s commitment to strengthen issues experienced during the pilot consultations for the 2012
democratic institutions through people empowerment, particularly through Budget. Before end-2012, the Government, in consultation with
citizen participation in the budget process, as a vital means of promoting CSOs, will craft a roadmap to expand and institutionalize
good governance participatory budgeting to the other phases of the budget cycle and
to the national, regional and local levels.
2. To institutionalize citizen participation as a component of the National
Government’s budget process, anchored on transparency and 6 departments (DepEd, DoH, DSWD, DPWH, DA, DAR) and 3
accountability in the allocation and utilization of public funds GOCCs (NFA, NHA, NHMFC) have piloted the consultative process
in budget preparation at national and RDC level.
3. To progressively broaden the constructive partnership with Civil Society
Organizations (CSOs) consistent with the Principles of Engagement as Increase number to at least 12 departments and 6 GOCCs, and
agreed upon and signed by DBM and some CSOs on September 3, 2010. improve their participation in the preparation phase of the 2012
National Budget.
Open/Participatory Governance as instrument for transparency and against
corruption has been operationalized by the Department of Budget and
Management (DBM) under its new policy of open budgeting.
As enunciated by the incumbent DBM leadership, open budgeting allows

citizen participation/involvement in the allocation of the country’s financial
resources including access to information on how these resources are
applied in government operations, programs, projects, and activities.
Through Civil Society Organizations (CSOs), citizens have been actively

involved in DBM’s open budget initiative at its Central and Regional Offices
and initially in selected vital national government agencies (NGAs) and
Government Owned and Controlled Corporations (GOCCs). It is expected
that citizen engagement in government budget formulation will soon be
expanded to include all national and local government units/agencies.

Page 25 of 30
2 Strengthening of bottoms-up Lead: Human The government will push for stronger collaboration between national October to December 2011
Development and agencies, local government units (LGUs) and community organizations in Preparatory: identify 600 qualified LGUs and partner-CSOs;
participatory planning and Poverty Reduction localizing poverty through Local Poverty Reduction Action Plans (LPRAPs). identify, recruit and train community facilitators; and prepare
budgeting through the Cluster with DILG During the preparatory phase of this Action Plan, 600 qualified LGUs and manuals for training COs and workshop design for developing
development and support of and NAPC partner-CSOs will be identified; community facilitators will be recruited and community plans.
Local Empowerment and trained; and manuals for the training the community organizers. From
January to July 2012, community workshops will be conducted in drafting January to July 2012
Poverty Reduction Action community poverty reduction plans that will be incorporated into the Implementation: conduct workshops and draft community poverty
Plans. proposed National Budget for 2013. These LPRAPs will be given serious reduction and empowerment plans in 400 cities/municipalities by
consideration in the budgeting process of national government agencies, in the 2nd week of July 2012 for incorporation into the proposed 2013
order to strengthen bottoms-up participatory budgeting and localized National Budget
poverty reduction programs.
3 Establish an Empowerment Lead: Human Acknowledging the role and importance of organized and engaged citizens' October to December 2011
Development and groups in creating the demand and providing the support for governance Establish a facility to support CSOs in organizing citizens and
Fund Poverty Reduction reforms and improvements in service delivery, the national government will communities to engage government in participatory budgeting
Cluster with NAPC support initiatives to organize the citizenry so that they can more effectively and planning, and advocacy for improved service delivery.
and DILG participate in the planning and budgeting processes of government, as well
as more effectively demand for improvements in service delivery from both
national and local government.
Throughout 2012
Undertake screening, selection and provision of funding to
qualified CSOs
4 Institutionalize social audit COA, DBM, DA, The partnership between the Commission on Audit, Executive departments
DPWH and CSOs will craft a roadmap for institutionalizing social audit for general
for public infrastructure public works and agriculture infrastructure projects by end-2011, for
projects implementation throughout 2012.

