ANTIDOTE TO

BY: EMILIA T. BONCODIN

CORRUPTION

Reported By: MAE NIAGARA M. BALANAY

Good leadership begets good followers;

that good example generates good deeds in
others; and that leadership by good example
may be old fashioned but it works!

The
quality
of
public
sector
governance is best captured by P-AC-T (Predictability, Accountability,
Citizen
Participation
and
Transparency).

Corruption brought about by a lack of

transparency in transactions, a high degree
of unpredictability in decision making, and
weak accountability systems, aggravated by
an apathetic citizenry disillusioned by it all.

To address the issue, reform measures for

greater Transparency, Predictability and
Accountability has been laid down in
government operations.

Department of Budget and Management

(DBM) a committed member of the
government, takes seriously the grave
consequences of corruption that impact
on the development of the countrys
economy.

The agency puts a face to corruption with

the help of Klitgaards (Klitgaard 1997)
formula: corruption equals monopoly plus
discretion minus accountability (C=M+DA), the same formula in efforts to address

CHOOSING THE MEANS

DBM
recognizes
the
need
for
the
collaborative efforts of government, civil
society, and the public since the department
has always been an advocate for effective
and efficient delivery of services to the public

Continuing Process
Reengineering
DBM continuously studies the possibility
of simplifying procedures and eliminating
those tasks that do not contribute to
expected outputs.

Budget process is being reviewed to

improved operational efficiency and
effectiveness- aimed to address budgeting
delays,
weak
accountability,
and
ineffective
monitoring
due
to
the
complexity and multiplicity of reporting
and documentation requirements.

DBM reviews the standard checklist of

supporting
documents necessary
in
evaluation of all types of requestsobjective reasons is to provide faster
response and effective time management

Transaction Flowchart

DBM posted a visual depiction of the indicative

budgetary processes using flowcharts, in their
lobby at Espinoza building as well as their
regional offices as part of its commitment during
the national socio-economic summit in December
2001.

The flowchart informs the public, specifically the

client
agencies,
of
specific
directions/
procedure/steps
to
follow,
including
requirements and the responsible organizational
units/staff in the evaluation of agency proposals.

Website Administration

The website provides updated information

about the department and its mandate,
structure,
budgetary
releases
and
issuances, directory offices and officials,
and legislative digests.

The website highlights the departments

expanded application of information
technology as a tool in providing more
transparency
and
accountability
in
governments budgeting operations.

Reforms in Public Procurement

Government-Electronic
Procurement
System (G-EPS) is in response to the
public clamor for more transparency in
government transactions.

G-EPSs objective is to enhance efficiency

and effectiveness in the procurement of
goods, supplies, materials and services by
maximizing the potentials of information
technology.

The system is aimed at providing a more open,

transparent and competitive environment in the
procurement of goods and services by the
government by providing an equal footing for both
the suppliers and the buyers.

G-EPS is presently operating an E-Procurement

site that initially serves as the central portal
providing
information
on
procurement
opportunities in various government agencies,
thus, online payment, online bidding and online
ordering transactions, including private exchanges
under a central and sub-portal concept, is
facilitated.

Medium-Term Expenditure Framework

and
Organizational Performance Indicators
Framework

The DBM has formulated its own version

of a Medium-Term Expenditure Framework
(MTEF).

It has developed a framework for multiyear budgeting, the organizational

performance
indicators
framework
(OPIF), which is output-and outcome-

The OIF requires agencies to specify the

linkage of their programs and projects to the
strategic outcomes in the Medium-Term
Philippine Development Plan (MTPDP).

Major Final Outputs (MFOs) are used as basis

for prioritizing the allocation of funds to
agency programs, activities and projects
(PAPS), for which output-and outcome-based
performance indicators will be developed.

Partnership with Philippine Governance Forum

Philippine Governance Forum (PGF) was launched

as
an
advocacy
program
towards
the
advancement of good governance in the country
by
actively
promoting
transparency
and
accountability in government transactions.

PGFa
collaboration
of
United
Nations
Development Program (UNDP), the Ateneo School
of Government (ASG), and the Ateneo Center for
Social Policy and Public Affairs (ACSPPA).

PGF advocates effective systems an

performance
monitoring
with
the
objective of significantly discouraging
graft and corruption and inefficiency in
government

One of the core projects of the PGF is the

implementation of the Government Watch
or G-Watch.

The project seeks to achieve the ff.

Objectives:

Develop
a
framework
for
government performance; and

monitoring

Engage government, business, and civil

society
in
the
development
and
institutionalization of systems for monitoring
and evaluating government performance.

G-Watch is a private sector-led initiative to

monitor outputs of key project of selected
government agencies.

Conceptualized and implemented by PGF, GWatch was first implemented in CY 2000 with
the Department of Education (DepEd),
Department of Health (DOH), and Department
of Public Works and Highways (DPWH) as
participating agencies.

Phase 2 of G-Watch aims to link public

expenditure tracking with budget formulation
and analysis. Called Budget Advocacy Project
(BAP), the undertaking is focused on
generating multi-sectoral policy discussions
and advocacy on budget and fiscal issues

COMPENSATION REFORMS AS ANTI-CORRUPTION

MEASURES

Review of the Position Classification and

Compensation System

Rationalization
of
existing
position
classification and compensation systems
aims to eliminate the overlapping in the
present salary schedule which results in
certain subordinates receiving higher pay
than their survivors.

It would likewise result in a simpler

position classification plan with fewer
levels (e.g. no difference between levels
I, II and III and senior) and classes
(generic for administrative positions).

Common Database on Government

Personnel

This project is a multi-agency undertaking

aimed at establishing a comprehensive
database on the personnel and employment
profile of national government workers which
shall be shared by three agencies.

Each of these agencies shall maintain a

portion of the established common system
that is relevant to their respective
functions/interests.

The common database shall serve as

authentic source of information on authorized
positions and incumbents for more effective
control of personal services costs since some
agencies do not present accurate information
on their filled/unfilled positions.

It will likewise address the present practice of

hiring non-permanent staff from lump-sums
and from Maintenance and Other Operating
Expenses (MOOE) on a job-order basis.

Review of Separate Retirement Laws

In view of special laws, the judiciary,

members of constitutional commissions,
uniformed personnel, health workers,
teachers, and scientists received better
retirement
benefits
than
other
government personnel.

The DBM shall conduct a review of the

various retirement laws to come up with
the possibility of having a unified
retirement system.

Presidential Committee on Effective

Governances Efforts
One of the centrepiece programs of the
Arroyo Administration is good governance that
will redound to greater benefits and satisfaction
to the public it serves.
To achieve this goal, the Administration has
reconvened the Presidential Committee on
Effective Governance (PCEG), a high-level body
that oversees and coordinates governance
reforms in the bureaucracy.

The program is aimed at improving

governments
service
delivery
and
institutional capacity. The core functions
of government will likewise be reinforced,
wherein
the
strategic
role
and
responsibilities of the government shall
be made consistent with socio-economic
priorities and resource constraints.

Signature Reduction Program

In her first State of the Nation Address
(SONA), President Macapagal-Arroyo challenged
government agencies to reduce red tape in
government by cutting in half the number of
signatures required in selected government
transactions.
In view of the said presidential directive, the
DBM commissioned the Development Academy
of the Philippines (DAP) to undertake a study on
the delivery of critical government services.

The study initially covered the following areas:

passport application (DFA),

business permits/licenses issuance (Cities of
Marikina, Quezon and Makati),
retirement processing (GSIS) and
Home Development Mutual Fund (HDMF),
application for licensure examinations and
registration of new professionals (PRC),
veterans claims processing (Philippine Veterans
Affairs Office, PVAO),
and issuances of decrees for land registration
(LRA).

The project aimed to simplify work

processes involved, reducing signatures by
as much 50 percent in some transactions
and eliminating unnecessary documentary
requirements.
Study
results
show
improvements in these critical areas:

1. Passport Application (DFA)

Reduction in the steps involved from 5 to 3
and the number of signatures from 6 to 4.

2. Issuance of Business Permits/Licenses

(LGUs)
Institutionalization of inspection as a
regular function in the processing of initial
application for business permit as well as
its renewal, and Establishment of a onestop-shop concept for all application
forms/requirements to simplify the tax/fee
structure.