Page 26 of 30
5 Expand the Pera ng Bayan DOF The Pera ng Bayan website provides a feedback mechanism from Website upgrade
Website the citizens to the DOF and its attached agencies utilizing relevant
social network tools. The citizens should be able to report exemplary
performance of civil servants under the department as well as send
information relevant to graft, improper action, negligence, lavish
lifestyle and other illegal practices of the same. This will enable the
citizens in becoming an active partner in the Department's drive
against tax evaders, smugglers, and erring officials of the
Department and its attached agencies such as the BIR and BOC.
6 Develop a Budget ng Bayan DBM New initiative, to develop and launch a Budget ng Bayan website, an By March 2012
Website interactive platform for citizens to learn about, find information on and Develop and activate the website
file reports on the National Budget as well as to file citizen reports on By December 2012
its implementation. Complete installation and fully operational
7 Vigilance to Volunteerism: Program DILG-LGA The V2V PIPELOG will focus on promoting CSOs' active 2012 - 2016 (Annual Target) MOOE:
Intensifying People's Engagement in engagement in local governance through , institutional capacity 10 trained LGUs with LSB Agenda and action plan for the roll out 2012 - P 1.9 M
Local Governance (V2VPIPELoG) building of CSOs and LGUs, development of policy reforms, and 2013 - P 1.9 M
carrying out technical assistance and network building to enhance 10 LGUs participated / developed volunteer management system 2014 - P 1.9 M
volunteerism. The V2V aims to provide a full-swing intervention to 10 LGUs and 10 CSOs enrolled with profile of volunteer 2015 - P 1.9
organizations and recipients LGUs M 2016 - P
create conducive venues for CSOs to actively engage in local 1.9 M
governance 50 CSOs/GO participated on the training workshop on LG Watch
program for pilot areas

Page 27 of 30
Partnership and Constituency Building
1 Implement the Open Cabinet Cluster on The Open Government Partnership (OGP) is a new multilateral October to December 2011
Good Governance initiative that aims to secure concrete commitments from The GGAC AP will be further reviewed and refined together
Government Partnership and Anti-Corruption governments to promote transparency, empower citizens, fight with the implementing agencies concerned for final approval
Action Plan with agencies
corruption, and harness new technologies to strengthen governance. by the President.
and CSOs In the spirit of multi-stakeholder collaboration, OGP is overseen by a
steering committee composed of Indonesia, Mexico, Norway, Broad coalition of government, CSOs, private sector, and
Philippines, South Africa and the United Kingdom with the United multi-laterals will be formally convened, with a steering
States and Brazil serving as co-chairs. Joining them are nine committee overseeing the progress in implementing OGP
international civil society organizations. Country Action Plan
Last September 20, 2011, the Philippines submitted its Country January to December 2012
Action Plan (CAP), covering the period January to December 2012, Implementation of the OGP Country Action Plan with a self-
to the OGP. The OGP CAP is part of the Good Governance and Anti- assessment and an independent assessment mechanism to
Corruption Action Plan (GGAC AP) which covers 2012 - 2016. be put in place.

Page 28 of 30
2 Implement the Integrity Initiative DOF The Integrity Initiative is a multisectoral campaign that seeks to December 2010 - 2014
through the SHINE Project institutionalize integrity standards among various sectors of society - 2011:
(Strengthening High-level business, government, judiciary, academe, youth, civil society, church and • Identification of concerns and problems
commitment for Integrity initiative media. Led by the private sector, the initiative aims to help in diminishing, if• Creation of a Unified Business Code of Conduct
Nurturing collective action of not fully eradicating, the vicious cycle of corruption in the Philippines, which• Engagement of Government Support
has not only exacerbated poverty but also obstructed the development of a 2012:
Enterprises advocating for fair competitive business environment that operates on a level playing field. • Signing of Industry Integrity Pact
market conditions) 2013:
SHINE is a four-year project funded by Siemens that aims to initiate • Development of Control Activities
collective action among ethical foreign and local business enterprises that 2014:
wish to see the creation of fair market conditions for all market participants. • Creation of a Unified Standard on Integrity and
Started in December 2010, the project's ultimate objective is a certification Corporate Governance
and accreditation system, like the ISO, that will provide competitive
advantages to compliant companies. Companies will be audited, (Implementation Period is December 2010 to 2014 only)
accredited, and certifed based on compliance to ethical ways of doing
business and strict integrity standards.
SHINE aims to initiate a "Collective Action" among ethical