3. Retirement Processing (GSIS and

HDMF)
Reduction in the number of documents
required by the GSIS and the HDMF,/
Pagtutulungan sa Ikauunlad: Bangko,
Ikaw, Gobyerno (PAGIBIG) from 16 to 8
and the consequent reduction in the
number of signatures required for every
document.

4. Applications for Licensure Examinations/

Registration of New Professionals (PRC)

Improvement of frontline services for

processing licensure examinations;
Applications and registration of new
professionals; and
Streamlining
of
application
and
registration procedures.

5. Veterans Claims Processing (PVAO)

Implementation of a standard cut-off date

policy in the processing and mailing of
checks and bank remittances, and

Review of the need for the initials of some

officials in the approved claims.

6. Application for a Degree for Land

Registration (LRA)
Reduction
in
the
number
of
signatures from 112 to 71 through the
standardization of logbook indicators
and integration of minor operations.

These agencies involved in the study are

revising/updating
their
policies
and
guidelines to implement the recommended
systems improvements. The PVAO, PRC, and
LRA, in particular, have developed their
respective
Agency
Work
Process
Improvement Plans (AWPIPS) based on the
assessment results generated by the study.

National Transparency and Accountability

Framework
As PCEG Secretariat, the DBM is closely
coordinating with the Presidential Anti-Graft
Commission (PAGC) and the transparency and
Accountability
Network
(TAN),
a
nongovernmental organization, towards the
formulation
of
a
transparency
and
accountability agenda for government.
The formulation of an integrated anticorruption strategy will address the disjointed
activities in combating corruption that occurs
in various aspects and levels of governance.

The group, in coordination with the agencies

concerned, has initially crafted specific transparency
and accountability agenda for certain priority
agencies.
The anti-corruption agenda focuses on the areas
of vulnerability of said agencies, where results are
visible or have a high impact, and where public
clamor for redress and reform is high.
The agenda thus developed will be presented to
the various stakeholders of the agencies concerned
to ensure that the efforts address priority areas are
reform.

Good Governance Scorecard

The development of a good governance
scorecard is a joint project of the PCEG (through
DBM) and the Governance Advisory Council (GAC).
GAC - serves as an advisory body to the President
in
promoting
the
countrys
global
competitiveness through good governance.

In coordination with the DBM, the GAC

is developing a set of principles and
guidelines
for
improved
public
governance to be used as basis in the
development of a template for national
and local governance scorecards.
The governance scorecard is intended
to measure governments responsive in
delivering basic services to the public.

The four (4) Components of the proposed

scorecard include governance measures
from:
(1)
(2)
(3)
(4)

citizens
clients
experts and peers, and
outputs/results.

These measures would be combined into

an overall governance scorecard and rating
for agency performance.

Memorandum Order No. 20

MC No. 20 (25 June 2011) was issued
directing the heads of Government Owned or
Controlled Corporations (GOCCs)/Government
Financial Institutions (GFIs) specifically to:
A. Suspend the grant of any salary increase
and new or increased benefits to the senior
officer positions, including the board of
directors/trustees in GOCCs/GFIs exempted
from the Salary Standardization Law (SSL);

B.Prepare a pay rationalization plan for the

aforementioned officers for submission to
the Office of the president through the DBM.
This is in line with the objective to
harmonize pay practices at all levels in
government and preclude a dichotomy in the
bureaucracy brought about by a severe pay
imbalance between personnel of government.

IDENTIFYING THE END

Given all these initiatives, what do we hope to

gain?
The vision of the national anti-corruption plan
to which all these DBM efforts are geared,
whether by itself or in partnership with others, is
a clean government supported by a corruptionintolerant society.
Ridding government of corruption is difficult
but urgent and, for the gains to be irreversible,
the campaign must ingrain the values of
honesty and integrity in every Filipino citizen.
That means all of us!

...to ensure that our gains are not

dissipated by corruption, we must
improve moral standards. As we do so,
we create fertile ground for good
governance based on a sound moral
foundation, a philosophy of transparency
and an ethic of effective implementation.
-PGMA