foreign and local business enterprises that are craving for
the creation of fair market conditions for all market
participants and willing to engage themselves in a
business sulture-changing process that will revolutionize
how companies do business with government and with
each other.
Specifically, SHINE will:
• Identify the key concerns/problems affecting the private

sector related to integrity and transparency in business
transactions
• Develop a unified "Business Code of Conduct"
acceptable to the local business entities
• Create an "Industry Integrity Pact" which provides key
measures and control activities intended to ensure
transparency and integrity in business transactions.
Signatories to the pact commit to the performance of
these measures and controls
• Develop an audit and certification program (including
training programs for advisers and auditors) that will
offer tools for enterprises to introduce and implement
ethical practices in their business processes
• Institutionalize the whole process to promote
sustainability of the integrity initiative.

Page 29 of 30
3 CSOs - People's Participation DILG This program aims to strengthen DILG partnership with civil society 2012 - 2016 (Annual Target) Locally Funded:
Partnership Program organizations (CSOs) and the private sector (PS). This initiative will also - Fora conducted to address prevailing governance issues 2012 - P 10 M
ensure participation of certified NGOs in regional management coordinating - National on-line database maintained 2013 - P 11.2
committees and local special bodies. An assessment of skills of CSOs and M 2014 -
capacity building interventions will be undertaken to prepare them in P 12.4 M
assuming their role as partners in good governance and enhancing 2015 - P 13.6 M
transparency and accountability. 2016 - P 14.8 M
2012
- Survey and validation conducted
- LG Watch Tool developed
2013
- 34 CSOs (2 per region) assessed for Participation Fund
2014
- 17 eligible CSOs (1 per region) awarded with project grants
2015
- 17 CSOs (1 per region) awarded with project grants monitored
2016
- 17 CSOs (1 per region) awarded with project grants monitored

Page 30 of 30

GGAC Cluster Plan Matrix As of Nov16

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Good Governance and Anti-Corruption

Cluster Plan, 2012-2016

From the Philippine Development Plan

From the President's Budget Message

From National Government Agency

Included in the Open Government

Information Technology related project

These icons indicate the source documents of particular programs in the

Responsible Annual Budgetary Requirements

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Phase II - currently being designed, is envisioned to strengthen accountability in the

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PUBLIC ACCESS TO INFORMATION

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2. Setting-up of systems and enabling mechanisms for

3. Establishment of a comprehensive policy for Public

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Responsible Annual Budgetary Requirements

Anti-Corruption (PREVENTIVE MEASURES)

Note: Programs under the

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Anti-Corruption (PUNITIVE MEASURES)

This involves policies and procedures for expeditious

This will be in the context of rationalizing and codifying the

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• Increase number of personnel charged from 67 to 250

• Decrease time to complete investigation from 120 days

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Performance Management (Improving Public Resource Management)

Objectives: Development of FEs Automated System

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Organizational Performance Indicator Framework: OPIF:

OPIF has already been rolled-out in all departments in 2007 but it

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As of 2011, about 50% of 4th - 6th class municipalities and 4th -

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Track I - development of a web-based GIFMIS Version 1, which aims By 2016

Track II - development of GIFMIS Version 2, which aims at

Under Track II, the pre-requisites or core elements of an integrated

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The Purchase Card is linked to the Cashless Procurement Card

• Computerizing land records for greater transparency and a more

• Cadastral Survey shall refer to the survey made to determine the

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NFRS will serve as information platform which will assist DA to focus

8 Implement a Tax Administration BIR Objective: Sustainability of the Core Integrated

Continuing Tax Information and

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10 Implement a Petroleum Inventory System BOC Objectives: 2012:

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Performance Management (Establishing Results-Oriented Management)

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Official Development Assistance (ODA) Annual Portfolio June 2011

- Mechanism which would allow for the inclusion of budget

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Performance Management (Enhancing Frontline and Regulatory Processes)

The program intends to streamline the BPLS in priority LGUs

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